BrownFlynn views stakeholder engagement as critical to our business and reaches out to our stakeholders for input and perspective on a regular basis. We engage employees regularly through weekly huddles, monthly staff meetings, and at the Firm’s annual retreat. Additionally, employees are encouraged to communicate openly and honestly about issues or concerns as they arise. Our Principals conduct regular check-in calls with clients to give them an opportunity to provide feedback.
BrownFlynn engaged external stakeholders as part of our materiality assessment, and Firm leaders provided input to prioritize stakeholders to interview based on their impact and influence on the Firm. As part of our materiality assessment, we surveyed employees and interviewed the following external stakeholders:
During this process, our stakeholders shared perspectives about BrownFlynn’s strengths as a firm, our greatest risks, and ways for us to enhance our impact. Some of BrownFlynn’s identified strengths include providing subject matter expertise, focusing on and delivering value through the reporting process, leading clients through strategic initiatives, establishing councils and governance best practices, and engaging executives on sustainability initiatives. The most significant potential risk is not following the sustainability practices BrownFlynn espouses as a firm.
Stakeholders identified opportunities for BrownFlynn to increase our impact by:
Demonstrating why reporting is important and helping clients bring their reports to life
Helping clients implement our recommendations
Developing a learning leadership academy
Getting involved in more industry associations to reach and influence more companies
Publishing thought leadership pieces showcasing BrownFlynn’s point of view
Increasing business travel to build stronger client relationships and provide opportunities to identify additional business opportunities
BrownFlynn continues to work with clients to conduct materiality assessments, publish sustainability reports, and encourage them to continually improve their transparency and balanced reporting. Beginning in late 2016, we trained clients and other companies on the GRI Transition to Standards and, as the only U.S. consulting partner to EcoVadis, addressed evolving customer expectations through our EcoVadis Questionnaire Training. We also have increased our engagements with organizations such as the World Business Council for Sustainable Development (WBCSD), Nasdaq, and RobecoSAM. And, we continue publishing monthly articles in GreenBiz and author thought leadership pieces in publications such as Ethisphere magazine, the National Association for Corporate Directors (NACD) blog, and IR Update.
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Statement from the most senior decision-maker of the organization about relevance of sustainability to the organization and the organization’s strategy for addressing sustainability
Name of the organization
Primary brands, products, and services
Location of organization’s headquarters
Number of countries where the organization operates, and names of countries with significant operations or that are specifically relevant to the sustainability topics covered in the report
Nature of ownership and legal form
Scale of the reporting organization
Total workforce by employment type, employment contract, and region, broken down by gender
Percentage of total employees covered by collective bargaining agreements
Description of the organization’s supply chain
Significant changes during the reporting period regarding organization's size, structure, ownership, or supply chain
Whether and how the precautionary approach or principle is addressed by the organization
Externally developed economic, environmental, and social charters, principles, or other initiatives to which the organization subscribes or endorses
Memberships in associations and/or national/international advocacy organizations
Entities included in the organization consolidated financial and nonfinancial reports
Process for defining report content
Material aspects identified in the process for defining report content
For each material aspect, the aspect boundary within the organization
For each material aspect, the aspect boundary outside the organization
Explanation of the effect of and reasons for any restatements of information provided in earlier reports
Significant changes from previous reporting periods in the scope and aspect boundaries
List of stakeholder groups engaged by the organization
The basis for identification and selection of stakeholders with whom to engage
The organization’s approach to stakeholder engagement, including frequency of engagement by type and by stakeholder group, and an indication of whether any of the engagement was undertaken specifically as part of the report preparation process
Key topics and concerns that have been raised through stakeholder engagement, and how the organization has responded to those key topics and concerns, including through its reporting. Report the stakeholder groups that raised each of the key topics and concerns
Date of most recent previous report
Contact point for questions regarding the report or its contents
‘In accordance’ option and GRI Content Index
Policy and current practice with regard to seeking external assurance for the report
Governance structure of organization, including committees of the highest governance body
The organization’s values, principles, standards, and norms of behavior such as codes of conduct and codes of ethics
Disclosure on Management Approach for Aspect
Coverage of the organization’s defined benefit plan obligations.
Financial assistance received from government.
Significant indirect economic impacts, including the extent of impacts.
Total number and rates of new employee hires and employee turnover by age group, gender and region.
Average hours of training per year per employee, by gender and by employee category.
Percentage of employees receiving regular performance and career development reviews, by gender and by employee category.