Ryder regularly engages with our shareholders, policy makers, employees, suppliers, local communities, customers, and trade association peers on sustainability topics that matter most to them.
Our approach to engagement and responding to stakeholder input varies both by stakeholder and by topic. The table below outlines our general strategies for engaging various stakeholder groups.
Stakeholder Group
|
Stakeholder Group
|
Engagement Strategies
|
Frequency of Engagement
|
Key Topics
|
|---|---|---|---|
Customers |
Customer Advisory Boards, Customer Satisfaction Index and Net Promoter Score surveys, direct engagement |
Daily |
Driver shortages, digital platforms, environmental initiatives; operational execution, business continuity |
Employees |
Ryder surveys, internal social media platform |
Regularly |
Rewards, recognition, development opportunities, feedback mechanisms, employee benefits |
Local Communities |
Volunteering, participation in calls and meetings with local governments |
Multiple times a year |
Safety, emergency response, charitable contributions, strategic initiatives |
Policy Makers |
Engagement with legislators and regulators; participation with the Customs-Trade Partnership Against Terrorism, Partners in Protection, Federal Motor Carrier Safety Administration |
Throughout the year |
Vehicle emissions standards, border control, driver safety, tax reform, telematics, security |
Shareholders |
Investor reports, investor conferences, roadshows, investor meetings, facility tours, earnings calls, direct communications, letters, emails, online information and reports, shareholder outreach, and shareholder proposals |
Throughout the Year |
Strategic risks and initiatives, financial performance and goals, governance structure and policies, Compensation program |
Suppliers |
Executive meeting sessions, business review meetings, joint quality improvement projects, training, general dialogues and discussions, structured sourcing activities, letters, emails, recurring reports |
Regularly; commonly several times per week |
Product quality, |
Trade Associations |
Direct engagement with the Truck Renting and Leasing Association, American Trucking Association, and International Warehouse & Logistics Association |
Throughout the Year |
Driver shortages, driver/community safety initiatives; regulatory or legislative initiatives |
Materiality Assessment
Ryder conducted a materiality assessment in 2018 to strategically guide our sustainability management and reporting strategy moving forward. This process, in accordance with the Global Reporting Initiative (GRI), included the identification, prioritization, and validation of our most significant environmental, social, and governance (ESG) topics in terms of impact on our industry, our business, and our stakeholders. To identify a universe of potentially relevant ESG topics, we reviewed internal documents, industry and peer reporting, and sustainability frameworks. We prioritized these topics based on level of importance to our business and our stakeholders, including our investors, Board of Directors, peers, customers, suppliers, and others. We then synthesized these findings and validated the results with our leadership. Our findings are outlined in the materiality matrix below.
During the validation process, we identified where these topics impact us or our stakeholders across our value chain. The following table outlines the final topics for which this report is based, their definition, and where in our value chain they make the most impact.
|
Topic
|
Definition
|
Boundary
|
Location in Report
|
|---|---|---|---|
Community Investment |
Donating time, talent, and contributions to local communities to improve the places we live and work |
Internal: Ryder employees and operations External: Communities, Potential employees |
Community Investment |
Customer Focus |
Maintaining positive relationships with customers and demonstrating excellent customer service to ensure continued business growth |
Internal: Ryder operations External: Customers |
Customer Focus |
Diversity & Inclusion |
Promoting diversity of backgrounds, perspectives, and experiences throughout our value chain via hiring and procurement practices, and promoting an inclusive workplace |
Internal: Ryder employees and operations External: Potential employees, Suppliers |
Human Capital, Diversity, & Inclusion |
E-Commerce |
Providing our customers with capabilities that enable them to capitalize on online commerce and digitization trends |
Internal: Ryder operations External: Customers, Suppliers |
Innovation in an Evolving Marketplace |
Ethics & Integrity |
Promoting and adhering to the highest standards of honesty and integrity across business and a culture of ethical behavior |
Internal: Ryder operations External: Customers, Governments |
Ethics & Compliance |
Fleet Energy & Emissions |
Reducing the energy use and associated GHG emissions of Ryder's operations, and those of its customers, including through fleet fuel efficiency and alternative fuel technology |
Internal: Ryder operations External: Customers, Suppliers, Communities |
Fleet Energy & Emissions |
Human Capital |
Attracting, developing, engaging, and retaining the best talent by providing employees with the tools, training, benefits, and wellness resources necessary to remain engaged and grow their careers |
Internal: Ryder employees and operations External: Potential employees, Communities |
Human Capital, Diversity, & Inclusion |
Operational Energy & Emissions |
Reducing energy usage and greenhouse gas emissions generated at facilities and offices; sourcing renewable energy |
Internal: Ryder operations External: Environment, Governments |
Operational Energy, Emissions, & Waste |
Responsible Waste Disposal & Reuse |
Reducing and eliminating waste generated by Ryder and its value chain through increased recycling and responsible disposal of waste |
Internal: Ryder operations External: Environment |
Environmental Stewardship |
Safety |
Maintaining safety policies and programs, including driver safety procedures, training, and best practices, to ensure employees and customers remain safe and healthy |
Internal: Ryder employees External: Customers, Communities |
Safety |
Security |
Maintaining proper security procedures and plans to ensure business continuity for Ryder and our customers in the event of a natural disaster or other emergency; protecting data, intellectual property, and other critical information from destructive forces and unauthorized users |
Internal: Ryder employees and operations External: Customers, Governments, Suppliers |
Security |
Vehicle Sharing |
Monitoring and investing in sharing economy trends, technologies, and platforms |
Internal: Ryder operations External: Customers |
Innovation in an Evolving Marketplace |