1 ARM Holdings plc Supplement to Corporate Responsibility Report 2015 Our Sustainability Data Supplement
2 ARM Holdings plc Supplement to Annual Corporate Responsibility Report 2015 Overview UNGC COP Introduction to supplement 1 Key to using this supplement 1 United Nations Global Compact Advanced Communication on Progress Self-Assessment 2 A copy of the Strategic Report can be downloaded from: GRI G4 General Standard Disclosures 6 Stakeholder engagement 11 Material Aspects and Boundaries 15 Specific Standard Disclosures 21 Disclosures on Management Approach 42 A copy of the and Financial Report can be downloaded from: A copy of the Corporate Responsibility Report can be downloaded from:
3 ARM Holdings plc Supplement to Annual Corporate Responsibility Report Sustainability in a connected world This report is a supplement to the 2015 ARM Corporate Responsibility Report: Sustainability in a Connected World. This supplement presents additional information and data that meet the requirements of the Global Reporting Initiative (GRI) G4. This supplement also includes information relevant to the requirements of the United Nations Global Compact (UNGC) Advanced Communication of Progress (COP) self-assessment. Reporting in accordance with GRI G4 Our 2015 reporting has been prepared in accordance with the GRI G4 Sustainability Reporting Guidelines at the Comprehensive level. The GRI G4 Guidelines were released in It is a framework for reporting on the economic, social and environmental performance of an organisation. The Guidelines consist of principles for defining report content and ensuring the quality of reported information together with information relating to performance indicators and other disclosure items. The Guidelines are developed through a global multistakeholder process involving representatives from business, labour, civil society and financial markets, as well as auditors and experts in various fields. The Guidelines emphasise the importance of materiality as the basis for determining report content. Materiality is defined as the threshold at which sustainability issues become sufficiently important that they may substantively influence the assessments and decisions of the business and its stakeholders. On this basis, they should therefore be publicly reported. This approach means that organisations and report users can concentrate on the sustainability impacts that matter, resulting in reports that are more strategic, focused, credible and easier for stakeholders to navigate. Further detail on the GRI and, its aims, objectives and structure, together with the full GRI G4 Guidelines, are available at Communication of Progress in implementing the UN Global Compact Principles ARM is represented on both the global LEAD and UK network advisory boards of the UNGC, keeping us in touch with our peers and informing us on how we can best contribute to sustainability in our immediate operations, our ecosystem and with wider society. As a Global Compact LEAD company, we submit an annual Communication on Progress (COP) against the 21 advanced criteria that support the ten Global Compact principles. To meet the Advanced criteria we are required to apply at least one of the best practices listed under each of the 21 criteria. Requirement of the COP 1. Statement by the CEO expressing continued support for the Global Compact and renewing the ongoing commitment of the organisation to the initiative and principles. This has been prepared and will be submitted under separate cover from 30 March 2016, at ARM-Holdings-plc. 2. A description of practical actions that the Company has taken to implement the Global Compact principles. These are included within the Corporate Responsibility Report. 3. A measurement of outcomes, which are included within the main 2015 Corporate Responsibility Report. Key to location references in the tables: CRR 2015 Corporate Responsibility Report CRS SR GFR 2015 Corporate Responsibility Report Supplement 2015 Strategic Report 2015 and Financial Report Other As defined
4 2 ARM Holdings plc Supplement to Annual Corporate Responsibility Report 2015 Global Compact Advanced COP Self-Assessment Scope GC Principle Criteria for GC Advanced Level Explanatory notes Location Strategy, and Engagement Human Rights Implementing the ten principles into Strategies and Operations. Principle 1: Businesses should support and respect the protection of internationally proclaimed human rights. Principle 2: Businesses should make sure that they are not complicit in human rights abuses. Criterion 1: The COP describes mainstreaming into corporate functions and business units. Criterion 2: The COP describes value chain implementation. Criterion 3: The COP describes robust commitments, strategies or policies in the area of human rights. Criterion 4: The COP describes effective management systems to integrate the human rights principles. Criterion 5: The COP describes effective monitoring and evaluation mechanisms of human rights integration. Environment and anti-corruption are embedded into our policies. Human rights and labour are represented by the culture and business ethics of ARM. ARM creates value through collaboration and partnership with its ecosystem of over 1,000 companies. ARM designs are used by its Partners in the ecosystem to enable energy-efficient technologies ranging from servers, smartphones and tablets to smart meters and sensors. In 2013, ARM worked with Shift, a specialist non-profit organisation working on business and human rights, to understand more about this area and the key guidelines provided by the UN Guiding Principles on Business and Human Rights. Based on this work, we have adopted a general Human Rights Policy. This is in addition to related existing policies including those on conflict minerals, business ethics and discrimination. These policies remain relevant and are reviewed on an annual basis to ensure they remain appropriate to the organisation, its people and Partners. GFR. Page 15 CRR. Pages 47 and 48 CRR. Pages 8 and 9 As above. See also the CRR and supporting information within the GFR. GFR. Page 15 See the detailed GRI G4 disclosures provided in this supplement on pages 37 to 39 and page 47 CRR. Pages 47 and 48 As above. See also the CRR and supporting information within the GFR. GFR. Page 15 CRR. Pages 47 and 48
5 ARM Holdings plc Supplement to Annual Corporate Responsibility Report Scope GC Principle Criteria for GC Advanced Level Explanatory notes Location Labour Environment Principle 3: Businesses should uphold the freedom of association and the effective recognition of the right to collective bargaining. Principle 4: The elimination of all forms of forced and compulsory labour. Principle 5: The effective abolition of child labour. Principle 6: The elimination of discrimination in respect of employment and occupation. Principle 7: Businesses should support a precautionary approach to environmental challenges. Principle 8: Businesses should undertake initiatives to promote greater environmental responsibility. Principle 9: Businesses should encourage the development and diffusion of environmentally friendly technologies. Criterion 6: The COP describes robust commitments, strategies or policies in the area of labour. Criterion 7: The COP describes effective management systems to integrate the labour principles. Criterion 8: The COP describes effective monitoring and evaluation mechanisms of labour principles integration. Criterion 9: The COP describes robust commitments, strategies or policies in the area of environmental stewardship. Criterion 10: The COP describes effective management systems to integrate the environmental principles. Criterion 11: The COP describes effective monitoring and evaluation mechanisms for environmental stewardship. This reporting supplement contains our detailed disclosures in respect of labour and human rights policy and approach based on the GRI G4 reporting framework. This reporting supplement contains our detailed disclosures in respect of management systems supporting labour principles based on the GRI G4 reporting framework. See the 2015 CRR and statements on governance and approaches to managing people included in this supplement on page 46. Refer also to our description of employee engagement within the CRR on pages 36 to 37. During 2015 ARM attended Human Rights awareness training focusing on child human rights organised and delivered by UNICEF. This training formed the basis of an internal assessment on child related human rights risks within ARM s core business and direct business activities. We concluded that there are no significant risks in relation to child human rights, including child labour for ARM. See the 2015 CRR and statements on governance and approaches to managing environmental issues included in this supplement. See the 2015 CRR and statements on governance and approaches to managing environmental principles included in this supplement. See the 2015 CRR and statements on governance and approaches to managing environmental stewardship included in this supplement. CRS. Pages 46 and 47 CRS. Pages 46 and 47 CRS. See the detailed GRI G4 disclosures provided in this supplement, pages 31 to 37 and pages 46 and 47 CRR. Pages 48 and 49 CRS. See the detailed GRI G4 disclosures provided in this supplement, pages 24 to 28 and pages 44 and 46 CRR. Pages 48 and 49 CRS. See the detailed GRI G4 disclosures provided in this supplement, pages 24 to 28 and pages 44 and 46 CRR. Pages 48 and 49 CRS. See the detailed GRI G4 disclosures provided in this supplement, pages 24 to 28 and pages 44 and 46
6 4 ARM Holdings plc Supplement to Annual Corporate Responsibility Report 2015 Global Compact Advanced COP Self-Assessment Continued Scope GC Principle Criteria for GC Advanced Level Explanatory notes Location Anti-Corruption UN Goals and Issues Principle 10: Businesses should work against corruption in all its forms, including extortion and bribery. Taking action in support of broader UN Goals and Issues. Criterion 12: The COP describes robust commitments, strategies or policies in the area of anti-corruption. Criterion 13: The COP describes effective management systems to integrate the anti-corruption principle. Criterion 14: The COP describes effective monitoring and evaluation mechanisms for the integration of anti-corruption. Criterion 15: The COP describes core business contributions to UN goals and issues. Criterion 16: The COP describes strategic social investments and philanthropy. Criterion 17: The COP describes advocacy and public policy engagement. Criterion 18: The COP describes partnerships and collective action. Anti-corruption policy is included within the ARM Code of Business Conduct and Ethics. In addition, specific anti-bribery policies and anti-competitive behaviour policies have been introduced in 2014 and included in mandatory training and signoff for all employees. Adherence and general oversight on anti-corruption is the responsibility of the Compliance Committee that operates within the overall corporate governance structures at ARM. As above. In addition, any grievance or concern can be raised in accordance with the grievance policy and procedures, or through the confidential whistleblowing mechanisms in place at ARM. ARM is committed to supporting the ten principles of the UN Global Compact and related declarations, policies and standards. See also the CEO Statement and commitment to UNGC, submitted under separate cover and available from 30 March 2016 at See the 2015 CRR for details of strategic approach to social investment and philanthropy and examples of supported projects in GFR. Page 15 GFR. Pages 14 to 15 GFR. Page 15 CRS CRR. Pages 10 to 45 See the 2015 CRR. CRR. Page 19 ARM is represented on both the global LEAD and UK network advisory boards. ARM also collaborates with commercial and non-commercial Partners in conducting its business activities and in its charitable and philanthropic work. CRR. Pages 10 to 45
7 ARM Holdings plc Supplement to Annual Corporate Responsibility Report Scope GC Principle Criteria for GC Advanced Level Explanatory notes Location Corporate sustainability governance and leadership. Criterion 19: The COP describes CEO commitment and leadership. Criterion 20: The COP describes Board adoption and oversight. Criterion 21: The COP describes stakeholder engagement. Note that we have not reported against the follow-up questions relating to Business and Peace because we do not have operations in high-risk or conflict-affected areas. A separate, dedicated declaration of commitment to the UNGC and to implementing the ten principles will be submitted as part of our COP to be available on See the 2015 GFR for detailed information on Board structure, responsibilities, activities and evaluation. In 2014, we began a process to improve our approach to stakeholder engagement, this has continued during As our business grows, the number of stakeholders across our stakeholder groups also grows. In particular this involves the number of commercial Partners, suppliers and our own employees. For further details see the 2014 CRR. participant/12151-arm- Holdings-plc GFR. Pages 6 to 16 CRR. Pages 46 and 47 CRR. Page 18 CRS. Pages 13 to 16
8 6 ARM Holdings plc Supplement to Annual Corporate Responsibility Report 2015 Global Reporting Initiative (GRI) G4 content index General Standard Disclosures The following General Standard Disclosures are applicable to ARM Holdings plc, also referred to as the Group, unless otherwise specified. The General Standard Disclosures are divided into seven parts according the GRI G4 guidance: Strategy and Analysis, Organisational Profile, Identified Material Aspects and Boundaries, Stakeholder Engagement, Report Profile,, and Ethics and Integrity. These Standard Disclosures provide a general strategic view of ARM s approach to sustainability. Key to location references in the tables: CRR: 2015 Corporate Responsibility Report CRS: 2015 Corporate Responsibility Report Supplement SR: 2015 Strategic Report GFR: 2015 and Financial Report Other: As defined Where no page reference is provided, the relevant information and any explanation is included in the comment column. In exceptional cases, information is omitted from our annual report. In these instances an explanation is provided in the comment column. GRI G4 Reference and Description Strategy and analysis CR Report Strategic Report and Financial Page Reference Comment G4-1 CEO Statement. Page 6 Refer to location of disclosure. G4-2 Key impacts and opportunities. CRR. Pages 4 and 5 Organisational profile SR. Pages 10 to 14 Refer to location of disclosure. G4-3 Name of the organisation. Page 60 Refer to location of disclosure. G4-4 Primary brands, products and services. Pages 10 to 21 Refer to location of disclosure. G4-5 Location of headquarters. Page 60 Refer to location of disclosure. G4-6 Countries of operation. CRR. Page 4 and 5 G4-7 Nature of ownership and legal form. GFR, pages 129 to 131 Refer to location of disclosure. Page 60 Refer to location of disclosure. G4-8 Markets served. Pages 10 to 14 Refer to location of disclosure. G4-9 Scale of operation. Pages 3, 5 and 6 Refer to location of disclosure. G4-10 Number of employees. Page 4. See also CRS. Page 29 Refer to the CRR for headline employee numbers. Further detail on employees by contract type, grade distribution and gender is included in detailed disclosures below.
9 ARM Holdings plc Supplement to Annual Corporate Responsibility Report GRI G4 Reference and Description G4-11 Collective bargaining agreements. CR Report Strategic Report and Financial Page Reference Comment Page 46 We do not limit or restrict the rights of our people to freedom of association. The Group does not presently operate any collective agreements with any trade unions. G4-12 Supply chain description. Pages 24 and 25 Refer to location of disclosure. G4-13 Significant changes. CRS There have been no significant changes during the reporting period regarding structure or ownership. G4-14 Precautionary approach. Pages 10 and 11 CRS. Pages 13 to 22 Refer to location of disclosure. G4-15 External charters. Pages 50 and 51 Refer to location of disclosure. G4-16 Memberships and partnerships. CRS ARM is a member of many external associations and industry organisations in the countries in which it operates. Examples include the International Telecommunications Union (ITU), United National Global Compact (UNGC), World Economic Forum (WEF) and EngineeringUK. We maintain a register of memberships, associations and subscriptions which we are planning to make publicly available on our external website during Identified material aspects and boundaries G4-17 List of entities. Page 60 Refer to location of disclosure. G4-18 Defining report content. Page 2 Refer to CRS pages 13 to 22 for an overview of the process for stakeholder inclusiveness and determining material issues. G4-19 List of material issues. Page 11 See also section below, Material aspects and boundaries. G4-20 Define materiality boundaries and limitations. G4-21 Materiality defined by geography. Page 11 We are a global business. We define our material issues based on our global operations and impacts. We consider that our four material sustainability issues which form our strategic drivers for long-term growth are equally relevant to all countries in which we operate and to all entities within the Group. See also section below, Material aspects and boundaries, pages 13 to 22. CRS We are a global business. We define our material issues based on our global operations and impacts. In cases where there are localised issues that may be considered locally material, we address them through our approach to engagement with local communities. Therefore these will be included within our material issue of Communities. G4-22 Restatements. CRS We have not made any restatements during G4-23 Significant reporting changes. CRS There have been no significant changes from previous reporting periods in the scope and aspect boundaries. Stakeholder engagement G4-24 Stakeholder groups. Page 18 See also CRS Refer to location of disclosure. We provide a list of seven stakeholder categories which comprise 30 stakeholder groups. for brevity we do not publish a list of all stakeholder groups or the members of those groups. A summary of our stakeholder engagement can be found on pages of this supplement. G4-25 Basis for identification. Page 18 Refer to location of disclosure. See also pages of this supplement. G4-26 Approach to stakeholder engagement. Pages 18 Refer to location of disclosure. See also pages of this supplement. G4-27 Key topics raised. Page 18 Refer to location of disclosure. See also pages of this supplement.
10 8 ARM Holdings plc Supplement to Annual Corporate Responsibility Report 2015 Global Reporting Initiative (GRI) G4 content index continued GRI G4 Reference and Description Report profile CR Report Strategic Report and Financial Page Reference Comment G4-28 Reporting period. Page 2 Refer to location of disclosure. G4-29 Previous report. Page 2 Refer to location of disclosure. G4-30 Reporting cycle. Page 2 Refer to location of disclosure. G4-31 Contact point. Rear cover Refer to location of disclosure. G4-32 Content index. CRS This supplement represents our GRI content index in accordance at the Comprehensive level. G4-33 Assurance. Page 47 We have not obtained external independent assurance over our 2014 non-financial reporting. We have requested that our 2015 UNGC COP receives peer review and feedback as part of the UNGC UK Network peer review process for Advanced LEAD reporters. G4-34 structure. CRR. Page 46 G4-35 process: delegated responsibility. G4-36 process: Executive responsibility. G4-37 process: Consultation. GFR. Pages 12 and 13 Page 13 Refer to location of disclosure. Page 13 Refer to location of disclosure. G4-38 Highest governance body. CRR. Page 47 We are in the process of implementing a three-year assurance strategy. This will combine internal and external assurance to help us improve our systems and processes and establish trust in our sustainability reporting. During 2015 our Business Assurance function conducted an internal audit of our energy and carbon data. We also had our carbon emissions data externally verified by Ecometrica. The 2016 internal audit plan includes audits relevant to our sustainability disclosure including customer satisfaction processes and data, procurement, the annual development and feedback systems, people plans and anti-trust. We report on governance structures in varying levels of detail across our 2015 reporting suite. insofar as it specifically relates to corporate responsibility and sustainability is included within the CRR report. Further detail of the wider corporate governance structures, committees and accountabilities is included in the 2015 GFR. Page 47 Consultation between stakeholders, management and the highest governance body on economic, environmental and social (EES) topics is generally managed by the ARM Corporate Responsibility function. Mechanisms exist to escalating issues through to relevant members of the executive management team. These include direct communication and face-to-face interaction, and more formal channels such as Project Diamond and the Energy Use and Climate Change Committee (EUCCC) process. GFR. Pages 6 to 16 G4-39 Highest governance body (chair). CRR. Page 47 GFR. Page 13 Refer to location of disclosure. Refer to location of disclosure. G4-40 Nomination process. Pages 23 and 24 Refer to location of disclosure. G4-41 Conflicts of interest. Page 47 Refer to location of disclosure.
11 ARM Holdings plc Supplement to Annual Corporate Responsibility Report GRI G4 Reference and Description G4-42 Role in values and strategy development. G4-43 Competencies and performance evaluation. CR Report Strategic Report and Financial Page Reference Comment Page 8 The Corporate Responsibility Committee set the purpose, values and strategy for ARM s approach to sustainability based on an understanding of the broader corporate vision, mission and strategy. This approach is then presented to the Executive Committee and ultimately the Board for approval. The Board are responsible for defining short-term and long-term strategic priorities for the Group. Pages 6 and 7, and 10 and 11 Refer to location of disclosure. G4-44 Board performance. Pages 10 Refer to location of disclosure. G4-45 Board role in risk management: process. G4-46 Board role in risk management: review. Pages 12 to 15 and 19 Refer to location of disclosure. Pages 12 to 15 and 19 Refer to location of disclosure. G4-47 Frequency of ESG review. Page 15 ESG impacts, risks and opportunities are considered alongside other material issues on an annual basis by the Board. G4-48 Review of CR Reporting. N/A Annual CR reporting is subject to scrutiny across a number of management tiers. The report approach and content is reviewed in detail by the Chief Operating Officer and General Counsel before receiving approval by the Group Executive. G4-49 Reporting critical concerns. Page 15 There are formal and informal channels available for communicating critical concerns to the Board. These include the confidential whistleblowing process (described in the and Financial report), committee-based communication channels (for example, the Corporate Responsibility Committee and EUCCC), informal communication and face-to face contact. ARM operates an open-door policy whereby employees are encouraged to express their views and concerns to executive management in open forums and interactive media. G4-50 Number of critical concerns. Page 15 We have established processes and reporting channels to raise and record critical concerns. However, we do not disclose details of what is discussed at Board meetings. G4-51 Remuneration disclosures: Executive reward. G4-52 Remuneration disclosures: Determination. G4-53 Remuneration disclosures: Stakeholder involvement. Pages 25 to 43 Refer to location of disclosure. There was one whistleblowing report in 2015, which was not found to involve any financial or other loss to the Group. It was thoroughly investigated and it was deemed appropriate that no further action was taken. Pages 37 and 39 to 43 Remuneration policy is included within the and Financial Report. To achieve fairness and remain competitive in the market, remuneration consultants are used by the business. Together with appropriate industry benchmarking data, decisions are made on remuneration policies in order to fairly reward our people. This process is also used to determine reward packages that balance between base-pay, performance-related pay, bonus payments and allocation of deferred or vested shares. Page 37 External remuneration consultants and industry benchmarking information is used as the basis for fair and equitable remuneration policies and proposals. Internal mechanisms exist for Senior Management and Executive sign-off on remuneration policies and individual reward.
12 10 ARM Holdings plc Supplement to Annual Corporate Responsibility Report 2015 Global Reporting Initiative (GRI) G4 content index continued GRI G4 Reference and Description continued G4-54 Remuneration disclosures: Total reward ratios. G4-55 Remuneration disclosures: Annual increase ratios. Ethics and integrity CR Report Strategic Report and Financial Page Reference Comment Page 37 We publish single figure remuneration information for executive pay. In 2015 the highest paid individual in the organisation, based on single figure remuneration, was our Chief Financial Officer. Based on total salary only, our Chief Executive Officer received the highest amount. We also report on our total staff costs and our employee numbers. Based on this publicly disclosed information it is possible to calculate the ratio of the annual total compensation for the highest-paid individual in the Group to the median annual total compensation for all employees (excluding the highest-paid individual). In 2015, taking single figure remuneration as the basis for the calculation, the ratio was 1:23 (2014: 1:25). Refer to GFR pages 28 for single figure remuneration and page 73 for employee information as source data supporting this calculation. Note that we use total staff costs less social security costs as the basis for this calculation to represent like-for-like total reward. We do not publish details of the highest paid individuals within each country of significant operation. Nor do we disclose the median total annual compensation in those same countries. We are a global business and apply fair and equitable reward policies across the organisation. This includes offering the same benefits to all our people, wherever they are located. We note the level of disclosure recommended in the GRI G4 guidelines in respect of G4-54. We accept the importance of transparency in remuneration disclosures. ARM is fully compliant in its reporting on executive pay and related disclosures as required for quoted companies in accordance with the relevant legislation and Companies Act. We are constantly reviewing our approach to remuneration disclosure to ensure we are transparent, equitable and above all compliant. We also note the trends in international reporting and use the guidance provided by frameworks such as GRI in our considerations on our own approaches. Page 29 Refer to the explanations above regarding our approach to remuneration disclosure. G4-56 Codes of conduct. Page 47 Refer to location of disclosure. G4-57 G4-58 Internal and external mechanisms (hotlines, whistleblowing). For 2015, the average increase in base salaries for the executive directors was 5.57% for the three individuals who served in both 2014 and 2015, compared with the average increase for the workforce as a whole of 4.78%. For 2016, the average increase is 5.46% for the executive directors and 6.24% for the workforce as a whole. Page 15 There are formal and informal channels available for communicating critical concerns to the Board. These include the confidential whistleblowing process (described in the and Financial Report), committee-based communication channels (for example, the Corporate Responsibility Committee and EUCCC), and informal communication and face-to face contact. ARM operates an open-door policy whereby employees are encouraged to express their views and concerns to executive management in open forums and interactive media. Refer also to the location of disclosure.
13 ARM Holdings plc Supplement to Annual Corporate Responsibility Report Stakeholder engagement Informing materiality Stakeholder engagement, as a means of achieving effective collaboration, has been a fundamental part of ARM s business since the Company was formed. At the heart of our business we have dedicated teams managing relationships with customers, Partners, investors and employees to ensure that their needs are regularly addressed. Other stakeholder groups, such as local community leaders, are engaged on an issue-by-issue basis. Regular engagement between over 600 of our people and over 350 external stakeholders enables us to understand the needs, concerns and expectations of our stakeholders. This allows us to define our material issues and to develop and deliver strategies that respond to those needs. >350 Stakeholders actively engaging with ARM on at least an annual basis >600 ARM people engaging with external stakeholders on a regular basis as part of their defined role and responsibilities 30 Stakeholder groups Stakeholders are defined as any group, internal or external, that can be expected to be affected by our activities, products and decisions. 7 Stakeholder categories
14 12 ARM Holdings plc Supplement to Annual Corporate Responsibility Report 2015 Stakeholder engagement highlights 2015 continued Who we engage How we engage What matters What happened in 2015* Local community Investors Commercial Partners Community interest groups. Business community network groups. Working with and supporting local community charities. Investor roadshows. Annual and quarterly reporting. One-to-one meetings with investors. Investor relations website. Customer satisfaction surveys. Annual Partners Meeting. Trade and commercial seminars and conferences. How ARM impacts on their environment and on their day-to-day lives. Sustainable economic performance, the ability to provide livelihoods and to invest in the community by supporting local community causes, charities and communitybased institutions. Our ability to innovate. Strong financial performance. Good governance, ethics and integrity as the basis for achieving sustainable growth and financial performance. Clarity, consistency and setting realistic expectations. The ability of ARM to deliver on time and to specification. Customer service and satisfaction. Trust, integrity and ethics. Ability to innovate, and have the right people, processes, systems and tools to deliver the best possible results. We increased our engagement with local community groups including schools and health charities operating in close proximity to our global offices. We engaged with and supported over 170 local community and charitable organisations around the world. We were actively involved in community interest groups around our major offices including those representing the people and businesses in Cambridge where we have our headquarters. All ARM people can spend at least one day paid time each year on volunteer work through our TeamARM programme. In 2015 more than 20% of our workforce took this opportunity, devoting 4,385 hours to skills-based volunteering, with more than 90% of our offices actively engaged in TeamARM activities around the world. We engaged directly with over 30 investment banks that issue regular research on ARM Holdings plc, and met with hundreds of fund managers from institutional investment firms. We engaged with major Environmental, Social and (ESG) research providers and proxy advisers to quantify and communicate our CR impacts. We held our first ESG focussed investor webinar hosted by UBS Investment Bank. The session was broadcast live and then made available for download at Around 30 institutional investors and analysts attended the session, and many more private investors have viewed the webinar. We extended our customer satisfaction surveys, in terms of scope and reach. Over 600 Partners brought together with a similar number of ARM people at the Annual Partners Meeting to share ARM s plans for the future, build relationships and have intensive meetings over a three-day period conferences and seminars attended. 9,000 Engineers and industry experts attended ARM s annual technology conferences and symposia around the world.
15 ARM Holdings plc Supplement to Annual Corporate Responsibility Report Who we engage How we engage What matters What happened in 2015* Industry Industry representative groups. Active participation in industry working groups. Our people Employee engagement survey. Line manager one-to-one conversations. Annual Travel Survey. Industry representation to policy makers. Ethical behaviour in all interactions. Economic performance. Environmental responsibility. Our ability to innovate, motivate and maintain a stimulating working environment. Regular attendance and active involvement at industry forums including International Telecommunications Union (ITU), EngineeringUK, Tech UK, Electronic Systems Council (ESC) and National Microelectronics Institute (NMI). ARM is represented at Vice Rapporteur level at the ITU and on the Board at NMI. Participation in the United Nations Global Compact, UK Network and Global Compact LEAD Programme. Launch of the ARM Innovation Ecosystem accelerator to provide a facility for companies to collaborate together to create products for the Internet of Things. 86% response rate in the 2015 employee engagement survey. Our annual Global Engineering Conference brings together 15% of our engineers to discuss important development issues that affect our business, especially those that cross the organisational boundaries of function, location, and department. 585 recent starters attended a Big Picture induction event and 155 colleagues participated in the Global Graduate Conference. New Intranet. Live broadcasts of quarterly results. In conversation sessions with GM s and ask me anything sessions with CEO. Unconscious bias training. Diversity and Inclusion lunch and learns. Ongoing Women s Network meetings and internal conversations. Career workshops launched to support people in planning their career.
16 14 ARM Holdings plc Supplement to Annual Corporate Responsibility Report 2015 Stakeholder engagement highlights 2015 continued Who we engage How we engage What matters What happened in 2015* Government and regulators Charitable and community Partners Participation in public policy debate. Preparation and presentation of consultations and responses to White Papers. Commissioned and co-authored research. One-to-one meetings with government and civil service representatives. One-to-one meetings. Status reporting and progress meetings. Convening sector and topic meetings. Connecting Partners. Industry representation and engagement. Growing the scope of potential markets. Operating with integrity and honesty. Economic performance and the ability to maintain and grow funding. Local community partnerships and networks. Engagement as a means to leverage a community ecosystem. Over 100 policy exchanges with government officials. Active engagement with World Economic Forum, TechUK, NMI., United Nations organisations and the ITU. Participation in the G20 Expert Group looking at the energy footprint of the ICT Infrastructure. The group reported to the G20 Summit in Turkey in November Over 200 one-to-one engagements with charitable Partners (includes multiple meetings with some Partners). Annual status and performance reviews received and discussed with 10 larger charitable Partners. Established relationships with global corporate responsibility Partners such as UNICEF and The Global Stem Alliance increased our reach and engagement with new partners in new territories.
17 ARM Holdings plc Supplement to Annual Corporate Responsibility Report Material aspects and boundaries GRI G4 guidance highlights 46 material Aspects across three categories economic, environmental and social. Aspects are those subjects covered by the guidelines that may be material to a business. Note that the economic dimension of sustainability concerns the organisation s impact on the economic conditions of its stakeholders, and on economic systems at local, national, and global levels. It does not focus on the financial condition of the organisation, although there is clearly a relationship between these factors. Material issues are those that reflect the organisation s significant economic, environmental and social impacts, or that substantively influence the assessments and decisions of stakeholders. ARM has used the GRI guidance as the basis for assessing its material issues and therefore determining report content. We have four material sustainability issues which we have simplified from the seven issues that we have previously reported. To align with the GRI G4 guidance we have presented these material issues in the context of the 46 material Aspects highlighted by G4. We concluded that 34 out of the 46 material Aspects have some relevance to ARM and can be mapped to our four material issues. Some of these are of material importance to our stakeholders, some to ARM as an organisation, and some of interest to both. We noted through this process that external stakeholders can often only make informed decisions on our business based on the information we disclose, and the context we provide. This has resulted in stakeholders expressing a high level of interest in issues, such as our water consumption or waste streams, which are not significant and really not very material. However, due to the interest shown in these, and other, aspects of our business, in the interests of transparency we have reported on our performance against these aspects. The table includes comments summarising how and why each of these Aspects are considered material. We also explain why 12 of the GRI material Aspects are not considered material to ARM. We have grouped our material issues into four growth drivers that support our short, medium and long term success. Trust: Trust lies at the heart of our business model. Within our CR programme, in education and health, we provide support to young and vulnerable people. It is essential we operate with the highest levels of integrity and ethics and delivers on our promises in everything we do. We must deliver on our promises, and we must operate in a transparent manner. Maintaining a culture of high integrity will help build strong relationships with partners. A reputation for being a high trust organisation will also help us to recruit and retain the best people who are proud to be working at ARM. Innovation: Being innovative helps us solve complex problems. We must constantly innovate as part of our core business, help our partners meet their goals and apply creative solutions to innovate our internal processes and systems that support the business. People: We develop IP. Our people are highly skilled and qualified, they are critical to our success. We must create an environment that respects, inspires and rewards our people. Our industry also needs more qualified STEM graduates available for us to employ, particularly women. We need to ensure that we are inclusive as an industry and as a company to support greater diversity and gender balance. Attracting and retaining the right people is our most important sustainability issue. Relationships: We cannot deliver our business strategy or our CR programme alone. We rely on our ecosystem of commercial and charity partners to reach our goals. Sustainable relationships are crucial to achieving this.
18 16 ARM Holdings plc Supplement to Annual Corporate Responsibility Report 2015 Material aspects and boundaries Continued Material sustainability issue for ARM Why this is material to ARM Material GRI G4 Aspects Economic category Economic performance Environmental category Resource efficiency Strong and sustainable economic performance is critical to our long term ability to function and exist to meet the needs and expectations of stakeholders. Economic performance is materially important to ARM, but for the purposes of this analysis, we do not consider it to be a material issue as a business driver, but as an outcome. Resource efficiency had previously been identified as the material issue which best describes our approach to environmental responsibility. Our approach is to minimise our own environmental impacts wherever possible. We also seek to enable resource efficiency through our energyefficient technology. In our review of material issues in 2015 we concluded that resource efficiency and economic performance remain important as part of conducting responsible business but do not represent material issues which form our CR growth drivers. Material within the organisation Relevant external to the organisation Comment Economic Performance Refer to the and Financial Report for details of ARM s economic performance and taxes paid. Market Presence This indicator helps demonstrate the contribution to the economic well-being of its employees in significant locations of operation. It is important to ARM that we act as a global business and, at the same time, recognise the contribution that each of our offices has on the local community and the economic contribution it makes to that community at the local, national and regional level. Indirect Economic Impacts The indirect economic impact of our business varies according to the size of our operation at each of our locations relative to that economy. The most significant impacts therefore are caused by our largest offices. These impacts involve the contribution that our people have to local commerce and on infrastructure, and also to the goods and services that we purchase locally to support our operations. Procurement Practices During 2015 we have introduced a range of improvements to our supplier management processes. These include a new supplier code of conduct (available at and improvements to the information we publish on our website about supplier relationships. Materials Materials, as defined by GRI is not a material Aspect for ARM or its stakeholders, as the use of raw materials is not part of ARM s core business. Energy Energy consumption is material to the business as it is a significant contributor to our carbon emissions. We set energy use reduction targets in 2010 to achieve a reduction of 15% per person by Our progress against these targets is reported in the CRR. Energy efficiency is also relevant to our business and stakeholders, as our success is founded on energy efficient technology. Water Water withdrawal and consumption is limited across our global estate. We use water cooling for our Cambridge Campus data centre, but all other water use is restricted to sanitation and catering and employee use. Notwithstanding, water scarcity is an issue that interests our stakeholders around the world. As a responsible business, we need to be aware of our direct consumption and report on this accordingly. We also recognise that our technology may have applications which could contribute to global solutions for reductions in water demand. Biodiversity ARM does not have a significant impact on biodiversity through its direct operating activities, and this is not a material issue for ARM. However, we recognise that this is an emerging area of interest for stakeholders and we have a responsibility to disclose our impacts on biodiversity and manage these as appropriate.
19 ARM Holdings plc Supplement to Annual Corporate Responsibility Report Material sustainability issue for ARM Why this is material to ARM Material GRI G4 Aspects Resource efficiency Material within the organisation Relevant external to the organisation Comment Emissions Carbon emissions and contribution to climate change is a major global issue. ARM has targets for carbon reductions for 2020 from a 2010 baseline. Our energy-efficient technology can also contribute to a global reduction in emissions. We consider this to be a material issue, and it is at the core of our approach to environmental responsibility within our Corporate Responsibility vision and strategy. Effluents and Waste ARM does not have any waste or effluent streams beyond routine office waste, and we do not consider this a material issue for ARM. However, as an environmentally responsible business we recognise that stakeholders do have an interest in all of our environmental impacts and therefore we seek to monitor waste and effluent streams from our business and reduce our impacts as far as is practical. Products and Services This Aspect represents a major opportunity for ARM, and is therefore material to us as a business. The impact of our energy-efficient technology during the phase when it is being used has a far greater significance than during the production phase. Compliance The success of our business model relies on creating shared value and trust. It is vital that we are compliant with relevant laws and regulations across all aspects of our operations. Transport This Aspect is material insofar as it relates to the transportation of our employees by air. Our Scope 3 business air-travel forms a significant part of our total emissions footprint, nearly equal to our total Scope 1 and 2 emissions. Overall Total environmental protection expenditure and investment is not considered material, as our impacts are low and therefore mitigation costs are negligible. This assessment may be reviewed in future years if we make any significant investment in renewable energy or related projects to reduce our carbon emissions. Supplier Environmental Assessment Environmental Grievance Mechanisms Demonstrating our understanding of the environment and social impact of our supply chain is becoming more important as we continue to grow as a global business. We have considered this to be a material issue as we focus on getting a better understanding of the impact of our supply chain. Our assessment on its material nature may change as we collect and analyse data from across our supply chain. It is materially important to ARM, as a responsible business, that internal and external stakeholders are able to report grievances and be assured that response and remediation processes are robust. This is relevant to environmental concerns, as it is to any grievance related to our operations.
20 18 ARM Holdings plc Supplement to Annual Corporate Responsibility Report 2015 Material aspects and boundaries Continued Material sustainability issue for ARM Why this is material to ARM Material GRI G4 Aspects Social category People Innovation ARM s people are our strength for designing the next generation of technology, delivering it to our customers, and for growing and maintaining the ARM Partnership. All Aspects relating to our people are considered material for ARM. It is also in the interests of stakeholders that we continue to attract, develop and retain the best people. These factors also combine to ensure we are able to continue to innovate and develop and deliver products and services to our Partners. Material within the organisation Relevant external to the organisation Comment Employment We provide detailed disclosure on our employment performance. This reflects the importance of this aspect to ARM and our stakeholders. Labour/Management Relations Occupational Health and Safety (OHS) We seek a high level of engagement between our people and management. This is embedded in our culture and personal development planning, feedback and appraisal processes. We apply a risk-based approach to managing OHS as part of our duty of care to our people and our immediate neighbours. Training and Education The personal and professional development of our people is critical to ensuring they remain motivated and engaged by the business. It is also crucial to maintaining the high levels of skills and relevant, up-to-date knowledge of our people. Diversity and Equal Opportunity Equal Remuneration for Women and Men Supplier Assessment for Labour Practices Labour Practices Grievance Mechanisms Diversity and inclusion are important to ARM. As a responsible business, we seek to ensure that we are equitable and fair in our employment policies and practices in relation to these issues. Moreover, in the context of our approaches to corporate responsibility and the promotion of STEM education, we are proactive in engaging more female employees into engineering to address current imbalances that exist at the national and international levels. As above, ARM is an equal opportunities employer and publicly discloses performance in this area as evidence of that commitment. We recognise the importance of extending our boundaries of responsibility beyond our own direct operations to include our suppliers. This is an increasing trend for organisations and as such, we consider this a materially significant aspect for our business and the interests of our stakeholders. We continued to improve our policies and procedures in respect of supplier performance management and satisfaction during This including publishing our supplier code of conduct and extending our active engagement with suppliers. It is materially important to ARM, as a responsible business, that internal and external stakeholders are able to report grievances and be assured that response and remediation processes are robust. This is relevant to labour practices, as it is to any grievance related to our operations.
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