The role of administrative, management and supervisory bodies

The Risk Committee, the Audit Committee and the Organisation and Remuneration Committee consist of members of the Board. The Chair of the Board has broad expertise of sustainable development from several sectors, and has completed several courses and certifications in sustainability. Several members of the board have completed Gjensidige's sustainability course in 2022 and 2023. Many of the board members have also completed other courses and have experience of sustainability work through directorships in other companies. We believe that the board has sufficient sustainability competencies.

Board Structure and Responsibilities

THE NOMINATION COMMITTEE: Responsible for ensuring that the board has the necessary expertise and experience

THE BOARD: Adopts sustainability goals and strategy (management responsibility), and follows up the status of measures and their effect (supervisory responsibility), and is responsible for everything that is dealt with in the subcommittees.

THE AUDIT COMMITTEE: Reviews quarterly sustainability report, internal control over non-financial reporting, sets materiality threshold and reviews the double materiality analysis. The committee determines the process for processing the annual report, including the sustainability report, and pre-processes the report for decision by the board.

THE RISK COMMITTEE: Reviews proposals for sustainability targets, discusses identified influences, risks and opportunities, and ensures that risk appetite includes sustainability topics and risk exposure.

THE ORGANISATION AND REMUNERATION COMMITTEE: Prepares the scorecard for the CEO, where the operationalization of several sustainability topics occurs and is measured. The Committee shall provide advice on matters relating to remuneration, and annually discuss with the CEO principles and specific frameworks for determining the remuneration of other senior executives.

CEO: Responsible for delivering on the goals set by the board, and setting sustainability goals downwards in the organization through the scorecards of the executive vice presidents

EVPS AND MANAGING DIRECTORS OF SUBSIDIARIES: Executive vice presidents and executives of subsidiaries implements sub-goals and action plans to deliver on the sustainability goals.

Board Composition

Gjensidige's Board has ten members, of whom seven are elected by the shareholders and three are elected by and from among the company's employees. The shareholder-elected board members are elected for one year at a time by the General Meeting, on the recommendation of the Nomination Committee. The composition of the Board is in accordance with the requirements set out in the Articles of Association with regard to competence, gender, age and geographical affiliation. The employee representatives are elected for two years at a time.

The members of the Board have expertise in finance, insurance, law, technology, digital business, innovation, international business, the public sector and management. They have held senior positions in companies operating in all the countries in which Gjensidige operates. They also have varied expertise in sustainability, and most have completed Gjensidige's sustainability seminar.

Throughout 2024 the board has been presented quarterly sustainability reports with a focus on stats for goal attainment, effects and new measures. The board has broad sustainability experience, and has completed courses and certifications. We have prepared a double materiality assessment that has been discussed by the sub committees of the board throughout the year.

Information provided to and sustainability matters addressed by the undertaking's administrative, management and supervisory bodies

Throughout 2024 the board has been presented quarterly sustainability reports with a focus on stats for goal attainment, effects and new measures. The board has broad sustainability experience, and has completed courses and certifications. We have prepared a double materiality assessment that has been discussed by the sub committees of the board throughout the year.

The Board has overall responsibility for ensuring that the Group is managed responsibly, including responsibility for strategy, finances, the environment, social conditions and compliance with laws and regulations. This includes ensuring that the work on risk management and internal control is organised, documented and reported on in an expedient manner.

Committee Responsibilities

THE AUDIT COMMITTEE: Reviews quarterly sustainability report, internal control over non-financial reporting, sets materiality threshold and reviews the double materiality analysis. The committee determines the process for processing the annual report, including the sustainability report, and pre-processes the report for decision by the board.

THE RISK COMMITTEE: Reviews proposals for sustainability targets, discusses identified influences, risks and opportunities, and ensures that risk appetite includes sustainability topics and risk exposure.

THE ORGANISATION AND REMUNERATION COMMITTEE: Prepares the scorecard for the CEO, where the operationalization of several sustainability topics occurs and is measured. The Committee shall provide advice on matters relating to remuneration, and annually discuss with the CEO principles and specific frameworks for determining the remuneration of other senior executives.

Integration of sustainability-related performance in incentive schemes

THE ORGANISATION AND REMUNERATION COMMITTEE: Prepares the scorecard for the CEO, where the operationalization of several sustainability topics occurs and is measured. The Committee shall provide advice on matters relating to remuneration, and annually discuss with the CEO principles and specific frameworks for determining the remuneration of other senior executives.

CEO: Responsible for delivering on the goals set by the board, and setting sustainability goals downwards in the organization through the scorecards of the executive vice presidents

EVPS AND MANAGING DIRECTORS OF SUBSIDIARIES: Executive vice presidents and executives of subsidiaries implements sub-goals and action plans to deliver on the sustainability goals.

The remuneration of executive personnel is linked to value creation over time, reflects responsibilities and expertise and is based on measurable outcomes. The level of goal attainment influences the payment of bonuses to executive personnel and collective bonuses to all employees. Customer satisfaction goals and other sustainability-related performance metrics are incorporated into these measurement frameworks.

Statement on due diligence

We are dependent on the trust of our surroundings to carry out our social mission. A comprehensive understanding of risk, with clear roles and responsibilities, is essential in our corporate governance.

Our Code of Conduct shall ensure that all employees act in a way that maintains trust in the Company. All Gjensidige's activities must stand up to public scrutiny.

Gjensidige's governance structure includes The General Meeting as the Company's supreme governing body, with an independent nomination committee that nominates members to the Board. The Board has overall responsibility for ensuring that the Group is managed responsibly, including responsibility for strategy, finances, the environment, social conditions and compliance with laws and regulations. This includes ensuring that the work on risk management and internal control is organised, documented and reported on in an expedient manner.

Our business is conducted within the framework of our strategy, our ethical principles and strict compliance with laws and regulations in the countries in which we operate. Sustainability is integrated into the strategy and our core processes.

Throughout our history, we have demonstrated social responsibility. This responsibility comes from our role as one of the Nordic region's largest insurance companies, where we have helped our customers by providing advice on damage prevention and been there when the damage was done. Among other things, this means requiring sustainable deliveries from our suppliers in their claims process. Sustainability is an integrated part our business model.

Going forward, Gjensidige will attend to this social responsibility by contributing to a sustainable society, in relation to both our insurance and investment activities. The following factors are particularly important in our sustainability work: GHG emissions and climate change adaptation of our products, circular economy, and how we can ensure that we develop expertise on risks related to the green transition so that we can help mitigate risk.

We define sustainability in line with the UN Sustainable Development Goals. This means that Gjensidige's activities will ensure a balance between climate and the environment, social conditions, good corporate governance and finances. Gjensidige's sustainability work focuses on four areas: a safer society, sustainable claims handling and responsible investments, and order in our own house. Ambitions and action plans will underpin our transition plan towards 2050.

Risk management and internal controls over sustainability reporting

THE AUDIT COMMITTEE: Reviews quarterly sustainability report, internal control over non-financial reporting, sets materiality threshold and reviews the double materiality analysis. The committee determines the process for processing the annual report, including the sustainability report, and pre-processes the report for decision by the board.

THE RISK COMMITTEE: Reviews proposals for sustainability targets, discusses identified influences, risks and opportunities, and ensures that risk appetite includes sustainability topics and risk exposure.

We are dependent on the trust of our surroundings to carry out our social mission. A comprehensive understanding of risk, with clear roles and responsibilities, is essential in our corporate governance.

The governance structure is described in more detail in our statement on corporate governance at gjensidige.com, in Note 3 to the accounts and in the Pillar 3 report.

The Board has overall responsibility for ensuring that the Group is managed responsibly, including responsibility for strategy, finances, the environment, social conditions and compliance with laws and regulations. This includes ensuring that the work on risk management and internal control is organised, documented and reported on in an expedient manner.

Identified climate risks and opportunities are assessed at least once a year and are included in our ORSA process. The assessments are based on when they are expected to materialise (short, medium or long term) and based on both a qualitative and (when possible) quantitative impact assessment.

Our definition of short (<1 year), medium (1-5 years) and long term (>5 years) is in line with the requirements of the ESRS, except for climate risk. We have continued our long-standing work on climate risk and have chosen to use the same timeline as before. For climate risk assessments, short term means 0–3 years, medium term 3–10 years and long term more than 10 years.

Strategy, business model and value chain

Our Mission, Vision and Values

OUR MISSION: We safeguard life, health and assets.

OUR VISION: We shall know the customer best and care the most.

OUR POSITION: Gjensidige is the insurance company that leads the way and finds new ways to create a sense of security.

OUR CORE VALUES:

• CREATING A SENSE OF SECURITY: Security is achieved by leaving room for error, showing trust, openness, and listening to, seeing and supporting each other. Security creates the space to challenge and takes us further. A secure setting gives us courage.
• APPLYING NEW THINKING: New thinking is about being inquisitive and being willing to do things better, be they big or small. Share your own thoughts and ideas and actively engage in those of others. New ideas lead to learning, create dynamics, challenge us and take us one step further.
• GOING FOR IT: Dare to go for it. Demonstrate determination and finish in style. Go for it! That's how we face the future head-on.

Business Model

Gjensidige creates value by carrying risk for customers and compensating losses that arise. One of our core competencies is thus assessing risk. Throughout our history, it has been natural for us to focus on preventing damage, and we advise customers and society at large on how to avoid or limit losses.

Our business model can be described through five core processes, in line with the UN Principles for Sustainable Insurance (UN PSI):

1. RISK ASSESSMENT AND MANAGEMENT: We need to understand the risk we take on and set the right price to cover future compensation for losses that may and will occur. We must also have sufficient capital to meet our obligations. Risk assessment is therefore a core competence in general insurance. We use this expertise to advise customers and society at large on damage prevention.

2. PRODUCTS AND SERVICES: We develop and offer insurance that covers customers' need for peace of mind, and develop related services for, among other things, damage prevention and claims processing. We generally distinguish between property and liability insurance, often called general insurance, and accident and health insurance.

3. DISTRIBUTION AND SALES: Our customer service centres account for most of our distribution, but we also sell insurance through partners, agents and brokers. All our sales representatives and advisers are well trained and certified in accordance with industry standards. We have an established culture of deep customer orientation and seek to foster long-term customer relationships.

4. CLAIMS HANDLING: Our customers shall receive the correct claims settlement as soon as possible after a loss has occurred. We increasingly use automated processes to achieve quick and precise settlements, while our experienced and competent claims handlers process complex cases. We keep accounts of GHG emissions from claims handling and work systematically on circular solutions to reduce emissions.

5. RESPONSIBLE INVESTMENTS: We manage substantial capital assets to ensure that we are able to meet our obligations to customers and other stakeholders at all times. The capital is managed with low risk exposure and with as high a return as the risk profile allows. We comply with internationally recognised principles for responsible investments, and have adopted a target of net zero emissions for the portfolios by 2050.

Strategic Focus Areas

Our overarching ambition is to be a leading general insurance company in the Nordic region. We will achieve this through continued profitable growth driven by three strategic focus areas:

1. Strong customer orientation throughout the value chain
2. Being the best at general insurance
3. Being an attractive alliance partner in larger ecosystems

Value Creation

We create peace of mind for customers, and through knowledge sharing, we contribute to security for society as a whole. We offer competence-based jobs that make high demands of, and create good opportunities for, skills development for our employees and room for a good work-life balance. We help finance society through direct and indirect taxes, and we aim to deliver a competitive return to our owners.

Factor Inputs

Our factor inputs are mainly skilled labour, technology, data and capital. Throughout our more than 200 years of history, we have built in-depth expertise in all our core processes, and we have developed one of Norway's best known brands regardless of industry. Outside Norway, the brand name is in a challenger position.

The Nordic Region as Home Market

We have defined the Nordic region as our geographical home market. We continue to see attractive long-term growth opportunities in this market, where we will continue to seek growth in general insurance, our core area of activity. The Nordic general insurance markets are among the most well-developed, profitable and digitally advanced in Europe.

Sustainability Integration

Sustainability is integrated into the strategy and our core processes. Our business is conducted within the framework of our strategy, our ethical principles and strict compliance with laws and regulations in the countries in which we operate. We mainly perform all core processes ourselves.

Throughout our history, we have demonstrated social responsibility. This responsibility comes from our role as one of the Nordic region's largest insurance companies, where we have helped our customers by providing advice on damage prevention and been there when the damage was done.

Going forward, Gjensidige will attend to this social responsibility by contributing to a sustainable society, in relation to both our insurance and investment activities. Gjensidige's sustainability work focuses on four areas: a safer society, sustainable claims handling and responsible investments, and order in our own house.

Interests and views of stakeholders

Customer orientation is essential to Gjensidige and permeates the entire organisation. We shall deliver the best customer experience and solutions for a safer tomorrow. Real customer orientation requires an established culture in which advisory services, sales, claims handling, products, services and systems development form integral elements.

We are concerned with understanding developments in society and being relevant in our customers' lives. Possible consequences of climate and environmental challenges, demographic changes and changed health needs are examples of areas we explore.

Good customer experiences over time have created strong trust in Gjensidige as a brand. Our ambition is to create the best customer experiences in our industry. We call this the Gjensidige Experience, which reflects our vision and our strong customer orientation culture.

We have very satisfied customers and high customer loyalty, especially in Norway, where we have the strongest reputation in the financial sector and one of the strongest regardless of sector.

Satisfaction with the Company and our customer advisers is measured on a continuous basis, and improvement measures are initiated based on feedback from customers. We have defined clear goals for customer satisfaction. The level of goal attainment influences the payment of bonuses to executive personnel and collective bonuses to all employees.

Customer Dividend - Unique Advantage

Every year since Gjensidige was listed on Oslo Børs, general insurance customers in Norway have received a customer dividend. Over the years, they have received around NOK 30 billion, corresponding to between 11 and 16 per cent of their annual insurance premium. The background for the customer dividend model is that Gjensidige was established as a company owned by customers. Today, the customers' interests are safeguarded by Gjensidigestiftelsen, the largest shareholder in Gjensidige.

Employee Engagement

Employee engagement is measured on a regular basis to identify challenges we need to address. As an organisation, we must be able to meet changing needs and requirements, deal with challenges effectively, at the same time as we make courageous choices and get things done. We are also open to new ideas and solutions and adapt to new ways of working.

We are ambitious and always focus on people. Attracting and retaining a diverse and competent workforce is essential to be able to mirror customers and provide the best customer experiences. Gjensidige offers a secure workplace, good development and learning opportunities and room to be who you are.

Supplier Engagement

All suppliers must sign the Supplier Code of Conduct. We work systematically with our value chain to ensure sustainable deliveries from our suppliers in their claims process.

Society and Communities

We contribute to security for society as a whole through knowledge sharing and damage prevention advice. We help finance society through direct and indirect taxes. We are a member of Skift – Business Climate Leaders – which is a solutions-oriented network for climate-conscious companies in Norway. We are also working with research institutions to gain more knowledge about how wilder and wetter weather will impact us and our customers.

Investor Relations

We will make sure that financial market participants have an adequate basis for assessing the Group's value through simultaneous access to the same correct, clear and relevant information at all times. Each quarter, we meet with investors and analysts to discuss our results and business operations.

Material impacts, risks and opportunities and their interaction with strategy and business model

The material sustainability topics for Gjensidige, based on the double materiality assessment, include:

Environmental Topics:

• Climate change (E1): More frequent weather-related events, greater attention to the consequences of climate change give rise to a need for more sustainable insurance solutions. Climate change adaptation and damage prevention are important responsibilities.
• Pollution (E2): Material for addressing environmental impacts from operations and value chain.
• Water and marine resources (E3): Relevant due to water-related claims and environmental impacts.
• Biodiversity and ecosystems (E4): Important for long-term risk assessment and environmental responsibility.
• Resource use and circular economy (E5): Critical for sustainable claims handling and reducing environmental impact.

Social Topics:

• Own workforce (S1): Essential for attracting and retaining diverse and competent workforce to mirror customers and provide best customer experiences.
• Workers in the value chain (S2): Important for ensuring sustainable deliveries from suppliers in claims processes.
• Affected communities (S3): Relevant through our role in contributing to security for society as a whole.
• Consumers and end-users (S4): Central to our customer orientation and creating the best customer experiences.

Governance Topics:

• Business conduct (G1): Fundamental to maintaining trust and ensuring all activities stand up to public scrutiny.

Strategic Integration

These material topics are integrated into our strategy through:

Customer Orientation: We prioritise supplying a wide range of solutions where products are fairly standardised and demand is stable, with direct customer contact to create peace of mind and develop customer relationships.

Risk Management: Our core competence in risk assessment is used not only for pricing but also for advising customers and society on damage prevention, particularly related to climate change.

Operational Excellence: Efficiency through automated processes, circular solutions in claims handling, and sustainable investment practices.

Sustainability Focus Areas:

1. A safer society: Contributing to damage prevention and climate adaptation
2. Sustainable claims handling: Reducing GHG emissions and promoting circular economy
3. Responsible investments: Net zero emissions target by 2050
4. Order in our own house: Ensuring sustainable operations and good governance

Interaction with Business Model

The material sustainability topics interact with our five core processes:

1. Risk Assessment: Climate change creates new risks requiring updated assessment methods
2. Products and Services: Development of sustainable insurance products and damage prevention services
3. Distribution and Sales: Customer education on sustainability and climate adaptation
4. Claims Handling: Implementation of circular solutions and emission reduction measures
5. Investments: Integration of ESG criteria and climate risk assessment

Time Horizons

Risks and opportunities are assessed using different time horizons:

• Short term (<1 year for general topics; 0-3 years for climate)
• Medium term (1-5 years for general topics; 3-10 years for climate)
• Long term (>5 years for general topics; >10 years for climate)

Identified climate risks and opportunities are assessed at least once a year and are included in our ORSA process, based on both qualitative and (when possible) quantitative impact assessments.

Description of the processes to identify and assess material impacts, risks and opportunities

We have prepared a double materiality assessment that has been discussed by the sub committees of the board throughout the year. The Audit Committee sets materiality threshold and reviews the double materiality analysis.

Identified climate risks and opportunities are assessed at least once a year and are included in our ORSA process. The assessments are based on when they are expected to materialise (short, medium or long term) and based on both a qualitative and (when possible) quantitative impact assessment.

Our definition of short (<1 year), medium (1-5 years) and long term (>5 years) is in line with the requirements of the ESRS, except for climate risk. We have continued our long-standing work on climate risk and have chosen to use the same timeline as before. For climate risk assessments, short term means 0–3 years, medium term 3–10 years and long term more than 10 years.

New and Emerging Risks Analysis

The risk situation is complex and constantly changing. New and emerging risks typically develop over time, often as a result of changes in climate, the political or social situation, or technological development.

The main purpose of the analysis is to identify and monitor such potential risks, and the consequences these may have for the Company. This will allow necessary measures and adaptations to be implemented at an early stage.

We have established a comprehensive approach to emerging risks as part of our risk management framework. We identify and analyse a broad range of new and emerging risks and consider their potential impact on the Company. Risks we consider material and/or about which we have limited knowledge are given priority and analysed in more detail.

Emerging Risks Categories Analysed:

TECHNOLOGY:

• Cyber threats
• Nanotechnology
• Autonomous vehicles
• Digital currency
• Quantum computing
• Loss of critical infrastructure

THE ENVIRONMENT:

• Plastics and microplastics
• Physical risk (climate)
• Gene technology
• Resource scarcity
• Biodiversity

SOCIAL/CUSTOMER BEHAVIOUR:

• Transition risk (climate)
• Sharing economy
• Mental health
• Socioeconomic inequality

FINANCIAL/POLITICAL/REGULATORY:

• Disruption in the supply chain
• Class action
• Rising debt levels
• Geopolitical conflict

Risk Assessment Process

THE RISK COMMITTEE: Reviews proposals for sustainability targets, discusses identified influences, risks and opportunities, and ensures that risk appetite includes sustainability topics and risk exposure.

We are dependent on the trust of our surroundings to carry out our social mission. A comprehensive understanding of risk, with clear roles and responsibilities, is essential in our corporate governance.

The risk assessments consider both the impact on the business (inside-out perspective) and the impact from external factors on our business (outside-in perspective), in line with the double materiality principle.

Disclosure requirements in ESRS covered by the undertaking's sustainability statement

The material sustainability topics for Gjensidige, based on the double materiality assessment, include:

Cross-cutting Standards:

• ESRS 1: General Requirements
• ESRS 2: General Disclosures

Environmental Standards:

• ESRS E1: Climate change
• ESRS E2: Pollution
• ESRS E3: Water and marine resources
• ESRS E4: Biodiversity and ecosystems
• ESRS E5: Resource use and circular economy

Social Standards:

• ESRS S1: Own workforce
• ESRS S2: Workers in the value chain
• ESRS S3: Affected communities
• ESRS S4: Consumers and end-users

Governance Standards:

• ESRS G1: Business conduct

All these topics are covered in the sustainability statement. The scope of consolidation for the sustainability report is in accordance with Gjensidige Forsikring Group's consolidated accounts. For our Baltic subsidiary ADB Gjensidige, we have assumed that we have operational control, which means that it is included in the sustainability report even though it is presented in the financial statements as a discontinued operation.

In addition to our own business, the sustainability report also includes upstream and downstream activities. We have conducted a value chain assessment that describes our own activities as well as upstream and downstream activities.

In our assessments of upstream and downstream activities, we have, as far as possible, used the same goals, metrics and methods as in our operational and financial follow-up. Every year, we evaluate whether we can improve our processes to collect relevant data in the value chain and improve our reporting.

ESRS E5-4 Resource Inflows

Gjensidige discloses resource inflows related to its material consumption from claims handling activities. The company has developed models to calculate material consumption in complex processes involving many suppliers and partners, focusing on the most common claims for motor and property insurance.

Material Consumption from Claims Handling

The following table presents total material consumption from claims handling for frequency claims:

Total material consumption increased from 12,685 tonnes in 2019 to 16,212 tonnes in 2024, representing a 28% increase (3,526 tonnes). Materials such as plasterboard, chemicals, wood and glass in particular showed the largest percentage changes from the 2019 baseline.

Methodology

The calculation of total material consumption does not provide an exact figure, but based on a materiality assessment, the company believes it gives the best estimate of current resource use. Cash settlements are generally held outside the model as the company has no control over customer spending decisions.

Motor Claims Material Consumption

For motor vehicles, the following materials are included:

• Glass
• Steel
• Aluminium
• Plastic
• Batteries
• Reuse of car parts based on estimates
• Use of new car parts generates equivalent recyclable waste
• Scrap waste based on recycling of materials such as glass, aluminium and steel

Vehicle write-offs are settled in cash. Based on the official registration system (TFF), the company assumes 22% of written-off cars are replaced by new cars (28% in 2019).

Property Claims Material Consumption

Fire damage assumptions include:

• Replacing floors and walls
• Cleaning and painting surfaces
• Electronics
• Waste corresponding to consumption of new materials

Water damage assumptions include:

• Plain kitchen cabinet fronts
• Parquet flooring
• Repair as a result of water seeping through the floor
• Waste corresponding to consumption of new materials

Materials included in property claims accounts:

• Wood
• Plasterboard
• Insulation
• Paint
• Plastic
• Electronics

Reuse and Circular Economy Measures

The company tracks reuse of equivalent car parts and repair rates as part of its circular economy efforts:

Reuse of equivalent car parts:

• Norway: 3% (2024), up from 1% (2019)
• Sweden: 9% (2024), down from 13% (2019)
• Denmark: 5% (2024), up from 3% (2019)
• Lithuania (Baltics): 41% (2024)

Repair rate (bodywork):

• Norway: 19% (consistent 2019-2024)
• Sweden: 19% (consistent 2019-2024)
• Denmark: 23% (2024)
• Lithuania (Baltics): 13% (2024)

Waste

Gjensidige's waste reporting focuses on waste generated through their claims handling activities rather than operational waste:

Waste from Claims Handling:

• Model for estimating GHG emissions associated with Motor and Property frequency claims provides estimates starting from materials and waste
• Waste is converted into greenhouse gas emissions using conversion factors
• Defined targets for reducing GHG emissions from claims handling by 55% annually by year-end 2030, measured in carbon intensity
• Reduced greenhouse gas emissions by 861 tonnes since 2019
• Reduced intensity by 41%, which is 11% better than the target for 2024

Waste Management Approach:

• Focus on waste reduction through damage prevention measures to reduce number of frequency claims
• Promote reduction of waste through group-wide procurement policy
• Require sustainable deliveries from suppliers and partners
• Work to increase repair rates rather than replacement, reducing waste generation
• Target of achieving net zero emissions in claims handling by 2050 includes focus on waste reduction
• Estimated effect of increased repair and reuse: reduction of 4,000-8,000 tonnes GHG emissions

Operational Waste:

• The company requires suppliers to increase waste sorting levels
• Achieve BREEAM In-Use certification for all active properties (includes waste management criteria)
• No quantitative disclosure of total operational waste generated, hazardous vs non-hazardous split, or waste diversion rates for own operations

The reporting focuses on waste prevention and indirect waste through claims rather than comprehensive operational waste metrics.