Global Reporting Initiative (GRI) Content Index

GRI Element

Description

Site Location(s)

Detail & Comments

Profile

Strategy & Analysis

1.1

Statement from the most senior decision-maker of the organization.

CEO Statement

Organization Profile

2.1

Name of the organization.

Company Information

2.2

Primary brands, products, and/or services.

Company Information, 3M Brands, & 3M Technologies.

2.3

Operational structure of the organization, including main divisions, operating companies, subsidiaries, and joint ventures.

3M Businesses & 2007 Annual Report

2.4

Location of organization’s headquarters

2007 Annual Report

2.5

Number of countries where the organization operates, and names of countries with either major operations or that are specifically relevant to the sustainability issues covered in the report.

Our Global Presence & 2007 Annual Report

2.6

Nature of ownership and legal form.

2007 Annual Report

2.7

Markets served (including geographic breakdown, sectors served, and types of customers/beneficiaries).

2007 Annual Report
& 3M Businesses

2.8

Scale of the reporting organization.

2007 Annual Report

2.9

Significant changes during the reporting period regarding size, structure, or ownership

2007 Annual Report

2.10

Awards received in the reporting period.

Recognition

Report Parameters

3.1

Reporting period

Procedures

3.2

Date of most recent previous report

Procedures

3.3

Reporting cycle

Procedures

3.4

Contact point for questions regarding the report or its contents.

Procedures

3.5

Process for defining report content, including:

• Determining materiality;
• Prioritizing topics within the report; and
• Identifying stakeholders the organization expects to use the report.

Procedures, Stakeholder Interaction, Engaging Stakeholders, 3M Sustainability In-depth: Defining Sustainability Report Content (PDF, 48KB), & 3M Sustainability In-depth Meeting Needs and Keeping in Touch; 3M’s Approach to Stakeholder Engagement (PDF, 52KB) 

3.6

Boundary of the report.

Procedures

3.7

State any specific limitations on the scope or boundary of the report.

Procedures

3.8

Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations, and other entities that can significantly affect comparability from period to period and/or between organizations.

Procedures & 2007 Annual Report

3.10

Data measurement techniques and the bases of calculations, including assumptions and techniques underlying estimations applied to the compilation of the Indicators and other information in the report.

Procedures

3.11

Explanation of the effect of any re-statements of information provided in earlier reports, and the reasons for such re-statement (e.g., mergers/acquisitions, change of base years/periods, nature of business, measurement methods).

Procedures

3.12

Significant changes from previous reporting periods in the scope, boundary, or measurement methods applied in the report.

Procedures

Governance, Commitments, and Engagement

4.1

Governance structure of the organization, including committees under the highest governance body responsible for specific tasks, such as setting strategy or organizational oversight. 

Governance Structure, , 3M Board of Directors, & CEO and Corporate Officers

4.2

Indicate whether the Chair of the highest governance body is also an executive officer

Governance Structure, , 3M Board of Directors, & CEO and Corporate Officers

Yes.

4.3

For organizations that have a unitary board structure, state the number of members of the highest governance body that are independent and/or non-executive members.

Governance Structure, , 3M Board of Directors, & CEO and Corporate Officers

9 of 10

4.4

Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body.

4.14

List of stakeholder groups engaged by the organization.

Stakeholder-Interaction, Engaging Stakeholders, 3M Sustainability In-depth: Defining Sustainability Report Content (PDF, 48KB), & 3M Sustainability In-depth Meeting Needs and Keeping in Touch; 3M’s Approach to Stakeholder Engagement (PDF, 52KB) 

4.15

Basis for identification and selection of stakeholders with whom to engage.

Engaging Stakeholders, 3M Sustainability In-depth: Defining Sustainability Report Content (PDF, 48KB), & 3M Sustainability In-depth Meeting Needs and Keeping in Touch; 3M’s Approach to Stakeholder Engagement (PDF, 52KB) 

Indicators

EC1

Economic value generated and distributed, including revenues, operating costs, employee compensation, donations and other community investments, retained earnings, and payments to capital providers and governments.

2007 Annual Report & Community Giving

EC3

Coverage of the organization's defined benefit plan obligations

2007 Annual Report

3M has a wide range of defined benefit plans that cover substantially all U.S. employees and many employees outside the United States to help them prepare for retirement. Our Total Retirement Program includes a pension plan, retiree medical and dental plan coverage and company-funded life insurance benefits, in addition to an employee 401(k) plan, with a company match.

Employees are encouraged to take advantage of these valuable retirement benefits to help build resources for the future. The plans are generally based on each participant’s years of service, compensation and age at retirement or termination.

3M's financial strength enables the company to keep these plans adequately funded to pay pension benefits to eligible current and future retirees. In the last six years (since 2002), 3M has contributed more than $3.5 billion to solidify the company's global pension obligations. 3M's contributions totaled $190 in 2007 and $348 million in 2006. Our U.S. pension plans were 99 percent funded as of December 31, 2006.

EC7

Procedures for local hiring and proportion of senior management hired from the local community at significant locations of operation.

Global Opportunities

EN3

Direct energy consumption by primary energy source.

Improving Energy Efficiency

EN5

Energy saved due to conservation and efficiency improvements.

Improving Energy Efficiency

EN7

Initiatives to reduce indirect energy consumption and reductions achieved.

Improving Energy Efficiency

EN13

Habitats protected or restored.

Enhancing Biodiversity & Biodiversity Examples

EN16

Total direct and indirect greenhouse gas emissions by weight.

Climate Change & Energy

EN18

Initiatives to reduce greenhouse gas emissions and reductions achieved.

Climate Change & Energy & Improving Energy Efficiency

EN22

Total weight of waste by type and disposal method.

Reducing Waste

EN23

Total number and volume of significant spills.

Compliance

3M did not have any spills in 2007 that met the GRI’s definition of “Significant Spills.”

GRI Significant Spill Definition:
All spills that are included in the reporting organization’s financial statement (e.g., due to resulting liabilities) or recorded as a spill by the reporting organization.

EN28

Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with environmental laws and regulations.

Compliance

3M did not have any fines in 2007 that met the GRI’s definition of "Significant Fines."

PR1

Life cycle stages in which health and safety impacts of products and services are assessed for improvement, and percentage of significant products and services categories subject to such procedures.

3M manufactures over 50,000 products and introduces approximately 500 new products each year.

In 2001, 3M required all new products to undergo a life cycle management (LCM) review and existing products were required to undergo an LCM review on a prioritized basis.

As of the end of 2007, it is estimated that approximately 85% of products sold in the U.S. (based on revenue) have a completed a LCM review. At this time, systems are not available to accurately estimate this figure worldwide.

PR6

Programs for adherence to laws, standards, and voluntary codes related to marketing communications, including advertising, promotion, and sponsorship.

Business Conduct Policies: Advertising and Product Representation Policy

LA6

Percentage of total workforce represented in formal joint management-worker health and safety committees that help monitor and advise on occupational health and safety programs

75% of 3M employees are represented in formal joint management-worker health and safety committees. This figure includes all 3M employees working in manufacturing plants, laboratories, and distribution centers. Some, but not all, administrative employees are also covered by health and safety committees.

LA11

Programs for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings.

Skills Management and Learning Opportunities 3M provides learning opportunities for employees to increase their knowledge, skills and performance. Some of these opportunities include Leadership Development, knowledge sharing forums, such as Leaders Teaching Leaders, 3M Tech Forum and other employee special-interest groups; and function-based formal education and training activities.

Our Career Pathways Web site helps guide employees on career development and planning. A variety of eLearning opportunities also are available, including a site with many tools for pre-retirement planning.

Tuition Reimbursement
At most 3M global locations, 3M offers tuition reimbursement to encourage employees to upgrade their education to better meet current job responsibilities, prepare for future responsibilities and help qualify for changes in career paths within 3M. In countries providing state-sponsored education, 3M gives employees time off to complete training. In 2006, 3M spent $4,003,479 to support U.S. employees pursuing higher education through 3M’s Tuition Reimbursement Refund Program.

Job Transition Assistance

For employees whose positions are eliminated due to business needs, 3M offers a range of resources, based on location and availability, to help transition to employment in other areas of 3M or outside the company. These services include the development of career transition skills and job placement opportunities. In addition, 3M has an internal e-recruit Web site that advertises current 3M position openings for employees to self-nominate.

LA12

Percentage of employees receiving regular performance and career development reviews.

Performance and Career Development Process
Highly respected and skilled employees contribute to the success of the company. 3M supports and encourages employees in the development and advancement of their careers with the aid of many tools.

Through 3M’s Employee Contribution and Development Process (EC&DP), all salaried U.S. employees, about 20,000 employees, create an annual individual development plan. This plan helps employees identify their strengths and build on their skills, including achievement of 3M Leadership Attributes. During the year, employees and supervisors together review progress and adjust the plan. An annual formal evaluation of performance assesses employees’ ability to demonstrate the leadership behaviors 3M needs to succeed.

EC&DP also supports performance-based compensation. Employee compensation is aligned with each employee’s performance and contribution to business results. Meaningful differences in employee performance produce meaningful differences in compensation. An employee’s performance rating is based on actual results the employee produced compared to the expectations or goals established for the year as determined by the employee and supervisor. These expectations vary by job, job level, function and organization.

SO2

Percentage and total number of business units analyzed for risks related to corruption.

100%. All of 3M’s Businesses perform a business conduct self assessment every other year that includes an assessment of risks related to corruption.

SO3

Percentage of employees trained in organization's anti-corruption policies and procedures.

3M offers a comprehensive online compliance course| program available to employees worldwide. In addition to an anti-bribery course, the program offers training in related areas such as business across borders, understanding the Foreign Corrupt Practices Act, financial reporting, government relationships, conflict of interest, business conduct, and other key compliance areas. A total of 21 courses are offered to 3M's employee population.

In addition, 3M's internal Legal Affairs webiste offers additional anti-brbibery training on 3M's global anti-bribery compliance program.

All courses are offered to employees to take at any time. However, 3M also requires certain employees to take certain courses on a periodic basis. To accomplish this, each course has a predetermined mandatory population based on employee job grade, job function and country location. All employees located in the United States and Canada are required to take 3M's Business Conduct course, which is an overview of 3M's Business Conduct Policies. Course completion is tracked electronically when an employee takes the course and passes a quiz.

All of 3M's standard courses are available in nine languages: Chinese (Simplified), English, French, German, Italian, Japanese, Korean, Portuguese (Brazilian), and Spanish (Latin American). This covers approximately 90% of 3M's employee population.