2010 ONE REPORT > Global Reporting Initiative > Global Reporting Initiative Index
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The Global Reporting Initiative’s universal framework for sustainability reporting standardizes corporate reporting in a credible, measurable manner.
Global Reporting Initiative Index
Profile Disclosures
| 1. Strategy and Analysis | ||
|---|---|---|
| 1.1 | Statement from the most senior decision-maker of the organization. | Gary’s Message |
| 1.2 | Description of key impacts, risks, and opportunities. | Gary’s Message; 2010 Performance |
| 2. Organizational Profile | ||
|---|---|---|
| 2.1 | Name of the organization. | Southwest Airlines Co. |
| 2.2 | Primary brands, products, and/or services. | Performance; 2010 Form 10-K |
| 2.3 | Operational structure of the organization, including main divisions, operating companies, subsidiaries, and joint ventures. | 2010 Form 10-K |
| 2.4 | Location of organization’s headquarters. | Contact Us; 2010 Form 10-K |
| 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. | 30,000-Foot View; Performance; 2010 Form 10-K |
| 2.6 | Nature of ownership and legal form. | Corporate Governance |
| 2.7 | Markets served (including geographic breakdown, sectors served, and types of customers/beneficiaries). | 30,000-Foot View |
| 2.8 | Scale of the reporting organization. | Performance; 2010 Form 10-K |
| 2.9 | Significant changes during the reporting period regarding size, structure, or ownership. | 2010 Performance; 2010 Form 10-K |
| 2.10 | Awards received in the reporting period. | Awards & Accolades |
| 3. Report Parameters | ||
|---|---|---|
| 3.1 | Reporting period (e.g., fiscal/calendar year) for information provided. | Global Reporting Initiative |
| 3.2 | Date of most recent previous report (if any). | Gary’s Message; Global Reporting Initiative |
| 3.3 | Reporting cycle (annual, biennial, etc.). | Global Reporting Initiative |
| 3.4 | Contact point for questions regarding the report or its contents. | 30,000-Foot View |
| 3.5 | Process for defining report content. | Gary’s Message; Global Reporting Initiative |
| 3.6 | Boundary of the report (e.g., countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers). | Global Reporting Initiative; 30,000-Foot View |
| 3.7 | State any specific limitations on the scope or boundary of the report. | Global Reporting Initiative; Addressed Throughout |
| 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. | Global Reporting Initiative |
| 3.9 | 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. Explain any decisions not to apply, or to substantially diverge from, the GRI indicator protocols. | Addressed Throughout |
| 3.10 | Explanation of the effect of any restatements of information provided in earlier reports, and the reasons for such restatement (e.g., mergers/acquisitions, change of base years/periods, nature of business, measurement methods). | NA |
| 3.11 | Significant changes from previous reporting periods in the scope, boundary, or measurement methods applied in the report. | Global Reporting Initiative; Addressed Throughout |
| 3.12 | Table identifying the location of the standard disclosures in the report. | Global Reporting Initiative Index |
| 3.13 | Policy and current practice with regard to seeking external assurance for the report. | External Assurance |
| 4. 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. | Corporate Governance; 2011 Proxy Statement |
| 4.2 | Indicate whether the chair of the highest governance body is also an executive officer. | Corporate Governance |
| 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. | Corporate Governance |
| 4.4 | Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body. | Corporate Governance; Employee Engagement & Recognition; Customer Insight; Stakeholder Involvement; 2011 Proxy Statement |
| 4.5 | Linkage between compensation for members of the highest governance body, senior managers, and executives (including departure arrangements), and the organization's performance (including social and environmental performance). | Corporate Governance; 2011 Proxy Statement |
| 4.6 | Processes in place for the highest governance body to ensure conflicts of interest are avoided. | Corporate Governance; 2011 Proxy Statement |
| 4.7 | Process for determining the qualifications and expertise of the members of the highest governance body for guiding the organization's strategy on economic, environmental, and social topics. | Corporate Governance; 2011 Proxy Statement |
| 4.8 | Internally developed statements of mission or values, codes of conduct, and principles relevant to economic, environmental, and social performance and the status of their implementation. | Corporate Governance; Financial Management Approach; Social Management Approach; Planet Management Approach |
| 4.9 | Procedures of the highest governance body for overseeing the organization's identification and management of economic, environmental, and social performance, including relevant risks and opportunities, and adherence or compliance with internationally agreed standards, codes of conduct, and principles. | Financial Management Approach; Social Management Approach; Planet Management Approach; 2010 Form 10-K; 2011 Proxy Statement |
| 4.10 | Processes for evaluating the highest governance body's own performance, particularly with respect to economic, environmental, and social performance. | Corporate Governance; 2011 Proxy Statement |
| 4.11 | Explanation of whether and how the precautionary approach or principle is addressed by the organization. | Addressed Throughout |
| 4.12 | Externally developed economic, environmental, and social charters, principles, or other initiatives to which the organization subscribes or endorses. | Addressed Throughout |
| 4.13 | Memberships in associations (such as industry associations) and/or national/international advocacy organizations in which the organization: has positions in governance bodies, participates in projects or committees, provides substantive funding beyond routine membership dues, or views membership as strategic. | Addressed Throughout |
| 4.14 | List of stakeholder groups engaged by the organization. | Addressed Throughout |
| 4.15 | Basis for identification and selection of stakeholders with whom to engage. | Addressed Throughout |
| 4.16 | Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group. | Corporate Governance; Employee Engagement & Recognition; Stakeholder Involvement; 2011 Proxy Statement; 2010 Form 10-K |
| 4.17 | Key topics and concerns that have been raised through stakeholder engagement and how the organization has responded to those key topics and concerns, including through its reporting. | Corporate Governance; Employee Engagement & Recognition; Stakeholder Involvement; 2011 Proxy Statement; 2010 Form 10-K |
Disclosures on Management Approach (DMAs)
| DMA EC | Discuss management approach to performance, market presence, indirect economic impacts as they relate to overall management policies, goals, and performance. | Financial Management Approach |
| DMA EN | Discuss management approach to overall environmental metrics such as materials, energy, water, emissions, compliance, and transport as they relate to specific goals, policy, and performance. | Environmental Management Approach |
| DMA LA | Discuss management approach to employment, labor/management relations, health and safety, training and education, diversity, and equal opportunity as they relate to overall management policies, goals, and performance. | Social Management Approach |
| DMA HR | Discuss management approach to non-discrimination, collective bargaining, abolition of child labor, prevention of forced labor, complaints and grievance practices, and security practices as they relate to overall management policies, goals, and performance. | Social Management Approach |
| DMA SO | Discuss management approach to community, corruption, public policy, anticompetitive behavior, and compliance as they relate to overall management policies, goals, and performance. | Social Management Approach |
| DMA PR | Discuss management approach to customer health and safety, service labeling, marketing communications, and customer privacy as they as they relate to overall management policies, goals, and performance. | Social Management Approach |
Performance Indicators
| Economic | ||
|---|---|---|
| EC1 | Direct 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. | Past Performance; 2010 Performance; Communities; 2010 Form 10-K |
| EC3 | Coverage of the organization’s defined benefit plan obligations. | Benefits |
| EC8 | Development and impact of infrastructure investments and services provided primarily for public benefit through commercial, in-kind, or pro bono engagement. | Communities |
| Environmental | ||
|---|---|---|
| EN3 | Direct energy consumption by primary energy source. | Energy & Resource Use; GHG Inventory |
| EN4 | Indirect energy consumption by primary source. | Energy & Resource Use; GHG Inventory |
| EN5 | Energy saved due to conservation and efficiency improvements. | Jet Fuel Conservation; Ground Support Equipment Fuel Conservation; Electricity Conservation |
| EN6 | Initiatives to provide energy-efficient or renewable energy based products and services, and reductions in energy requirements as a result of these initiatives. | Procurement; Jet Fuel Conservation; Ground Support Equipment Fuel Conservation; Electricity Conservation |
| EN8 | Total water withdrawal by source. | Energy & Resource Use |
| EN16 | Total direct and indirect greenhouse gas emissions by weight. | Emissions |
| EN18 | Initiatives to reduce greenhouse gas emissions and reductions achieved. | Jet Fuel Conservation; Ground Support Equipment Fuel Conservation; Electricity Conservation; Emissions |
| EN23 | Total number and volume of significant spills. | Green Filter |
| Social: Labor Practices and Decent Work | ||
|---|---|---|
| LA1 | Total workforce by employment type, employment contract, and region. | 30,000-Foot View; Employees |
| LA3 | Benefits provided to full-time employees that are not provided to temporary or part-time employees, by major operations. | Benefits |
| LA4 | Percentage of employees covered by collective bargaining agreements. | Social Management Approach |
| LA10 | Average hours of training per year per employee by employee category. | Training |
| Social: Human Rights | ||
|---|---|---|
| HR3 | Total hours of employee training on policies and procedures concerning aspects of human rights that are relevant to operations, including the percentage of employees trained. | Social Management Approach |
| HR6 | Operations identified as having significant risk for incidents of child labor, and measures taken to contribute to the elimination of child labor. | Social Management Approach |
| HR9 | Total number of incidents of violations involving rights of indigenous people and actions taken. | NA |
| Social: Society | ||
|---|---|---|
| SO2 | Percentage and total number of business units analyzed for risks related to corruption. | Corporate Governance |
| SO3 | Percentage of employees trained in organization's anti-corruption policies and procedures. | Corporate Governance |
| Social: Product Responsibility | ||
|---|---|---|
| PR5 | Practices related to customer satisfaction, including results of surveys measuring customer satisfaction. | Customer Insight; Social Management Approach |