SUSTAINABILITY REPORT RELACOM GROUP 2015 Contents:

3 About this report 4 About Relacom 6 Sustainability Management 8 Stakeholder Engagement 12 Relacom 16 Relacom Norway 20 Relacom 24 Relacom 30 GRI Cross-Reference Index

Contact information [email protected] Phone: 08 553 90000 © Relacom 2016 About this Report

About this Report

Relacom offers a broad range of services based the best Group, Relacom Sweden, Relacom Norway, Relacom Fin- competence and experience in the industry. We connect land and Relacom Denmark. smart products, electronic devices and sensors to the network. We take part in the planning, construction and The report is based on the guidelines for sustainability re- maintenance of telecommunications and fibre networks. porting issued by the Global Reporting Initiative (GRI). Energy companies hire us to collect data from industries and properties to determine their exact energy consumption. This is the Relacom Group’s fourth report issued in accor- dance with the framework of GRI’s guidelines. This report We often act as the link between operators, power compa- deviates from 2014 report. This year we choose to do a nies, end users and suppliers. With this role, we also have lighter version. We have not conducted a materiality analy- an opportunity to influence processes so that they are sus- sis for 2015. And therefor use 2014 materiality analysis. tainable for customers, employees, suppliers and the society at large. By demonstrating how we work with sustainability, Our first report was published in 2012 and followed the GRI we send an important signal to the market, our customers, G3 guidelines. In 2015, we implemented several organi- suppliers and not least, to our employees. We want every- zational changes, we sold Orbion Consulting Sweden to body that has a relationship with Relacom to be able to Reijlers and Relacom Sweden has a new downsized organi- trust that we are performing our services with the highest zational structure. competence and safety, and that we are constantly working to reduce our impact on the environment and climate. Limitations in the reporting of indicators

This sustainability report encompasses all companies and G4-1 Due to the construction of this report we do not have a statement from markets within the Relacom Group, with the exception of the CEO, for the latest statement see the previous version. Relacom Maintenance and Orbion Consulting. The report G4-10 Reports according to our annual report. All employees who work more aims to provide a transparent account of our sustainability than 60% count as full-time employees. Relacom has no employees working work during 2015. less then 60%. G4-EC1a For the economic value distributed see our annual report. Organizationally, the Relacom Group is s to a certain extent G4-LA1b We only report employee turnover in percentage and not by gender decentralized, which means that its various companies and age, we report in accordance with internal procedures. operate according to national and local circumstances and G4-LA6a We do not publish statistics on the gender distribution due to high male with some measures of independence. Some of our core representation in the workforce. areas are managed centrally (Relacom Group). As a result, G4-33 We do not seek external assurance for this report. this report is organized into the following chapters: Relacom

3 About Relacom

About Relacom

Relacom is a leading technology service supplier and offers includes Relacom Sweden, Relacom Finland, Relacom strategic solutions to customers within telecom, machine- Norway, Relacom Denmark and Orbion Consulting. Relacom is a leading technology service supplier and offers Relacom Group’s CEO is Veronica Ezeyza-Alvear. strategic solutions to customers within telecom, machine- to-machine (M2M) and power supply as well as technical Relacom is active in four business areas and supplies the consultancy services within network infrastructure and following products and services: communications. »» Telecom – planning, building and maintaining fixed and Relacom combines broad experience and cutting-edge mobile networks and supplying state-of-the-art fibre technical expertise with an innovative approach to provide solutions at the local and national levels service that exceeds our customers’ expectations. Relacom has a broad range of services and extensive geographic co- »» M2M – communications solutions that include design, verage in each country where we are active. These factors planning, implementation, day-to-day operation and combined make Relacom the obvious choice of partner in maintenance within the IT/retail and infrastructure the industries in which we work. segments

Our Operations »» Power Supply – energy meter readings, the construction of distribution networks, maintenance, Relacom runs a broad operation that covers everything from case management and service constructing, maintaining and expanding nation-wide tele- com and fibre networks to gathering qualitative data within »» Technical Consultancy Services – network the energy sector. Relacom’s work also includes providing infrastructure and communications wireless communication at workplaces and in homes as well as installing network applications for retailers and logistics companies (M2M).

Our customers include international and local companies, municipalities, energy providers, network owners and con- sumers.

Organization

The countries operations are to some extent self managed and conducted independently. Each country is headed by the respective general manager. Global support functions include human resources, finance, communications and the- se are shared between our companies. Guidelines, targets and visions are decided jointly at the group level. The Group

4 Image 1. Our Organizational Structure.

CEO

Support & Group CFO Functions

Company Name Relacom Group (Relacom Management AB)

Countries of Operation Sweden, Norway, Finland and Denmark Norway Finland Denmark Sweden Number of employees Total: 3 449 Telecom Location of Headquarters , Sweden

M2M Systems Revenue 4,51 Billion SEK

Power Supply For further financial information please see the annual report for Relacom Management AB.

Orbion

CUSTOMERS Regional, National and Transnational

Corporate Governance The Group’s management team is responsible for gui- ding the company to meet the targets set by the board of Relacom Management AB is Relacom Group’s parent directors according to the directions given and within the company and is owned by Bank, DNB Bank and frameworks set. Below this executive level, the Group is ma- HSH Nordbank. The company’s shareholder meeting is the naged by management committees and along solid repor- Group’s prime legal entity. Decisions made by the share- ting lines. To ensure responsible decision-making, Relacom holders are to be converted into directions, frameworks and has developed what is known as our Group Authorization targets by the board of directors and communicated to the Schedule. This document defines levels of authority for key Group’s management team. positions regarding the right of attestation and the right to make decisions on behalf of the company.

5 Sustainability Management

Sustainability Management

Our Values This means that Relacom agrees to work in accordance with the UN’s ten basic principles for responsible enterprise. The impression Relacom leaves on the community is Each year, we prepare a report entitled Communication on influenced by how we run our operations, for example how Progress that summarizes how Relacom is supporting and efficient our processes are and how we manage our produc- working in harmony with Global Compact and the initiative’s tion and create tools to meet our customers’ and stakehol- principles. ders’ requirements and expectations. Another example is that our employees are covered to 100% by collective bar- A Brief Summary of our Code of Conduct: gaining agreements. The Relacom Group shares a common set of core values, code of conduct and an anti-corruption »» Relacom respects human rights and our growth is policy that all its companies are expected to follow. These based on a sustainable and responsible approach in form the basis for our sustainability programme. which our employees play a key role. Relacom aims to be the benchmark in our industry and to offer an attrac- Our core values are: tive working environment that attracts new employees

»» Experience: We are proud of our history, which has »» Relacom strives to employ a long-term environmental given us unique experience within our industry. This strategy to minimize our negative environmental impact experience – which allows us to solve the most complex and to follow the precautionary principle. of problems – is critical to our success. We see each day as an opportunity to develop, learn and share what »» Relacom strives to establish long-term relationships we know. with suppliers and to achieve sustainable advantages through cooperation. »» Presence: Close dialogue and active listening are critical to understanding the needs of our customers »» Relacom obeys the laws and regulations of each coun- and colleagues. These skills help us take a proactive try in our business activities approach and fulfil our commitments. We are present both on a personal level and in a geographical sense We are committed to prevent corruption in all its forms and tolerate it neither in our own business, nor in those with »» Innovative power: We are creative and dare to think whom we do business. outside the box in order to meet customers’ needs and find the best solutions. We see a dynamic environment Compliance as an opportunity, and we adapt to suit the circumstan- ces. During 2015 we have no non-compliance regarding laws and regulations and no significant finds. Nor have we any Relacom has been aligned with Global Compact since 2012. grievances reported regarding environment, social aspects Global Compact is a UN initiative that works in support of and products and services. human rights, labour, the environment and anti-corruption. Companies that take an active stand for these issues can ratify the initiative’s principles.

6 Image 2. Our Sustainability framework.

Purpose, Values, Vision

Sustainability Program

Code Of Conduct

Anti-Corruption Policy

Anti-corruption

Relacom employees have various forms of contact with representatives from companies and other external par- ties. On such occasions, there is always a risk that our employees will be exposed to improper inducement. This is particularly true of those who deal with procurements, con- tracts and wage negotiations. Employees may not realize that offers and benefits that they receive from people they meet in their professional roles may be illegal. Relacom’s management group has drawn up a policy that applies to all Group companies and employees.

In turn, country representatives are responsible to inform the organization about the content of the policy and for ensuring that it is followed. Country representatives inform and help employees to understand how they are expected to act in different situations in connection with our custo- mers. Whenever a new staff member is employed, they are informed about the policy and our whistle-blower function. No incidents occurred during 2015.

Supply Chain

Relacom engages a number of suppliers and, to ensure that each of them lives up to Relacom’s and our customers’ We support UN Global Compact values, we have chosen to work with a handful of large distributors based in the Nordic region. We have consciously As of 2012, Relacom is a UNGC signatory. chosen companies that are based in the countries in which This commitment entails working in we operate. accordance with the UN’s ten fundamental principles for responsible business. The Relacom’s contractors are screened through a qualification Global Compact includes: Principles for process that imposes requirements on their environmental, human rights, labour conditions, health and safety work and their business ethics. During environment and anti-corruption. 2015, a process is being developed that aims to ensure that Relacom’s contractors and suppliers uphold our values. We also submit a report annually, entitled ‘Communication on Progress’, which Each country’s operations are affiliated with and approved summarises our commitment to the through EcoVadis, a database in which sustainability Did you know? Global Compact’s ten principles. documentation is evaluated. 7 Säkra resurser

Stakeholder Engagement

Stakeholders

Image 3. Stakeholder Analysis.

23 9 10 12 19 1 4 46 24 45 39 36

20 17 13 11 1615

HIGH 40 3 34 6

4 2 5 43 21

44 35

2 29 33 28 22 38 18 25 26 14 42 8 7 41 3 1 31 27 37 32 30

1 2 3 4 INTEREST TO STAKEHOLDERS TO INTEREST

LOW IMPACT TO RELACOM HIGH

Economic Environmental Social Overall

1 Economic Performance 17 Employment, 33 Supplier Human Rights Assessment

2 Market Presence 18 Labor/Management Relations 34 Human Rights Grievance Mechanisms

3 Indirect Economic Impacts 19 Occupational Health and Safety 35 Local Communities

4 Procurement Practices 20 Training and Education 36 Anti-corruption

5 Materials 21 Diversity and Equal Opportunity 37 Public Policy

6 Energy 22 Equal Remuneration for Women and Men 38 Anti-competitive Behavior

7 Water 23 Supplier Assessment for Labor Practices 39 Compliance

8 Biodiversity 24 Labor Practices Grievance Mechanisms 40 Supplier Assessment for Impacts on Society 9 Emissions 25 Investment 41 Grievance Mechanisms for Impacts on 10 Effluents and Waste 26 Non-discrimination Society

11 Products and Services 27 Freedom of Association and Collective 42 Customer Health and Safety Bargaining 12 Compliancen 43 Product and Service Labeling 28 Child Labor 13 Transport 44 Marketing Communications 29 Forced or Compulsory Labor 14 Overall 45 Customer Privacy 30 Security Practices 15 Supplier Environmental Assessment 46 Compliance 31 Indigenous Rights 16 Environmental Grievance Mechanisms 32 Assessment

8 Säkra resurser

Our Stakeholders Materiality Analysis

An important part of our sustainability efforts and a necessity A materiality analysis was conducted 2014 in accordan- for understanding our stakeholders’ needs and expectations ce with the guidelines found in GRI G4 to find out which is holding an active dialogue with them. Doing so supports aspects our internal and external stakeholders think are im- development and forms the basis for this report. Relacom’s portant. The aspects in GRI G4 have been rated on a scale operations affect, and are affected by, a large number of of 1-4, where 1 is ‘not important’ and 4 is ‘very important’. different stakeholders. A good and open dialogue is impor- Stakeholders, such as customers, employees and owners, tant for developing and building long-term relationships. Our have contributed to this analysis. The internal valuation in- employees meet stakeholders daily in various forums and the corporated the results from stakeholder dialogues held over majority of our stakeholder relations are established in our the year. Each company sent questions to all its stakehol- meeting and communications channels. Meetings with clients ders. To the left is a summary of the resultt and it summaries and contractors occur a on a daily basis. Customer surveys, all aspects in the stakeholder dialogue. The companies employee satisfaction surveys, annual general meetings, operations differ from each other. Therefore all aspects are proxy meetings, supplier meetings, trade fairs, industry mee- not applicable for all companies. The index shows which tings and meetings with employer organizations are conducted aspects each country reports. throughout the year. Collaborative projects conducted with public employment services and upper secondary schools are additional examples of situations where we meet and commu- nicate with our stakeholders.

Image 4. Our business environment.

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9 Our Markets

10 FINLAND

SWEDEN NORWAY

DENMARK

11 Relacom Sweden

Relacom Sweden

Relacom Sweden’s operations cover the country from north Image 5. Sweden Organizational Structure. to south. During 2015 we went from a geografical based CEO organisation to a business organisaional structure. As figure five expalins operations are divided into four business areas: Support & Group CFO Functions Nod/Mobile, Telecom Fixed, Power Supply and machine-to- machine (M2M). The organization is managed by Sr. Vice

President and General Manager Karl-Göran Svensson, and Nod/Mobile Telecom Power M2M Fixed Supply a designated manager exists for each respective region and area.

Our environmental work aims to find solutions that are both good for the environment and that benefit our customers and employees. Energy, climate, work in sensitive areas, chemicals and waste are focus areas within our environ- mental work. CUSTOMERS Regional, National and Transnational Systematic Environmental Work Climate Relacom’s environmental work corresponds and adhe- res to the requirements found in the ISO 14001 standard We take climate change seriously and work actively to re- and are integrated into Relacom’s business management duce carbon dioxide emissions caused by our services and system. All work related to environmental issues is mana- transports. The results of climate change, such as extreme ged by Relacom’s management and supported centrally weather, changes in rainfall, snowfall and ice, have a direct by Relacom’s environmental coordinator. Our environmen- financial impact on our industry and our customers. tal work does not only influence our own operations, but extends to our subcontractors and suppliers, too. All our Since 2013 we have used a GPS system to plan our assig- contractors are reviewed against our environmental require- nments more carefully and to optimize our travel, so as to ments. reduce our emissions. This increases the overall efficiency 12 Environment

of our operations and reduces both costs and carbon dioxi- Waste de emissions from transports. Our aim is to make our travel efficient through better production planning. Both waste minimization and responsible waste manage- ment are vital for reducing our environmental impact and Energy use in the form of electricity, heating and cooling ensuring sustainable development. Waste management is one of our most critical environmental issues. It is still procedures are an integrated part of our operations. Through difficult to pinpoint the exact amount of energy used at our our agreement with a waste contractor, we can both reuse smaller, rented offices, where electricity and heating are and recycle waste generated by our operations. The same included in the leasing fee. Our property division is responsi- requirements and procedures for handling waste also apply ble for establishing procedures for reporting on and following to our subcontractors. up energy use together with our property owners. Our ambition is to ensure that all waste from our own During the last couple of years we have taken important operations is recycled at as high a rate as possible. All our steps to reduce travel related to meetings, including insta- places of business have collection stations for waste. The lling solutions for online meetings with external parties, such stations consist of containers for collecting office waste and as customers and suppliers. For daily internal administrative for the recycling of cables and construction waste from our work meetings, we use the online tool Microsoft Lync (video, field operations. We have also implemented procedures for instant messaging, telephony). All these measures has proper waste handling and transportation for locations other helped us to significantly reduce the number of trips we take than our offices where we carry out assignments. and reduce our environmental impact. TABLE 5. OTHER INDIRECT GREENHOUSE GAS (GHG) EMISSIONS (SCOPE 3) [T] TABLE 1. ENERGY CONSUMPTION WITHIN THE G4-EN17 a ORGANIZATION [GJ] G4-EN3 a 2015 2014 2013 Transport 10,4 8,21 8,53 2015 2014 2013

Diesel 50735 70905 79675 Petrol 1386 958 1069 TABLE 6. TOTAL WEIGHT OF WASTE BY TYPE AND Total 52121 71863 80744 DISPOSAL METHOD [T] G4-EN23 a

2015 2014 2013 TABLE 2. ENERGY CONSUMPTION WITHIN THE ORGANIZATION [GJ] Non-hazardous waste G4-EN3 c Recycling 400 558 479 2015 2014 2013 Incineration (mass burn) 111 216 237 Electricity 1318 2643 3297 Landfill 19 9,14 7,25 Other (mixed recycling and incineration) - 9,11 9,97 Hazardous waste

Recycling 76,3 46,7 72,7 Total 606 839 806 TABLE 3. DIRECT GREENHOUSE GAS (GHG) EMISSIONS (SCOPE 1) [T] G4-EN15 a

2015 2014 2013 Fuel (Diesel, Petrol) 4218 5815 6692

TABLE 4 ENERGY INDIRECT GREENHOUSE GAS (GHG) EMISSIONS (SCOPE 2) [T] G4-EN16 a

2015 2014 2013 Electricity 94,9 192 209

13 Customer and Supplier Relations

Our Customers Cooperation with Suppliers

To achieve and maintain world-class operations, customers’ Carefully considered purchases allow Relacom both to redu- needs and expectations must be both understood and met. ce environmental impact and to lower actual purchase costs. Relacom focuses on having a close dialogue with customers Relations with our suppliers are characterized by high-level and suppliers through continuous meetings where needs business ethics, objectivity and professionalism. Relacom’s and expectations are identified. Our customers expect Rel- purchasing policy requires that all our suppliers comply with acom actively to pursue quality-assurance and sustainability, our code of conduct. We only work with suppliers who meet including reducing our environmental impact, ensuring a our stated requirements concerning quality, environmental safe workplace and being socially responsible. Our custo- impact and ethical guidelines. We ensure that all Relacom mers expect us to apply these expectations to our suppliers suppliers are evaluated before beginning to work with them. and contractors, and that we follow up on their compliance Evaluations are based on references and customer satis- with these requirements. faction, financial stability, business systems, delivery service and support. Should a supplier lack delivery capacity or At Relacom, we are aware of the importance our customers have other problems, a new evaluation is conducted. place on privacy. To this end, we have implemented pro- cedures to ensure that customer data is handled in a safe manner. This measure resulted in no cases of lost customer data being reported during 2015.

Customer Satisfaction

Customer satisfaction is a cornerstone of Relacom’s busi- ness strategy. Good service is one of the most important factors for customers when choosing a supplier. We believe that the key to success is maintaining a close dialogue with our customers. We register and promptly follow up all cus- tomer complaints and then implement corrective measures to ensure these deficiencies do not reoccur. Managing and resolving customer complaints are also important factors in improving our operations.

14 Employees

Systematic Efforts to Improve our within the company. The programme describes what training Work Environment is required to advance to a specialist position or to take on a management role.Minskat våra A good working environment helps business development, TABLE 8. STAFFflygresor MOBILITY [%] encourages physical and psychological well-being, helps G4-LA1b motivate employees, improves quality of life, encourages 2015 employees’ personal development and contributes to greater Total staff turnover 40* work and traffic safety. Relacom systematically improves the work environment through regular surveys, implementing * The organisational changes made involved redundancies. improvement measures and following up the status of our operations. This helps us to prevent illness and accidents at the workplace and creates a better working environment for Preventive Work Environment everyone. Relacom wants to be a leader in the industry when it comes Work environment considerations include physical, technical employee safety and dedication. In a safe and pleasant and psychosocial conditions that are important for creating a work environment, our employees are given the ability to good working environment. Managers and executives work develop and deliver high-quality service to our customers. with employees, safety officers, the occupational health stra- Relacom always prioritizes our employees’ and customers’ tegist and others to achieve well-functioning and satisfactory health and safety. We strive to achieve Relacom’s vision solutions. Not only are we required to comply with Swedish of zero accidents. The foundation for achieving this goal is work environment legislation, but our customer agreements following legislation and rules. also contain clear health and safety rules that we follow. We have not noted any deviations from these commitments Health and safety is included in all collective agreements during 2015. and supplementary contracts are continually agreed upon with the various labour organizations. Every third month, the Professional Development Central Safety Committee meets to discuss work environ- ment-related issues, such as accidents, incidents and chan- We identify needs in the organization and create training op- ges within the organization. The committee meetings include portunities that match demand. The range of training offered the personnel director, the work environment strategist, the is determined, in part, by Relacom’s overarching strategies work environment coordinator. The meetings focus on mea- as stated in our business plan, demand from our customers sures for reducing sick leave and injuries. and input from managers based on professional develop- ment interviews held with staff. In this way, our employees TABLE 9. ACCIDENTS AND SICK LEAVE STATISTICS have better opportunities to develop and we strengthen G4-LA 6a Relacom’s collective expertise at the same time. 2015 2014 2013

Whether technician, manager, or administrative staff, the Injuries* 7 6 9 same possibilities for professional development must be Work-related accidents resulting in death 0 0 0 available. Within the professional development field, we also Work days lost due to work-related illness 0 0 0 have a training programme that helps employees develop Days lost due to work-related accidents 339 428 850 TABLE 7. TOTAL NUMBER AND RATES OF NEW Sick leave as a percentage of total work EMPLOYEES HIRES AND EMPLOYEE TURNOVER BY AGE GROUP GENDER AND REGION * time ** 3,9 3,5 3,3 G4-LA1a *Injuries include work-related accidents that led to sick leave **Average for the entire year 2015 <30 31-50 >51 Total Women 3 4 4 11

Men 12 15 6 33 TOTAL 15 19 10 44

15 Relacom Norway

Relacom Norway

Relacom Norway provides its services throughout the cou- We take the environment seriously ntry. Operations are led by General Manager Leif Salomon- sen, and the company provides services in telecommunica- Customers, public authorities and the community can be tions, power and M2M (machine-to-machine). confident that we are working to minimize our environmental impact. By adopting a long-term approach and showing res- pect for our environment, we focus on creating an attractive workplace, reducing our impact on the environment and helping our customers achieve their sustainability targets.

Image 6. Norway Organizational Structure.

CEO

CFO Vice President/COO

Sales Internal Support North West South East National Deliveries

Region Region Region Region Region Region Region Region North Midt West South West South HedOpp Oslo East

Telecom

M2M Systems

Power Supply

Orbion

CUSTOMERS Regional, National and Transnational 16 Environment

Our Customers »» We take consideration of our surroundings when plan- Achieving and maintaining world-class business operations ning and implementing our work assignments. requires understanding and meeting customers’ require- ments and expectations. Relacom focuses on having a »» We are conscious of the importance of the natural en- close dialogue with our customers and an active response to vironment, historic sites and their surroundings and are their requirements and expectations. Our customers expect vigilant in avoiding damaging or destroying them. Relacom to actively work on quality and sustainability issues that will reduce our environmental impact, produce a safe »» We do not use paper unnecessarily and reserve its use workplace and assume social responsibility. for when absolutely vital.

Privacy is very important for our customers. This is why we »» We prefer electronic meetings to physical ones when have implemented procedures to ensure the secure mana- this is satisfactory. gement of customer data and, as a result, no instances of lost customer data have been reported during the year. »» We take all environmental complaints seriously and do our utmost to rectify any damage and ensure that such Customer Satisfaction situations do not recur.

Good service is one of the most important factors when cus- Climate tomers are choosing a supplier. Attaining a high level of cus- tomer satisfaction is the cornerstone of Relacom’s business We take climate change seriously and work actively to re- strategy. We believe that the key to success is maintaining duce carbon dioxide emissions caused by our services and a close dialogue with our customers, and we constantly mo- transports. The results of climate change, such as extreme nitor customer satisfaction. We constantly strive to identify weather, changes in precipitation, snowfall and ice, have a areas of improvements that allow us to reach our goal of direct economic impact on our industry and our customers. meeting and exceeding our customers’ expectations. To protect the environment against CO2 emissions and Every month Relacom conducts a customer satisfaction sur- reduce our costs, we are focused on achieving an annual vey (CSS) to a random selection of private customers with average reduction in our vehicle fleet’s fuel consumption whom we are in direct contact. This gives customers the by 5%, adjusted for sales levels. In 2015, we managed to opportunity to provide us with direct feedback on services achieve a reduction. Further measures have been put in we have delivered. place to achieve our target next year. Relacom has also focused heavily on reducing travel over the past year by Relacom is in the process of identifying possible areas of increasing the number of electronic meetings. improvement. TABLE 10. ENERGY CONSUMPTION WITHIN THE Environment ORGANIZATION [GJ] G4-EN3 A

Relacom is ISO 14001 certified. The company provides 2015 2014 2013 products and services that meet the environmental require- Diesel 83361 92577 93414 ments of our customers and society at large. These pro- Petrol 2903 2991 3366 ducts and services are constantly being improved to reduce Total 86264 95568 96780 energy consumption and environmental impact. We impose the same environmental requirements on our suppliers as we do on ourselves. TABLE 11. DIRECT GREENHOUSE GAS (GHG) EMIS- SIONS (SCOPE 1) [T] G4-EN15 A Our environmental areas 2015 2014 2013

»» We focus on reducing the pollution caused by our Fuel (Diesel, Petrol) 6211 6889 6978 vehicles.

»» We handle our waste in accordance with the require- ments of local authorities.

17 Customers and Supplier relations

Waste At Relacom we believe that long-term and close cooperation with our suppliers ensures higher quality and profitability. Both waste minimization and responsible waste manage- Relacom regulary follows up our key supplier’s performance ment are vital for reducing our environmental impact and to identify where improvements can be made. ensuring sustainable development. Waste management pro- cedures are an integrated part of our operations. Through Our Employees our agreement with a waste contractor, we can both take ad- vantage of and recycle waste generated in our operations. Relacom sees our employees as a resource and a competi- The same requirements and procedures for handling waste tive advantage. As part of this approach, in 2014 we chose apply to our subcontractors. to be assessed through Great Place to Work. In January 2014 we carried out an employee survey, which revealed Our waste-related environmental goals mean that all facili- Relacom’s strengths as an employer as well as areas for ties must have a well functioning system for collecting and improvement. The results of the survey showed that our delivering waste and returns, something that our suppliers employees think Relacom’s strengths are in creating a also need to adhere to. strong work environment, characterized by all-inclusiveness, TABLE 12.TOTAL WEIGHT OF WASTE BY TYPE AND mutual respect and collaboration. The results also showed DISPOSAL METHOD [T] that our employees feel that management trusts them and G4-EN23 a gives them a lot of responsibility. Non-hazardous waste 2015 2014 The areas for improvement identified in the survey were bet- Recycling 221 19,6 ter internal communication and more celebration of special Incineration (mass burn) 547 0,71 events. These areas are being addressed both by senior Hazardous waste management and by individual department managers. Recycling 53,6 31 Total 822 51,3 Based on the results, Relacom has established a plan of action to address the identified issues with the objective Rapid handling of customer complaints of making Relacom into an even better workplace. The identified issues were addressed at both local and national Managing and resolving customer complaints are also key level. Each region and department reviewed its results, and to improving our operations. We deal with customer com- together with the employees decided on 1-3 measures at plaints as quickly and efficiently as possible. We register department level. The measures were implemented during and promptly follow up all customer complaints and then 2015. implement corrective actions to ensure the faults do not recur. We also measure the average time taken to resolve A new employee survey will be carried out during 2017. Our complaints. goal is to see improvements in the identified areas – on our way to becoming Norway’s best place to work. Collaboration with suppliers TABLE 13. TOTAL NUMBER AND RATES OF NEW Relations with our suppliers are characterized by strict busi- EMPLOYEES HIRES AND EMPLOYEE TURNOVER BY AGE GROUP GENDER AND REGION * ness ethics, objectivity and professionalism. Relacom’s pur- G4-LA1a chasing policy requires that all of our suppliers comply with our code of conduct. We only enter into collaboration with 2015 <30 31-50 >51 Total suppliers who meet the quality, environmental and ethical Women 15 15 6 36 guidelines laid out in our policy documents. This means all Men 105 124 62 291 of Relacom’s suppliers are evaluated before any collabora- tion commences. Evaluations are based on references and TOTAL 120 139 68 327 customer satisfaction, financial stability, business systems, delivery service and support. Should a supplier lack delivery capacity or experience other issues, a new evaluation is conducted.

18 Employees

TABLE 14. COMPOSITION OF GOVERNANCE TABLE 16. ACCIDENTS AND SICK LEAVE STATISTICS BODIES G4-LA 6a G4-La-12a 2015 2014 2013 2015 2014 2013 Injuries* 16 10 23 Women 1 1 1 Work-related accidents resulting in death 0 0 0 Men 12 7 13 Work days lost due to work-related illness 0 0 0 <30 0 0 0 Days lost due to work-related accidents 428 155 396 30-50 6 2 2 Sick leave as a percentage of total work 51-68 8 6 12 time ** 5,85 5,1 5,3 Total 14 8 14

*Number who concluded their employment in 2014, based on total permanent *Injuries include work-related accidents that led to sick leave and trial-period employees. Crisis Management TABLE 15. STAFF MOBILITY [%] G4-LA1b To deal with the development of potential crises, a stee- 2015 2014 ring group has been established consisting of some of the company’s senior management under the leadership of the Total staff turnover 17,4 4,2 general manager. A permanent emergency response

Development Of Skills And Competence team has been identified and established. This team can be supplemented with additional resources, depending on the Our goal is for the organization and every single employee scope and degree of severity of the crisis. to be in a process of constant development. We effectively develop competence by internal resources involving on-the- The steering group becomes operational when there is job-training and internal courses. External courses are also either a potential or realized event that could have extre- held where necessary. mely adverse consequences for our customers and/or employees. The head of the steering group activates the Health, Safety and Environment (HSE) emergency response team when deemed necessary, and by agreement with the head of the emergency response team. A vital part of having a great workplace means emphasizing a good work environment and safety. The head of the emergency response team takes opera- tional lead of the situation, and also takes responsibility for Our long-term objective is to avoid any work accidents at debriefing the involved parties and for corrective measures Relacom at all. All near miss must be reported, and any where necessary. required measures for improvement must be implemented. We also have the long-term objective of reducing sick-leave to a level below 5%. This places particularly stringent requi- rements on management and also means that every single employee must contribute to achieve these goals.

If we achieve our goals in the fields of health, safety and en- vironment, this will contribute to our becoming an attractive partner for customers, suppliers and authorities.

19 Relacom Denmark

Relacom Denmark

Relacom operations are decidedly smaller than Image 7. Denmark Organizational Structure. those in the other Nordic countries and also differ in nature. This involves working together to drive our core business CEO through a challenging development process in which growth is of prime importance. Support & Group Functions

Customer Relations Telecom Office/M2M Orbion To achieve and maintain world-class operations, customers’ needs and expectations must be both understood and met. Relacom focuses on having a close dialogue with customers and suppliers through continuous meetings where needs and expectations are identified. At Relacom, we are aware of the importance our customers place on privacy. To this end, we have implemented procedures to ensure that custo- mer data is handled in a safe manner. CUSTOMERS Regional, National and Transnational

Our Environmental Work

The goal of reducing the environmental impact of our products and services influence our entire operation. Our During 2015 Relacom Denmark started environmental work aims to find solutions that are both good to implement the international standards for the environment and that benefit our customers and ISO 9001, ISO 14001 and OHSAS employees. Health and safety, energy and chemicals and 18001. The certifications will be com- waste are focus areas within our environmental work. pletely implemented in the spring 2016, and will ensure that Relacom Denmark By showcasing Relacom’s efforts to promote sustainability, continues to deliver world class quality, we believe that we are sending an important signal to the minimizes our environmental impact and market, our customers, suppliers, contractors and, not least improves the health and safety for our of all, to our employees. Did you know? employees. 20 Environment

Systematic Environmental Work TABLE 19. DIRECT GREENHOUSE GAS (GHG) EMISSIONS (SCOPE 1) [T] G4-EN15 a Relacom’s environmental work corresponds and adheres to the requirements found in the ISO 14001 standard and is 2015 2014 integrated into Relacom’s business management system. All Fuel (Diesel, Petrol) 442 388 work related to environmental issues in everyday operations is managed by Relacom’s management and supported TABLE 20. ENERGY INDIRECT GREENHOUSE GAS (GHG) EMISSIONS (SCOPE 2) [T] centrally by Relacom’s executive. Our executive makes G4-EN16 a sure that our environmental protection measures are being 2015 2014 applied. Our environmental work does not only influence our own operations, but extends to our subcontractors and Electricity, heating 81,9 89,6 suppliers, too.

Climate Waste

We take climate change seriously and we work actively to Both waste minimization and responsible waste manage- reduce carbon dioxide emissions caused by our services ment are vital for reducing our environmental impact and and transports. The results of climate change, such as ex- ensuring sustainable development. Waste management pro- treme weather, changes in rainfall, snowfall and ice, have a cedures are an integrated part of our operations. Through direct financial impact on our industry and our customers. our agreement with a waste contractor, we can both reuse and recycle waste generated by our operations. The same During 2015 we started to identify the largest energy con- requirements and procedures for handling waste also apply sumers of electricity in all our domiciles, to make plan for to our subcontractors. Our ambition is to ensure that all was- reduce the energy consumption. This includes internal ener- te from our own operations is recycled at as high a rate as gy consumers as well as the energy spent by our customers’ possible. All our places of business have recycling stations Image 7. Denmark Organizational Structure. equipment on our premises. for waste.

We have taken important steps to reduce travel related to Our Employees meetings, including installing solutions for online meetings with external parties, such as customers and suppliers. Relacom is a service company and our employees are our company’s most important asset. Our goal is to be an attrac- For daily internal administrative work meetings, we use tive employer that attracts skilled personnel and a com- the online tool Microsoft Lync (video, instant messaging, pany where employees feel at home and want to develop telephony). These measures help to significantly reduce together. the number of trips we take and reduce our environmental impact. TABLE 17. ENERGY CONSUMPTION WITHIN THE TABLE 21. TOTAL WEIGHT OF WASTE BY TYPE AND ORGANIZATION [GJ] DISPOSAL METHOD [T] G4-EN3 a G4-EN23 a

2015 2014 2015 2014

Diesel 6126 5382 Non-hazardous waste Petrol 6,19 11,9 Recycling 88,7 123 Total Incineration (mass burn) 41,3 33,3 6132 5394 Hazardous waste TABLE 18. ENERGY CONSUMPTION WITHIN THE ORGANIZATION [GJ] Recycling 4,42 814 G4-EN3 c Total 134 970 2015 2014 Electricity 664 635 Heating 472 610

Total 1136 1245

21 Employees

Preventive Work Environment Work environment considerations include physical, technical and psychosocial conditions that are important for creating Relacom wants to be a leader in the industry when it comes a good working environment. Managers and leaders work to employee safety, enjoyment and dedication. In a safe together with staff to achieve well-functioning and satisfying and pleasant work environment, our employees are given solutions. the ability to develop and deliver high-quality services to TABLE 24. COMPOSITION OF GOVERNANCE our customers. Relacom always prioritizes our employees’ BODIES and customers’ health and safety. We strive to achieve G4-LA12 TABLE 22. TOTAL NUMBER AND RATES OF NEW Management Group 2015 EMPLOYEES HIRES AND EMPLOYEE TURNOVER BY AGE GROUP GENDER AND REGION * Women 1 G4-LA1a Men 5 2015 <30 31-50 >51 Total <30 0 31-50 Women 1 1 5 Men 2 8 1 11 >51 1 Total 3 8 1 12 Total 6 Board, 2014 TABLE 23. STAFF MOBILITY [%] Women G4-LA1b 1 2015 Men 4 Total staff turnover 3,9 <30 0 31-50 3 * Number who concluded their employment in 2014, based on total permanent >51 and trial-period employees. 2 Total 5 Relacom’s goal to reduce the number of accidents. Every single accident is one too much. The foundation for achie- ving this goal is following legislation and rules. Furthermore, TABLE 25. ACCIDENTS AND SICK LEAVE STATISTICS Relacom has started to implement the Occupational Health LA6a and Safety standard OHSAS 18001. . 2015 2014 2013 Injuries* 6 6 2 Systematic Efforts to Improve our Work Days lost due to work-related accidents 15 32 21 Environment Sick leave as a percentage of total work time ** 2,0 3,0 3,5 A good working environment helps business development, encourages physical and psychological well-being, helps *Injuries include work-related accidents that led to sick leave motivate employees, improves quality of life, encourages **Average for the entire year our employees’ personal development and contributes to greater work safety. Relacom systematically improves our work environment through regular surveys, implementing improvement measures and following up the status of our operations. This helps us prevent illness and accidents at the workplace and creates a better working environment for everyone.

22 TABLE 25. ACCIDENTS AND SICK LEAVE STATISTICS LA6a 2015 2014 2013 Injuries* 6 6 2 Days lost due to work-related accidents 15 32 21 Sick leave as a percentage of total work time ** 2,0 3,0 3,5

23 Relacom Finland

Relacom Finland

Relacom Finland Oy is a technology service company reliability and competency provides unique advantages for that operates nationwide and helps its customers to our customers. benefit more from their investments in networks, systems and devices. We are a leading provi- Reduced our The Relacom Way is to provide service with a der in Finland and the Nordic countries for smile. Simply put, a service-oriented mind- the building, installation and maintenance cable ships fuel set is part of the Relacom personality. of ICT networks and systems. consumtion by When it comes to resourcing and provi- ding managed services with different skill Our diverse expertise extends to tele- requirements, our goal is to find the most communication networks, energy net- 20% optimal solution for our clients and commit works, IT onsite services and device lifecycle to develop the solution continuously. solutions. Being part of the international Relacom Group, which operates in all of the Nordic countries, Building the Future with Initiatives in Finland we are known as the leading supplier of net- work services and solutions. Here at Relacom Finland, we view initiative as something of a promising form of innovation. Initiative is about willingness Relacom is the preferred partner for building, installing and and ability to see opportunities and solutions and to move servicing ICT networks and equipment. Relacom provides a things forward to the benefit of the company and our cus- natural link between technology and its users. tomers. At Relacom, we welcome all forms of initiative and brainstorming. That is why we use simplified, easy-to-use Our mission is to ensure that customers’ ICT networks and electronic suggestion box that is available to all our emplo- equipment provide fault-free service, end-customer satisfac- yees via our intranet homepage at any time. At the same tion and commercial value. time, we have also established a common set of rules for handling and rewarding initiatives. Typically, initiatives eligi- Our services are extremely flexible: we can provide mana- ble for rewards are fresh and innovative. They can also be ged services with 4-hour SLAs (resolution) to nationwide related to the development of our business, job satisfaction, or alternatively site resident resources for our clients to increasing customer satisfaction, or improving our security. manage. We believe that Relacom’s way of combining 24 Environment

Image 8. Finland Organizational Structure.

Since each Relacom employee can easily sent the most diverse of ideas directly to the Management Team for consi- CEO deration, we believe that the suggestion box also provides a great tool for promoting interaction between employees and employer. We believe this is a way for us to gain the joint benefits of solutions that facilitate our everyday activities. Telecom ICTN Power Orbion We are pleased to note that of all the initiatives submitted Services by the end of the year 2015, actually 27 per cent have been Support & Group Functions awarded an initiative premium.

Quality for our Customers and Other Stakehol- ders

CUSTOMERS The services we provide and the materials we deliver com- Regional, National and Transnational ply with the specifications agreed upon with the customer. Likewise, we are constantly developing our operations and products to meet our customers’ future expectations and requirements. This also involves our quality system – the Relacom Way – being systematically developed together We continued to increase our personnel’s environmental with our personnel. In 2015, our work on quality resulted awareness by training our property managers in matters in company level EFQM self-evaluation facilitated by The of waste management. New employees are introduced to Finnish Quality Association, ten profit center evaluations our Environmental Policy already during the HR orientation conducted in line with the EFQM framework in our different meeting. business units, planned inspections of safety equipment and location-specific environmental and/or safety audits, to We identified no failures to comply with environmental laws name a few examples. Another critical aspect of the conti- and regulations in 2015. nuous development of our policies is the regular interaction and co-operation carried out in accordance with our agreed Climate model for collaboration with the employee representatives. We take climate change seriously and work actively to re- All our major suppliers are screened via our procurement duce carbon dioxide emissions caused by our services and policy. transports. The results of climate change, such as extreme weather, changes in rainfall, snowfall and ice, have a direct In 2015 Regional State Administrative Agency has corrected financial impact on our industry and our customers. Relacom Finland concerning one situation of required docu- mentation of a foreign subcontractor. Other than that, we did Mission to Reduce CO2 (NB subscript) Emissions not have instances of non-compliance with legislation and received no complaints of breach of privacy or loss of data Over the past few years we have focused on optimizing our from our customers. existing vehicle fleet to improve the overall operations. We believe that scaling down our fleet even more goal-oriented Environment

During the year our waste recycling supplier also executed three location surveys. The proposed changes were discus- ISO 9001, ISO 14001 and OHSAS sed through with our property and line managers and the 18001 certificates cover all Relacom audit results were reported on our intranet. Finland’s operations and locations. We’re also working closely with The One of our goals for 2015 was to reduce the amount of Finnish Quality Association to improve purchased paper through avoiding unnecessary printing and our total quality even further. increasing two-sided printing by highlighting the environ- mental aspects and impacts. We have also set the goal to reduce the amount of unsorted waste from total amount of Did you know? waste compared to previous year by recycling even more systematically. 25 has led to it being used more effectively and with greater TABLE 28. TOTAL WEIGHT OF WASTE BY TYPE AND DISPOSAL METHOD [T] consideration. We will renew half of our vehicle fleet in G4-EN23 a coming two years and new vehicles will be with lower emis- sions than current fleet. In 2013 we introduced a vehicle- 2015 2014 positioning technique that reduces unnecessary mileage, Non-hazardous waste helps the production planner better optimize driving routes Recycling 92,8 95,9 and improves occupational safety for our employees. Composting 0,8 1,23 Incineration (mass burn) 21,5 14,8 Our objective for 2016 is to train the production employees Landfill 38,8 33,3 in friendly driving methods. Other (mixed recycling and incineration) 15,6 22,7 Hazardous waste Waste Recycling 19,6 17,7 Total 189 186 Both waste minimization and responsible waste manage- ment are vital for reducing our environmental impact and ensuring sustainable development. Waste management pro- Our Expertise is Determined by Our Customer cedures are an integrated part of our operations. Through our agreement with a waste contractor, we can both reuse In our industry, skills requirements are continuously chan- and recycle waste generated by our operations. ging. At the same time as we adapt to meet these chan- ges, we also need to ensure good management of earlier Environmental Goals: Reduce the Volumes of technologies. We are committed to maintaining adequate Unsorted Waste and Paper staffing levels and to upgrading our expertise to comply with the requirements imposed by ever-changing technology and Unsorted waste requires considerably management and has our customers’ requirements by means of annual training a long-term environmental impact. Over the past few years, sessions and through work-based learning. We are commit- we have successfully reduced our unsorted waste volumes ted to ensure that our employees work for customers in the by providing clearer recycling instructions, training and by agreed manner and thus promote the corporate image of auditing our offices. For 2015, our goal was to reduce the our customers when carrying out assignments at end-custo- non-recyclable waste compared to total amount of waste mers’ premises or homes. Our customers measure the qua- even more than in 2014. lity of these encounters on a regular basis, including both technical and customer service skills on our technicians. As for paper, our on-going goal is to reduce the amount of needed paper. As of today, we have managed to cut the To ensure we meet our customers’ demands for competen- consumption of paper by half since 2011 and we continue ce, our supervisors engage in annual assessment, planning to reduce the usage of paper for example with the help of and development discussions with their subordinates. The mobile tools that enable the acceptance of work while on combined performance appraisals rating for 2015 was 90 site, without printing it on paper. per cent overall. And indeed, we are glad that the scope TABLE 26. ENERGY CONSUMPTION WITHIN THE of our expertise has expanded significantly over the past ORGANIZATION [GJ] years. An indication of this is that we nearly doubled the G4-EN3 a amount of our training days again in 2015 while our custo- 2015 2014 mer base has broadened over the past few years. Similarly, our customer satisfaction rating for 2015 was excellent. Diesel 33813 33855 Petrol 382 384 Total 34195 34269*

TABLE 27. DIRECT GREENHOUSE GAS (GHG) EMISSIONS (SCOPE 1) [T] G4-EN15 a

2015 2014

Fuel (Diesel, Petrol) 2529 2565*

* 2014 indicators have been corrected

26 Our Customers and Employees

Our Employees TABLE 30. PERCENTAGE OF EMPLOYEES RECEIVING REGULAR PERFORMANCE AND CAREER DEVELOPMENT REVIEWS [%] As a technology service company, employees are our most G4-LA11 important asset. We aim to be an attractive employer that 2015 2014 interests skilled personnel and a company where our emplo- Women 6 6 yees feel at home while developing together. Men 84 77 TOTAL Systematic Efforts to Improve our Work Environment 90 83

A good working environment helps business development, Professional Development encourages physical and psychological well-being, motiva- tes employees, reinforces our employees’ personal deve- We take the development of our employees’ professional lopment, contributes to greater work and traffic safety and skills seriously and ensure that they are up-to-date by improves overall quality of life. We improve our work envi- regularly running statutory training courses and courses to ronment systematically through regular surveys, implemen- promote other aspects of professional know-how and qua- ting improvement measures and following up the status of lity. The occupational health and safety group continuously our operations. This helps us prevent illness and accidents monitors the organization of statutory training and reports at the workplace and creates a better working environment back to management on the implementation of plans. for everyone. Our various experts and specialists train our employees and In 2015 we applied for and were granted OHSAS18001 supervisors internally in our different processes, work ap- certificate for all our operations and location in Finland. proach, systems, instructions and guidelines for customers. Supervisors and others are also kept informed by means of Work environment considerations include physical, technical short briefing sessions relating to employment matters and and psychosocial conditions that are important for creating safety and wellbeing at work. a good working environment. In 2015 we implemented Relacom Way for preventing inappropriate treatment and Preventive Work Environment harassment together with local Whistle blower function to ensure all our employees are able to raise any kind of grie- Relacom wants to be a leader in the industry when it comes vances or failures they might notice. to employee safety, satisfaction and dedication. In a safe work environment, our employees are given the ability to In 2015 we identified no failures to comply with labor laws develop and deliver high-quality service to our customers. and regulations. Relacom always prioritizes our employees’ and customers’ health and safety. TABLE 28. TOTAL NUMBER AND RATES OF NEW EMPLOYEES HIRES AND EMPLOYEE TURNOVER Relacom has a far-sighted model for occupational health BY AGE GROUP GENDER AND REGION * and safety. The company’s occupational health and safety G4-LA1a organization includes 18 employees. Our Occupational 2015 <30 31-50 >51 TOTAL Health and Safety Committee met four times during 2015. Women 2 2 0 4

Men 94 37 18 149 TOTAL 96 39 18 153

* Number who concluded their employment in 2014, based on total permanent and trial-period employees.

TABLE 29. STAFF MOBILITY [%] G4-LA1b 2015 2014

Total staff turnover 1 0,8**

** 2014 indicators have been corrected

27 Also, the Occupational Health and Safety Group has met TABLE 31. ACCIDENTS AND SICK LEAVE eight times and actively monitored the development of STATISTICS G4-LA6a absence due to illness and the frequency of accidents. The Occupational Health and Safety Group also had held eight 2015 2014 occupational health and safety briefings for supervisors. The Injuries* 14 14*** purpose of these briefings is to highlight important areas Work-related accidents resulting in death 0 0 related to occupational health and safety that supervisors Days lost due to work-related accidents 307 454*** should take into consideration with respect to their own Sick leave as a percentage of total work time ** 3,7 4,8 group. The briefings always address general reports on sick leaves and work-related accidents, occupational safety instructions and topical issues related to occupational health *Injuries include work-related accidents that led to sick leave services. Supervisors also have the opportunity to discuss **Average for the entire year and ask questions about concerns they have related to *** 2014 indicators have been corrected and based on data of IF Insurance Company occupational health and safety.

During 2015 we launched an additional resource discussion model with company health care supplier. This gives mana- gers an opportunity to discuss preventively and confiden- tially any concerns about their team members’ well-being at work health care specialists.

As a qualifying measure of accidents we use Lost Time Injury Frequency (LTIF), which is the standard method in Europe. The measurement period is a rolling 12 months, in which the number of accidents leading to three or more days of sick leave are considered. Our goal is to have zero accidents for every million hours of work.

Lost Working Hours

We monitor working hours lost in proportion to the number of total working hours on a monthly basis. Annual holiday days are not included in total working hours in the cal- culation. The total number of working hours in 2015 was 1,117,446, while sick leaves total was 41,041 hours. The rate of absence at the end of the year was 4,5 per cent average rate of 2015 being 3,7 per cent.

Although we are monitoring many of our measurement areas also by gender, we have, because of small number of women in our organization, decided not to release reports with gender specification as this could possibly lead to a breach of privacy.

28 37 Index

# GROUP

Indicators Page

Strategy and analys G4-1 Statement from- CEO 3 Organizational Profile G4-3 Name of the organization 5 G4-4 Primary brands, products, and services 4 G4-5 Location of the organization’s headquarters 5 G4-6 Countries where the organization operates 4 G4-7 Nature of ownership and legal form 5 G4-8 Markets served 4 G4-9 Scale of the organization 5 G4-10 Employee data 5 G4-11 Percentage of total employees covered by collective bargaining agreements 6 G4-12 Describe the organization’s supply chain 7 G4-13 Significant changes during the reporting period 3 G4-14 Report whether and how the precautionary approach or principle is addressed by the organization 6 G4-15 Externally developed economic, environmental and social charters, principles endorsed 3 G4-16 Memberships of associations and national or international advocacy organizations 9 Identified Material Aspects and Boundaries G4-17 Entities included in the organization’s consolidated financial statements or equivalent documents 5 G4-18 Process for defining the report content and the Aspect Boundaries 6 G4-19 Material Aspects identified in the process for defining report content. 8, 9 G4-20 For each material Aspect, report the Aspect Boundary within the organization 3, 9 G4-21 For each material Aspect, report the Aspect Boundary outside the organization 3, 9 G4-22 Report the effect of any restatements of information provided in previous reports 3 G4-23 Report significant changes from previous reporting periods in the Scope andAspect Boundaries 3 Stakeholder Engagement G4-24 Provide a list of stakeholder groups engaged by the organization. 8, 9 G4-25 Report the basis for identification and selection of stakeholders with whom to engage 8, 9 G4-26 Report the organization’s approach to stakeholder engagement 9 G4-27 Report key topics and concerns that have been raised through stakeholder engagement 9 Report Profile G4-28 Reporting period (such as fiscal or calendar year) for information provided 3 G4-29 Date of most recent previous report (if any) 3 G4-30 Reporting cycle (such as annual, biennial) 3 G4-31 Provide the contact point for questions regarding the report or its contents 3 G4-32 GRI Content Index 30, 31 G4-33 Policy and current practice with regard to seeking external assurance for the report 3 Governance G4-34 Governance structure of the organization 4, 5 Ethics and Integrity G4-56 The organization’s values, principles, standards and norms of behavior 6, 7

30 # GROUP SWE NOR DEN FIN

Category/Aspect Indicators Page

Economic Economic Performance EC1 Direct Economic Value Generated and Distributed 4 n/a n/a n/a n/a Environmental Energy EN3 Energy consumption within the organization 13 17 21 26 Emissions EN15 Direct greenhouse gas (GHG) emissions (scope 1) 13 17 21 26 EN16 Energy indirect greenhouse gas (GHG) emissions Emissions n/a n/a 21 n/a (Scope 2) EN17 Other indricet greenhouse gas (GHG) emissions Emissions 13 n/a n/a n/a (Scope 3) EN23 Total weight of waste by type and disposal meth- Effluents and Waste 13 18 22 26 od. EN29 Monetary value of significant fines and total num- Compliance ber of non-monetary sanctions for non-compliance with 6 n/a n/a n/a n/a environmental laws and regulations “Number of grievances about environmental impacts Grievance filed, addressed, and resolved through formal grievance 6 n/a n/a n/a n/a mechanisms" Supplier Environmental EN32 Percentage of new suppliers that were screened 7 12, 14 18 n/a 25 Assesment using environmental criteria Social LA1 Total number and rates of new employee hires and Employement 15 18 22 27 employee turnover by age group, gender and region LA6 Type of injury and rates of injury, occupational dis- Occupational Health and eases, lost days, and absenteeism, and total number of 15 19 22 28 Safety work-related fatalities LA11 Percentage of employees receiving regular perfor- Training and Education mance and career development reviews, by gender and n/a n/a n/a 27 by employee category LA12 Composition of governance bodies and breakdown Diversity and Equal of employees per employee category according to gender, n/a 19 22 n/a Opportunity age group, minority group membership, and other indica- tors of diversity Supplier Assesment for LA14 Percentage of new suppliers that were screened 14 18 n/a n/a Labor Practice using labor practices criteria LA16 Number of grievances about labor practices filed, Labor Practices Griev- addressed, and resolved through formal grievance 6 n/a n/a n/a n/a ance Mechanisms mechanisms SO4 Communication and training on anti-corruption Anti-Corruption 7 n/a n/a n/a n/a policies

Anti-Corruption SO5 Confirmed incidents of corruption and actions taken 7 n/a n/a n/a n/a

"SO8 Monetary value of significant fines and total number Compliance of non-monetary sanctions for non-compliance with laws 6 n/a n/a n/a n/a and regulations”

Overall PR8 Total number of substantiated complaints regarding Customer privacy breaches of customer privacy and losses of customer 14 18 20 n/a data PR9 Monetary value of significant fines for non-compli- Compliance ance with laws and regulations concerning the provision 6 n/a n/a n/a n/a and use of products and services

31 www.relacom.com