Describes the type of prior access in a market available to an organization's clients, or disaggregates another metric in terms of type of prior access available in a market. Select any that apply by impact theme: Clean Energy - Previously accessed ‘dirty’ energy - Previously lacked any energy access - Previously accessed less efficient energy - Did not previously lack clean energy access - Other (write-in) Other - Write-in
This metric is intended to capture a description of the type of prior access available to the organization's clients from among the options given in the definition. Organizations can report this metric at an organizational level (selecting all product/services that apply) or for a specific product/service (selecting the product/service for which the organization is reporting). This disaggregation, applied to another metric, is intended to capture the share of that metric which relates to the selected level(s) of prior access. For example, the disaggregation "Previously accessed dirty energy" when applied to Client Individuals (PI4060) would include the number of client individuals that received new access to clean energy, while the disaggregation "Previously lacked any energy access" applied to the same metric would include the number of client individuals receiving new access to energy.
Organizations should footnote all assumptions used, including source of data or disaggregation and any other disaggregations applied.
Provided New Access
An codelist vocabulary of IRIS+ Metrics
IRIS+ Metrics
This metric is intended to capture the number of smallholder suppliers of the organization during the reporting period. This metric is intended for use by organizations that seek to support smallholder farmer individuals through their supply chains. This metric is multi-dimensional with regard to the five dimensions of impact: it may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote all assumptions used, including source of data.
Number of smallholder farmer individuals who sold to the organization during the reporting period.
Supplier Individuals: Smallholder
This metric is intended to capture the number of buyers or clients with which the organization has a written agreement, contract, or ongoing business relationship as of the end of the reporting period.
Organizations should footnote relevant details about the purchase contracts.
Number of contracts and purchase agreements that the organization holds for purchase of its products/services. Disaggregate by contracts fulfilled and contracts outstanding as of the end of the reporting period.
Purchase Contracts
This metric is intended to capture how organizations support the livelihoods of individuals residing in peri-urban areas through their supply chains.
Organizations should footnote all assumptions used.
Value of payments made by the organization to individuals residing in peri-urban areas who sold goods or services to the organization during the reporting period.
Earnings of Distributor Individuals: Peri-urban
This metric is intended to capture the percentage of students who left school permanently during the reporting period. For example, if 10 students enrolled in Grade Five and nine have finished as of the end of the reporting period (meaning that one student dropped out), the student dropout rate is calculated as 1/10 = 10%. This metric differs from Student Promotion Rate (PI4924), which captures students proceeding a higher grade of schooling during the reporting period. This metric aligns with the UNESCO Institute for Statistics Indicator "Dropout Rate by Grade (PR)" (http://uis.unesco.org/sites/default/files/documents/education-indicators-technical-guidelines-en_0.pdf). This metric is multi-dimensional with regard to the five dimensions of impact. In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote all assumptions used, as well as any relevant details regarding the dropout rate.
Percentage of students who were attending school at the beginning of the reporting period but who dropped out during the reporting period.
Student Dropout Rate
This metric is intended to capture how long on average (in days) it takes the organization to settle claims, measured from the date of the insured incident. Organizations should calculate this metric using the average days’ duration between the date of an insured incident and the date that the affected stakeholder receives payment or claim denial. Organizations should footnote a schedule outlining the number of claims settled within specified durations. In this regard, organizations are encouraged to report the number of claims settled within the timeline breakouts recommended by the Microinsurance Network: 7 days, 8–30 days, 31–90 days, and more than 90 days. Where applicable, organizations should note how duration ranges change to match regional norms. It is not always possible to determine how long it takes for payment to reach the affected stakeholder (i.e., the date benefits were received). In these cases, organizations should estimate using the date on which the claim was paid, footnoting these assumptions. For more detail on the Promptness of Claims Settlement and the recommended footnote schedule, as well as for guidance on interpretation, see the Microinsurance Network's Social Performance Indicators for Microinsurance, p. 19 (https://www.social-protection.org/gimi/ShowRessource.action?id=5270).
Organizations should footnote all assumptions used, as well as the details of the schedule of claims settlement (since an acceptable timeline can vary by geography). See usage guidance for further information.
Average number of days elapsed between the occurrence of an insured incident and the receipt of payment or claim denial by the stakeholder (client of the organization), for all claims settled (or rejected) during the reporting period.
Promptness of Claims Settlement
This metric is intended to capture the total amount of GHG emissions sequestered during the reporting period. Organizations should use this metric in combination with Greenhouse Gas Emissions Mitigation Types (OI9839) in order to disaggregate the types of GHG emissions sequestered that are relevant to the organization's activities. This metric refers to GHG emissions sequestered during the reporting period, not over the lifetime of trees or forestland, for example. Greenhouse gas emissions are anthropogenic drivers of climate change, which alters species’ habitats. Species that cannot migrate or adapt become extinct, leading to worldwide decline in biodiversity and ecosystem services. Restoring carbon sinks such as forests and peatlands can help mitigate climate change by sequestering carbon. Calculating GHG emissions sequestration is technical and requires standardized, precise methodological guidance. Organizations should refer to at least one of the following standards when calculating this metric: Verified Carbon Standard, Gold Standard, American Carbon Registry, AFOLU Carbon Calculator, Climate Action Reserve Standard, and Plan Vivo Standard. For tools that may be helpful in calculating this and related metrics, see the GHG Protocol Calculators (https://ghgprotocol.org/calculation-tools). This metric is multi-dimensional with regard to the five dimensions of impact. In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote all assumptions used, including detailed information on calculation methodology and source of data. See usage guidance for further information.
Amount of greenhouse gas (GHG) emissions sequestered by the organization during the reporting period.
Greenhouse Gas Emissions Sequestered
This metric is intended to capture detailed reasons for client turnover, such as financial constraints, disinterest, business failure, receiving a more attractive offer from a competitor, or external factors. Organizations should disclose both the total number of clients that dropped out during the period and the share of clients citing each primary reason for dropping out.
Organizations should footnote all assumptions used, including source of data, as well as the complete categorization of reasons for dropping out.
Describes main reasons clients drop out of a service or program (e.g., time constraints, financial constraints, disinterest).
Client Dropout Reasons
This metric is intended to be used by organizations who seek to support individuals residing in peri-urban areas through their supply chains.
Payments to Supplier Individuals: Peri-Urban
This metric is intended to capture the number of unique very poor clients who received the organization's products or services during the reporting period. It is not a measure of foot traffic, nor is it intended to capture the number of consumer transactions. For example, a customer who makes two purchases during a period should be counted only once. Organizations wishing to report on total client transactions should refer to Client Transactions (PI5184). Because assessing the poverty level of stakeholders is complex, organizations will likely use specific assessment tools to accurately report on this metric. See the glossary definition for additional information on commonly used tools to help determine the absolute poverty level of individuals and households. This metric is intended to capture the unique number of specific individuals served. Organizations should not use any household multipliers when reporting against this metric. If organizations consider entire households to be the customer/client, they can report against Client Households: Total (PI7954) and its associated submetrics. Many organizations may not be able to report on the number of clients using direct data. For example, organizations that sell solar lanterns through a series of local network distributors might estimate the number of client individuals reached based on the number of units sold. Organizations should footnote details on how and why these assumptions were made. For healthcare providers, “client individuals” refers to patients. For housing providers, “client individuals” refers to residents or tenants. This metric is multi-dimensional with regard to the five dimensions of impact. It may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote all assumptions used, including source of data, as well as details on the assessment tools used to identify clients’ poverty level. See usage guidance for further information.
Number of unique very poor individuals who were clients of the organization during the reporting period.
Client Individuals: Very Poor
This metric is intended to capture the number of unique client microenterprises of the reporting organization during the reporting period. The IFC defines a microenterprise as one that meets two of the following three criteria: fewer than 10 employees, below USD 100,000 in assets, or less than USD 100,000 in annual sales. See “IFC Definition of Targeted Sectors” (https://www.ifc.org/wps/wcm/connect/industry_ext_content/ifc_external_corporate_site/financial+institutions/priorities/ifcs+definitions+of+targeted+sectors). This metric is multi-dimensional with regard to the five dimensions of impact. It may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote all assumptions used, including source of data. Organizations should also footnote the types of enterprises that were clients, using Client Type (PD7993).
Number of microenterprises that were clients of the organization during the reporting period.
Client Organizations: Microenterprises
This metric is intended to capture the total gross margin earned by, or commission paid to, individual urban distributors, a measure of how organizations support the livelihoods of urban individuals through their distribution chains.
Earnings of individual distributors residing in urban areas as a result of selling the organization’s products/services during the reporting period.
Earnings of Distributor Individuals: Urban
This metric is intended to capture the total gross margin earned by, or commission paid to, individual distributors who belong to a group historically marginalized due to race and/or ethnicity, a measure of how organizations support the livelihoods of individuals in those groups through their distribution chains. The categorization of historically marginalized groups varies with location and context. With no internationally agreed-upon definition as to which groups constitute historically marginalized due to race and/or ethnicity, if well-established local policies exist (as in South Africa, with the Broad Based Black Economic Empowerment [BBBEE] definition of historically marginalized, or in India, based on backward caste), organizations should refer to these local guidelines to identify groups historically marginalized due to race and/or ethnicity. Otherwise, and wherever appropriate, organizations should provide additional detail regarding their tailored methodology for defining these groups.
Organizations should footnote all assumptions used, including their categorization of historically marginalized groups.
Earnings of individuals who belong to groups historically marginalized due to race and/or ethnicity as a result of selling the organization’s products/services during the reporting period.
Earnings of Distributor Individuals: Historically Marginalized
This metric is intended to capture the number of unique client organizations (enterprises) of the reporting organization during the reporting period. This metric is multi-dimensional with regard to the five dimensions of impact. It may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of enterprises that were clients of the organization during the reporting period.
Client Organizations: Total
This metric is intended to capture the average total spending by target stakeholders on all goods and services. These data can be collected directly from target stakeholders through a survey. Organizations should footnote details on the sample size and survey instrument used, as well as details on who administered the survey and who aggregated the resulting data. In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Average amount of money spent by target stakeholders during the reporting period.
Target Stakeholder Spending: Total
This metric is intended to capture all unique clients who received products or services provided by the organization for which it did not request payment and for which it does not expect reimbursement. If the organization expects or receives payment from someone other than the client, these client individuals should be reported against Client Individuals: No Direct Payment (PI1807). This metric is intended to measure clients receiving free products/services that are core to the operations of the organization providing them; for example, some healthcare clinics provide free health check-ups. Organizations should include the number of unique client individuals who received free products or services, regardless of whether or not these same individuals also paid the organization for certain products or services during the reporting period. This metric is intended to capture the unique number of specific individuals served. Organizations should not use any household multipliers when reporting against this metric. If organizations consider entire households to be the customer/client, they can report against Client Households: Total (PI7954) and its associated submetrics. Many organizations may not be able to report on the number of clients using direct data. For example, organizations that sell solar lanterns through a series of local network distributors might estimate the number of client individuals reached based on the number of units sold. Organizations should footnote details on how and why these assumptions were made. For healthcare providers, “client individuals” refers to patients. For housing providers, “client individuals” refers to residents or tenants. This metric is multi-dimensional with regard to the five dimensions of impact. It may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote all assumptions used, including source of data. See usage guidance for further information.
Number of unique client individuals who received free products/services from the organization during the reporting period.
Client Individuals: Receiving Free Products/Services
This metric is intended to capture how many enterprises supply goods or services to the reporting organization. Organizations can themselves determine the precise threshold at which they report suppliers. In most cases, organizations should include only those enterprises supplying goods and services that are fundamental to the operations of the reporting organization. Organizations should not include subcontractors as part of this metric; subcontractors can be reported under Temporary Employees (OI9028) and its related submetrics. This metric is multi-dimensional with regard to the five dimensions of impact: it may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of enterprises that sold goods or services to the organization during the reporting period.
Supplier Organizations: Total
This metric is intended to capture the entire area of land under ecological restoration during the reporting period, not just any additional area of land that began restoration during the reporting period. Organizations are encouraged to report this metric in conjunction with Land Directly Controlled: Total (OI5408) and Land Indirectly Controlled: Total (PI3789). Effective management of biodiversity restoration and conservation requires clearly defining which areas are under management, as the scale and connectivity of the areas may affect which management measures are required. Organizations should consider the types of land use adjacent to the managed area concerned, as the effects of land use may extend into protected areas. Organizations should footnote details on the key measures, methods, and targets used in managing restoration, including surface, species, habitat types, vegetation types, and relief. Organizations are encouraged to perform detailed inventories of relevant data, linked to specific, persistent sampling locations through GPS and GIS software. Organizations are also encouraged to link existing maps and remote sensing data to these data on biotic and abiotic factors in the area.
Organizations should footnote all assumptions used, as well as relevant ecological restoration activities undertaken during the reporting period.
Area of land under management for ecological restoration during the reporting period, whether directly or indirectly controlled by the organization.
Ecological Restoration Management Area
This metric is intended to capture how many self-employed poor individuals sold the organization’s products or services during the reporting period, either to other distributors (wholesale) or to ultimate consumers (retail). This is a measure of how organizations support individuals living in poverty through their distribution chains. Distributors counted under this metric need not exclusively sell the organization's products or services. Direct employees who distribute the organization's goods or services should be considered employees, not distributors. Because assessing the poverty level of stakeholders is complex, organizations will likely have to use specific assessment tools to accurately report on this metric. See the glossary definition for additional information on commonly used tools to help determine the absolute poverty level of individuals and households. This metric is multi-dimensional with regard to the five dimensions of impact: it may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote all assumptions used, including details on the assessment tools used to identify the poverty level of distributors. See usage guidance for further information.
Number of poor individuals who served as distributors of the organization’s products/services during the reporting period.
Distributor Individuals: Poor
This metric is intended to capture information about the small and medium-sized enterprises that supply goods or services to the reporting organization. Organizations can themselves determine the precise threshold at which they report suppliers. In most cases, organizations should include only those enterprises supplying goods and services that are fundamental to the operations of the reporting organization. Organizations should not include subcontractors as part of this metric; subcontractors can be reported under Temporary Employees (OI9028) and its related submetrics. This metric is multi-dimensional with regard to the five dimensions of impact: it may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of small and medium-sized enterprises (SMEs) that sold goods or services to the organization during the reporting period.
Supplier Organizations: SME
This metric is intended to capture the amount of water the organization produced or provided for commercial sale and not water produced for its own consumption. Bulk water production is usually sold to a utility. The buyer or purchaser of this water is termed the offtaker. Organizations wishing to report product-level water production should use Water Provision Capacity of Products Sold: Total (PD2020) and Water Provision Capacity of Product: Total (PD6052).
Volume of water provided and delivered to offtaker(s) during the reporting period.
Water Provided for Sale: Total
This metric is intended to capture what proportion of employees promoted within an organization during the reporting period are women. Organizations are encouraged to footnote the roles and levels in which employees promoted began and ended the reporting period. This metric should exclude Temporary Employees (OI9028). Promotion (or career advancement) is defined as the movement of an employee who already works for the organization to a higher grade level either within the same department or to another department as a result of a change in duties, not a market adjustment in salary. For more, see the Society for Human Resource Management (https://www.shrm.org/resourcesandtools/tools-and-samples/policies/pages/job-posting-policy---staff-promotions.aspx). In specific contexts, and based on evidence, this metric may serve as a proxy indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Ratio between the number of female employees promoted from within the organization and the number of non-female employees promoted from within the organization during the reporting period.
Gender Ratio of Promotions
This metric is intended to capture the number of clients of the organization who were placed in jobs of any type during the reporting period. This metric, which is used to calculate Job Placement Rate (PI3527), may be particularly relevant to organizations that provide clients (for example, students) with vocational/technical training or employment services. Organizations should include only those clients who were placed in and began jobs during the reporting period and exclude clients who were placed in jobs but did not begin work. For work integrating social enterprises (WISE), a high job placement rate is an indicator of success. High rates of voluntary turnover can also be an indicator of success along these lines, which organizations can capture using Employee Voluntary Turnover Rate (OI1638). Organizations are also encouraged to provide details on the types of activities they conducted to increase job placement rates, such as (but not limited to): monitoring workforce trends to ensure alignment between program offerings and workforce needs, surveying employers (to capture position offerings, skills needed, and likely wages), strengthening relationships with potential employers, providing resources (such as interview tips, career fairs, and job leads) to assist job searches and career development, and creating program alumni networks. This metric is multi-dimensional with regard to the five dimensions of impact. In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote all assumptions used. See usage guidance for further information.
Number of the organization's clients who were placed in part-time, full-time, temporary, or permanent jobs during the reporting period.
Job Placements
This metric is intended to capture the amount of new energy capacity – that is, the maximum amount of renewable energy that the organization’s power system can transmit – added to the system during the reporting period. This metric should be reported and disaggregated according to Primary Energy Source (OI3781).
Amount of new energy capacity connected to the grid during the reporting period, measured in MW.
Energy Capacity Added
This metric is intended to capture whether the organization has a system to receive and process complaints and other feedback from clients. In educational contexts, clients can refer to students. In health care contexts, clients refers to patients, and in housing contexts, clients refers to residents or tenants. A complaint tracking system is a way for clients to provide feedback, ask questions, and file complaints that is broadly recognized and promoted by the organization and of which most or all clients/customers are aware. Examples, which should be footnoted, may include products that have an email address or phone number for customer feedback listed on their packaging, an organization that has a client feedback link displayed on its website, or an organization that includes a client feedback number on its invoices or contract agreements. With respect to the resolution of complaints, organizations should footnote their system for tracking how and when complaints were addressed. Organizations should consider reporting this metric in conjunction with Complaints Ratio (PI5216) and Number of Complaints Registered (PI2197). In educational contexts, this metric can be used to indicate whether the school or program has a system for receiving student reports about bullying and addressing those complaints. For more information on anti-bullying policies, see U.S. Department of Health and Human Services, Stopbullying.org, “How to Prevent Bullying: Set Policies & Rules” (https://www.stopbullying.gov/prevention/at-school/rules/index.html).
Organizations should footnote the details of how they receive and handle client complaints. See usage guidance for further information.
Indicates whether the organization has a system in place to receive and resolve client complaints.
Client Complaint Tracking System
This metric is intended to capture the total units or volume an organization purchased during the reporting period from suppliers who are female individuals. Organizations that purchase different types of products/services should consider reporting separately against each different type of product/service. Organizations may wish to use this metric in conjunction with Supplier Individuals: Female (PI1728).
Units/volume purchased from female individuals who sold to the organization during the reporting period.
Units/Volume Purchased from Supplier Individuals: Female
NOTE: This metric will be deprecated in a forthcoming update to the IRIS Catalog of Metrics. Users are advised to instead report Average Agricultural Yield (PI5935), applied to Client Individuals: Smallholder (PI6372). This metric is intended to capture the average output per hectare for smallholder farmers among an organization's clients. Organizations should not calculate this metric using aggregate data across all smallholder farmers. Rather, as noted in the calculation, organizations should use smallholder farmer–specific data. Organizations should report yield from the most recent harvest and footnote details on the unit of measure. This metric could be valuable for organizations that sell inputs (such as fertilizer or irrigation equipment) to smallholder farmers that help improve yields. Organizations interested in reporting the yields of supplier farmers should report Average Supplier Agricultural Yield: Smallholder (PI1405). This metric is multi-dimensional with regard to the five dimensions of impact. In specific contexts, and based on evidence, this metric may serve as a proxy indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). This metric may also identify a specific the WHO dimension subdimension of impact, which details which stakeholders the investment or enterprise aims to reach with the outcome. This metric may also help clarify how underserved they were prior to the investment. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote all assumptions used, including source of data and unit of measure reporting against (such as kilograms or bushels per hectare) using Unit of Measure (PD1602).
Average agricultural yield per hectare of clients (who were smallholder farmers) of the organization during the reporting period.
Average Client Agriculture Yield: Smallholder
Disaggregates another metric in terms of client income. For example, Client Individuals (PI4060) disaggregated by this metric would yield the number of clients with increased, decreased, or no change in income. See usage guidance for further information. Report all: - Large increase in income (double or more) - Small increase in income (less than doubled) - Decrease in income - No change in income - Data not available - Other (write-in)
This disaggregation, applied to another metric, is intended to capture the share of that metric which applies to each selected category of change in client income. Organizations should obtain this data by asking clients whether their income has increased a lot (double or more), increased a little (less than double), decreased, or stayed the same during the reporting period. Organizations should report the number of clients in each category: large increase, small increase, decrease, and no change in income. Organizations may report both the total number of clients per category (e.g., total number of clients with a large increase, small increase, decrease, and no change in income) and the proportion or percentage in each category compared to the total number of clients. In specific contexts, and based on evidence, this metric may serve as a proxy indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote all assumptions used, including source of disaggregation, as well as method for gathering related data (e.g., survey to a sample set of clients, survey to all clients, data gathered as part of client intake form). Organizations should disclose whether clients are reporting changes in pre- or post-tax income and ensure consistency across samples and reporting periods.
Client Income
This metric is intended to capture how many small and medium-sized enterprises sold the organization’s products or services during the reporting period, either to other distributors (wholesale) or to ultimate consumers (retail). Distributors counted under this metric need not exclusively sell the organization’s products or services. This metric is multi-dimensional with regard to the five dimensions of impact: it may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of small and medium-sized enterprises (SMEs) that served as distributors of the organization’s products/services during the reporting period.
Distributor Organizations: SME
NOTE: This metric will be deprecated in a forthcoming update to the IRIS Catalog of Metrics. Users are advised to instead report Client Individuals: Total (PI4060) disaggregated by Active Use (PI7985). This metric is intended to capture the number of unique clients who were active users of the organization’s services as of the end of the reporting period; this metric is more relevant to organizations providing services than to those providing products. Organizations wishing to report total client transactions should refer to Client Transactions (PI5184) and related submetrics. Organizations wishing to report the number of unique clients during the course of the reporting period can report on Client Individuals: Total (PI4060) and related submetrics. For financial institutions (including microfinance institutions), this metric would include the number of individuals who currently have outstanding loan balances with the organization. For those financial institutions offering deposit products, this metric would include the number of individuals who have active deposit accounts with the organization. For those financial institutions offering insurance products, this metric would include those with active insurance policies. In all cases, the reported number should be based on the number of individuals, rather than the number of groups or number of active policies/accounts. The definition of active may vary by offering. For example, for traditional financial services, “active” may include all individuals who have accounts registered in their names for at least six months and who have used their accounts to make transactions within the prior six months. For digital financial services, “active” may include individuals who have had accounts registered in their names for at least three months and who have used their accounts to make transactions within the prior three months. This metric is intended to capture the unique number of specific individuals served. Organizations should not use any household multipliers when reporting against this metric. If organizations consider entire households to be the customer/client, they can report against Client Households: Total (PI7954) and its associated submetrics. Many organizations may not be able to report on the number of clients using direct data. For example, organizations that sell solar lanterns through a series of local network distributors might estimate the number of client individuals reached based on the number of units sold. Organizations should footnote details on how and why these assumptions were made. For healthcare providers, “client individuals” refers to patients. For housing providers, “client individuals” refers to residents or tenants. This metric is multi-dimensional with regard to the five dimensions of impact. It may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of unique individuals who were active clients of the organization as of the end of the reporting period.
Client Individuals: Active
This metric is intended to capture the proportion of clients retained without differentiating between new and rejoining clients. The relevance and interpretation of this metric depends heavily on business model. For further guidance on calculating retention rate, specifically in the context of microfinance, see Chuck Waterfield, “The Challenges of Measuring Client Retention (Technical Note #2)” (Putting Client Assessment to Work, SEEP Practitioner Learning Program, The SEEP Network, 2006) (https://seepnetwork.org/Resource-Post/The-Challenges-of-Measuring-Client-Retention). In specific contexts, and based on evidence, this metric may serve as a proxy indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Ratio of the number of the organization's active clients retained from as of the end of the reporting period compared to the number of active clients with which the organization began the reporting period.
Client Retention Rate
This metric is intended to capture how organizations support individuals who belong to groups historically marginalized on the basis of race and/or ethnicity through their supply chains. The categorization of historically marginalized groups varies with location and context. With no internationally agreed-upon definition as to which groups constitute historically marginalized on the basis of race and/or ethnicity, if well-established local policies exist (as in South Africa, with the Broad Based Black Economic Empowerment [BBBEE] definition of historically marginalized, or in India, based on backward caste), organizations should refer to these local guidelines to identify groups historically marginalized on the basis of race and/or ethnicity. Otherwise, and wherever appropriate, organizations should provide additional detail regarding their tailored methodology for defining these groups. This metric is multi-dimensional with regard to the five dimensions of impact: it may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote all assumptions used, including their categorization of historically marginalized groups. See usage guidance for further information.
Number of individuals who belong to groups historically marginalized on the basis of race and/or ethnicity and who sold goods or services to the organization during the reporting period.
Supplier Individuals: Historically Marginalized
This metric is intended to capture the ratio between clients of the organization and loan officers. For financial institutions (including microfinance institutions), active borrowers refers to the number of individuals who currently have an outstanding loan balance with the organization.
Number of active borrowers (clients) per loan officer at the organization as of the end of the reporting period.
Active Borrowers per Loan Officer
This metric is intended to capture the area of reused buildings that will be renovated or remodeled as a result of investments made by the organization during the reporting period. In order to qualify for reuse, the time elapsed since the completion of original construction must meet or exceed 40 years. Buildings are often renovated or remodeled for reuse to conserve resources, extend the life of existing building stock, retain cultural resources, reduce waste, and avoid the additional environmental impacts of new construction.
Organizations should footnote details on why the renovated or remodeled building areas qualify for reuse.
Area of buildings projected to be renovated or remodeled for building reuse as a result of investments made by the organization during the reporting period.
Area of Buildings Reused
This metric is intended to capture the number of threatened species present on land that is directly controlled by the organization, which is measured by Land Directly Controlled: Total (OI5408). Organizations should use this metric in conjunction with Species Conservation Status (PD6429), and, where relevant, the number of threatened species should be segmented by their conservation statuses.
Organizations should footnote all assumptions used, including source(s) of data.
Number of threatened species present on land directly controlled by the organization during the reporting period.
Number of Threatened Species
This metric is intended to capture how many self-employed very poor individuals sold the organization’s products or services during the reporting period, either to other distributors (wholesale) or to ultimate consumers (retail). This is a measure of how organizations support individuals living in poverty through their distribution chains. Distributors counted under this metric need not exclusively sell the organization’s products or services. Direct employees who distribute the organization's goods or services should be considered employees, not distributors. Because assessing the poverty level of stakeholders is complex, organizations will likely have to use specific assessment tools to accurately report on this metric. See the glossary definition for additional information on commonly used tools to help determine the absolute poverty level of individuals and households. This metric is multi-dimensional with regard to the five dimensions of impact: it may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of very poor individuals who served as distributors of the organization’s products/services during the reporting period.
Distributor Individuals: Very Poor
This metric is intended to capture how organizations support the livelihoods of individuals living in poverty through their supply chains. Because assessing the poverty level of stakeholders is complex, organizations will likely have to use specific assessment tools to accurately report on this metric. See the glossary definition for additional information on commonly used tools to help determine the absolute poverty level of individuals and households.
Organizations should footnote all assumptions used, including details on the assessment tools used to identify the poverty level of suppliers. See usage guidance for further information.
Value of payments made by the organization to very poor individuals who sold goods or services to the organization during the reporting period.
Payments to Supplier Individuals: Very Poor
This metric is intended to capture the organization’s export sales during the reporting period. Organizations that sell different types of products/services should consider reporting separately against each different product/service.
Amount of the product/service exported by the organization during the reporting period.
Units/Volume Sold: Exported
This metric is intended to capture the average percent of total possible points students earned on tests during the reporting period. For example, if Student A earned 75/100 points and Student B earned 30/100 points, the Average Student Test Score for these two students would be 52.5/100 points, or 52.5%. Students who were not tested should not be included in this calculation. In many cases, test-score data are collected by schools (public or private) or another third party. In educational contexts, Client Individuals: Total (PI4060) can refer to students and may be used in this calculation in place of School Enrollment (PI2389). Organizations may also disaggregate data by grade level as needed to identify underlying patterns. In all contexts, tests should reflect learners' social, environmental, and learning norms and needs. Organizations are encouraged to footnote details on how and by whom tests have been developed, as well as how they are fit to context. Average Student Test Score (PI9024), combined with factors included under "HOW is change happening?," gives a directional indicator of student learning outcomes. In some contexts, however, Student Promotion Rate (PI4924)—which measures the number of students proceeding to the next grade—may be a more appropriate outcome metric. In these cases, Student Promotion Rate (PI4924) should be substituted for Average Student Test Score (PI9024) under WHAT and HOW MUCH. For more details on calculation, see usage guidance for each specific metric in the catalog. In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote all assumptions used, including which tests form the basis of this calculation.
Average test score (as a percentage of a perfect score) earned by students served by the organization during the reporting period.
Average Student Test Score
This metric is intended to capture how organizations support low-income populations through their supply chains. Because assessing the poverty level of stakeholders is complex, organizations will likely have to use specific assessment tools to accurately report on this metric. See the glossary definition for additional information on commonly used tools to help determine the absolute poverty level of individuals and households.
Organizations should footnote all assumptions used, including details on the assessment tools used to identify low-income suppliers. See usage guidance for further information.
Value of payments made by the organization to low-income individuals who sold goods or services to the organization during the reporting period.
Payments to Supplier Individuals: Low Income
This metric is intended to capture how many self-employed urban individuals sold the organization’s products or services during the reporting period, either to other distributors (wholesale) or to ultimate consumers (retail). Distributors counted under this metric need not exclusively sell the organization’s products or services. Direct employees who distribute the organization's goods or services should be considered employees, not distributors. This metric is multi-dimensional with regard to the five dimensions of impact: it may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of individuals residing in urban areas who served as distributors of the organization’s products/services during the reporting period.
Distributor Individuals: Urban
This metric is intended to capture the number of unique client organizations that received products or services from the organization during the reporting period for which no out-of-pocket payment was provided but for which the organization expects to be reimbursed by third parties (such as insurance). Organizations should include the number of unique client organizations that received products or services for which they made no direct payment, regardless of whether or not these clients may have also received other services during the reporting period for which they made out-of-pocket payments.
Number of enterprise clients that received products/services during the reporting period for which the organization was provided no direct payment at the time of service but for which the organization expects to be reimbursed.
Client Organizations: No Direct Payment
This metric is intended to capture the total gross margin earned by, or commission paid to, individual rural distributors, a measure of how organizations support the livelihoods of rural individuals through their distribution chains.
Earnings of individual distributors residing in rural areas as a result of selling the organization’s products/services during the reporting period.
Earnings of Distributor Individuals: Rural
This metric is intended to capture how long on average (in days) it takes the organization to process completed claims. Organizations should calculate this metric using the average days’ duration between the date of a claim’s submission and the date that the affected stakeholder receives payment or claim denial. Organizations can use the raw data relevant to this metric when calculating Promptness of Claims Settlement (PI9897). For more detail on the Promptness of Claims Settlement and for guidance on interpretation, see the Microinsurance Network's Social Performance Indicators for Microinsurance, p. 19 (https://www.social-protection.org/gimi/ShowRessource.action?id=5270).
Average number of days elapsed between the submission of a completed claim by a stakeholder (client of the organization) and their receipt of payment or claim denial, for all claims settled during the reporting period.
Promptness of Claims Processing
This metric is intended to capture the number of students of the organization receiving vocational or technical training during the reporting period. This metric is multi-dimensional with regard to the five dimensions of impact. It may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote all assumptions used, as well as details about the type of vocational/technical training received by the students.
Number of students receiving vocational or technical training during the reporting period.
Vocational/Technical Training
This metric is intended to capture how organizations support the livelihoods of low-income individuals through their supply chains. Because assessing the poverty level of stakeholders is complex, organizations will likely have to use specific assessment tools to accurately report on this metric. See the glossary definition for additional information on commonly used tools to help determine the absolute poverty level of individuals and households. This metric is multi-dimensional with regard to the five dimensions of impact: it may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of low-income individuals who sold goods or services to the organization during the reporting period.
Supplier Individuals: Low Income
This metric is intended to capture a total count of policies taken out by clients of the organization. For example, if one client takes out two different insurance policies, this metric would count both policies.
Organizations should footnote all assumptions used, as well as the type of insurance and client premium.
Number of insurance policies managed by the organization as of the end of the reporting period.
Number of Insurance Policies
NOTE: This metric has been discontinued. This metric is intended to capture resident satisfaction with the housing units they occupy. Organizations should not measure client satisfaction with housing options beyond the unit occupied. Organizations should report both the total number of resident responses that are "somewhat satisfied" or "very satisfied" and this count as a percentage of total responses. In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote all assumptions made.
NOTE: This metric has been discontinued. Please use Target Stakeholder Satisfaction Score (PI7163).
Client Housing Quality Satisfaction
This metric is intended to capture the number of unique clients who received the organization’s products or services during the reporting period for the first time. It is not a measure of foot traffic, nor is it intended to capture the number of consumer transactions. For example, a customer who makes two purchases during a period should be counted only once. Organizations wishing to report on total client transactions should refer to Client Transactions (PI5184). Depending on the industry and business model, organizations may define new clients as those who re-engage with the organization after a designated time period. For example, the Microfinance Information Exchange (MIX) defines new borrowers as either those who receive loans for the first time from the institution or borrowers who rejoin after more than one year. This metric is intended to capture the unique number of specific individuals served. Organizations should not use any household multipliers when reporting against this metric. If organizations consider entire households to be the customer/client, they can report against Client Households: Total (PI7954) and its associated submetrics. Many organizations may not be able to report on the number of clients using direct data. For example, organizations that sell solar lanterns through a series of local network distributors might estimate the number of client individuals reached based on the number of units sold. Organizations should footnote details on how and why these assumptions were made. For healthcare providers, “client individuals” refers to patients. For housing providers, “client individuals” refers to residents or tenants. This metric is multi-dimensional with regard to the five dimensions of impact. It may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of unique individuals who were first-time clients of the organization during the reporting period.
Client Individuals: New
This metric is intended to capture energy generated for commercial sale by the organization. Bulk energy is usually sold under a power purchase agreement with an electricity utility. The buyer or purchaser of this energy is termed the offtaker. The standard unit of measure for International Finance Institutions (IFIs) is GWh. For other Units of Measure, refer to Unit of Measure (PD1602). To disaggregate this total by the type of energy generated for sale—for example, non-renewable vs. renewable sources—report this metric disaggregated by the relevant options from Primary Energy Source (OI3781). Organizations interested in reporting energy production at the product level should report Energy Capacity of Products Sold (PD1504), Energy Capacity of Product (PD2713), or both. Organizations wishing to report the amount of energy generated for their own use should instead report Energy Generated for Use: Total (OI9624). In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote the energy type(s) and all assumptions used.
Amount of energy generated and sold to offtaker(s) during the reporting period.
Energy Generated for Sale: Total
This metric is intended to capture the percent of payments to suppliers that went to smallholder farmers during the reporting period. This metric may be useful for organizations that procure agricultural products (for example, coffee, tea, or vanilla) from smallholder farmers. In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see specific guidance document. No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Payments made to smallholder farmer suppliers as a percentage of total payments made to all suppliers of the organization during the reporting period.
Percent Supplier Payments to Stallholders
This metric is intended to capture how many self-employed individuals who belong to a group historically marginalized on the basis of race and/or ethnicity sold the organization’s products or services during the reporting period, either to other distributors (wholesale) or to ultimate consumers (retail). Distributors counted under this metric need not exclusively sell the organization’s products or services. Direct employees who distribute the organization's goods or services should be considered employees, not distributors. The categorization of historically marginalized groups varies with location and context. With no internationally agreed-upon definition as to which groups constitute historically marginalized on the basis of race and/or ethnicity, if well-established local policies exist (as in South Africa, with the Broad Based Black Economic Empowerment [BBBEE] definition of historically marginalized, or in India, based on backward caste), organizations should refer to these local guidelines to identify groups historically marginalized on the basis of race and/or ethnicity. Otherwise, and wherever appropriate, organizations should provide additional detail regarding their tailored methodology for defining these groups. This metric is multi-dimensional with regard to the five dimensions of impact: it may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of individuals who belong to groups historically marginalized on the basis of race and/or ethnicity and who served as distributors of the organization’s products/services during the reporting period.
Distributor Individuals: Historically Marginalized
This metric is intended to capture the amount of products/services distributed for which the recipient made no payment but for which the organization received (or expects to receive) payment or reimbursement by a third party (for example, an insurance company). For example, a medical office that provides annual physicals for which the patient has no copay but an insurance company pays a fee on the patient’s behalf would capture that service under this metric. Organizations that sell different types of products/services should consider reporting separately against each different product/service.
Amount of the product/service sold during the reporting period for which no direct payment was provided to the organization at the time of service but for which the organization expects to be reimbursed.
Units/Volume Sold: No Direct Payment
This metric is intended to capture the total units or volume an organization purchased from local supplier organizations during the reporting period. Individual organizations' definitions of local will depend on their business models and impact objectives. For example, if their purpose is economic development, they may define "local" within geo-political boundaries. If they focus on reducing emissions, they may define "local" by specific distance. Organizations that purchase different types of products/services should consider reporting separately against each different type of product/service. Organizations may wish to report this metric in conjunction with Supplier Organizations: Local (PI6385).
Organizations should footnote their definition of "local" and all other assumptions used, including source of data. See usage guidance for further information.
Units/volume from local organizations that sold to the reporting organization during the reporting period.
Units/Volume Purchased from Supplier Organizations: Local
This metric is intended to capture how many microenterprises sold the organization’s products or services during the reporting period, either to other distributors (wholesale) or to ultimate consumers (retail). Distributors counted under this metric need not exclusively sell the organization’s products or services. This metric is multi-dimensional with regard to the five dimensions of impact: it may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of microenterprises that served as distributors of the organization’s products/services during the reporting period.
Distributor Organizations: Microenterprises
This metric is intended to capture the amount of space available to each client (passenger) in a vehicle (for example, a train, boat, or airplane) or waiting place (such as an airport). This metric provides an indication of quality of service. This metric is often used by International Finance Institutions (IFIs) as part of transportation analysis.
Amount of space per passenger (in an airport, passenger port, or vehicle) during the reporting period.
Space Per Passenger
This metric is intended to capture how many loans the organization disbursed during the reporting period. Microfinance institutions (MFIs) using a group-lending methodology should count separately under this metric every individual who is responsible for repaying a portion of a group loan, unless another definition is footnoted.
Number of loans disbursed by the organization during the reporting period.
Number of Loans Disbursed
This metric is intended to capture the percentage of students who have passed standardized tests. For example, if two students take a test and only one achieves a passing score, this metric is 50%. If students take more than one test, organizations should report the average pass rate across all tests. In many cases, data are collected by schools (public or private) or another third party. Where possible, organizations should aim to report the related metric Average Student Test Score (PI9024), which captures growth in test scores rather than an absolute pass rate. Organizations may disaggregate data by grade level as needed to identify underlying patterns. In all contexts, tests should reflect learners' social, environmental, and learning norms and needs. Organizations are encouraged to footnote details on how and by whom tests have been developed, as well as how they are fit to context. In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote a description of the standardized test, the threshold for passing, how many tests were taken, and other relevant details.
Percentage of students at a school passing standardized tests offered by a regional governance body during the reporting period.
Student Tests Pass Rate
This metric is intended to capture how organizations support the livelihoods of individuals living in poverty through their supply chains. Because assessing the poverty level of stakeholders is complex, organizations will likely have to use specific assessment tools to accurately report on this metric. See the glossary definition for additional information on commonly used tools to help determine the absolute poverty level of individuals and households. This metric is multi-dimensional with regard to the five dimensions of impact: it may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of very poor individuals who sold goods or services to the organization during the reporting period.
Supplier Individuals: Very Poor
This metric is intended to capture the number of unique female clients who received the organization’s products or services during the reporting period. It is not a measure of foot traffic, nor is it intended to capture the number of consumer transactions. For example, a customer who makes two purchases during a period should be counted only once. Organizations wishing to report on total client transactions should refer to Client Transactions (PI5184). This metric is intended to capture the unique number of specific individuals served. Organizations should not use any household multipliers when reporting against this metric. If organizations consider entire households to be the customer/client, they can report against Client Households: Total (PI7954) and its associated submetrics. Many organizations may not be able to report on the number of clients using direct data. For example, organizations that sell solar lanterns through a series of local network distributors might estimate the number of client individuals reached based on the number of units sold. Organizations should footnote details on how and why these assumptions were made. For healthcare providers, “client individuals” refers to patients. For housing providers, “client individuals” refers to residents or tenants. This metric is multi-dimensional with regard to the five dimensions of impact. It may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of unique women who were clients of the organization during the reporting period.
Client Individuals: Female
This metric is intended to capture the volume of products/services distributed for which the organization neither receives nor requests payment from either the recipient or a third party for the products/services. For example, a health clinic that provides free vaccines out of their operating budget would use Units/Volume Sold: Free to capture the number of vaccines administered. Organizations that sell different types of products/services should consider reporting separately against each different product/service.
Amount of the product/service provided by the organization for free during the reporting period.
Units/Volume Sold: Free
Describes the use of the financial product/service provided by the organization, or disaggregates another metric in terms of one or more financial product or service. For loans, this is often called "loan type." Select any that apply: Basic Services - Mortgage - Home equity - Education - Green financing - Lease financing - Emergency - Group lending - Other (write-in) Business - Working capital - Asset financing - Term loans - Invoice financing - Other (write-in) Other (write-in)
This metric is intended to capture a description of the use of a financial product or service provided from among the options given in the definition. Organizations can report this metric at an organizational level (selecting all product/services that apply) or for a specific product/service (selecting the product/service for which the organization is reporting). This disaggregation, applied to another metric, is intended to capture the share of that metric which relates to the selected use(s) of a financial product or service. For example, the disaggregation "mortgage" when applied to Client Individuals (PI4060) would include the number of client individuals that received a mortgage product. Similarly, the disaggregation "green financing" when applied to Sales Revenue (PI1775) would include the value of revenue attributed to the sale of green financing products.
Responsible Financial Products/Services Offered
This metric is intended to capture non-hazardous waste avoided as a result of substituting recycled materials in the organization's products and services. Organizations should report the total amount of non-hazardous waste avoided for all products and services delivered or developed during the reporting period. Organizations that offer recycling services should report non-hazardous waste avoided as a result of the organization's delivery of non-hazardous waste recycling services. In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Amount of non-hazardous waste disposal avoided through refurbishing, reusing, and recycling as part of delivering or developing the organization's products and services during the reporting period.
Non-hazardous Waste Avoided
This metric is intended to capture the percentage of the organization’s revenue during the reporting period earned from projects and services designed to deliver a specific social or environmental benefit. Products and services designed to deliver a specific social benefit could include those that target an underserved, historically marginalized, or highly disadvantaged population, such as providing clean water to remote rural villages. Products and services designed to deliver a specific environmental benefit could include providing commercial solar panels to replace kerosene lanterns as the target stakeholder’s energy source.
Organizations should footnote examples of products and services categorized as providing social/environmental benefit. See usage guidance for further information.
Percentage of revenue that the organization earns from projects and services designed to deliver a specific social or environmental benefit during the reporting period.
Percent Revenue Generated from Social/Environmental Products and Services
This metric is intended to capture the number of unique rural households that received the organization’s products or services during the reporting period. Examples of organizations that might report against this metric include those that provide products such as clean cookstoves or water purification systems and those that provide services such as home weatherization. Organizations that provide goods and services at the individual level, such as vaccines or school lunches, may find it more appropriate to report against Client Individuals: Total (PI4060) and related submetrics. Many organizations may not be able to report on the number of client households using direct data. For example, organizations that sell water purification systems through a series of local network distributors might estimate the number of client households reached based on the number of units sold. Organizations should footnote details on how and why these assumptions were made. This metric is multi-dimensional with regard to the five dimensions of impact. It may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of unique households in rural areas that were clients of the organization during the reporting period.
Client Households: Rural
This metric is intended to capture the number of fatalities resulting from accidents on or around projects financed by the organization during the reporting period. For example, in the context of road infrastructure investments, this metric would cover fatalities that result from traffic accidents on roads financed or products/vehicles sold by the organization during the reporting period. This metric is often used by International Finance Institutions (IFIs) as part of transportation analysis. This metric may help describe the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. The selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote details about each fatality, as well as plans on how to prevent similar fatalities in the future.
Number of fatalities of the organization's target stakeholders during the reporting period.
Target Stakeholder Fatalities
This metric is intended to capture the number of students who live in urban environments and who are enrolled at the school as of the end of the reporting period. This metric includes full- and part-time students. Each discrete student is counted once regardless of the number of courses taken. These data may be most effectively collected through either school reporting (for private schools) or government reporting (for public schools). This metric is multi-dimensional with regard to the five dimensions of impact. It may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote all assumptions used, as well as a breakdown of full- and part-time students residing in urban areas.
Number of students residing in urban areas enrolled as of the end of the reporting period, both full- and part-time, with each discrete student counted once regardless of their number of courses.
School Enrollment: Urban
This metric is intended to capture the number of household- and business-level connections to utilities and other services. Organizations should report this metric in conjunction with Connection Type (PD1310) to disaggregate connections in more detail. For example, disaggregating Number of Household or Business Connections (PI8053) by Connection Type (PD1310), option "Piped Water," would yield the number of piped water connections provided by the organization to households or businesses during the reporting period. This metric may help describe the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of residential and commercial connections to utilities and services provided by the organization as of the end of the reporting period.
Number of Household and Business Connections
This metric is intended to capture the amount of potable water the organization produced or provided for commercial sale and not water produced for its own consumption. Bulk water production is usually sold to a utility. The buyer or purchaser of this water is termed the offtaker. Potable water is safe enough for human consumption or use for domestic purposes, drinking, cooking, and personal hygiene with low risk of immediate or long-term harm. Organizations wishing to report product-level potable water production should use Water Provision Capacity of Products Sold: Potable (PD1403) and Water Provision Capacity of Product: Potable (PD6929).
Volume of potable water provided and delivered to offtaker(s) during the reporting period.
Water Provided for Sale: Potable
This metric is intended to capture the abundance of species on area directly or indirectly controlled by the organization as of the end of the reporting period. This metric is intended to be used in combination with Species: Total (PI7728), which identifies species, after which individuals within those species can be counted with this metric. For further details and resources on measurement, see the usage guidance in the metric record for Species: Total (PI7728). Species richness refers to the number of species in an area. Species abundance refers to the number of individuals per species. Investors are strongly encouraged to contextualize their projects – and ideally select projects – based on broader, country- or region-level biodiversity and landscape assessments focused on site irreplaceability. Viewing biodiversity through the lens of a systematic conservation plan enables more efficient, impact goal-oriented management decisions.
Indicates the number of individuals of a particular species that are present on area directly or indirectly controlled by the organization as of the end of the reporting period.
Species Abundance
This metric is intended to capture the earnings, during the reporting period, of microenterprises that sell the organization’s products or services, either to other distributors (wholesale) or to end clients (retail). Distributors counted under this metric need not exclusively sell the organization’s products or services.
Earnings of microenterprise distributors as a result of selling the organization’s products/services during the reporting period.
Earnings of Distributor Organizations: Microenterprises
This metric is intended to capture the total number of claims submitted to the organization during the reporting period, even those that were eventually rejected.
Number of claims submitted to the organization during the reporting period.
Claims Submitted
This metric is intended to capture the number of community facilities that will be built, renovated, or purchased as a result of investments by the organization during the reporting period. A community facility provides services to the local community. Examples include health and medical clinics, health-treatment facilities, schools, arts and other cultural facilities, daycare facilities (adult and youth), and community sports facilities.
Number of community facilities projected to be built, renovated, or purchased as a result of investments made by the organization during the reporting period.
Number of Community Facilities Financed
This metric is intended to capture the number of individuals who received group-based training services from the organization during the reporting period. Examples could include sessions on enterprise or business development, women’s empowerment, or diversity and inclusion, among other learning topics. Organizations should footnote details on the provided trainings. Training may or may not be restricted to clients of the organization and may be either fee-based or provided for free. Organizations should not include training of an organization’s own employees under this metric, which should instead be captured by Employees Trained (OI4229). This metric may apply to organizations operating in microfinance or agriculture, as well as other sectors in which organizations often provide training to clients and other community members. This metric may help describe the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote the type and extent of the group-based training provided, as well as who received the training. See usage guidance for further information.
Number of individuals who received group-based training from the organization during the reporting period.
Individuals Trained: Group-Based Training
Disaggregates another metric in terms of active use. For example, Client Individuals (PI4060) disaggregated by this metric, option "active," would yield Active Users in many contexts. See usage guidance for further information. Select one: - Active - Inactive - Data not available - Other (write-in)
This disaggregation, applied to another metric, is intended to capture the share of that metric which is considered in or participating in active use. For example, for financial institutions (including microfinance institutions), the disaggregation "active" applied to Client Individuals (PI4060) would include the number of individuals who currently have outstanding loan balances with the organization. For those financial institutions offering deposit products, the disaggregation "active" applied to Client Individuals (PI4060) would include the number of individuals who have active deposit accounts with the organization. For those financial institutions offering insurance products, the disaggregation "active" applied to Client Individuals (PI4060) would include those with active insurance policies. Wherever possible, organizations are encouraged to report and disaggregate the number of individuals, rather than the number of active groups or the number of active policies/accounts. The definition of active may vary by offering. For example, for traditional financial services, “active” may include all individuals who have accounts registered in their names for at least six months and who have used their accounts to make transactions within the prior six months. For digital financial services, “active” may include individuals who have had accounts registered in their names for at least three months and who have used their accounts to make transactions within the prior three months.
Organizations should footnote all assumptions used, including source of disaggregation and any other disaggregations applied.
Active Use
This metric is intended to capture the number of unique households that received the organization’s products or services during the reporting period. Examples of organizations that might report against this metric include those that provide products such as clean cookstoves or water purification systems and those that provide services such as home weatherization. Organizations that provide goods and services at the individual level, such as vaccines or school lunches, may find it more appropriate to report against Client Individuals: Total (PI4060) and related submetrics. Many organizations may not be able to report on the number of client households using direct data. For example, organizations that sell water purification systems through a series of local network distributors might estimate the number of client households reached based on the number of units sold. Organizations should footnote details on how and why these assumptions were made. This metric is multi-dimensional with regard to the five dimensions of impact. It may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of unique households that were clients of the organization during the reporting period.
Client Households: Total
This metric is intended to capture the number of unique peri-urban households that received the organization's products or services during the reporting period. Examples of organizations that might report against this metric include those that provide products such as clean cookstoves or water purification systems and those that provide services such as home weatherization. Organizations that provide goods and services at the individual level, such as vaccines or school lunches, may find it more appropriate to report against Client Individuals: Total (PI4060) and related submetrics. Many organizations may not be able to report on the number of client households using direct data. For example, organizations that sell water purification systems through a series of local network distributors might estimate the number of client households reached based on the number of units sold. Organizations should footnote details on how and why these assumptions were made. This metric is multi-dimensional with regard to the five dimensions of impact. It may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of unique households in peri-urban areas that were clients of the organization during the reporting period.
Client Households: Peri-urban
This metric is intended to capture the value of disbursed equity investments on the organization’s balance sheet as of the end of the reporting period. In an equity investment, in exchange for investment funds, the organization receives an ownership interest in the equity (stock) of the enterprise, either common or preferred stock. Values should be reported at book value for non-traded equities and at market rate for marketable securities. Organizations are encouraged to footnote whether their equity is held directly in enterprises or through funds.
Value of equity investments on the organization's balance sheet at the end of the reporting period.
Value of Equity Investments Outstanding
This metric is intended to capture the total units or volume an organization purchased during the reporting period from suppliers who are individuals. Organizations that purchase different types of products/services should consider reporting separately against each different type of product/service. Organizations may wish to use this metric in conjunction with Supplier Individuals: Total (PI5350).
Units/volume from individuals who sold to the reporting organization during the reporting period.
Units/Volume Purchased from Supplier Individuals: Total
This metric is intended to capture the percentage of claims rejected by the organization during the reporting period. This metric is applicable to organizations in the insurance industry and can be used to examine the proportion of claims that were disqualified for benefit payment (rejected) for whatever reason. As an example, a 10% claims rejection ratio means that for every 100 claims reported, 90 result in a benefit payment while the other 10 are denied. For more detail on the ratio and for guidance on interpretation, see the Microinsurance Network's Social Performance Indicators for Microinsurance, p. 25 (https://www.social-protection.org/gimi/ShowRessource.action?id=5270/).
Percentage of claims made by clients of the organization that were rejected during the reporting period relative to the total claims submitted to the organization during the reporting period.
Claims Rejection Ratio
This metric is intended to capture the efficiency of teachers employed by the school as a proxy for the quality of education provided. Studies have shown that experience has the strongest impact over the first few years of teaching, after which marginal returns diminish. Research also shows that high-poverty schools tend to have a greater proportion of teachers with fewer than three years of experience.
Organizations should footnote all assumptions used, including details on how years of teaching experience are tracked.
Average number of years of formal education for teachers and instructors as of the end of the reporting period.
Teaching Experience
This metric is intended to capture the number of client organizations founded by individuals representing a particular group through use in combination with Target Stakeholder Demographic (PD5752) to first define the group of interest (for example, women, historically marginalized or excluded groups, or persons with disabilities). Then, this metric can be used to capture the number of investee companies within a portfolio who were founded by that group. Founder(s) counted must retain an active role in the organization as of the end of the reporting period. An active role may include acting in an advisory capacity for key decisions. It need not necessarily require a full-time role at the organization. Client organizations are synonymous with investees for impact investors. If using this metric to capture the number of women-founded investees, practitioners may refer to specific gender benchmarks and application guidance as needed, such as those specified by the 2X Challenge (www.2xchallenge.org). This metric may help describe the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. The selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of client organizations as of the end of the reporting period in which half or more of the lead founder(s) represent a specific group (for example, women).
Client Organizations Founded: Total
This metric is intended to capture the value of payments made during the reporting period to small and medium-sized enterprises that supply goods or services to the reporting organization. Organizations can themselves determine the precise threshold at which they report suppliers. In most cases, organizations should include only those enterprises supplying goods and services that are fundamental to the operations of the reporting organization. Organizations should not include subcontractors as part of this metric; subcontractors can be reported under Temporary Employees (OI9028) and its related submetrics.
Value of payments to small and medium-sized enterprises (SMEs) that sold goods or services to the organization during the reporting period.
Payments to Supplier Organizations: SME
This metric is intended to capture total value paid to smallholder suppliers of the organization during the reporting period. This metric is intended for use by organizations that seek to support smallholder farmer individuals through their supply chains.
Value of payments made to smallholder farmer individuals who sold to the organization during the reporting period.
Payments to Supplier Individuals: Smallholder
This metric is intended to capture whether or not a product or service carries a warranty. Organizations should report this metric separately for each product/service. A warranty is a type of guarantee that an organization makes regarding the condition of its product or effectiveness of its service. It also refers to the terms by and situations in which repairs or exchanges will be made in the event that the product/service does not function as originally described or intended. Warranties will likely describe for how long the warranty is valid, the point of contact for receiving the warranty service, the service provided upon receiving the warranty (e.g., product replacement), what the warranty does and does not cover, and any conditions and limitations of the warranty.
Organizations should footnote details of the length of time for which the warranty is valid, what it covers, and how it is communicated to clients. See usage guidance for more information.
Indicates whether the organization provides a warranty for its product or service.
Product/Service Warranty
Value of payments made by the organization to poor individuals who sold goods or services to the organization during the reporting period.
Payments to Supplier Individuals: Poor
This metric is intended to capture how organizations support the livelihoods of individuals who belong to groups historically marginalized on the basis of race and/or ethnicity through their supply chains. The categorization of historically marginalized groups varies with location and context. With no internationally agreed-upon definition as to which groups constitute historically marginalized on the basis of race and/or ethnicity, if well-established local policies exist (as in South Africa, with the Broad Based Black Economic Empowerment [BBBEE] definition of historically marginalized, or in India, based on backward caste), organizations should refer to these local guidelines to identify groups historically marginalized on the basis of race and/or ethnicity. Otherwise, and wherever appropriate, organizations should provide additional detail regarding their tailored methodology for defining these groups.
Value of payments made by the organization to individuals who belong to groups historically marginalized on the basis of race and/or ethnicity and who sold goods or services to the organization during the reporting period.
Payments to Supplier Individuals: Historically Marginalized
This metric is intended to capture the number of students from historically marginalized due to race and/or ethnicity groups enrolled at the school as of the end of the reporting period, including both full- and part-time students. Each discrete student should be counted once, regardless of number of courses taken. These data may be most effectively collected through either school reporting (for private schools) or government reporting (for public schools). The categorization of historically marginalized groups varies with location and context. With no internationally agreed-upon definition as to which groups constitute historically marginalized due to race and/or ethnicity, if well-established local policies exist (as in South Africa, with the Broad Based Black Economic Empowerment [BBBEE] definition of historically marginalized, or in India, based on backward caste), organizations should refer to these local guidelines to identify groups historically marginalized due to race and/or ethnicity. Otherwise, and wherever appropriate, organizations should provide additional detail regarding their tailored methodology for defining these groups. This metric is multi-dimensional with regard to the five dimensions of impact. It may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote all assumptions used, including their categorization of historically marginalized groups. Organizations should also break down enrolled students into full- and part-time. See usage guidance for further information.
Number of students who belong to groups historically marginalized due to race and/or ethnicity and who are enrolled as of the end of the reporting period, both full- and part-time, with each discrete student counted once regardless of their number of courses.
School Enrollment: Historically Marginalized
This metric is intended to capture the richness of species in an area managed directly or indirectly by the organization. For aquatic biodiversity, the Ocean Data Viewer by Ocean+ (see https://data.unep-wcmc.org/ and https://oceanplus.org/) includes various spatial datasets, such as the distribution of coral reefs, mangroves, and seagrasses. Organizations may find emerging methods such as e-DNA and bioacoustics particularly useful for this measure – while data analysis requires specialized training, data collection can be done at the project level by laypersons. This metric may be used in combination with Species Conservation Status (PD6429) to quantify the number of species present that are in threatened, endangered, and other conservation statuses. See Species Conservation Status (PD6429) for further information and data sources. Organizations are encouraged, albeit with caution, to embrace innovative measurement approaches to improve accuracy of this measure. Interesting work to standardize data and measurement approaches is available from: -European Business & Biodiversity Platform’s workstreams on methods (https://ec.europa.eu/environment/biodiversity/business/workstreams/methods/index_en.htm) -WWF (2021, https://wwfint.awsassets.panda.org/downloads/wwf_assessing_portfolio_impacts_final.pdf) • Pioneers (with an explicit focus on the financial sector). Investors are strongly encouraged to contextualize their projects – and ideally select projects – based on broader, country- or region-level biodiversity and landscape assessments focused on site irreplaceability. Viewing biodiversity through the lens of a systematic conservation plan enables more efficient, impact goal-oriented management decisions.
Indicates the number of different species (species richness) present within the area managed directly or indirectly by the organization as of the end of the reporting period.
Species: Total
This metric is intended to capture the price of a product or service sold by the organization as of the end of the reporting period. Organizations may consider reporting this metric along with Client Savings Premium (PI1748) to capture client savings from purchase of the organization’s product or service.
Value of the purchase price paid by clients for a product or service sold by the organization.
Purchase Price of Product or Service Sold
This metric is intended to capture the product-lifetime energy savings to consumers as a result of energy-efficient products sold by the organization. For example, an organization that sells compact fluorescent light bulbs (CFLs) that replace incandescent light bulbs might report this metric to capture the total energy savings to its clients resulting from the products provided. This metric captures the lifetime energy savings of products sold. When multiplying the energy savings from each product sold by Units/Volume Sold: Total (PI1263), organizations should, under Units/Volume Sold: Total (PI1263), use the absolute number of product units sold rather than the volume of energy savings delivered by the product. In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Amount of energy savings over the lifetime of products sold by the organization during the reporting period.
Energy Savings from Products Sold
This metric is intended to capture the principal value of loans on the organization’s balance sheet as of the end of the reporting period. Organizations should report the total principal value of all loans disbursed to clients that have been neither fully repaid nor written off, but they should not include accrued interest. For financial organizations, loans disbursed are considered Financial Assets (FP4649) listed on the organization's balance sheet.
Value of disbursed loans remaining on the organization's balance sheet at the end of the reporting period.
Value of Loans Outstanding
This metric is intended to capture the effective interest rate (EIR), a figure that converts all financial costs to the borrower for a loan into a single declining-balance interest calculation. It includes the effects of interest rates (whether calculated on a flat or declining basis), payment schedules, commissions, fees, discounting, and compensating balances. For guidance on calculating EIR, organizations should refer to the tool created by the MFTransparency Organization (http://www.mftransparency.org/pages/ctp-tool/).
Value of the effective interest rate (EIR) for the organization’s most representative loan product during the reporting period.
Effective Interest Rate (EIR)
The IRIS catalog differentiates between land that the organization directly controls and land that the organization indirectly controls. This metric is intended to capture the area of land that is under the organization's indirect control. Indirect control refers to land that the organization supports or influences but does not directly cultivate or manage. Examples in which an organization indirectly controls land may include purchase contracts or sourcing from farmer cooperatives. Organizations that exert control over land practices of indirectly controlled land should footnote these details (for example, when an organization specifies that farmers adhere to specific environmental practices). This metric includes crops cultivated through low-till and no-till methods.
Organizations should footnote details about the nature of the indirect control relationship and all assumptions used, including source of data. See usage guidance for further information.
Area of land indirectly controlled by the organization and under cultivation. Report indirectly controlled land area cultivated during the reporting period.
Land Indirectly Controlled: Cultivated
Describes a target stakeholder's health spending as a share of their income or expenditures, or disaggregates another metric in terms of health spending as a share of income or expenditures. Select one: - Below 10% - 10–25 - Greater than 25%
Describes a target stakeholder's health spending as a share of their income or expenditures, or disaggregates another metric in terms of health spending as a share of income or expenditures. Select one: - Below 10% - 10–25% - Greater than 25%
This metric is intended to disaggregate the number of Client Households: Total (PI7954) according to the proportion of their total household expenditure or income spent on health during the reporting period. These data can be collected directly from target stakeholders (patients) or through the healthcare service/facility. If collected directly from target stakeholders through a survey, organizations should footnote details on the sample size and survey instrument used, as well as details on who administered the survey and who aggregated the resulting data. Third party data may also be available; see Sustainable Development Goal indicator reference below. This metric, in combination with Client Households: Total (PI7954) aligns with Sustainable Development Goal (SDG) indicator 3.8.2. This SDG indicator offers two "levels" of what constitutes a large share of household expenditure; the options within this disaggregation metric align with those two thresholds. IRIS+ users are encouraged to calculate both. For further guidance, see SDG indicator metadata for indicator 3.8.2 (https://unstats.un.org/sdgs/metadata/files/Metadata-03-08-02.pdf). In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Target Stakeholder Spending: Health
This metric is intended to capture the amount of the organization’s sales revenue that comes from selling certified products. A certification must come from a third party, be based on transparent standards, and have an assurance process. The process of certification must be carried out by a recognized third-party body, independent from interested parties, which demonstrates that a product or organization complies with the requirements defined by the standards or technical specifications. Examples of such certifications include UTZ Certified, Fair Trade (WFTO fair trade standard), Common Code for the Coffee Community (C4), Rainforest Alliance agriculture certification, Marine Stewardship Council (MSC), and the Forest Stewardship Council (FSC). Organizations should footnote relevant details about the certification (such as certification name and certifying body) and can do so by reporting separately on Product/Service Certifications (PD2756).
Organizations should footnote all assumptions used, including details about the applicable certification. See usage guidance for further information.
Value of revenue received from sales of the organization’s certified products during the reporting period.
Sales Revenue: Certified
This metric is intended to capture the number of unique low-income households that received the organization’s products or services during the reporting period. Examples of organizations that might report against this metric include those that provide products such as clean cookstoves or water purification systems and those that provide services such as home weatherization. Organizations that provide goods and services at the individual level, such as vaccines or school lunches, may find it more appropriate to report against Client Individuals: Total (PI4060) and related submetrics. The population classified as low income includes all those who fall below a fixed threshold, which includes those classified as poor or very poor. Because assessing the poverty level of clients is complex, organizations will likely use specific assessment tools to accurately report on this metric. See the glossary definition for additional information on commonly used tools to help determine the absolute poverty level of individuals and households. Many organizations may not be able to report on the number of client households using direct data. For example, organizations that sell water purification systems through a series of local network distributors might estimate the number of client households reached based on the number of units sold. Organizations should footnote details on how and why these assumptions were made. This metric is multi-dimensional with regard to the five dimensions of impact. It may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote all assumptions used, including source of data, as well as details on the assessment tools used to identify low-income households. See usage guidance for further information.
Number of unique low-income households that were clients of the organization during the reporting period.
Client Households: Low Income
A certification must come from a third party, be based on transparent standards, and have an assurance process. The process of certification must be carried out by a recognized third-party body, independent from interested parties, which demonstrates that a product or organization complies with the requirements defined by the standards or technical specifications. Examples of such certifications include: UTZ Certified, Fair Trade (WFTO fair trade standard), Common Code for the Coffee Community (C4), Rainforest Alliance agriculture certification, Marine Stewardship Council (MSC), and the Forest Stewardship Council (FSC). Organizations should footnote relevant details about the certification (such as certification name and certifying body) and can do so by reporting separately on Product/Service Certifications (PD2756). Organizations that sell different types of products/services should consider reporting separately against each different product/service.
Amount of the product/service sold by the organization as certified during the reporting period.
Units/Volume Sold: Certified
This metric is intended to capture investment during the reporting period into educational facilities in terms of added or improved learning space.
Organizations should footnote all assumptions used, as well as details on the intended use of the completed new/improved classroom space completed.
Area of classroom space built, converted, or expanded for use within educational facilities during the reporting period. Report only space completed during the reporting period.
Classroom Space New/Improved
This metric is intended to capture the number of students from poor backgrounds enrolled at the school as of the end of the reporting period, including both full- and part-time students. Each discrete student should be counted once, regardless of number of courses taken. These data may be most effectively collected through either school reporting (for private schools) or government reporting (for public schools). Because assessing the poverty level of stakeholders is complex, organizations will likely have to use specific assessment tools to accurately report on this metric. See the glossary definition for additional information on commonly used tools to help determine the absolute poverty level of individuals and households. This metric is multi-dimensional with regard to the five dimensions of impact. It may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote all assumptions used, including details on the assessment tools used to identify the poverty level of students. Organizations should also break down enrolled poor students into full- and part-time. See usage guidance for further information.
Number of poor students enrolled as of the end of the reporting period, both full- and part-time, with each discrete student counted once regardless of their number of courses.
School Enrollment: Poor
This metric is intended to capture the value of investments made to construct new housing units or preserve existing housing units, not the value of the actual housing units themselves. Organizations should report housing units in both single- and multi-family buildings.
Value of housing projected to be constructed or preserved as a result of investments made by the organization during the reporting period.
Value of Housing Units Financed
This metric is intended to capture the proportion of patients that are eligible for an intervention that receive that intervention and then go on to benefit from it. For a detailed explanation of this measure, see “Effective Coverage: A Metric for Monitoring Universal Health Coverage” (https://www.ncbi.nlm.nih.gov/pmc/articles/PMC4171091/#:~:text=Effective%20coverage%2C%20which%20unites%20individual,tracking%20progress%20towards%20achieving%20UHC). Healthcare Crude Coverage (PI3902) is an input into Healthcare Effective Coverage (PI7191) – crude coverage is a simple measure of percent of patients needing treatment who received it during the reporting period, while effective coverage includes a measure of quality. Both can be applied at a national, individual, or organizational level; investors are encouraged to apply them at the level of the investee company. While crude coverage is more widely used, experts are increasingly encouraging use of the quality-inclusive effective coverage measure. However, there are not, as of yet, broadly standardized ratios for the “quality of the intervention” element of the calculation. IRIS users are encouraged to document all assumptions used in calculating this measure as well as to use existing publications such as the following to inform their approaches: - IADB’s "The Use of Effective Coverage in the Evaluation of Maternal and Child Health Programs: A Technical Note for the IDB’s Social Protection and Health” (https://publications.iadb.org/publications/english/document/The-Use-of-Effective-Coverage-in-the-Evaluation-of-Maternal-and-Child-Health-Programs-A-Technical-Note-for-the-IDB-Social-Protection-and-Health-Division.pdf) - “Effective coverage as a new approach to health system performance assessment: a scoping review” (https://bmchealthservres.biomedcentral.com/articles/10.1186/s12913-018-3692-7#:~:text=In%20their%20work%2C%20effective%20coverage%20combines%20three%20widely,which%20is%20actually%20delivered%20%5B%201%2C%2010%20%5D). - “Access, utilization, quality, and effective coverage: an integrated conceptual framework and measurement strategy” (https://www.sciencedirect.com/science/article/abs/pii/S0277953604006070?via%3Dihub). In specific contexts, and based on evidence, this metric may serve as a proxy indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote the expected time frame and clinical protocols that define a completed treatment, in addition to all other assumptions used. See usage guidance for further information.
Percentage of the organization's clients (patients) who received necessary health intervention(s) during the reporting period.
Healthcare Effective Coverage
This metric is intended to capture the area of freshwater bodies the organization is working to protect. Organizations are encouraged to report this metric in conjunction with Land Directly Controlled: Sustainably Managed (OI6912), Land Indirectly Controlled: Sustainably Managed (PI6796), and Protected Land Area (PI4716).
Surface area of freshwater bodies present during the reporting period on protected land, land under sustainable stewardship, or land under sustainable cultivation.
Area of Fresh Water Bodies Present
This metric is intended to capture a proxy measure of product/service quality and target stakeholder satisfaction. A target stakeholder can be a client, employee, or anyone the organization is aiming to have a positive impact on, and is called a "beneficiary" by some organizations. This metric can also be understood as a Net Promoter Score. For further information and guidance on this calculation, see NetPromoter.com. Organizations can use the question "How likely is it that you would recommend \[product/service\] to a friend or colleague?" to collect data from target stakeholders against this metric. Respondents should rank their likelihood to recommend on a 0-10 scale, with 0 representing "not at all likely to recommend," 10 representing "extremely likely to recommend,"and 5 representing "neutral." Target stakeholders ranking themselves as a 9 or 10 are considered "extremely likely" or "Promoters." Target stakeholders ranking themselves as a 7 or 8 are considered "Passives." Target stakeholders ranking themselves as 0-6 are considered "unlikely" or "Detractors." Users may report this metric with Client Feedback System (OI5049) as the system by which this feedback is solicited. In specific contexts, and based on evidence, this metric may serve as a proxy indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see specific guidance document. No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote all assumptions used. Organizations should also note how data was collected. See usage guidance for further information.
Score reflecting the percentage of the organization’s target stakeholders who are likely to recommend the organization’s product or service as of the end of the reporting period, compared with the percentage who are unlikely to recommend it.
Target Stakeholder Satisfaction Ratio
This metric is intended to capture the number of injuries that result from accidents on or around projects financed by the organization during the reporting period. For example, in the context of road infrastructure investments, this metric would cover injuries sustained as a result of traffic accidents on roads financed or products/vehicles sold by the organization during the reporting period. If the same target stakeholder experiences more than one injury during the reporting period, each instance of injury should be counted separately. That is, an individual injured twice during the reporting period would count as two injuries. This metric is often used by International Finance Institutions (IFIs) as part of transportation analysis. This metric may help describe the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. The selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of injuries of the organization's target stakeholders during the reporting period.
Target Stakeholder Injuries
This metric is intended to capture the number of unique low-income clients who received the organization's products or services during the reporting period. It is not a measure of foot traffic, nor is it intended to capture the number of consumer transactions. For example, a customer who makes two purchases during a period should be counted only once. Organizations wishing to report on total client transactions should refer to Client Transactions (PI5184). The population classified as low income includes all those who fall below a fixed threshold, which includes those classified as poor or very poor. Because assessing the poverty level of stakeholders is complex, organizations will likely use specific assessment tools to accurately report on this metric. See the glossary definition for additional information on commonly used tools to help determine the absolute poverty level of individuals and households. This metric is intended to capture the unique number of specific individuals served. Organizations should not use any household multipliers when reporting against this metric. If organizations consider entire households to be the customer/client, they can report against Client Households: Total (PI7954) and its associated submetrics. Many organizations may not be able to report on the number of clients using direct data. For example, organizations that sell solar lanterns through a series of local network distributors might estimate the number of client individuals reached based on the number of units sold. Organizations should footnote details on how and why these assumptions were made. For healthcare providers, “client individuals” refers to patients. For housing providers, “client individuals” refers to residents or tenants. This metric is multi-dimensional with regard to the five dimensions of impact. It may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote all assumptions used, including source of data, as well as details of the assessment tools used to identify low-income clients. See usage guidance for further information.
Number of unique low-income individuals who were clients of the organization during the reporting period.
Client Individuals: Low Income
This metric is intended to capture the GHG emissions of energy that organizations produce for commercial sale (that is, not for the organization's operations). Bulk energy is usually sold under a power purchase agreement with an electricity utility. The buyer or purchaser of this energy is termed the offtaker. This metric can be reported in conjunction with Energy Generated for Sale: Total (PI8706). Organizations are also encouraged to footnote the year-over-year changes in the type(s) of energy generated for sale, along with corresponding changes to GHG emissions. Organizations can refer to the following sources for further guidance: - WRI Greenhouse Gas Protocol Standards (http://www.ghgprotocol.org/standards) - International Panel on Climate Change (IPCC) emission factors (http://www.ipcc-nggip.iges.or.jp) - Global Reporting Initiative (https://www.globalreporting.org/reporting/g4/Pages/default.aspx) - CDM Methodologies (http://cdm.unfccc.int/methodologies/index.html) The Greenhouse Gas Protocol (GHG Protocol) is the most widely used international accounting tool to understand, quantify, and manage greenhouse gas emissions. To the extent possible, calculations should leverage GHG Protocol guidelines and methodologies. In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote assumptions and tools used in emissions calculation, including source of data, along with the type(s) of energy delivered to offtaker(s).
Amount of greenhouse gases (GHG) emitted through production of energy by the organization that was delivered to offtaker(s) during the reporting period.
Greenhouse Gas Emissions of Energy Generated for Sale
This metric is intended to capture the number of unique households that received the organization's products or services during the reporting period for the first time. Examples of organizations that might report against this metric include those that provide products such as clean cookstoves or water purification systems and those that provide services such as home weatherization. Organizations that provide goods and services at the individual level, such as vaccines or school lunches, may find it more appropriate to report against Client Individuals: Total (PI4060) and related submetrics. Depending on the industry and business model, organizations may define new clients as those who re-engage with the organization after a designated time period. For example, the Microfinance Information Exchange (MIX) defines new borrowers as either those who receive loans for the first time from the institution or borrowers who rejoin after more than one year. Many organizations may not be able to report on the number of client households using direct data. For example, organizations that sell water purification systems through a series of local network distributors might estimate the number of client households reached based on the number of units sold. Organizations should footnote details on how and why these assumptions were made. This metric is multi-dimensional with regard to the five dimensions of impact. It may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of unique households who were first-time clients of the organization during the reporting period.
Client Households: New
This metric is intended to capture the quantity of meals provided by the organization (school) to target stakeholders (for example, students) for free or at a subsidized price during the reporting period. Organizations should include both meals funded directly by the organization and those paid for by another organization or specific donors. Meals included in this calculation may be provided to both full- and part-time students, if applicable, with each discrete student counted once regardless of the number of courses taken. This metric and the associated Percent Students Receiving Free and Subsidized School Meals (PI4555) are frequently used as a proxy of poverty at the school level. For example, a financial institution that provides a loan to a school may seek to gauge the income level of the targeted stakeholders of its loan by requiring the school receiving the loan to report this metric. Organizations are also encouraged to report metrics such as School Enrollment: Poor (PI7254), School Enrollment: Very Poor (PI5583), or School Enrollment: Low Income (PI2173) if they have additional demographic details available. Organizations operating in the United States can refer to the following sources for additional information on free and reduced-price meal programs and eligibility: - New America School Funding and Resources/Nutrition (http://atlas.newamerica.org/federal-school-nutrition-programs#toc-eligibility-and-enrollment) - USDA Food and Nutrition Service: Income Eligibility Guidelines (http://www.fns.usda.gov/school-meals/income-eligibility-guidelines)
Number of free or subsidized meals provided by the organization during the reporting period.
School Meals
This metric is intended to capture the organization’s transparency around pricing and cost. Pricing and cost information disclosed, to footnote, could include installments; terms and conditions of products, including all charges and fees; associated prices; penalties; linked products; third-party fees; and whether any of these can change over time. Financial organizations interested in more detail should reference the Smart Campaign’s Client Protection Principles (www.smartcampaign.org).
Organizations should footnote details on the type of information disclosed and how it is disclosed, if applicable. See usage guidance for further information.
Indicates whether the organization fully discloses all pricing and cost information for its products and services to its clients.
Cost Transparency
This metric is intended to capture the number of enterprises (other organizations) that were unique clients of the reporting organization for the first time during the reporting period. This metric is multi-dimensional with regard to the five dimensions of impact. It may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of enterprises that were first-time clients of the organization during the reporting period.
Client Organizations: New
This metric is intended to capture the organization’s or product’s biodiversity footprint, a measure of impact on the intactness of an ecosystem usually expressed relative to an undisturbed state. Biodiversity footprint can be assessed at the level of a product, a project, a site, or the entire organization. While it does not require time- and cost-intensive field surveys, this metric is not intended to offer an extremely accurate or holistic picture of biodiversity performance. Organizations can apply this metric in benchmarking (‘which companies in my portfolio are scoring well in terms of biodiversity?’), tracking progress to target (‘are companies in my portfolio evolving towards improved biodiversity performance?’), and comparison (‘which investment options are most promising in terms of biodiversity performance?’). Organizations are encouraged to report this metric alongside others in the Biodiversity IRIS+ Core Metrics Set, as tailored to context, that give a complementary, more complete picture of biodiversity performance. Organizations are encouraged to apply standard indicators for biodiversity footprint. Typically based on a combination of extent (surface), condition, and significance of the local ecosystem, commonly applied condition indicators include Mean Species Abundance (MSA) and Potentially Disappeared Fraction of Species (PDF), often combined with surface metrics (e.g., MSA.ha or MSA per hectare). PDF expresses the (potential) loss of species, while MSA expresses the abundance of species remaining (MSA, as a measure of current intactness, is preferred for this IRIS indicator). These indicators are often normalized to fall between 0 and 1; with MSA, for instance, no biodiversity is left when MSA = 0, while a very pristine area has MSA = 1. Both MSA and PDF can be used across all sectors and across all countries and (eco)regions. For more on these measures as well as an overall discussion of the biodiversity footprint and its application to different asset classes, see the Partnership for Biodiversity Accounting Financials (PBAF)’s “Paving the way towards a harmonised biodiversity accounting approach for the financial sector” (https://www.pbafglobal.com/about-pbaf#first-version-of-the-pbaf-standard). Available biodiversity measurement tools use models that include drivers of biodiversity loss such as land use changes, GHG emissions, and pollution. Organizations are encouraged, albeit with caution, to embrace innovative measurement approaches to improve accuracy. Interesting work to standardize data and measurement approaches is available from: - European Business & Biodiversity Platform’s workstreams on methods (https://ec.europa.eu/environment/biodiversity/business/workstreams/methods/index_en.htm) - WWF (2021, https://wwfint.awsassets.panda.org/downloads/wwf_assessing_portfolio_impacts_final.pdf) - Pioneers (with an explicit focus on the financial sector). - Partnership for Biodiversity Accounting Financials (PBAF) (https://www.pbafglobal.com/about-pbaf#first-version-of-the-pbaf-standard). The Guide on Biodiversity Measurement Approaches from the Finance for Biodiversity Community provides excellent biodiversity measurement approaches at the portfolio level that are highly relevant for financial institutions: - Biodiversity Footprint for Financial Institutions (BFFI) - Global Biodiversity Score (GBS) and the Biodiversity Impact Analysis (BIA) - Corporate Biodiversity Footprint (CBF) - Species Threat Abatement and Restoration (STAR) indicator Investors are strongly encouraged to contextualize their projects – and ideally select projects – based on broader, country- or region-level biodiversity and landscape assessments focused on site irreplaceability. Viewing biodiversity through the lens of a systematic conservation plan enables more efficient, impact goal-oriented management decisions. For an example of one financial institution’s process and approach, see BNP Paribas’s “Our roadmap for addressing biodiversity loss” (https://investors-corner.bnpparibas-am.com/investing/our-roadmap-to-addressing-biodiversity-loss/).
Organizations should footnote details on their or their product’s biodiversity footprint and how it was assessed, including all assumptions used. See usage guidance for further information.
Describes the organization’s biodiversity footprint -- a measure of ecosystem intactness – on area directly or indirectly controlled by the organization as of the end of the reporting period.
Biodiversity Footprint
This metric is intended to capture the entire length of streams the organization is working to restore during the reporting period, not just any additional length of streams that began restoration during the reporting period. Freshwater streams and rivers are home to many species and provide a broad range of ecosystem services. Although freshwater habitats support both life below water and on land, they face threats from pollution, land use changes, and invasive species that can be countered by restoration and conservation management. Organizations can refer to the glossary for additional information on ecological restoration.
Length of freshwater streams under management for ecological restoration on protected land, land under sustainable stewardship, or land under sustainable cultivation during the reporting period.
Length of Streams Restored
This metric is intended to capture how organizations support the livelihoods of individuals with disabilities through their supply chains.
Organizations should footnote all assumptions used, as well as any specific focus on stakeholders with particular disabilities.
Value of payments made by the organization to individuals with disabilities who sold goods or services to the organization during the reporting period.
Payments to Supplier Individuals: People with Disabilities
This metric is intended to capture the number of patients who were successfully screened and informed of the outcomes of that screening during the reporting period. In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote details on screenings completed, in addition to all assumptions used.
Number of patients screened for medical conditions, illnesses, or risk factors during the reporting period.
Patients Screened
The IRIS catalog differentiates between land that the organization directly controls and land that the organization indirectly controls. This metric is intended to capture the area of land that is under the organization's indirect control. Indirect control refers to land that the organization supports or influences but does not directly cultivate or manage. Examples in which an organization indirectly controls land may include purchase contracts or sourcing from farmer cooperatives. Organizations that exert control over land practices of indirectly controlled land should footnote these details (for example, when an organization specifies that farmers adhere to specific environmental practices).
Area of land indirectly controlled by the organization and under sustainable cultivation or sustainable stewardship. Report indirectly controlled land area sustainably managed during the reporting period.
Land Indirectly Controlled: Sustainably Managed
This metric is intended to capture the number of unique urban clients who received the organization’s products or services during the reporting period. It is not a measure of foot traffic, nor is it intended to capture the number of consumer transactions. For example, a customer who makes two purchases during a period should be counted only once. Organizations wishing to report on total client transactions should refer to Client Transactions (PI5184). This metric is intended to capture the unique number of specific individuals served. Organizations should not use any household multipliers when reporting against this metric. If organizations consider entire households to be the customer/client, they can report against Client Households: Total (PI7954) and its associated submetrics. Many organizations may not be able to report on the number of clients using direct data. For example, organizations that sell solar lanterns through a series of local network distributors might estimate the number of client individuals reached based on the number of units sold. Organizations should footnote details on how and why these assumptions were made. For healthcare providers, “client individuals” refers to patients. For housing providers, “client individuals” refers to residents or tenants. This metric is multi-dimensional with regard to the five dimensions of impact. It may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of unique individuals residing in urban areas who were clients of the organization during the reporting period.
Client Individuals: Urban
This metric is intended to capture the number of unique very poor households that received the organization’s products or services during the reporting period. Examples of organizations that might report against this metric include those that provide products such as clean cookstoves or water purification systems and those that provide services such as home weatherization. Organizations that provide goods and services at the individual level, such as vaccines or school lunches, may find it more appropriate to report against Client Individuals: Total (PI4060) and related submetrics. Because assessing the poverty level of client households is complex, organizations will likely have to use specific assessment tools to accurately report on this metric. See the glossary definition for additional information on commonly used tools to help determine the absolute poverty level of individuals and households. Many organizations may not be able to report on the number of client households using direct data. For example, organizations that sell water purification systems through a series of local network distributors might estimate the number of client households reached based on the number of units sold. Organizations should footnote details on how and why these assumptions were made. This metric is multi-dimensional with regard to the five dimensions of impact. It may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence
Organizations should footnote all assumptions used, including source of data, as well as details on the assessment tools used to identify the poverty level of client households. See usage guidance for further information.
Number of unique very poor households that were clients of the organization during the reporting period.
Client Households: Very Poor
This metric is intended to capture the total population of the area served, whether or not the organization is providing services to all of them. Distinct from Client Individuals: Total (PI4060), this metric counts the total population in an area of coverage. For example, a water utility provider may serve an area with 45 million individuals while actively providing service to 20 million individuals, measured by Client Individuals: Total (PI4060). Population area data may be best sourced from census records or other municipal, regional, or national records. For locations where population varies significantly at different times of the year, organizations should footnote these seasonal shifts. This metric may help describe the WHO dimension of impact, which details which stakeholders the investment or enterprise aims to reach with the outcome. This metric may also help clarify how underserved they were prior to the investment. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. The selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote all assumptions used, including source(s) of data and the boundaries of the service area.
Number of individuals within the organization's service area (municipality, administrative region, or other geographic boundary) as of the end of the reporting period.
Service Area Population
This metric is intended to capture how many self-employed female individuals sold the organization’s products or services during the reporting period, either to other distributors (wholesale) or to ultimate consumers (retail). Distributors counted under this metric need not exclusively sell the organization’s products or services. Direct employees who distribute the organization’s goods or services should be considered employees, not distributors. This metric is multi-dimensional with regard to the five dimensions of impact: it may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of female individuals who served as distributors of the organization’s products/services during the reporting period.
Distributor Individuals: Female
This metric is intended to capture the total units or volume an organization purchased from certified supplier organizations during the reporting period. Certification must come from a third party, be based on transparent standards, and have an assurance process. The process of certification must be carried out by a recognized third-party body, independent from interested parties, which demonstrates that a product or organization complies with the requirements defined by the standards or technical specifications. Examples of such certifications include: UTZ Certified, Fair Trade (WFTO fair trade standard), Common Code for the Coffee Community (C4), Rainforest Alliance agriculture certification, Marine Stewardship Council (MSC), Forest Stewardship Council (FSC). Organizations should footnote relevant details about the certification (such as certification name and certifying body) and can do so by reporting separately on Product/Service Certifications (PD2756). Organizations that purchase different types of products/services should consider reporting separately against each different type of product/service.
This metric is intended to capture the number of unique rural clients who received the organization’s products or services during the reporting period. It is not a measure of foot traffic, nor is it intended to capture the number of consumer transactions. For example, a customer who makes two purchases during a period should be counted only once. Organizations wishing to report on total client transactions should refer to Client Transactions (PI5184). This metric is intended to capture the unique number of specific individuals served. Organizations should not use any household multipliers when reporting against this metric. If organizations consider entire households to be the customer/client, they can report against Client Households: Total (PI7954) and its associated submetrics. Many organizations may not be able to report on the number of clients using direct data. For example, organizations that sell solar lanterns through a series of local network distributors might estimate the number of client individuals reached based on the number of units sold. Organizations should footnote details on how and why these assumptions were made. For healthcare providers, “client individuals” refers to patients. For housing providers, “client individuals” refers to residents or tenants. This metric is multi-dimensional with regard to the five dimensions of impact. It may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Client Individuals: Rural
Units/Volume Purchased from Supplier Organizations: Certified
Number of unique individuals residing in rural areas who were clients of the organization during the reporting period.
Organizations should footnote details on the certification and all other assumptions used, including source of data. See usage guidance for further information.
Organizations should footnote details on the certification and all assumptions used. See usage guidance for further information.
This metric is intended to capture the total units or volume an organization purchased during the reporting period from suppliers who are individuals from groups historically marginalized on the basis of race and/or ethnicity. Organizations that purchase different types of products/services should consider reporting separately against each different type of product/service. Organizations may wish to use this metric in conjunction with Supplier Individuals: Historically Marginalized (PI9261).
Organizations should footnote how they categorize historically marginalized groups and all other assumptions used, including source of data.
Units/volume purchased from individuals belonging to groups historically marginalized on the basis of race and/or ethnicity who sold to the reporting organization during the reporting period.
Units/Volume Purchased from Supplier Individuals: Historically Marginalized
This metric is intended to capture the number of students who live in rural environments and who are enrolled at the school as of the end of the reporting period, including both full- and part-time students. Each discrete student should be counted once, regardless of number of courses taken. These data may be most effectively collected through either school reporting (for private schools) or government reporting (for public schools). This metric is multi-dimensional with regard to the five dimensions of impact. It may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote all assumptions used. Organizations should also break down enrolled students residing in rural areas into full- and part-time.
Number of students residing in rural areas enrolled as of the end of the reporting period, both full- and part-time, with each discrete student counted once regardless of their number of courses.
School Enrollment: Rural
This metric is intended to capture the number of routes served by the organization's transportation services. For example, an airline serving 62 direct flights from city to city would report 62 for this metric. This metric may be most useful for investments in large-scale infrastructure and transportation. This metric is often used by International Finance Institutions (IFIs) as part of infrastructure analysis. This metric may help describe the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. The selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of directly connected port pairs or routes served during the reporting period.
Number of Routes Served
This metric is intended to capture the average speed of vehicles on roads or other routes during the reporting period, which can help organizations understand whether new or improved infrastructure has created efficiencies in transportation. This is a measure of quality of service for clients (passengers). This metric is often used by International Finance Institutions (IFIs) as part of transportation analysis. Organizations choosing to report according to HIPSO (Harmonized Indicators for Private Sector Operations) indicators should disaggregate this measure by urban and non-urban roads.
Average speed of vehicles on roads, waterways, or in flight during the reporting period.
Average Vehicle Speed
This metric is intended to capture the number of voluntary savings accounts managed by the organization as of the end of the reporting period. Organizations reporting this metric may include savings programs with incentives or obligatory savings that clients can opt into (not including guarantees). While this metric measures the value of formal savings (voluntary savings accounts), those interested in measuring financial health may also wish to measure or estimate informal and non-cash savings.
Number of voluntary savings accounts managed by the organization, including demand deposits and time deposits, as of the end of the reporting period.
Number of Voluntary Savings Accounts
This metric is intended to capture the number of new businesses created in low-income areas as a result of investment, a proxy of economic activity. See the glossary definition for additional information on commonly used tools to help identify low-income areas.
Organizations should footnote all assumptions used, including how they identify low-income areas. See usage guidance for further information.
Number of new businesses created in low-income areas as a result of investments made by the organization during the reporting period.
New Businesses Created: Low Income Areas
This metric is intended to capture information about the local enterprises that supply goods or services to the reporting organization. Organizations can themselves determine the precise threshold at which they report suppliers. In most cases, organizations should include only those enterprises supplying goods and services that are fundamental to the operations of the reporting organization. Individual organizations’ definitions of local will depend on their business models and impact objectives. For example, if their purpose is economic development, they may define “local” within geo-political boundaries. If they focus on reducing emissions, they may define “local” by specific distance. Organizations should not include subcontractors as part of this metric; subcontractors can be reported under Temporary Employees (OI9028) and its related submetrics. This metric is multi-dimensional with regard to the five dimensions of impact: it may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote their definition of “local”. See usage guidance for further information.
Number of local enterprises that sold goods or services to the organization during the reporting period.
Supplier Organizations: Local
This metric is intended to capture the number of unique smallholder farmer clients who received the organization's products or services during the reporting period. It is not a measure of foot traffic, nor is it intended to capture the number of client transactions. For example, a smallholder farmer customer who makes two purchases during a period should only be counted once. Organizations wishing to report on client purchases should refer to Client Transactions (PI5184). Since this metric is intended to capture the unique number of specific individuals serviced, organizations should not apply any household multipliers to their reports against this metric. If organizations consider entire households to be the customer/client, they can report against Client Households: Total (PI7954) and its associated submetrics. Organizations that rely on assumptions to report against this metric, including in the process for determining the number of client individuals, should footnote all assumptions used in their calculation process. For healthcare providers, “client individuals” refers to patients. For housing providers, “client individuals” refers to residents or tenants. This metric is multi-dimensional with regard to the five dimensions of impact. It may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of unique smallholder farmer individuals who were clients during the reporting period.
Client Individuals: Smallholder
This metric is intended to capture the rate at which individuals are involuntarily removed from housing units. Organizations should footnote the reasons for their removal. Organizations should calculate the number of tenants involuntarily removed from housing (‘evicted’) during the reporting period on the same basis as the total number of tenants reported under Client Individuals: Total (PI4060). If, for instance, the reporting organization manages housing units, the organization should calculate the number of tenants (and the number of evicted tenants) in housing units managed by the organization. If the reporting organization finances housing units, the organization should report the number of tenants (and evicted tenants) in housing units financed by the organization. In specific contexts, and based on evidence, this metric may serve as a proxy indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote the reasons for each eviction and where individuals transitioned (e.g., shelters, other supportive housing structures, other, or unknown). Organizations should also footnote any assumptions used.
Percentage of permanent tenants involuntarily removed from housing units during the reporting period.
Eviction Rate
This metric is intended to capture the number of unique clients with disabilities who received the organization’s products or services during the reporting period. It is not a measure of foot traffic, nor is it intended to capture the number of consumer transactions. For example, a customer who makes two purchases during a period should be counted only once. Organizations wishing to report on total client transactions should refer to Client Transactions (PI5184). This metric is intended to capture the unique number of specific individuals served. Organizations should not use any household multipliers when reporting against this metric. If organizations consider entire households to be the customer/client, they can report against Client Households: Total (PI7954) and its associated submetrics. Many organizations may not be able to report on the number of clients using direct data. For example, organizations that sell solar lanterns through a series of local network distributors might estimate the number of client individuals reached based on the number of units sold. Organizations should footnote details on how and why these assumptions were made. For healthcare providers, “client individuals” refers to patients. For housing providers, “client individuals” refers to residents or tenants. This metric is multi-dimensional with regard to the five dimensions of impact. It may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of unique individuals with disabilities who were clients of the organization during the reporting period.
Client Individuals: People with Disabilities
This metric is intended to capture the earnings, during the reporting period, of all distributors that sell the organization’s products or services either to other distributors (wholesale) or to end clients (retail). Distributors counted under this metric need not exclusively sell the organization’s products or services. Direct employees who distribute the organization’s goods or services should be considered employees, not distributors.
Earnings of distributor enterprises as a result of selling the organization’s products/services during the reporting period.
Earnings of Distributor Organizations: Total
This metric is intended to capture how organizations support the livelihoods of individuals with disabilities through their supply chains. This metric is multi-dimensional with regard to the five dimensions of impact: it may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of individuals with disabilities who sold goods or services to the organization during the reporting period.
Supplier Individuals: People with Disabilities
This metric is intended to capture how organizations support the livelihoods of individuals residing in urban areas through their supply chains. This metric is multi-dimensional with regard to the five dimensions of impact: it may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of individuals residing in urban areas who sold goods or services to the organization during the reporting period.
Supplier Individuals: Urban
This metric is intended to capture how organizations support the livelihoods of individuals residing in peri-urban areas through their supply chains. This metric is multi-dimensional with regard to the five dimensions of impact: it may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of individuals residing in peri-urban areas who sold goods or services to the organization during the reporting period.
Supplier Individuals: Peri-urban
This metric is intended to capture the number of organizations that received training services (of any type) from the organization during the reporting period. Examples include sessions on enterprise or business development, women’s empowerment, or diversity and inclusion, among other learning topics. Organizations should footnote details on the provided trainings. Training may or may not be restricted to clients of the organization and may be either fee-based or provided for free. Organizations should not include training of an organization’s own employees under this metric, which should instead be captured by Employees Trained (OI4229). This metric may apply to organizations operating in microfinance or agriculture, as well as other sectors in which organizations often provide training to clients and other community members. Organizations are encouraged to use Individuals Trained: Total (PI2998) to report the number of individuals trained. This metric may help describe the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote the type and extent of the training provided, as well as noting which organizations received the training. See usage guidance for further information.
Number of organizations that received training from the organization during the reporting period.
Organizations Trained
This metric is intended to capture the number of improved housing units completed by the organization during the reporting period, not those financed and still under construction. Organizations should include improved housing units in both single- and multi-family buildings.
Number of housing units improved or refurbished by the organization during the reporting period.
Number of Housing Units Improved
This metric is intended to capture the number of unique client organizations that received products or services provided during the reporting period by the organization for which it did not request payment and for which it does not expect reimbursement. Organizations should include the unique number of client organizations that received free products or services, regardless of whether or not they also paid the organization for certain other products or services during the reporting period.
Number of enterprise clients that received free products/services from the organization during the reporting period.
Client Organizations: Receiving Free Services
This metric is intended to capture the value of real estate projected to be built or renovated for commercial or retail use as a result of investments made by the organization during the reporting period. Commercial real estate includes offices, industrial use, and retail, but not property used as living space (that is, residential real estate).
Value of commercial or retail infrastructure projected to be built or renovated as a result of investments made by the organization during the reporting period.
Value of Commercial or Retail Infrastructure Financed
This metric is intended to capture the number of housing units constructed or preserved in both single- and multi-family buildings.
Number of housing units projected to be constructed or preserved as a result of investments made by the organization during the reporting period.
Number of Housing Units Financed
This metric is intended to capture the number of students with disabilities enrolled at the school as of the end of the reporting period, including both full- and part-time students. Each discrete student should be counted once, regardless of number of courses taken. These data may be most effectively collected through either school reporting (for private schools) or government reporting (for public schools). This metric is multi-dimensional with regard to the five dimensions of impact. It may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote all assumptions used, as well as any specific focus on stakeholders with particular disabilities. Organizations should also break down enrolled students with disabilities into full- and part-time.
Number of students with disabilities enrolled as of the end of the reporting period, both full- and part-time, with each discrete student counted once regardless of their number of courses.
School Enrollment: People with Disabilities
This metric, applied to another metric, is intended to evaluate the average agricultural yield of the set implied by the other metric. Organizations can average actual yield data or survey a representative sample. For example, if evaluating average agricultural yield of client farmers using Client Individuals (PI4060), organizations could average actual yield data per farmer or survey representative individual farmers. Organizations should report yield separately for each agricultural product, reporting the relevant product with Crop Type (PD1620) or Livestock/Fish Type (PD4686), as appropriate. Organizations should also report yield from the most recent harvest and footnote details on the unit of measure per hectare (such as kilograms or bushels) using Unit of Measure (PD1602). This metric could be valuable for organizations that sell inputs (such as fertilizer or irrigation equipment) to farmers that help improve yields. In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote all assumptions used, including method for gathering yield data ((e.g., survey to a sample set of clients, survey to all clients).
Evaluates average agricultural yield per hectare of the set implied by another metric. For example, this metric applied to Client Individuals (PI4060) would yield the average agricultural yield of the organization's (farmer) clients. Organizations should calculate this metric for each individual agricultural product. See usage guidance for further information.
Average Agricultural Yield
This metric is intended to capture waste reductions that result from products the organization produces and sells. For example, an organization that develops, manufactures, and markets machines used to recycle beverage containers (i.e., reverse vending machines) may report the amount of consumers' waste reduced by recycling containers over the lifetime of the machines sold. Organizations should report the lifetime waste reductions of those products sold during the reporting period; much of the waste reduction may actually occur after the reporting period, throughout the remainder of the products' lifetime. Such waste reduction might include efforts to reduce (i.e., using fewer inputs), reuse (e.g., repurposing rather than disposing or recycling excess inputs or unwanted outputs), or recycle (e.g., through established systems or through on-site processing) materials or energy through the products sold by the organization. Organizations wishing to report waste reductions achieved through their operations should report Waste Reduced (OI7920). Organizations wishing to report on waste reductions achieved through the provision of services should report Waste Reductions from Services Sold (PI5678). In some contexts, this metric may help measure the HOW MUCH Depth dimension of impact, which helps estimate the degree of change in outcome that the stakeholders experienced. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Amount of waste reduced over the lifetime of products sold by the organization during the reporting period.
Waste Reductions from Products Sold
This metric is intended to capture the organization’s sales revenue from products and services exported out of the country of operations.
Value of the revenue from sales of exports of the product/service during the reporting period.
Sales Revenue: Exports
NOTE: This metric will be deprecated in a forthcoming update to the IRIS Catalog of Metrics. Users are advised to instead report Energy Generated for Sale: Total (PI8706), disaggregated by Primary Energy Source (OI3781), all options under Renewable. This metric is intended to capture renewable energy generated for commercial sale by the organization. Bulk energy is usually sold under a power purchase agreement with an electricity utility. The buyer or purchaser of this energy is termed the offtaker. Renewable energy sources include solar, wind, geothermal, hydro energy, and biomass, among other forms. Organizations can refer to the glossary for additional information. Large-scale hydropower is often excluded from the definition of renewable energy. Although water itself is a renewable resource, the natural ecology of rivers is not, and hydroelectric dams can adversely affect aquatic ecosystems. Organizations can refer to the Low Impact Hydropower Institute (http://lowimpacthydro.org) for further guidance on creating low-impact hydropower operations. Organizations wishing to report on the amount of renewable energy generated for the organization's own use should instead report Energy Generated for Use: Renewable (OI2496). In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote the renewable energy type(s) and all assumptions used.
Amount of renewable energy generated and sold to offtaker(s) during the reporting period.
Energy Generated for Sale: Renewable
This metric is intended to capture the length of coastline the organization is working to protect. Organizations are encouraged to report this metric in conjunction with Land Directly Controlled: Sustainably Managed (OI6912), Land Indirectly Controlled: Sustainably Managed (PI6796), and Protected Land Area (PI4716).
Length of marine or freshwater coastline present during the reporting period on protected land, land under sustainable stewardship, or land under sustainable cultivation.
Length of Coastline Present
This metric is intended to capture the percentage of client luggage handled by the organization during the reporting period that was damaged, delayed, or lost while out of the client’s (passenger's) care. Baggage damaged and lost is an indicator of quality of service provided. This metric is often used by International Finance Institutions (IFIs) as part of transportation analysis.
Percentage of baggage handled by the organization that is damaged, or that has contents damaged or lost, during the reporting period.
Percent Baggage Damaged or Lost
This metric is intended to capture protected land assemblage, the area of protected land not controlled by the organization but adjacent to land controlled by the reporting organization. Organizations should report all land area controlled by other entities that forms a contiguous assemblage with protected land area directly or indirectly controlled by the reporting organization. For many conservation objectives, large, connected areas of conserved land are more valuable than small, disconnected pieces of conserved land. This metric helps capture holistically how a specific project complements previous conservation work. Adjacent land that is also subject to conservation measures maximizes the impact of conservation measures in newly protected areas. Potential adverse effects of adjacent land use, which organizations can footnote, may extend into the protected area. On the other hand, the transition area (ecotone) between the protected area and adjacent land can provide edge habitats that support rich biodiversity. Remote sensing data or field visits can capture the area and land use of adjacent parcels, including details on their extent, vegetation, species, and relief, which can help optimize management in controlled area. Organizations may footnote whether neighboring land is under deliberate management, has future plans for conversation or use, or has owner(s) with potential interest in cooperating on conservation management.
Area of protected land that shares a boundary with the organization's protected land as of the end of the reporting period.
Area of Adjacent Protected Land
This metric is intended to capture the ratio of time when the machine or facility was actually available compared to the expected availability during the reporting period. Expected availability should not be reduced for times during which the equipment or facility was broken or not in use due to electricity shortages, for instance. Organizations should report this metric separately for each equipment and facility. Patient bed occupancy rate is a common usage example for organizations operating in health care.
Organizations should footnote the specific critical equipment or facility, as well as all assumptions used. See usage guidance for further information.
Utilization rate of an identified critical piece of equipment or facility during the reporting period.
Critical Equipment/Facility Utilization Rate
This metric is intended to capture the value of instructional materials provided by the organization during the reporting period. Examples of educational instructional materials, to footnote, include textbooks, notebooks, and writing implements.
Organizations should footnote all assumptions used, as well as details on the type of education instruction materials provided.
Value of new educational instructional materials provided to students by the organization during the reporting period.
Value of New Education Instructional Materials
This metric is intended to capture jobs maintained during the reporting period at directly supported or financed enterprises. Organizations should measure the number of maintained full-time equivalent positions at the organization, regardless of the number of unique individuals employed or the positions they held. For example, if a full-time equivalent employee resigns and the position is filled, this position should count as just one full-time equivalent job maintained, and none created. Organizations are encouraged to use this metric with Jobs Type (OD0660) to enable disaggregation of these data by key aspects. Organizations may choose to disclose employment by function (for example, operations and maintenance, construction, or land conservation). The three metrics for jobs at supported/financed enterprises relate to one another, as follows. Jobs Maintained at Directly Supported/Financed Enterprises: Total (PI5691) and Jobs Created at Directly Supported/Financed Enterprises: Total (PI3687) sum to Jobs in Directly Supported/Financed Enterprises (PI4874). For example, if an investor provided a loan to a small business that had 10 employees at the time the loan was provided and 15 employees as of the end of the reporting period, Jobs Created at Directly Supported/Financed Enterprises: Total (PI3687) would be 5; Jobs in Directly Supported/Financed Enterprises (PI4874) would be 15; and Jobs Maintained at Directly Supported/Financed Enterprises: Total (PI5691) would be 10. Direct jobs in the context of this metric are defined according to the scope of the project (for instance, jobs created at a company that receives investment), following project logic and objectives. For some types of financial intermediaries, organizations should footnote a clear definition of direct jobs. For instance, if measured using a capacity-building approach, direct jobs supported are identified at the direct, operational level. If defined using an economic impact approach, direct jobs supported are identified at the level of the final beneficiary (e.g., SMEs or investees). While this metric requests data on full-time equivalents (FTE), organizations are encouraged to break down these data for full- and part-time positions supported/financed. Most companies break down their headcount into full- and part-time positions, which investors often translate into FTE. For translation from headcount to FTE, organizations should refer to the following guidance, as well as the IRIS glossary term on full-time equivalent. In brief, in calculating the number of full-time equivalent jobs, part-time jobs should be converted to full-time equivalent jobs on a pro rata basis, following local definitions (for example, if the standard working week equals 40 hours, a 20-hour-per-week job would be 0.5 FTE). Both full- and part-time jobs should be calculated based on the number employed as of the end of the reporting period. Seasonal or short-term jobs should be prorated based on the time worked during the reporting period. (For example, a full-time position for three months at any point during the reporting period would be 0.25 FTE.) If information about hours is not available, organizations may equate two part-time jobs to one full-time job for this calculation. Note that, in the United States, the U.S. Treasury Department defines a working week as 35 hours. If there is significant seasonal variation in the number of workers, organizations are encouraged to average the number of FTEs over the reporting period for temporary workers, using the FTE calculation above. Where companies employ piece-rate workers, consider the headcount of the number of workers paid piece-rate and estimate the proportion of FTE represented by that category of workers (e.g., if there are 200 piece-rate workers on site each day for 6 months of the year, then FTE = 200 x 6/12 = 100). Similarly, if an organization has many workers on variable hours or contracts, including day laborers, organizations are encouraged to include the average number of workers on a typical day (total over 24 hours, if shift work), as well as the proportion of the year those employees are working. This metric may help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote all assumptions used. Organizations that report data for more than one reporting period should be careful to very clearly footnote which they are using for this metric. See usage guidance for further information.
Number of full-time equivalent employees working for enterprises financed or supported by the organization as of the end of the reporting period.
Jobs Maintained at Directly Supported/Financed Enterprises: Total
This metric is intended to capture the amount of time a service—for example, hours of electricity, running water, or internet service—is provided to clients during the reporting period. Organizations may use Product/Service Detailed Type (PD1516) to describe or disaggregate this metric by services provided. By comparing this metric to the total duration of the reporting period, organizations can estimate the quality of services provided. Organizations are encouraged to use this metric in combination with Service Hours Interrupted (PI2230) to capture service outage rates. For water, sanitation, and hygiene (WASH investments), this metric is intended to capture how many hours of water are available as a result of the products or services provided by the organization. This metric is not designed to cover water provided over the lifetime of a product or service but rather only includes those hours of water made available during the reporting period. This metric is aligned to the IBNET indicator 15.1, “Continuity of Service." The IBNET reporting format is average hours / day. These are administrative data and should come from the service provider. This metric may help describe the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. The selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of hours of service provided during the reporting period.
Service Hours Provided
This metric is intended to capture waste reductions that result from services the organization delivers. For example, an auto parts aftermarket recycler might report waste avoided as a result of recycling used auto parts. Such waste reduction might include efforts to reduce (i.e., using fewer inputs), reuse (e.g., repurposing rather than disposing or recycling excess inputs or unwanted outputs), or recycle (e.g., through established systems or through on-site processing) materials or energy through the services provided by the organization. Organizations wishing to report waste reductions achieved through their operations should report Waste Reduced (OI7920). Organizations wishing to report on waste reductions achieved through the production and sale of products should report Waste Reductions from Products Sold (PI5926). In some contexts, this metric may help measure the HOW MUCH Depth dimension of impact, which helps estimate the degree of change in outcome that the stakeholders experienced. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Amount of waste reduced during the reporting period as a result of the organization's services.
Waste Reductions from Services Sold
This metric is intended to capture the length of road (urban or non-urban) that was newly built or improved during the reporting period. Improvements to roads can include repaving, adding lanes for cars, or adding access for bikes and other non-motorized transport, among other improvements. This metric is often used by International Finance Institutions (IFIs) as part of transportation analysis. HIPSO (Harmonized Indicators for Private Sector Operations) users should disaggregate from this metric the length of road that increases access to the network for non-motorized forms of transport. Organizations should only report the length of road for which construction has already been completed, not that financed and still under construction.
Length of road built or improved by the organization during the reporting period.
Length of Road Built or Improved
This metric is intended to capture the number of students from very poor backgrounds who are enrolled at the school as of the end of the reporting period, including both full- and part-time students. Each discrete student should be counted once, regardless of number of courses taken. These data may be most effectively collected through either school reporting (for private schools) or government reporting (for public schools). Because assessing the poverty level of stakeholders is complex, organizations will likely have to use specific assessment tools to accurately report on this metric. See the glossary definition for additional information on commonly used tools to help determine the absolute poverty level of individuals and households. This metric is multi-dimensional with regard to the five dimensions of impact. It may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote all assumptions used, including details on the assessment tools used to identify the poverty level of students. Organizations should also breakdown enrolled students into full- and part-time. See usage guidance for further information.
Number of very poor students enrolled as of the end of the reporting period, both full- and part-time, with each discrete student counted once regardless of their number of courses.
School Enrollment: Very Poor
This metric, used in combination with Target Stakeholder Demographic (PD5752), is intended to capture the number of client organizations that are led by persons of specific groups. For example, this metric can support calculations of the percentage of a portfolio invested in companies led by women or by individuals from groups historically marginalized due to race and/or ethnicity. Leader(s) counted must retain an active role in the organization as of the end of the reporting period. An active role may include acting in an advisory capacity for key decisions and does not necessarily require a full-time role at the organization. Typically, this metric refers to the CEO of the company. If the company is led by multiple people, at least 51% of the leaders must be from the specified group in order to be considered "led" by that group. Organizations focusing this metric on groups historically marginalized due to race and/or ethnicity must define that group according to context. For example, in the United States, organizations might focus on Black, Indigenous, and People of Color (BIPOC). In South Africa, organizations might focus on Black African, Coloured, and Indian or Asian Individuals. In all contexts, when defining these groups, organizations must consider local history and context. These data can often be collected from the human resources department, though for accuracy organizations should ensure that data on racial and ethnic background are self-reported. Used along with Target Stakeholder Demographic (PD5752) to specify historically marginalized groups due to race and/or ethnicity, this metric aligns with the Corporate Racial Equity Alliance’s (https://corporateracialequityalliance.org/) Investor Blueprint for Racial Equity and its corporate-focused CEO Blueprint for Racial Equity (https://corporateracialequityalliance.org/2021-blueprint).
Number of client organizations as of the end of the reporting period in which the leader (or half or more of the leaders, if there are multiple) represents a specific group (for example, women or historically marginalized groups).
Client Organizations Led: Total
This metric is intended to capture the number of students per physical classroom at the organization during the reporting period. This metric is multi-dimensional with regard to the five dimensions of impact. It may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of students per classroom during the reporting period.
Student to Classroom Ratio
This metric is intended to capture target stakeholder spending on energy, including fuels, charging stations, and product payments, among other costs. These data can be collected directly from target stakeholders through a survey. Organizations should footnote details on the sample size and survey instrument used, as well as details on who administered the survey and who aggregated the resulting data. In specific contexts, and based on evidence, this metric may serve as a proxy indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote the type of expenditures made, as well as details of energy sources used. Organizations should also footnote all other assumptions used, including source of data.
Amount of money spent by the average target stakeholder on sources of energy during the reporting period.
Target Stakeholder Spending: Energy
This metric is intended to capture information about the enterprises that supply goods or services to the reporting organization. Organizations can themselves determine the precise threshold at which they report suppliers. In most cases, organizations should include only those enterprises supplying goods and services that are fundamental to the operations of the reporting organization. Organizations should not include subcontractors as part of this metric; subcontractors can be reported under Temporary Employees (OI9028) and its related submetrics.
Value of payments made to enterprises that sold goods or services to the organization during the reporting period.
Payments to Supplier Organizations: Total
This metric is intended to capture the total value disbursed as loans by the organization during the reporting period.
Value of loans disbursed by the organization during the reporting period.
Value of Loans Disbursed
This metric is intended to capture the total units or volume an organization purchased during the reporting period from suppliers that are small- to medium-sized enterprises (SMEs). Organizations that purchase different types of products/services should consider reporting separately against each different type of product/service. Organizations may wish to use this metric in conjunction with Supplier Organizations: SME (PI9495). For a definition of SMEs, see the IRIS+ Glossary.
Units/volume from small- to medium-sized enterprises (SMEs) that sold to the reporting organization during the reporting period.
Units/Volume Purchased from Supplier Organizations: SME
This metric is intended to capture the total gross margin earned by, or commission paid to, individual very poor distributors, a measure of how organizations support the livelihoods of individuals living in poverty through their distribution chains. Because assessing the poverty level of stakeholders is complex, organizations will likely have to use specific assessment tools to accurately report on this metric. See the glossary definition for additional information on commonly used tools to help determine the absolute poverty level of individuals and households.
Earnings of very poor individual distributors as a result of selling the organization’s products/services during the reporting period.
Earnings of Distributor Individuals: Very Poor
This metric is intended to capture the amount of classroom space the organization provides each student. Organizations are encouraged to align with state and international standards. For example, the New York State Department of Health Bureau of Emergency Medical Services published “Classroom Design Standards” that detail the required floor area per student, categorized by the classroom setup style.
Area of classroom space per student during the reporting period.
Classroom Area per Student
This metric is intended to capture the GHG emissions reduced or mitigated as a result of products the organization sold during the reporting period. The product-lifetime reduction in GHG emissions is calculated by subtracting Greenhouse Gas Emissions of Product (PD9427) from Greenhouse Gas Emissions of Product Replaced (PD2243). This is then multiplied by the units/volume sold per product to get the total GHG reductions over the lifetime of the product(s). These GHG reductions are then summed across all products sold during the reporting period. When multiplying GHG reductions from each product sold by Units/Volume Sold: Total (PI1263), organizations should, under Units/Volume Sold: Total (PI1263), use the absolute number of product units sold rather than the volume of GHG reductions delivered by the product. The Greenhouse Gas Protocol (GHG Protocol) is the most widely used international accounting tool to understand, quantify, and manage greenhouse gas emissions. For more information on the GHG Protocol, organizations should refer to the following: - Greenhouse Gas Protocol Standards (http://www.ghgprotocol.org/standards) - Greenhouse Gas Protocol Calculators (https://ghgprotocol.org/calculation-tools) This metric is multi-dimensional with regard to the five dimensions of impact. In specific contexts, and based on evidence, this metric may serve as a proxy indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). It may also help measure the HOW MUCH Depth dimension of impact, which helps estimate the degree of change in outcome that the stakeholders experienced. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Amount of reductions in greenhouse gas (GHG) emissions over the lifetimes of products sold during the reporting period.
Greenhouse Gas Reductions due to Products Sold
This metric is intended to capture the number of individuals who received one-on-one advisory services or technical assistance provided by the organization. Advisory services may or may not be restricted to clients of the organization. This metric may apply to organizations operating in microfinance or agriculture, among other sectors, that provide advisory services to clients and other community members. Examples of advisory services to footnote could include skills training, consulting services (such as process implementation), and staffing. Advisory services may be fee-based or provided for free. This metric may help describe the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote the type and extent of the provided services, as well as who received the training. See usage guidance for further information.
Number of individuals who received one-on-one advisory services (sometimes called technical assistance) from the organization during the reporting period.
Individuals Trained: Advisory Services
This metric is intended to capture how organizations support livelihoods through their supply chains. Organizations wishing to report on supplier organizations should instead use Supplier Organizations: Total (PI9566) and its associated submetrics. This metric may help describe the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of individuals who sold goods or services to the organization during the reporting period.
Supplier Individuals: Total
This metric is intended to capture the number of individuals served by the organization who have been forcibly displaced, including refugees, asylum seekers, internally displaced persons, stateless persons, and returnees. For more information on forcible displacement, see the United Nations’ World Refugee Day website (https://www.un.org/en/events/refugeeday/background.shtml) and the World Health Organization’s displaced people summary (https://www.who.int/environmental_health_emergencies/displaced_people/en/). This metric may help describe the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote all assumptions used, including their categorization of forcibly displaced individuals served. See usage guidance for further information.
Number of unique individuals who were forcibly displaced and were clients of the organization during the reporting period.
Client Individuals: Forcibly Displaced
This metric is intended to capture the number of complaints per client of the organization during the reporting period. Organizations reporting this metric should have a complaint tracking system in place. While there are different modes for processing complaints, this metric should capture all modes of client recourse. Organizations are encouraged to report this metric in conjunction with Client Complaint Tracking System (PI9435). For more detail on the ratio and for guidance on its interpretation for organizations providing microinsurance, see the Microinsurance Network's Social Performance Indicators for Microinsurance, p. 27 (https://www.social-protection.org/gimi/ShowRessource.action?id=5270/).
Number of complaints registered per client of the reporting organization during the reporting period.
Complaints Ratio
This metric is intended to capture the total amount of energy transmitted (including from renewable and non-renewable sources) by the organization during the reporting period. To disaggregate this metric by energy type—such as renewable vs. non-renewable—report this metric disaggregated by the relevant options in Primary Energy Source (OI3781).
Amount of energy transmitted by the organization during the reporting period (in MWh).
Energy Transmitted: Total
This metric is intended to capture the number of total transactions with clients during the reporting period, which can include repeat sales per unique client. A client transaction represents an exchange between a client and the organization that results in the purchase or acquisition of the organization's product(s)/service(s). One transaction can include the purchase of multiple units. This metric is different from Client Individuals: Total (PI4060) and related submetrics, which are intended to capture the number of unique individuals who are clients of the organization during the reporting period. In specific contexts, and based on evidence, this metric may serve as a proxy indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of sales or client transactions during the reporting period.
Client Transactions
This metric is intended to capture the average loan size disbursed by the organization during the reporting period and may be calculated from aggregate data: Value of Loans Disbursed (PI5476) and Number of Loans Disbursed (PI8381).
Average loan size disbursed by the organization during the reporting period.
Average Loan Size Disbursed
This metric is intended to capture the ratio of students to teachers during the reporting period, often used as a proxy of teacher workload, educational investment, or instructional efficiency. In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of students per teacher during the reporting period.
Student to Teacher Ratio
This metric is intended to capture the number of equity investments completed during the reporting period and not the number of investments exited. In an equity investment, in exchange for investment funds, the organization receives an ownership interest in the equity (stock) of the enterprise, either common or preferred stock. Organizations are encouraged to footnote whether their equity is held directly in enterprises or through funds.
Number of equity investments closed by the organization during the reporting period.
Number of Equity Investments Closed
This metric is intended to capture the number of patients who successfully completed treatment during the reporting period. Successful completion means that all required steps were completed and taken in the appropriate time frame and that the treatment adhered to local protocols. Examples of interventions in which this metric might apply include: - Number of pregnant patients who attended all required antenatal care visits during the reporting period. - Number of patients who completed all required counseling visits during the reporting period.
Number of patients who successfully completed the clinically recommended course of a health intervention during the reporting period.
Patients Completing Treatment
This metric is intended to capture the total units or volume an organization purchased during the reporting period from individual smallholders. Organizations that purchase different types of products/services should consider reporting separately against each different type of product/service. Organizations may wish to use this metric in conjunction with Supplier Individuals: Smallholder (PI9991).
Units/volume purchased from smallholder farmers who sold to the reporting organization during the reporting period.
Units/Volume Purchased from Supplier Individuals: Smallholder
This metric is intended to capture the number of unique client small- and medium-sized enterprises (SMEs) of the reporting organization during the reporting period. The IFC defines an SME as one that meets two of the following three criteria: 300 employees or fewer, USD 15 million in assets or less, or annual sales of USD 15 million or less. See “IFC Definition of Targeted Sectors” (https://www.ifc.org/wps/wcm/connect/industry_ext_content/ifc_external_corporate_site/financial+institutions/priorities/ifcs+definitions+of+targeted+sectors). Organizations should reference the definition of Small and Medium Enterprises (SMEs) for further detail. This metric is multi-dimensional with regard to the five dimensions of impact. It may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of small to medium-sized enterprises (SMEs) that were clients of the organization during the reporting period.
Client Organizations: SME
This metric is intended to capture the percentage of students that have continued from one grade to the next—for example, from the third to the fourth year of secondary school. For instance, if 100 students had completed their third year of secondary school as of the end of the previous reporting period and 95 have continued to the fourth year of secondary school as of the beginning of the reporting period, the student promotion rate is 95%, calculated as 95/100 × 100. This metric differs from Student Dropout Rate (PI9910), which captures the rate at which students drop out during the reporting period. This metric aligns with the UNESCO Institute for Statistics Indicator “Promotion Rate by Grade (PR)” (http://uis.unesco.org/sites/default/files/documents/education-indicators-technical-guidelines-en_0.pdf). This metric can be used as an input to calculate “Transition Rate” between schooling levels (for example, from primary to secondary school) This metric is multi-dimensional with regard to the five dimensions of impact. In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote all assumptions used, as well as any relevant details regarding the promotion rate.
Percentage of students advancing from one grade of schooling to the next during the reporting period.
Student Promotion Rate
This metric is intended to capture the area of land reforested, a proxy for the efficiency of management measures, natural regeneration, and the magnitude of effects of the reforested area on surrounding areas. Analysis of area reforested often suggests needed management adjustments as a result of biotic and abiotic factors such as diseases and droughts. Organizations are encouraged to closely monitor deforestation and its causes through remote sensing data, tracking the evolution and speed of reforestation over time.
Area of land that the organization reforested during the reporting period.
Area of Land Reforested
This metric is intended to capture the total gross margin earned by, or commission paid to, individual distributors, a measure of how organizations support the livelihoods of individuals through their distribution chains. Organizations wishing to report on earnings paid to distributor organizations should instead use Earnings of Distributor Organizations: Total (PI6218) and its associated submetrics.
Earnings of individual distributors as a result of selling the organization’s products/services during the reporting period.
Earnings of Distributor Individuals: Total
This metric is intended to capture jobs at all financed or directly supported enterprises as of the end of the reporting period. Organizations are encouraged to use this metric with Jobs Type (OD0660) to enable disaggregation of these data by key aspects. Organizations may choose to disclose employment by function (for example, operations and maintenance, construction, or land conservation). To align to the HIPSO (Harmonized Indicators for Private Sector Operations) indicator Direct Jobs Supported (Operations and Maintenance), organizations should include under Jobs Type (OD0660) only the options “Hiring: Jobs hired through organization itself” and “Hiring: Jobs hired/supported through third-party and directly related to operations and maintenance of company.” To align to the HIPSO indicator Construction Jobs (Temporary Construction), organizations should include only the data for Jobs Type (OD0660) options “Permanence: Temporary (One-Time)” and “Hiring: Jobs hired/supported through third-party, but not directly related to operations and maintenance of company.” The three metrics for jobs at supported/financed enterprises relate to one another, as follows. Jobs Maintained at Directly Supported/Financed Enterprises: Total (PI5691) and Jobs Created at Directly Supported/Financed Enterprises: Total (PI3687) sum to Jobs in Directly Supported/Financed Enterprises (PI4874). For example, if an investor provided a loan to a small business that had 10 employees at the time the loan was provided and 15 employees as of the end of the reporting period, Jobs Created at Directly Supported/Financed Enterprises: Total (PI3687) would be 5; Jobs in Directly Supported/Financed Enterprises (PI4874) would be 15; and Jobs Maintained at Directly Supported/Financed Enterprises: Total (PI5691) would be 10. Direct jobs in the context of this metric are defined according to the scope of the project (for instance, jobs created at a company that receives investment), following project logic and objectives. For some types of financial intermediaries, organizations should footnote a clear definition of direct jobs. For instance, if measured using a capacity-building approach, direct jobs supported are identified at the direct, operational level. If defined using an economic impact approach, direct jobs supported are identified at the level of the final beneficiary (e.g., SMEs or investees). While this metric requests data on full-time equivalents (FTE), organizations are encouraged to break down these data for full- and part-time positions supported/financed. Most companies break down their headcount into full- and part-time positions, which investors often translate into FTE. For translation from headcount to FTE, organizations should refer to the following guidance, as well as the IRIS glossary term on full-time equivalent. In brief, in calculating the number of full-time equivalent jobs, part-time jobs should be converted to full-time equivalent jobs on a pro rata basis, following local definitions (for example, if the standard working week equals 40 hours, a 20-hour-per-week job would be 0.5 FTE). Both full- and part-time jobs should be calculated based on the number employed as of the end of the reporting period. Seasonal or short-term jobs should be prorated based on the time worked during the reporting period. (For example, a full-time position for three months at any point during the reporting period would be 0.25 FTE.) If information about hours is not available, organizations may equate two part-time jobs to one full-time job for this calculation. Note that, in the United States, the U.S. Treasury Department defines a working week as 35 hours. If there is significant seasonal variation in the number of workers, organizations are encouraged to average the number of FTEs over the reporting period for temporary workers, using the FTE calculation above. Where companies employ piece-rate workers, consider the headcount of the number of workers paid piece-rate and estimate the proportion of FTE represented by that category of workers (e.g., if there are 200 piece-rate workers on site each day for 6 months of the year, then FTE = 200 x 6/12 = 100). Similarly, if an organization has many workers on variable hours or contracts, including day laborers, organizations are encouraged to include the average number of workers on a typical day (total over 24 hours, if shift work), as well as the proportion of the year those employees are working. This metric may help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Jobs in Directly Supported/Financed Enterprises
This metric is intended to capture the area within community facilities that is usable for the intended activities of that facility. For example, if a hospital does not rely on its parking lot to administer its medical services, the parking lot area would be excluded from this metric. Organizations should footnote how they calculate usable area. A community facility provides services to the local community. Examples include health and medical clinics, health-treatment facilities, schools, arts and other cultural facilities, daycare facilities (adult and youth), and community sports facilities.
Organizations should footnote all assumptions used, including what spaces they include in their calculations of area. See usage guidance for further information.
Area of community facilities projected to be constructed or preserved as a result of investments made by the organization during the reporting period.
Area of Community Facilities Financed
This metric is intended to capture whether the organization analyzes clients’ repayment capacity. Lenders conduct repayment capacity analyses to compare a borrower's cash or income sources to a borrower's uses of credit, thereby ensuring that the borrower has sufficient sources to repay their debt. Repayment capacity analyses should be systematic and complete to ensure that lending decisions are based on an appropriate debt-to-income ratio. Organizations should disclose the financial costs to borrowers for the most representative loan product, which closely tracks the cost clients carry. They should compare these costs with those of similar products offered to similar populations by other organizations in the same country or region. Examples of practices for repayment capacity analyses, to footnote, include, among others, relying on more information than just guarantees (whether peer guarantees, co-signature, or collateral), such as household surplus; taking into consideration the possibility of additional, undisclosed debt; disseminating the organization's repayment capacity policy among employees; uniformly applying the repayment capacity policy in practice; performing analyses at each loan cycle; and visiting clients to verify information. Organizations should also note whether they restructure products/services in cases where repayment is an issue. Organizations can refer to the Smart Campaign (http://www.smartcampaign.org/storage/documents/avoidance.pdf) for further guidance on conducting repayment capacity analyses.
Organizations should footnote details on the analyses conducted. See usage guidance for further information.
Indicates whether the organization conducts repayment capacity analyses for its clients.
Repayment Capacity Analysis
This metric is intended to capture the number of hectares that the organization has under protected status as of the end of the reporting period, whether that protection is permanent or non-permanent. Land may be protected through legal encumbrances placed on the land or through the transfer of ownership to a qualified conservation organization. If relevant, organizations are encouraged to footnote which legal encumbrances are placed on the land and their duration, if non-permanent. Organizations are also encouraged to footnote which, and which type of qualified conservation organization owns the land or easement under conservation status.
Organizations should footnote the methods applied to ensure protected land status. See usage guidance for further information.
Area of land with protected land status as of the end of the reporting period.
Protected Land Area: Total
This metric is intended to capture the number of new businesses created as a result of investment, a proxy of economic activity.
Number of new businesses created as a result of investments made by the organization during the reporting period.
New Businesses Created: Total
This metric is intended to capture the percentage of students at a school receiving free or reduced-price school meals funded, not by the organization itself, but rather by a third-party institution or program (such as a government program). Therefore, the students are not considered clients receiving free products from the organization. Both full- and part-time students should be included in this calculation, if applicable, with each discrete student counted once regardless of the number of courses taken. This metric is frequently used as a proxy of poverty at the school level. For example, a financial institution that provides a loan to a school may seek to gauge the income level of the targeted stakeholders of its loan by requiring the school receiving the loan to report this metric. Organizations are also encouraged to report metrics such as School Enrollment: Poor (PI7254), School Enrollment: Very Poor (PI5583), or School Enrollment: Low Income (PI2173) if they have additional demographic details available. Organizations operating in the United States can refer to the following sources for additional information on free and reduced-price meal programs and eligibility: - New America: School Funding and Resources/Nutrition and Schools (http://atlas.newamerica.org/federal-school-nutrition-programs#toc-eligibility-and-enrollment) - USDA Food and Nutrition Service: Income Eligibility Guidelines (http://www.fns.usda.gov/school-meals/income-eligibility-guidelines) Organizations that wish to report on the number of subsidized or free school meals provided (both directly and indirectly by other organizations) can use the metric School Meals (PI6971).
Percentage of students receiving free and subsidized school meals as of the end of the reporting period.
Percent Students Receiving Free and Subsidized School Meals
This metric is intended to capture the value of durable, facility-bound educational materials provided by the organization during the reporting period. Examples of educational facility materials provided, to footnote, include chairs, computers, and desks.
Organizations should footnote all assumptions used, as well as details on the type of educational facility materials provided.
Value of new educational facility materials provided to students by the organization during the reporting period.
Value of New Education Facility Materials
This metric is intended to capture the average household size of clients who received the organization's products or services during the reporting period. This metric may be reported in conjunction with Client Households: Total (PI7954) and its associated submetrics. Organizations that provide products and services that are used by an entire household (such as clean cookstoves or home weatherization) might find it more appropriate to report on the number of client households served rather than the number of client individuals. By multiplying the number of Client Households by Client Household Size, organizations can estimate the number of individuals served. For example, an organization that sells products to 100 Client Households with a Client Household Size of 5 could estimate that they served 500 individuals. Organizations that rely on assumptions to report against this metric should footnote all assumptions used in the calculation. Organizations can refer to the following sources for additional information on determining client household sizes, in addition to national census information: - United Nations, Principles and Recommendations for Population and Housing Censuses (Revision 3) (https://unstats.un.org/unsd/demographic-social/Standards-and-Methods/files/Principles_and_Recommendations/Population-and-Housing-Censuses/Series_M67rev3-E.pdf) - Socio-Economic Database for Latin America and the Caribbean (http://sedlac.econo.unlp.edu.ar/eng/statistics-detalle.php?idE=36)
Organizations should footnote the source used to determine average household size of clients and all other assumptions used. See usage guidance for further information.
Average household size of clients of the organization during the reporting period, measured as number of individuals.
Client Household Size
This metric is intended to capture the length of transmission lines that the organization newly built or improved during the reporting period, a traditional measure of added transmission capacity. Improvements to transmission lines can include, for example, higher efficiency or greater resilience. Organizations should only report the length of transmission lines for which they have already completed construction or improvements, not any length financed but still under construction.
Length of transmission lines built or improved by the organization during the reporting period.
Length of Transmission Lines Built or Improved
Full scholarships allow a student to attend school without tuition or fee payment required of the student or his/her family.
Organizations should footnote the details on scholarship eligibility requirements, source of scholarship funding, and other relevant details.
Number of students receiving full scholarship during the reporting period.
Students Provided Full Scholarship
This metric is intended to capture the total gross margin earned by, or commission paid to, individual distributors with disabilities, a measure of how organizations support the livelihoods of individuals with disabilities through their distribution chains.
Earnings of individual distributors with disabilities as a result of selling the organization’s products/services during the reporting period.
Earnings of Distributor Individuals: People with Disabilities
This metric is intended to capture the educational resources (including textbooks, educational technologies, and other resources) provided per student by the organization during the reporting period. In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of textbooks or digital educational resources per student provided by the organization during the reporting period.
Educational Resource to Student Ratio
This metric is intended to capture the availability of working toilets for students of an organization during the reporting period. In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of students per functioning toilet during the reporting period.
Student to Toilet Ratio
This metric is intended to capture the number of unique clients who belong to a group historically marginalized on the basis of race and/or ethnicity and who received the organization’s products or services during the reporting period. It is not a measure of foot traffic, nor is it intended to capture the number of consumer transactions. For example, a customer who makes two purchases during a period should be counted only once. Organizations wishing to report on total client transactions should refer to Client Transactions (PI5184). This metric is intended to capture the unique number of specific individuals served. Organizations should not use any household multipliers when reporting against this metric. If organizations consider entire households to be the customer/client, they can report against Client Households: Total (PI7954) and its associated submetrics. The categorization of historically marginalized groups varies with location and context. With no internationally agreed-upon definition as to which groups constitute historically marginalized, if well-established local policies exist (as in South Africa, with the Broad Based Black Economic Empowerment [BBBEE] definition, or in India, based on backward caste), organizations should refer to these local guidelines to identify groups historically marginalized on the basis of race and/or ethnicity. Otherwise, and wherever appropriate, organizations should provide additional detail regarding their tailored methodology for defining these groups. Many organizations may not be able to report on the number of clients using direct data. For example, organizations that sell solar lanterns through a series of local network distributors might estimate the number of client individuals reached based on the number of units sold. Organizations should footnote details on how and why these assumptions were made. For healthcare providers, “client individuals” refers to patients. For housing providers, “client individuals” refers to residents or tenants. This metric may help describe the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of unique individuals who belong to groups historically marginalized on the basis of race and/or ethnicity who were clients of the organization during the reporting period.
Client Individuals: Historically Marginalized
This metric is intended to capture whether an organization provides after-sale support, which can include a range of services to help clients use a product they purchased from the organization, including but not limited to assistance in installation, product use training, troubleshooting, maintenance, and upgrade or disposal of the product.
Organizations should footnote the type of support that is provided, costing information, and details on how clients can access these services.
Indicates whether the organization provides support to its clients after a sale of its product/service.
After-sale Client Support
This metric is intended to capture the value of equity investments completed during the reporting period, not the number of investments exited. In an equity investment, in exchange for investment funds, the organization receives an ownership interest in the equity (stock) of the enterprise, either common or preferred stock. Values should be reported at book value for non-traded equities and at market rate for marketable securities. Organizations are encouraged to footnote whether their equity is held directly in enterprises or through funds.
Value of equity investments closed by the organization during the reporting period.
Value of Equity Investments Closed
This metric is intended to capture recalls of the organization’s products. Organizations should footnote how the recalls break down into (a) voluntary and (b) mandatory categories. Mandatory recalls are those that are mandated by a regulatory body. Organizations are also encouraged to include information on the number of products sold in each line of recalled products.
Organizations should footnote the details and descriptions of these recalls. See usage guidance for further information.
Number of recalls of the organization’s products during the last reporting period.
Products Recalled
This metric is intended to capture the planting of new trees, a potential indicator of the organization's contribution toward environmental sustainability.
Area of land on which the organization planted trees during the reporting period.
Area of Trees Planted: Total
This metric is intended to capture how organizations support the livelihoods of individuals residing in rural areas through their supply chains.
Value of payments made by the organization to individuals residing in rural areas who sold goods or services to the organization during the reporting period.
Payments to Supplier Individuals: Rural
This metric is intended to capture the number of unique clients who received the organization's products or services during the reporting period. It is not a measure of foot traffic, nor is it intended to capture the number of consumer transactions. For example, a customer who makes two purchases during a period should be counted only once. Organizations wishing to report on total client transactions should refer to Client Transactions (PI5184). This metric is intended to capture the unique number of specific individuals served. Organizations should not use any household multipliers when reporting against this metric. If organizations consider entire households to be the customer/client, they can report against Client Households: Total (PI7954) and its associated submetrics. Many organizations may not be able to report on the number of clients using direct data. For example, organizations that sell solar lanterns through a series of local network distributors might estimate the number of client individuals reached based on the number of units sold. Organizations should footnote details on how and why these assumptions were made. For healthcare providers, “client individuals” refers to patients. For housing providers, “client individuals” refers to residents or tenants. This metric is multi-dimensional with regard to the five dimensions of impact. It may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of unique individuals who were clients of the organization during the reporting period.
Client Individuals: Total
This metric is intended to capture how many self-employed peri-urban individuals sold the organization’s products or services, either to other distributors (wholesale) or to ultimate consumers (retail), during the reporting period. Distributors counted under this metric need not exclusively sell the organization’s products or services. Direct employees who distribute the organization’s goods or services should be considered employees, not distributors. This metric is multi-dimensional with regard to the five dimensions of impact: it may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of individuals residing in peri-urban areas who served as distributors of the organization’s products/services during the reporting period.
Distributor Individuals: Peri-urban
This metric is intended to capture how many self-employed rural individuals sold the organization’s products or services, either to other distributors (wholesale) or to ultimate consumers (retail), during the reporting period. Distributors counted under this metric need not exclusively sell the organization’s products or services. Direct employees who distribute the organization’s goods or services should be considered employees, not distributors. This metric is multi-dimensional with regard to the five dimensions of impact: it may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of individuals residing in rural areas who served as distributors of the organization’s products/services during the reporting period.
Distributor Individuals: Rural
This metric is intended to capture the total gross margin earned by, or commission paid to, individual poor distributors, a measure of how organizations support the livelihoods of individuals living in poverty through their distribution chains. Because assessing the poverty level of stakeholders is complex, organizations will likely have to use specific assessment tools to accurately report on this metric. See the glossary definition for additional information on commonly used tools to help determine the absolute poverty level of individuals and households.
Earnings of poor individual distributors as a result of selling the organization’s products/services during the reporting period.
Earnings of Distributor Individuals: Poor
This metric is intended to capture the number of unique peri-urban clients who received the organization’s products or services during the reporting period. It is not a measure of foot traffic, nor is it intended to capture the number of consumer transactions. For example, a customer who makes two purchases during a period should be counted only once. Organizations wishing to report on total client transactions should refer to Client Transactions (PI5184). This metric is intended to capture the unique number of specific individuals served. Organizations should not use any household multipliers when reporting against this metric. If organizations consider entire households to be the customer/client, they can report against Client Households: Total (PI7954) and its associated submetrics. Many organizations may not be able to report on the number of clients using direct data. For example, organizations that sell solar lanterns through a series of local network distributors might estimate the number of client individuals reached based on the number of units sold. Organizations should footnote details on how and why these assumptions were made. For healthcare providers, “client individuals” refers to patients. For housing providers, “client individuals” refers to residents or tenants. This metric is multi-dimensional with regard to the five dimensions of impact. It may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of unique individuals residing in peri-urban areas who were clients of the organization during the reporting period.
Client Individuals: Peri-urban
This metric is intended to capture the number of hectares that the organization has under permanent protected status as of the end of the reporting period. A state of permanent protection results from legal encumbrances placed on the land or the transfer of ownership to a qualified conservation organization. If relevant, organizations are encouraged to footnote which, and which type of qualified conservation organization owns the land under permanent conservation status.
Area of land with permanently protected status as of the end of the reporting period.
Protected Land Area: Permanent
This metric is intended to capture the percentage of patients who received treatment that they needed during the reporting period. The denominator of this calculation is the number of clients who needed treatment during the reporting period. Examples of interventions to which this metric might apply include the following: - Percentage of pregnant patients who attended required antenatal care visits during the reporting period. - Percentage of patients who received counseling during the reporting period. Healthcare Crude Coverage (PI3902) is an input into Healthcare Effective Coverage (PI7191) – crude coverage is a simple measure of percent of patients needing treatment who received it during the reporting period, while effective coverage includes a measure of quality. Both can be applied at a national, individual, or organizational level; investors are encouraged to apply them at the level of the investee company. While crude coverage is more widely used, experts are increasingly encouraging use of the quality-inclusive effective coverage measure. For further details on these measures and practical application in the investment context, see IADB’s "The Use of Effective Coverage in the Evaluation of Maternal and Child Health Programs: A Technical Note for the IDB’s Social Protection and Health” (https://publications.iadb.org/publications/english/document/The-Use-of-Effective-Coverage-in-the-Evaluation-of-Maternal-and-Child-Health-Programs-A-Technical-Note-for-the-IDB-Social-Protection-and-Health-Division.pdf) and “Effective coverage as a new approach to health system performance assessment: a scoping review” (https://bmchealthservres.biomedcentral.com/articles/10.1186/s12913-018-3692-7). For background on the measure itself, see “Access, utilization, quality, and effective coverage: an integrated conceptual framework and measurement strategy” (https://www.sciencedirect.com/science/article/abs/pii/S0277953604006070?via%3Dihub). In specific contexts, and based on evidence, this metric may serve as a proxy indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Healthcare Crude Coverage
Describes the quality assurance mechanisms that were in place at the organization during the reporting period. Select all that apply: - Peer review/supervision - Audit and feedback - Checklists and logs - Electronic monitoring systems - Communication and education strategies - Guidelines, protocols, and registries - Other
This metric is intended to capture process measures with evidence-based correlations to improvements in clinical quality, though they may not apply to all organizations operating in health services. Please see the glossary term Quality Assurance Mechanisms for more details on each of these options. This list of quality assurance mechanisms was adapted from the results of a systematic review of quality assurance best practices by the NHS (http://evidencecentre.com/Best%20practice%20in%20clinical%20quality%20assurance.pdf).
Organizations should footnote details and descriptions of the mechanisms used (especially if selecting ‘Other’) and how they are linked to quality-improvement activities and plans. See usage guidance for further information.
Quality Assurance Mechanism
This metric is intended to capture the planting of native species, a potential indicator of the organization's contribution toward environmental sustainability and positive environmental outcomes. Native species typically require less pesticides and fertilizers in their home territory, which can have environmental benefits.
Area of land on which the organization planted native species of trees during the reporting period.
Area of Trees Planted: Native Species
This metric is intended to capture the total units or volume an organization purchased during the reporting period from certified suppliers who are individuals. Certification must come from a third party, be based on transparent standards, and have an assurance process. The process of certification must be carried out by a recognized third-party body, independent from interested parties, which demonstrates that a product or organization complies with the requirements defined by the standards or technical specifications. Examples of such certifications include UTZ Certified, Fair Trade (WFTO fair trade standard), Common Code for the Coffee Community (C4), Rainforest Alliance agriculture certification, Marine Stewardship Council (MSC), and the Forest Stewardship Council (FSC). Organizations should footnote relevant details about the certification (such as certification name and certifying body) and can do so by reporting separately on Product/Service Certifications (PD2756). Organizations that purchase different types of products/services should consider reporting separately against each different type of product/service.
Certified units/volume purchased from individuals who sold to the reporting organization during the reporting period.
Units/Volume Purchased from Supplier Individuals: Certified
Area of land indirectly controlled by the organization during the reporting period.
Land Indirectly Controlled: Total
This metric is intended to capture student attendance in school. When calculating this metric, the number of absentee days by students during the reporting period should equal the sum of the total number of days per student. For example, if two students were absent on the same day, the number of absentee days would be 2.
Organizations should footnote all assumptions used, including details on how attendance is tracked.
Rate of student attendance during the reporting period.
Student Attendance Rate
This metric is intended to capture the smallest premium charged by an organization selling or underwriting insurance, which in some contexts is a measure of affordability.
Minimum annualized insurance premium offered for the insurance product provided by the organization during the reporting period.
Minimum Insurance Premium
This metric is intended to capture the number of times within the reporting period that a service—for example, electricity, running water, or internet service—is interrupted or unavailable to clients. Organizations may use Product/Service Detailed Type (PD1516) to describe or disaggregate this metric by services provided. This metric, compared to the total duration of the reporting period, indicates the quality of services provided. Organizations are encouraged to use this metric in combination with Service Hours Provided (PI5683). Organizations may choose to use Service Hours Interrupted (PI2230) to capture the total hours of interruption rather than the number of interruptions. In sanitation-related investments, this metric captures the number of blockages in the sewer system. Blockages can reflect many underlying issues, including the effectiveness of routine operational and maintenance activities, the hydraulic performance of the network, and the general condition of the pipes. The number of blockages comprises administrative data that should come from the service provider (for example, the utility company). This metric is aligned with IBNET 10.1 and 79 (https://www.ib-net.org/toolkit/ibnet-data/sewerage-service/). This metric is often used by International Finance Institutions (IFIs) as part of infrastructure analysis. This metric may help describe the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. The selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of service interruptions experienced by clients during the reporting period.
Service Interruptions
Net number of new, full-time equivalent employees working for enterprises financed or supported by the organization during the reporting period. Many organizations select the beginning of the reporting period as the time when the organization began its support or investment.
This metric is intended to capture jobs created at supported organizations during the reporting period. Organizations are encouraged to use this metric with Jobs Type (OD0660) to enable disaggregation of these data by key aspects. Organizations may choose to disclose employment by function (for example, operations and maintenance, construction, or land conservation). To align to the HIPSO (Harmonized Indicators for Private Sector Operations) indicator Direct Jobs Created by the Investment (Operations and Maintenance), organizations should include under Jobs Type (OD0660) only the options, “Hiring: Jobs hired through organization itself” and “Hiring: Jobs hired/supported through a third-party and directly related to the organization’s operations and maintenance of company.” The three metrics for jobs at supported/financed enterprises relate to one another, as follows. Jobs Maintained at Directly Supported/Financed Enterprises: Total (PI5691) and Jobs Created at Directly Supported/Financed Enterprises: Total (PI3687) sum to Jobs in Directly Supported/Financed Enterprises (PI4874). For example, if an investor provided a loan to a small business that had 10 employees at the time the loan was provided and 15 employees as of the end of the reporting period, Jobs Created at Directly Supported/Financed Enterprises: Total (PI3687) would be 5; Jobs in Directly Supported/Financed Enterprises (PI4874) would be 15; and Jobs Maintained at Directly Supported/Financed Enterprises: Total (PI5691) would be 10. Direct jobs in the context of this metric are defined according to the scope of the project (for instance, jobs created at a company that receives investment), following project logic and objectives. For some types of financial intermediaries, organizations should footnote a clear definition of direct jobs. For instance, if measured using a capacity-building approach, direct jobs supported are identified at the direct, operational level. If defined using an economic impact approach, direct jobs supported are identified at the level of the final beneficiary (e.g., SMEs or investees). While this metric requests data on full-time equivalents (FTE), organizations are encouraged to break down these data for full- and part-time positions supported/financed. Most companies break down their headcount into full- and part-time positions, which investors often translate into FTE. For translation from headcount to FTE, organizations should refer to the following guidance, as well as the IRIS glossary term on full-time equivalent. In brief, in calculating the number of full-time equivalent jobs, part-time jobs should be converted to full-time equivalent jobs on a pro rata basis, following local definitions (for example, if the standard working week equals 40 hours, a 20-hour-per-week job would be 0.5 FTE). Both full- and part-time jobs should be calculated based on the number employed as of the end of the reporting period. Seasonal or short-term jobs should be prorated based on the time worked during the reporting period. (For example, a full-time position for three months at any point during the reporting period would be 0.25 FTE.) If information about hours is not available, organizations may equate two part-time jobs to one full-time job for this calculation. Note that, in the United States, the U.S. Treasury Department defines a working week as 35 hours. If there is significant seasonal variation in the number of workers, organizations are encouraged to average the number of FTEs over the reporting period for temporary workers, using the FTE calculation above. Where companies employ piece-rate workers, consider the headcount of the number of workers paid piece-rate and estimate the proportion of FTE represented by that category of workers (e.g., if there are 200 piece-rate workers on site each day for 6 months of the year, then FTE = 200 x 6/12 = 100). Similarly, if an organization has many workers on variable hours or contracts, including day laborers, organizations are encouraged to include the average number of workers on a typical day (total over 24 hours, if shift work), as well as the proportion of the year those employees are working. Organizations are encouraged to report other job-related metrics to assess the quality of jobs created. Examples of these include Worker Safety Policy (018001), Employment Benefits (OI2742), Employees Trained (OI4229), Flexible Work Arrangements (OI7983), and Employees: Minimum Wage (OI5858). This metric is multi-dimensional with regard to the five dimensions of impact. In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). This metric may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Jobs Created at Directly Supported/Financed Enterprises: Total
This metric is intended to capture teacher attendance in school. When calculating this metric, the number of days teachers were absent during the reporting period should equal the sum of the total number of days per teacher. For example, if two teachers were absent on the same day, the number of days absent would be 2.
Organizations should footnote all assumptions used, including details on how teacher attendance is tracked.
Rate of teacher attendance during the reporting period.
Teacher Attendance Rate
This metric is intended to capture the prevalence of stunting among children in the region served by the organization. The World Health Organization (WHO) defines stunting as height less than two standard deviations from the median of the WHO's Child Growth Standards. Stunting often results from malnutrition and other factors correlated with poverty. Sources for these data at the regional or national level include the WHO (https://www.who.int/nutrition/databases/en/) and USAID's Demographic and Health Surveys Program Database (https://dhsprogram.com/Data/).
Ratio of children within the area served by the organization who experienced stunting as of the end of the reporting period.
Child Stunting Prevalence
This metric is intended to capture the percentage of clients (for example, job services clients or students in vocational or technical training) who were placed in jobs during the reporting period. Organizations should include only those clients who were placed in and began jobs during the reporting period. They should exclude clients who were placed in jobs but did not begin work. Organizations are also encouraged to provide details on the types of activities they conducted to increase job placement rates, such as (but not limited to): monitoring workforce trends to ensure alignment between program offerings and workforce needs, surveying employers (to capture position offerings, skills needed, and likely wages), strengthening relationships with potential employers, providing resources (such as interview tips, career fairs, and job leads) to assist job searches and career development, and creating program alumni networks. In the case of employees assisted to find jobs, organizations may use total employees assisted as the denominator in this formula, calculated as: Permanent Employees: Total (OI8869) + Temporary Employees (OI9028), disaggregated into the number of employees using the job-placement benefit specified by Employment Benefits (OI2742). For work integrating social enterprises (WISE), a high job placement rate is an indicator of success. High rates of voluntary turnover can also be an indicator of success along these lines, which organizations can capture using Employee Voluntary Turnover Rate (OI1638). This metric is multi-dimensional with regard to the five dimensions of impact. In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Percentage of the organization’s clients who were placed in part-time, full-time, temporary, or permanent jobs during the reporting period.
Job Placement Rate
This metric is intended to capture the number of students receiving partial scholarship. Partial scholarships allow a student to attend school with partial, but not total, tuition or fee payment required of the student or their family.
Organizations should footnote the details on scholarship eligibility requirements, who provides scholarship funding, average scholarship amounts as a percentage of full tuition/fees, and any other relevant details.
Number of students receiving partial scholarships during the reporting period.
Students Provided Partial Scholarship
This metric is intended to capture hours of light made available by a product from the organization during the reporting period, not hours of light made available throughout the product’s lifetime. For light provided over the product’s lifetime, organizations should report Energy Consumption of Product (PD6596), which can be used to gauge efficiency gains associated with the product. This metric is intended to capture hours of light made available by the product, not hours of light available as a result of sunshine or any other source of light. In specific contexts, and based on evidence, this metric may serve as a proxy indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote all assumptions made, especially those regarding product utilization. An example of such an assumption includes watts/hour used.
Number of hours of light available from the product during the reporting period.
Product Hours of Light Available
NOTE: This metric will be deprecated in a forthcoming update to the IRIS Catalog of Metrics. Users are advised to instead report Average Agricultural Yield (PI5935), applied to Client Individuals: Total (PI4060). This metric is intended to capture the average output per hectare for farmers among an organization's clients. Organizations should not calculate this metric using aggregate data across all farmers. Rather, as noted in the calculation, organizations should use farmer-specific data. Organizations should report yield from the most recent harvest and footnote details on the unit of measure. This metric could be valuable for organizations that sell inputs (such as fertilizer or irrigation equipment) to farmers that help improve yields. Organizations interested in reporting the yields of supplier farmers should report Average Supplier Agriculture Yield: Total (PI2046). In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Average agricultural yield per hectare of clients (who were farmers) of the organization during the reporting period.
Average Client Agricultural Yield: Total
This metric is intended to capture how organizations support the livelihoods of individuals residing in urban areas through their supply chains.
Value of payments made by the organization to individuals residing in urban areas who sold goods or services to the organization during the reporting period.
Payments to Supplier Individuals: Urban
This metric is intended to capture the number of claims that were disqualified from benefit payment (in other words, rejected) for any reason. Examples of reasons for which claims might be rejected, to footnote, include, among others, submission for uncovered events, submission before a waiting period has lapsed, or claim by an insured person who is no longer covered (due, for instance, to expiration of the coverage period or attainment of maximum eligible age).
Organizations should footnote all assumptions used, as well as the reasons for rejecting claims. See usage guidance for further information.
Number of claims submitted to the organization that were rejected during the reporting period.
Claims Rejected
This metric is intended to capture the number of students who live in peri-urban areas and who are enrolled at the school as of the end of the reporting period. This metric includes full-time and part-time students. Each discrete student should be counted once, regardless of number of courses taken. These data may be most effectively collected through either school reporting (for private schools) or government reporting (for public schools). This metric is multi-dimensional with regard to the five dimensions of impact. It may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote all assumptions used, as well as a breakdown of full- and part-time students residing in peri-urban areas.
Number of students residing in peri-urban areas enrolled as of the end of the reporting period, both full- and part-time, with each discrete student counted once regardless of their number of courses.
School Enrollment: Peri-urban
This metric is intended to capture the number of individual-level connections to utilities and other services. Organizations should report this metric in conjunction with Connection Type (PD1310) to disaggregate connections in more detail. For example, disaggregating Number of Individual Connections (P3317) by Connection Type (PD1310), option "Phone: Mobile," would yield the number of mobile-phone connections provided by the organization to individuals during the reporting period. This metric may help describe the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of connections to utilities and services provided to individuals by the organization as of the end of the reporting period.
Number of Individual Connections
This metric is intended to capture the amount of time clients save as a result of using the organization’s products or services. For example, this metric can capture decreased journey or wait times in transportation, time savings in gathering fuel for cooking or other uses, or reduced wait times at health centers, among other uses. This measure captures the efficiency of services provided, which is an indicator of service quality. This metric is often used by International Finance Institutions (IFIs) as part of infrastructure analysis. This metric may help describe the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. The selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of hours saved by clients as a result of the organization’s products and services during the reporting period.
Client Time Savings
This metric is intended to capture the number of unique households that received the organization's products or services during the reporting period and that had at least one household member who belongs to a group historically marginalized on the basis of race and/or ethnicity. Examples of organizations that might report against this metric include those that provide products such as clean cookstoves or water purification systems and those that provide services such as home weatherization. Organizations that provide goods and services at the individual level, such as vaccines or school lunches, may find it more appropriate to report against Client Individuals: Total (PI4060) and related submetrics. Many organizations may not be able to report on the number of client households using direct data. For example, organizations that sell water purification systems through a series of local network distributors might estimate the number of client households reached based on the number of units sold. Organizations should footnote details on how and why these assumptions were made. This metric is multi-dimensional with regard to the five dimensions of impact. It may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote all assumptions used, including source of data and definition of historically marginalized. See usage guidance for further information.
Number of unique households with at least one household member who belongs to a group historically marginalized on the basis of race and/or ethnicity and that were clients of the organization during the reporting period.
Client Households: Historically Marginalized
This metric is intended to capture the value of voluntary savings accounts the organization manages as of the end of the reporting period. Organizations are encouraged to footnote information on the average and median balances of the voluntary savings accounts managed, additional data points that can help estimate the typical savings level among the accounts’ owners. The average account balance can be calculated by dividing this metric by the Number of Voluntary Savings Accounts (PI6439). Organizations reporting this metric may include savings programs with incentives or obligatory savings that clients can opt into (not including guarantees). While this metric measures the value of formal savings (voluntary savings accounts), those interested in measuring financial health may also wish to measure or estimate informal and non-cash savings. In specific contexts, and based on evidence, this metric may serve as a proxy indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Value of voluntary savings accounts managed by the organization, including demand deposits and time deposits, as of the end of the reporting period.
Value of Voluntary Savings Accounts
This metric is intended to capture the length of streams present on land directly or indirectly controlled by the organization during the reporting period. A stream refers to a natural flowing body of water. It typically has a current and is confined within a bed and stream banks. Organizations are encouraged to report this metric in conjunction with Land Directly Controlled: Sustainably Managed (OI6912), Land Indirectly Controlled: Sustainably Managed (PI6796), and Protected Land Area (PI4716).
Length of freshwater streams present during the reporting period on protected land, land under sustainable stewardship, or land under sustainable cultivation.
Length of Streams Present
This metric is intended to capture the number of people in a given coverage region who have access to water primarily through public water points. Service coverage is a key indicator for water service providers (see aligned IBNET indicator 1.3). The need to estimate the population served by public water points may affect the confidence that can be placed on the service coverage measure. The WHO Global Water Supply and Sanitation Assessment 2000 defined reasonable access as “the availability of at least 20 litres per person per day from a source within one kilometer of the user’s dwelling.” Water.org recommends that organizations use "population within 250m of a public water point" as the underlying definition for this metric. This metric may help describe the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. The selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote all assumptions used, including the bounds of the municipality, district, or service area. For this purpose, organizations should report Client State/Province/Region (PD6806).
Number of individuals within a coverage region (defined by a municipality, district, or designated service area) who have primary water access through a public tap as of the end of the reporting period.
Public Water Point Coverage
This metric is intended to capture all policy renewals during the reporting period. Organizations should include in this number any policies that expired in a prior reporting period but are renewed during the current reporting period.
Number of policies belonging to the organization’s clients that were renewed during the reporting period after the coverage term expired.
Number of Renewals
This metric is intended to capture the number of unique poor clients who received the organization's products or services during the reporting period. It is not a measure of foot traffic, nor is it intended to capture the number of consumer transactions. For example, a customer who makes two purchases during a period should be counted only once. Organizations wishing to report on total client transactions should refer to Client Transactions (PI5184). Because assessing the poverty level of stakeholders is complex, organizations will likely use specific assessment tools to accurately report on this metric. See the glossary definition for additional information on commonly used tools to help determine the absolute poverty level of individuals and households. This metric is intended to capture the unique number of specific individuals served. Organizations should not use any household multipliers when reporting against this metric. If organizations consider entire households to be the customer/client, they can report against Client Households: Total (PI7954) and its associated submetrics. Many organizations may not be able to report on the number of clients using direct data. For example, organizations that sell solar lanterns through a series of local network distributors might estimate the number of client individuals reached based on the number of units sold. Organizations should footnote details on how and why these assumptions were made. For healthcare providers, “client individuals” refers to patients. For housing providers, “client individuals” refers to residents or tenants. This metric is multi-dimensional with regard to the five dimensions of impact. It may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of unique poor individuals who were clients of the organization during the reporting period.
Client Individuals: Poor
This metric is intended to capture the revenue of supported organizations, which most likely applies to organizations in the financial and land conservation categories. For land conservation organizations, this metric is intended to cover the revenue of enterprises deriving revenue from the land, such as a sustainable ranching organization leasing access to land, as opposed to enterprises that provide services to maintain the land, such as a pest control organization. Organizations earning revenue through sustainable economic activity on hectares directly controlled are encouraged to report this metric in conjunction with Land Directly Controlled: Sustainably Managed (OI6912).
Revenue of enterprises financed or supported by the organization during the reporting period.
Revenue Generated at Directly Supported/Financed Enterprises
Describes the level of fragmentation of streams—the extent to which streams and rivers are fragmented into unconnected parts—present on land directly or indirectly controlled by the organization as of the end of the reporting period. Report for hectares controlled at any point during the reporting period. Choose one: - Very low fragmentation - Low fragmentation - Moderate fragmentation - High fragmentation - Very high fragmentation - No data
The metric is intended to capture the level of connectivity of streams or rivers on land managed by the organization as of the end of the reporting period. Put inversely, this metric is intended to capture the degree to which rivers and streams are fragmented, which can negatively impact stream health, land health, and biodiversity within ecosystems. In addition to remote sensing data, organizations may use tools such as WRI's Aqueduct Water Risk Atlas (https://www.wri.org/aqueduct) or WWF-DEG's Water Risk Filter (http://waterriskfilter.panda.org/) to find data on and describe stream connectivity on directly or indirectly managed land. Assessing stream connectivity helps to understand a project’s contribution to preserving biodiversity, as fragmentation of natural habitat is a primary driver of biodiversity loss. This indicator corresponds to the Convention on Biological Diversity’s Aichi Biodiversity Target 11, which aims to improve biodiversity by safeguarding ecosystems, species, and genetic diversity. In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Level of Stream Connectivity
This metric is intended to capture the number of expired policies that could have been renewed during the reporting period (whether they were or not). Organizations should exclude policies that became ineligible for renewal due to clients’ old age, death, or any other reason during the reporting period. Organizations should footnote any criteria that result in ineligibility.
Organizations should footnote specific criteria resulting in expired policies’ ineligibility, as well as all assumptions used. See usage guidance for further information.
Number of policies belonging to the organization’s clients that could have been renewed during the reporting period.
Number of Potential Renewals
This metric is intended to capture the percentage of active suppliers used by the reporting organization that have undergone social/environmental screening. Organizations can include suppliers that were screened in a previous reporting period but should footnote details on the frequency of their screening process. Social and environmental criteria screened could include specific negative practices (e.g., no child labor, no negative environmental impacts) or positive practices (e.g., environmentally friendly manufacturing processes, excellent labor practices). Organizations should footnote which factors are considered. Many organizations may only screen significant supplier organizations or may screen less significant suppliers to a lesser extent. Organizations are encouraged to footnote how their screening policies differ between types of suppliers. Organizations are encouraged to report this metric in conjunction with Supplier Screening Policy (OI4739).
Organizations should footnote details regarding the types of criteria used to evaluate supplier organizations and how they conduct screening. See usage guidance for further information.
Percentage of supplier organizations during the reporting period that were screened using social and/or environmental criteria.
Supplier Screening Ratio
This metric is intended to capture the number of individuals (whether clients of the organization or not) displaced from their homes as a result of projects funded by the organization and who are compensated for their resettlement. For example, if the organization constructs a new road and, in the process, displaces 50 people, of whom 30 are compensated, the value of this metric would be 30. Organizations should footnote details of the displacement and corresponding compensation. Organizations are encouraged to report this metric in conjunction with Individuals Displaced: Total (PI1297). For more on this topic, see EBRD’s Resettlement Guidance and Best Practice (https://www.ebrd.com/publications/resettlement-guidance-good-practice.pdf). This metric may most apply to projects involving the construction or renovation of large-scale infrastructure, as well as building projects. This metric is often used by International Finance Institutions (IFIs) as part of infrastructure analysis. This metric is multidimensional with regard to the five dimensions of impact. It may help describe the WHO dimension of impact, which details which stakeholders the investment or enterprise aims to reach with the outcome, and may also describe the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. The selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of individuals displaced as a result of projects supported/financed by the organization who were compensated for their displacement during the reporting period. Organizations should include type and amount of compensation in footnotes.
Individuals Displaced: Compensated
This metric is intended to capture the number of individuals who received training services of any type from the organization during the reporting period. Examples include sessions on enterprise or business development, women’s empowerment, or diversity and inclusion, among other learning topics. Organizations should footnote details on the provided trainings. Training may or may not be restricted to clients of the organization and may be either fee-based or provided for free. Organizations should not include training of an organization’s own employees under this metric, which should instead be captured by Employees Trained (OI4229). This metric may apply to organizations operating in microfinance or agriculture, as well as other sectors in which organizations often provide training to clients and other community members. This metric may help describe the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote the type and extent of the training provided, as well as who received that training. See usage guidance for further information.
Number of individuals who received training offered by the organization during the reporting period.
Individuals Trained: Total
This metric is intended to capture the earnings, during the reporting period, of small and medium-sized enterprises (SMEs) that sold the organization’s products or services, either to other distributors (wholesale) or to end clients (retail). Distributors counted under this metric need not exclusively sell the organization’s products or services.
Earnings of distributors that are small and medium-sized enterprises (SME) as a result of selling the organization’s products/services during the reporting period.
Earnings of Distributor Organizations: SME
This metric is intended to capture the water savings to consumers from their purchase of the organization’s water-conservation offerings. For example, an organization that helps identify products and methods that conserve water (such as low-flow products, rain-collection devices, irrigation timers, or leak correctors) would report the total water savings to its clients resulting from these provided services. Organizations should take care to use the same reporting period for both the number of clients and the average water savings per client. In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Volume of water saved during the reporting period as a result of the organization's services sold.
Water Savings from Services Sold
Number of unique households that were clients of the organization and provided access, during the reporting period, to products/services they were unable to access prior to the reporting period. For further clarification, organizations should reference New Access to Water, New Access to Energy, New Access to Education, New Access to Finance, or New Access to Healthcare in the glossary.
This metric is intended to capture the number of unique households that received the organization's products or services during the reporting period and that were unable to access these products and services from organizations in prior periods. Examples of organizations that might report against this metric include those that provide products such as clean cookstoves or water purification systems and those that provide services such as home weatherization. Organizations that provide goods and services at the individual level, such as vaccines or school lunches, may find it more appropriate to report against Client Individuals: Total (PI4060) and related submetrics. Many organizations may not be able to report on the number of client households using direct data. For example, organizations that sell water purification systems through a series of local network distributors might estimate the number of client households reached based on the number of units sold. Organizations should footnote details on how and why these assumptions were made. This metric is multi-dimensional with regard to the five dimensions of impact. It may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Client Households: Provided New Access
Number of unique client individuals who were served by the organization and provided access, during the reporting period, to products/services they were unable to access prior to the reporting period. For further clarification, organizations should reference New Access to Water, New Access to Energy, New Access to Education, New Access to Finance, or New Access to Healthcare in the glossary.
This metric is intended to capture the number of unique clients who received the organization’s products or services during the reporting period and who were unable to access these products and services from organizations in periods prior. See glossary for further guidance. This metric is not a measure of foot traffic, nor is it intended to capture the number of consumer transactions. For example, a customer who makes two purchases during a period should be counted only once. Organizations wishing to report on total client transactions should refer to Client Transactions (PI5184). This metric is intended to capture the unique number of specific individuals served. Organizations should not use any household multipliers when reporting against this metric. If organizations consider entire households to be the customer/client, they can report against Client Households: Total (PI7954) and its associated submetrics. Many organizations may not be able to report on the number of clients using direct data. For example, organizations that sell solar lanterns through a series of local network distributors might estimate the number of client individuals reached based on the number of units sold. Organizations should footnote details on how and why these assumptions were made. For healthcare providers, “client individuals” refers to patients. For housing providers, “client individuals” refers to residents or tenants. This metric is multi-dimensional with regard to the five dimensions of impact It may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Client Individuals: Provided New Access
This metric is intended to capture the amount of greenhouse gas (GHG) emissions avoided through the organization’s sale of carbon credits during the reporting period. The same data captured through this metric can also be captured through a combination of Greenhouse Gas Emissions Mitigation Types (OI9839) and Greenhouse Gas Emissions Avoided or Reduced (PI2764). Examples of relevant details to footnote include the methodology used to quantify the GHG offsets, equivalent monetary value of the carbon credits generated and sold, information on the carbon offset market(s) in which the organization sold the credit(s), and the unique identification number and third-party registry for the carbon credit(s) sold. Organizations can refer to the glossary for additional information on carbon credits. A number of methodologies offer detailed procedures for quantifying the real GHG benefits of a project, along with guidance to help project developers determine project boundaries, set baselines, assess additionality, and ultimately quantify the GHG emissions that were reduced or removed. For more information and examples, see the Verified Carbon Standard (http://www.v-c-s.org/methodologies/what-methodology). In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote relevant details on the carbon offsets sold, along with the assumptions and methodologies used in calculating the emissions avoided. See usage guidance for further information.
Amount of greenhouse gas (GHG) emissions avoided through carbon credits sold during the reporting period.
Greenhouse Gas Emissions Avoided Due to Carbon Offsets Sold
This metric is intended to capture the adequacy of target stakeholders’ access to food by asking them directly about their experiences. Organizations should apply this metric to a metric or set of metrics that defines the relevant set of target stakeholders. For example, some organizations might report Client Households: Total (PI7954), disaggregated by relevant options from Target Stakeholder Demographics (PD5752). Other organizations with a different target stakeholder might instead apply this metric to Supplier Individuals: Total (PI5350). This indicator is based on and refers to the Food Insecurity Experience Scale (FIES) developed by FAO’s Voices of the Hungry Project. The FIES is an experience-based measure of food insecurity severity that relies on people’s direct responses to questions about their experiences facing constrained access to food. The FIES can be used to estimate the prevalence of food insecurity at different levels of severity, which is key information for implementing policies that aim to realize the human right to food. The FIES Survey Module (FIES-SM) comprises eight questions regarding people's access to adequate food and can be easily integrated into various types of surveys. For more on FIES, including the questions translated into over 170 languages, link to SDG 2.1.2, and free data analysis tools, see FAO’s FIES website (https://www.fao.org/in-action/voices-of-the-hungry/background/en/). Additional information can be found at INDDEX (https://inddex.nutrition.tufts.edu/data4diets/indicator/food-insecurity-experience-scale-fies).
Score describing the experienced severity of food security among a set of stakeholders defined by another metric or set. See usage guidance for further detail and resources.
Food Insecurity Experience
This metric is intended to capture the total amount of GHG emissions that were avoided by the organization during the reporting period. Organizations should use this metric in combination with Greenhouse Gas Emissions Mitigation Types (OI9839) in order to disaggregate the types of GHG emissions avoided that are relevant to the organization's activities. This metric refers to GHG emissions avoided during the reporting period. GHG emissions avoidance is typically attributed to product replacement; organizations can therefore use this metric in conjunction with Greenhouse Gas Emissions of Product (PD9427) and Greenhouse Gas Emissions of Product Replaced (PD2243). This metric is multi-dimensional with regard to the five dimensions of impact. In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Amount of greenhouse gas (GHG) emissions avoided by the organization during the reporting period.
Greenhouse Gas Emissions Avoided
This metric is intended to capture how many self-employed individuals sold the organization’s products or services, either to other distributors (wholesale) or to ultimate consumers (retail), during the reporting period. Organizations wishing to report on distributor organizations should instead use Distributor Organizations: Total (PI1060) and its related submetrics. Distributors need not exclusively sell the organization’s products or services. Direct employees who distribute the organization’s goods or services should be considered employees, not distributors. This metric is multi-dimensional with regard to the five dimensions of impact: it may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of individuals who served as distributors of the organization’s products/services during the reporting period.
Distributor Individuals: Total
This metric is intended to capture the affordability of education, which is a component of access.
Average school fees per student per month during the reporting period.
School Fees
Number of full-time equivalent employees who reside in low-income areas and work for enterprises directly financed or supported by the organization at the beginning of the reporting period and who remain at the organization as of the end of the reporting period. Many organizations select the beginning of the reporting period as the time when the organization began its support or investment.
This metric is intended to capture jobs in low-income areas maintained during the reporting period at directly supported or financed enterprises. Organizations may choose to disclose employment by function (for example, operations and maintenance, construction, or land conservation). Organizations should measure the number of maintained full-time equivalent positions at the organization, regardless of the number of unique individuals employed or the positions they held. For example, if a full-time equivalent employee resigns and the position is filled, this position should count as just one full-time equivalent job maintained, and none created. The three metrics for jobs at supported/financed enterprises relate to one another, as follows. Jobs Maintained at Directly Supported/Financed Enterprises: Total (PI5691) and Jobs Created at Directly Supported/Financed Enterprises: Total (PI3687) sum to Jobs in Directly Supported/Financed Enterprises (PI4874). For example, if an investor provided a loan to a small business that had 10 employees at the time the loan was provided and 15 employees as of the end of the reporting period, Jobs Created at Directly Supported/Financed Enterprises: Total (PI3687) would be 5; Jobs in Directly Supported/Financed Enterprises (PI4874) would be 15; and Jobs Maintained at Directly Supported/Financed Enterprises: Total (PI5691) would be 10. Organizations can refer to the glossary for additional information on defining low-income areas. While this metric requests data on full-time equivalents (FTE), organizations are encouraged to break down these data for full- and part-time positions supported/financed. Most companies break down their headcount into full- and part-time positions, which investors often translate into FTE. For translation from headcount to FTE, organizations should refer to the following guidance, as well as the IRIS glossary term on full-time equivalent. In brief, in calculating the number of full-time equivalent jobs, part-time jobs should be converted to full-time equivalent jobs on a pro rata basis, following local definitions (for example, if the standard working week equals 40 hours, a 20-hour-per-week job would be 0.5 FTE). Both full- and part-time jobs should be calculated based on the number employed as of the end of the reporting period. Seasonal or short-term jobs should be prorated based on the time worked during the reporting period. (For example, a full-time position for three months at any point during the reporting period would be 0.25 FTE.) If information about hours is not available, organizations may equate two part-time jobs to one full-time job for this calculation. Note that, in the United States, the U.S. Treasury Department defines a working week as 35 hours. If there is significant seasonal variation in the number of workers, organizations are encouraged to average the number of FTEs over the reporting period for temporary workers, using the FTE calculation above. Where companies employ piece-rate workers, consider the headcount of the number of workers paid piece-rate and estimate the proportion of FTE represented by that category of workers (e.g., if there are 200 piece-rate workers on site each day for 6 months of the year, then FTE = 200 x 6/12 = 100). Similarly, if an organization has many workers on variable hours or contracts, including day laborers, organizations are encouraged to include the average number of workers on a typical day (total over 24 hours, if shift work), as well as the proportion of the year those employees are working. Organizations are encouraged to report other job-related metrics to assess the quality of jobs created. Examples of these include Worker Safety Policy (018001), Employment Benefits (OI2742), Employees Trained (OI4229), Flexible Work Arrangements (OI7983), and Employees: Minimum Wage (OI5858). This metric is multi-dimensional with regard to the five dimensions of impact: it may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote all assumptions used, including how they identify low-income areas. Organizations that report data for more than one reporting period should be careful to very clearly footnote which they are using for this metric. See usage guidance for further information.
Jobs Maintained at Directly Supported/Financed Enterprises: Low-Income Areas
This metric is intended to capture a projection of individuals housed based on assumptions, which should be footnoted; organizations that can collect direct counts of tenants or residents should instead use Client Individuals: Total (PI4060). Organizations are encouraged to estimate the number of target stakeholders in their annual or impact reports. For example, the City of New York included the numbers of potential buyers or users of affordable housing in their "Five-Borough, Ten-Year Plan." This metric is multi-dimensional with regard to the five dimensions of impact: it may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of individuals projected to be housed in single- or multi-family dwellings as a result of new construction, loans, repairs, or remodeling resulting from investments made by the organization during the reporting period.
Individuals Housed
This metric is intended to capture the total gross margin earned by, or commission paid to, individual low-income distributors, a measure of how organizations support the livelihoods of low-income individuals through their distribution chains. The population classified as low income includes all those who fall below a fixed threshold, which includes those classified as poor or very poor. Because assessing the poverty level of distributors is complex, organizations will likely use specific assessment tools to accurately report on this metric. See the glossary definition for additional information on commonly used tools to help determine the absolute poverty level of individuals and households.
Organizations should footnote all assumptions used, including details on the assessment tools used to identify low-income distributors. See usage guidance for further information.
Earnings of low-income individual distributors as a result of selling the organization’s products/services during the reporting period.
Earnings of Distributor Individuals: Low Income
Number of enterprise clients that were served by the organization and provided access, during the reporting period, to products/services they were unable to access prior to the reporting period. For further clarification, organizations should reference New Access to Water, New Access to Energy, New Access to Education, New Access to Finance, or New Access to Healthcare in the glossary.
This metric is intended to capture the number of unique client organizations (enterprises) of the reporting organization that gained new access to products and services during the reporting period that they could not otherwise access prior to the reporting period. Organizations are encouraged to footnote details of how they expanded access to products and services. This metric is multi-dimensional with regard to the five dimensions of impact. It may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Client Organizations: Provided New Access
This metric is intended to capture how organizations support the livelihoods of individuals residing in rural areas through their supply chains. This metric is multi-dimensional with regard to the five dimensions of impact: it may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of individuals residing in rural areas who sold goods or services to the organization during the reporting period.
Supplier Individuals: Rural
This metric is intended to capture the total gross margin earned by, or commission paid to, individual female distributors, a measure of how organizations support the livelihoods of women through their distribution chains.
Earnings of female individual distributors as a result of selling the organization’s products/services during the reporting period.
Earnings of Distributor Individuals: Female
This metric is intended to capture the entire length of coastline the organization is working to restore during the reporting period, not just any additional length of coastline that began restoration during the reporting period. Climate change raises sea levels and intensifies storms, and coast erosion and land loss are a consequence. Restoring reefs, mangroves, and other stabilizing and wave-mitigating infrastructure can help create climate-resilient coasts. Protecting aquatic ecosystems near coastlines also counters the biodiversity decline threatened by the degrading effects of land use changes, pollutants, and invasive species. Organizations can refer to the glossary for additional information on ecological restoration.
Length of marine or freshwater coastline under management for ecological restoration on protected land, land under sustainable stewardship, or land under sustainable cultivation during the reporting period.
Length of Coastline Restored
This metric is intended to capture the gross number of housing units constructed in both single- and multi-family buildings. Organizations are also encouraged to footnote the net number of housing units constructed (by subtracting from the gross number any housing units lost during the previous reporting period), additionally footnoting relevant details. Organizations should only report housing units the construction of which has already been completed, not those financed and still under construction.
Number of housing units constructed by the organization during the reporting period.
Number of Housing Units Constructed
This metric is intended to capture the number of communities the organization serves, determined through various methods. For example, some organizations can use the number of open branches as an accurate proxy for the number of communities served.
Organizations should footnote their definition of community and all assumptions used, including source of data. See usage guidance for further information.
Number of communities where the organization's products and services were available during the reporting period.
Communities Served
This metric is intended to capture the quantity of goods purchased by the reporting organization at a price premium. When possible, organizations are encouraged to report this metric in conjunction with Producer Price Premium (PI1568), which measures the percentage premium suppliers receive by selling to the organization.
Units/volume from individuals and organizations that sold to the organization and that have received a price premium during the reporting period.
Units/Volume Purchased at Price Premium
This metric is intended to capture the value of investments made by the organization during the reporting period to construct, renovate, or purchase new community facilities. It should not include the value of the actual housing units themselves. A community facility provides services to the local community. Examples include health and medical clinics, health-treatment facilities, schools, arts and other cultural facilities, daycare facilities (adult and youth), and community sports facilities.
Value of community facilities projected to be built, renovated, or purchased as a result of investments made by the organization during the reporting period.
Value of Community Facilities Financed
This metric is intended to capture the number of students enrolled at the school as of the end of the reporting period, including both full- and part-time students. Each discrete student is counted once, regardless of the number of courses taken. These data may be most effectively collected through either school reporting (for private schools) or through reporting (for public schools). This metric is multi-dimensional with regard to the five dimensions of impact. It may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote all assumptions used, as well as a breakdown of full- and part-time students.
Number of students enrolled as of the end of the reporting period, both full- and part-time, with each discrete student counted once regardless of their number of courses.
School Enrollment: Total
This metric is intended to capture how organizations support the livelihoods of female individuals through their supply chains.
Value of payments made by the organization to female individuals who sold goods or services to the organization during the reporting period.
Payments to Supplier Individuals: Female
Net number of new, full-time equivalent employees living in low-income areas and working for enterprises directly financed or supported by the organization during the reporting period. Many organizations select the beginning of the reporting period as the time when the organization began its support or investment.
This metric is intended to capture jobs created at supported organizations and in low-income areas during the reporting period. Organizations may choose to disclose employment by function (for example, operations and maintenance, construction, or land conservation). To align to the HIPSO (Harmonized Indicators for Private Sector Operations) indicator Direct Jobs Created by the Investment (Operations and Maintenance), organizations should include under Jobs Type (OD0660) only the options, “Hiring: Jobs hired through organization itself” and “Hiring: Jobs hired/supported through a third-party and directly related to the organization’s operations and maintenance of company.” The three metrics for jobs at supported/financed enterprises relate to one another, as follows. Jobs Maintained at Directly Supported/Financed Enterprises: Total (PI5691) and Jobs Created at Directly Supported/Financed Enterprises: Total (PI3687) sum to Jobs in Directly Supported/Financed Enterprises (PI4874). For example, if an investor provided a loan to a small business that had 10 employees at the time the loan was provided and 15 employees as of the end of the reporting period, Jobs Created at Directly Supported/Financed Enterprises: Total (PI3687) would be 5; Jobs in Directly Supported/Financed Enterprises (PI4874) would be 15; and Jobs Maintained at Directly Supported/Financed Enterprises: Total (PI5691) would be 10. Organizations can refer to the glossary for additional information on defining low-income areas. Direct jobs in the context of this metric are defined according to the scope of the project (for instance, jobs created at a company that receives investment), following project logic and objectives. For some types of financial intermediaries, organizations should footnote a clear definition of direct jobs. For instance, if measured using a capacity-building approach, direct jobs supported are identified at the direct, operational level. If defined using an economic impact approach, direct jobs supported are identified at the level of the final beneficiary (e.g., SMEs or investees). While this metric requests data on full-time equivalents (FTE), organizations are encouraged to break down these data for full- and part-time positions supported/financed. Most companies break down their headcount into full- and part-time positions, which investors often translate into FTE. For translation from headcount to FTE, organizations should refer to the following guidance, as well as the IRIS glossary term on full-time equivalent. In brief, in calculating the number of full-time equivalent jobs, part-time jobs should be converted to full-time equivalent jobs on a pro rata basis, following local definitions (for example, if the standard working week equals 40 hours, a 20-hour-per-week job would be 0.5 FTE). Both full- and part-time jobs should be calculated based on the number employed as of the end of the reporting period. Seasonal or short-term jobs should be prorated based on the time worked during the reporting period. (For example, a full-time position for three months at any point during the reporting period would be 0.25 FTE.) If information about hours is not available, organizations may equate two part-time jobs to one full-time job for this calculation. Note that, in the United States, the U.S. Treasury Department defines a working week as 35 hours. If there is significant seasonal variation in the number of workers, organizations are encouraged to average the number of FTEs over the reporting period for temporary workers, using the FTE calculation above. Where companies employ piece-rate workers, consider the headcount of the number of workers paid piece-rate and estimate the proportion of FTE represented by that category of workers (e.g., if there are 200 piece-rate workers on site each day for 6 months of the year, then FTE = 200 x 6/12 = 100). Similarly, if an organization has many workers on variable hours or contracts, including day laborers, organizations are encouraged to include the average number of workers on a typical day (total over 24 hours, if shift work), as well as the proportion of the year those employees are working. Organizations are encouraged to report other job-related metrics to assess the quality of jobs created. Examples of these include Worker Safety Policy (018001), Employment Benefits (OI2742), Employees Trained (OI4229), Flexible Work Arrangements (OI7983), and Employees: Minimum Wage (OI5858). In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Jobs Created at Directly Supported/Financed Enterprises: Low-Income Areas
Describes the schooling status of students served by the organization during the reporting period. Choose all that apply: Enrollment status: - Enrolled - Not enrolled - Other (describe) Grade promotion: - Promoted to next year of schooling - Repeated year of schooling - Dropped out - Graduated - Other (describe)
This metric is intended to capture the enrollment, progress, and transitions of students served by the organization during the reporting period. Used alone, it describes the schooling status of students in projects supported by the organization. Alternatively, or in addition, it may be used to disaggregate other metrics, such as Client Individuals: Total (PI4060), to capture the number of students with each status. This metric helps organizations capture pupil-flow rates. For more on this concept, see UNESCO's Learning Portal (https://learningportal.iiep.unesco.org/en/glossary/pupil-flow-rates). This metric may help describe the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Schooling Status
This metric is intended to capture how organizations support individuals living in poverty through their supply chains. Because assessing the poverty level of stakeholders is complex, organizations will likely have to use specific assessment tools to accurately report on this metric. See the glossary definition for additional information on commonly used tools to help determine the absolute poverty level of individuals and households. This metric is multi-dimensional with regard to the five dimensions of impact: it may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote all assumptions used, including the assessment tools used to identify the poverty level of suppliers. See usage guidance for further information.
Number of poor individuals who sold goods or services to the organization during the reporting period.
Supplier Individuals: Poor
This metric is intended to capture the amount of time a service—for example, hours of electricity, running water, or internet service—is interrupted or unavailable to clients. Organizations may use Product/Service Detailed Type (PD1516) to describe or disaggregate this metric by services provided. By comparing this metric to the total duration of the reporting period, organizations can estimate the quality of services provided. Organizations are encouraged to use this metric in combination with Service Hours Provided (PI5683) to capture service outage rates. Organizations may choose to use Service Interruptions (PI3720) to capture the number of interruptions rather than the total hours of interruption. This metric is often used by International Finance Institutions (IFIs) as part of infrastructure analysis. This metric may help describe the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. The selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of hours-of-service interruptions during the reporting period.
Service Hours Interrupted
NOTE: This metric will be deprecated in a forthcoming update to the IRIS Catalog of Metrics. Users are advised to instead report Energy Generated for Sale: Total (PI8706), disaggregated by Primary Energy Source (OI3781), all options under Non-Renewable. This metric is intended to capture non-renewable energy generated for commercial sale by the organization. Bulk energy is usually sold under a power purchase agreement with an electricity utility. The buyer or purchaser of this energy is termed the offtaker. Non-renewable energy sources include coal, natural gas, and crude oil derivatives, among other forms. Organizations may refer to the glossary for additional information. Organizations wishing to report on the amount of non-renewable energy generated for their own use should report Energy Generated for Use: Non-Renewable (OI1495). In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote the non-renewable energy type(s) and all assumptions used.
Amount of non-renewable energy generated and sold to offtaker(s) during the reporting period.
Energy Generated for Sale: Non-Renewable
This metric is intended to capture the number of unique complaints made by clients of the organization. The metric assumes that the provider has a complaint tracking system as part of its system for redress. Organizations are encouraged to report this metric in conjunction with Complaints Ratio (PI5216) and Client Complaint Tracking System (PI9435).
Number of complaints registered by clients of the organization during the reporting period.
Number of Complaints Registered
This metric is intended to capture the number of unique clients who received the organization’s products or services during the reporting period and who were referred to the organization by other clients of the organization. It is not a measure of foot traffic, nor is it intended to capture the number of consumer transactions. For example, a customer who makes two purchases during a period should be counted only once. Organizations wishing to report on total client transactions should refer to Client Transactions (PI5184). This metric is intended to capture the unique number of specific individuals served. Organizations should not use any household multipliers when reporting against this metric. If organizations consider entire households to be the customer/client, they can report against Client Households: Total (PI7954) and its associated submetrics. Many organizations may not be able to report on the number of clients using direct data. For example, organizations that sell solar lanterns through a series of local network distributors might estimate the number of client individuals reached based on the number of units sold. Organizations should footnote details on how and why these assumptions were made. For healthcare providers, “client individuals” refers to patients. For housing providers, “client individuals” refers to residents or tenants.
Number of unique individual clients of the organization who were referred by other clients of the organization during the reporting period.
Client Individuals: Referred
This metric is intended to capture the number of unique client households that received products or services where no out-of-pocket payment was provided and for which the organization expects to be reimbursed by third parties (such as insurance). Organizations should include the unique number of client households that received products/services and made no direct payment, regardless of whether or not these same households may also have paid the organization directly for certain products or services during the reporting period. Many organizations may not be able to report on the number of client households using direct data. For example, organizations that sell water purification systems through a series of local network distributors might estimate the number of client households reached based on the number of units sold. Organizations should footnote details on how and why these assumptions were made.
Number of unique client households that received products/services during the reporting period where no direct payment was provided to the organization at the time of service but for which the organization expects to be reimbursed.
Client Households: No Direct Payment
This metric is intended to capture the number of students from low-income backgrounds who are enrolled at the school as of the end of the reporting period. This metric includes both full- and part-time students. Each discrete student is counted once, regardless of the number of courses taken. These data may be most effectively collected through either school reporting (for private schools) or government reporting (for public schools). The population classified as low income includes all those who fall below a fixed threshold, which includes those classified as poor or very poor. Because assessing the poverty level of stakeholders is complex, organizations will likely use specific assessment tools to accurately report on this metric. See the glossary definition for additional information on commonly used tools to help determine the absolute poverty level of individuals and households. This metric is multi-dimensional with regard to the five dimensions of impact. It may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote all assumptions used, including details on the assessment tools used to identify low-income students. Organizations should also break down enrolled low-income students into full- and part-time. See usage guidance for further information.
Number of low-income students enrolled as of the end of the reporting period, both full- and part-time, with each discrete student counted once regardless of their number of courses.
School Enrollment: Low Income
This metric is intended to capture the length of the boundary of the organization's protected land that is immediately adjacent to already-protected land parcels, thus compounding the total amount of protected land. For many conservation objectives, large, connected areas of conserved land are more valuable than small, disconnected pieces of conserved land. This metric helps capture holistically how a specific project complements previous conservation work.
Length of protected land boundary shared with the organization's protected land as of the end of the reporting period.
Length of Adjacent Protected Land
This metric is intended to capture how many self-employed, low-income individuals sold the organization's products or services during the reporting period, either to other distributors (wholesale) or to ultimate consumers (retail). Distributors counted under this metric need not exclusively sell the organization's products or services. Direct employees who distribute the organization's goods or services should be considered employees, not distributors. The population classified as low income includes all those who fall below a fixed threshold, which includes those classified as poor or very poor. Because assessing the poverty level of distributors is complex, organizations will likely use specific assessment tools to accurately report on this metric. See the glossary definition for additional information on commonly used tools to help determine the absolute poverty level of individuals and households. This metric is multi-dimensional with regard to the five dimensions of impact: it may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote all assumptions used, including the assessment tools used to identify low-income distributors. See usage guidance for further information.
Number of low-income individuals who served as distributors of the organization's products/services during the reporting period.
Distributor Individuals: Low Income
This metric is intended to capture the total movement of vehicles using inland, road, or rail transport on a given network during the reporting period. This metric aligns with Vehicle Kilometers Traveled (VKT); data are most commonly expressed in kilometers. This metric can be used to calculate emissions intensity in the transport sector, dividing Greenhouse Gas Emissions: Total (OI1479).
Distance traveled by vehicles owned, operated, or sold by the organization during the reporting period.
Vehicle Distance Traveled
This metric is intended to capture target stakeholder spending to connect any digital device that allows individuals to call or message their social networks and/or access the Internet. Examples of such devices include smartphones, tablets, laptops, desktops, and personal digital assistants (PDAs). If these data are collected from target stakeholders through a survey, organizations should footnote details on the sample size and survey instrument used, as well as details on who administered the survey and who aggregated the resulting data. In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote the type of expenditures made, as well as source of data and all assumptions used.
Amount of money spent by an average target stakeholder on connectivity costs during the reporting period.
Target Stakeholder Spending: Connectivity
This metric is intended to capture hazardous waste avoided as a result of substituting recycled materials in the organization's products and services. Organizations should report the total amount of hazardous waste avoided for all products and services delivered or developed during the reporting period. Hazardous waste is defined as refuse that could present dangers by contaminating and polluting the environment. It requires special disposal techniques to make it harmless or less dangerous. Specific classification of hazardous waste, which organizations should footnote, is typically defined by local legislation. Organizations that offer recycling services should report hazardous waste avoided as a result of the organization's delivery of hazardous waste recycling services. In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Amount of hazardous waste avoided through refurbishing, reusing, and recycling as part of delivering or developing the organization's products and services during the reporting period.
Hazardous Waste Avoided
This metric is intended to capture how long on average (in days) it takes stakeholders to submit complete claims. Organizations should calculate this metric using the average days’ duration between an insured incident and the stakeholder’s submission of the complete claim. Organizations can use the raw data relevant to this metric when calculating Promptness of Claims Settlement (PI9897). For more detail on Promptness of Claims Settlement and for guidance on interpretation, see the Microinsurance Network’s Social Performance Indicators for Microinsurance, p. 19 (https://www.social-protection.org/gimi/ShowRessource.action?id=5270).
Average number of days elapsed between the occurrence of an insured incident and the submission of a complete claim by the stakeholder (client of the organization) for all claims settled during the reporting period.
Promptness of Claims Submission
NOTE: This metric will be deprecated in a forthcoming update to the IRIS Catalog of Metrics. Users are advised to instead report Average Agricultural Yield (PI5935), applied to Supplier Individuals: Total (PI5350). This metric is intended to capture the average output per hectare for farmers among an organization's suppliers. Organizations should not calculate this metric using aggregate data across all suppliers. Rather, as noted in the calculation, organizations should use farmer-specific data. Organizations should report yield from the most the recent harvest and footnote details on the unit of measure. This metric could be valuable for organizations that procure from farmers and provide support to improve their yields, such as training and technical assistance. Organizations interested in reporting the yields of client farmers should report Average Client Agricultural Yield: Total (PI3468). In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote all assumptions used, including source of data, details on the group, and unit of measure reporting against (such as kilograms or bushels per hectare) using Unit of Measure (PD1602). See usage guidance for further information.
Average agricultural yield per hectare of supplier individuals who sold to the reporting organization during the reporting period.
Average Supplier Agriculture Yield: Total
This metric is intended to capture gross premium earned, calculated as the premium income (written) in the period minus the change in unearned premium reserve.
Value of premium earned by the organization as of the end of the reporting period, without any deductions for commissions or other expenses.
Gross Earned Premium
This metric is intended to capture the total units or volume an organization purchased from its supplier organizations during the reporting period. Organizations that purchase different types of products/services should consider reporting separately against each different type of product/service. Organizations may wish to report this metric in conjunction with Supplier Organizations: Total (PI9566).
Units/volume from organizations that sold to the reporting organization during the reporting period.
Units/Volume Purchased from Supplier Organizations: Total
This metric is intended to capture the price of a product or service currently on the market that is similar to the organization's product or service. In many contexts, this metric captures the price of a traditional or status quo product replaced by a new or improved product sold by the organization. This metric is part of the calculation for Client Savings Premium (PI1748). Organizations should report prices as of the end of the reporting period.
Organizations should footnote all assumptions used, including how the similar, local product/service and price were selected.
Indicates the average price paid in the local market by clients for a product/service that is similar to the product/service sold by the organization.
Purchase Price of Product or Service Replaced
This metric is intended to capture the number of unique child and adolescent clients who received the organization’s products or services during the reporting period. It is not a measure of foot traffic, nor is it intended to capture the number of consumer transactions. For example, a customer who makes two purchases during a period should be counted only once. Organizations wishing to report on total client transactions should refer to Client Transactions (PI5184). Organizations operating in health services may find it beneficial to report with greater specificity the ages of their clients. For best practice guidelines for youth classification, see the World Health Organization (http://www.who.int/hiv/pub/guidelines/arv2013/intro/keyterms/en/), which defines age ranges as follows: infant (birth to one year), child (one to 10 years), and adolescent (10 to 19 years). This metric is intended to capture the unique number of specific individuals served. Organizations should not use any household multipliers when reporting against this metric. If organizations consider entire households to be the customer/client, they can report against Client Households: Total (PI7954) and its associated submetrics. Many organizations may not be able to report on the number of clients using direct data. For example, organizations that sell solar lanterns through a series of local network distributors might estimate the number of client individuals reached based on the number of units sold. Organizations should footnote details on how and why these assumptions were made. For healthcare providers, “client individuals” refers to patients. For housing providers, “client individuals” refers to residents or tenants. This metric is multi-dimensional with regard to the five dimensions of impact. It may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of unique children and adolescents who were clients of the organization during the reporting period.
Client Individuals: Children/Adolescents
This metric is intended to capture average annual spending by client individuals on insurance, a proxy of affordability. Organizations are encouraged to compare these data to historical or national averages. For example, in the United States, organizations can refer to the Henry J. Kaiser Foundation for yearly data on average annual health insurance premiums to assess affordability and access to healthcare for individuals and families. Organizations should also consider reporting Minimum Insurance Premium (PI3734).
Average annualized insurance premium charged for a particular insurance product provided by the organization during the reporting period.
Average Insurance Premium
This metric is intended to capture equity investments made by the organization in for-profit enterprises and outstanding as of the end of the reporting period. In an equity investment, in exchange for investment funds, the organization receives an ownership interest in the equity (stock) of the enterprise, either common or preferred stock. Organizations are encouraged to footnote whether their equity is held directly in enterprises or through funds.
Number of equity investments on the organization’s balance sheet as of the end of the reporting period.
Number of Equity Investments Outstanding
This metric is intended to capture the number of teachers who have met or exceeded required qualifications as of the end of the reporting period. Organizations are encouraged to report this metric in conjunction with Teachers Employed (OI5896). This metric is multi-dimensional with regard to the five dimensions of impact. In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote the minimum level of qualifications required in the local area.
Number of teachers at the organizations as of the end of the reporting period who have obtained training or have qualifications that meet or exceed the minimum requirements of the local area.
Teachers Qualified
This metric is intended to capture payments made to local enterprises that supply goods or services to the reporting organization. Organizations can themselves determine the precise threshold at which they report suppliers. In most cases, organizations should include only those enterprises supplying goods and services that are fundamental to the operations of the reporting organization. Individual organizations' definitions of local will depend on their business models and impact objectives. For example, if their purpose is economic development, they may define "local" within geo-political boundaries. If they focus on reducing emissions, they may define "local" by specific distance. Organizations should not include subcontractors as part of this metric; subcontractors can be reported under Temporary Employees (OI9028) and its related submetrics.
Organizations should footnote their definition of "local." See usage guidance for further information.
Value of payments made to local enterprises that sold goods or services to the organization during the reporting period.
Payments to Supplier Organizations: Local
Describes the time frame in which the organization operated during the reporting period. Choose all that apply: - Peak - Off-Peak - Undisclosed - Other (describe)
This metric is intended to capture the time frame in which the organization operated in terms of energy demand, which shows whether the organization’s operations made energy available for peak shaving. For further detail on peak load, peak shaving, and time-of-use tariffs, see resources: - From baseload to peak: Renewables provide a reliable solution (https://www.irena.org/-/media/Files/IRENA/Agency/Publication/2015/IRENA_Baseload_to_Peak_2015.pdf) - Time-of-Use Tariffs: Innovation Landscape Brief (https://www.irena.org/-/media/Files/IRENA/Agency/Publication/2019/Feb/IRENA_Innovation_ToU_tariffs_2019.pdf?la=en&hash=36658ADA8AA98677888DB2C184D1EE6A048C7470) - International Recommendations for Energy Statistics (https://unstats.un.org/unsd/energystats/methodology/documents/IRES-web.pdf) - U.S. Energy Information Administration’s Glossary (https://www.eia.gov/tools/glossary/index.php?id=P)
Energy Demand Hours Type
This metric is intended to capture the number of learning hours provided to students during the reporting period. It is a measure of actual hours provided during the reporting period, not expected or projected time. In this way, this metric differs from Hours of School Provided (PD4120), which projects the number of hours of instructional time per week. For example, if students are projected to have 1,120 hours of school time during a reporting period, but school is cancelled for two days (for a total of 14 hours), organizations should report 1,106 hours for this metric. This metric may be disaggregated by Learning Hours Type (PD9173) for further detail on school time, instructional time, engaged time/time on task, and, for young children, responsive learning time. Definitions for these terms are provided in the usage guidance for Learning Hours Type (PD9173).
Number of learning hours provided to students during the reporting period.
Learning Hours
This metric is intended to capture the number of clients who received products or services where no out-of-pocket payment was provided and for which the organization expects to be reimbursed by third parties (such as insurance). For example, if a school receives vouchers from its clients (students) for school enrollment and is later reimbursed by the government, these client individuals have made no direct payment. Organizations should include the number of unique client individuals who received products or services and made no direct payment, regardless of whether or not these clients may have also received services during the reporting period for which they made out-of-pocket payments. This metric is intended to capture the unique number of specific individuals served. Organizations should not use any household multipliers when reporting against this metric. If organizations consider entire households to be the customer/client, they can report against Client Households: Total (PI7954) and its associated submetrics. Many organizations may not be able to report on the number of clients using direct data. For example, organizations that sell solar lanterns through a series of local network distributors might estimate the number of client individuals reached based on the number of units sold. Organizations should footnote details on how and why these assumptions were made. For healthcare providers, “client individuals” refers to patients. For housing providers, “client individuals” refers to residents or tenants.
Number of unique client individuals who received products/services during the reporting period, for which no direct payment was provided to the organization at the time of service but for which the organization expects to be reimbursed.
Client Individuals: No Direct Payment
This metric is intended to capture the organization’s sales revenue, which results from the ordinary operating activities of an organization and is commonly termed earned revenue. In specific contexts, and based on evidence, this metric may serve as a proxy indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Value of revenue received during the reporting period from sales of the organization’s products/services.
Sales Revenue
This metric is intended to capture the price discount/savings as a percentage compared to a similar product/service. For example, if the organization's product costs $5 and the average price for a similar product is $10 in the local market, this would be calculated as: ($10$5)/ $10 = 0.5 or 50% savings. Positive numbers can be interpreted as savings to the consumer (client). Organizations should report these prices as of the end of the reporting period. This metric is multi-dimensional with regard to the five dimensions of impact. In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
This metric is intended to capture the price discount or savings to a client of purchasing the organization’s products or services rather than a similar product or service. For example, if the organization's product costs USD 5 and the average price for a similar product is USD 10 in the local market, this would be calculated as: (USD 10 – USD 5) / USD 10 = 50% savings. Positive numbers can be interpreted as savings to the consumer (client). In this calculation, organizations should use prices as of the end of the reporting period. In specific contexts, and based on evidence, this metric can serve as a proxy indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Percentage price savings the client obtains by purchasing a product or service from the organization and the average price that they would otherwise pay for a similar product or service in the local market.
Client Savings Premium
This metric is intended to capture how organizations support the livelihoods of female individuals through their supply chains. This metric is multi-dimensional with regard to the five dimensions of impact: it may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of female individuals who sold goods or services to the organization during the reporting period.
Supplier Individuals: Female
This metric is intended to capture the number of unique poor households that received the organization’s products or services during the reporting period. Examples of organizations that might report against this metric include those that provide products such as clean cookstoves or water purification systems and those that provide services such as home weatherization. Organizations that provide goods and services at the individual level, such as vaccines or school lunches, may find it more appropriate to report against Client Individuals: Total (PI4060) and related submetrics. Because assessing the poverty level of client households is complex, organizations will likely have to use specific assessment tools to accurately report on this metric. See the glossary definition for additional information on commonly used tools to help determine the absolute poverty level of individuals and households. Many organizations may not be able to report on the number of client households using direct data. For example, organizations that sell water purification systems through a series of local network distributors might estimate the number of client households reached based on the number of units sold. Organizations should footnote details on how and why these assumptions were made. This metric is multi-dimensional with regard to the five dimensions of impact. It may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of unique poor households that were clients of the organization during the reporting period.
Client Households: Poor
Disaggregates a metric representing accounts in terms of the direction of their change in value during the reporting period. Select any that apply: - Increased in value during the reporting period - Decreased in value or stayed the same value during the reporting period - Other (write-in)
This disaggregation, applied to another metric, is intended to capture the share of that metric in which the account value changed in the direction of the selected options. For example, when applied to Number of Voluntary Savings Accounts (PI6439) with the option "Increased in value during the reporting period," this disaggregation would capture the number of savings accounts which increased in value during the reporting period. Organizations should include accounts opened during the reporting period: if they have a positive balance, the account has increased in value; if they have a negative or zero balance, the account has decreased in value.
Account Value
This metric is intended to capture the beneficial impact of the organization’s storage technology (whether developed or deployed) in terms of units of energy delivered during the reporting period and therefore made available to recipients.
Organizations should footnote all assumptions used, including the scope of technology to which this metric applies.
Amount of energy discharged (MWh or MJ) from the organization’s energy storage product during the reporting period.
Energy Discharged
This metric is intended to capture the gross floor area of the building(s) where the organization plans to implement energy-efficiency improvements. Such projects can include efficiency improvements to lighting (lower-usage or fewer fixtures), increased building performance through improved insulation, installation of energy-efficient windows, and increased heating/cooling or appliance efficiency. Organizations are encouraged to report this metric in conjunction with the Energy Conserved (OI6697) as a result of these improvements. Organizations wishing to report on the amount of money spent on renewable energy infrastructure and technology, which may lead to the energy-efficiency improvements reported here, can use Renewable Energy Capital Expenditures (OI9206). If the energy-efficiency improvements are part of a wider energy conservation strategy or as otherwise applicable, organizations are also encouraged to report Energy Conservation Strategy (OI4531).
Organizations should footnote details on the types of energy efficiency improvements planned, as well as all assumptions used. See usage guidance for further information.
Area of buildings projected to receive energy-efficiency improvements as a result of investments made by the organization during the reporting period.
Building Area of Energy Efficiency Improvements
This metric is intended to capture the number of unique client households that received products or services provided by the organization for which it did not request payment and for which it does not expect reimbursement. If the organization expects or receives payment from someone other than the client household, these households should be reported against Client Households: No Direct Payment (PI2180). Organizations should include the unique number of client households that received free products or services, regardless of whether or not these same households may also have paid the organization directly for certain products or services during the reporting period. Many organizations may not be able to report on the number of client households using direct data. For example, organizations that sell water purification systems through a series of local network distributors might estimate the number of client households reached based on the number of units sold. Organizations should footnote details on how and why these assumptions were made. This metric is multi-dimensional with regard to the five dimensions of impact. It may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of unique client households who received free products/services from the organization during the reporting period.
Client Households: Receiving Free Products/Services
This metric is intended to capture the price premium a producer or supplier to the organization earns, which is the percentage by which a product/service's selling price exceeds a benchmark price. The benchmark price is the average price that can be obtained for a similar product/service in the local area. An example of how this metric might be calculated follows. By selling to the organization, farmers get USD 2 per pound for a good (such as apples) compared to only USD 1 per pound for selling the same good in the local market. The reporting organization would report this as (USD 2 – USD 1) / USD 1 x 100 = 100% and would footnote assumptions with regard to how they derived the local market rate (that is, the benchmark). In some circumstances, this metric can help describe the CONTRIBUTION an organization likely had to the degree of change (depth) in outcome that the stakeholders experienced, relative to what the market or social system would have done anyway. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote all assumptions used, including the source for the benchmark product/service rate and source of data. See usage guidance for further information.
Price premium percentage that the producer (supplier) selling to the organization obtains from the organization for its goods or services during the reporting period.
Producer Price Premium
Describes the diseases or conditions addressed by the organization's products or services provided during the reporting period. Select all that apply: - 01 Certain infectious or parasitic diseases - 02 Neoplasms - 03 Diseases of the blood or blood-forming organs - 04 Diseases of the immune system - 05 Endocrine, nutritional, or metabolic diseases - 06 Mental, behavioural or neurodevelopmental disorders - 07 Sleep-wake disorders - 08 Diseases of the nervous system - 09 Diseases of the visual system - 10 Diseases of the ear or mastoid process - 11 Diseases of the circulatory system - 12 Diseases of the respiratory system - 13 Diseases of the digestive system - 14 Diseases of the skin - 15 Diseases of the musculoskeletal system or connective tissue - 16 Diseases of the genitourinary system - 17 Conditions related to sexual health - 18 Pregnancy, childbirth, or the puerperium - 19 Certain conditions originating in the perinatal period - 20 Developmental anomalies - 21 Symptoms, signs or clinical findings, not elsewhere classified - 22 Injury, poisoning or certain other consequences of external causes - 23 External causes of morbidity or mortality - 24 Factors influencing health status or contact with health services - 25 Codes for special purposes - 26 Supplementary Chapter Traditional Medicine Conditions - Module I
This metric is intended to capture the types of diseases and conditions addressed by organizations operating in health services. The options align with top-level ICD-11 codes from the World Health Organization (https://icd.who.int/browse11/l-m/en). Organizations that do not provide direct treatment should select the diseases or conditions that their products or services address. For example, an organization that produces and sells vaccines should choose the diseases or conditions those vaccines address. Organizations can report this metric at an organizational level (selecting all relevant answer options) or for a specific product/service (selecting only one disease or condition addressed by the product or service for which the organization is reporting).
Organizations should footnote details about how their products and services address the selected diseases or conditions. See usage guidance for further information.
Disease/Condition Addressed
This metric is intended to capture the number of units or volume provided for sale—for example, of piped water or energy—that were lost, leaked, or for which no payment was received ("non-revenue") during the reporting period. These are administrative data and should come from the service provider (for example, the utility company). This metric, in combination with Water Provided for Sale: Total (PI9468), aligns with the IBNET indicator Non-Revenue Water (IBNET 6.1), which represents water that has been produced but is “lost” before it reaches the customer (whether through leaks, theft, or legal usage for which no payment is made). Some non-revenue water can be saved through appropriate technical and managerial actions. Water saved can then be used to meet currently unsatisfied demand (and hence to increase revenues to the utility) or to defer future capital expenditures in additional supply (and hence to reduce costs to the utility). For further detail, see IBNET (https://www.ib-net.org/toolkit/ibnet-indicators/non-revenue-water/). This metric also aligns with HIPSO (Harmonized Indicators for Private Sector Operations) indicators for water and energy. To meet HIPSO specifications for water, users should disaggregate this metric by commercial and technical losses. This metric may help describe the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. The selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Amount of the product/service provided by the organization for free as a result of loss or leakage during the reporting period.
Units/Volume Sold: Lost/Leaked
This metric is intended to capture how organizations support livelihoods through their supply chains.
Value of payments made by the organization to individuals who sold to the organization during the reporting period.
Payments to Supplier Individuals: Total
This metric is intended to capture the area of land controlled or monitored by the organization that has been deforested. Above- and below-ground food networks in forests have developed over hundreds of years. Forests provide habitats for species and provide a range of ecosystem services. Their disappearance leads to loss in biodiversity, decline in soil quality (for example, erosion and nutrients), and intensification of climate change. Land may be deforested for multiple reasons and using multiple methods (e.g., clear-cutting, burning). Organizations should footnote these details. Organizations can report this metric in conjunction with Area of Land Reforested (PI4907). Organizations are encouraged to closely monitor deforestation and its causes through remote sensing data, tracking the evolution and speed of deforestation over time. Organizations should also track the consequences for forests of natural disasters, harvesting, illegal logging, and other negative outcomes.
Organizations should footnote the reasons and methods for deforestation, as well as all assumptions used. See usage guidance for further information.
Area of land deforested by the organization during the reporting period.
Area of Land Deforested
This metric is intended to capture the number of loans on an organization’s balance sheet as of the end of the reporting period. Microfinance institutions (MFIs) using a group-lending methodology should count separately under this metric one loan for every individual who is responsible for repaying a portion of a group loan, unless another definition is footnoted. Organizations should report all loans disbursed to clients that have neither been fully repaid nor written off as of the end of the reporting period. For financial organizations, loans disbursed are considered Financial Assets (FP4649) listed on the organization’s balance sheet.
Number of disbursed loans remaining on the organization’s balance sheet as of the end of the reporting period.
Number of Loans Outstanding
This metric is intended to capture actual energy stored, not battery nameplate capacity, generally measured annually as MWh/year or MJ/year. Organizations should footnote whether the storage capacity is targeted at reducing wasted energy from existing generation or at creating storage capacity to enable new generation.
Amount of energy stored by the organization during the reporting period.
Energy Stored
This metric is intended to capture the weight of packaging used by the organization. Organizations may also wish to report Packaging Type (PD2285). Weight of packaging is a common way to measure how much packaging is used, which is relevant in assessing the environmental implications of an organization's products. This metric is based on SASB CG-HP-410a.1.
Weight of packaging used by the organization during the reporting period.
Packaging Weight
This metric is intended to capture the number of unique urban households that received the organization's products or services during the reporting period. Examples of organizations that might report against this metric include those that provide products such as clean cookstoves or water purification systems and those that provide services such as home weatherization. Organizations that provide goods and services at the individual level, such as vaccines or school lunches, may find it more appropriate to report against Client Individuals: Total (PI4060) and related submetrics. Many organizations may not be able to report on the number of client households using direct data. For example, organizations that sell water purification systems through a series of local network distributors might estimate the number of client households reached based on the number of units sold. Organizations should footnote details on how and why these assumptions were made. This metric is multi-dimensional with regard to the five dimensions of impact. It may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of unique households in urban areas that were clients of the organization during the reporting period.
Client Households: Urban
This metric is intended to capture target stakeholder spending on housing. These data can be collected directly from target stakeholders (residents) or through a housing management company. If collected directly from target stakeholders through a survey, organizations should footnote details on the sample size and survey instrument used, as well as details on who administered the survey and who aggregated the resulting data. Target stakeholders are sometimes referred to as “beneficiaries” in other frameworks. In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote the type of expenditures made, including whether payments are for rent or ownership of housing, as well as all assumptions used and source of data.
Amount of money spent by the average target stakeholder on housing costs during the reporting period.
Target Stakeholder Spending: Housing
NOTE: This metric will be deprecated in a forthcoming update to the IRIS Catalog of Metrics. Users are advised to instead report Average Agricultural Yield (PI5935), applied to Supplier Individuals: Smallholder (PI9991). This metric is intended to capture the average output per hectare for smallholder farmers among an organization's suppliers. Organizations should not calculate this metric using aggregate data across all smallholder suppliers. Rather, as noted in the calculation, organizations should use smallholder farmer–specific data. Organizations should report yield from the most recent harvest and footnote details on the unit of measure. This metric could be valuable for organizations that procure from farmers and provide support to improve their yields, such as training and technical assistance. Organizations interested in reporting the yields of their client farmers should report Average Client Agricultural Yield: Smallholder (PI9421). This metric is multi-dimensional with regard to the five dimensions of impact. In specific contexts, and based on evidence, this metric may serve as a proxy indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). This metric may also identify a specific the WHO dimension of impact, which details which stakeholders the investment or enterprise aims to reach with the outcome. This metric may also help clarify how underserved they were prior to the investment. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Average agricultural yield per hectare of smallholder farmers who sold to the organization during the reporting period.
Average Supplier Agricultural Yield: Smallholder
This metric is intended to capture the number of individuals (whether clients of the organization or not) displaced from their homes as a result of projects funded by the organization. For example, if the organization constructs a new road and, in the process, displaces 50 people, the value of this metric would be 50. Organizations should footnote details of the displacement. Organizations are encouraged to report this metric in conjunction with Individuals Displaced: Compensated (PI3009) to identify the number of displaced individuals who received remuneration for their displacement. For more on this topic, see EBRD’s Resettlement Guidance and Best Practice (https://www.ebrd.com/publications/resettlement-guidance-good-practice.pdf). This metric may most apply to projects involving the construction or renovation of large-scale infrastructure, as well as building projects. This metric is often used by International Finance Institutions (IFIs) as part of infrastructure analysis. This metric is multidimensional with regard to the five dimensions of impact. It may help describe the WHO dimension of impact, which details which stakeholders the investment or enterprise aims to reach with the outcome, and may also describe the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. The selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of individuals displaced as a result of projects supported/financed by the organization during the reporting period.
Individuals Displaced: Total
This metric is intended to capture the amount of a product that has been manufactured or cultivated by the organization during the reporting period. Organizations that sell different types of products/services should consider reporting separately against each different product/service.
Amount of the product/service produced by the organization during the reporting period.
Units/Volume Produced
This metric is intended to capture the ratio at which clients renew their insurance. As an example, a 90% renewal ratio means that for every 100 insured, 90 renew, while 10 do not. For more detail on the ratio and for guidance on its interpretation, see the Microinsurance Network’s Social Performance Indicators for Microinsurance, p. 18 (https://www.social-protection.org/gimi/ShowRessource.action?id=5270/).
Percentage of the organization’s clients that stay enrolled in policies after their coverage term expires during the reporting period.
Renewal Ratio
This metric is intended to capture the sales volume of a product or service. Organizations that sell different types of products/services should consider reporting separately against each different product/service.
Amount of the product/service sold by the organization during the reporting period.
Units/Volume Sold: Total
This metric is intended to capture whether the organization offers responsible financial products and services, as defined by their implementation of the following: Client Protection Policy (OI4753), Repayment Capacity Analysis (PI4733), and Non-Financial Support Offered (PD9681). While organizations should consider a broader scope of concerns around responsible financial services, organizations implementing these three policies and procedures are often presumed to be "responsible" as a working definition for the purpose of comparative analysis.
Organizations should footnote details regarding the policies in place that make the offered financial products and services responsible. Organizations may refer to footnotes under other reported metrics.
Indicates whether the organization offers responsible financial products and services. See usage guidance for further information.
This metric is intended to capture how many self-employed individuals with disabilities sold the organization's products or services during the reporting period, either to other distributors (wholesale) or to ultimate consumers (retail). Distributors counted under this metric need not exclusively sell the organization's products or services. Direct employees who distribute the organization's goods or services should be considered employees, not distributors. This metric is multi-dimensional with regard to the five dimensions of impact: it may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of individuals with disabilities who served as distributors of the organization’s products/services during the reporting period.
Distributor Individuals: Disabilities
This metric is intended to capture whether the organization provided transportation to students who requested or needed it. Organizations are also encouraged to footnote details on the service provided, such as the number of students who were provided transportation, eligibility criteria, bus capacity and ridership, and safety details.
Organizations should footnote the type of transportation provided and the percentage of students that use it.
Indicates if the organization provided transportation to students that needed or requested it during the reporting period.
Student Transportation
This metric is intended to capture the number of female students enrolled at the school as of the end of the reporting period, including both full- and part-time students. Each discrete student is counted once, regardless of the number of courses taken. These data may be most effectively collected through either school reporting (for private schools) or government reporting (for public schools). This metric is multi-dimensional with regard to the five dimensions of impact. It may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote all assumptions used, as well as a breakdown of full- and part-time female students.
Number of female students enrolled as of the end of the reporting period, both full- and part-time, with each discrete student counted once regardless of their number of courses.
School Enrollment: Female
This metric is intended to capture how many organizations sold the organization's products or services during the reporting period, either to other distributors (wholesale) or to ultimate consumers (retail). Distributors counted under this metric need not exclusively sell the organization’s products or services. Organizations wishing to report on individuals who are distributors should instead use Distributor Individuals: Total (PI2758) and its associated submetrics. This metric is multi-dimensional with regard to the five dimensions of impact: it may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of enterprises that served as distributors of the organization's products/services during the reporting period.
Distributor Organizations: Total
This metric is intended to capture the speed of discharge for an energy storage technology developed or deployed by the organization, a proxy for energy availability.
Average discharge rate of the organization’s storage product , measured as the energy storage capacity divided by the discharge time, during the reporting period.
Energy Discharge Rate
This metric is intended to capture the number of healthcare facilities managed by the organization. Organizations are encouraged to report the number and design of facilities built in their operations manual or impact report. Organizations should also align their facility counts with state or international standards.
Number of healthcare units/facilities under the organization's management as of the end of the reporting period.
Healthcare Facilities
This metric is intended to capture the maximum potential benefit of an energy storage technology developed or deployed by the organization in terms of maximum potential energy stored without accounting for actual usage or loss rates. Reference: SASB RR-FC-410a.1.
Maximum amount of energy that can be stored in the organization’s energy storage product (in MWh or MJ) as of the end of the reporting period.
Energy Storage Capacity
This metric is intended to capture whether the organization has basic services provided on premises along with a system in place to maintain them. Organizations in the WASH sector should report this metric in combination with WASH Facilities Type (PD3668). For Water, Sanitation, and Hygiene (WASH) services, this metric requires an access level of "Basic" or "Safely Managed," according to the criteria set forth in the Joint Monitoring Programme's Service Ladder for Drinking Water (https://washdata.org/monitoring/drinking-water). For more information, see Service Level Type (PD5205). For other impact goals and sectors, organizations should provide services and facilities at the basic or higher level, as defined by international standards. Organizations should footnote which standards are applied. These data are often most easily collected through site visits or surveys, with visual confirmation that improvement projects have been completed. In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. The selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote all assumptions used, including what type of basic services are available.
Indicates whether basic services are present onsite, along with a system in place to maintain them, as of the end of the reporting period.
Availability of Basic Services/Facilities
This metric is intended to capture the percent of samples passing quality standards according to national or regional norms. Water quality affects many social and environmental outcomes, including human and ecological health. In the United States, organizations may seek further guidance on water quality standards from the Environmental Protection Agency (https://www.epa.gov/wqc/basic-information-water-quality-criteria). The World Health Organization provides additional drinking water quality standards (https://www.who.int/teams/environment-climate-change-and-health/water-sanitation-and-health/water-safety-and-quality/drinking-water-quality-guidelines). These are administrative data and should come from the service provider (for example, the utility company). This indicator aligns with IBNET 15.3-15.4 (https://www.ib-net.org/toolkit/ibnet-indicators/quality-of-service/). In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. The selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote all assumptions, including details on national standards for water quality. See usage guidance for further information.
Percent of water samples at distribution or network sampling points that meet national standards for chemical water quality, residual chlorine, and microbiological contamination during the reporting period.
Water Quality Standards Pass Rate
Describes the developmental status of children served by the organization as of the end of the reporting period. Choose all that apply: - Developmentally on track overall - Developmentally on track in language - Developmentally on track in executive function - Developmentally on track in health - Developmentally on track in social and behavioral skills - Developmentally delayed - Other (describe)
This metric is intended to capture the developmental status of children served by the organization, both in general and on specific areas of development, including language, executive function, and social and behavioral skills. Used alone, it describes the developmental progress of children in projects supported by the organization. Alternatively, or in addition, it may be used to disaggregate other metrics, such as Client Individuals: Total (PI4060), to calculate how many children are or are not developmentally on track. This metric, used in combination with Client Individuals: Total (PI4060), is aligned to SDG indicator 4.2.1. This metric is multi-dimensional with regard to the five dimensions of impact. In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote all assumptions used, including which tools or methodologies were used.
Developmental Status
This metric is intended to capture whether the organization has screened the children it serves for developmental progress. Developmental screening includes screening for learning disabilities, speech or language problems, autism, intellectual disability, emotional or behavioral conditions, hearing or vision impairment, and attention deficit/hyperactivity disorder (ADHD). To measure how many children are developmentally on track, organizations are encouraged to use Client Individuals: Total (PI4060) disaggregated by Developmental Status (PI0045).
Organizations should footnote all assumptions used, including which tools or methodologies were used to screen children for developmental progress. Organizations are also encouraged to footnote details about the frequency with which they conduct such assessments.
Describes whether the organization has screened children who are using the organization's products/services for developmental progress and delays as of the end of the reporting period.
Child Developmental Assessment
This metric is intended to capture details of the extracurricular programs offered by the organization. Examples of the type of extracurricular programs that may be provided, to footnote, include arts, community service, religion, and sports.
Organizations should footnote details about the specific extracurricular programs provided. See usage guidance for further information.
Describes the extracurricular activities that the organization offers to students.
Extracurricular Programs Offered
This metric is intended to capture services offered by the organization to support clients other than with financial resources. Examples of services to footnote include support on topics such as education (e.g., in financial literacy, workplace safety, basic health and nutrition, for children and youth), enterprise services (e.g., business development services, enterprise skills development), female empowerment (e.g., women’s leadership training, women’s rights education and gender equality training, counseling and legal services for female victims of violence), health (e.g., basic medical services, special medical services for women and children), and housing (e.g., housing counseling, other housing-related support), among other non-financial services.
Organizations should footnote details regarding the types of services offered and their uptake. See usage guidance for further information.
Describes the type of non-financial support the organization offers to clients, if applicable.
Non-financial Support Offered
This metric is intended to capture the potential GHG emissions of a product during its usable lifetime. Its calculation should not include GHG emissions related to a product’s manufacture or transport. Organizations that wish to report GHG emissions reduced as a result of a product can report against Greenhouse Gas Reductions Due to Products Sold (PI5376). The Greenhouse Gas Protocol (GHG Protocol) is the most widely used international accounting tool to understand, quantify, and manage greenhouse gas emissions. For more information on the GHG Protocol, organizations should refer to the following: - Greenhouse Gas Protocol Standards (http://www.ghgprotocol.org/standards) - Greenhouse Gas Protocol Calculators (https://ghgprotocol.org/calculation-tools) In some circumstances, this metric can help describe the CONTRIBUTION an organization likely had to the degree of change (depth) in outcome that the stakeholders experienced, relative to what the market or social system would have done anyway. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote all assumptions and tools used in emissions calculation, including source of data.
Amount of greenhouse gases (GHG) emitted by a product over its lifetime. Organizations should use Product Lifetime (PD4587) to capture the lifetime of the product.
Greenhouse Gas Emissions of Product
This metric is intended to capture the percentage of recycled materials used in manufacturing the organization's products (including packaging) during the reporting period. Recycled materials comprise processed recovered waste and may include glass, paper, metal, plastic, textiles, and electronics. Composted or other processed biodegradable waste is also considered recycled material. In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Percentage of recycled materials used to manufacture the organization's products (including packaging) during the reporting period.
Percent Recycled Materials
This metric is intended to capture whether or not the organization requires some or all of its clients to have deposits with the organization (savings accounts).
Organizations should footnote the details of this requirement, including which clients it applies to.
Indicates whether the organization requires clients to establish savings accounts.
Compulsory Deposits
Describes the type of learning time provided through the organization's products/services during the reporting period. Choose all that apply (see usage guidance for definitions): - School time - Instructional time - Engaged time/time-on-task - Supportive learning time - Other (describe)
This metric is intended to capture the type of learning time provided through the organization's products or services. School time is the total amount of time spent in school. Instructional time is the portion of classroom time devoted to the teaching and learning of curricular subjects. Engaged time (also known as time-on-task) refers to the portion of time during which students are paying attention to a learning task and attempting to learn. Supportive learning time, which is particularly important in early childhood, refers to time spent actively engaging with a caretaker who makes sense of and validates their learning (also known as “serve and return”). For more information on supportive learning time, see Harvard University's Center for the Developing Child (https://developingchild.harvard.edu/science/key-concepts/serve-and-return/). This metric may be used to disaggregate Learning Hours (PI1836), quantifying the types of learning time provided to students and children.
Learning Hours Provided: Type
This metric is intended to capture the characteristics of land the organization directly or indirectly controls that make conservation of that land a priority. Priorities depend on local conditions (e.g., species present, local communities, level of degradation). Organizations should monitor their conservation measures and gradually adjust their priorities accordingly. Nature conservation priority maps, such as MaxEnt, Nature Map, and Co$ting Nature, can provide an indication of where to act first and take into account different types of (future) land use. Examples of relevant details to footnote include, for instance, the relevant endangered or vulnerable species and other details about each selection, any third-party entities identifying the land’s conservation priority (e.g., local community, inter-governmental entity, nonprofit, or government), and the level of conservation priority. If available, organizations should cite published plans or other documentation that identifies the land as a conservation priority. Organizations are encouraged to report this metric in conjunction with Protected Land Area: Total (PI4716), Land Directly Controlled: Sustainably Managed (OI6912), Land Indirectly Controlled: Sustainably Managed (PI6796), Ecosystem Services Provided (PD8494), Length of Adjacent Protected Land (PI2135), and Area of Adjacent Protected Land (PI5750).
Organizations should footnote details about their selections. See usage guidance for further information.
Conservation Priority Characteristics
Describes the sector(s) in which the organization focuses its operations. Select all that apply: A. Agriculture, forestry, and fishing B. Mining and quarrying C. Manufacturing D. Electricity, gas, steam, and air conditioning supply E. Water supply; sewerage, waste management, and remediation activities F. Construction G. Wholesale and retail trade; repair of motor vehicles and motorcycles H. Transportation and storage I. Accommodation and food service activities J. Information and communication K. Financial and insurance activities L. Real estate activities M. Professional, scientific, and technical activities N. Administrative and support service activities O. Public administration and defense; compulsory social security P. Education Q. Human health and social work activities R. Arts, entertainment, and recreation S. Other service activities T. Activities of households as employers; undifferentiated goods and services producing activities of households for own use U. Activities of extraterritorial organizations and bodies V. Other (describe)
This metric is intended to capture the sector in which the organization operates. Because the category in which an organization operates (as categorized by its products/services) may differ from the categories it seeks to influence, at least two metrics are necessary to categorize an investment: respectively, Sector of Operations (PD8808) and one or both of Social Impact Objectives (OD6247) and Environmental Impact Objectives (OD4108). For example, a company that develops mobile software to inform rural farmers of real time market price data changes operates in the ICT category, but targets or influences the Agriculture sector. Thus, this organization would select "J. Information and communication" as its Sector of Operations (PD8808), and would select "Increasing Access to Agricultural Training and Information" under its Social Impact Objectives (OD6247). This list of sectors is aligned to the International Standard Industrial Classification of All Economic Activities, or ISIC (https://unstats.un.org/unsd/classifications/Econ/ISIC.cshtml). Organizations can report this metric at an organizational level (selecting all of the categories of focus for the organization) or for a specific product/service (selecting the specific category of focus of the product/service for which the organization is reporting).
Sector of Operations
This metric is intended to capture the number of school days offered by the organization each year. If the reporting period is equivalent to the school year, this metric would be equal to the number of days of school offered during the reporting period.
Number of days of school offered by the organization each year.
Days of School Offered per Year
This metric is intended to capture the amount of water that could be treated by a product during its lifetime. For example, an organization might report the volume of water that a kinetic water-purifying bicycle can treat (organizations should footnote assumptions about trip time and the like when reporting the capacity of such a product). Organizations wishing to report the water-treatment capacity of all products sold during the reporting period should use Water Treatment Capacity of Products Sold (PD3523). Treating water aims to improve water’s quality to make it more acceptable for an end-use, such as drinking, industry, or safe return to the environment, by removing or reducing existing water contaminants.
Organizations should footnote all assumptions used, as well as details on the type of water treated (e.g., wastewater).
Volume of water treated over the lifetime of a product or system operated according to planned capacity.
Water Treatment Capacity of Product: Total
Describes the type of meter provided to households or individuals with utility connections as a result of the organization's activities during the reporting period. Choose all that apply: - Operating meter - Non-operating/broken meter - No meter - Undisclosed
This metric is intended to capture the type of meter—whether operating, non-operating/broken, or no meter—provided to households or individuals with utility connections during the reporting period. This metric can help assess whether households connected to a service are actually able to access that service and whether it is provided at a fair price. This metric is often used by International Finance Institutions (IFIs) as part of infrastructure analysis. In some circumstances, this metric can help describe the likelihood that the impact will be different than expected, the RISK dimension of impact. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. The selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Meter Type
Describes the ecosystem services—that is, the societal benefits of nature—provided by the ecosystem on land or marine area directly or indirectly controlled by the organization during the reporting period. Select all that apply: Provisioning Values/Services - Food - Biological raw materials - Biomass fuel - Freshwater - Genetic resources - Biochemicals, natural medicines, pharmaceuticals Regulating Values/Services - Maintenance of air quality - Regulation of climate - Regulation of water timing and flows - Erosion control - Water purification and waste treatment - Disease mitigation - Maintenance of soil quality - Pest mitigation - Pollination - Natural hazard mitigation Supporting Values/Services - Habitat - Nutrient cycling - Primary production - Water cycling Cultural Values/Services - Recreation and ecotourism - Ethical and spiritual values - Educational and inspirational values
This metric is intended to capture the ecosystem services provided by land or marine area the organization directly or indirectly controls. Note that what is most critical for organizations to capture is not necessarily the long list of ecosystem services provided, but rather the key ecosystem services and their quality. Organizations may choose to identify the top 3-5 ecosystem services provided from this list, then track their changes in quality over time. The number, variety, and balance of ecosystem services is a good indicator of ecosystem health. A disproportionate share of human-induced provisioning services like crops and timber generally indicates poor ecosystem health (e.g., intensive agriculture, intensive forestry). The value of ecosystem services can be expressed in physical (e.g., amount of groundwater supplied in m³) or monetary terms. Monetary valuation of ecosystem services is complex and requires expert support but enables comparison and aggregation. Assessing ecosystem services at the site or project level uses specific tools such as InVEST or Aries and generally requires expert advice. The societal value of ecosystems is deeply related to the benefits they provide people, specifically ecosystem services, making this metric a proxy for the social value of biodiversity. Organizations are encouraged to report this metric alongside others in the Biodiversity IRIS+ Core Metrics Set, as tailored to context, that give a complementary, more complete picture of biodiversity performance. Examples of details to footnote include how the ecosystem provides the selected ecosystem services, the methodology used to measure and value the ecosystem services, information on which services were covered, and any external validation or verification conducted to evaluate the provision of the selected ecosystem services. For external validation or verification, organizations should footnote which services were covered, the date of evaluation, and the entity conducting verification/validation (e.g., university researcher, consultant, ecosystem services bank). Organizations can apply this metric in risk screening (‘which ecosystem services are at risk due to the investment?’), identifying restoration opportunities (‘which ecosystem services can benefit from an investment in restoration?’), and comparison (‘which product innovations or locations for restoration are most promising in terms of generating ecosystem services?’). Organizations are encouraged to report this metric in conjunction with Protected Land Area: Total (PI4716), Protected Land Area: Permanent (PI3924), Land Directly Controlled: Sustainably Managed (OI6912), Land Indirectly Controlled: Sustainably Managed (PI6796), Land Directly Controlled: Total (OI5408), and Land Indirectly Controlled: Total (PI3789). The detailed options for this metric were sourced from the World Resources Institute (WRI).
Ecosystem Services Provided
Describes the types of entities that are buyers or recipients of the organization's products/services. Select all that apply: - Individuals - Households - Microenterprises - Small and Medium-Sized Enterprises - Large Enterprises - Nonprofit/Non-Governmental Organizations - Governmental Organizations - Other
This metric is intended to capture a general description of the organization’s clients. This metric may help describe the WHO dimension of impact, which details which stakeholders the investment or enterprise aims to reach with the outcome. This metric may also help clarify how underserved they were prior to the investment. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote the client type if they select "Other".
Client Type
This metric is intended to capture the organization’s environmental policies for clients of its financial services. Examples of environmental policies, to footnote, include raising clients’ or enterprises’ awareness of environmental impact, training or educating clients or enterprises regarding environmental improvements, writing specific clauses into loan contracts to mitigate social and environmental risks, identifying enterprises with environmental risk, linking lines of credit to alternative forms of energy, and linking lines of credit to other environment-friendly products.
Organizations should footnote details on the types of policies implemented. See usage guidance for further information.
Indicates whether the organization implements environmental policies associated with the organization’s financing practices.
Environmental Policies for Financial Services Clients
This metric is intended to capture a description of the organization’s product or service offerings. This metric aligns to, and can be reported in conjunction with, Product/Service Type (PD3017) and Product/Service Detailed Type (PD1516).
Describes (qualitatively) the product or service provided by the organization.
Product/Service Description
This metric is intended to capture water consumed by the product replaced over the lifetime of the organization's product, not over the lifetime of the product that is being replaced. For example, this metric may be used to measure the water consumption of a conventional toilet over the expected lifetime of the organization’s water-efficient toilet product. In some circumstances, this metric can help describe the CONTRIBUTION an enterprise likely had to the degree of change (depth) in outcome that the stakeholders experienced, relative to what the market or social system would have done anyway. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote details on the product replaced, source of data on product consumption, and any other calculation assumptions used.
Average volume of water that would have been consumed by the replaced product during the lifetime of the organization's product.
Water Consumption of Product Replaced
Describes the type of community development facilities projected to be built, renovated, or purchased as a result of investments made by the organization during the reporting period. Choose all that apply: - Childcare - Education - Healthcare - Other
This metric is intended to capture the details on the community facilities that will be built, renovated, or purchased as a result of investments by the organization during the reporting period. A community facility provides services to the local community. Examples include health and medical clinics, health-treatment facilities, schools, arts and other cultural facilities, daycare facilities (adult and youth), and community sports facilities.
Organizations should footnote details and descriptions of these facilities (especially if selecting "Other").
Community Facilities Type
Describes the methodologies the organization uses to deliver financial services. Select all that apply: - Individual lending - Solidarity group lending - Village/self-help group lending - Digital financial services - Agency banking - Licensed agents working on behalf of the financial service provider - Roving staff/mobile branches - ATMs - Mobile banking - Internet-based services - Merchant POS or network - Other
This metric is intended to capture how organizations operating in microfinance (and primarily those providing lending services) deliver financial services. With an individual lending methodology, a loan is made to an individual borrower who is solely responsible for its repayment. With a solidarity group lending methodology, funds are disbursed to groups, with collection of repayment either from the group as a whole or from the individual members of that group. Borrowers in such groups often bear joint and several liability for the repayment of all loans to the group and its members. See the glossary term for additional information. With a village/self-help group lending methodology, the organization provides access to credit and savings services through group- or community-managed associations. The organization may lend to the group, which in turn uses the provided funds to lend to its members. See the glossary term for additional information. With agency banking, the organization extends their branch network to more distributed populations (e.g., rural populations) via authorized agents (branchless banking). Benefits of this methodology include cost-effectiveness, risk management, product availability, improved financial inclusion, and a wider customer base. With licensed agents, individuals or businesses are empowered to act on behalf of a financial service provider (FSP) to perform certain financial or administrative transactions. They may have a direct contractual relationship with the FSP or may be contracted by a third party (a super-agent or aggregator) that maintains a service agreement with the FSP. Roving staff/mobile branches serve customers outside of branches in their places of residence or business. They may or may not be associated with a particular branch. This methodology includes only staff or mobile units that manage deposits or handle opening customer accounts (other than loan origination). With ATMs (automated teller machines), customers access services via machines at fixed locations through different means of identification (card, PIN, biometrics). ATMs offer different kinds of cash- or non-cash-based operations (such as deposits, withdrawals, transfers, and account balance consultation). ATMs may be proprietary or managed by third parties. With mobile banking, clients access services through Unstructured Supplementary Service Data (USSD) or Short Message Service (SMS) communications via their mobile devices. With Internet-based banking services, clients access services through a personal device (smartphone app or website) using standard Internet protocols. With merchant POS (point-of-sale) or network, a merchant uses a physical payment processing device, located at the merchant’s place of business and connected to a network, to accept payment for the sale of goods or services from customers of the financial service provider using their means of identification from the FSP (card or other). The merchant could be owned directly by the FSP or simply have access to a network enabling the merchant to process payments. Organizations using an ‘other’ approach to delivering microfinance should describe the method or approach used. Organizations can refer to the following resources for additional guidance: -Microfinance Information Exchange: Measuring the Performance of Alternative Delivery Channels (https://www.centerforfinancialinclusion.org/about/what-we-do/mix) -International Finance Corporation: Digital Finance (https://www.ifc.org/wps/wcm/connect/Industry_EXT_Content/IFC_External_Corporate_Site/Financial+Institutions/Priorities/Digital+Finance)
Organizations selecting ‘Other’ should footnote the type of delivery methodology they use.
Microfinance Delivery Methodology
This metric is intended to capture the amount of potable water that a product could produce or provide during its lifetime. For example, an organization that sells home water pumps might report the amount of drinking water provided to the end user over a pump’s lifetime. Potable water is safe enough for human consumption or use for domestic purposes, drinking, cooking, and personal hygiene with low risk of immediate or long-term harm.
Volume of potable water provided over the lifetime of a product or system operated according to planned capacity.
Water Provision Capacity of Product: Potable
This metric is intended to capture the regional geography of clients. In countries where state postal abbreviations exist, use standard and appropriate codes (e.g., New York, USA = NY or Andhra Pradesh, India = AP).
States or provinces where the organization's products/services are purchased/used.
Client State/Province/Region
This metric is intended to capture energy consumed by an individual product over its lifetime, not energy consumed by the product during the reporting period. It can offer an estimate of efficiency gains associated with the product. Examples of assumptions related to product utilization, to footnote, include hours used and watts/hour used.
Organizations should footnote assumptions used with respect to product utilization. See usage guidance for further information.
Amount of energy consumed by the product during its lifetime.
Energy Consumption of Product
Describes the conservation status of species during the reporting period. Choose all that apply: - Least concern - Near threatened - Vulnerable - Endangered - Critically endangered - Extinct in the wild - Extinct - Data deficient - Not evaluated
This metric is intended to capture the global conservation status of a species in accordance with the IUCN Red List (https://www.iucn.org/resources/conservation-tools/iucn-red-list-threatened-species#RL_categories). Organizations should refer to the IUCN Red List Index to report on the conservation status of specific identified species. In applying this metric, organizations should begin by understanding which species' habitats are on land assessed by the organization. As a result, this metric is often used in conjunction with Species Area of Habitat (PD2584).
Species Conservation Status
Describes the geography of stakeholders targeted by the organization, expressed by country, as of the end of the reporting period. Choose all that apply: - Afghanistan - Albania - Algeria - Andorra - Angola - Anguilla - Antigua & Barbuda - Argentina - Armenia - Australia - Austria - Azerbaijan - Bahamas - Bahrain - Bangladesh - Barbados - Belarus - Belgium - Belize - Benin - Bermuda - Bhutan - Bolivia - Bosnia & Herzegovina - Botswana - Brazil - Brunei Darussalam - Bulgaria - Burkina Faso - Myanmar (Burma) - Burundi - Cambodia - Cameroon - Canada - Cape Verde - Cayman Islands - Central African Republic - Chad - Chile - China - Colombia - Comoros - Costa Rica - Croatia - Cuba - Cyprus - Czech Republic - Democratic Republic of the Congo - Denmark - Djibouti - Dominica - Dominican Republic - Ecuador - Egypt - El Salvador - Equatorial Guinea - Eritrea - Estonia - Ethiopia - Fiji - Finland - France - French Guiana - Gabon - Gambia - Georgia - Germany - Ghana - Great Britain - Greece - Grenada - Guadeloupe - Guatemala - Guinea - Guinea-Bissau - Guyana - Haiti - Honduras - Hungary - Iceland - India - Indonesia - Iran - Iraq - Israel and the Occupied Territories - Italy - Ivory Coast (Côte d'Ivoire) - Jamaica - Japan - Jordan - Kazakhstan - Kenya - Kosovo - Kuwait - Kyrgyzstan - Laos - Latvia - Lebanon - Lesotho - Liberia - Libya - Liechtenstein - Lithuania - Luxembourg - Republic of Macedonia - Madagascar - Malawi - Malaysia - Maldives - Mali - Malta - Martinique - Mauritania - Mauritius - Mayotte - Mexico - Moldova - Monaco - Mongolia - Montenegro - Montserrat - Morocco - Mozambique - Namibia - Nepal - Netherlands - New Zealand - Nicaragua - Niger - Nigeria - North Korea - Norway - Oman - Pacific Islands - Pakistan - Panama - Papua New Guinea - Paraguay - Peru - Philippines - Poland - Portugal - Puerto Rico - Qatar - Réunion - Romania - Russian Federation - Rwanda - Saint Kitts and Nevis - Saint Lucia - Saint Vincent & the Grenadines - Samoa - São Tomê and Príncipe - Saudi Arabia - Senegal - Serbia - Seychelles - Sierra Leone - Singapore - Slovakia - Slovenia - Solomon Islands - Somalia - South Africa - South Korea - South Sudan - Spain - Sri Lanka - Sudan - Suriname - Swaziland - Sweden - Switzerland - Syria - Tajikistan - Tanzania - Thailand - Timor Leste - Togo - Trinidad & Tobago - Tunisia - Turkey - Turkmenistan - Turks & Caicos Islands - Uganda - Ukraine - United Arab Emirates - United States of America - Uruguay - Uzbekistan - Venezuela - Vietnam - Virgin Islands (UK) - Virgin Islands (U.S.) - Yemen - Zambia - Zimbabwe
This metric is intended to capture the geography of target stakeholders. It is not intended to capture the organization's location, which is reported under Location of Organization's Headquarters (OD6855). This metric may help describe the WHO dimension of impact, which details which stakeholders the investment or enterprise aims to reach with the outcome. This metric may also help clarify how underserved they were prior to the investment. For more on the alignment of IRIS metrics to the five dimensions of impact, refer to the IRIS+ guidance document: IRIS+ and the Five Dimensions of Impact. No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote further details about the specific region(s) they target.
Target Stakeholder Geography
Describes the setting of the groups of stakeholders targeted by the organization. Select all that apply: - Rural - Urban - Peri-urban
This metric is intended to capture the basic geographic settings of the target stakeholders of an organization's products, services, and operations. For details on the geographic settings of target stakeholders, organizations can use Target Stakeholder Geography (PD6424). This metric may help describe the WHO dimension of impact, which details which stakeholders the investment or enterprise aims to reach with the outcome. This metric may also help clarify how underserved they were prior to the investment. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote further details about the types of stakeholder setting(s) they target.
Target Stakeholder Setting
Describes applicable threats to species during the reporting period. Choose all that apply: Residential & commercial development - Housing & urban areas - Commercial & industrial areas - Tourism & recreation areas Agriculture & aquaculture - Annual & perennial non-timber crops: Shifting agriculture - Annual & perennial non-timber crops: Smallholder farming - Annual & perennial non-timber crops: Agro-industry farming - Annual & perennial non-timber crops: Scale unknown/unrecorded - Wood & pulp plantations: Small-holder plantations - Wood & pulp plantations: Agro-industry plantations - Wood & pulp plantations: Scale unknown/unrecorded - Livestock farming & ranching: Nomadic grazing - Livestock farming & ranching: Small-holder grazing, ranching or farming - Livestock farming & ranching: Agro-industry grazing, ranching or farming - Livestock farming & ranching: Scale unknown/unrecorded - Marine & freshwater aquaculture: Subsistence/artisanal aquaculture - Marine & freshwater aquaculture: Industrial aquaculture - Marine & freshwater aquaculture: Scale unknown/unrecorded Energy production & mining - Oil & gas drilling - Mining & quarrying - Renewable energy - Other energy production & mining (describe) Transportation & service corridors - Roads & railroads - Utility & service lines - Shipping lanes - Flight paths Biological resource use - Hunting & collecting terrestrial animals: Intentional use (species being assessed is the target) - Hunting & collecting terrestrial animals: Unintentional effects (species being assessed is not the target) - Hunting & collecting terrestrial animals: Persecution/control - Hunting & collecting terrestrial animals: Motivation unknown/unrecorded - Gathering terrestrial plants: Intentional use (species being assessed is the target) - Gathering terrestrial plants: Unintentional effects (species being assessed is not the target) - Gathering terrestrial plants: Persecution/control - Gathering terrestrial plants: Motivation unknown/unrecorded - Logging & wood harvesting: Intentional use, subsistence/small scale (species being assessed is the target) - Logging & wood harvesting: Intentional use, large scale (species being assessed is the target) - Logging & wood harvesting: Unintentional effects, subsistence/small scale (species being assessed is not the target) - Logging & wood harvesting: Unintentional effects, large scale (species being assessed is not the target) - Logging & wood harvesting: Motivation unknown/unrecorded - Fishing & harvesting aquatic resources: Intentional use, subsistence/small scale (species being assessed is the target) - Fishing & harvesting aquatic resources: Intentional use, large scale (species being assessed is the target) - Fishing & harvesting aquatic resources: Unintentional effects, subsistence/small scale (species being assessed is not the target) - Fishing & harvesting aquatic resources: Unintentional effects, large scale (species being assessed is not the target) - Fishing & harvesting aquatic resources: Persecution/control - Fishing & harvesting aquatic resources: Motivation unknown/unrecorded Human intrusions & disturbance - Recreational activities - War, civil unrest, & military exercises - Work & other activities - Other human intrusions & disturbances (describe) Natural system modifications - Fire & fire suppression: Increase in fire frequency/intensity - Fire & fire suppression: Suppression in fire frequency/intensity - Fire & fire suppression: Trend unknown/unrecorded - Dams & water management/use: Abstraction of surface water (domestic use) - Dams & water management/use: Abstraction of surface water (commercial use) - Dams & water management/use: Abstraction of surface water (agricultural use) - Dams & water management/use: Abstraction of surface water (unknown use) - Dams & water management/use: Abstraction of groundwater (domestic use) - Dams & water management/use: Abstraction of groundwater (commercial use) - Dams & water management/use: Abstraction of groundwater (agricultural use) - Dams & water management/use: Abstraction of groundwater (unknown use) - Dams & water management/use: Small dams - Dams & water management/use: Large dams - Dams & water management/use: Dams (size unknown) - Other ecosystem modifications (describe) Invasive & other problematic species, genes, & diseases - Invasive non-native/alien species/diseases: Unspecified species - Invasive non-native/alien species/diseases: Named species - Problematic native species/diseases: Unspecified species - Problematic native species/diseases: Named species - Introduced genetic material - Problematic species/diseases of unknown origin: Unspecified species - Problematic species/diseases of unknown origin: Named species - Viral/prion-induced diseases: Unspecified “species” (disease) - Viral/prion-induced diseases: Named “species” (disease) - Diseases of unknown cause Pollution - Domestic & urban wastewater: Sewage - Domestic & urban wastewater: Run-off - Domestic & urban wastewater: Type unknown/unrecorded - Industrial & military effluents: Oil spills - Industrial & military effluents: Seepage from mining - Industrial & military effluents: Type unknown/unrecorded - Agricultural & forestry effluents: Nutrient loads - Agricultural & forestry effluents: Soil erosion, sedimentation - Agricultural & forestry effluents: Herbicides & pesticides - Agricultural & forestry effluents: Type unknown/unrecorded - Garbage & solid waste - Air-borne pollutants: Acid rain - Air-borne pollutants: Smog - Air-borne pollutants: Ozone - Air-borne pollutants: Type unknown/unrecorded - Excess energy: Light pollution - Excess energy: Thermal pollution - Excess energy: Noise pollution - Excess energy: Type unknown/unrecorded Geological events - Volcanoes - Earthquakes/tsunamis - Avalanches/landslides - Other geological events (describe) Climate change & severe weather - Habitat shifting & alteration - Droughts - Temperature extremes - Storms & flooding - Other impacts (describe) Other options - Other threat (describe)
This metric is intended to capture the extinction threats facing a species. This metric aligns to the threats to species included in the IUCN Red List threat classification scheme (https://www.iucnredlist.org/resources/threat-classification-scheme).
Species Extinction Threat
This metric is intended to capture any incentives the organization offers for savings accounts. Examples of savings account incentives implemented, to footnote, may include monetary one-time bonuses for clients who open a savings account or maintaining a certain balance, electronic resources and tools to support ongoing saving efforts, and increased interest rates paid on savings, among other methods. Organizations that require savings accounts are encouraged to describe the details of this requirement by instead reporting against Compulsory Deposits (PD9337).
Organizations should footnote details on the types of incentives provided.
Describes the types of incentives the organization offers to clients to establish savings accounts.
Savings Account Incentives
This metric is intended to capture the amount of water that a product could produce or provide during its lifetime. For example, an organization that sells home water pumps might report the amount of water provided to the end user over a pump’s lifetime. Organizations with oversight of product use beyond the initial sale should consider reporting Water Savings from Products Sold (PD5786). Organizations wishing to report the total water production capacity of all products sold during the reporting period should report Water Provision Capacity of Products Sold: Total (PD2020).
Volume of water provided over the lifetime of a product or system operated according to planned capacity.
Water Provision Capacity of Product: Total
This metric is intended to capture the percentage of housing units created or preserved as a result of an organization's investments that are affordable housing, in both single- and multi-family buildings. Affordable housing has associated financial costs for occupants at a level that does not threaten or compromise their enjoyment of other human rights and basic needs and that represents a reasonable proportion of an individual's overall income. Organizations should footnote their assumptions in defining affordable housing. In the United States, the Department of Housing and Urban Development defines affordable housing (http://portal.hud.gov/hudportal/HUD?src=/program_offices/comm_planning/affordable housing/) as that for which the occupant or occupants pays or pay no more than 30% of their income for gross housing costs, including utilities.
Organizations should footnote the assumptions used in defining affordable housing. See usage guidance for further information.
Percentage of the housing units projected to be constructed or preserved as a result of investments made by the organization during the reporting period that are considered affordable housing.
Percent Affordable Housing
This metric is intended to capture the product-lifetime water savings to consumers from their purchase of the organization’s water-efficient products. When multiplying the savings from each product sold by Units/Volume Sold: Total (PI1263), organizations should, under Units/Volume Sold: Total (PI1263), use the absolute number of product units sold rather than the volume of savings delivered by the product. In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Volume of water saved over the lifetimes of all products sold during the reporting period.
Water Savings from Products Sold
Describes the demographic groups of stakeholders targeted by the organization. Select all that apply: Age group: - Children (younger than 10 years old) - Adolescents (10 years of age or older but younger than 19) - Adults (19+ years old) - Elderly/older adults Gender: - Female - Male - Gender Non-Binary - Undisclosed - Other (describe) Disability Status: - Persons with disabilities - Persons without disabilities - Undisclosed Race/Ethnicity/Minority Status: - Historically marginalized groups - Dominant culture populations - Undisclosed Other target populations: - Other (describe)
This metric is intended to capture the basic demographic groups of target stakeholders of an organization's products, services, and operations. A target stakeholder can be a client, employee, or anyone the organization is aiming to positively impact. Some organizations call a target stakeholder a ‘beneficiary.’ Target stakeholders—whether clients, employees, or others—should self-report their own demographic data to ensure accuracy, particularly for race and gender. Organizations should not assume gender for an individual and should protect vulnerable individuals in the LGBTQIA+ spectrum by reporting these data anonymously and in aggregate. Given that transwomen are women and transmen are men, this metric does not create separate segmentations for those groups. However, organizations are encouraged to create additional groupings using the write-in option as needed to capture those lived experiences that are helpful in understanding equity in outcomes. The categorization of historically marginalized groups varies with location and context. With no internationally agreed-upon definition as to which groups constitute historically marginalized, if well-established local policies exist (as in South Africa, with the Broad Based Black Economic Empowerment [BBBEE] definition, or in India, based on backward caste), organizations should refer to these local guidelines to identify groups historically marginalized on the basis of race and/or ethnicity. Otherwise, and wherever appropriate, organizations should provide additional detail regarding their tailored methodology for defining these groups. This metric may help describe the WHO dimension of impact, which details which stakeholders the investment or enterprise aims to reach with the outcome. This metric may also help clarify how underserved they were prior to the investment. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote further details about the types of stakeholder(s) they target.
Target Stakeholder Demographic
Describes how a product/service provided by the organization contributes to a more environmentally sustainable economy, or disaggregates another metric in terms of how the related product or service contributes to a more environmentally sustainable economy. Select all that apply: - Climate change mitigation - Climate change adaptation - The sustainable use and protection of water and marine resources - The transition to a circular economy - Pollution prevention and control - The protection and restoration of biodiversity and ecosystems - Product/service does not contribute to a more environmentally sustainable economy - Other (write-in)
This metric is intended to capture a description of the contributions to a more environmentally sustainable economy offered by a product or service. Organizations can report this metric at an organizational level (selecting all product/services that apply) or for a specific product/service (selecting the product/service for which the organization is reporting). Organizations are encouraged to footnote the details of how the product or service contributes to a more environmentally sustainable economy. The options in the definition align with the EU Taxonomy for Sustainable Activities (https://ec.europa.eu/info/business-economy-euro/banking-and-finance/sustainable-finance/eu-taxonomy-sustainable-activities_en). This disaggregation, applied to another metric, is intended to capture the share of that metric which relates to products or services matching the selected options in the description. For example, the disaggregation "Climate change mitigation" when applied to Units/Volume Sold (PI1263) would include the number of products sold that mitigate climate change. The same disaggregation applied to Client Individuals (PI4060) would include the number of individuals using products or services that mitigate climate change.
Green Product/Service Type
This metric is intended to capture whether a product specifically benefits women. To report against 2X Challenge requirements, organizations must report this metric in combination with one or more of the following metrics that detail how the product or service disproportionately benefits women: Client Individuals: Female (PI8330), Stakeholder Engagement (OI7914), Client Savings Premium (PI1748), Client Individuals: Provided New Access (PI2822), or Client Feedback System (OI5049). To fulfill 2X criteria, the selected metric(s) must clearly demonstrate that the product provides disproportionate benefit to women.
Indicates whether the organization offers a product or service that disproportionately benefits women.
Product Targeted to Women
This metric is intended to capture energy consumed by the product replaced over the course of the lifetime of the organization's product, not over the course of the lifetime of the product that is being replaced. In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote details on the product replaced, source for data on product utilization, and any other assumptions.
Amount of energy that would have been consumed by the replaced product during the lifetime of the organization's product.
Energy Consumption of Product Replaced
Describes the level of access to services provided to households or individuals as a result of the organization's activities as of the end the reporting period. Choose all that apply within the appropriate sector or service: Drinking Water - Safely managed - Basic - Limited - Unimproved - Surface water Sanitation - Safely managed - Basic - Limited - Unimproved - Open defecation Hygiene - Basic - Limited - No facility Electricity - Tier 5 (advanced access) - Tier 4 - Tier 3 - Tier 2 - Tier 1 - Tier 0 (no access)
This metric is intended to capture the level of access a client has to a service (for example, whether the service is subpar, limited, basic, or excellent). For further details on WASH service levels, see the Joint Monitoring Programme (https://washdata.org/monitoring). For further details on energy service levels, see the Energy Sector Management Assistance Program (ESMAP) (https://www.worldbank.org/content/dam/Worldbank/Topics/Energy%20and%20Extract/Beyond_Connections_Energy_Access_Redefined_Exec_ESMAP_2015.pdf). In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. The selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Service Level Type
This metric is intended to capture details of the types of additional financial services offered by the organization beyond credit, savings, or insurance. Examples of additional services, to footnote, could include card products (such as debit, credit, or pre-paid), credit or financial counseling, micro-leasing, mobile banking services, payment services (by check, payroll cards, or other), remittance services, savings facilitation services, and scholarship or educational grants, among others.
Organizations should footnote details on these additional service offerings and their uptake. See usage guidance for further information.
Describes the types of financial services the organization offers in addition to core credit, savings, and insurance products.
Other Financial Services Offered
This metric is intended to capture the amount of water that could be treated to become potable by a product during its lifetime. Treating water aims to improve water’s quality to make it more acceptable for an end-use, such as drinking, industry, or safe return to the environment, by removing or reducing existing water contaminants.
Volume of water treated to become potable over the lifetime of a product or system operated according to planned capacity.
Water Treatment Capacity of Product: Potable
This metric is intended to capture the total consumer energy savings as a result of services provided by the organization to help conserve or reduce clients' energy use. For example, an organization that helps identify products/methods that conserve energy (such as lighting retrofits, boiler system optimization, or weatherization) might report its clients‘ total energy savings under this metric. In their calculations, organizations should ensure they use the same reporting period for Client Individuals: Total (PI4060) and the average energy savings per client. In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Amount of energy savings due to the organization's services that were sold during the reporting period.
Energy Savings from Services Sold
This metric is intended to capture a description of the product or service the organization replaces. This metric aligns to, and can be reported in conjunction with, Product/Service Description (PD7899), Product/Service Type (PD3017), and Product/Service Detailed Type (PD1516).
Describes the product or service replaced for clients, households, or businesses by the products or services provided by the organization.
Product/Service Replaced Description
This metric is intended to capture the types of livestock an organization produces. Organizations may report on this metric at the organizational level (selecting all relevant answer options) or for a specific product/service (selecting only one livestock/fish type for the product/service for which the organization is reporting). Different livestock products have different production methods and therefore different influences on ecosystems, biodiversity, climate change, and local communities. For example, carbon dioxide emissions from honey production differ from cattle breeding emissions, with correspondingly different contributions to climate change. The list of options in the Reference List is from the Food and Agriculture Organization (FAO) of the United Nations (http://unstats.un.org/unsd/cr/registry/regcst.asp?Cl=27).
Organizations should footnote all assumptions used, including source of data and reporting level. See usage guidance for further information.
Type of livestock product(s) produced by the organization during the reporting period. Choose all that apply from the options in the Reference List.
Livestock/Fish Type
This metric is intended to capture the useful life of the organization’s product. Product lifetime refers to the length of time for which it is estimated that the product will perform its intended functions, assuming reasonable use. Examples of methods for estimating product lifespan, to footnote, include research and development, field testing, and customer surveys.
Organizations should footnote the method used for estimating product lifespan. See usage guidance for further information.
Number of years of useful life of the product provided by the organization (based on reasonable use).
Product Lifetime
This metric is intended to capture an energy storage technology’s useful life. Organizations can estimate cycle life based on battery chemistry or through testing. The operating lifetime of batteries is calculated as the number of times the battery can be fully charged and discharged, or “cycles,” until 20% capacity degradation occurs. This metric is aligned to and based on SASB RR-FC-410a.5. Average operating lifetime of batteries, by product application and technology type. This metric captures a product’s life in terms of the number of cycles. To capture the lifetime of a product in years, organizations should report Product Lifetime (PD4587).
Organizations should footnote the method used for estimating the cycle life, the scope of technology to which this metric applies, and all other assumptions used.
Number of cycles that the organization’s energy storage product can be charged and discharged over its lifetime as of the end of the reporting period, measured as cumulative energy (MWh or MJ).
Energy Storage Device Cycle Life
This metric is intended to capture the country-level locations of the organization’s suppliers. Organizations can themselves determine the precise threshold at which they report suppliers. In most cases, organizations should include only those enterprises supplying goods and services that are fundamental to the operations of the reporting organization.
Organizations should footnote all assumptions used, including the threshold at which they report suppliers.
Countries where the organization's suppliers are located. Select from the options in the Reference List tab.
Supplier Locations
This metric is intended to capture the number of instructional hours offered to students each week during the reporting period. In an example of how this metric might be calculated, suppose a school begins the day at 8:00am and ends at 2:00pm. Each day approximately one hour is spent on lunch, breaks, or other non-classroom learning time. Therefore, each day, each student is offered five hours of instruction. Students attend school five days per week. The reporting organization would then report 5 × 5 = 25 hours. This metric differs from Learning Hours (PI1836) in that this metric captures school time offered, while Learning Hours (PI1836) captures actual time provided. For example, if a calculation as above yields 25 hours for this metric, but within the reporting period school was cancelled for four hours in total because of snow or other bad weather, in that case would Learning Hours (PI1836) = (25 hours × number of weeks in the reporting period) - 4 hours.
Number of classroom hours offered to a representative student each week during the reporting period.
Hours of School Offered per Week
This metric is intended to capture the lifetime water consumption of an individual product, not the water consumption of all products sold within the reporting period. For example, this metric may capture the water consumption of a low-flow toilet.
Organizations should footnote all assumptions used, especially those regarding product utilization and consumption of water.
Volume of water used (consumed) over the lifetime of a product or system operated according to planned capacity.
Water Consumption of Product
Describes the type(s) of land present on hectares directly or indirectly controlled by the organization. Report for hectares controlled at any point during the reporting period. Choose all that apply: - Urban/built-up land - Agricultural land - Rangeland - Forest land - Water areas - Wetland - Barren land - Tundra - Perennial snow or ice
This metric is intended to capture the types of land indirectly or directly controlled by the organization. Options are based on the Anderson Classification System (ACS) for land use and land cover. Organizations are encouraged to report this metric in conjunction with Land Directly Controlled: Total (OI5408) and Land Indirectly Controlled: Total (PI3789). This metric may help describe the WHO dimension of impact, which details which stakeholders the investment or enterprise aims to reach with the outcome. This metric may also help clarify how underserved they were prior to the investment. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Type of Land Area
This metric is intended to capture the maximum amount of energy that the organization’s power system can transmit.
Maximum amount of energy that the organization’s system can transmit (measured in kV) as of the end of the reporting period.
Energy Capacity
Describes the type of water, sanitation, and hygiene (WASH) facilities available on-site as a result of the organization's activities during the reporting period. Choose all that apply: - Drinking water facilities - Handwashing facilities - Menstrual hygiene waste disposal - Sanitation facilities - Other (describe)
This metric is intended to capture the types of WASH services available onsite at the project or investee level (for example, at a school, health center, home, or other location). Organizations should report this metric in combination with Availability of Basic Services/Facilities (PI0617) to capture the availability or quality of services provided. To capture the number of individuals who have improved access to and use of WASH services, organizations should report this metric in combination with Client Individuals: Provided New Access (PI2575) and Service Level Type (PD5205). Organizations may choose to disaggregate sanitation facilities by sewered and non-sewered offerings. For further definitions and details on what each type of WASH services includes and requires, organizations can refer to the criteria set forth in the Joint Monitoring Programme's Service Ladder for Handwashing (https://washdata.org/monitoring). For example, for menstrual hygiene waste disposal, mechanisms can include incineration or another safe method on-site, as well as safe storage and collection via a municipal waste system, as appropriate.
WASH Facilities Type
This metric is intended to capture whether the organization conducts a poverty assessment, which is often done when reducing poverty is one of the organization's social goals. Organizations can use the metric Target Stakeholders (OD7212) to indicate the type of stakeholder assessed (e.g., clients, suppliers, distributors). Because assessing the poverty level of stakeholders is complex, organizations will likely have to use specific assessment tools to accurately complete the footnoted assessments. See the glossary definition for additional information on commonly used tools to help determine the absolute poverty level of individuals and households. Additional information related to poverty assessment is also available in the SPI4 (specifically, Essential Practice 1b5). The SPI4 (http://cerise-spi4.squarespace.com/) is a social audit tool, developed for financial service providers, which applies to any organization with both social and financial objectives.
Organizations should footnote the details of how and how often poverty levels are assessed, as well as the types of stakeholders assessed. See usage guidance for further information.
Indicates whether the organization assesses the poverty levels of its intended stakeholders.
Poverty Assessment
This metric is intended to capture the total, lifetime amount of water potentially treated by products sold during the reporting period. Treating water aims to improve water’s quality to make it more acceptable for an end-use, such as drinking, industry, or safe return to the environment, by removing or reducing existing water contaminants. When multiplying the water treatment capacity of each product sold by Units/Volume Sold: Total (PI1263), organizations should, under Units/Volume Sold: Total (PI1263), use the absolute number of product units sold rather than the volume of water treatment delivered by the product.
Volume of potential water treated over the lifetimes of all products sold during the reporting period.
Water Treatment Capacity of Products Sold
This metric is intended to capture a weighted average life calculation of the tenor of loans that have neither been fully repaid nor written off as of the end of the reporting period. Organizations should report this weighted average tenor in months.
Weighted average tenor of loans outstanding on the organization’s balance sheet as of the end of the reporting period, measured in months.
Weighted Average Tenor of Loans Outstanding
Describes the categories of economic activity that define the organization's operations. Select all that apply: A. Agriculture, forestry, and fishing B. Mining and quarrying C. Manufacturing D. Electricity, gas, steam, and air conditioning supply E. Water supply; sewerage, waste management, and remediation activities F. Construction G. Wholesale and retail trade; repair of motor vehicles and motorcycles H. Transportation and storage I. Accommodation and food service activities J. Information and communication K. Financial and insurance activities L. Real estate activities M. Professional, scientific, and technical activities N. Administrative and support service activities O. Public administration and defense; compulsory social security P. Education Q. Human health and social work activities R. Arts, entertainment, and recreation S. Other service activities T. Activities of households as employers; undifferentiated goods and services producing activities of households for own use U. Activities of extraterritorial organizations and bodies V. Other (describe)
This metric is intended to capture the categories in which the organization offers products and services. These categories align with the UN International Standard Industrial Classification (ISIC) standards for economic activities (https://unstats.un.org/unsd/classifications/Econ/ISIC.cshtml), with which IRIS+ Impact Categories are aligned. For details on IRIS+ Impact Categories and Impact Themes, refer to the IRIS+ thematic taxonomy (https://iris.thegiin.org/guidance/iris-thematic-taxonomy/). Organizations can report this metric at an organizational level (selecting all primary categories of economic activity by the organization) or for a specific product/service (selecting the specific primary category of economic activity of the product/service for which the organization is reporting).
Organizations should footnote details of how their products/services fall within the selected primary categories of economic activity. See usage guidance for further information.
Product/Service Type
Describes the ecoregions the organization seeks to benefit as of the end of the reporting period. Choose all that apply: Terrestrial Ecoregions - Deserts and xeric shrublands - Tropical and subtropical moist broadleaf forests - Tropical and subtropical dry broadleaf forests - Tropical and subtropical coniferous forests - Temperate broadleaf and mixed forests - Temperate coniferous forest - Boreal forests/Taiga - Tropical and subtropical grasslands, savannas and shrublands - Temperate grasslands, savannas and shrublands - Flooded grasslands and savannas - Montane grasslands and shrublands - Tundra - Mediterranean forests, woodlands, and scrubs - Mangroves - Other terrestrial ecoregion (describe) Freshwater Ecoregions - Large river ecosystems - Large river headwater ecosystems - Large river delta ecosystems - Small river ecosystems - Large lake ecosystems - Small lake ecosystems - Xeric basin ecosystems - Other freshwater ecoregion (describe) Marine Ecoregions - Polar ecoregions - Temperate shelf and seas ecoregions - Temperate upwellings - Tropical upwellings - Tropical coral - Other marine ecoregion (describe)
This metric is intended to capture which ecoregions are relevant to the organization’s planet-related stakeholders. This metric is equivalent to the World Wildlife Fund’s ecoregions classification (https://www.worldwildlife.org/biomes). If selecting the option “Other,” organizations are encouraged to align to an existing, generally accepted standard classifying the target ecoregion. If doing so, organizations should footnote the classification and standard used.
Target Area Ecoregion
This metric is intended to capture third-party certifications for the organization’s products and services. Certifications must come from a third party, be based on transparent standards, and have an assurance process. The process of certification must be carried out by a recognized third-party body, independent from interested parties, which demonstrates that a product or organization complies with the requirements defined by the standards or technical specifications. Examples of such certifications include UTZ Certified, Fair Trade (WFTO fair trade standard), Common Code for the Coffee Community (C4), Rainforest Alliance agriculture certification, Marine Stewardship Council (MSC), and the Forest Stewardship Council (FSC). This metric may be reported in conjunction with Operational Certifications (OI1120) held by the organization.
Organization should footnote the certification name, certifying body, and date since the product/service has been continuously certified for all product-/service-level certifications obtained by the organization.
Describes third-party certifications for products/services sold by the organization that are valid as of the end of the reporting period.
Product/Service Certifications
This metric is intended to capture the energy that could be generated by the product during its lifetime. It most applies to products that will be operated or used by a client of the organization (as opposed to the organization itself). Organizations with oversight of product use beyond the initial sale should consider reporting against Energy Generated for Sale: Total (PI8706). This metric is intended to capture the lifetime energy capacity of a single product. Organizations interested in reporting the total lifetime energy capacity of all products sold during the reporting period should report Energy Capacity of Products Sold (PD1504).
Organizations should footnote the energy type(s) and all assumptions used to determine the energy capacity.
Amount of energy potentially generated over the lifetime of a product based on its planned operation and context.
Energy Capacity of Product
Describes the method(s) used by the organization to state the interest rate of its products. Select all that apply: - Declining balance method - Flat interest method
This metric is intended to capture the interest calculation(s) used by the organization. Amounts of interest payment depend on both the stated interest rate and the method used to calculate it. With the declining balance method, also known as the reducing balance method, interest is charged only on the product amount that the borrower still holds. With the flat rate method, interest is charged on the full, original product amount throughout the entire product term. This metric is not intended to capture amortization schedules on debt products (e.g., straight line, declining balance, bullet, balloon, increasing balance, or others).
Organizations that use multiple methods should footnote the products to which each method applies.
Interest Rate Method
This metric is intended to capture the countries where the organization’s products and services are purchased or used.
NOTE: This metric has been discontinued. Previous definition: Countries where the organization's products/services are purchased/used. Select from the options in the Reference List tab.
Client Locations
This metric is intended to capture the area of habitat available to a species within that species' range. It is also known as the extent of suitable habitat. Organizations should reference an accepted database that leverages geographic information systems (GIS) to delineate species' area of habitat. The IUCN Red List is one such database. Area of habitat is usually based off an already-mapped range for that species. Therefore, to use this metric, organizations are typically not required to collect bespoke data. After ascertaining a species’ area of habitat, organizations can cross-reference this metric with Land Directly Controlled: Total (OI5408) or Land Indirectly Controlled: Total (PI3789) to better understand the effect of its activities.
Describes the area of habitat available to a species within that species' range during the reporting period.
Species Area of Habitat
Describes the socioeconomic groups of stakeholders targeted by the organization as of the end of the reporting period. Choose all that apply: - Lower-income - Lower middle-income - Upper middle-income - Other (describe)
This metric is intended to capture the socioeconomic details of the target stakeholders of the organization's activities. Organizations can benefit people and the planet throughout their supply and distribution chains, by providing products or services, and through their operations. "Lower income" is defined according to a consumption-based approach to measuring poverty, specifically including individuals or households living below a recognized poverty line that establishes the minimum available expenditure that would meet a household’s basic needs. Organizations should prefer to define this threshold based on a national poverty line set by the national government. If such a benchmark is unavailable, organizations can use the international USD 3.20 per person per day expenditure at 2011 Purchasing Power Parity (PPP), as defined by the World Bank. In either case, organizations should footnote their definition of the poverty threshold and its source. "Lower middle-income" and "Upper middle-income" thresholds are defined per capita by the World Bank each year in PPP-adjusted current dollars (https://www.worldbank.org/en/country/mic/overview#1). Organizations should footnote the threshold used, the PPP adjustment applied, and any household size assumptions, if applicable. If selecting the option "Other," organizations are encouraged to align to an existing, generally accepted standard or classification of the target socioeconomic group. If doing so, organizations should footnote the classification or standard used. This metric may help describe the WHO dimension of impact, which details which stakeholders the investment or enterprise aims to reach with the outcome. This metric may also help clarify how underserved they were prior to the investment. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote further details about the types of stakeholder socioeconomics they target, including their working definition of the poverty line, as well as the groups they target if they select "Other." See usage guidance for further information.
Target Stakeholder Socioeconomics
Describes the type of housing units projected to be constructed or preserved as a result of investments made by the organization during the reporting period. Choose all that apply: Rent or Sale: - Rent - Sale Number of bedrooms: - Studio - 1-Bedroom - 2-Bedroom - 3-Bedroom - 4-Bedroom - 5-Bedroom - Other
This metric is intended to capture the type of housing units constructed or preserved in both single- and multi-family buildings. In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. The selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote details and descriptions of the types of housing units constructed or preserved (especially if selecting "Other").
Housing Type
Type of packaging used by the organization during the reporting period. Select all that apply: - Recycled materials - Non-recycled compostable or renewable materials - Non-recycled, non-compostable, non-renewable materials
This metric is intended to capture the type(s) of packaging materials—a key source of waste, with potential negative environmental consequences—used by the organization during the reporting period. Organizations are encouraged to report this metric in conjunction with Packaging Weight (PI1422) for each type of packaging. Organizations are also encouraged to footnote whether the packaging includes clear messaging around the environmental implications of and recycling options for the packaging. For example, organizations using cardboard boxes may note that the boxes are reusable and recyclable, as well as compostable, if relevant.
Packaging Type
This metric is intended to capture the GHG emissions of the product that is being replaced by a product from the organization, with emissions measured over the lifetime of the organization's product. For example, an organization that sells solar lights might report the product replaced as a kerosene lamp, reporting against this metric the GHG emissions from that replaced kerosene lamp over the lifetime of the organization's solar light. The Greenhouse Gas Protocol (GHG Protocol) is the most widely used international accounting tool to understand, quantify, and manage greenhouse gas emissions. For more information on the GHG Protocol, organizations should refer to the following: - Greenhouse Gas Protocol Standards (http://www.ghgprotocol.org/standards) - Greenhouse Gas Protocol Calculators (https://ghgprotocol.org/calculation-tools) In some circumstances, this metric can help describe the CONTRIBUTION an enterprise likely had to the degree of change (depth) in outcome that the stakeholders experienced, relative to what the market or social system would have done anyway. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote the details on the product replaced, including source of data on its GHG emissions, along with other calculation assumptions.
Amount of greenhouse gases (GHG) that would have been emitted by the replaced product during the lifetime of the organization's product. Organizations should use Product Lifetime (PD4587) to capture the lifetime of the product.
Greenhouse Gas Emissions of Product Replaced
This metric is intended to capture the total potential lifetime water produced or provided by products sold during the reporting period. For example, an organization that sells home water pumps that provide the homeowners with water should report the total water the pump can deliver over its expected lifetime. When multiplying the water provision capacity of each product sold by Units/Volume Sold: Total (PI1263), organizations should, under Units/Volume Sold: Total (PI1263), use the absolute number of product units sold rather than the volume of water provided by the product.
Volume of potential water provided over the lifetimes of all products sold during the reporting period.
Water Provision Capacity of Products Sold: Total
This metric is intended to capture which compulsory insurance products the organization requires. Examples of compulsory insurance products to footnote include agricultural insurance, credit life insurance, and life and accident insurance, among others.
Organizations should footnote the required insurance products for each product/service provided. See usage guidance for further information.
Describes compulsory insurance products required by the organization.
Compulsory Insurance Products
Describes the protected status of the land the organization seeks to benefit during the reporting period. Choose all that apply: - Strict Nature Reserve (IUCN Category 1a) - Wilderness Area (IUCN Category Ib) - National Park (IUCN Category II) - Natural Monument or Feature (IUCN Category III) - Habitat/Species Management Area (IUCN Category IV) - Protected Landscape/Seascape (IUCN Category V) - Protected Area with Sustainable Use of Natural Resources (Category VI) - No Current Protections - Other (describe)
This metric is intended to capture the protected status of the area relevant to the organization’s planet-related stakeholders. This metric is equivalent to the IUCN’s Protected Area Categories (https://www.iucn.org/theme/protected-areas/publications/protected-planet-report). If selecting the option “Other,” organizations are encouraged to align to an existing, generally accepted standard classifying the target area. If doing so, organizations should footnote the classification and standard used.
Target Area Protected Status
This metric is intended to capture which type(s) of crop were produced by the organization during the reporting period. Organizations can report this metric at the organizational level (selecting all relevant answer options) or for a specific product or service (selecting only one crop type for the product or service for which the organization is reporting). This metric aligns to Leading Harvest (https://www.leadingharvest.org/standard) Performance Measure 7.4: Crop Diversity. The list of options in the Reference List follows guidance from the Food and Agriculture Organization (FAO) of the United Nations (http://www.fao.org/faostat/en/#data/QC).
Type(s) of crop produced by the organization during the reporting period. Select from the options in the Reference List tab.
Crop Type
Describes the unit of measure for reporting products or services sold, produced, exported, or installed by the organization. Select one: - British thermal units (Btu) - Gigawatt hours (GWh) - Hectares - Hours - Joules - Kilograms - Kilometers (Km) - Kilowatt-hours (kWh) - Licenses - Liters - Pounds - Quintiles - Square feet - Square meters - Tons - Other Note: Several metrics are reported in conjunction with this metric, such as Units/Volume Sold: Total (PI1263).
This metric is intended to capture in which unit of measure another metric reports. For example, if reporting units sold for two crops, one with sales volume measured in pounds and another with sales volume measured in tons, the organization should separately provide the unit of measure and units sold for each crop. This metric is intended to be reported in conjunction with other relevant IRIS metrics. Organizations can filter on the "Reporting Format" column to see those metrics that require indicating Unit of Measure (PD1602).
Organizations should footnote the unit of measure for each product/service for which data are reported, as well as the actual unit of measure used for reporting if they select "Other."
Unit of Measure
This metric is intended to capture a detailed description of the product or service provided from among the options given in the definition. Organizations can report on this metric at an organizational level (selecting all product/service details that apply) or for a specific product/service (selecting the product/service detail for which the organization is reporting). Organizations providing water, sanitation, and hygiene (WASH) services may use this metric in conjunction with WASH Facilities Type (PD3668) to more specifically describe the facilities provided to target stakeholders through their investments.
Describes the type of product or service provided by the organization in detail. Select from the options in the Reference List tab.
Product/Service Detailed Type
This metric is intended to capture the total product-lifetime energy that could be generated by products that the organization sold during the reporting period. It most applies to products that will be operated or used by a client of the organization (as opposed to the organization itself). Organizations should report Energy Capacity of Product (PD2713) for each relevant energy-generating product and disaggregate Units/Volume Sold: Total (PI1263) by product. When multiplying the energy capacity of each product sold by Units/Volume Sold: Total (PI1263), organizations should, under Units/Volume Sold: Total (PI1263), use the absolute number of product units sold rather than the volume of energy delivered by the product.
Amount of energy potentially generated over the lifetime of products sold by the organization during the reporting period.
Energy Capacity of Products Sold
This metric is intended to capture the total potential lifetime potable water produced or provided by products sold during the reporting period. For example, an organization that sells home water pumps that provide homeowners with drinking water should report the total potable water the pump can deliver over its expected lifetime. Potable water is safe enough for human consumption or use for domestic purposes, drinking, cooking, and personal hygiene with low risk of immediate or long-term harm. When multiplying the potable water provision capacity of each product sold by Units/Volume Sold: Total (PI1263), organizations should, under Units/Volume Sold: Total (PI1263), use the absolute number of product units sold rather than the volume of potable water provided by the product.
Volume of potential potable water provided over the lifetimes of all products sold during the reporting period.
Water Provision Capacity of Products Sold: Potable
This metric is intended to capture context on the relationship between teachers and parents of students or the broader community. Organizations are encouraged to report the frequency and nature of parental and community engagement with teachers in their annual or impact reports. For example, the National Parent Teacher Association in the United States discloses the number and nature of teacher and parental activities every year.
Organizations should footnote descriptive details about the engagement(s).
NOTE: this metric has been discontinued.
Parent/Community-Teacher Engagement
Describes the type of connection provided to households or individuals as a result of the organization's activities during the reporting period. Choose all that apply: - Piped water - Sewer - Grid electricity - Off-grid electricity - Internet - Phone: Mobile - Phone: Landline - Other (describe)
This metric is intended to capture the type of connections to utilities and other services provided to households or businesses as a result of the organization’s activities. Organizations may use this metric to disaggregate Number of Household or Business Connections (PI8053). For example, disaggregating Number of Household or Business Connections (PI8053) by Connection Type (PD1310), option "Piped Water," would yield the number of piped water connections provided by the organization to households or businesses during the reporting period.
Connection Type
Describes the setting of community development facilities or housing units projected to be constructed or preserved as a result of investments made by the organization during the reporting period. Choose all that apply: - Urban - Rural - Peri-urban - Other
This metric is intended to capture the setting of housing units constructed or preserved in both single-and multi-family buildings. This metric may help describe the WHO dimension of impact, which details which stakeholders the investment or enterprise aims to reach with the outcome. This metric may also help clarify how underserved they were prior to the investment. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote details and descriptions of the types and locations of community development or housing units constructed or preserved (especially if selecting "Other").
Setting of Housing/Community Facilities
This metric is intended to capture whether the organization has evaluated the quality of the learning environment it provides. Organizations should use existing, validated processes or structural measures, such as Early Childhood Environment Rating Scale, or ECERS (https://ers.fpg.unc.edu/scales-early-childhood-environment-rating-scale-third-edition); Family Child Care Environment Rating Scale, or FCCERS (https://www.ersi.info/fccers.html); Classroom Assessment Scoring System, or CLASS (https://teachstone.com/class/); or the StimQ-Preschool (https://med.nyu.edu/pediatrics/developmental/sites/default/files/developmental/stimqp_manual.pdf), to assess quality in home or childcare environments, selecting such measures as suit the specific project context.
Organizations should footnote all assumptions used, including which tools or methodologies were used to assess the quality of the learning environment. Organizations are also encouraged to footnote details about the frequency with which they conduct such assessments.
Describes whether the organization has assessed the quality of the learning environment for children or learners who used the organization's products/services as of the end of the reporting period.
Learning Environment Quality Assessment
This metric is intended to capture pre-tax wages and salaries paid to the organization's part-time employees who belong to historically marginalized groups and should include neither benefits nor payroll expenses. This metric should exclude Temporary Employee Wages (OI4202). The categorization of historically marginalized groups varies with location and context. With no internationally agreed-upon definition as to which groups constitute historically marginalized on the basis of race and/or ethnicity, if well-established local policies exist (as in South Africa, with the Broad Based Black Economic Empowerment [BBBEE] definition of historically marginalized, or in India, based on backward caste), organizations should refer to these local guidelines to identify groups historically marginalized on the basis of race and/or ethnicity. Otherwise, and wherever appropriate, organizations should provide additional detail regarding their tailored methodology for defining these groups.
Value of wages (including bonuses and excluding benefits) paid to all part-time employees of the organization during the reporting period who belong to groups historically marginalized on the basis of race and/or ethnicity.
Part-time Wages: Historically Marginalized
This metric is intended to capture pre-tax wages and salaries paid to the organization's part-time employees and should include neither benefits nor payroll expenses. This metric should exclude Temporary Employee Wages (OI4202).
Value of wages (including bonuses and excluding benefits) paid to all part-time employees of the organization during the reporting period.
Part-time Wages: Total
This metric is intended to capture the quantity of pesticides used during the reporting period on land directly controlled by the organization. Pesticide use refers to the use of insecticides, fungicides, herbicides, disinfectants, and any other substance intended to prevent, destroy, attract, repel, or control any pest, including unwanted species of plants or animals, during the production, storage, transport, distribution, and processing of food, agricultural commodities, and animal feeds that may be administered to animals for the control of parasites. Organizations can refer to the glossary for additional information on pesticide use and the WHO Acute Toxicity Hazard Categories. Organizations that use WHO Class Ia (extremely hazardous) and Ib (highly hazardous) pesticides should footnote additional details on the relevant land (for example, area applied and crops present) and pesticide use.
Organizations should footnote the classification of pesticides used by hazard level, as listed by the World Health Organization’s (WHO) Acute Toxicity Hazard Categories. Organizations should also footnote the source of data. See glossary term and usage guidance for further information.
Amount of pesticides used during the reporting period on land area directly controlled by the organization.
Pesticide Use
This metric is intended to capture the amount of waste the organization composted during the reporting period. In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Amount of waste disposed by the organization through composting during the reporting period.
Waste Disposed: Composted
Describes types of greenhouse gas (GHG) emissions mitigation applied by the organization during the reporting period. Choose all that apply: - GHG emission reductions from fuel combustion - GHG emission reductions from industrial processes (non-combustion, chemical reaction, fugitive, other) - GHG emission reductions from land use, land use change, and forestry - GHG emissions reductions from livestock - GHG emissions reductions from waste handling and disposal - GHG emissions avoided from product replacements - GHG emissions avoided due to carbon offsets sold - GHG emissions avoided due to carbon offsets purchased - GHG emissions sequestered from land use, land use change, and forestry - GHG emissions sequestered from Carbon Capture and Storage - Other (describe)
This metric is intended to capture the different types of GHG emissions mitigation. Organizations should use this metric in conjunction with Greenhouse Gas Emissions Mitigated: Total (OI5951), the sum of GHG emissions sequestered and avoided or reduced by the organization during the reporting period. The American Carbon Registry (ACR) develops standards for categorizing ways in which greenhouse gas emissions can be reduced, avoided, and sequestered across organizations’ operational footprint. For more information, see the ACR Standards (https://americancarbonregistry.org/carbon-accounting/standards-methodologies). For GHG emissions related to products, organizations may refer to Greenhouse Gas Emissions of Product (PD9427) and Greenhouse Gas Emissions of Product Replaced (PD2243). Additional IRIS metrics exist for the following types of emissions mitigation included in this metric: Greenhouse Gas Emissions Avoided Due to Carbon Offsets Purchased (OI6774) and Greenhouse Gas Emissions Avoided Due to Carbon Offsets Sold (PI2787).
Greenhouse Gas Emissions Mitigation Types
This metric is intended to capture the extent to which the organization pays above-market wages by position. Organizations should use the average wage for the specific position analyzed. To source data points for average wages paid to employees in comparable positions at similar organizations, organizations can refer to resources issued by independent, third-party research bodies within their respective countries of operation. For example, organizations operating in the United States may refer to wage data by area and occupation published by the U.S. Bureau of Labor Statistics (http://www.bls.gov/bls/blswage.htm). Additional resources include The World Bank Group's WDR2013 Occupational Wages around the World report (http://data.worldbank.org/data-catalog/occupational-wages), WageIndicator.org (http://www.wageindicator.org/main/salary/Salarycheckers), and PayScale.com (https://www.payscale.com/), among others. In some circumstances, this metric can help describe the CONTRIBUTION an enterprise likely had to the degree of change (depth) in outcome that the stakeholders experienced, relative to what the market or social system would have done anyway. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote the specific position(s) for which the wage premium applies, as well as assumptions and sources related to the comparable position and similar organization. See usage guidance for further information.
Ratio of the additional average wage paid to employees of the organization compared to the average wage paid for a similar job in a similar industry or category and organization in the local market as of the end of the reporting period.
Wage Premium
This metric is intended to capture pre-tax wages and salaries paid to the organization’s full- and part-time employees and should include neither benefits nor payroll expenses. This metric should exclude Temporary Employee Wages (OI4202).
Value of wages (including bonuses and excluding benefits) paid to all full- and part-time employees of the organization during the reporting period.
Permanent Employee Wages: Total
This metric is intended to capture the organization’s policy on forced labor, which is any work or service which individuals are forced to do against their will under the threat of punishment. Forced labor takes different forms, including debt bondage, trafficking, and other forms of modern slavery. Organizations can refer to the following source for further guidance: International Labour Organization standards on forced labor (http://www.ilo.org/global/topics/forced-labour/lang--en/index.htm).
Organizations should footnote the relevant details of their forced labor policy, including how it is enforced.
Indicates whether the organization has a written policy against forced labor and a system to monitor compliance of this policy.
Forced Labor Policy
This metric is intended to capture the amount of energy produced and used by the organization. For example, if an organization installed solar panels at its factory, it would report the amount of energy produced and used from those panels. To disaggregate this total by the type of energy generated for use—for example, non-renewable vs. renewable sources—report this metric disaggregated by the relevant options from Primary Energy Source (OI3781). Adding this metric to Energy Purchased: Total (OI8825) should equal the total energy consumed by the organization during the reporting period. Organizations wishing to report on the amount of energy generated for sale should use Energy Generated for Sale: Total (PI8706). In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Amount of energy generated and consumed by the organization during the reporting period.
Energy Generated for Use: Total
This metric is intended to capture the amount of greenhouse gases emitted indirectly by the organization from the generation of purchased energy during the reporting period. For tools that may be helpful in calculating this and related metrics, see GHG Protocol Calculators (https://ghgprotocol.org/calculation-tools). The Greenhouse Gas Protocol (GHG Protocol), the most widely used international accounting tool to understand, quantify, and manage greenhouse gas emissions, defines indirect emissions as emissions that result from the activities of the reporting entity but that occur at sources owned or controlled by other entities. The GHG Protocol further categorizes indirect emissions into "Scope 2" and "Scope 3." Scope 2 includes GHG emissions resulting from the consumption of purchased electricity, heat, or steam. Scope 3 includes indirect emissions such as the extraction and production of purchased materials and fuels, transport-related activities in vehicles not owned or controlled by the reporting entity, electricity-related activities (e.g., Transition and Distribution [T&D] losses) not covered in Scope 2, outsourced activities, and waste disposal, among other sources. For more information on the GHG Protocol, organizations should refer to the following: the following: - Greenhouse Gas Protocol Standards (http://www.ghgprotocol.org/standards) - Greenhouse Gas Protocol Calculators (https://ghgprotocol.org/calculation-tools) In the context of this metric, indirect emissions refer to GHG emissions from the generation of electricity, heat, or steam that is imported and consumed by the reporting organization. Organizations are also encouraged to report Greenhouse Gas Emissions Strategy (OI8237).
Organizations should footnote all assumptions used, including detailed information on their calculation methodology and source of data. See usage guidance for further information.
Amount of greenhouse gases (GHG) emitted from indirect emissions sources as a result of the organization's operations during the reporting period.
Greenhouse Gas Emissions: Indirect (Scope 2)
This metric is intended to capture the organization’s policy on diverse representation. Organizations using this metric should consider whether their policy accounts for the representation of women; members of groups historically marginalized on the basis of race and/or ethnicity, including people of color; gender and sexual minorities; and people living with disabilities.
Organizations should footnote at what levels of the organization this policy applies (including board of directors, C-suite, and management levels), as well as what mechanisms are in place to enforce this policy.
Indicates whether the company has a written policy on diverse representation and a system to monitor compliance with this policy.
Diverse Representation Policy
This metric is intended to capture the organization’s policy on fair dismissal. The ILO defines the boundaries for what is considered fair dismissal. Reasons for dismissal which are considered unfair dismissal include those based on union membership or participation in union activities, those in response to filing a complaint against an employer, or those based on race, color, sex, marital status, family responsibilities, pregnancy, religion, political opinion, national extraction or social origin, temporary absence due to illness, or absence from work during maternity leave. Organizations can refer to the following source for further guidance: International Labour Organization, Termination of Employment at the Initiative of the Employer (http://www.ilo.org/public/libdoc/ilo/1982/82B09_147_engl.pdf) Organizations are encouraged to report this metric in conjunction with Employee Involuntary Turnover Rate (OI3989) and Employee Voluntary Turnover Rate (OI1638).
Organizations should footnote details about its fair dismissal policy. See usage guidance for further information.
Indicates whether the organization has a written policy and practice of ensuring fair dismissal of employees and a system to monitor compliance with this policy.
Fair Dismissal Policy
This metric is intended to capture whether an organization has a health resilience and improvement strategy in place but does not evaluate the effectiveness of that strategy. Organizations are encouraged to footnote qualitative or narrative data regarding how their business activities may impact health outcomes, as well as steps taken to improve health outcomes and increase the resilience of target stakeholder populations.
Indicates whether the organization implemented a community health resilience and improvement strategy during the reporting period to improve health outcomes and increase the resilience of target stakeholder populations.
Community Health Resilience and Improvement Strategy
This metric is intended to capture how much wastewater derived from an organization's productive or operational processes is treated. Wastewater, or water that carries wastes, is usually a mixture of water and dissolved or suspended solids. Treatment aims to improve the quality of the wastewater before the remaining water is discharged back to the environment by reducing suspended solids, biodegradable organics, pathogenic bacteria, and nutrients. Wastewater treatment typically takes place over three levels: primary (mechanical), secondary (biological), and tertiary. Organizations may further specify the wastewater's level of treatment by disaggregating this metric by Water Treatment Level (OI9278). In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote details about their wastewater treatment practices and all assumptions used. See usage guidance for further information.
Volume of wastewater treated by the organization during the reporting period.
Wastewater Treated
This metric is intended to capture the organization’s lack of compliance with local regulations, if any. Organizations should consider reporting this metric in conjunction with Number of Legal and Regulatory Complaints (OI2165) and Value of Fines and Settlements (OI7639).
Indicates whether the organization has been identified as out of compliance with any local labor, tax, or environmental regulations during the reporting period.
Local Compliance
This metric is intended to capture detailed information on the organization’s water conservation strategy in place but does not evaluate the success with which that strategy is implemented. Water conservation encompasses efforts made to reduce the amount of water needed to execute current processes or tasks. This metric is not intended to capture overall reduced water consumption due to reduced organizational activities (e.g., partial outsourcing of production). Details of water conservation efforts to footnote include organizational or technological innovations that allow a defined process or task to consume water more efficiently. These may include improved water-management practices, process redesign, the conversion and retrofitting of equipment (e.g., water-efficient equipment), or the elimination of unnecessary water use through changes in behavior. Organizations’ water-reduction strategies could also include seeking alternative water sources such as gray water or rainwater capture systems. Organizations should footnote which efforts are components of their strategy. Mismanagement of water can pose risks to operational elements including brand, credibility, credit rating, insurance, and operating costs. Organizations should footnote their analysis of such risks and how they are being addressed. Organizations are encouraged to report the amount of water conserved using Water Conserved (OI4015) and Water Used: Total (OI1697), plus its related submetrics.
This metric is intended to capture the organization’s policy to combat discrimination in the workplace. Anti-discrimination policies, often called non-discrimination or equal employment opportunity policies, prohibit or penalize discrimination on the basis of age; color; disability; gender expression; gender identity; HIV status; marital status; national, social, or ethnic origin; participation in collective bargaining agreements; political opinion; race; religion; or sexual orientation. Such policies prohibit making recruitment, compensation, termination, promotion, or any other conditions of employment contingent upon any of the affiliations listed above for any employee or job applicant. Organizations can refer to the following sources for additional information on best practices: - Human Rights Campaign: Workplace Discrimination (http://www.hrc.org/resources/entry/Workplace-Discrimination-Policies-Laws-and-Legislation) - Human Rights Campaign: Equal Employment Opportunity (http://www.hrc.org/resources/entry/sample-equal-employment-opportunity-policies)
Organizations should footnote details about the policy, including the types of discrimination protected against and the systems in place to ensure compliance. See usage guidance for further information.
Anti-Discrimination Policy
Organizations should footnote the details of their strategy, including how it is being implemented, how water usage is recorded, and specific reduction targets. Organizations should also footnote any elements in the strategy that address risks associated with water withdrawal. See usage guidance for further information.
Indicates whether the organization implements a conservation strategy to reduce its water usage.
Water Conservation Strategy
Describes the level of treatment that discharged water received during the reporting period. Choose all that apply: - Primary treatment - Secondary treatment - Tertiary treatment - No treatment
This metric is intended to capture the level of water treatment enacted by the organization during the reporting period. Organizations may report the level of treatment for any water or effluents at the point of discharge, whether treated themselves onsite or sent to a third party for treatment. Both lagoon and mechanical treatment can be included, where appropriate. This metric applies to all elements of water discharge, including used water, unused water, and effluents. Organizations may use this metric to disaggregate Water Discharged (OD0386) by volume of water treated. For sanitation-related investments, organizations should disaggregate and apply this calculation specifically to wastewater. Treating water aims to improve water’s quality to make it more acceptable for an end-use, such as drinking, industry, or safe return to the environment, by removing or reducing existing water contaminants. Increasing population pressure is increasing the amount of wastewater. Untreated effluent is discharged to water bodies and terrestrial ecosystems, leading to nutrient surpluses (which can cause anoxic conditions and species loss) and the presence of toxic, often non-degradable compounds in ecosystems. Untreated wastewater contains pathogens that can contaminate drinking water. Treating and recycling polluted water can help tackle water shortages. Minimum requirements for treatment might be specified by national, sub-national, or local legislation; in setting treatment levels, however, organizations should consider the impacts of their overall water discharge and the needs of other water users. For further guidance on treatment requirements, see SDG 6: Progress on Wastewater Treatment (https://apps.who.int/iris/bitstream/handle/10665/275967/9789241514897-eng.pdf?ua=1).
Water Treatment Level
This metric is intended to capture the organization’s investments in infrastructure to produce energy that will be consumed by the organization. For example, a large-scale manufacturing facility in the desert might install a solar array or wind farm. Renewable energy sources include solar, wind, geothermal, hydro energy, and biomass, among other forms. Organizations can refer to the glossary for additional information. Large-scale hydropower is often excluded from the definition of renewable energy. Although water itself is a renewable resource, the natural ecology of rivers is not, and hydroelectric dams can adversely affect aquatic ecosystems. Organizations can refer to the Low Impact Hydropower Institute (http://lowimpacthydro.org) for further guidance on creating low-impact hydropower operations. Organizations may have various motivations for making these capital expenditures, including reducing Greenhouse Gas (GHG) emissions, reducing long-term energy expenditures, increasing the stability of energy pricing, or diversifying their sources of energy supply. Organizations are encouraged to footnote changes in the organization's regular, recurring energy costs caused by their investments in renewable energy infrastructure and technology. Organizations are encouraged to report this metric in conjunction with Green Building Practices (OI6765).
Organizations should footnote the type of expenditures made and details on the energy sources to be used. See usage guidance for further information.
Amount of money spent by the organization for renewable energy infrastructure and technology to produce energy intended for consumption at the organization's operating facilities during the reporting period.
Renewable Energy Expenditures
This metric is intended to capture the volume of water flowing through a stream or river per unit time, typically measured in cubic feet per second or cubic meters per second. These data are often calculated based on models such as MIKE-SHE/BASIN (https://www.mikepoweredbydhi.com/products/mike-she), RIBASIM (https://www.deltares.nl/en/software/ribasim/), and WEAP (https://www.weap21.org/). To calibrate models, investors may consult resources such as Water Canary (https://www.watercanary.com/). Further data can be found from sources such as HydroAtlas (https://www.hydrosheds.org/page/hydroatlas) and Conservation Gateway's Global Streamflow Databases (https://www.conservationgateway.org/ConservationPractices/Freshwater/EnvironmentalFlows/MethodsandTools/ELOHA/Pages/Global-Streamflow-Databases.aspx). Organizations may report this metric in conjunction with Land Indirectly Controlled: Total (PI3789) and Land Directly Controlled: Total (OI5408). In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Rate of flowing water in a stream or river on land directly or indirectly managed by the organization as of the end of the reporting period.
Streamflow Rate
This metric is intended to capture whether the organization systematically assesses risks to social and environmental performance. Examples of social risks to footnote, if relevant, include: mission drift, reputational risk, incidents resulting in harm to clients, client exit, employee dissatisfaction, incentives that can lead to negative behaviors among employees, lack of transparency, negative environmental impacts, gender inequalities and/or discrimination, and lack of implementation of policies, among others. Examples of environmental risks to footnote, if relevant, include: license to operate, reputational risk, incidents resulting in harm to client or the environment (e.g., hazardous waste spills), negative social risks, risks to supply chain sustainability and security, regulatory risk, and climate risk, among others. Organizations are also encouraged to footnote the frequency with which they assess social and environmental performance risks and whether their risk management procedures reflect social and environmental risk criteria. Organizations can refer to the Smart Campaign's Client Protection Principles (www.smartcampaign.org) and the indicators in the Green Module of the SPI4 (http://cerise-spi4.squarespace.com/) for further guidance. Organizations are encouraged to report this metric in conjunction with Social and Environmental Performance Reporting (OI4732) and Social and Environmental Targets (OD4091).
Organizations should footnote details on what risks they assessed and how these were addressed. See usage guidance for further information.
Indicates whether the organization assessed social and environmental risks during the reporting period.
Social and Environmental Performance Risk Assessment
This metric is intended to capture the organization’s policy on sexual harassment. The policy should align with internationally recognized standards.
Organizations should footnote the details about its sexual harassment policy and how it is being implemented.
Indicates whether the organization has a written policy to combat and prevent the sexual harassment of employees and a system to monitor compliance with this policy.
Sexual Harassment Policy
This metric is intended to capture the number of grievances that were formally resolved through the organization's employee grievance mechanism during the reporting period. This metric does not capture the total number of grievances registered during the reporting period, which should be reported under Number of Employee Grievances Registered (OI1042). To capture whether the organization has an employee grievance and feedback system in general, organizations should use Employee Feedback and Grievance System (OI3601). Organizations are also encouraged to footnote the ownership of the mechanism, the purpose of the mechanism and its relationship to other grievance mechanisms, the organization’s activities that are covered by the mechanism, the intended users of the mechanism, how the mechanism is managed, the process to address and resolve grievances (including how decisions are made), and the effectiveness criteria used (see GRI 103-2). Effective grievance mechanisms should be legitimate, accessible, predictable, equitable, transparent, rights-compatible, and a source of continuous learning (GRI 2018). For operational-level mechanisms to be effective, they should be based on engagement and dialogue. For a description of each of these criteria, see Guiding Principle 31. United Nations (UN), ‘Guiding Principles on Business and Human Rights, Implementing the United Nations “Protect, Respect and Remedy” Framework,’ 2011. This metric may help describe the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. The selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of formal grievances registered by employees of the organization that were resolved during the reporting period.
Number of Employee Grievances Resolved
This metric is intended to capture the number of temporary employees who worked for the organization at any point during the reporting period. For example, if an employee worked at some point during the reporting period but was not employed as of the end of the reporting period, such an individual should be counted under this metric. Temporary employees include contracted (or subcontracted) employees, whether their contracts are written or oral; in any case, temporary employment is characterized by a predefined term: fixed-term contracts, project- or task-based contracts, and seasonal, intermittent, or casual work. Relevant details to footnote regarding the type of temporary employment provided could include, among other things, the typical duration of temporary employees’ contracts and the breakdown between full- and part-time temporary employees. Organizations are encouraged to report this metric in conjunction with Temporary Employee Hours Worked (OI8408). To align to the HIPSO (Harmonized Indicators for Private Sector Operations) indicator Construction Jobs (Temporary Construction), organizations may use this metric and calculate using it and Temporary Employee Hours Worked (OI8408) the number of full-time equivalent (FTE) jobs. For more on this calculation, see Jobs in Directly Supported/Financed Enterprises (PI4874). In order to align with this HIPSO indicator, organizations should include all workers involved in the construction of any company assets, including those employed by third parties if they are working on-site; however, organizations should exclude construction workers if the organization itself is a construction or real estate company. This metric is multi-dimensional with regard to the five dimensions of impact. It may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote details regarding the type of temporary employment provided, as well as all assumptions used. See usage guidance for further information.
Number of temporary employees paid by the organization during the reporting period.
Temporary Employees
This metric is intended to capture pre-tax wages and salaries paid to the organization's full-time female employees and should include neither benefits nor payroll expenses. This metric should exclude Temporary Employee Wages (OI4202).
Value of wages (including bonuses and excluding benefits) paid to all female full-time employees of the organization during the reporting period.
Full-time Wages: Female
This metric is intended to capture the number of unique individuals employed by the organization in full- or part-time roles as of the end of the reporting period. This metric excludes Temporary Employees (OI9028). This metric is multi-dimensional with regard to the five dimensions of impact: it may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of people in paid employment with the organization as of the end of the reporting period, whether they are full-time or part-time.
Permanent Employees: Total
This metric is intended to capture the degree to which employees are actively using benefits provided to them by their employer. This helps to understand whether benefits are actually accessible and helpful to employees, or if they are benefits in name only. To use this metric, organizations should first report Employment Benefits (OI2742) to specify which benefits the organization provides to its employees. Then, organizations should use this metric to capture the percentage of employees who use each of those benefits. This metric aligns in part with Disclosure 401-3b from GRI 401: Employment 2016. This metric may help describe the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. The selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Percentage of all employees using employee benefits provided by the organization as of the end of the reporting period.
Employment Benefits Uptake
This metric is intended to capture the number of unique individuals employed by the organization in part-time roles as of the end of the reporting period. This metric excludes Temporary Employees (OI9028). This metric is multi-dimensional with regard to the five dimensions of impact: it may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of paid, part-time employees at the organization as of the end of the reporting period.
Part-time Employees: Total
This metric is intended to capture the amount of waste the organization disposed by other means during the reporting period (not sent to landfill, recycled/reused, incinerated, or composted). Organizations should footnote the means of disposal. In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote all assumptions used, as well as the specific means of disposal.
Amount of waste disposed by the organization through other means during the reporting period.
Waste Disposed: Other
This metric is intended to capture the number of unique women employed by the organization in part-time roles as of the end of the reporting period. This metric excludes Temporary Employees (OI9028). This metric is multi-dimensional with regard to the five dimensions of impact: it may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of paid, part-time, female employees at the organization as of the end of the reporting period.
Part-time Employees: Female
This metric is intended to capture the volume of wastewater used within the organization for any purpose, including but not limited to productive processes (for example, packaging and manufacturing), human consumption, and agricultural purposes. This metric, as well as other metrics calculated using Water Withdrawn (OI0263) and Water Discharged (OI0386), can be used in conjunction with Water Type (OD7536) to describe water consumption in more detail. For further guidance on water uses, see the Alliance for Water Efficiency (http://www.allianceforwaterefficiency.org). In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Volume of wastewater used for the organization's operations during the reporting period.
Water Consumed: Wastewater
This metric is intended to capture the amount of energy (both renewable and non-renewable) purchased for use by the organization itself. Adding Energy Generated for Use: Total (OI9624) to this metric should equal the total energy consumed by the organization during the reporting period. To disaggregate this total by the type of energy purchased—for example, non-renewable vs. renewable sources—report this metric disaggregated by the relevant options from Primary Energy Source (OI3781). In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Amount of purchased energy consumed by the organization during the reporting period.
Energy Purchased: Total
This metric is intended to capture the average (mean) non-salaried wage paid to employees of the organization during the reporting period. Organizations can narrow this metric to, for instance, specific geographies, industries, departments, or positions, and organizations should footnote details on how the calculation was done. Organizations are also encouraged to break down and footnote for each the average respective non-salaried wages for full-time, part-time, and temporary employees. Non-salaried employees are paid on a variable basis (such as hourly, daily, weekly, other specified time cycle, or other specified parameter). Since the time frame for non-salaried employees can vary, organizations should footnote the time frame used in this calculation. Non-salaried employees' earnings are contingent on the amount of time worked.
Organizations should footnote the time frame over which this metric is calculated and all assumptions used. See usage guidance for further information.
Average wage paid to non-salaried and full-time, part-time, or temporary employees of the organization during the reporting period. Employees who are salaried should be excluded from this calculation.
Average Non-Salaried Wage
This metric is intended to capture pre-tax wages/salaries paid to the organization's part-time female employees and should not include benefits nor include payroll expenses. These wages should exclude Temporary Employee Wages (OI4202).
Value of wages (including bonuses, excluding benefits) paid to all female part-time employees of the organization during the reporting period.
Part-time Wages: Female
This metric is intended to capture the number of members of the organization’s investment committee who are women. An investment committee is the governing body that is charged with overseeing investments and developing investment policies for board approval. To report against 2X Challenge requirements, organizations at which female investment committee members do not play an active role on the investment committee should not be counted. The share of women on the investment committee should also exceed the legal minimum for the organization’s domicile country. This metric is multi-dimensional with regard to the five dimensions of impact. It may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of female members of the organization’s investment committee as of the end of the reporting period.
Investment Committee Members: Female
This metric is intended to capture the number of strikes and lockouts occurring among the organization's employees during the reporting period. Strikes and lockouts sometimes represent a breakdown in labor–management relations and a suspension of consultative processes. Data regarding the occurrence of such industrial incidents can usefully convey the state of labor–management relations and the direction of its progression over time. Strikes and lockouts must be set in the context of any limitations of local legislation and benchmarked against norms for inter-country, inter-industry, and inter-category comparisons. As employees take greater freedom in questioning their rights and respect in the workplace, organizations may observe strikes and lockouts increasing. As policies begin to take hold and change is effected, strikes and lockouts may then decrease. An employee strike is a work stoppage caused by one or several of the following voluntary actions by a number of employees: reducing the normal performance of their employment, breaking their employment agreements, refusing or failing to accept engagement for work in which they are usually employed, reducing their normal output, or reducing their normal rate of work. A strike usually happens in response to employee grievances. A lockout, also a work stoppage, is a temporary denial of employment initiated by the employer. Lockouts sometimes occur as a bargaining tactic by the employer in response to an employee strike.
Organizations should footnote details on the reasons for the strikes or lockouts, the number of employees involved, how long the strikes or lockouts lasted, and the resolution. See usage guidance for further information.
Number of employees' strikes and lockouts at the organization during the reporting period.
Strikes and Lockouts
This metric is intended to capture the number of unique, female individuals promoted by the organization during the reporting period and who were in full- or part-time roles as of the end of the reporting period. This metric excludes Temporary Employees (OI9028). Organizations are encouraged to footnote in which roles and levels employees promoted began and ended the reporting period. Promotion (or career advancement) is defined as the movement of an employee who already works for the organization to a higher grade level either within the same department or to another department as a result of a change in duties, not a market adjustment in salary. For more, see the Society for Human Resource Management (https://www.shrm.org/resourcesandtools/tools-and-samples/policies/pages/job-posting-policy---staff-promotions.aspx). This metric is multi-dimensional with regard to the five dimensions of impact. It may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of female employees who were promoted from within the organization during the reporting period.
Employees Promoted: Female
This metric is intended to capture the highest rate of water flowing through a stream or river per unit of time, typically measured in cubic feet per second or cubic meters per second. Maximum waterflow often occurs during storms. To calculate these data, organizations may use modeling tools such as HydroCAD's Rational Method (https://www.hydrocad.net/rational.htm) or USDA's WinTR-55 Watershed Hydrology (https://www.nrcs.usda.gov/wps/portal/nrcs/detailfull/national/water/?cid=stelprdb1042901).
Rate of maximum flow of water through a stream or river on land directly or indirectly managed by the organization as of the end of the reporting period.
Peak Flow Rate
This metric is intended to capture the number of voluntary departures from the organization, defined as those departed employees not dismissed for cause or otherwise involuntarily separated from the organization. Organizations can elect to exclude retiring employees when reporting against this metric and should footnote any relevant adjustments. This metric is multi-dimensional with regard to the five dimensions of impact: it may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote all details regarding how they define voluntary departures. See usage guidance for further information.
Number of full- and part-time employees who departed the organization voluntarily during the reporting period.
Departed Permanent Employees: Voluntary
This metric is intended to capture volunteer hours for community service contributed by employees. Organizations should include both paid and unpaid time spent volunteering, whether for company-organized events or for employee-initiated activities. Organizations are also encouraged to report separately volunteer hours contributed during traditional work hours and those contributed outside of traditional working hours. Traditional working hours can be defined by the organization and should be footnoted.
Number of hours volunteered by full- and part-time employees of the organization during the reporting period.
Community Service Hours Contributed
This metric is intended to capture the number of hours worked by temporary employees over the course of the reporting period. Organizations should capture hours worked by contracted (or subcontracted) employees as part of this metric, whether their contracts are written or oral; in any case, temporary employment is characterized by a predefined term: fixed-term contracts, project- or task-based contracts, and seasonal, intermittent, or casual work. Organizations are encouraged to report this metric in conjunction with Temporary Employees (OI9028).
Number of paid hours worked by temporary employees of the organization during the reporting period.
Temporary Employees Hours Worked
This metric is intended to capture the number of employees during the reporting period who have formal, written contracts that state the terms of their employment. This metric is multidimensional with regard to the five dimensions of impact. In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). This metric may also help describe the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. The selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of employees (including both permanent and temporary workers) who had written contracts for their employment during the reporting period.
Employees with Written Contracts
This metric is intended to capture the amount of waste the organization incinerated during the reporting period. In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Amount of waste disposed by the organization through incineration during the reporting period.
Waste Disposed: Incinerated
This metric is intended to measure the number of employees earning the lowest hourly wage paid by the organization during the reporting period. For example, if the organization's lowest wage paid (including bonuses, excluding benefits) is USD 15 per hour and the organizations pays 300 employees this rate, the value for this metric is 300. Organizations should also footnote what the lowest wage paid is in order to enable minimum wage calculations. To use this metric effectively, organizations working across multiple geographies should capture it at the country level. For each country, organizations should capture the lowest hourly wage paid and the number of employees earning that wage. In the event that an organization is unable to capture these data for each country, organizations are encouraged to capture this metric for the country with the largest number of employees. For salaried workers, organizations may calculate hourly wage by dividing total annual wages by number of hours worked. This metric can be useful in capturing whether a portion of the organization's workforce is paid less than minimum wage. Organizations interested in capturing minimum wage or living wage may instead use Employees Earning Minimum Wage (OI5858) and Employees Earning a Living Wage or Higher (OI4724). In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote the lowest wage paid by the organization in each country of operation, whether it meets or exceeds the local minimum wage for the region(s) in which they operate, and any other assumptions made in calculating this metric. See usage guidance for further information.
Number of full-time, part-time, and temporary employees of the organization that are earning the lowest hourly wage (including bonuses, excluding benefits) paid by the organization as of the end of the reporting period. See usage guidance for further details.
Employees Earning Lowest Wage
This metric is intended to capture the number of unique, individual managers with disabilities employed by the organization in full-time roles as of the end of the reporting period. This metric excludes Temporary Employees (OI9028). Organizations can refer to the glossary for additional guidance on defining management. The composition of management varies with an organization’s stage and type, but managers are generally responsible for setting objectives (defining goals for the group and deciding what work must be done to meet those goals), organizing (dividing work into manageable activities and selecting the right people to accomplish them), motivating and communicating (creating a team out of individuals through decisions on pay, promotion, and communications), measuring (establishing targets and interpreting and analyzing performance), and developing people. This metric is multi-dimensional with regard to the five dimensions of impact: it may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote how their organization defines management levels, as well as any specific focus on stakeholders with particular disabilities. See usage guidance for further information.
Number of paid, full-time management employees (managers) with disabilities at the organization as of the end of the reporting period.
Full-time Employees: Managers with Disabilities
This metric is intended to capture the number of unique individuals employed by the organization in full- or part-time roles as of the end of the reporting period who reside in low-income areas. This metric excludes Temporary Employees (OI9028). The population classified as low income includes all those who fall below a fixed threshold, which includes those classified as poor or very poor. Because assessing the poverty level of employees is complex, organizations will likely use specific assessment tools to accurately report on this metric. See the glossary definition for additional information on commonly used tools to help determine the absolute poverty level of individuals and households. This metric is multi-dimensional with regard to the five dimensions of impact: it may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote details on the assessment tools used to identify employees who reside in low-income areas. See usage guidance for further information.
Number of people in paid employment with the organization who reside in low-income areas as of the end of the reporting period, whether they are full-time or part-time.
Permanent Employees: Low-Income Areas
This metric is intended to capture the number of unique, individual managers employed by the organization in full-time roles as of the end of the reporting period. This metric excludes Temporary Employees (OI9028). Organizations can refer to the glossary for additional guidance on defining management. The composition of management varies with an organization’s stage and type, but managers are generally responsible for setting objectives (defining goals for the group and deciding what work must be done to meet those goals), organizing (dividing work into manageable activities and selecting the right people to accomplish them), motivating and communicating (creating a team out of individuals through decisions on pay, promotion, and communications), measuring (establishing targets and interpreting and analyzing performance), and developing people. This metric is multi-dimensional with regard to the five dimensions of impact: it may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote how their organization defines management levels. See usage guidance for further information.
Number of paid, full-time management employees (managers) at the organization as of the end of the reporting period.
Full-time Employees: Managers
This metric is intended to capture whether or not an organization has a greenhouse gas emissions strategy and to provide, in footnotes, detailed information on that strategy. It does not, however, evaluate the success with which that strategy is implemented. The Greenhouse Gas Protocol (GHG Protocol) is the most widely used international accounting tool to understand, quantify, and manage greenhouse gas emissions. The GHG Protocol defines direct and indirect emissions as follows: - Direct GHG emissions are emissions from sources that are owned or controlled by the reporting entity. - Indirect GHG emissions are emissions that result from the activities of the reporting entity but that occur at sources owned or controlled by other entities. The GHG Protocol further categorizes these direct and indirect emissions into three broad scopes. For more information on the GHG Protocol, organizations should refer to the following: - Greenhouse Gas Protocol Standards (http://www.ghgprotocol.org/standards) - Greenhouse Gas Protocol Calculators (https://ghgprotocol.org/calculation-tools) Organizations reporting this metric should also consider reporting against Greenhouse Gas Emissions: Total (OI1479), Greenhouse Gas Emissions: Direct (OI4112), and Greenhouse Gas Emissions: Indirect (OI9604).
Organizations should footnote the details of the strategy, the type and scope of emissions on which the strategy focuses, and how the strategy is being implemented, including specific reduction targets. See usage guidance for further information.
Indicates whether the organization implements a strategy to reduce greenhouse gas (GHG) emissions.
Greenhouse Gas Emissions Strategy
This metric is intended to capture the number of founders with an active role who are female. An active role may include acting in an advisory capacity for key decisions. It need not necessarily require a full-time role at the organization. This metric is multi-dimensional with regard to the five dimensions of impact. It may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of the organization’s founders who are female and retain an active role in the company as of the end of the reporting period.
Founders: Female
This metric is intended to capture the number of unique individuals who belong to groups historically marginalized on the basis of race and/or ethnicity and who are employed by the organization in full-time roles as of the end of the reporting period. This metric excludes Temporary Employees (OI9028). The categorization of historically marginalized groups varies with location and context. With no internationally agreed-upon definition as to which groups constitute historically marginalized on the basis of race and/or ethnicity, if well-established local policies exist (as in South Africa, with the Broad Based Black Economic Empowerment [BBBEE] definition of historically marginalized, or in India, based on backward caste), organizations should refer to these local guidelines to identify groups historically marginalized on the basis of race and/or ethnicity. Otherwise, and wherever appropriate, organizations should provide additional detail regarding their tailored methodology for defining these groups. This metric is multi-dimensional with regard to the five dimensions of impact: it may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of paid, full-time employees at the organization who belong to groups historically marginalized on the basis of race and/or ethnicity as of the end of the reporting period.
Full-time Employees: Historically Marginalized
This metric is intended to capture female representation on the board of directors or governing body of an organization. A board of directors is a group of individuals legally responsible to govern a corporation and responsible to the shareholders and other relevant stakeholders. A governing body with a different name (e.g., "advisory body") may be considered a Board of Directors provided it has a fiduciary and/or social responsibility to shareholders and/or other relevant stakeholders. This metric is multi-dimensional with regard to the five dimensions of impact. It may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of female members of the organization's board of directors or other governing body as of the end of the reporting period.
Board of Directors: Female
This metric is intended to capture the amount of insurance premium written or sold by the organization during the reporting period. Organizations issuing insurance policies directly should report the amount of premium written, while organizations selling insurance policies underwritten by another organization may instead report the value of premiums sold. This metric is a proxy for resources of an insurer allocated to insurance policies.
Amount of total insurance premium written or sold by the organization during the reporting period.
Gross Written Premium
This metric is intended to capture whether the organization employs market research. Market research on clients enables organizations to better service their clients by understanding topics such as: the characteristics of their target clients, their clients' needs and preferences for products and for delivery channels, and potential barriers for their clients to access products, among other topics. Organizations can refer to the SPI4 (http://cerise-spi4.squarespace.com/), specifically Essential Practice 3a1, for additional indicators related to market research. SPI4 is a social audit tool, developed for financial service providers, which can apply to any organization with both social and financial objectives.
Organizations should footnote the details of the market research that they conduct and the process and frequency with which they conduct the market research. See usage guidance for further information.
Indicates whether the organization uses market research to identify the needs of clients and potential clients.
Market Research on Clients
This metric is intended to capture the volume of surface water used within the organization for any purpose, including but not limited to productive processes (for example, packaging and manufacturing), human consumption, and agricultural purposes. Surface water occurs naturally on the Earth’s surface in the form of ice sheets, ice caps, glaciers, icebergs, bogs, ponds, lakes, rivers, and streams. For further details, see the IRIS+ glossary term. This metric applies to organizations sourcing their water directly from an above-ground water body rather than from a water service provider. This metric, as well as other metrics calculated using Water Withdrawn (OI0263) and Water Discharged (OI0386), can be used in conjunction with Water Type (OD7536) to describe water consumption in more detail. For further guidance on water uses, see the Alliance for Water Efficiency (http://www.allianceforwaterefficiency.org). In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Volume of surface water used for the organization's operations during the reporting period.
Water Consumed: Surface Water
This metric is intended to capture whether the organization has created policies in line with international norms to protect the safety of its workers. Worker safety entails placing and maintaining the worker in an environment adapted to the worker's physiological and psychological capabilities; preventing health-related departures caused by working conditions; promoting and maintaining the physical, mental, and social well-being of workers in all occupations; and protecting workers from health risks resulting from working conditions. Examples of relevant policy details to footnote include: the process in place to assess safety risks, the frequency with which these risks are assessed, and the training and equipment provided to mitigate these risks. Examples of training and equipment provided to mitigate worker safety risks include: safety training, required protective gear, testing of equipment, and posting of signs. Organizations can refer to the SPI4 (http://cerise-spi4.squarespace.com/), specifically Essential Practice 5a5, for additional indicators related to worker safety. SPI4 is a social audit tool, developed for financial service providers, which can apply to any organization with both social and financial objectives. This metric aligns with GRI Disclosure 403-8: Workers covered by an occupational health and safety management system.
Organizations should footnote details around these policies, including the practices in place to ensure compliance. See usage guidance for further information.
Indicates whether the organization has policies in place to monitor, evaluate, and ensure worker safety.
Worker Safety Policy
This metric is intended to capture whether the organization offers flexible work arrangements to employees. Examples of flexible work arrangements to footnote may include choosing work shift, choosing flexible working hours (allowing freedom to vary start and stop times), working from remote locations (telecommuting), and job-sharing, among other options (footnote additional details).
Organizations should footnote details of the flexible arrangements offered and their uptake. See usage guidance for further information.
Indicates whether the organization offers flexible work arrangements to full-time, part-time, or temporary employees of the organization.
Flexible Work Arrangements
This metric is intended to capture waste reductions achieved strictly through the organization's operations. Organizations wishing to report on waste reductions achieved through the sale of products should report Waste Reductions from Products Sold (PI5926). Organizations wishing to report on waste reductions achieved through the provision of services should report Waste Reductions from Services Sold (PI5678). Waste reduction through organizational operations may include efforts to reduce (i.e., using fewer inputs), reuse (e.g., repurposing rather than disposing or recycling excess inputs or unwanted outputs), or recycle (e.g., through established systems or through on-site processing) material or energy.
Amount of waste reduced by the organization during the reporting period through programs for substitution, recycling, or recovery.
Waste Reduced
Describes the mechanisms in place to gather input from stakeholders on product/service design, development, and delivery. Select all that apply: - Identify community need(s), if any, in collaboration with target stakeholders - Consult with target stakeholders about their needs when developing strategy - Collect impact data from stakeholders via interviews and/or surveys - Work with investees to reflect target stakeholders' perspectives in product/service offerings - Monitor target stakeholder satisfaction - None - Other (describe)
This metric is intended to capture the ways in which the organization engages target stakeholders in the design, development, and delivery of product and service offerings. Target stakeholder (or client) engagement strategies involve intentional approaches to align the design and provision of products and services with the priorities of target stakeholders. A target stakeholder can be a client, employee, or anyone the organization is aiming to positively impact. Some organizations call a target stakeholder a ‘beneficiary.’ Organizations aiming to engage communities may consider using Community Engagement Strategy (OI2319). Organizations can refer to the following sources for further guidance on stakeholder engagement: - World Economic Forum: Engaging All Affected Stakeholders into Investments and Activities of Organizations (https://impactmanagementproject.com/wp-content/uploads/Guidance-on-engaging-all-affected-stakeholders.pdf) - Feedback Labs: Is Feedback Smart? (https://feedbacklabs.org/smart-thing/) - Social Performance Task Force: Universal standards for Social Performance Measurement (https://sptf.info/images/USSPM-Manual-English-v2.0-Nov2016.pdf) - Social Value International: Principles of Social Value (https://socialvalueint.org/social-value/principles-of-social-value/) - User Voice: Putting People at the Heart of Impact Practice (https://www.thinknpc.org/resource-hub/user-voice-putting-people-at-the-heart-of-impact-practice/) - Make It Count: Why Impact Matters in User Involvement (https://www.thinknpc.org/resource-hub/make-it-count-why-impact-matters-in-user-involvement/)
Organizations should footnote at which stages (e.g., concept development, product design) stakeholders were engaged, how they were engaged, and whether they were compensated for their engagement.
Stakeholder Engagement
This metric is intended to capture the sum of all training hours provided to employees. It is not intended to capture the average number of training hours per employee. Trainings may include both internal and external opportunities provided by the organization. Training can be categorized as: (a) skills-based training to advance core job responsibilities (enhancing employees' ability to do their jobs effectively); (b) skills-based training on cross-job functions (training beyond regular job responsibilities, enabling employees' to advance in their professions); (c) training on literacy, communications, and other life skills; or (d) trainings related to diversity and inclusion (for example, training on implicit bias or sexual harassment). Organizations should footnote details on the training(s) provided, including the type. This metric is useful in calculating GRI Disclosure 404-1: Average hours of training per year per employee. In the context of this GRI standard, ‘training’ refers to all types of vocational training and instruction, paid educational leave provided by an organization for its employees, training or education pursued externally and paid for in whole or in part by an organization, and training on specific topics. Training does not include on-site coaching by supervisors. Organizations may use Full-Time Employees: Total (OI3160) and Part-Time Employees: Total (OI8864) to disaggregate this metric. Organizations are also encouraged to calculate this indicator for Temporary Employees (OI9028). Organizations may choose to use Target Stakeholder Demographic (PD5752) to disaggregate this metric by gender, race/ethnicity, disability, or other groupings.
Organizations should footnote the types of training provided, particularly those that lead to recognized certifications.
Number of training hours provided for employees (full-time, part-time, or temporary) during the reporting period.
Employee Training Hours
This metric is intended to capture the area of marine environment directly controlled by the organization during the reporting period. See the IRIS Glossary definition on “Directly Controlled” (https://iris.thegiin.org/glossary/) for further detail. Datasets on important marine and coastal habitats and species can be applied to support decisions during biodiversity risk screening or to identify conservation and restoration opportunities. The Ocean Data Viewer by Ocean+ (see https://data.unep-wcmc.org/ and https://oceanplus.org/) includes various spatial datasets, such as the distribution of coral reefs, mangroves, and seagrasses, as well as distribution of marine mammals and even feeding and nesting sites for marine turtles. Note that species abundance typically changes over multiple years or even decades.
Area of marine environment directly controlled by the organization during the reporting period.
Marine Area Directly Controlled: Total
This metric is intended to capture an organization's adherence to local and national wastewater-treatment standards and requirements.
Organizations should footnote the specific details of their wastewater management policies and any details regarding violation of local compliance.
Indicates whether the organization's practices related to the discharge of wastewater comply with local legal requirements.
Wastewater Treatment Compliance
This metric is intended to capture the number of members of an investment committee, the governing body charged with overseeing investments and developing investment policies for board approval. Most, but not all investor organizations have investment committees. If the organization does not have a formalized investment committee, organizations should apply this metric to whatever group of individuals that makes investment decisions. This metric, reported along with Target Stakeholder Demographic (PD5752) to specify historically marginalized groups due to race and/or ethnicity, aligns with the Corporate Racial Equity Alliance’s (https://corporateracialequityalliance.org/) Investor Blueprint for Racial Equity. This metric is multi-dimensional with regard to the five dimensions of impact. It may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of members of the organization's investment committee as of the end of the reporting period.
Investment Committee Members: Total
This metric can be used by many different types of organizations. Examples of policies that a financial service organization might have in place to protect its clients may include: - All employees involved in collections are trained on collection practices and in particular on acceptable and unacceptable debt collection practices which are clearly spelled out in a code of ethics, book of employee rules, or debt collection manual. - Internal audits check household debt exposure, lending practices that violate procedures including unauthorized refinancing, multiple borrowers or co-signers per household, and other practices that could increase indebtedness. - Productivity targets and incentive systems value portfolio quality at least as highly as other factors, such as disbursement or customer growth. Growth is rewarded only if portfolio quality is high. - The institution's collection practices are covered during the initial training of all employees involved in collections (loan officers, collections employees, and branch managers). In particular, collections employees receive training in acceptable debt collections practices and loan recovery procedures. - The institution documents and communicates to clients about loan policies and procedures for rescheduling credit. - The institution's prepayment penalties, account closure fees, transaction fees, or other penalties are not excessive. - The organization has a culture that values and rewards high standards of ethical behavior and customer service. - Other
Indicates whether the organization implements policies to protect its clients.
Social Responsibility Client Policies
This metric is intended to capture the value of legal or regulatory fines and settlements paid by the organization during the reporting period. Depending on the category in which the organization operates, fines could be associated with (but not limited to) any of these: -Bribery or corruption, including violations of the US Foreign Corrupt Practices Act (FCPA) or UK Bribery Act -Data security breaches -Diversity and equal opportunity -Cartel activities, price fixing, anti-trust activities -Consumer privacy -Environmental violations -Employee safety or workplace conditions -False, deceptive, or unfair advertising -False marketing claims -Federal pipeline and storage regulations -Financial reporting inaccuracies -Labor law violations -Land rights disputes -Libel or slander -Money laundering -Tax evasion Organizations should consider reporting this metric in conjunction with Number of Legal and Regulatory Complaints (OI2165).
Organizations should footnote the number of fines and settlements, as well as a description of the types of fines paid and actions that were taken to prevent them from being incurred in the future. See usage guidance for further information.
Value of payments made by the organization as legal or regulatory fines and settlements during the reporting period.
Value of Fines and Settlements
This metric is intended to capture the area of land directly controlled by the organization that is covered by surfaces that do not allow water (particularly stormwater) to flow through the surface and into the ground. Examples of impervious surfaces include streets, roofs, parking lots, walkways, or any other surfaces and structures made of asphalt, concrete, plastics, or similar materials. In developed-market contexts, organizations may source these data from existing maps. For example, in the United States, see the National Map (https://nationalmap.gov/small_scale/mld/impe100.html). In emerging-market contexts, free satellite mapping tools (such as Google Earth) can be used to create a map of roads as a starting point for these data. For a more detailed map, third-party technical support may be necessary.
Area of land directly controlled by the organization that is impervious to water during the reporting period.
Land Directly Controlled: Impervious Surfaces
This metric is intended to capture the amount of non-hazardous waste the organization’s operations produced during the reporting period. To report the amount of hazardous waste produced, organizations can report Waste Produced: Hazardous Waste (OI1346). Non-hazardous waste presents no dangers to the environment in terms of contamination or pollution, with definitions varying with local legislation. In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Amount of non-hazardous waste created by the organization's operations during the reporting period.
Waste Produced: Non-Hazardous Waste
This metric is intended to capture whether the organization engages in charitable practices. Types of charitable practices, to footnote, may include: contributions of charitable donations to the local areas in which the organization operates or from which it sources; public-facing partnerships with service or charitable organizations; provision of facilities for community events or trainings; provision of trainings for organization's employees to serve in external leadership positions (e.g., on nonprofit Boards of Directors); and provision for paid employee volunteer time. Organizations are encouraged to report this metric in conjunction with Charitable Donations (FP3774). Organizations can also report this metric in conjunction with Community Service Hours Contributed (OI8429), if applicable.
Organizations should footnote details about the types of charitable practices in place. See usage guidance for further information.
Indicates whether the organization employs charitable practices in its operations.
Charitable Practices
This metric is intended to capture the hazard classification of pesticides used by the organization on land directly or indirectly managed. For further guidance on hazard classification, see the World Health Organization’s “The WHO Recommended Classification of Pesticides by Hazard and Guidelines to Classification 2019” (https://apps.who.int/iris/bitstream/handle/10665/332193/9789240005662-eng.pdf).
Describes the pesticide hazard classification for pesticides used by the organization, or disaggregates another metric in terms of pesticide hazard classification. Select all that apply: - Class Ia Extremely hazardous - Class Ib Highly hazardous - Class II Moderately hazardous - Class III Slightly hazardous - Class U Unlikely to present acute hazard
Pesticide Hazard Classification Type
This metric is intended to capture funds spent by the organization to train its employees during the reporting period. These costs should not include salary or payroll expenses that are incurred during training hours. Training costs vary widely depending on the level of services provided to participants, whether or not an organization has staff dedicated to engaging employer networks, the level of need in the community where the program is located (greater need requires more outreach), or provision of financial support to participants. These factors can make comparisons of employee training costs across organizations difficult, if not accompanied by additional metrics that specify the level of services provided and level of local need. This metric aligns with SASB HC0101-15: Average training and development expenditure per full time employee.
Value of the costs incurred by the organization as a result of training provided to employees (full-time, part-time, or temporary) during the reporting period.
Employee Training Costs
This metric is intended to capture whether the organization employs practices to protect the quality of the water it uses. Organizations wishing to report strategies to reduce the quantity of water used should report Water Conservation Strategy (OI9326). Organizations should footnote practices employed on, for example, agricultural land over which they have direct control. See glossary definition of directly controlled (land area) for more information. Organizations can report this metric in conjunction with Land Directly Controlled: Total (OI5408) and related submetrics. Examples of water quality practices, to footnote, include the creation of buffer zones (particularly for native species); responsible management of manure, sewage, and fertilizer; and water-quality assessment.
Organizations should footnote the specific details of their water quality practices.
Indicates whether the organization employs management practices to protect water quality.
Water Quality Practices
This metric is intended to capture the number of involuntary departures from the organization, defined as those employees dismissed for cause, including the elimination of a position. This metric is multi-dimensional with regard to the five dimensions of impact: it may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of full- and part-time employees who departed the organization involuntarily during the reporting period.
Departed Permanent Employees: Involuntary
This metric is intended to capture the percentage of company shares that are owned by individuals from groups historically marginalized due to race and/or ethnicity. Where regional or local laws apply for calculating ownership by historically marginalized groups, reporting should be consistent with these laws. Where such laws do not exist, shares that are publicly traded or owned by institutions cannot contribute to the number of shares owned by historically marginalized groups. The categorization of groups historically marginalized due to race and/or ethnicity varies with location and context. With no internationally agreed-upon definition as to which groups constitute minorities, if well-established local policies exist (as in South Africa, with the Broad Based Black Economic Empowerment [BBBEE] definition of historically marginalized, or in India, based on backward caste), organizations should refer to these local guidelines to identify groups historically marginalized due to race and/or ethnicity. Otherwise, and wherever appropriate, organizations should provide additional detail regarding their tailored methodology for defining these groups.
Organizations should footnote their categorization of historically marginalized groups and all other assumptions used. See usage guidance for further information.
Percentage of the organization that is owned, as of the end of the reporting period, by individuals who belong to groups historically marginalized due to race and/or ethnicity.
Percent Ownership by Historically Marginalized Groups
This metric is intended to capture the volume of transportation in a particular market or context, which can help assess the productivity and efficiency of transport and logistics infrastructure. For example, this metric could capture whether, as result of an investment, a port is able to boost its productivity by increasing the number of twenty-foot equivalent units (TEU) handled per hour. TEU are equivalent to a standard-size shipping container. Transportation of goods may be by rail, road, air, or sea. International Finance Institutions (IFIs) often use this metric as part of their transportation analysis.
Organizations should footnote all assumptions used, including source of data and specific means of transport.
Number twenty-foot equivalent units (TEUs) of cargo containers transported by a road, railway, port, or airport during the reporting period.
Number of Containers Handled
This metric is intended to capture pre-tax wages and salaries paid to the organization’s full- and part-time employees who reside in low-income areas and should include neither benefits nor payroll expenses. This metric should exclude Temporary Employee Wages (OI4202). The population classified as low income includes all those who fall below a fixed threshold, which includes those classified as poor or very poor. Because assessing the poverty level of employees is complex, organizations will likely use specific assessment tools to accurately report on this metric. See the glossary definition for additional information on commonly used tools to help determine the absolute poverty level of individuals and households.
Organizations should footnote details on the assessment tools used to identify low-income employees. See usage guidance for further information.
Value of wages (including bonuses and excluding benefits) paid to all full- and part-time employees of the organization who reside in low-income areas during the reporting period.
Permanent Employee Wages: Low-Income Areas
This metric is intended to capture the number of work-related illnesses arising from exposure to hazards at work. If the same employee experienced more than one occupational illness, each instance of illness should be counted. This metric is sourced from GRI Disclosure 403-10: Work-related Ill Health in GRI 403: Occupational Health and Safety 2018. Per GRI guidance, ‘Ill health’ indicates damage to health and includes diseases, illnesses, and disorders. The terms ‘disease,’ ‘illness,’ and ‘disorder,’ often used interchangeably, refer to conditions with specific symptoms and diagnoses. Work-related injuries and ill health are those that arise from exposure to hazards at work. Other types of incidents can occur that are not connected with the work itself. For more guidance, see GRI Disclosure 403-10 (https://www.globalreporting.org/standards/media/1910/gri-403-occupational-health-and-safety-2018.pdf).
Number of occupational illnesses which affected any full-time, part-time, or temporary employees of the organization during the reporting period.
Occupational Illnesses
This metric is intended to capture the number of unique individuals promoted by the organization during the reporting period and who were in full- or part-time roles as of the end of the reporting period. This metric excludes Temporary Employees (OI9028). Organizations are encouraged to footnote in which roles and levels employees promoted began and ended the reporting period. Promotion (or career advancement) is defined as the movement of an employee who already works for the organization to a higher grade level either within the same department or to another department as a result of a change in duties, not a market adjustment in salary. For more, see the Society for Human Resource Management (https://www.shrm.org/resourcesandtools/tools-and-samples/policies/pages/job-posting-policy---staff-promotions.aspx). This metric is multi-dimensional with regard to the five dimensions of impact. It may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of permanent employees who were promoted from within the organization during the reporting period.
Employees Promoted: Total
This metric is intended to capture the number of temporary female employees who worked for the organization at any point during the reporting period. For example, if an employee worked at some point during the reporting period but was not employed as of the end of the reporting period, such an individual should be counted under this metric. Temporary employees include contracted (or subcontracted) employees, whether their contracts are written or oral; in any case, temporary employment is characterized by a predefined term: fixed-term contracts, project- or task-based contracts, and seasonal, intermittent, or casual work. Relevant details to footnote regarding the type of temporary employment provided could include, among other things, the typical duration of temporary employees’ contracts and the breakdown between full- and part-time temporary employees. Organizations are encouraged to report this metric in conjunction with Temporary Employee Hours Worked (OI8408). This metric is multi-dimensional with regards to the five dimensions of impact: it may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote all assumptions used, including details of the type of temporary employment provided. See usage guidance for further information.
Number of female temporary employees paid by the organization during the reporting period.
Temporary Employees: Female
The IRIS catalog differentiates between land that the organization directly controls and land that the organization indirectly controls. This metric is intended to capture the area of land that is under the organization's direct control. Direct control refers to land for which the organization controls land use through direct operation or management, including situations in which the organization's employees cultivate the land directly. Note that land ownership is not always equivalent to control. For example, where land is leased to another entity or individual to cultivate (e.g., a third-party manager), land is only directly controlled if the lease is accompanied by exhaustive criteria for land use. Such land-use criteria are often included in management plans and legal agreements that also incorporate sustainability principles and typically include termination provisions in the event of poor performance. To the extent that the third-party manager must make minimal, ad-hoc, and discretionary land-use decisions that fall outside the scope of the land-use criteria, the land may still be considered directly controlled by the organization. Sustainability, in a broad sense, includes sustainable working conditions for employees responsible for land management, resource exploitation that guarantees the continuous delivery of ecosystem services for current and future generations, and even land that has been put under strict no-deforestation requirements. If, for example, a third party manages land under a lease contract, contract conditions and clauses should specify required management, exploitation, ethics, techniques, and conditions of contract termination. The organization should footnote details of these contracts and monitor whether the third party meets the requirements.
Organizations should footnote details about the nature of the direct control relationship and all assumptions used, including source of data. See usage guidance for further information.
Area of land directly controlled by the organization and under sustainable cultivation or sustainable stewardship. Report directly controlled land area sustainably managed during the reporting period.
Land Directly Controlled: Sustainably Managed
This metric is intended to capture greenhouse gas emissions avoided through carbon credits purchased during the reporting period. The same data captured through this metric can also be captured through a combination of Greenhouse Gas Emissions Mitigation Types (OI9839) and Greenhouse Gas Emissions Avoided or Reduced (PI2764). In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote relevant details on the carbon offsets purchased, along with the assumptions and methodologies used in calculating the emissions avoided. See usage guidance for further information.
Amount of greenhouse gas (GHG) emissions avoided through carbon offsets purchased during the reporting period.
Greenhouse Gas Emissions Avoided Due to Carbon Offsets Purchased
This metric is intended to capture the organization’s green building practices. Examples of practices to footnote may include energy-saving strategies (e.g., energy use monitoring, efficient appliances and lighting, renewable energy use), systems for increasing water efficiency (e.g., water-efficient appliances, fixtures, and landscaping), systems to monitor and improve air quality (e.g., increased ventilation, access to natural daylight), and use of sustainable materials (e.g., reclaimed products), among others. Certifications to footnote may include LEED certification or LEED equivalent certification. Organizations can refer to the glossary for additional information on green buildings. Organizations are encouraged to report this metric in conjunction with Renewable Energy Capital Expenditures (OI9206). Organizations can also report this metric in conjunction with Energy Conserved (OI6697), Water Conserved (OI4015), or Waste Reduced (OI7920) to capture the quantitative effects of the green building practices they have employed.
Organizations should footnote the specific green building practices employed and details on the sustainability certifications, ratings, and labeling schemes received. See usage guidance for further information.
Indicates whether the organization employs green building practices.
Green Building Practices
This metric is intended to capture the volume of rainwater used within the organization for any purpose, including but not limited to productive processes (for example, packaging and manufacturing), human consumption, and agricultural purposes. This metric, as well as other metrics calculated using Water Withdrawn (OI0263) and Water Discharged (OI0386), can be used in conjunction with Water Type (OD7536) to describe water consumption in more detail. For further guidance on water uses, see the Alliance for Water Efficiency (http://www.allianceforwaterefficiency.org). In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Volume of rainwater used for the organization's operations during the reporting period.
Water Consumed: Rainwater
This metric is intended to capture the amount of waste the organization’s operations produced during the reporting period. In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote all assumptions used, including the type(s) of waste produced.
Amount of waste created by the organization's operations during the reporting period.
Waste Produced: Total
This metric is intended to capture the amount of energy saved by the organization through specific energy-efficiency improvements. Improvements can result from energy-efficient construction/renovation investments within the organization’s operations or by reducing the amount of energy needed to carry out the same processes or tasks. This metric is not intended to capture reduced energy consumption that results from reduced organizational activities (e.g., partial outsourcing). Organizations should footnote the types of energy-conservation techniques employed (e.g., process redesign) and the types of energy reduced (e.g., fuel, electricity, steam). Organizations should footnote all assumptions used, including the basis for calculating reductions in energy consumption (such as base year or baseline) and the rationale for choosing that basis. For example, if the reporting period is annual, organizations should report on the difference in energy consumption between the current year and previous year. Additionally, organizations are encouraged to footnote energy conserved as a percentage of the total energy consumed by the organization. Organizations are encouraged to report this metric in conjunction with Energy Generated for Use: Total (OI9624), Energy Purchased: Total (OI8825), and Energy Conservation Strategy (OI4531). In some contexts, this metric may help measure the HOW MUCH Depth dimension of impact, which helps estimate the degree of change in outcome that the stakeholders experienced. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote the details on energy conservation techniques, type of energy conserved, and all assumptions used, including source of data. See usage guidance for further information.
Amount of reduction in energy consumption achieved as a direct result of energy conservation and efficiency initiatives undertaken by the organization during the reporting period.
Energy Conserved
This metric is intended to capture representation by people from groups historically marginalized on the basis of race and/or ethnicity on the organization’s board of directors. A board of directors is a group of individuals legally responsible to govern a corporation and responsible to the shareholders and other relevant stakeholders. A governing body with a different name (e.g., "advisory body") may be considered a Board of Directors provided it has a fiduciary and/or social responsibility to shareholders and/or other relevant stakeholders. The categorization of historically marginalized groups varies with location and context. With no internationally agreed-upon definition as to which groups constitute historically marginalized on the basis of race and/or ethnicity, if well-established local policies exist (as in South Africa, with the Broad Based Black Economic Empowerment [BBBEE] definition of historically marginalized, or in India, based on backward caste), organizations should refer to these local guidelines to identify groups historically marginalized on the basis of race and/or ethnicity. Otherwise, and wherever appropriate, organizations should provide additional detail regarding their tailored methodology for defining these groups. This metric is multi-dimensional with regard to the five dimensions of impact. It may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote their categorization of historically marginalized groups. See usage guidance for further information.
Number of members of the board of directors or other governing body as of the end of the reporting period who belong to groups historically marginalized on the basis of race and/or ethnicity.
Board of Directors: Historically Marginalized
This metric is intended to capture the number of occupational fatalities at the organization during the reporting period. An occupational fatality occurs if an event or exposure results in the fatal injury or illness of a person, either on the employer's premises while the person was there to work or off the employer's premise while the person was there to work (or if the event/exposure was related to the person's work or status as an employee). Organizations can refer to the following sources for additional guidance: - United States Department of Labor, Bureau of Labor Statistics (http://www.bls.gov/iif/oshcfdef.htm) - International Labour Organization, Safety and Health statistics (http://www.ilo.org/global/statistics-and-databases/statistics-overview-and-topics/safety-and-health/lang--en/index.htm)
Organizations should footnote details about each occupational fatality, as well as plans on how to prevent similar fatalities in the future.
Indicates the number of occupational fatalities of full-time, part-time, and temporary employees of the organization during the reporting period.
Occupational Fatalities
This metric is intended to capture the number of unique individuals who belong to groups historically marginalized on the basis of race and/or ethnicity and who are employed by the organization in part-time roles as of the end of the reporting period. This metric excludes Temporary Employees (OI9028). The categorization of historically marginalized groups varies with location and context. With no internationally agreed-upon definition as to which groups constitute historically marginalized on the basis of race and/or ethnicity, if well-established local policies exist (as in South Africa, with the Broad Based Black Economic Empowerment [BBBEE] definition of historically marginalized, or in India, based on backward caste), organizations should refer to these local guidelines to identify groups historically marginalized on the basis of race and/or ethnicity. Otherwise, and wherever appropriate, organizations should provide additional detail regarding their tailored methodology for defining these groups. This metric is multi-dimensional with regard to the five dimensions of impact: it may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of paid, part-time employees at the organization who belong to groups historically marginalized on the basis of race and/or ethnicity as of the end of the reporting period.
Part-time Employees: Historically Marginalized
This metric is intended to describe whether and how the organization acknowledges and supports the traditional knowledge, innovations and practices of Indigenous and local communities relevant for the conservation and sustainable use of biodiversity, and their customary use of biological resources, subject to national legislation and relevant international obligations. This metric is based on and references Convention on Biological Diversity’s Aichi Target 18. For further detail, see “TARGET 18 - Technical Rationale Extended” (https://www.cbd.int/sp/targets/rationale/target-18/). Organizations may also find the following resources useful in reporting against this metric: - First Nations Development Institute's Stewarding Native Lands Reading List (https://www.firstnations.org/stewarding-native-lands-resources/) - “Creating a Sustainable World: A Guide to Responsible Stewardship of American Indian Assets” (https://www.ussif.org/files/Publications/TribalAssets.pdf) - “Aichi Target 18 beyond 2020: mainstreaming Traditional Biodiversity Knowledge in the conservation and sustainable use of marine and coastal ecosystems (https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7852408/) - IFC’s Performance Standard 7 (https://www.ifc.org/wps/wcm/connect/topics_ext_content/ifc_external_corporate_site/sustainability-at-ifc/policies-standards/performance-standards/ps7#:~:text=Indigenous%20Peoples%20(2012)&text=PS7%20seeks%20to%20ensure%20that,benefits%20in%20culturally%20appropriate%20ways)
Organizations should footnote all assumptions used as well as the degree to which the organization partners with local Indigenous people to conduct business activities.
Describes the practices used by the organization to acknowledge and support the traditional knowledge, innovations, and practices of local Indigenous communities and enable their customary use of biological resources on land, freshwater, and marine areas managed directly and indirectly by the organization.
Indigenous Rights and Stewardship Practices
Indicates which soil conservation practices the organization implemented during the reporting period. Select all that apply: - Application of regionally appropriate practices to minimize disturbance of and physical damage to soil, cropland, and pasturelands - Prevention of soil erosion, acidification, salinization, and accumulation of adverse compounds not otherwise specified - Other (describe)
This metric is intended to capture the practices the organization employs to conserve soil and reduce erosion. This metric aligns with the Leading Harvest (https://www.leadingharvest.org/standard) Performance Measure 2.2 on Soil Conservation. Practices that may be relevant to this measure, depending on geography and context, include crop rotation, livestock rotation, composting, no-till farming, cover crops, agroforestry, intercropping, use of live barriers, and other techniques. Organizations may find the three conservation agriculture principles (http://conservationagriculture.mannlib.cornell.edu/pages/aboutca/whatisca.html) and the Farmer Managed Natural Regeneration (FMNR) Manual (https://fmnrhub.com.au/fmnr-manual/) to be helpful resources.
Organizations should footnote all assumptions used, including descriptions of soil health practices and methods used, their frequency of application, description of soil health characteristics, and details of nutrient management plans.
Soil Conservation Practices
This metric is intended to capture the number of employees managing an organization’s social and environmental performance. In calculating the number of full-time equivalent jobs (FTEs), organizations should convert part-time jobs to full-time equivalent jobs on a pro rata basis, based on local definitions. (For instance, if the standard working week equals 40 hours, a 20 hour/week job would be equal to 0.5 FTEs). In this calculation, organizations should also consider the share of employees’ duties allocated to managing social and environmental performance. For instance, if an organization had 4 full-time employees working on social and environmental performance issues each for half of their work time, they would report 2 FTEs under this metric. This metric is multi-dimensional with regard to the five dimensions of impact: it may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote all assumptions used, including the local definition of full-time employment.
Number of full-time equivalent employees dedicated to managing social and environmental performance during the reporting period.
Employees Dedicated to Social and Environmental Performance
This metric is intended to capture detailed information on the recycling policy in place but does not evaluate the success with which that policy is implemented. Examples of relevant details to footnote include: items recycled (e.g., paper, cardboard, plastic, glass, metal, water), frequency of pickup, type of processing facility, and baseline type of waste processing (where would the waste have gone otherwise, such as waste-to-energy or landfill). Organizations are encouraged to report this metric in conjunction with Waste Reduced (OI7920). Organizations can refer to the following sources for further guidance on implementing their recycling policy: - United States Environmental Protection Agency (http://www2.epa.gov/recycle/recycling-basics) - National Recycling Coalition (http://nrcrecycles.org/learn-3/) - International Organization for Standardization (http://www.iso.org/iso/home/standards/management-standards/iso14000.htm)
Organizations should footnote details regarding their recycling policy and how it is being implemented. See usage guidance for further information.
Indicates whether the organization implements a recycling policy in its operating facilities.
Recycling Policy
This metric is intended to capture the number of unique, female individuals employed by the organization in full-time roles as of the end of the reporting period. This metric excludes Temporary Employees (OI9028). To report in line with 2X Challenge requirements, organizations should disaggregate among direct, indirect, and supplier employees, as relevant in context. 2X Challenge defines these as follows: - Direct workforce: Share of women directly employed by the investee organization. - Contracted workers: Share of women among third-party workers engaged to perform work related to core business processes for a substantial duration. - Supply chain: Share of women among investee’s primary supplier workforce. If the corresponding proportion of primary suppliers meet entrepreneurship or senior management criteria, this may also justify 2X eligibility. Organizations may also use Supplier Individuals: Total (PI5350) and Supplier Individuals: Female (PI1728) to capture the supply chain disaggregation. This metric is multi-dimensional with regard to the five dimensions of impact: it may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of paid, full-time, female employees at the organization as of the end of the reporting period.
Full-time Employees: Female
This metric is intended to capture whether an organization manages the environmental footprint of their product(s) beyond the point of sale and throughout their life. Product lifecycle management relates to the principle of a circular economy: an economy that is restorative by design and which aims to maintain products, components, and materials at their highest utility and value. Examples of product lifecycle practices to footnote could include the following: - Product take-back, including reclaiming used products from end-consumers for redistribution (following refurbishment or remanufacturing), recycling, or safe disposal. - Reuse programs involving redistribution initiatives to underserved populations, subject to state or local laws. - Product/service design intended to prolong durability or to rely on circular inputs (such as reusable materials or renewable energy). - Investments in technology that enables circular business models. - Product recycling that returns recovered biological resources to the biosphere and extracts biochemicals from organic waste. Organizations can refer to the following sources for further guidance: - Ellen MacArthur Foundation: Circular Economy (http://www.ellenmacarthurfoundation.org/circular-economy/circular-economy) - International Organization for Standardization (ISO) 14040:2006 (http://www.iso.org/iso/catalogue_detail?csnumber=37456)
Organizations should footnote the details about their product lifecycle management practices. See usage guidance for further information.
Indicates whether the organization has practices in place to manage products over their life beyond the point of sale.
Product Lifecycle Management Practices
This metric is intended to capture the amount of waste disposed safely by the organization during the reporting period. Organizations may consult local, national, and international regulations and guidelines on the disposal of waste to ensure safety measures are incorporated and implemented. In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote all assumptions used, including the type(s) of waste disposed.
Amount of waste disposed by the organization during the reporting period.
Waste Disposed: Total
This metric is intended to capture the average non-salaried wage paid to employees of the organization as a multiple of the local minimum wage during the reporting period. Organizations may use a variety of timeframes to calculate the average non-salaried wage (such as hourly, weekly, or daily) and should use the same time period when comparing wages to the local minimum. For example, if the minimum wage in a given area is based on an hourly rate, the average wage should also be hourly. Organizations should footnote the source of the local minimum wage used to calculate this ratio. Organizations can refer to the definition of minimum wage in the glossary for more resources on where to find minimum wages by various geographies. Organizations are encouraged to narrow the calculation of this ratio to specific geographies, industries, departments, or positions, and organizations should footnote details on how the calculation was done. In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote details on the source from which the local minimum wage was determined. See usage guidance for further information.
Ratio of the average wage of non-salaried, permanent (full- and part-time) employees of the organization during the reporting period compared to the local minimum wage as of the end of the reporting period.
Minimum Wage Multiple
This metric is intended to capture pre-tax wages and salaries paid to the organization's management employees and should include neither benefits nor payroll expenses. This metric should exclude Temporary Employee Wages (OI4202). Organizations can refer to the glossary for additional guidance on defining management. The composition of management varies with an organization's stage and type, but managers are generally responsible for setting objectives (defining goals for the group and deciding what work must be done to meet those goals), organizing (dividing work into manageable activities and selecting the right people to accomplish them), motivating and communicating (creating a team out of individuals through decisions on pay, promotion, and communications), measuring (establishing targets and interpreting and analyzing performance), and developing people.
Organizations should footnote how management levels are defined within their organization. See usage guidance for further information.
Value of wages (including bonuses and excluding benefits) paid to all full-time management employees (managers) of the organization during the reporting period.
Full-time Wages: Management
Describes the type(s) of greenhouse gases produced or mitigated by the organization during the reporting period. Choose all that apply: - Carbon dioxide (CO2) - Methane (CH4) - Nitrous oxide (N2O) - Hydrofluorocarbons (HFCs) - Perfluorocarbons (PFCs) - Sulfur hexafluoride (SF6) - Carbon dioxide (CO2) directly emitted from biologically sequestered carbon - Undisclosed
This metric is intended to capture the type of greenhouse gas emissions produced or mitigated by the organization during the reporting period. To report in alignment with the GHG Protocol, Organizations are encouraged to use this metric in combination with Greenhouse Gas Emissions: Total (OI1479) and Greenhouse Gas Emissions Scopes (OI5732). For more information on the GHG Protocol, organizations should refer to the following: - Greenhouse Gas Protocol Standards (http://www.ghgprotocol.org/standards) - Greenhouse Gas Protocol Calculators (https://ghgprotocol.org/calculation-tools)
Greenhouse Gas Types
This metric is intended to capture the total amount of GHG emissions mitigated during the reporting period: the sum of GHG emissions sequestered and avoided or reduced by the organization during the reporting period. To disaggregate by type of GHG emissions mitigation, organizations are encouraged to report Greenhouse Gas Emissions Mitigation Types (OI9839) and, as applicable, Greenhouse Gas Emissions Sequestered (PI9878) and Greenhouse Gas Emissions Avoided or Reduced (PI2764). All such metrics should include GHG emissions reductions from both direct and indirect sources. This metric should be a number representing the organization's total mitigation of carbon. To understand the organization's net carbon emittance, subtract this metric from Greenhouse Gas Emissions: Total (OI1479). This metric is multi-dimensional with regard to the five dimensions of impact. In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Amount of greenhouse gas (GHG) emissions mitigated by the organization during the reporting period, including GHG emissions reductions from both direct and indirect sources.
Greenhouse Gas Emissions Mitigated
This metric is intended to capture the level of toxicity present in the organization’s manufacturing processes. Organizations are encouraged to align their reporting to international standards. For example, the European Union Regulation for Registration, Evaluation, Authorization, and Registration of Chemicals (REACH) requires companies to provide information across the industrial supply chain about the risks posed by substances, as well as how they should be handled. This information on the safe use of substances is transmitted along the industrial supply chain to help reduce risks for workers, consumers, and the planet.
Amount of toxic materials used in the organization's manufacturing processes during the reporting period.
Toxic Materials
This metric is intended to capture whether the organization completes any type of biodiversity measurement, from tailormade species inventories in the field to high-level modeling. Examples of information that such assessments may cover, which organizations should footnote, include: the species present in a given area, invasive species present, habitat conditions, overexploitation of natural resources, availability and quality of water resources, potential effect of production on adjacent crops, historical/archaeological importance of the land, impact of climate change or pollutions, or existence of regulations related to the site (e.g., catchments area, protected area). Organizations are also encouraged to footnote details about the frequency and system with which they conduct their biodiversity assessments. Various biodiversity measurement tools are available (for more information, see European Business & Biodiversity Platform’s workstream on methods, https://ec.europa.eu/environment/biodiversity/business/workstreams/methods/index_en.htm). Organizations are encouraged, albeit with caution, to embrace innovative measurement approaches to improve accuracy. Organizations are encouraged to report this metric alongside others in the Biodiversity IRIS+ Core Metrics Set, as tailored to context, that give a complementary, more complete picture of biodiversity performance. The level of application (e.g., project, site, or organization) and business context of the collected data will heavily inform the type of assessment performed. Examples of business context, to footnote, include screening on biodiversity risks, identifying restoration opportunities, tracking progress against targets (such as biodiversity no net loss or net gain), comparing investment options, and benchmarking.
Organizations should footnote details about what the assessments evaluate. See usage guidance for further information.
Indicates whether the organization has undertaken biodiversity-related assessments to evaluate the biological diversity and ecosystem condition present on the land that is directly or indirectly controlled by the organization.
Biodiversity Assessment
This metric is intended to capture the number of teachers employed by the organization as of the end of the reporting period. This metric is multi-dimensional with regard to the five dimensions of impact. It may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote all assumptions used, as well as a breakdown of full- and part-time teachers.
Number of full- and part-time teachers employed by the organization as of the end of the reporting period.
Teachers Employed
This metric is intended to capture pre-tax wages and salaries paid to the organization's full-time employees and should include neither benefits nor payroll expenses. This metric should exclude Temporary Employee Wages (OI4202).
Value of wages (including bonuses and excluding benefits) paid to all full-time employees of the organization during the reporting period.
Full-time Wages: Total
This metric is intended to capture the number of employees earning an exact local minimum wage. Minimum wage is the lowest wage permitted by law or by special agreement (such as with a labor union). Since the minimum wage varies with geography and context, IRIS does not define a minimum wage. Organizations can refer to the definition of minimum wage in the glossary for more resources on determining minimum wage(s) for the purposes of IRIS+ reporting. Organizations interested in capturing living wage may instead use Employees Earning a Living Wage or Higher (OI4724). This metric is multi-dimensional with regard to the five dimensions of impact. It may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote the minimum local wage for the region(s) in which they operate (since the minimum wage varies with geography), as well as the sources on which they rely for these data. See usage guidance for further information.
Number of full-time, part-time, and temporary employees of the organization that are earning the local minimum wage as of the end of the reporting period.
Employees Earning Minimum Wage
This metric is intended to capture the total wages paid by the organization to loan officers during the reporting period. For organizations providing insurance products, this metric should also include insurance agent wages.
Value of wages (including bonuses) paid to loan officers during the reporting period.
Loan Officer Wages
Describes the applicable types of greenhouse gases (GHG) emitted as a result of the organization's operations during the reporting period. Choose all that apply: - Scope 1/Direct Emissions (emissions from owned or controlled sources) - Scope 2/Indirect Emissions (emissions from purchased energy) - Scope 3/Indirect and direct emissions across the organization’s value chain
This metric is intended to capture the different types of greenhouse gas emissions reported. The Greenhouse Gas (GHG) Protocol, the most widely used international accounting tool to understand, quantify, and manage greenhouse gas emissions, categorizes direct and indirect emissions into three broad scopes. Scope 1/Direct GHG emissions are emissions from sources that are owned or controlled by the reporting entity. Scope 2/Indirect GHG emissions are emissions that result from the activities of the reporting entity but that occur at sources owned or controlled by another entity. Scope 3 GHG emissions are emitted directly and indirectly by actors across the organization's value chain. For more information on the GHG Protocol, organizations should refer to the following: - Greenhouse Gas Protocol Standards (http://www.ghgprotocol.org/standards) - Greenhouse Gas Protocol Calculators (https://ghgprotocol.org/calculation-tools) GHG emissions resulting from land use, changes in land use, bioenergy, and related topics can be reported in conjunction with indirect emissions across the organization's value chain. Organizations can use this metric in conjunction with Greenhouse Gas Emissions: Total (OI1479) to detail the GHG emissions for a specific scope. For GHG related to products, organizations may report Greenhouse Gas Emissions of Product (PD9427) and Greenhouse Gas Emissions of Product Replaced (PD2243).
Greenhouse Gas Emissions Scopes
This metric is intended to capture employee equity and ownership of the organization, which can help evaluate the degree to which employees benefit from company profits. Organizations may use Percent Female Ownership (OI2840) and Percent Ownership by Historically Marginalized Groups (OI7194) to further explore company ownership by key groups. This metric is multidimensional with regard to the five dimensions of impact. In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). This metric may also help describe the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. The selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Percentage of the organization that is owned by individuals who are employed by the organization (full- or part-time) as of the end of the reporting period.
Percent Employee Ownership
This metric is intended to capture the number of connectivity devices per client household during the reporting period. Organizations should include in this metric any digital device that allows individuals to call or message their social network and/or access the Internet.
Organizations should footnote all assumptions, including source of data.
Average number of connectivity devices utilized in each client household during the reporting period.
Total Personal Connectivity Devices
This metric is intended to capture charitable donations given, not received, by the organization as a percentage of its revenue. Pricing discounts to nonprofits do not count as charitable donations; only free services are considered in-kind donations. Organizations can refer to definitions and usage guidance for Charitable Donations (FP3774) and Total Revenue (FP6510) for more guidance. Since organizational business models differ, some organizations (e.g., those with low profit margins) should also consider reporting this metric as a percentage of Net Income (FP1301) to provide additional context on the amount of charitable donations given.
Percentage of the organization's revenue that was given as charitable donations during the reporting period.
Percent Charitable Donations
This metric is intended to capture the level of importance the intended outcome has for the target stakeholder group. Understanding which outcomes matter to stakeholders can help enterprises and investors prioritize and tailor their efforts and optimize their impact. Organizations should report the methods used to collect stakeholder input (for example, sample surveys, focus groups, or interviews), the number of stakeholders who provided input, and the breakdown of stakeholders’ responses (for example, the percent of target stakeholders who responded "very important" compared to those who responded "somewhat important"). If the stakeholder is the planet, organizations should reference scientific evidence relevant to the activity or intervention. For additional guidance on evidentiary standards, refer to the NESTA Standards of Evidence (https://iris.thegiin.org/document/iris-and-nesta/). Organizations may use the IRIS metric Stakeholder Engagement (OI7914) to understand the mechanisms used to obtain input from stakeholders regarding the design, development, and delivery of products and services. This metric should be part of the measurement and description of the WHAT dimension of impact, as it helps describe how important the outcome is for affected stakeholders. For more on using IRIS+ to capture stakeholder voice, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Describes the value or importance of the outcome being sought by the intervention or investment from the perspective of those affected during the reporting period. Choose all that apply: - Very important - Somewhat important - Neutral - Not important - Do not know
Importance of Outcome to Stakeholders
This metric is intended to capture the volume of cargo in a particular market or context, which can help assess the productivity and efficiency of transport and logistics infrastructure. This metric is typically reported in metric tons, though other units of measure may be used and specified using Unit of Measure (PD1602). International Finance Institutions (IFIs) often use this metric as part of their transportation analysis.
Volume of bulk cargo transported through a road, railway, port, or airport during the reporting period.
Bulk Cargo Handled
This metric is intended to capture the number of unique individuals hired by the organization into full-time roles during the last reporting period. This metric excludes Temporary Employees (OI9028). This metric is multi-dimensional with regard to the five dimensions of impact: it may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of paid, full-time employees hired by the organization during the reporting period.
Full-time Employees: Hired
The IRIS catalog differentiates between land that the organization directly controls and land that the organization indirectly controls. This metric is intended to capture the area of land that is under the organization's direct control. Direct control refers to land for which the organization controls land use through direct operation or management, including situations in which the organization's employees cultivate the land directly. Note that land ownership is not always equivalent to control. For example, where land is leased to another entity or individual to cultivate (e.g., a third-party manager), land is only directly controlled if the lease is accompanied by exhaustive criteria for land use. Such land-use criteria are often included in management plans and legal agreements that also incorporate sustainability principles and typically include termination provisions in the event of poor performance. To the extent that the third-party manager must make minimal, ad-hoc, and discretionary land-use decisions that fall outside the scope of the land-use criteria, the land may still be considered directly controlled by the organization.
Area of land directly controlled by the organization during the reporting period.
Land Directly Controlled: Total
In the health context, this metric is intended to capture the number of individuals employed who provide preventive, curative, rehabilitative, and promotional health services. Examples of caregivers include doctors, nurses, clinicians, and community health workers. Caregivers need not necessarily be certified or licensed. In the education context, this metric is intended to capture the number of individuals employed who provide care and learning opportunities to children, particularly in early childhood. Examples of caregivers in education include pre-kindergarten teachers and daycare providers, among others. This metric is multi-dimensional with regard to the five dimensions of impact. It may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote details about the types of caregivers employed. See usage guidance for further information.
Number of caregivers with current licenses, certifications, or trainings, based on local requirements, employed by the organization as of the end of the reporting period.
Caregivers Employed: Total
This metric is intended to capture pre-tax wages and salaries paid to the organization's female management employees and should include neither benefits nor payroll expenses. This metric should exclude Temporary Employee Wages (OI4202). Organizations can refer to the glossary for additional guidance on defining management. The composition of management varies with an organization's stage and type, but managers are generally responsible for setting objectives (defining goals for the group and deciding what work must be done to meet those goals), organizing (dividing work into manageable activities and selecting the right people to accomplish them), motivating and communicating (creating a team out of individuals through decisions on pay, promotion, and communications), measuring (establishing targets and interpreting and analyzing performance), and developing people.
Value of wages (including bonuses and excluding benefits) paid to all full-time female management employees (managers) of the organization during the reporting period.
Full-time Wages: Female Management
This metric is intended to capture whether or not the organization has audited financial statements.
Organizations should footnote details about the frequency of the audit and who conducts it.
Indicates whether it is the organization's policy to produce financial statements that are verified annually by a certified independent auditor.
Financial Statement Review
This metric is intended to capture the scope of policy documentation provided to employees of the organization. Examples of the types of policy documentation provided to employees, to footnote, include: Employee Handbooks, Human Resources Policies, Discrimination/Harassment Policies, Freedom of Association Policies, and Codes of Ethics, among others. Examples of areas covered by Human Resources Policies may include: anti-harassment safeguards, benefits, disciplinary procedures and possible sanctions, exit formalities, freedom of association, grievance resolution, non-discrimination, provision of any collective bargaining agreements, safety at work, wages/salary scales, whistleblower policies, and working conditions (e.g., rights concerning overtime pay). Examples of areas protected by a Discrimination/Harassment Policy may include prohibition against discrimination or harassment based on gender, race, color, disability, political opinion, sexual orientation, age, or religion, among others. Organizations can refer to Anti-Discrimination Policy (OI9331) for additional information.
Organizations should footnote the types of policy documentation provided to employees and describe how it is distributed to them. See usage guidance for further information.
Describes the types of policy documentation that are provided to employees of the organization.
Employee Policy Documentation
This metric is intended to capture the quantity of biodegradable material—material that is capable of decomposing under natural conditions—used in the organization’s products during the reporting period. In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Amount of biodegradable materials used in the organization’s products (including packaging) during the reporting period.
Biodegradable Materials
This metric is intended to capture whether the organization has a system for requesting and receiving feedback from clients. Feedback systems should be designed to capture positive feedback, questions, and complaints. Organizations can refer to the glossary for more information on feedback systems. Examples of relevant details to footnote may include information on the degree to which organizations' client feedback systems are active and effective, such as: how clients are informed of this system, the methods in place to ensure feedback reaches the appropriate employees, the protocol followed to address complaints, the average timeframe for resolution of complaints, and the existence of internal checks in place to assess whether complaints were resolved satisfactorily. Organizations should also footnote the frequency of clients’ use of the system over the reporting period. Examples of ways in which clients can be informed of these systems include: products with an email address or phone number for customer feedback listed on packaging, a feedback link displayed on a customer-facing website, and a customer feedback number on invoices or contract agreements. Organizations can refer to the SPI4 (http://cerise-spi4.squarespace.com/), specifically Essential Practice 4e3, for additional indicators related to complaint resolution systems. SPI4 is a social audit tool, developed for financial service providers, which can apply to any organization with both social and financial objectives.
Organizations should footnote details on the process and frequency by which they obtain and handle client feedback. See usage guidance for further information.
Indicates whether the organization implements a feedback system to solicit client feedback and has an established procedure and/or committee to receive and handle client feedback.
Client Feedback System
Describes the types of trainings completed by individuals as a result of the organization's activities during the reporting period. Choose all that apply: - Enterprise or business development training - Vocational or technical training - Anti-harassment training - Racial equity training - General social and environmental performance training - Undisclosed
This metric is intended to capture the types of trainings completed by individuals (for example, by workers, leadership, the board, or client individuals) during the reporting period. Racial equity trainings are defined as those that explicitly focus on race and/or racism as a major factor in economic and social disparities in order to increase understanding of racism and its connection to financial markets. Organizations are strongly encouraged to offer racial equity trainings (and many other types of trainings) in a series and on an ongoing basis—rather than in a single instance—in order to enable the reflection necessary for these to be successful. Further, while implicit bias trainings can form a useful part of antiracism trainings, such trainings should additionally aim to highlight both the systemic outcomes of implicit biases and actions that individuals and organizations can take to drive more equitable outcomes. For further guidance on racial equity trainings, see the Resources sections in the IRIS+ Racial Equity theme. This metric aligns with the Corporate Racial Equity Alliance’s (https://corporateracialequityalliance.org/) Investor Blueprint for Racial Equity and CEO Blueprint for Racial Equity (https://corporateracialequityalliance.org/2021-blueprint).
Training Type
This metric is intended to capture whether the organization has a policy in line with international norms in place to screen for appropriate working hours of employees, as well as a system to monitor compliance with that policy. Organizations may use this metric to screen for appropriate working hours at directly supported/financed enterprises or small and medium-size enterprise (SME) clients. Given complexity of measuring hours worked by employees of SME client organizations, checking for a policy in place is a good alternative. This metric is focused on employees’ working hours. For polices related to safety and working conditions of employees, refer to Worker Safety Policy (OI8001) Examples of relevant policy details to footnote include: the process in place to assess safety risks, the frequency with which the risks are assessed, and the training and equipment provided to mitigate these risks. Worker safety includes placing and maintaining the worker in an environment adapted to the worker's physiological and psychological capabilities, preventing health-related departures caused by working conditions, promoting and maintaining the physical, mental, and social well-being of workers in all occupations, and protecting workers from health risks resulting from working conditions. Organizations can refer to the SPI4 (<http://cerise-spi4.squarespace.com/>), specifically the Essential Practice 5a5, for additional indicators related to worker safety. SPI4 is a social audit tool developed for financial service providers but applicable to any organization that has both social and financial objectives. This metric aligns with GRI Disclosure 403-8: Workers covered by an occupational health and safety management system.
Organizations should footnote all assumptions made, including details around the policies and systems in place to ensure compliance. See usage guidance for further information.
Indicates whether the organization has policies in place to monitor, evaluate, and ensure appropriate working hours of employees, as well as a system to monitor compliance.
Working Hour Policy
This metric is intended to capture whether employee incentives take into account social and performance indicators. Examples of types of indicators to footnote include, among others, client retention or dropout rates, outreach to women, outreach to specified target markets, or results of client feedback systems, as well as the goal or target scheme implemented for these indicators. Examples of types of employee categories to footnote include, among others, top management, middle management, loan officers, and back-office employees.
Organizations should footnote the types of social performance indicators used to incentivize employees and details on which employees qualify. See usage guidance for further information.
Indicates whether the organization implemented any employee incentive schemes related to social and/or environmental performance goals during the reporting period.
Social and Environmental Performance Incentives
This metric is intended to capture the subset of employed caregivers who have received advanced degrees, trainings, and certifications. See glossary term for an explanation of the difference between caregivers and caregiver professionals. This metric is multi-dimensional with regard to the five dimensions of impact. It may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote details about the types of caregiver professionals employed. See usage guidance for further information.
Number of caregiver professionals with current licenses or certifications, based on local requirements, employed by the organization as of the end of the reporting period.
Caregivers Employed: Professionals
This metric is intended to capture the organization’s policy on fair career progression. Organizations are encouraged to align these policies with state or international standards. For example, the United States Equal Employment Commission (EEOC) prohibits any employer from making decisions about job assignments and promotions based on an employee's race, color, religion, sex (including gender identity, sexual orientation, and pregnancy), national origin, age (40 or older), disability, or genetic information. Organizations are encouraged to emphasize their fair career advancement policy on their websites or job advertisements.
Organizations should footnote details on how they determine the advancement of employees.
Indicates whether the organization has a written policy to support the fair and equitable progression and promotion of employees and a system to monitor compliance with this policy.
Fair Career Advancement Policy
This metric is intended to capture the total amount of greenhouse gas emissions that were reduced by the organization during the reporting period. This metric should be used in combination with Greenhouse Gas Emissions Mitigation Types (OI9839) in order to disaggregate the types of greenhouse gas emissions reductions as relevant to the organization's activities. Calculating greenhouse gas emissions reductions is a technical process. In calculating this metric, organizations should align with an accepted standard, such as the American Carbon Registry or Greenhouse Gas (GHG) Protocol. This metric is multi-dimensional with regard to the five dimensions of impact. In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see specific guidance document. No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote all assumptions used, including detailed information on calculation methodology. See usage guidance for further information.
Amount of greenhouse gas (GHG) emissions reduced by the organization during the reporting period.
Greenhouse Gas Emissions Reduced
This metric is intended to capture the organization’s policy on client protection, including market conduct rules and client protection regulation, whether created voluntarily or through government mandate. Examples of policy characteristics, to footnote, may include: whether the policy is written and publicized, details of the client protection practices outlined within the policy, whether the policy complies with regulatory requirements, and whether the organization endorses the Smart Campaign's client protection principles. Examples of client protection practices that may be captured in the policy include: codified organizational values and standards of professional conduct expected of all employees, integration of client protection standards into employee performance evaluations, design of products that are appropriate and do no harm to clients, avoidance of aggressive sales techniques and dangerous commercial practices, disclosure of full cost information, enforcement of clear and proactive communication with clients, and protection of client privacy, among others. Organizations can refer to the Smart Campaign's Client Protection Principles (www.smartcampaign.org) and the SPI4 (http://cerise-spi4.squarespace.com/) for additional indicators related to client protection. SPI4 is a social audit tool, developed for financial service providers, which can apply to any organization with both social and financial objectives.
Organizations should footnote the relevant details of their client protection policy, including the types of client protection practices enforced and the systems in place for ensuring compliance. See usage guidance for further information.
Indicates whether the organization has a written policy for client protection and a system to monitor compliance with this policy.
Client Protection Policy
This metric is intended to capture the organization’s policy on screening suppliers for social and environmental criteria. Criteria screened could include specific negative practices (e.g., no child labor, no negative environmental impacts) or positive practices (e.g., environmentally friendly manufacturing processes, excellent labor practices). Organizations should footnote which factors are considered. Many organizations may only screen significant supplier organizations or may screen less significant suppliers to a lesser extent. Organizations are encouraged to footnote how their screening policies differ between types of suppliers. Organizations are encouraged to report this metric in conjunction with Supplier Screening Ratio (PI3016).
Organizations should footnote the type of factors considered when evaluating supplier organizations. See usage guidance for further information.
Indicates whether the organization has a written policy of evaluating supplier organizations based on their social and environmental performance and a system to monitor compliance with this policy.
Supplier Screening Policy
This metric is intended to capture whether or not the organization reports its social and environmental performance. Examples of information that may be included in performance reports, to footnote, include: social and/or environmental metrics or outcomes (e.g., metric tons of carbon offset), targets related to the organization's social and/or environmental goals and progress against these goals, and third-party validation of the information shared, among other information. Examples of how the results of performance reporting may be disseminated, to footnote, include: disclosed privately or publicly, shared via the organization's national/regional/global networks, or published in the organization's annual report (sometimes sent, for instance, to a regulatory body). Organizations typically provide this information to relevant stakeholders annually and in the form of a report that allows comparison to past reporting periods. Organizations are also encouraged to footnote whether their performance reports are independently audited. Organizations are encouraged to report this metric in conjunction with Social and Environmental Targets (OD4091) and Social and Environmental Performance Risk Assessment (OI9106).
Organizations should footnote details on the types of performance reported, how relevant stakeholders are defined, and how the results of the report are disseminated. See usage guidance for further information.
Indicates whether the organization reports its social and environmental performance to relevant stakeholders.
Social and Environmental Performance Reporting
This metric is intended to capture the number of employees earning a local living wage or higher. According to the Corporate Human Rights Benchmark (CHRB) Methodology, a living wage is defined as enough to provide a decent living for a worker and their family based on a regular work week, not including overtime hours. A living wage is sufficient to cover food, water, clothing, transport, education, health care, and other essential needs for workers and their officially entitled dependents, along with some discretionary income. Workers should also receive equal pay for equal work. For more on this definition, see CHRB (https://www.corporatebenchmark.org/). Since the living wage varies with geography, IRIS+ does not define a living wage. However, the following resources are recommended for companies with workers located in Canada, Ireland, New Zealand, the United Kingdom, or the United States. Organizations with workers in other geographies may reference the Global Living Wage Coalition (https://www.globallivingwage.org) to find out if a living wage benchmark is available in that geography. - Living Wage Canada (http://livingwagecanada.ca) - Living Wage for Ireland (https://www.livingwage.ie) - Living Wage New Zealand (https://www.livingwage.org.nz/) - UK: Living Wage Foundation (http://www.livingwage.org.uk/calculation) - United States: MIT Living Wage Calculator (http://livingwage.mit.edu) All organizations should footnote the living wage levels they have used for this metric. This metric is multidimensional with regard to the five dimensions of impact. In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). This metric may also help describe the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. The selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote the local living wage for the region(s) in which they operate (since the living wage varies with geography), as well as the sources on which they rely for these data. See usage guidance for further information.
Number of full-time, part-time, and temporary employees of the organization who are earning a local living wage or higher as of the end of the reporting period.
Employees Earning a Living Wage or Higher
Describes whether the organization adopted or operationalized a product, internal process, technology, or financing structure that was new or not widely used in the operating geography and sector during the reporting period. In order to contextualize the innovation, specify whether it was previously available in the operating geography and sector, by Impact Category: Financial Services: - Yes, by non-predatory informal alternatives such as family, friends, and community savings groups - Yes, by predatory informal alternatives such as loan sharks - Yes, there are a few other formal alternatives, but the market is young and not saturated - Yes, it is a mature market with several other formal alternatives, but the market is not saturated - Yes, there are several other formal alternatives and the market presents high saturation risk - None, our investee is the sole provider Clean Energy: - Yes, there are several other clean, on-grid alternatives and the market presents high saturation risk - Yes, it is a mature market with several alternatives (both clean and dirty; on- and off-grid), but the market is not saturated - Yes, there are a few other clean energy alternatives, but the market is young and not saturated - Yes, by informal alternatives which tend to be non-renewable and off-grid - None, our investee is the sole provider Other: - Other (write-in)
This metric is intended to capture the adoption or operationalization of innovative business practices, ranging from financial structuring of the organization to the business processes it uses to deliver its products and services, as well as innovation in products. Products captured under this metric can be both physical goods and financial products. “Operating geography and sector” can refer to a national market in small countries and regional markets in larger countries. Organizations are encouraged to footnote the type of innovation adopted or operationalized, as well as the rationale for such an adoption or operationalization being considered innovation. Innovations in supplier or client relationships are better covered by Market Linkages Improved or Expanded (OI0685). International Finance Institutions (IFIs) often use this metric as part of their analysis of private sector development.
Business Innovation
This metric is intended to capture the number of unique individuals with disabilities employed by the organization in part-time roles as of the end of the reporting period. This metric excludes Temporary Employees (OI9028). This metric is multi-dimensional with regard to the five dimensions of impact: it may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of paid, part-time employees with disabilities at the organization as of the end of the reporting period.
Part-time Employees: Employees with Disabilities
This metric is intended to capture the number of existing products replaced by products the organization sold during the reporting period. Organizations should select and report a single product type replaced. For example, for a solar lantern, organizations may report the product replaced as kerosene, lanterns, candles, battery torches, or generators. This metric may be estimated from a representative sample. When calculating the number of products replaced, organizations should consider the operating life of the replacement product. For example, a solar lantern, over its operating life, may replace hundreds of kerosene lanterns.
Organizations should footnote all assumptions used, including source of data and nature of product replaced.
Number of status-quo products that were replaced by products sold during the reporting period.
Units/Volume Replaced
This metric is intended to capture pre-tax wages and salaries paid to the organization’s full- and part-time female employees and should include neither benefits nor payroll expenses. This metric should exclude Temporary Employee Wages (OI4202).
Value of wages (including bonuses and excluding benefits) paid to all female full- and part-time employees of the organization during the reporting period.
Permanent Employee Wages: Female
This metric is intended to capture detailed information on the energy conservation strategy in place but does not evaluate the success with which the strategy is implemented. Energy conservation refers to efforts made to reduce the amount of energy needed to execute current processes or tasks. Organizations should not include an overall reduction in energy consumption from reduced organizational activities (e.g., partial outsourcing of production). Details of energy conservation efforts to footnote include organizational or technological innovations that allow a defined process or task to consume energy more efficiently. These may include Building Area of Energy Efficiency Improvements (PI1586), conversion to renewable energy sources, or the elimination of unnecessary energy use due to changes in behavior. Further examples of energy efficiency efforts, sourced from GRESB, include: automatic meter readings (AMR), automation system upgrades/replacements, management systems upgrades/replacements, installation of high-efficiency equipment and appliances, installation of on-site renewable energy, occupier engagement/informational technologies, smart grid/smart building technologies, systems commissioning or retro-commissioning, wall/roof insulation, and window replacements. The reduction in the organization's energy usage may not necessarily correlate with a reduction in Greenhouse Gas (GHG) emissions; organizations are encouraged to report separately their Greenhouse Gas Emissions Strategy (OI8237), where applicable. Organizations are encouraged to report the amount of energy conserved using Energy Conserved (OI6697), as well as Energy Purchased: Total (OI8825) and its two categories, Energy Purchased: Non-Renewable (OI1496) and Energy Purchased: Renewable (OI3324).
Organizations should footnote the details of the strategy, including how it is being implemented, how usage is recorded, and specific reduction targets. See usage guidance for further information.
Indicates whether the organization implements an energy conservation strategy to reduce its operational energy usage.
Energy Conservation Strategy
This metric is intended to capture the number of permanent employees, whether full- or part-time, who left their employment with the organization during the reporting period for any reason. This metric is multi-dimensional with regard to the five dimensions of impact. It may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of full- and part-time employees who departed the organization (for any reason) during the reporting period.
Departed Permanent Employees: Total
This metric is intended to capture the quantity of the organization’s waste disposed in a landfill during the reporting period. In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Amount of waste disposed by the organization in landfills during the reporting period.
Waste Disposed: Landfill
This metric is intended to capture the volume of groundwater used within the organization for any purpose, including but not limited to productive processes (for example, packaging and manufacturing), human consumption, and agricultural purposes. This metric applies to organizations sourcing their water directly from a water body rather than from a water service provider. This metric, as well as other metrics calculated using Water Withdrawn (OI0263) and Water Discharged (OI0386), can be used in conjunction with Water Type (OD7536) to describe water consumption in more detail. For further guidance on water uses, see the Alliance for Water Efficiency (http://www.allianceforwaterefficiency.org). In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Volume of groundwater used for the organization's operations during the reporting period.
Water Consumed: Groundwater
This metric is intended to capture the organization’s policy on child labor. For further guidance, organizations can refer to International Labour Organization standards (http://www.ilo.org/ipec/facts/ILOconventionsonchildlabour/lang--en/index.htm) and guidelines (http://www.ilo.org/ipec/Informationresources/WCMS_IPEC_PUB_27555/lang--en/index.htm).
Organizations should footnote the relevant details and description of their child labor policy, including details of how it is enforced.
Indicates whether the organization has a written policy against child labor and a system to monitor compliance with this policy.
Forced Labor Policy: Child Labor
This metric is intended to capture the organization’s policy on Freedom of Association, which means allowing workers to form and join trade unions, worker associations, and worker councils or committees of their own choosing. Examples of relevant policies to footnote may include allowing workers to participate in the setting or revision of workplace rules and standards and distributing an employee handbook to all workers (written in their native language) that describes both legal requirements and the organization's policies and procedures on freedom of association. For further guidance, organizations can refer to International Labour Organization standards (http://www.ilo.org/global/standards/subjects-covered-by-international-labour-standards/freedom-of-association/lang--en/index.htm).
Organizations should footnote the relevant details of their worker freedom of association policy, including how it is enforced. See usage guidance for further information.
Indicates whether the organization has a written policy to monitor, evaluate, and ensure its workers' freedom of association.
Worker Freedom of Association Policy
This metric is intended to capture the quantity of recycled material used in the organization’s products during the reporting period. In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Amount of recycled material used in the organization's products (including packaging) during the reporting period.
Recycled Materials
This metric is intended to capture the organization’s policy on community service. Examples of policy details to footnote may include provisions for time spent volunteering during traditional work hours, whether for company-organized events (e.g., organization-wide service days) or employee-initiated activities (e.g., service sabbaticals or leaves of absence to complete charitable services). Community service policies may also include a provision for serving on an organization's board or governing body.
Organizations should footnote the relevant details of their community service policy, including the activities that result from it. See usage guidance for further information.
Indicates whether the organization implements a community service policy.
Community Service Policy
This metric is intended to capture the number of individual employees who received training services of any type from the organization during the reporting period. Training can be categorized as: (a) skills-based training to advance core job responsibilities (enhancing employees' ability to do their jobs effectively); (b) skills-based training on cross-job functions (training beyond regular job responsibilities, enabling employees' to advance in their professions); (c) training on literacy, communications, and other life skills; or (d) trainings related to diversity and inclusion (for example, training on implicit bias or sexual harassment). Organizations should footnote details on the training(s) provided, including the type. Registrations for training should not be counted under this metric. Rather, this metric should count those employees who completed a training session or series during the reporting period. A description of the training provided should be footnoted, aligning with the descriptive metric GRI 404-2: Programs for upgrading employee skills and transition programs. This metric is multi-dimensional with regard to the five dimensions of impact. It may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote the types of training provided and duration of training(s), with particular emphasis on those that lead to recognized certifications.
Number of employees (full-time, part-time, or temporary) who were trained through programs provided by the organization (both internally and externally) during the reporting period.
Employees Trained
Describes the demographics of the ownership of the organization, or disaggregates another metric in terms of one or more demographic groups of ownership. Particular thresholds apply to consider an organization "owned" by members of a demographic group; see usage guidance for further information. Select all that apply: Gender: - 51% or Greater Female or Gender Non-Binary - Undisclosed - Other Disability Status: - Persons with disabilities - Persons without disabilities - Undisclosed - Other Race/Ethnicity/Minority Status: - Historically marginalized groups - Dominant culture populations - Undisclosed Other target populations: - Other (describe)
This metric is intended to capture the basic demographic groups in an organization's ownership. The thresholds by group follow these sources: - Gender: 51% female or gender non-binary, following the 2X Challenge criteria (https://www.2xchallenge.org/criteria). This disaggregation, applied to another metric, is intended to capture the share of that metric which relates to the selected demographic groups in ownership. For example, when applied to Client Organizations (PI9652), this disaggregation would capture the number of client organizations with ownership in the selected demographic group(s). Owners should self-report their own demographic data to ensure accuracy, particularly for race and gender. Organizations should not assume gender for an individual and should protect vulnerable individuals in the LGBTQIA+ spectrum by reporting these data anonymously and in aggregate. Given that transwomen are women and transmen are men, this metric does not create separate segmentations for those groups. However, organizations are encouraged to create additional groupings using the write-in option as needed to capture those lived experiences that are helpful in understanding equity in outcomes.
Ownership Demographics
This metric is intended to capture whether the organization expanded its operations to cover a greater share of a market in which it was previously active, potentially measuring the organization’s contribution to competition in that existing market. This metric should not be confused with New Market Entered (OI3441), which applies to organizations that have just entered the relevant market. Only one of these two indicators can apply to an organization at any one time for the same market. The organization should define and footnote “Dominant” and “Concentrated” based on the context in which it operates. For example, in some markets, a dominant firm may have over 50% market share while, in another, a firm may be dominant with just 20% share. Market concentration is determined by the number of firms in a market and their respective shares of the relevant market. Hence, a “concentrated” market typically features fewer firms with larger market shares, with or without a dominant player. International Finance Institutions (IFIs) often use this metric as part of their analysis of private sector development.
Describes whether the organization expanded operations and increased market share during the reporting period in a concentrated market in which the organization was not a dominant player.
Market Share Increased
This metric is intended to capture pre-tax wages and salaries paid to the organization's temporary employees and should include neither benefits nor payroll expenses.
Value of wages (including bonuses and excluding benefits) paid to all temporary employees of the organization during the reporting period.
Temporary Employee Wages
This metric is intended to capture detailed information on the traceability system in place but does not evaluate the success with which that system is implemented. A traceability system enables organizations to follow the original source(s) of raw materials and their routes to the organization by tracing, tracking, and certifying materials at all stages of production, from extraction to markets. Many organizations use traceability systems to reduce illegal activities (e.g., illegal logging, mining, or wildlife trade). This metric is most applicable to organizations operating in forestry, minerals, extractives, animal products, healthcare, or agriculture, among other industries. Examples of details to footnote regarding traceability systems may include: the level to which raw materials are traceable (e.g., country, province, district, or exact location within a few kilometers’ radius), protocol documents, generated reports, and third-party verification and certification. Organizations can use Product/Service Certifications (PD2756) to report any relevant certifications resulting from the traceability system. For further guidance, organizations can refer to The Global Language of Business (http://www.gs1.org/traceability).
Organizations should footnote the relevant details about their traceability system. See usage guidance for further information.
Indicates whether the organization implements a traceability system for its raw materials.
Traceability System
This metric is intended to capture whether any members of an organization's board of directors participated in training related to social and environmental performance during the reporting period. To quantify the number of employees trained, use Employees Trained (OI4229). Examples of training include sessions on: acceptable practices for payment collection; being responsive to client needs; collecting high-quality social information; communicating with clients regarding product pricing, terms, and conditions; enacting gender sensitivity; preventing over-indebtedness; implementing policy and procedures to safeguard client data; measuring poverty levels; and handling client complaints appropriately. Organizations should footnote details on the trainings provided.
Organizations should footnote details on the type and duration of training. See usage guidance for further information.
Indicates whether any member of the organization's board of directors participated in training sessions related to any aspect of managing environmental or social performance during the reporting period.
Social and Environmental Performance Management Training
This metric is intended to capture the amount of greenhouse gases emitted directly from sources owned or controlled by the organization during the reporting period. For tools that may be helpful in calculating this and related metrics, see GHG Protocol Calculators (https://ghgprotocol.org/calculation-tools). The Greenhouse Gas Protocol (GHG Protocol) classifies direct emissions as "Scope 1" emissions. The GHG Protocol, the most widely used international accounting tool to understand, quantify, and manage greenhouse gas emissions, defines direct emissions as emissions from sources that are owned or controlled by the reporting entity. For more information on the GHG Protocol, organizations should refer to the following: - Greenhouse Gas Protocol Standards (http://www.ghgprotocol.org/standards) - Greenhouse Gas Protocol Calculators (https://ghgprotocol.org/calculation-tools) Direct GHG emissions come from sources that are owned or controlled by the reporting organization. For example, direct emissions related to combustion would arise from burning fuel for energy within the reporting organization's operational boundaries. Organizations are also encouraged to report Greenhouse Gas Emissions Strategy (OI8237). In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Amount of greenhouse gases (GHG) emitted from direct emissions sources as a result of the organization's operations during the reporting period.
Greenhouse Gas Emissions: Direct (Scope 1)
This metric is intended to capture the size of independent representation within the board of directors or governing body of an organization. A board of directors is a group of individuals legally responsible to govern a corporation and responsible to the shareholders and other relevant stakeholders. A governing body with a different name (e.g., "advisory body") may be considered a Board of Directors provided it has a fiduciary and/or social responsibility to shareholders and/or other relevant stakeholders. Independent board members are defined as individuals who are not an employee of the organization, non-management, and neither material investors/owners (owning less than 5%) nor a spouse or family member of a material owner. These board members’ independence is maintained in order to ensure they are not influenced by specific interests of the organization. This metric is multi-dimensional with regard to the five dimensions of impact. It may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of independent members of the organization's board of directors or governing body as of the end of the reporting period.
Board of Directors: Independent
This metric is intended to capture how many employees received healthcare through the organization’s benefits during the reporting period. Types of healthcare benefits provided by the organization could include primary care, outpatient care, inpatient care, maternal services, dental care, vision care, hearing care, prescription drugs, prenatal care, mental health services, family planning, and preventative screening, among others. Organizations should footnote which types of benefits are provided. This metric is multi-dimensional with regard to the five dimensions of impact: it may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote the types of benefits provided. See usage guidance for further information.
Number of employees who received healthcare benefits through the organization’s programs during the reporting period.
Healthcare Benefits Participants
This metric is intended to capture the number of unique individuals with disabilities employed by the organization in full- or part-time roles as of the end of the reporting period. This metric excludes Temporary Employees (OI9028). This metric is multi-dimensional with regard to the five dimensions of impact: it may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact. No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of people with disabilities in paid employment with the organization as of the end of the reporting period, whether they are full-time or part-time.
Permanent Employees: People with Disabilities
This metric is intended to capture the reduction in water usage resulting from the organization’s water conservation during the report period. Water conservation efforts could include low-flow toilets, rainwater collection facilities, or improved manufacturing processes. Organizations should not include overall reduced water usage resulting from reduced organizational activities (e.g., partial outsourcing of operations). Organizations should footnote all assumptions used, including the basis for calculating reductions in water usage (such as base year or baseline) and the rationale for choosing that basis. For example, if the reporting period is annual, organizations should report on the difference in water use between the current year and previous year. Additionally, organizations are encouraged to footnote water conserved as a percentage of the total water consumed by the organization. Organizations are encouraged to report this metric in conjunction with Water Conservation Strategy (OI9326). In some contexts, this metric may help measure the HOW MUCH Depth dimension of impact, which helps estimate the degree of change in outcome that the stakeholders experienced. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Volume of water usage reduced as a result of the organization's water conservation efforts during the reporting period.
Water Conserved
This metric is intended to capture the rate at which permanent employees depart the organization involuntarily. Refer to Departed Permanent Employees: Involuntary (OI7225) for additional information. For employees departing the organization voluntarily, organizations can use the metrics Departed Permanent Employees: Voluntary (OI8431) and Employee Voluntary Turnover Rate (OI1638). The average number of permanent employees can be calculated in several ways. One example for organizations reporting on a yearly basis is to calculate the average number of permanent employees on a monthly basis under Permanent Employees: Total (OI8869).
Ratio of the number of involuntarily departing permanent (full- and part-time) employees compared to the average number of permanent (full- and part-time) employees at the organization during the reporting period.
Employee Involuntary Turnover Rate
The metric is intended to capture the level of turbidity in streams or rivers on land managed by the organization as of the end of the reporting period. Organizations should collect these data immediately downstream of controlled land, as reported by Land Directly Controlled: Total (OI5408), Land Indirectly Controlled: Total (PI3789), and related submetrics. Turbidity measurements should be taken seasonally, because streamflow varies seasonally. Organizations should consult national, sub-national, or tribal standards to determine whether measured turbidity levels are within environmentally sustainable levels. Guidance on turbidity measurements can be found from the US Environmental Protection Agency (https://www.epa.gov/sites/production/files/2015-09/documents/turbidity.pdf) and USGS (https://www.usgs.gov/special-topic/water-science-school/science/turbidity-and-water?qt-science_center_objects=0#qt-science_center_objects). For guidance on turbidity measurement conversions, see USGS guidance (https://or.water.usgs.gov/grapher/fnu.html).
Level of turbidity (in Nephelometric Turbidity Units, or NTU) observed in streams or rivers on land directly or indirectly managed by the organization as of the end of the reporting period.
Stream Turbidity Level
This metric is intended to capture whether any members of an organization's staff participated in training related to social and environmental performance during the reporting period. To quantify the number of employees trained, use Employees Trained (OI4229). Examples of training include sessions on: acceptable practices for payment collection; being responsive to client needs; collecting high-quality social information; communicating with clients regarding product pricing, terms, and conditions; enacting gender sensitivity; preventing over-indebtedness; implementing policy and procedures to safeguard client data; measuring poverty levels; and handling client complaints appropriately. Organizations should footnote details on the trainings provided.
Indicates whether any of the organization's employees participated in training sessions related to any aspect of managing environmental or social performance during the reporting period.
Social and Environmental Performance Staff Training
This metric is intended to capture pre-tax wages and salaries paid to the organization's management employees who belong to historically marginalized groups and should include neither benefits nor payroll expenses. This metric should exclude Temporary Employee Wages (OI4202). Organizations can refer to the glossary for additional guidance on defining management. The composition of management varies with an organization's stage and type, but managers are generally responsible for setting objectives (defining goals for the group and deciding what work must be done to meet those goals), organizing (dividing work into manageable activities and selecting the right people to accomplish them), motivating and communicating (creating a team out of individuals through decisions on pay, promotion, and communications), measuring (establishing targets and interpreting and analyzing performance), and developing people. The categorization of historically marginalized groups varies with location and context. With no internationally agreed-upon definition as to which groups constitute historically marginalized on the basis of race and/or ethnicity, if well-established local policies exist (as in South Africa, with the Broad Based Black Economic Empowerment [BBBEE] definition of historically marginalized, or in India, based on backward caste), organizations should refer to these local guidelines to identify groups historically marginalized on the basis of race and/or ethnicity. Otherwise, and wherever appropriate, organizations should provide additional detail regarding their tailored methodology for defining these groups.
Organizations should footnote how their organization defines management levels, as well as their categorization of historically marginalized groups. See usage guidance for further information.
Value of wages (including bonuses and excluding benefits) paid to all full-time management employees (managers) of the organization during the reporting period who belong to groups historically marginalized on the basis of race and/or ethnicity.
Full-time Wages: Historically Marginalized Management
This metric is intended to capture whether marine and coastal spaces under the organization’s control or use, whether direct or indirect, include important marine habitats for species. Datasets on important marine and coastal habitats and species can be applied to support decisions during biodiversity risk screening or to identify conservation and restoration opportunities. The Ocean Data Viewer by Ocean+ (see https://data.unep-wcmc.org/ and https://oceanplus.org/) includes various spatial datasets, such as the distribution of coral reefs, mangroves, and seagrasses, as well as distribution of marine mammals and even feeding and nesting sites for marine turtles. Investors are strongly encouraged to contextualize their projects – and ideally select projects – based on broader, country- or region-level biodiversity and landscape assessments focused on site irreplaceability. Viewing biodiversity through the lens of a systematic conservation plan enables more efficient, impact goal-oriented management decisions.
Indicates whether the marine and coastal spaces directly controlled, indirectly controlled, or used (such as for transport) by the organization include important marine habitats for species.
Critical Marine Habitats
This metric is intended to capture the organization’s compensation on equitable compensation. Organizations are encouraged to footnote details on how they determine fair compensation (for example, if they conduct a compensation benchmark survey).
Organizations should footnote details on how they determine the compensation of employees. See usage guidance for further information.
Indicates whether the organization has a written policy regarding fair and equitable compensation for employees and a system to monitor compliance with this policy.
Fair Compensation Policy
The metric is intended to capture whether the organization has measured nitrogen and phosphorus levels in streams or rivers on land it manages. Nitrogen and phosphorus levels are key determinants of stream health. Although nitrogen and phosphorus are crucial for life on Earth, agricultural fertilization, cattle breeding, and industrial emissions can oversaturate ecosystems with these elements, which leads to habitat degradation by eutrophication. Organizations should measure nutrients, including phosphorus and nitrogen, immediately downstream of controlled land—as reported by Land Directly Controlled: Total (OI5408), Land Indirectly Controlled: Total (PI3789), and related submetrics—and preferably at both base and storm flows. Guidance on measuring nitrogen and phosphorus concentrations can be found at EPA’s Total Nitrogen (https://www.epa.gov/sites/production/files/2015-09/documents/totalnitrogen.pdf) and Phosphorus (https://archive.epa.gov/water/archive/web/html/vms56.html) pages. Organizations are encouraged to footnote summary statistics of these data and should consult national, sub-national, or tribal standards to determine whether measured nutrient levels are within environmentally sustainable levels, as local and international water quality legislation often specify limits and target values for nutrient levels in water.
Organizations should footnote all assumptions used, including which tools or methodologies were used to assess nutrient levels.
Indicates whether the organization has assessed nitrogen and phosphorus levels in streams on directly or indirectly controlled land as of the end of the reporting period.
Stream Nutrient Levels Assessment
Describes the primary source(s) for energy produced, sold, or purchased by the organization during the reporting period, or disaggregates another metric in terms of the primary source of the related amount of energy. Select all that apply: Non-renewable sources: - Coal - Crude oil derivatives - Natural gas - Other (write-in) Renewable sources: - Biomass - Geothermal - Hydro energy - Nuclear - Solar - Wind - Other (write-in) Other (write-in)
This metric is intended to capture a description of the primary source(s) of energy produced, sold, or purchased by the organization during the reporting period. Organizations are encouraged to footnote the percentage of their energy in each category. This disaggregation, applied to another metric, is intended to capture the share of that metric which comes from the selected primary energy source(s). For example, the disaggregation "Renewable, clean sources" when applied to Energy Generated for Sale (PI8706) would include the amount of renewable, clean energy sold by the organization during the reporting period. Large-scale hydropower is often excluded from the definition of renewable energy. Although water itself is a renewable resource, the natural ecology of rivers is not, and hydroelectric dams can adversely affect aquatic ecosystems. Organizations can refer to the Low Impact Hydropower Institute (<http://lowimpacthydro.org>) for further guidance on creating low-impact hydropower operations.
Primary Energy Source
This metric is intended to capture the number of work-related injuries arising from exposure to hazards at work. If the same employee experienced more than one occupational injury, each instance of injury should be counted separately. That is, an individual injured twice during the reporting period would count as two injuries. This metric is sourced from GRI Disclosure 403-10: Work-related Ill Health. Work-related injuries and ill health are those that arise from exposure to hazards at work. Other types of incidents can occur that are not connected with the work itself. For more guidance, see GRI Disclosure 403-10 (https://www.globalreporting.org/standards/media/1910/gri-403-occupational-health-and-safety-2018.pdf).
Organizations should footnote the types of occupational injuries and mitigation actions going forward.
Number of occupational injuries which affected any full-time, part-time, and temporary employees of the organization during the reporting period.
Occupational Injuries
This metric is intended to capture the number of an organization's total employees who are protected by collective bargaining agreements. It may be divided by the total number of employees (Permanent Employees: Total [OI8869] + Temporary Employees [OI9028]) to capture the percentage (× 100) of all employees protected by collective bargaining agreements. Collective bargaining is defined as "all negotiations which take place between one or more employers or employers' organizations, on the one hand, and one or more workers' organizations (trade unions), on the other, for determining working conditions and terms of employment or for regulating relations between employers and workers. Collective agreements can be at the level of the organization; at the industry level, in countries where that is the practice; or at both. Collective agreements can cover specific groups of workers; for example, those performing a specific activity or working at a specific location. This definition is based on the International Labour Organization (ILO) Convention 154, ‘Collective Bargaining Convention’, 1981" (GRI Disclosure 402-1). Organizations should note whether all employees are able to participate in collective bargaining agreements and, if not, which employees are unable to participate. This metric may help describe the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. The selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote all assumptions used, including which groups of employees are and are not covered by collective bargaining agreements.
Number of employees (including both permanent and temporary workers) who are covered by collective bargaining agreements as of the end of the reporting period.
Employees Covered by Collective Bargaining Agreements
This metric is intended to capture the number of full-time permanent employees who left their employment with the organization during the reporting period for any reason. This metric is multi-dimensional with regard to the five dimensions of impact. It may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of full-time employees who departed the organization (for any reason) during the reporting period.
Departed Permanent Employees: Full-time
This metric is intended to capture the volume of water from high-water-stress regions used within the organization for any purpose, including but not limited to productive processes (for example, packaging and manufacturing), human consumption, and agricultural purposes. Organizations are encouraged to footnote the percentage of their total water use that represents water use from regions with high or extremely high baseline water stress. To calculate this metric (water consumed), subtract the amount of Water Discharged (OI0386) to high-water-stressed areas from the amount of Water Withdrawn (OI0263) from high-water-stressed areas. Report Level of Water Stress (OI2799) to disaggregate land managed by the organization by water stress. For this calculation, organizations should consider “High” or “Extremely High” water stress under Level of Water Stress (OI2799) to be “high water stress.” Water sources include surface water (including water from wetlands, rivers, lakes, and oceans), groundwater, rainwater collected directly and stored by the organization, wastewater obtained from other entities, municipal water supply, or supply from other water utilities. Baseline water stress is total water withdrawal as a percentage of freshwater availability in a specific water source. High water stress is defined as a percentage of 40–80%, and extremely high is defined as a percentage greater than 80%. Organizations can refer to the glossary for further guidance on identifying high or extremely high baseline water stress regions. Organizations may also consult resources such as the World Resources Institute (WRI) Water Risk Atlas Tool (http://www.wri.org/resources/maps/aqueduct-water-risk-atlas) and the WWF-DEG Water Risk Filter (http://waterriskfilter.panda.org/). In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote all assumptions used, including how high-water-stress regions are identified, how water usage is measured in those regions, and what strategies are in place to reduce water usage in those regions. See usage guidance for additional information.
Volume of water used from regions with high or extremely high baseline water stress during the reporting period.
Water Consumed: Regions with High Water Stress
This metric is intended to capture the frequency with which the board of directors or governing body met during the reporting period, a function of effective governance. If the reporting period used is not a year, organizations may wish to indicate the annual frequency of meetings held. For a reporting period of one year, “1," for example, would indicate that the organization's board of directors meets annually, while "2" would indicate that it meets semi-annually and "4" would indicate a quarterly cadence of meetings.
Number of times the organization's board of directors or governing body met during the reporting period.
Meeting Frequency of Board of Directors
This metric is intended to capture whether organizations have in place a grievance mechanism and system to receive and resolve grievances and complaints. Organizations may also choose to report on additional feedback systems in place to capture positive feedback and questions. Organizations can refer to the glossary for more information on feedback systems. Examples of relevant details to footnote may include: the frequency with which employee feedback is solicited or received, whether the system enables anonymity or confidentiality, whether there are established procedures to handle feedback, whether a regular employee satisfaction survey is conducted, and other relevant aspects of the feedback system. Negative employee feedback, such as an employee complaint, is also known as a grievance if it is a claim by an employee who is being adversely affected by a misinterpretation or misapplication of a written organizational policy or collectively bargained agreement. Employee grievances typically relate to issues such as pay and benefits, workload, working conditions, and union and management relations. For example, a grievance may include an incident of sexual harassment, wage inequity for comparable work, increased workload without increased pay, or unsafe work conditions, among many other scenarios. Organizations can refer to the SPI4 (http://cerise-spi4.squarespace.com/), specifically Essential Practices 5a3 and 5c1, for additional indicators related to employee feedback systems. SPI4 is a social audit tool, developed for financial service providers, which can apply to any organization with both social and financial objectives.
Organizations should footnote the details on the process and frequency by which they obtain and handle employee feedback. See usage guidance for further information.
Indicates whether the organization has in place a grievance mechanism to receive formal employee complaints and provide remedies, as well as an established procedure and/or committee to receive and handle employee feedback.
Employee Feedback and Grievance System
This metric is intended to capture the number of unique individuals hired by the organization into full- or part-time roles during the last reporting period. This metric excludes Temporary Employees (OI9028). This metric is multi-dimensional with regard to the five dimensions of impact: it may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of people hired by the organization during the reporting period, whether they are full-time or part-time.
Permanent Employees: Hired
This metric is intended to capture the median non-salaried wage paid to employees of the organization during the reporting period. The median is the middle of all values. Organizations are encouraged to narrow the calculation of this median to specific geographies, industries, departments, or positions, and organizations should footnote details on how the calculation was done. Organizations are also encouraged to break down and footnote for each the median respective non-salaried wages for full-time, part-time, and temporary employees. Non-salaried employees are paid on a variable basis (such as hourly, daily, weekly, other specified time cycle, or other specified parameter). Since the time frame for non-salaried employees can vary, organizations should footnote the time frame used in this calculation. Non-salaried employees' earnings are contingent on the amount of time worked.
Median wage paid to non-salaried and full-time, part-time, or temporary employees of the organization during the reporting period. Employees who are salaried should be excluded from this calculation.
Median Non-Salaried Wage
This metric is intended to capture whether the organization has expanded its operations into a new market during the reporting period, potentially measuring the organization’s contribution to competition in that new market. “Market” refers to a relevant business area (for example, food processing), as well as a country, sector, product, and targeted stakeholders, the details of which organizations should footnote. “Entry” is relative only to the organization’s own operations and is denoted by the establishment of business and commencement of sales. This metric should not be confused with Market Share Increased (OI4211), which applies to organizations that expanded their own market share in an existing market. Only one of these two indicators can apply to an organization at any one time for the same market. International Finance Institutions (IFIs) often use this metric as part of their analysis of private sector development.
Describes whether the organization entered a new market during the reporting period.
New Market Entered
This metric is intended to capture a description of the training and transition programs offered to employees. Employee training programs that aim to upgrade skills can include internal training courses, funding support for external training or education, and the provision of sabbatical periods with guaranteed return to employment. Transition assistance programs provided to support employees who are retiring or who have been terminated can include pre-retirement planning for intended retirees, retraining for those intending to continue working, severance pay (which can take into account employee age and years of service), job placement services, and assistance (such as training and counselling) on transitioning to a non-working life. This metric is sourced from GRI Disclosure 404-2: Programs for upgrading employee skills and transition assistance programs.
Describes the type and scope of programs implemented and assistance provided during the reporting period to upgrade employee skills.
Employee Training and Transition Programs Offered
NOTE: This metric will be deprecated in a forthcoming update to the IRIS Catalog of Metrics. Users are advised to instead report Energy Purchased: Total (OI8825), disaggregated by Primary Energy Source (OI3781), all options under Renewable. This metric is intended to capture the amount of renewable energy purchased for use by the organization itself. Renewable energy sources include solar, wind, geothermal, hydro energy, and biomass, among other forms. Organizations may refer to the glossary for additional information. Large-scale hydropower is often excluded from the definition of renewable energy. Although water itself is a renewable resource, the natural ecology of rivers is not, and hydroelectric dams can adversely affect aquatic ecosystems. Organizations can refer to the Low Impact Hydropower Institute (http://lowimpacthydro.org) for further guidance on creating low-impact hydropower operations. In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Amount of purchased energy consumed by the organization from renewable sources during the reporting period.
Energy Purchased: Renewable
This metric is intended to capture the number of unique individuals who belong to groups historically marginalized on the basis of race and/or ethnicity and who are employed by the organization in full- or part-time roles as of the end of the reporting period. This metric excludes Temporary Employees (OI9028). The categorization of historically marginalized groups varies with location and context. With no internationally agreed-upon definition as to which groups constitute historically marginalized on the basis of race and/or ethnicity, if well-established local policies exist (as in South Africa, with the Broad Based Black Economic Empowerment [BBBEE] definition of historically marginalized, or in India, based on backward caste), organizations should refer to these local guidelines to identify historically marginalized groups. Otherwise, and wherever appropriate, organizations should provide additional detail regarding their tailored methodology for defining these groups. This metric is multi-dimensional with regard to the five dimensions of impact: it may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of people in paid employment with the organization who belong to groups historically marginalized on the basis of race and/or ethnicity as of the end of the reporting period, whether they are full-time or part-time.
Permanent Employees: Historically Marginalized
This metric is intended to capture the number of unique individuals employed by the organization in full-time roles as of the end of the reporting period. This metric excludes Temporary Employees (OI9028). This metric is multi-dimensional with regard to the five dimensions of impact: it may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of paid full-time employees at the organization as of the end of the reporting period.
Full-time Employees: Total
This metric is intended to capture whether (other) private sector firms entered the organization’s market during the reporting period. In some contexts, this metric measures increased competition that may be related to the organization’s success. However, the entry of new firms should not be attributed directly to the organization’s activities, nor can it be fully attributed to a specific intervention. Increased competition in a relevant market is often accompanied by an increase in product or service quality or a decrease in product or service price, though these trends alone do not always indicate an entry of new firms; in particular, these trends may also result from the reaction of existing players in relevant markets to new entrants or potential new entrants. However, the entry of new firms into a market is easier to measure than changes in the strategy or positioning of existing firms in that market. This metric applies only if the organization is expected to attract other firms to the same market and may be used alongside New Market Entry (OI3441) or Market Share Increased (OI4211). Data for this metric may be tracked annually (throughout a project cycle) or through an evaluation or survey. International Finance Institutions (IFIs) often use this metric as part of their analysis of private sector development.
Describes whether additional private sector firms entered the market in which the organization operates during the reporting period.
New Firms Entered
This metric is intended to capture the number of unique, individual managers who belong to groups historically marginalized on the basis of race and/or ethnicity and who are employed by the organization in full-time roles as of the end of the reporting period. This metric excludes Temporary Employees (OI9028). Organizations can refer to the glossary for additional guidance on defining management. The composition of management varies with an organization’s stage and type, but managers are generally responsible for setting objectives (defining goals for the group and deciding what work must be done to meet those goals), organizing (dividing work into manageable activities and selecting the right people to accomplish them), motivating and communicating (creating a team out of individuals through decisions on pay, promotion, and communications), measuring (establishing targets and interpreting and analyzing performance), and developing people. The categorization of groups historically marginalized on the basis of race and/or ethnicity varies with location and context. With no internationally agreed-upon definition as to which groups constitute historically marginalized, if well-established local policies exist (as in South Africa, with the Broad Based Black Economic Empowerment [BBBEE] definition of historically marginalized, or in India, based on backward caste), organizations should refer to these local guidelines to identify groups historically marginalized on the basis of race and/or ethnicity. Otherwise, and wherever appropriate, organizations should provide additional detail regarding their tailored methodology for defining these groups. This metric is multi-dimensional with regard to the five dimensions of impact: it may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of paid, full-time management employees (managers) at the organization who belong to groups historically marginalized on the basis of race and/or ethnicity as of the end of the reporting period.
Full-time Employees: Historically Marginalized Managers
This metric is intended to capture the number of individuals who provide responsive early childhood care to children in preschools, daycare, or other settings. Examples of caregivers include preschool teachers and parents. Responsive care is the process of watching and tuning into a child’s cues, thinking about what they might mean, and then sensitively responding to those cues; for more, see Zero to Three (https://www.zerotothree.org/resources/212-responsive-care). Caregivers need not necessarily be certified or licensed. To assess responsiveness, organizations may use tools such as the Infant Toddler Responsive Caregiver Checklist (ITRCC) or the Healthy Families Parenting Inventory (HFPI). This metric is multi-dimensional with regard to the five dimensions of impact. It may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote details about the types of caregivers employed and how the organization measures responsiveness. See usage guidance for further information.
Number of caregivers who are responsive to children's needs and who are employed by the organization as of the end of the reporting period.
Caregivers Employed: Responsive
This metric is intended to capture the number of hours worked by part-time employees over the course of the reporting period. Organizations should exclude from this metric the number of hours worked by temporary employees—for these hours, organizations should report on Temporary Employee Hours Worked (OI8408). Organizations are encouraged to report this metric in conjunction with Part-time Employees: Total (OI8864).
Number of paid hours worked by part-time employees of the organization during the reporting period.
Part-time Employee Hours Worked
This metric is intended to capture the volume of water from municipal water sources used within the organization for any purpose, including but not limited to productive processes (for example, packaging and manufacturing), human consumption, and agricultural purposes. This metric, as well as other metrics calculated using Water Withdrawn (OI0263) and Water Discharged (OI0386), can be used in conjunction with Water Type (OD7536) to describe water consumption in more detail. For further guidance on water uses, see the Alliance for Water Efficiency (http://www.allianceforwaterefficiency.org). In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Volume of water drawn from municipal water sources used for the organization's operations during the reporting period.
Water Consumed: Municipal
This metric is intended to capture the percentage of company shares that are owned by women. Where regional or local laws apply for calculating ownership by previously excluded groups (including women), reporting should be consistent with these laws. Where laws do not exist, shares that are publicly traded or owned by institutions cannot contribute to the number of female-owned shares.
This metric is intended to capture the percentage of company shares that are owned by women or gender non-binary individuals. Where regional or local laws apply for calculating ownership by historically marginalized groups (including women and gender non-binary individuals), reporting should be consistent with these laws. Where laws do not exist, shares that are publicly traded or owned by institutions cannot contribute to the number of female- or gender non-binary-owned shares.
Percentage of the organization that is owned by female or non-binary individuals as of the end of the reporting period.
Percent Female/Gender Non-Binary Ownership
This metric is intended to capture the number of loan officers employed by the organization. For organizations providing insurance products, this metric should also include insurance agents. This metric is multi-dimensional with regard to the five dimensions of impact. It may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of loan officers employed by the organization as of the end of the reporting period.
Loan Officers Employed
Level of baseline water stress on land directly or indirectly managed by the organization as of the end of the reporting period. Choose all that apply: - Low (<10%) - Low-medium (10–19.9%) - Medium-high (20–39.9%) - High (40–80%) - Extremely high (>80%) - Arid and low water use - No data
This metric is intended to capture the level of baseline water stress on land managed by the organization. Climate change and water scarcity are inextricably linked and self-reinforcing. Biodiversity and much of the global population face water shortages due to drying out of habitats, leading to drinking water shortages, salinization, and failed harvests. Knowledge of water stress levels can guide organizations’ design and focus of sustainable water management plans, including irrigation methods, urban planning, and wastewater reuse. Organizations may use tools such as the Water Resources Institute's Aqueduct Water Risk Atlas (https://www.wri.org/aqueduct) or WWF–DEG's Water Risk Filter (http://waterriskfilter.panda.org/) to find data on and describe water stress on directly or indirectly managed land. Remote sensing data are also a valuable source of information on water stress and its impact on ecosystems anywhere in the world; such data are often available at small spatial scale, if needed. This metric may help describe the WHO dimension of impact, which details which stakeholders the investment or enterprise aims to reach with the outcome. This metric may also help clarify how underserved they were prior to the investment. For more on the alignment of IRIS metrics to the five dimensions of impact, refer to the IRIS+ guidance document: IRIS+ and the Five Dimensions of Impact. No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote all assumptions used, including which tools or methodologies were used to assess the level of water stress.
Level of Water Stress
This metric is intended to capture where the organization has assessed the connectedness of protected areas, which is an important measure of habitat available to flora and fauna. To assess the connectedness of a land area, organizations can implement the use of a geographic information system or apply an existing resource, such as the Protected Area Connectedness Index (https://dashboard.natureserve.org/metadata/paconnectednessindex). This indicator is used by the Convention on Biological Diversity’s Aichi Target 11, which aims to improve biodiversity by safeguarding ecosystems, species, and genetic diversity. Aichi Target 11 relates to other UN conventions, such as SDG 15 and the Intergovernmental Science-Policy Platform on Biodiversity and Ecosystem Services. More information on this indicator can be found through the Biodiversity Indicators Partnership, which uses remote satellite imagery to visualize forest change and land cover compared to global protected areas.
Describes whether the organization has evaluated the continuity of natural habitats in protected areas as of the end of the reporting period.
Protected Area Connectedness Assessment
Describes the benefits that are provided to full-time employees of the organization during the reporting period. Select all that apply: - Health insurance - Dental insurance - Unemployment insurance - Disability coverage/insurance - Life insurance - Paid time off: Maternity/birth parent leave - Paid time off: Paternity/supporting parent leave - Paid time off: Vacation/holiday - Paid time off: Sick leave - Flexible work arrangements - Childcare support (on-site, vouchers, or reimbursement) - Transportation support (provided by company, vouchers, or reimbursement) - Retirement provisions - Stock ownership - Profit-sharing - Other (please describe)
This metric is intended to capture the benefits provided to employees of the organization. Organizations may select from the list provided. Organizations are also encouraged to capture employee participation in each benefit using Employment Benefits Uptake (OI8865), which can be helpful in identifying which benefits are accessible and which are too costly for employees to use. Benefits mentioned may be offered either directly by the organization or by regional governmental programs in the region of operations. Examples of types of benefits to footnote are included below. Typical benefits provided to employees include health insurance, dental insurance, disability coverage, life insurance, maternity/paternity leave, paid time off, retirement provisions, and stock ownership, among others. Some organizations also offer supplementary benefits, which organizations are encouraged to report if they provide. These may include onsite childcare, offsite subsidized childcare, counseling services, and education subsidies, among others. Organizations may choose to report this metric in conjunction with related metrics giving contextual information, such as Healthcare Benefits Premium Covered (OI1503). Examples of additional details to footnote include: which of these benefits, if any, are provided to full-time employees with a minimum tenure at the organization versus which are provided to all full-time employees; which of these benefits, if any, are provided to salaried versus non-salaried employees; and other relevant details about eligibility requirements.
Organizations should footnote eligibility requirements for different types of benefits and the number of employees who enroll in each benefit offering. See usage guidance for further information.
Employment Benefits
This metric is intended to capture whether an organization has a forest management plan (FMP), which delineates the technical application of appropriate forestry principles, practices, and business techniques to manage a forest in pursuit of the landowner's objectives. Organizations' FMPs typically include information about land tenure, existing designation and land use, landowners' goals and objectives, location (including limits and bounds), protection and maintenance activities, inventory data, and proscribed activities. FMPs also typically outline a Measurement, Reporting, and Verification (MRV) system that collects and monitors such data as the yield of forest products harvested; the growth rates, regeneration, and condition of the forest; the composition and observed changes in the resident flora and fauna; the environmental and social impacts of harvesting and other operations; and the costs, productivity, and efficiency of forest management. FMPs may also include a requirement to conduct an Environmental & Social Impact Assessment (ESIA) to assess, for example, High Conservation Value (HCV) and High Carbon Stock (HCS) forests. Examples of FMP details, to footnote, may include: what information is included in the FMP, whether the plan has been approved by national authorities, whether the organization regularly submits its reports to the relevant national authorities, whether the organization has a team in charge of its implementation, whether the plan is applied as a guide in annual harvesting or collecting operations, whether the plan is reviewed regularly (and at what interval), and whether the plan’s implementation is verified by a third party. Organizations are encouraged, where applicable, to report this metric in conjunction with Land Directly Controlled: Sustainably Managed (OI6912) and Land Indirectly Controlled: Sustainably Managed (PI6796). Organizations can refer to the following resources for additional guidance: - International Finance Corporation: The Social and Environmental Impact Assessment Process (http://www.ifc.org/wps/wcm/connect/296ae980488551f5aa0cfa6a6515bb18/ESIA.pdf?MOD=AJPERES&CVID=jkCYZ3G) -The United Nations REDD Programme (http://www.un-redd.org/unreddprogramme/internationalsupport/measurementreportingandverification/tabid/1050/language/en-us/default.aspx)
Organizations should footnote the relevant details about their forest management plan. See usage guidance for further information.
Indicates whether the organization implements a forest management plan.
Forest Management Plan
This metric is intended to capture the organization’s policies on conflicts of interest. A conflict of interest is a set of circumstances that creates a risk that professional judgment or actions regarding a primary interest will be unduly influenced by a secondary interest.
Organizations should footnote the details of this policy and information about conflicts of interest disclosed during the reporting period.
Indicates whether the organization has a written policy to monitor and disclose any potential conflicts of interest between the organization and its board members, owners, or material investors.
Conflict of Interest Policy
The IRIS catalog differentiates between land that the organization directly controls and land that the organization indirectly controls. This metric is intended to capture the area of land that is under the organization's direct control and that is treated with pesticides. Organizations can refer to the glossary for additional information on pesticide use and the WHO’s Acute Toxicity Hazard Categories. Organizations that use WHO Class Ia (extremely hazardous) and Ib (highly hazardous) pesticides on directly controlled land should footnote additional details on the relevant land (for example, area applied and crops present) and pesticide use. Direct control refers to land for which the organization controls land use through direct operation or management, including situations in which the organization's employees cultivate the land directly. Note that land ownership is not always equivalent to control. For example, where land is leased to another entity or individual to cultivate (e.g., a third-party manager), land is only directly controlled if the lease is accompanied by exhaustive criteria for land use. Such land-use criteria are often included in management plans and legal agreements that also incorporate sustainability principles and typically include termination provisions in the event of poor performance. To the extent that the third-party manager must make minimal, ad-hoc, and discretionary land-use decisions that fall outside the scope of the land-use criteria, the land may still be considered directly controlled by the organization.
Organizations should footnote details on the area of land directly controlled, disaggregated by the hazard level of pesticides used, as listed by the World Health Organization’s (WHO) Acute Toxicity Hazard Categories. Organizations should also footnote the source of data. See glossary term and usage guidance for further information.
Area of land directly controlled by the organization and treated with pesticides. Report directly controlled land area treated during the reporting period.
Land Directly Controlled: Treated with Pesticides
This metric is intended to capture the amount of waste from the organization that is recycled or reused during the reporting period. In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Amount of waste disposed by the organization through reuse and recycling during the reporting period.
Waste Disposed: Recycled/Reused
NOTE: This metric will be deprecated in a forthcoming update to the IRIS Catalog of Metrics. users are advised to instead report Energy Generated for Use: Total (OI9624), disaggregated by Primary Energy Source (OI3781), all options under Renewable. This metric is intended to capture the amount of renewable energy both produced and used by the organization. For example, if an organization installed solar panels at its factory, it would report the amount of energy produced and used from those panels. Renewable energy sources include solar, wind, geothermal, hydro energy, and biomass, among other forms. Organizations can refer to the glossary for additional information. Large-scale hydropower is often excluded from the definition of renewable energy. Although water itself is a renewable resource, the natural ecology of rivers is not, and hydroelectric dams can adversely affect aquatic ecosystems. Organizations can refer to the Low Impact Hydropower Institute (<http://lowimpacthydro.org>) for further guidance on creating low-impact hydropower operations. In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Amount of energy both generated and consumed by the organization from renewable sources during the reporting period.
Energy Generated for Use: Renewable
This metric is intended to capture the number of unique women employed by the organization in full- or part-time roles as of the end of the reporting period. This metric excludes Temporary Employees (OI9028). This metric is multi-dimensional with regard to the five dimensions of impact: it may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of women in paid employment with the organization as of the end of the reporting period, whether they are full-time or part-time.
Permanent Employees: Female
This metric is intended to capture the equivalent monetary value of the carbon credits purchased during the reporting period. Organizations are encouraged to report this metric in conjunction with Greenhouse Gas Emissions Avoided Due to Carbon Offsets Purchased (OI6774). Examples of relevant details to footnote include whether the carbon offset was purchased through an offset market or through a specific offset project. If the carbon offset was purchased in an offset market, additional relevant details to footnote include information on the carbon offset market in which the organization purchased the credit(s), whether the carbon market is a compliance or voluntary market, and the unique identification number and third-party registry for the purchased carbon credit(s). If the carbon offset is purchased through a specific offset project, additional relevant details to footnote include what baseline was used for the calculation, evidence that the project would not have been undertaken without carbon offset expenditures, and whether the funds were directed towards the project's capital expenditures or other uses (e.g., maintenance). Organizations can refer to the glossary for additional information on carbon credits. In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote relevant details on the carbon credits purchased. See usage guidance for further information.
Value of carbon credits purchased by the organization during the reporting period.
Value of Carbon Credits Purchased
This metric is intended to capture the disparity—if any—between employees from groups historically marginalized on the basis of race and/or ethnicity compared to other employees who are not from groups historically marginalized on the basis of race and/or ethnicity. If the average wages paid to both groups on average were the same, the ratio would be 1. Organizations should use Target Stakeholder Demographic (PD5752) to disaggregate these groups. This ratio can be calculated based on salaried employees with fixed wages or on employees with variable salaries (such as hourly, daily, weekly, other specified time cycle, or other specified parameter). Organizations should footnote the specific position used in calculating this ratio, including whether the position is a managerial or non-managerial role. Organizations reporting this metric for multiple positions are encouraged to report these various data points for historically marginalized wage equity and to specify the position to which each data point corresponds. While this metric helps organizations begin to understand historically marginalized wage equity in their operations, organizations are cautioned that other factors may affect the data collected. For example, the average wages reported for this metric may only be meaningful if multiple individuals both within and without groups historically marginalized on the basis of race and/or ethnicity have similar positions within the organization. Employee education, experience, and tenure at the organization, among other factors, may also influence wage disparities. This metric is multidimensional with regard to the five dimensions of impact. In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). This metric may also help describe the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. The selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote all assumptions used, including details about the position used in the calculation. See usage guidance for further information.
Ratio of the average wage paid for a specified position to employees of the organization who belong to groups historically marginalized on the basis of race and/or ethnicity compared to the average wage paid to employees of the organization who do not belong to these groups but have the same position during the reporting period.
Historically Marginalized Wage Equity
This metric is intended to capture detailed information on the governance policies in place, but it does not evaluate these policies. Corporate governance is the system by which corporations (whether businesses or nonprofit) are directed and controlled. The corporate governance structure specifies the distribution of rights and responsibilities among different participants in the corporation such as the boards, managers, shareholders, and other stakeholders, and it spells out the rules and procedures for making decisions on corporate affairs. By doing this, it also provides the structure through which the organization's objectives are set, as well as the means of attaining those objectives and monitoring performance.
Organizations should footnote relevant details about their corporate governance policies and how they are communicated and enforced.
Indicates whether the organization has written corporate governance policies that have been communicated to stakeholders.
Governance Policies
This metric is intended to capture whether the organization has a strategy to engage with its local stakeholder communities. Community engagement strategies involve intentional approaches to align the development priorities of local communities with the goals of the organization. Examples of strategy elements, to footnote, may include: providing deliberate resources (e.g., employee time and skills, in-kind giving, leadership) to community organizations or individuals, providing education and skills training, creating opportunities for employee volunteering and fundraising, contracting to local suppliers, lobbying to strengthen local issues, facilitating discussions with local leaders, integrating the company's community engagement activities into organizational functions, creating institutional policies and incentives for community engagement, and measuring the social impact of the organization's community engagement activities. The strategy may also dictate methods (e.g., memoranda of understanding) for considering, informing, and consulting with existing community groups before implementing organizational activities that affect the community. For example, organizations may assess and take into account existing formal, informal, and historic land-use rights of local communities or Indigenous peoples prior to operations that affect the land. Historical land titles offer one way to evaluate which communities to engage. LandMark (http://www.landmarkmap.org/) provides data on Indigenous and community land rights. In engaging the community, organizations should use a consent process to ensure that the entire community endorses the project and not just a few elite members. Biodiversity conservation projects will often require involving traditional landowners or others from the community who rely on the land. Organizations can refer to the following sources for further guidance on community engagement strategies: - Community Planning Toolkit (http://www.communityplanningtoolkit.org/sites/default/files/Engagement0815.pdf) - International Finance Corporation's Strategic Community Investment: A Good Practice Handbook for Companies Doing Business in Emerging Markets (https://www.ifc.org/wps/wcm/connect/topics_ext_content/ifc_external_corporate_site/sustainability-at-ifc/publications/publications_handbook_communityinvestment__wci__1319576907570) - The Conference Board's The Civic 50: Best Practices in Corporate Community Engagement (https://conference-board.org/publications/Civic-50-Corporate-Communication-Practices) - World Bank's Community Engagement Planning Tool (http://wbi.worldbank.org/sske/resource-library/community-engagement-planning-tool) - World Bank's Participation Sourcebook (http://documents.worldbank.org/curated/en/1996/02/696745/world-bank-participation-sourcebook)
Organizations should footnote relevant details about their community engagement strategy and how it is being implemented. See usage guidance for further information.
Indicates whether the organization implements a strategy to manage its interactions with local communities that are affected by its operations.
Community Engagement Strategy
This metric is intended to capture the average length of time individuals in permanent employment are employed by the organization. Organizations should exclude Temporary Employees (OI9028) from this calculation. To calculate tenure, subtract an employee’s (employment) start date from the earlier of the end date of the reporting period or their termination date during the reporting period. Sum the total number of days across all employees and then average as shown in the calculation. Where applicable, footnote the type of date used as an employment start date in the tenure calculation, such as “immediately upon employment” or “upon satisfactory completion of a probationary period.” In addition to calculation assumptions, organizations are encouraged to footnote any narrative regarding average employee tenure. In some contexts, this metric can be used to measure the duration that a specific outcome lasts for. In those cases, this metric may serve as an indicator for the HOW MUCH Duration dimension of impact. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Average tenure of employees of the organization as of the end of the reporting period.
Average Employee Tenure
This metric is intended to capture the number of founders with an active role in the organization. An active role may include acting in an advisory capacity for key decisions. It need not necessarily require a full-time role at the organization. This metric is multi-dimensional with regard to the five dimensions of impact. It may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of the organization's founders who retain an active role in the company as of the end of the reporting period.
Founders: Total
This metric is intended to capture the number of formal complaints directed to the organization during the reporting period. A formal legal or regulatory complaint includes any complaint levied against the organization by an individual, other organization, or government body due to the organization's violations of rules of any government, regulatory organization, licensing agency, or professional association governing their professional activities and any resulting externalities. Depending on the category in which the organization operates, formal legal and regulatory complaints could be associated with (but not limited to) any of the following: -Bribery or corruption, including violations of the US Foreign Corrupt Practices Act (FCPA) or UK Bribery Act -Data security breaches -Diversity and equal opportunity -Cartel activities, price fixing, or anti-trust activities -Consumer privacy -Environmental violations -Employee safety or workplace conditions -False, deceptive, or unfair advertising -False marketing claims -Federal pipeline and storage regulations -Financial reporting inaccuracies -Labor law violations -Land rights disputes -Libel or slander -Money laundering -Tax evasion Organizations may already report this information elsewhere, such as in their regular financial statements. Additionally, many Ombuds offices, either governmental or organization-specific, collect information regarding complaints. Organizations should consider reporting this metric in conjunction with Value of Fines and Settlements (OI7639).
Organizations should footnote details on the nature of these complaints, how they were identified, the number of complaints that were substantiated, and any corrective actions that were taken to ameliorate them and prevent them from happening in the future. See usage guidance for further information.
Number of formal legal and regulatory complaints received by the organization during the last reporting period.
Number of Legal and Regulatory Complaints
This metric is intended to capture detailed information on a climate resilience strategy in place but does not provide an evaluation of the success with which that strategy is implemented. A Climate Resilience Strategy contains procedures in response to the acknowledgment that climate change may affect the organization's operations, as compared to procedures that describe the organization's effects on climate change. (For the latter, see Greenhouse Gas Emissions Strategy [OI8237]). A Climate Resilience Strategy may include risk management procedures to handle the implications of natural hazards such as fire, wind, water, pest, and disease, as well as adaptation strategies to manage other impacts of climate change.
Organizations should footnote the details of the strategy, how it is being implemented, and how climate resilience is incorporated into risk models. See usage guidance for further information.
Indicates whether the organization implements a strategy to address the effects of climate change on the organization's operations.
Climate Resilience Strategy
This metric is intended to capture the number of unique individuals with disabilities employed by the organization in full-time roles as of the end of the reporting period. This metric excludes Temporary Employees (OI9028). This metric is multi-dimensional with regard to the five dimensions of impact: it may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of paid, full-time employees at the organization with disabilities as of the end of the reporting period.
Full-time Employees: People with Disabilities
This metric is intended to capture whether a committee on the organization’s board of directors oversees social and environmental performance. A board of directors is a group of individuals legally responsible to govern a corporation and responsible to the shareholders and other relevant stakeholders. A governing body with a different name (e.g., "advisory body") may be considered a Board of Directors provided it has a fiduciary and/or social responsibility to shareholders and/or other relevant stakeholders.
Organizations should footnote relevant details about the responsibilities of the social and/or environmental committee.
Indicates whether the organization has a formal board of directors or governing body committee dedicated to social and environmental performance.
Social and Environmental Board Committee
This metric is intended to capture the volume of recycled water used within the organization for any purpose, including but not limited to productive processes (for example, packaging and manufacturing), human consumption, and agricultural purposes. This metric, as well as other metrics calculated using Water Withdrawn (OI0263) and Water Discharged (OI0386), can be used in conjunction with Water Type (OD7536) to describe water consumption in more detail. For further guidance on water uses, see the Alliance for Water Efficiency (http://www.allianceforwaterefficiency.org). In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Volume of recycled water used for the organization's operations during the reporting period.
Water Consumed: Recycled
This metric is intended to capture the number of unique individuals hired by the organization into part-time roles over the course of the last reporting period. This metric excludes Temporary Employees (OI9028). This metric is multi-dimensional with regard to the five dimensions of impact: it may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of paid, part-time employees hired by the organization during the reporting period.
Part-time Employees: Hired
This metric is intended to estimate gender wage equity at an organization. If women and men are paid the same average wage for the same position, the ratio would be 1. This ratio can be calculated based on salaried employees with fixed wages or on employees with variable salaries (such as hourly, daily, weekly, other specified time cycle, or other specified parameter). Organizations should footnote the specific position used in calculating this ratio, including whether the position is a managerial or non-managerial role. Organizations reporting this metric for multiple positions are encouraged to report these various data points for gender wage equity and to specify the position to which each data point corresponds. While this metric helps organizations begin to understand gender wage equity in their operations, organizations are cautioned that other factors may affect the data collected. For example, the average wages reported for this metric may only be meaningful if multiple individuals of both genders have a similar position within the organization. Employee education, experience, and tenure at the organization, among other factors, may also influence wage disparities. In specific contexts, and based on evidence, this metric may serve as a proxy indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Ratio of the average wage paid during the reporting period to female employees of the organization for a specified position compared to the average wage paid during the reporting period to male employees of the organization for the same position.
Gender Wage Equity
This metric is intended to capture details of the organization’s record-keeping system. This metric may track health records systems, as well as records systems in other contexts. In health, and in other fields, organizations are encouraged to allow patients or clients to access information collected about them.
Organization should footnote the details on the records system, including whether information stored is shared with target stakeholders themselves.
Describes the system used by a facility or service for record keeping, including whether it is paper-based or electronic, as of the end of the reporting period.
Records System
This metric is intended to capture the volume of water used within the organization for any purpose, including but not limited to productive processes (for example, packaging and manufacturing), human consumption, and agricultural purposes. This metric, as well as other metrics calculated using Water Withdrawn (OI0263) and Water Discharged (OI0386), can be used in conjunction with Water Type (OD7536) to describe water consumption in more detail. For further guidance on water uses, see the Alliance for Water Efficiency (http://www.allianceforwaterefficiency.org). In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Volume of water used for the organization's operations during the reporting period.
Water Consumed: Total
This metric is intended to capture pre-tax wages and salaries paid to the organization’s full- and part-time employees with disabilities and should include neither benefits nor payroll expenses. This metric should exclude Temporary Employee Wages (OI4202).
Value of wages (including bonuses, excluding benefits) paid to all full- and part-time employees of the organization with disabilities during the reporting period.
Permanent Employee Wages: People with Disabilities
The IRIS catalog differentiates between land that the organization directly controls and land that the organization indirectly controls. This metric is intended to capture the area of land that is under the organization's direct control. Direct control refers to land for which the organization controls land use through direct operation or management, including situations in which the organization's employees cultivate the land directly. Note that land ownership is not always equivalent to control. For example, where land is leased to another entity or individual to cultivate (e.g., a third-party manager), land is only directly controlled if the lease is accompanied by exhaustive criteria for land use. Such land-use criteria are often included in management plans and legal agreements that also incorporate sustainability principles and typically include termination provisions in the event of poor performance. To the extent that the third-party manager must make minimal, ad-hoc, and discretionary land-use decisions that fall outside the scope of the land-use criteria, the land may still be considered directly controlled by the organization. This metric includes crops cultivated through low-till and no-till methods.
Area of land directly controlled by the organization and under cultivation. Report directly controlled land area cultivated during the reporting period.
Land Directly Controlled: Cultivated
This metric is intended to capture the rate at which permanent employees depart voluntarily. Refer to Departed Permanent Employees: Voluntary (OI8431) for additional information. For employees departing the organization involuntarily, organizations can use the metrics Departed Permanent Employees: Involuntary (OI7225) and Employee Involuntary Turnover Rate (OI3989). The average number of permanent employees can be calculated in several ways. One example for organizations reporting on a yearly basis is to calculate the average number of permanent employees on a monthly basis under Permanent Employees: Total (OI8869). Organizations are also encouraged to report this metric in conjunction with Average Employee Tenure (OI2248). In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see specific guidance document. No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Ratio of the number of permanent (full- and part-time) employees who departed voluntarily compared to the average number of permanent (full- and part-time) employees at the organization during the reporting period.
Employee Voluntary Turnover Rate
This metric is intended to capture the value of contributions made with the intent to benefit local communities. This metric is often used by International Financial Institutions (IFIs) to analyze client contributions that are financial in nature. It enables, among other possibilities, the evaluation of contributions for community benefit against total project cost, turnover, profit, or total number of target stakeholders. When establishing a threshold for this comparison, organizations should consider that the level of contributions may need to vary by country, sector, and relevant market of operations. For details on non-financial contributions, refer to Non-Financial Support Offered (PD9681).
Value of payments made by the organization during the reporting period towards activities that benefit local communities.
Value of Community Development Contributions
This metric is intended to provide detailed information on the threatened species policy or policies in place but does not evaluate the success with which that policy is implemented. Threatened species are any species (including animals, plants, and fungi) which are endangered or likely to become endangered within the foreseeable future throughout all or a significant portion of their range. The term “threatened” captures multiple levels of threat to species: vulnerable, endangered, and critically endangered. Organizations should refer to the glossary for more detail on what is classified as a threatened species. In addition to describing policies to protect threatened species, organizations are encouraged to footnote details on the threatened species that reside in terrestrial or aquatic habitats affected by the organization's operations, as determined by risk categories (e.g., vulnerable, endangered, and critically endangered) developed by recognized authorities such as IUCN (www.iucn.org) or CITES (www.cites.org). IUCN’s Red List of Threatened Species provides information about the global extinction risk faced by animal, plant and fungus species, as well as their range, population size, habitat, and conservation measures. CITES provides information on species threatened by international trade. Local endangered species platforms, such as those provided by the U.S. Fish & Wildlife Service, are also available. Species are categorized in these databases according to their degree of extinction, which suggests a corresponding prioritization of conservation measures for species and their habitats. If reported, organizations should use the common name of each included species. Organizations can compare and verify their categorizations against the lists of the authority they reference. Specialized biodiversity measurement approaches such as IUCN’s STAR can identify which impacts threaten species the most. Organizations are encouraged to report this metric in conjunction with Conservation Priority Characteristics (PD9009) and Biodiversity Assessment (OI5929).
Organizations should footnote details of their policies, how the threatened species are being affected and what is being done to protect them, and how organizations determine which habitats are affected by the organization's operations. See usage guidance for further information.
Indicates whether the organization implements policies to protect threatened species that reside in habitats affected by the organization's operations.
Threatened Species Policy
This metric is intended to capture the distance between the highest and lowest wages in the organization. Organizations with operations in many countries are encouraged to report multiple ratios, with each comparing wages of two employees located in the same country. Organizations should footnote details about the types of positions used in calculating this metric. This ratio can be calculated based on salaried employees with fixed wages or on employees with variable salaries (such as hourly, daily, weekly, other specified time cycle, or other specified parameter). In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Organizations should footnote all assumptions used, including details about the two positions used in the calculation. See usage guidance for further information.
Ratio of the wages paid during the reporting period to the highest-compensated full-time employee (including bonus and excluding benefits) compared to the lowest-paid full-time employee.
Wage Equity
This metric is intended to capture the number of unique, individual female managers employed by the organization in full-time roles as of the end of the reporting period. This metric excludes Temporary Employees (OI9028). Organizations can refer to the glossary for additional guidance on defining management. The composition of management varies with an organization’s stage and type, but managers are generally responsible for setting objectives (defining goals for the group and deciding what work must be done to meet those goals), organizing (dividing work into manageable activities and selecting the right people to accomplish them), motivating and communicating (creating a team out of individuals through decisions on pay, promotion, and communications), measuring (establishing targets and interpreting and analyzing performance), and developing people. Organizations are also encouraged to footnote if the number reported for this metric includes any female managers in the following positions: Chief Executive Officer or President, Chief Operating Officer, or Chief Financial Officer. To report in line with 2X Challenge requirements, organizations must disaggregate by number of full-time female employees at the Senior Management level using the 2X definition: C-Suite or equivalent (e.g., Managing Directors, Partners). As titles may vary with organizational size and stage, some judgement is required. This metric is multi-dimensional with regard to the five dimensions of impact: it may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of paid, full-time, female management employees (managers) at the organization as of the end of the reporting period.
Full-time Employees: Female Managers
This metric is intended to capture pre-tax wages and salaries paid to the organization's full-time employees who belong to historically marginalized groups and should include neither benefits nor payroll expenses. This metric should exclude Temporary Employee Wages (OI4202). The categorization of historically marginalized groups varies with location and context. With no internationally agreed-upon definition as to which groups constitute historically marginalized on the basis of race and/or ethnicity, if well-established local policies exist (as in South Africa, with the Broad Based Black Economic Empowerment [BBBEE] definition of historically marginalized, or in India, based on backward caste), organizations should refer to these local guidelines to identify groups historically marginalized on the basis of race and/or ethnicity. Otherwise, and wherever appropriate, organizations should provide additional detail regarding their tailored methodology for defining these groups.
Value of wages (including bonuses and excluding benefits) paid to all full-time employees of the organization during the reporting period who belong to groups historically marginalized on the basis of race and/or ethnicity.
Full-time Wages: Historically Marginalized
This metric is intended to capture the share of healthcare premiums covered for employees, whether covered directly by the organization or by regional governmental programs in the region of operations. Organizations should provide a weighted average by number of employees if the percentage differs among them. Subtracting this percentage from 1 (one) would give the percentage that employees were responsible for covering. In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Percentage of a full-time employee's healthcare premium that is covered by the organization or third parties, based on benefits available to full-time employees as of the end of the reporting period.
Healthcare Benefits Premium Covered
NOTE: This metric will be deprecated in a forthcoming update to the IRIS Catalog of Metrics. Users are advised to instead report Energy Purchased: Total (OI8825), disaggregated by Primary Energy Source (OI3781), all options under Non-Renewable. This metric is intended to capture the amount of non-renewable energy purchased for use by the organization itself. Non-renewable energy sources include coal, natural gas, and crude oil derivatives, among other forms. Organizations may refer to the glossary for additional information. In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Amount of purchased energy consumed by the organization from non-renewable sources during the reporting period.
Energy Purchased: Non-Renewable
NOTE: This metric will be deprecated in a forthcoming update to the IRIS Catalog of Metrics. Users are advised to instead report Energy Generated for Use: Total (OI9624) disaggregated by Primary Energy Source (OI3781), all options under Non-Renewable. This metric is intended to capture the amount of non-renewable energy produced and used by the organization itself. For example, if an organization builds its own natural gas plant and uses this generated energy for its factories, it would report the amount of energy produced and used from that source under this metric. Non-renewable energy sources include coal, natural gas, and crude oil derivatives, among other forms. Organizations may refer to the glossary for additional information. Organizations wishing to report on the amount of renewable energy generated for sale should report Energy Generated for Sale: Renewable (PI5842). In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Amount of energy both generated and consumed by the organization from non-renewable sources during the reporting period.
Energy Generated for Use: Non-Renewable
This metric is intended to capture the total amount of greenhouse gases emitted during the reporting period. To disaggregate by scope (that is, source) of greenhouse gas emissions, organizations are encouraged to report Greenhouse Gas Emissions Scopes (OI5732), which allows for disaggregation by GHG Protocol Scopes 1–3. For tools that may be helpful in calculating this and related metrics, see GHG Protocol Calculators (https://ghgprotocol.org/calculation-tools). Organizations can also report Greenhouse Gas Emissions Strategy (OI8237). This metric should include emissions from both direct and indirect sources. In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Amount of greenhouse gases (GHG) emitted as a result of the organization's operations during the reporting period.
Greenhouse Gas Emissions: Total
This metric is intended to capture the amount of hazardous waste the organization’s operations create during the reporting period, defined as refuse that could present dangers by contaminating and polluting the environment. Hazardous waste requires special disposal techniques to make it harmless or less dangerous. Specific classification of hazardous waste, which organizations should footnote, is typically defined by local legislation. Organizations are also encouraged to footnote the methods employed to ensure that hazardous waste is disposed of responsibly.
Amount of hazardous waste created by the organization's operations during the reporting period.
Waste Produced: Hazardous Waste
This metric is intended to capture whether an organization has implemented an environmental management system. Examples of details on an environmental management system to footnote may include whether there are written policy documents, stated objectives and targets, relevant programming, and periodic auditing and evaluation practices. Organizations can refer to the following sources for further guidance on environmental management systems: - United States Environmental Protection Agency (http://www.epa.gov/ems/) - International Organization for Standardization (http://www.iso.org/iso/home/standards/management-standards/iso14000.htm)
Organizations should footnote relevant details about their environmental management system and how it is being implemented. See usage guidance for further information.
Indicates whether the organization has an environmental management system in place.
Environmental Management System
This metric is intended to capture the number of hours worked by volunteers who are not employees of the organization. Organizations interested in reporting information on employee volunteer hours can refer to Community Service Hours Contributed (OI8429).
Number of hours worked by non-employee volunteers who supported the organization during the reporting period.
Volunteer Hours
This metric is intended to capture how organizations consider diversity and inclusion during hiring and recruiting. Organizations should consider reporting this metric in combination with Fair Career Advancement Policy (OI1150).
Organizations should footnote details about their hiring and recruiting policies, as well as how these policies are being implemented.
Indicates whether the organization has a written employment policy to recruit employees fairly and equally and a system to monitor compliance with this policy.
Fair Hiring/Recruiting Policy
This metric is intended to capture third-party certifications that the organization holds as of the end of the reporting period and that are related to business process and practice. For example, organizations providing healthcare delivery services might hold SafeCare certification, ISO 900 certification, and government accreditation. Organizations wishing to report product-level certifications should report on Product/Service Certifications (PD2756). Since certifications vary by sector (for example, construction, textiles or manufacturing, agribusiness, supply chain development), organizations should disclose the type of certification held, as well as whether the certification is issued by an internationally recognized certifying authority and, if so, which one.
Organization should footnote the details on each certification, including the certification name, certifying body, and date of certification.
Describes the third-party, business process- and practice-related certifications that the organization holds as of the end of the reporting period. See usage guidance for further information.
Operational Certifications
This metric is intended to capture pre-tax wages and salaries paid to the organization's full- and part-time employees who belong to historically marginalized groups and should include neither benefits nor payroll expenses. This metric should exclude Temporary Employee Wages (OI4202). The categorization of historically marginalized groups varies with location and context. With no internationally agreed-upon definition as to which groups constitute historically marginalized on the basis of race and/or ethnicity, if well-established local policies exist (as in South Africa, with the Broad Based Black Economic Empowerment [BBBEE] definition of historically marginalized, or in India, based on backward caste), organizations should refer to these local guidelines to identify groups historically marginalized on the basis of race and/or ethnicity. Otherwise, and wherever appropriate, organizations should provide additional detail regarding their tailored methodology for defining these groups.
Value of wages (including bonuses and excluding benefits) paid to all full- and part-time employees of the organization during the reporting period who belong to groups historically marginalized on the basis of race and/or ethnicity.
Permanent Employee Wages: Historically Marginalized
This metric is intended to capture the overall size of the organization’s board of directors or governing body. A board of directors is a group of individuals legally responsible to govern a corporation and responsible to the shareholders and other relevant stakeholders. A governing body with a different name (e.g., "advisory body") may be considered a Board of Directors provided it has a fiduciary and/or social responsibility to shareholders and/or other relevant stakeholders. This metric is multi-dimensional with regard to the five dimensions of impact. It may help describe the WHO dimension when the stakeholder group represented by the metric is the stakeholder group targeted by the investment or organization. It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of members of the organization's board of directors or other governing body as of the end of the reporting period.
Board of Directors: Total
This metric is intended to capture how much wastewater was safely and hygienically removed from client households or businesses, including wastewater that has both been and not yet been treated. These are administrative data and should come from the service provider (for example, the utility company). Organizations are encouraged to report these data in cubic meters.
Volume of wastewater safely removed from client premises by the organization during the reporting period.
Wastewater Removed
Indicates which sustainable agriculture best practices the organization implemented to maintain and enhance soil health of agricultural lands during the reporting period. Select all that apply: - Application of regionally appropriate soil health improvement practices to maintain or enhance soil fertility and the physical and biological characteristics of soil - Monitoring of those soil health characteristics, including nutrients from different sources, that are necessary to maintain or enhance appropriate nutrient balance and soil health - Development and maintenance of an up-to-date nutrient management program that efficiently uses nutrient inputs and nutrients in the soil and crops to create optimum conditions for production and avoids nutrient loss to water and air - Other (describe) - Undisclosed
This metric is intended to capture the practices the organization employs to support and improve soil health. Good soil health supports multiple positive outcomes, including more nutritious foods and more stable yields. Examples of regionally appropriate soil health improvement practices, to footnote, include low tillage systems, cover cropping, addition of soil amendments, and crop residue usage. This metric aligns with the Leading Harvest (https://www.leadingharvest.org/standard) Performance Measure 2.1 on Soil Health.
Soil Health Practices
This metric is intended to capture the number of grievances that were formally entered into the organization's employee grievance mechanism during the reporting period. This metric does not capture the number of grievances resolved or dismissed during the reporting period, which should be reported under Number of Employee Grievances Resolved (OI9077). To capture whether the organization has an employee grievance and feedback system in general, organizations should use Employee Feedback and Grievance System (OI3601). Organizations are also encouraged to footnote the ownership of the mechanism, the purpose of the mechanism and its relationship to other grievance mechanisms, the organization’s activities that are covered by the mechanism, the intended users of the mechanism, how the mechanism is managed, the process to address and resolve grievances (including how decisions are made), and the effectiveness criteria used (see GRI 103-2). Effective grievance mechanisms should be legitimate, accessible, predictable, equitable, transparent, rights-compatible, and a source of continuous learning (GRI 2018). For operational-level mechanisms to be effective, they should be based on engagement and dialogue. For a description of each of these criteria, see Guiding Principle 31. United Nations (UN), ‘Guiding Principles on Business and Human Rights, Implementing the United Nations “Protect, Respect and Remedy” Framework,’ 2011. This metric may help describe the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. The selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of formal grievances registered by employees of the organization during the reporting period.
Number of Employee Grievances Registered
This metric is intended to capture the average number of hours a vehicle or container spends inactive or waiting (including turnaround and dwell time) during the reporting period. This metric indicates service quality and can be used to capture turnaround time for cargo and passenger vehicles; average waiting time for ships, busses, and trains, and other related measures. Organizations should footnote the specific and relevant context to which their report applies. This metric is often used by International Finance Institutions (IFIs) as part of transportation analysis.
Organizations should footnote all assumptions used, including source of data and specific transportation context.
Average number of hours spent inactive or waiting (inclusive of turnaround and dwell time) by a vehicle or container during the reporting period.
Vehicle/Container Inactive Hours
Describes the demographic groups among founders of the organization, or disaggregates another metric in terms of one or more founder demographic groups. Particular thresholds apply to consider an organization "founded" by members of a demographic group; see usage guidance for further information. Select all that apply: Gender: - 50% or More Female or Gender Non-Binary - Undisclosed - Other Disability Status: - Persons with disabilities - Persons without disabilities - Undisclosed - Other Race/Ethnicity/Minority Status: - 50% or More from Historically Marginalized Groups - Undisclosed - Other Other target populations: - Other (describe)
This metric is intended to capture the basic demographic groups in among an organization's founder(s) who retain an active role at the organization as of the end of the reporting period. An active role may include acting in an advisory capacity for key decisions and does not necessarily require a full-time role at the organization. The thresholds by group follow these sources: - Gender: 50% female or gender non-binary, following the 2X Challenge criteria (https://www.2xchallenge.org/criteria) as interpreted by the Joint Impact Indicators. - Race/Ethnicity: 50% from a historically marginalized groups, by analogue to Gender. This disaggregation, applied to another metric, is intended to capture the share of that metric which relates to the selected demographic groups among founders. For example, when applied to Client Organizations (PI9652), this disaggregation would capture the number of client organizations founded by members of the selected demographic group(s). Founders should self-report their own demographic data to ensure accuracy, particularly for race and gender. Organizations should not assume gender for an individual and should protect vulnerable individuals in the LGBTQIA+ spectrum by reporting these data anonymously and in aggregate. Given that transwomen are women and transmen are men, this metric does not create separate segmentations for those groups. However, organizations are encouraged to create additional groupings using the write-in option as needed to capture those lived experiences that are helpful in understanding equity in outcomes.
Founder Demographics
This metric is intended to capture the organization’s improvement of existing market linkages or acquisition of new kinds of forward or backward market linkages to expand market access. Forward and backward refer to upstream and downstream supply-chain linkages rather than commodities contracts. Examples of forward linkages include the sale of value-added goods and services to other firms or customers, such as the supply of fertilizers by manufacturing companies to agricultural firms, while backward linkages include the purchase of inputs from suppliers and service providers, such as sourcing raw materials for manufacturing or agro-processing. “Improved” refers to those linkages that the organization believes will add value to its market expansion, whether caused by improvements in technology use or by cheaper or faster service delivery. Linkages may be developed through licensing agreements, new domestic supplier sources, or international sourcing and distribution, among other means. This metric differs from Business Innovation (OI4718), which is intended to track the organization’s development of innovative products and services. International Finance Institutions (IFIs) often use this metric as part of their analysis of private sector development.
Describes whether the organization improved existing market linkages or engaged new or additional forward or backward market linkages, including through its own integration, during the reporting period.
Market Linkages Improved or Expanded
This metric is intended to capture the basic demographic groups in an organization's leadership. The thresholds by group follow these sources: - Gender: 30% female or gender non-binary in senior leadership (C-suite) or on the Board or Investment Committee, following the 2X Challenge criteria (https://www.2xchallenge.org/criteria). This disaggregation, applied to another metric, is intended to capture the share of that metric which relates to the selected demographic groups in leadership. For example, when applied to Client Organizations (PI9652), this disaggregation would capture the number of client organizations with leadership in the selected demographic group(s). Individuals in leadership should self-report their own demographic data to ensure accuracy, particularly for race and gender. Organizations should not assume gender for an individual and should protect vulnerable individuals in the LGBTQIA+ spectrum by reporting these data anonymously and in aggregate. Given that transwomen are women and transmen are men, this metric does not create separate segmentations for those groups. However, organizations are encouraged to create additional groupings using the write-in option as needed to capture those lived experiences that are helpful in understanding equity in outcomes.
Describes the demographic groups in leadership of the organization, or disaggregates another metric in terms of one or more demographic groups in leadership. Partic ular thresholds apply to consider an organization "led" by members of a demographic group; see usage guidance for further information. Select all that apply: Gender: - 30% of Greater Female or Gender Non-Binary - Undisclosed - Other Disability Status: - Persons with disabilities - Persons without disabilities - Undisclosed - Other Race/Ethnicity/Minority Status: - Historically marginalized groups - Dominant culture populations - Undisclosed - Other Other target populations: - Other (describe)
Leadership Demographics
This metric is intended to capture the volume of traffic in a particular market or context, expressed as the average number of vehicles using an urban road per day over the course of a year. Organizations may also choose to report average traffic for other periods of time (e.g., traffic per month). Traffic on a road, particularly over time, serves as a proxy for the qualitative contribution of new transportation infrastructure to economic activity. Providers of GPS traffic data frequently offer traffic counts by side of road, day of week, and time of day. International Finance Institutions (IFIs) often use this metric as part of transportation analysis. If toll roads are not part of a project, this metric is not a good indicator of impact performance, unless the corresponding transport or transit agency monitors traffic congestion.
Average number of vehicles per day using an urban road over the course of a year.
Average Daily Traffic
This metric is intended to capture the amount of water discharged by the organization to any source and for any purpose during the reporting period. This metric is sourced from GRI's Disclosure 303 and may be combined with Water Type (OD7536) to describe to where water was discharged in greater detail. In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see specific guidance document. No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Volume of effluents, used water, and unused water released, during the reporting period, to surface water, groundwater, seawater, or a third party and for which the organization has no further use.
Water Discharged
This metric is intended to capture the amount of water withdrawn by the organization from any source and for any purpose during the reporting period. This metric aligns with GRI's Disclosure 303 and may be combined with Water Type (OD7536) to describe in greater detail from where water was withdrawn. In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Volume of all water drawn from surface water, groundwater, seawater, or a third party for any use by the organization during the reporting period.
Water Withdrawn
This metric is intended to capture the number of employees who received a regular, routine performance and career development review during the reporting period. To qualify under this metric, reviews must be based on clear criteria understood by both the manager and employee, must occur with adequate notice to the employee, and must occur at least once per year. A review may—but is not required to—include an evaluation by the employee’s direct superior, their peers, a wider range of employees, or the human resources department, as well as the employee's own reflections on their quality of work. This metric is sourced from Disclosure 404-3 in GRI 404: Training and Education 2016: Percentage of employees receiving regular performance and career development reviews. Regular performance reviews support the professional development of employees, contribute to skills management, and build human capital within the organization. Such reviews can also increase employee satisfaction, which can improve organizational performance. This metric may help describe the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. The selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Number of permanent and temporary workers who received a routine and regular performance and career development review during the reporting period.
Employees Receiving Regular Performance and Career Development Reviews
Describes what type of financial institution the organization is, if applicable. Select all that apply: - Community Action Agency (CAA) - Community Development Financial Institution (CDFI) - Credit Union/Cooperative - Loan Fund, including microenterprise fund or Multibank Community Development Corporation (CDC) - Non-Banking Financial Institution/Non-Banking Financial Corporation (NBFI/NBFC) - Non-Profit/Non-Governmental Organization, including Community Development Corporation (CDCs) - Rural Bank - Thrift, Bank, Bank Holding Company - Venture Capital Fund - Other
This metric is intended to capture organizations’ type(s) of financial institution in a standardized format. Organizations fitting more than one category should select multiple response options.
Organizations should footnote their type of financial institution if they select “Other.”
Type of Financial Institution
Describes the client model of the organization. Select all that apply: - Business-to-Business (B2B) - Business-to-Consumer (B2C) - Business-to-Government (B2G) - Peer-to-Peer (P2P)
This metric is intended to capture the type of relationship between the organization and its clients. In a Business-to-Business client model, the organization sells its goods or services to other businesses, formally or informally. In a Business-to-Consumer client model, the organization sells its goods or services to end consumers, whether individuals, households, or communities. In a Business-to-Government client model, the organization sells or provides its goods or services to government agencies. In a Peer-to-Peer client model, the organization matches client individuals with services to offer to other client individuals who could use that service. For example, the organization may provide an online platform or other means of facilitating such transactions between clients.
Organizations should footnote a detailed description about how it reaches its clients.
Client Model
This metric is intended to capture the relationships that link the organization to its intended stakeholders. Organizations are encouraged to report on this metric in conjunction with Target Stakeholders (OD7212). When reporting against this metric, organizations should qualitatively describe the relationship between their activities and their target stakeholders, as indicated under Target Stakeholders (OD7212), focusing primarily on the number and types of intermediaries. For example, an organization manufacturing solar lanterns and distributing them through a network of distributors might respond: "We target clients and distributors as our stakeholders. The end users of the solar lanterns (clients) benefit from gaining access to clean electricity and light, and the distributors/retailers of the solar lanterns benefit by having jobs and income." An organization that procures produce from farmers might respond: "The smallholder farmers that supply the mangoes to the organization to produce mango juice are our target stakeholders. A portion of the mangoes are purchased directly from farmers, and the remaining mangoes are purchased from a local cooperative which purchases directly from farmers."
Describes the relationship between the organization and its target stakeholders.
Relationship to Target Stakeholders
This metric is intended to capture the primary website address (URL) where the organization offers public-facing information about itself.
Web address (URL) of the organization.
Organization Web Address
Describes the type of water withdrawn, consumed, or discharged as a result of investments made by the organization during the reporting period. Choose all that apply: - Rainwater - Recycled Water - Groundwater - Surface Water - Seawater - Third Party: Municipal - Third Party: Wastewater - Other (describe)
This metric is intended to capture the type of water (for example, groundwater, industrial water, or surface water) withdrawn, consumed, or discharged during the reporting period. Specifically, this metric is intended to support the disaggregation of Water Withdrawn (OI0263), Water Discharged (OI0386), and Water Consumed: Total (OI1697) by type of water. For further guidance on water types, see the IRIS+ glossary.
Water Type
Describes which entities the organization seeks to benefit through its products, services, and operations as of the end of the reporting period. Choose all that apply: - Planet - Suppliers - Employees - Distributors - Clients (for example, students, patients, residents, or smallholders) - Microenterprises - Small and medium-sized enterprises (SMEs) - Other
This metric is intended to capture the target stakeholders of the organization's activities, including the intended recipients of the organization's products, services, and operations. Organizations can benefit people and planet throughout their supply and distribution chains, in their provision of products or services, and through their operations. Some examples follow: - An organization that produces wind power from wind farms, mitigating climate change, could indicate the planet as its target stakeholder. - An organization buying mangoes from co-operatives that source from smallholder farmers could indicate suppliers as its target stakeholder. - An organization that recruits, trains, and employs chronically underemployed populations could indicate employees as its target stakeholder. - An organization engaging women in poor rural areas as distributors of its products and services could indicate distributors as its target stakeholder. - An organization manufacturing and selling water purification tablets could indicate clients as its target stakeholder. Organizations are encouraged to report IRIS metrics related to numbers reached and other key performance indicators (KPIs). For instance, the example organization above that buys mangoes might also report Supplier Individuals: Smallholder (PI9991) and Payments to Supplier Individuals: Smallholder (PI7852). Organizations are also encouraged to report this metric in conjunction with Relationship to Target Stakeholders (OD7900). For planet-related stakeholders, organizations are encouraged to use this metric in conjunction with Target Stakeholder Ecoregion (PD2854), Target Stakeholder Setting (PD6384), Target Area Protected Status (PD1676), and Target Stakeholder Geography (PD6424). This metric may help describe the WHO dimension of impact, which details which stakeholders the investment or enterprise aims to reach with the outcome. This metric may also help clarify how underserved they were prior to the investment. For more on the alignment of IRIS metrics to the five dimensions of impact, refer to the IRIS+ guidance document: IRIS+ and the Five Dimensions of Impact. No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Target Stakeholders
This metric is intended to capture the end point of the time period for which reported data applies. This metric should be used in conjunction with Report Start Date (OD6951).
Organizations should separately footnote the day, month, and year of the reporting period end date.
End date of the reporting period for which the organization is providing data.
Report End Date
This metric is intended to capture the starting point of the time period for which reported data applies. This metric should be used in conjunction with Report End Date (OD7111).
Organizations should separately footnote the day, month, and year of the reporting period start date.
Start date of the reporting period for which the organization is providing data.
Report Start Date
This metric is intended to capture the organization’s headquarters location. The term “headquarters” denotes the location where most, if not all, of the important functions of an organization are coordinated. Organizations are encouraged to include the full address of the headquarters including Street Name and Number, District/City, Postal Code, and Country.
Address of the organization's legally incorporated headquarters.
Location of Organization's Headquarters
This metric is intended to capture the volume of water that runs off (flows over without being absorbed by) land indirectly or directly controlled by the organization during the reporting period. Organizations may use modeling tools to calculate the volume of stormwater runoff. For small sites, the U.S. EPA's National Stormwater Calculator (https://www.epa.gov/water-research/national-stormwater-calculator) and the Green Values National Stormwater Management Calculator (https://greenvalues.cnt.org/national/calculator.php) may be useful. For larger sites, the U.S. EPA's Storm Water Management Model (SWMM; https://www.epa.gov/water-research/storm-water-management-model-swmm) or HydroCAD (https://www.hydrocad.net) may be useful.
Organizations should footnote all assumptions used, including which tools or methodologies were used to measure stormwater runoff.
Volume of water generated from rain and snowmelt flowing over (that is, without soaking into the ground) land indirectly or directly controlled by the organization during the reporting period.
Stormwater Runoff
This metric is intended to capture the organization’s theory of change. A theory of change (also referred to as a Theory of Value Creation or Logic Model) expresses the sequence of cause-and-effect actions or occurrences by which organizational and financial resources are hypothesized to convert into the desired social and environmental results. It provides a conceptual roadmap for how an organization expects to achieve its intended impact. Often displayed in a diagram, many theories of change can be expressed as a series of if–then statements, specifying what the organization does and the expected results of each activity. A framework built around the concepts of activities, inputs, outputs, outcomes, and impacts is called a Logic Model or Impact Value Chain. Organizations can refer to the glossary for additional information and resources. Wherever possible, organizations’ theories of change should refer to relevant IRIS metrics. Organizations are encouraged to footnote information on the defined outcomes they seek to achieve for their targeted stakeholders (e.g., clients, employees, distributors, suppliers, and/or the environment). Defined outcomes include specific targets that can be measured. Many are based on existing literature. Organizations are encouraged to footnote information on the evidence base that substantiates the logic chain linking outputs to defined outcomes. This evidence base might include credible secondary research, randomized control trials (RCT), longitudinal studies, primary research (such as customer surveys or stakeholder feedback forums), and qualitative interviews or case studies. For example, an organization that provides training to and sources from smallholder farmers might only report on the number of farmers trained (Individuals Trained: Total [PI2998]), the number of smallholder farmers sourced from (Supplier Individuals: Smallholder [PI9991]), and the total payments made to those farmers (Payments to Supplier Individuals: Smallholder [PI7852]). However, its theory of change might describe how these outputs lead to outcomes, such as helping farmers build larger and more productive farms, and impacts, such as improved livelihoods, pointing to external research that supports this connection.
Organizations should footnote relevant details about their theory of change and whether it is publicly disseminated. See usage guidance for further information.
Describes the theory of change of the organization.
Theory of Change
This metric is intended to capture the organization’s general categories of business operations.
Organizations should footnote a detailed description of their operational model.
Describes the operational model of the organization. Select all that apply: - Production/Manufacturing: Production and/or manufacturing of goods (e.g., farming, construction, manufacturing) - Processing/Packaging: Processing and/or packaging of goods (can include both raw materials, such as wheat, and secondary materials/goods, such as baked bread) - Distribution: Delivery of goods or services to target customers, whether by traditional transport (e.g., vehicle, rail, air) or infrastructure (e.g., electric grid operator) - Wholesale/Retail: Intermediary organization that purchases goods and sells them to new target customers - Services: Services such as education, health, communications, transportation, and social services, excluding financial services - Financial Services: Financial products and services - Other (write-in)
Operational Model
Describes the social impact objectives pursued by the organization. Select all that apply: Agriculture—Food Security: - Increasing Access to Agricultural Training and Information - Increasing Access to and Use of Products and Services for Agricultural Risk Mitigation - Increasing Access to Better, Stable Pricing of Agricultural Products - Increasing Farm Profitability - Increasing Financial Health of Farmers - Increasing Food Security through Smallholder Farms - Mitigating Climate Change through Sustainable Agriculture Agriculture—Smallholder Agriculture: - Improving Agricultural Water Use Practices - Improving Rural Economies through Financial Inclusion - Increasing Access to Agricultural Training and Information - Increasing Access to and Use of Products and Services for Agricultural Risk Mitigation - Increasing Access to and Use of Quality Agricultural Inputs - Increasing Access to Better, Stable Pricing of Agricultural Products - Increasing Farm Profitability - Increasing Financial Health of Farmers - Increasing Food Security through Smallholder Farms - Increasing the Sustainability of Non-Wood Forest Products - Mitigating Climate Change through Sustainable Agriculture Agriculture—Sustainable Agriculture: - Conserving River Flows for Nature and People - Improving Agricultural Water Use Practices - Mitigating Climate Change through Sustainable Agriculture Agriculture—Other (describe) Air—Clean Air: - Mitigating Carbon Emissions from Forestry and Land Use - Mitigating Climate Change through Carbon Capture and Sequestration - Mitigating Climate Change through Clean Electricity and Heat Production - Mitigating Climate Change through Clean Mobility - Mitigating Climate Change through Sustainable Manufacturing Air—Other (describe) Biodiversity and Ecosystems—Biodiversity & Ecosystem Conservation: - Conserving River Flows for Nature and People - Improving Agricultural Water Use Practices - Improving Biodiversity by Reducing Impacts from Salt- and Freshwater Aquaculture and Fisheries - Improving Biodiversity through Marine Ecosystem Conservation and Restoration - Improving Biodiversity through Nature-Based Solutions and Green Infrastructure - Improving Biodiversity through Terrestrial Ecosystem Protection and Restoration - Improving Water Quality Through Source Water Protection - Increasing the Sustainability of Wood and Wood-Based Products Biodiversity and Ecosystems—Other (describe) Climate—Climate Change Mitigation: - Improving Sustainability of Industrial and Municipal Water Practices - Improving WASH through Water Infrastructure and Management - Increasing the Sustainability of Wood and Wood-Based Products - Mitigating Carbon Emissions from Forestry and Land Use - Mitigating Climate Change through Carbon Capture and Sequestration - Mitigating Climate Change through Clean Electricity and Heat Production - Mitigating Climate Change through Clean Mobility - Mitigating Climate Change through Sustainable Agriculture - Mitigating Climate Change through Sustainable Manufacturing Climate—Climate Resilience and Adaptation: - Improving Job Skills for the Future - Improving WASH through Water Infrastructure and Management Climate—Other (describe) Diversity and Inclusion—Gender Lens: - Improving Earnings and Wealth Through Employment and Entrepreneurship (Particularly for Disadvantaged and Excluded Groups) - Improving Equitable Access to Education and Learning for All - Improving Rights, Respect, and Cooperation in the Workplace - Increasing Gender Equality through Financial Inclusion - Increasing Job Security and Stability for Workers in Precarious Employment - Reducing Gender Inequities in Governance, Leadership, and Ownership - Reducing Gender Inequities in Pay - Reducing Gender Inequities in Workplace Conditions - Reducing Gender Inequities through Tailored Products and Services Diversity and Inclusion—Racial Equity: - Improving Earnings and Wealth Through Employment and Entrepreneurship (Particularly for Disadvantaged and Excluded Groups) - Improving Rights, Respect, and Cooperation in the Workplace - Increasing Inclusive Capital to Create Equitable Outcomes for Communities of Color (Justice) - Increasing Job Security and Stability for Workers in Precarious Employment - Shifting Power by Addressing Racial Bias and Ensuring Equitable Representation and Decision-Making - Shifting the Perception of Risk through Equitable Deal Sourcing, Due Diligence, and Terms Diversity and Inclusion—Other (describe) Education—Access to Quality Education: - Improving Access to Education for Children in Crisis and Conflict-Affected Environments - Improving Early Childhood Care and Education - Improving Equitable Access to Education and Learning for All - Improving Job Skills for the Future - Improving the Quality of Teaching and Learning Environments - Improving The Successful Transition of Youth into the Workforce and Society - Improving the Transparency and Accountability of Education Management Systems Education—Other (describe) Employment—Quality Jobs: - Improving Earnings and Wealth Through Employment and Entrepreneurship (Particularly for Disadvantaged and Excluded Groups) - Improving Health and Well-Being Across the Workforce - Improving Job Skills for the Future - Improving Rights, Respect, and Cooperation in the Workplace - Increasing Job Security and Stability for Workers in Precarious Employment Employment—Other (describe) Energy—Clean Energy: - Improving Access to Clean Energy for Underserved Communities - Increasing Availability of Clean Energy through Improved Transmission and Distribution Infrastructure - Increasing Clean Energy Generation through Low- and Zero-Carbon Alternatives - Increasing Clean Energy Storage Capacity through Improved Batteries and Other Technologies - Mitigating Climate Change through Clean Electricity and Heat Production - Mitigating Climate Change through Clean Mobility Energy—Energy Access: - Improving Energy Alternatives for Cooking - Improving Energy Alternatives for Healthcare - Improving Energy for Connectivity - Improving Lighting for Business - Improving Lighting for Homes - Mitigating Climate Change through Clean Electricity and Heat Production - Reducing Harmful Emissions from Small-Scale Energy Sources Energy—Energy Efficiency: - Improving Sustainability of Industrial and Municipal Water Practices - Mitigating Climate Change through Clean Electricity and Heat Production - Mitigating Climate Change through Clean Mobility - Mitigating Climate Change through Sustainable Manufacturing Energy—Other (describe) Financial Services—Financial Inclusion: - Improving Access to and Use of Responsible Financial Services for Historically Underserved Populations - Improving Access to WASH Through Affordable Household Financing - Improving Earnings and Wealth Through Employment and Entrepreneurship (Particularly for Disadvantaged and Excluded Groups) - Improving Financial Health - Improving Rural Economies through Financial Inclusion - Increasing Access to and Use of Products and Services for Agricultural Risk Mitigation - Increasing Access to Non-Sewered Sanitation Services - Increasing Access to Sewered Sanitation Services - Increasing Farm Profitability - Increasing Financial Health of Farmers - Increasing Gender Equality through Financial Inclusion - Supporting Decent Jobs and Fostering Economic Development Financial Services—Other (describe) Health—Access to Quality Health Care: - Improving Data for Health Systems Policy and Decision-Making - Improving Early Childhood Care and Education - Improving Energy Alternatives for Healthcare - Improving Health and Well-Being Across the Workforce - Improving WASH through Water Infrastructure and Management - Increasing Access to Essential Medicines, Medical Supplies, and Devices - Increasing Access to Medical Diagnostics - Increasing Consistent Supply of Essential Services and Products - Reducing Financial Barriers to Health Services Health—Nutrition Health—Other (describe) Infrastructure—Resilient Infrastructure: - Reducing Flood Risk and Stormwater Impacts through Green Infrastructure Infrastructure—Other (describe) Land—Natural Resources Conservation: - Improving Agricultural Water Use Practices - Improving Water Quality Through Source Water Protection Land—Sustainable Forestry: - Increasing the Sustainability of Local Economies and Communities through Forestry and Land Use - Increasing the Sustainability of Non-Wood Forest Products - Increasing the Sustainability of Wood and Wood-Based Products - Mitigating Carbon Emissions from Forestry and Land Use Land—Sustainable Land Management: - Improving Sustainability of Industrial and Municipal Water Practices Land—Other (describe) Oceans & Coastal Zones—Marine Resource Conservation and Management: - Improving Water Quality Through Source Water Protection Oceans & Coastal Zones—Other (describe) Pollution—Pollution Prevention: - Improving Sustainability of Industrial and Municipal Water Practices - Mitigating Carbon Emissions from Forestry and Land Use - Reducing Harmful Emissions from Small-Scale Energy Sources Pollution—Other (describe) Real Estate—Affordable Quality Housing: - Improving Housing Quality - Increasing Residential Stability - Increasing Housing Affordability - Increasing Access to Supportive Services through Housing Real Estate—Green Buildings Real Estate—Other (describe) Waste—Waste Management: - Improving Sustainability of Industrial and Municipal Water Practices Waste—Other (describe) Water—Sustainable Water Management: - Conserving River Flows for Nature and People - Improving Access to WASH Through Affordable Household Financing - Improving Agricultural Water Use Practices - Improving Sustainability of Industrial and Municipal Water Practices - Improving WASH through Water Infrastructure and Management - Improving Water Quality Through Source Water Protection - Increasing Access to Non-Sewered Sanitation Services - Increasing Access to Sewered Sanitation Services - Reducing Flood Risk and Stormwater Impacts Through Green Infrastructure Water—Water, Sanitation, and Hygiene (WASH): - Conserving River Flows for Nature and People - Improving Access to WASH in Schools and Healthcare Centers - Improving Access to WASH Through Affordable Household Financing - Improving Sustainability of Industrial and Municipal Water Practices - Improving WASH through Water Infrastructure and Management - Increasing Access to Non-Sewered Sanitation Services - Increasing Access to Sewered Sanitation Services Water—Other (describe)
This metric is intended to capture an organization’s social impact objectives in the standardized format of the IRIS+ thematic taxonomy. It does not capture how well organizations achieve or manage against these impact objectives. Organizations are encouraged to report this metric in conjunction with Theory of Change (OD6350) and Social and Environmental Targets (OD4091) in order to provide supporting details on their activities, inputs, outputs, outcomes, and impacts in pursuit of these objectives. Organizations pursuing environmental impact objectives as well are encouraged to report Environmental Impact Objectives (OD4108).
Organizations should footnote how their operations and/or products/services pursue the selected objectives. See usage guidance for further information.
Social Impact Objectives
This metric is intended to capture the currency in which the organization makes a report. For example, if reporting Sales Revenue (PI1775) for two crops in different countries, one measured in West African CFA Franc and the other measured in USD, the organization should report this metric separately for each crop.
Organizations should footnote the currency or currencies for each product/service for which data is being reported. See usage guidance for further information.
The national currency used to report currency figures in this IRIS report. Indicate based on the International Organization for Standardization (ISO) Currency List. Select from the options in the Reference List tab.
Reporting Currency
This metric is intended to capture a widely recognized name for the organization, such as its legal name.
Name of the organization.
Name of Organization
This metric is intended to capture whether or not the organization specifically works to advance women’s careers. To report against 2X Challenge requirements, organizations must report this metric in combination with one or more of the following metrics that detail which initiatives are in place: Diverse Representation Policy (OI9485), Flexible Work Arrangements (OI7983), Sexual Harassment Policy (OI9088), Employment Benefits (OI2742), Fair Compensation Policy (OI3819), Fair Career Advancement Policy (OI4884), or Anti-Discrimination Policy (OI9331). To qualify under the 2X criteria, additional metric(s) must have specific benefits for women and must exceed compliance with local regulations and standards in the local context.
Indicates whether the organization has an initiative in place to advance women in their workforce.
Women's Career Advancement Initiative
Describes the environmental impact objectives pursued by the organization. Select all that apply: Agriculture—Food Security: - Increasing Access to Agricultural Training and Information - Increasing Access to and Use of Products and Services for Agricultural Risk Mitigation - Increasing Access to Better, Stable Pricing of Agricultural Products - Increasing Farm Profitability - Increasing Financial Health of Farmers - Increasing Food Security through Smallholder Farms - Mitigating Climate Change through Sustainable Agriculture Agriculture—Smallholder Agriculture: - Improving Agricultural Water Use Practices - Improving Rural Economies through Financial Inclusion - Increasing Access to Agricultural Training and Information - Increasing Access to and Use of Products and Services for Agricultural Risk Mitigation - Increasing Access to and Use of Quality Agricultural Inputs - Increasing Access to Better, Stable Pricing of Agricultural Products - Increasing Farm Profitability - Increasing Financial Health of Farmers - Increasing Food Security through Smallholder Farms - Increasing the Sustainability of Non-Wood Forest Products - Mitigating Climate Change through Sustainable Agriculture Agriculture—Sustainable Agriculture: - Conserving River Flows for Nature and People - Improving Agricultural Water Use Practices - Mitigating Climate Change through Sustainable Agriculture Agriculture—Other (describe) Air—Clean Air: - Mitigating Carbon Emissions from Forestry and Land Use - Mitigating Climate Change through Carbon Capture and Sequestration - Mitigating Climate Change through Clean Electricity and Heat Production - Mitigating Climate Change through Clean Mobility - Mitigating Climate Change through Sustainable Manufacturing Air—Other (describe) Biodiversity and Ecosystems—Biodiversity & Ecosystem Conservation: - Conserving River Flows for Nature and People - Improving Agricultural Water Use Practices - Improving Biodiversity by Reducing Impacts from Salt- and Freshwater Aquaculture and Fisheries - Improving Biodiversity through Marine Ecosystem Conservation and Restoration - Improving Biodiversity through Nature-Based Solutions and Green Infrastructure - Improving Biodiversity through Terrestrial Ecosystem Protection and Restoration - Improving Water Quality Through Source Water Protection - Increasing the Sustainability of Wood and Wood-Based Products Biodiversity and Ecosystems—Other (describe) Climate—Climate Change Mitigation: - Improving Sustainability of Industrial and Municipal Water Practices - Improving WASH through Water Infrastructure and Management - Increasing the Sustainability of Wood and Wood-Based Products - Mitigating Carbon Emissions from Forestry and Land Use - Mitigating Climate Change through Carbon Capture and Sequestration - Mitigating Climate Change through Clean Electricity and Heat Production - Mitigating Climate Change through Clean Mobility - Mitigating Climate Change through Sustainable Agriculture - Mitigating Climate Change through Sustainable Manufacturing Climate—Climate Resilience and Adaptation: - Improving Job Skills for the Future - Improving WASH through Water Infrastructure and Management Climate—Other (describe) Diversity and Inclusion—Gender Lens: - Improving Earnings and Wealth Through Employment and Entrepreneurship (Particularly for Disadvantaged and Excluded Groups) - Improving Equitable Access to Education and Learning for All - Improving Rights, Respect, and Cooperation in the Workplace - Increasing Gender Equality through Financial Inclusion - Increasing Job Security and Stability for Workers in Precarious Employment - Reducing Gender Inequities in Governance, Leadership, and Ownership - Reducing Gender Inequities in Pay - Reducing Gender Inequities in Workplace Conditions - Reducing Gender Inequities through Tailored Products and Services Diversity and Inclusion—Racial Equity: - Improving Earnings and Wealth Through Employment and Entrepreneurship (Particularly for Disadvantaged and Excluded Groups) - Improving Rights, Respect, and Cooperation in the Workplace - Increasing Inclusive Capital to Create Equitable Outcomes for Communities of Color (Justice) - Increasing Job Security and Stability for Workers in Precarious Employment - Shifting Power by Addressing Racial Bias and Ensuring Equitable Representation and Decision-Making - Shifting the Perception of Risk through Equitable Deal Sourcing, Due Diligence, and Terms Diversity and Inclusion—Other (describe) Education—Access to Quality Education: - Improving Access to Education for Children in Crisis and Conflict-Affected Environments - Improving Early Childhood Care and Education - Improving Equitable Access to Education and Learning for All - Improving Job Skills for the Future - Improving the Quality of Teaching and Learning Environments - Improving The Successful Transition of Youth into the Workforce and Society - Improving the Transparency and Accountability of Education Management Systems Education—Other (describe) Employment—Quality Jobs: - Improving Earnings and Wealth Through Employment and Entrepreneurship (Particularly for Disadvantaged and Excluded Groups) - Improving Health and Well-Being Across the Workforce - Improving Job Skills for the Future - Improving Rights, Respect, and Cooperation in the Workplace - Increasing Job Security and Stability for Workers in Precarious Employment Employment—Other (describe) Energy—Clean Energy: - Improving Access to Clean Energy for Underserved Communities - Increasing Availability of Clean Energy through Improved Transmission and Distribution Infrastructure - Increasing Clean Energy Generation through Low- and Zero-Carbon Alternatives - Increasing Clean Energy Storage Capacity through Improved Batteries and Other Technologies - Mitigating Climate Change through Clean Electricity and Heat Production - Mitigating Climate Change through Clean Mobility Energy—Energy Access: - Improving Energy Alternatives for Cooking - Improving Energy Alternatives for Healthcare - Improving Energy for Connectivity - Improving Lighting for Business - Improving Lighting for Homes - Mitigating Climate Change through Clean Electricity and Heat Production - Reducing Harmful Emissions from Small-Scale Energy Sources Energy—Energy Efficiency: - Improving Sustainability of Industrial and Municipal Water Practices - Mitigating Climate Change through Clean Electricity and Heat Production - Mitigating Climate Change through Clean Mobility - Mitigating Climate Change through Sustainable Manufacturing Energy—Other (describe) Financial Services—Financial Inclusion: - Improving Access to and Use of Responsible Financial Services for Historically Underserved Populations - Improving Access to WASH Through Affordable Household Financing - Improving Earnings and Wealth Through Employment and Entrepreneurship (Particularly for Disadvantaged and Excluded Groups) - Improving Financial Health - Improving Rural Economies through Financial Inclusion - Increasing Access to and Use of Products and Services for Agricultural Risk Mitigation - Increasing Access to Non-Sewered Sanitation Services - Increasing Access to Sewered Sanitation Services - Increasing Farm Profitability - Increasing Financial Health of Farmers - Increasing Gender Equality through Financial Inclusion - Supporting Decent Jobs and Fostering Economic Development Financial Services—Other (describe) Health—Access to Quality Health Care: - Improving Data for Health Systems Policy and Decision-Making - Improving Early Childhood Care and Education - Improving Energy Alternatives for Healthcare - Improving Health and Well-Being Across the Workforce - Improving WASH through Water Infrastructure and Management - Increasing Access to Essential Medicines, Medical Supplies, and Devices - Increasing Access to Medical Diagnostics - Increasing Consistent Supply of Essential Services and Products - Reducing Financial Barriers to Health Services Health—Nutrition Health—Other (describe) Infrastructure—Resilient Infrastructure: - Reducing Flood Risk and Stormwater Impacts through Green Infrastructure Infrastructure—Other (describe) Land—Natural Resources Conservation: - Improving Agricultural Water Use Practices - Improving Water Quality Through Source Water Protection Land—Sustainable Forestry: - Increasing the Sustainability of Local Economies and Communities through Forestry and Land Use - Increasing the Sustainability of Non-Wood Forest Products - Increasing the Sustainability of Wood and Wood-Based Products - Mitigating Carbon Emissions from Forestry and Land Use Land—Sustainable Land Management: - Improving Sustainability of Industrial and Municipal Water Practices Land—Other (describe) Oceans & Coastal Zones—Marine Resource Conservation and Management: - Improving Water Quality Through Source Water Protection Oceans & Coastal Zones—Other (describe) Pollution—Pollution Prevention: - Improving Sustainability of Industrial and Municipal Water Practices - Mitigating Carbon Emissions from Forestry and Land Use - Reducing Harmful Emissions from Small-Scale Energy Sources Pollution—Other (describe) Real Estate—Affordable Quality Housing: - Improving Housing Quality - Increasing Residential Stability - Increasing Housing Affordability - Increasing Access to Supportive Services through Housing Real Estate—Green Buildings Real Estate—Other (describe) Waste—Waste Management: - Improving Sustainability of Industrial and Municipal Water Practices Waste—Other (describe) Water—Sustainable Water Management: - Conserving River Flows for Nature and People - Improving Access to WASH Through Affordable Household Financing - Improving Agricultural Water Use Practices - Improving Sustainability of Industrial and Municipal Water Practices - Improving WASH through Water Infrastructure and Management - Improving Water Quality Through Source Water Protection - Increasing Access to Non-Sewered Sanitation Services - Increasing Access to Sewered Sanitation Services - Reducing Flood Risk and Stormwater Impacts Through Green Infrastructure Water—Water, Sanitation, and Hygiene (WASH): - Conserving River Flows for Nature and People - Improving Access to WASH in Schools and Healthcare Centers - Improving Access to WASH Through Affordable Household Financing - Improving Sustainability of Industrial and Municipal Water Practices - Improving WASH through Water Infrastructure and Management - Increasing Access to Non-Sewered Sanitation Services - Increasing Access to Sewered Sanitation Services Water—Other (describe)
This metric is intended to capture an organization’s environmental impact objectives in the standardized format of the IRIS+ thematic taxonomy. It does not capture how well organizations achieve or manage these impact objectives. Organizations are encouraged to report this metric in conjunction with Theory of Change (OD6350) and Social and Environmental Targets (OD4091) in order to provide supporting details on their activities, inputs, outputs, outcomes, and impacts in pursuit of these objectives. Organizations pursuing social impact objectives as well are encouraged to report Social Impact Objectives (OD6247).
Environmental Impact Objectives
This metric is intended to capture the organization’s social and/or environmental targets. Typically consistent with the organization's mission, these targets should be specific, measurable, attainable, relevant, and time bound. Other IRIS metrics can be used to measure progress towards these goals. This metric may be used in conjunction with Social Impact Objectives (OD6247) and/or Environmental Impact Objectives (OD4108). For example, an organization can have a Social Impact Objective of providing access to clean water and sanitation, with specific targets regarding the total amount of clean water provided and the number of individuals to which it is provided. Organizations are also encouraged to report this metric in conjunction with Social and Environmental Performance Reporting (OI4732) and Social and Environmental Performance Risk Assessment (OI9106).
Organizations should footnote details on specific targets, timeframes for accomplishing these targets, and how results will be measured for these targets. See usage guidance for further information.
Describes the quantifiable social and environmental targets set by the organization.
Social and Environmental Targets
This metric is intended to capture the organization’s IRIS ID. The metric only applies to organizations submitting data to the IRIS data project as part of a voluntary data contribution process.
IRIS ID of the organization reporting data.
IRIS ID
This metric is intended to capture the year the organization began operations.
Year the organization was founded.
Year Founded
This metric is intended to capture the compensation paid to members of the organization’s board of directors, a group of individuals legally responsible to govern a corporation and responsible to the shareholders and other relevant stakeholders. A governing body with a different name (e.g., "advisory body") may be considered a Board of Directors provided it has a fiduciary and/or social responsibility to shareholders and/or other relevant stakeholders. Organizations should only report remuneration provided to members of the Board of Directors who are not paid employees of the reporting organization. Examples of details to footnote on the type of remuneration provided include: yearly or monthly salaries, additional compensation for meetings attended, stock options, insurance, and other benefits.
Organizations should footnote details on the remuneration provided. See usage guidance for further information.
Describes the compensation practices for members of the board of directors or other governing body of the reporting organization.
Board of Directors Remuneration
This metric is intended to capture the organization’s legal structure. Organizations can refer to the glossary for additional information on these various legal structures.
Organizations should footnote details in cases with related organizations, hybrids, or spinoffs reporting as a single organization.
Describes the legal structure of the organization. Select one: - Benefit Corporation - Co-op - Corporation - Limited Liability Company - Nonprofit/Non-Governmental Organization - Partnership - Sole-proprietorship - Other
Legal Structure
This metric is intended to capture the organization’s mission statement, which expresses its reason for existence or core purpose. Mission statements establish the long-term direction and goals that guide an organization's daily operations, providing a foundation for an organization's activities, communications, organizational structure, and culture. Internally, mission statements are often used to inspire employees, board members, and volunteers; guide leaders' decision-making; support the organization's theory of change (see Theory of Change [OD6350]); and help set goals (see Social and Environmental Targets [OD4091]). Externally, mission statements are often used to generate external support and communicate goals and aspirations to stakeholders. Organizations can refer to the SPI4 (http://cerise-spi4.squarespace.com/), specifically Essential Practice 1a1, for additional indicators related to well-crafted mission statements. SPI4 is a social audit tool, developed for financial service providers, which can apply to any organization with both social and financial objectives.
Describes the mission statement of the organization.
Mission Statement
This metric is intended to capture whether the organization works to share its positions, practices, and progress on racial equity in its external communications, including advocating for others to join in doing so. Such organizations are showing more authentic transparency and supporting broader change. Communications captured under this metric may include a public statement in support of racial equity but should additionally share progress made toward racial equity goals, transparently disclose challenges experienced, and call on others in the sector (e.g., the investment community) to support racial equity (e.g., in investing). In other words, a statement alone is insufficient for a racial equity lens but is an important precursor to further work. For further guidance on racial equity statements, see the Resources section within the IRIS+ Racial Equity theme. This metric aligns with the Corporate Racial Equity Alliance’s (https://corporateracialequityalliance.org/) Investor Blueprint for Racial Equity and CEO Blueprint for Racial Equity (https://corporateracialequityalliance.org/2021-blueprint).
Organizations should footnote all assumptions used, including locally relevant definitions of equity, equitable policies, and historically marginalized groups due to race and/or ethnicity.
Indicates whether the organization has an advocacy strategy in place to support racial equity and justice efforts at local and national levels as of the end of the reporting period.
Racial Equity Advocacy Strategy
This metric is intended to capture the organization’s operational location. Operating facilities can include manufacturing, distribution, or other operating functions. Organizations are encouraged to include the full address of the facilities, including Street Name and Number, District/City, Postal Code, and Country.
Address of the organization's operating facilities.
Location of Organization's Operating Facilities
This metric is intended to capture how to distinguish and disaggregate jobs directly or indirectly supported by the investment.
Describes the type of jobs supported, created, maintained, or lost during the reporting period. Choose all that apply: Permanence: - Permanent - Temporary (seasonal or repeated) - Temporary (one-time) - Other Hiring: - Jobs hired through organization itself - Jobs hired/supported through a third-party and directly related to the organization’s operations and maintenance - Jobs hired/supported through a third-party but not directly related to the organization’s operations and maintenance - Other Full-Time/Part-Time: - Full-time - Part-time - Other
Jobs Type
Organizations should footnote all assumptions used, including locally relevant definitions of equity, equitable practices, and historically marginalized groups due to race and/or ethnicity.
Indicates whether the organization has a formalized and ongoing practice of sharing publicly its positions, practices, progress, and advocacy related to racial equity as a mechanism to build trust and ensure adherence.
Racial Equity Transparency Practice
This metric is intended to capture the value at disbursement of an investment the investing organization made.
Value of the investing organization's investment in a company as of the beginning of the investment.
Value of Investments in Company: Total
This metric is intended to capture the present value of an investment the investing organization made as of the end of the reporting period. For a debt investment, this value is the difference between the original loan amount and the repaid principal. For an equity investment, this is an estimated valuation of the investor's stake in the investee as of the end of the reporting period.
Value of the investing organization's outstanding investment in a company as of the end of the reporting period. See usage guidance for details.
Value of Investments in Company: Outstanding
This metric is intended to capture the number of companies in the organization’s investing pipeline during the reporting period that are led by individuals from groups historically marginalized due to race and/or ethnicity. To qualify, an organization's leadership must be at least 50% from historically marginalized groups due to race and/or ethnicity, defined by the organization within the local context (see following note). Organizations should count all companies in the pipeline at any point in the reporting period, regardless of whether or not investment or the investment process proceeded. Organizations focusing this metric on groups historically marginalized due to race and/or ethnicity must define that group according to context. For example, in the United States, organizations might focus on Black, Indigenous, and People of Color (BIPOC). In South Africa, organizations might focus on Black African, Coloured, and Indian or Asian Individuals. In all contexts, when defining these groups, organizations must consider local history and context. This metric aligns with the Corporate Racial Equity Alliance’s (https://corporateracialequityalliance.org/) Investor Blueprint for Racial Equity.
Organizations should footnote all assumptions used, including locally relevant definitions of historically marginalized groups due to race and/or ethnicity.
Number of companies the organization considered for investment—that is, in the pipeline—during the reporting period that were led by founders from groups historically marginalized due to race and/or ethnicity.
Companies Considered for Investment: Led by Founders from Historically Marginalized Groups due to Race and/or Ethnicity
This metric is intended to capture the amount of capital managed by the organization that is invested into communities in which a majority (51%) of individuals are from groups historically marginalized due to race and/or ethnicity as defined locally. Organizations must footnote context for this metric. For example, in the United States, organizations are encouraged to use data at the zip code level to determine which areas are home to majority Black, Indigenous, and Person of Color (BIPOC) populations. In South Africa, organizations could define "community" as a district or municipality and might focus on communities that are home to many Black African, Coloured, and Indian or Asian individuals. Used along with Target Stakeholder Demographic (PD5752) to specify historically marginalized groups due to race and/or ethnicity, this metric aligns with the Corporate Racial Equity Alliance’s (https://corporateracialequityalliance.org/) Investor Blueprint for Racial Equity and its corporate-focused CEO Blueprint for Racial Equity (https://corporateracialequityalliance.org/2021-blueprint).
Value of the investing organization's assets under management deployed to communities that are predominantly populated by groups historically marginalized due to race and/or ethnicity as of the end of the reporting period.
Value of Investments in Communities Historically Marginalized Due to Race and/or Ethnicity
This metric is intended to capture the number of financial professionals (individuals) affiliated with the organization who manage money and securities on behalf of one or more clients with the goal of growing the asset value. Both indirectly and directly investing organizations may use this metric. For indirectly investing organizations (sometimes termed asset owners), this metric refers to the number of asset managers/fund managers that externally manage their assets. For directly investing organizations, this metric refers to the number of asset managers working within the organization to manage funds. Used along with Target Stakeholder Demographic (PD5752) to specify historically marginalized groups due to race and/or ethnicity, this metric aligns with the Corporate Racial Equity Alliance’s (https://corporateracialequityalliance.org/) Investor Blueprint for Racial Equity and its corporate-focused CEO Blueprint for Racial Equity (https://corporateracialequityalliance.org/2021-blueprint).
Number of unique individuals affiliated with the organization who were managing client assets via funds and/or separate accounts as of the end of the reporting period.
Fund Managers: Total
This metric is intended to capture the number of companies in the organization’s investing pipeline during the reporting period. Organizations should count all companies in the pipeline at any point during the reporting period, regardless of whether or not investment or the investment process proceeded. This metric aligns with the Corporate Racial Equity Alliance’s (https://corporateracialequityalliance.org/) Investor Blueprint for Racial Equity.
Number of companies the organization considered for investment—that is, in the pipeline—during the reporting period.
Companies Considered for Investment: Total
This metric is intended to capture the amount of the organization’s capital that is managed by fund managers from groups historically marginalized due to race and/or ethnicity. Organizations are strongly encouraged to set quantitative, time-bound targets on this metric as a percentage of Assets Under Management: Total (ID9608) and to disclose these publicly. This metric applies both to fund managers within the organization (for direct investors) and to fund managers hired by the organization to manage funds (for indirect investors). Organizations must footnote contextual definitions of marginalized groups. For example, in the United States, organizations might focus on Black, Indigenous, and People of Color (BIPOC). In South Africa, organizations might focus on Black African, Coloured, and Indian or Asian individuals. In all contexts, organizations must consider local history and context in their definition. These data can often be collected from the human resources department, though for accuracy organizations should ensure that data on racial and ethnic background are self-reported. Used along with Target Stakeholder Demographic (PD5752) to specify historically marginalized groups due to race and/or ethnicity, this metric aligns with the Corporate Racial Equity Alliance’s (https://corporateracialequityalliance.org/) Investor Blueprint for Racial Equity and its corporate-focused CEO Blueprint for Racial Equity (https://corporateracialequityalliance.org/2021-blueprint).
Value of the investing organization's assets under management (AUM) invested with fund managers from groups historically marginalized due to race and/or ethnicity as of the end of the reporting period.
Assets Under Management: Managed by Fund Managers from Historically Marginalized Groups
This metric is intended to capture the number of financial professionals (individuals) affiliated with the organization who were candidates to manage money and securities—that is, those individuals in the pipeline—on behalf of one or more clients with the goal of growing the asset value. Organizations should count all individuals in the pipeline at any point during the reporting period, regardless of whether or not they made investments. Both indirectly and directly investing organizations may use this metric. For indirectly investing organizations (sometimes termed asset owners), this metric refers to the number of asset managers/fund managers that externally manage their assets. For directly investing organizations, this metric refers to the number of asset managers working within the organization to manage funds. Used along with Target Stakeholder Demographic (PD5752) to specify historically marginalized groups due to race and/or ethnicity, this metric aligns with the Corporate Racial Equity Alliance’s (https://corporateracialequityalliance.org/) Investor Blueprint for Racial Equity and its corporate-focused CEO Blueprint for Racial Equity (https://corporateracialequityalliance.org/2021-blueprint).
Number of unique individuals affiliated with the organization who were candidates to manage client assets via funds and/or separate accounts during the reporting period.
Fund Managers: Considered for Investment
This metric is intended to capture the value of the investing organization's support for capacity-building efforts at companies in their portfolio as of the end of the reporting period. Organizations should include only that support they paid for directly and should exclude any support funded by third parties. Per the United Nations (https://www.un.org/en/academic-impact/capacity-building), capacity building is "the process of developing and strengthening the skills, instincts, abilities, processes and resources that organizations and communities need to survive, adapt, and thrive in a fast-changing world." For entrepreneurs and companies, capacity building can include trainings in fundraising techniques, fiscal management, or other business skills; support in recruiting and hiring staff or volunteers; networking support; consulting services regarding process implementation; mentoring; and purchasing IT and other equipment or resources to support business growth. For an example of how investors can provide capacity-building support to entrepreneurs, see "Unleashing the Potential of Entrepreneurs of Color in Massachusetts: A Blueprint for Economic Growth and Equitable Recovery" (https://massinc.org/research/entrepreneurs-of-color/). Used along with Target Stakeholder Demographic (PD5752) to specify historically marginalized groups due to race and/or ethnicity, this metric aligns with the Corporate Racial Equity Alliance’s (https://corporateracialequityalliance.org/) Investor Blueprint for Racial Equity and its corporate-focused CEO Blueprint for Racial Equity (https://corporateracialequityalliance.org/2021-blueprint).
Value of the investing organization's support for capacity-building efforts at investee companies as of the end of the reporting period.
Value of Capacity Building and Advisory Services Provided
This metric is intended to capture the value (in currency) of an investor's assets under management.
Value of the investing organization's total assets under management as of the end of the reporting period.
Assets Under Management: Total
This metric is intended to capture whether the organization has a formal, stated strategy for setting goals (and associated time-bound targets), progressing toward, and reporting on racial equity. Beyond indicating whether such a strategy exists, organizations are strongly encouraged to footnote details on their strategy and staff members responsible for implementation. Organizations should carefully consider which staff members and stakeholders are involved in crafting their strategy and how frequently they will update that strategy. For further guidance on what to include in a racial equity strategy, see the Resources tab. Examples of considerations include: setting and publicly disclosing targets around capital deployed to companies or communities led by individuals from groups historically marginalized due to race and/or ethnicity; adoption of new hiring, retention, and advancement practices to combat implicit racial bias and address structural barriers; and grievance mechanisms. For further details on equitable employment that can be applied to investor and investee organizations, see the IRIS+ Quality Jobs theme (iris.thegiin.org). The organization's racial equity strategy should be informed by the outcome of periodic racial equity audits. This metric aligns with the Corporate Racial Equity Alliance’s (https://corporateracialequityalliance.org/) Investor Blueprint for Racial Equity and CEO Blueprint for Racial Equity (https://corporateracialequityalliance.org/2021-blueprint).
Indicates whether the organization implements a strategy to set targets, drive progress toward, and report on racial equity goals.
Racial Equity Strategy
This metric is intended to describe bias-reducing investing practices employed by investors during the reporting period. Specific practices for asset owners to describe, when applicable, include the following, drawn from the Due Diligence 2.0 Commitment (https://www.duediligencecommitment.com/): - Consideration of track record alternatives for fund managers, investment strategies, and investment products - Expansion of relevant experience in evaluating stability of partnership with individual investment managers - Evaluation of alternative proxies for financial stability of a manager, including (a) the manager’s history of operating effectively with lower than industry-standard budgets, (b) growth momentum in assets under management (AUM), (c) AUM growth in previous position(s) at prior firm(s), and (d) what happens to the underlying investments in the event of firm insolvency - Minimization of requests for time by reducing asks for meeting time with historically marginalized managers and condensing, standardizing, and supporting managers with RFIs and RFPs - Contextualization of fees - Inclusion of historically unrecognized risks in analysis - Investment as an anchor/seed investor or as part of a first close without lower fee requirement - Provision of transparency on minimum thresholds and deal-breakers when circulating RFPs or RFIs - Provision of clear, detailed, and timely feedback to historically marginalized managers who are rejected Specific practices for direct investors to describe, when applicable, include the following, drawn in part from Path to 15|55’s “How Usable Capital Will Unleash Black Business Growth” (https://www.pathto1555.org/_files/ugd/baac54_b384b1919ac848f4b25f37bd5bf69036.pdf): - Consideration of alternatives to credit scores in assessing credit worthiness - Consideration of alternatives to collateral and personal guarantees in underwriting - Provision of interest rates based on ability to pay (rather than risk-based rates) - Provision of terms including event-based repayment schedules - Involvement of the local community in due diligence and investment decision-making - Provision of flexible/patient capital to defray risk of commercial capital via loss reserves/subordinated positions For further guidance, organizations (and especially asset owners) should consult the Due Diligence 2.0 Commitment (https://www.duediligencecommitment.com/), from which much of the above list is drawn. While common biased practices are included above, the list is not comprehensive. Investing organizations are strongly encouraged to include an assessment of their investment terms, policies, and practices as part of their regular racial equity audits. For further details on the specified practices in addition to the resources linked above, see the Curated Resources section of the IRIS+ Racial Equity Strategic Goal. This metric aligns with the Corporate Racial Equity Alliance’s (https://corporateracialequityalliance.org/) Investor Blueprint for Racial Equity.
Organizations should footnote all assumptions used, including progress on shifting practices and what further practices the organization is considering changing.
Describes practices the investing organization implemented during the reporting period to reduce biases in investment criteria, policies, and processes that have disproportionately negative effects on entrepreneurs who are from groups historically marginalized due to race and/or ethnicity. See usage guidance for specific practices to address.
Bias-Reducing Investment Practices
This metric is intended to capture whether the organization completed a racial equity audit specifically during the reporting period. If the organization completed a racial equity audit before the reporting period began, organizations should select “No.” Organizations, and especially investing organizations, should complete racial equity audits regularly to guide both internal practices and external activities. The outcome of the audit should inform the organization's racial equity strategy by leading to an action plan, and the organization should promptly mitigate any inequities identified. For further guidance on racial equity audits, including tools, see the Resources tab in the IRIS+ Racial Equity theme. Organizations may also consult the Resources section of this metric for guidance on how racial equity audits can be most effective and what tools exist to support equity audits. Organizations should footnote details on how and by whom the audit was conducted. For further guidance and examples of racial equity audits, see Majority Action (https://www.racialjustice.majorityaction.us/racial-equity-auditing) and SOC Investment Group (https://www.socinvestmentgroup.com/racial-equity-audit). This metric aligns with the Corporate Racial Equity Alliance’s (https://corporateracialequityalliance.org/) Investor Blueprint for Racial Equity and CEO Blueprint for Racial Equity (https://corporateracialequityalliance.org/2021-blueprint).
Organizations should footnote all assumptions used, including locally relevant definitions of historically marginalized groups due to race and/or ethnicity, what was included in the audit, and whether it was conducted by an independent third party.
Indicates whether the organization completed a racial equity audit during the reporting period.
Racial Equity Audit
This metric is intended to capture whether the investing organization screens potential investees for practices, policies, or outcomes that are harmful to groups historically marginalized due to race and/or ethnicity. For further guidance and examples, see the IRIS+ Racial Equity theme as well as Adasina Social Capital (https://adasina.com/investments/) and FreeCap Financial (https://www.freecapfinancial.com/). This metric aligns with the Corporate Racial Equity Alliance’s (https://corporateracialequityalliance.org/) Investor Blueprint for Racial Equity and CEO Blueprint for Racial Equity (https://corporateracialequityalliance.org/2021-blueprint).
Organizations should footnote all assumptions used, including locally relevant definitions of historically marginalized groups due to race and/or ethnicity and which criteria led to exclusion from the portfolio.
Indicates whether the investing organization applied a racial equity–focused negative screen to all investments during the reporting period, including at least an analysis of potential harmful effects on communities historically marginalized due to race and/or ethnicity.
Racial Equity Negative Screen
This metric is intended to capture the value of loans due and repaid on time during the reporting period. Organizations should report the entire repaid principal balance but not accrued interest. This metric can include the value of loans distributed in previous reporting periods with a repayment due date in the current reporting period. Organizations are also encouraged to report the value of loans fully repaid on time during the reporting period as a percentage of the value of loans due for repayment during the reporting period.
Value of the organization’s loans due for complete payback during the reporting period (but disbursed at any time) that were repaid no later than their due dates.
Value of Loans Fully Repaid on Time
This metric is intended to capture the accounting transaction of removing a loan from the balance sheet while decreasing Impairment Loss Allowance (FP2392), also on the balance sheet.
Value of loans written off by the organization during the reporting period.
Loan Write-Offs
This metric is intended to capture the organization’s cash flow from investing activities during the reporting period, which are the acquisition and disposal of long-term assets and other investments that are not considered to be cash equivalents.
Value of the organization's cash flow during the reporting period related to investing activities by the organization.
Cash Flow: Investing Activities
This metric is intended to capture all sales, general, and administrative expenses incurred by the organization during the reporting period, whether or not any of these may be directly associated with sales of a particular product or service.
This metric is intended to capture the costs the organization incurred during the reporting period for depreciation and amortization of assets on a defined schedule over time.
Selling, General, and Administration Expenses
This metric is intended to capture the expenses that an organization incurs which are counted as capital. It may be calculated using fixed assets and depreciation and amortization.
Value of funds used by a company to acquire, upgrade, and maintain physical assets such as property, plants, buildings, technology, or equipment during the reporting period.
Capital Expenditure (CapEx)
Value of expenses recorded by the organization during the reporting period for depreciation and amortization.
Depreciation and Amortization Expenses
This metric is intended to capture the organization’s fixed assets (such as property, plant, and equipment). These are tangible items that are: (a) held for use in the production or supply of goods or services, for rental to others, or for administrative property, plant, and equipment purposes; or (b) expected to be used during more than one period. This metric should not include Investment Properties. Fixed assets are considered part of non-current assets, which are a component of Total Assets (FP5293).
Value, as of the end of the reporting period, of the organization's long-term tangible assets that the organization does not expect to convert into cash in the current or upcoming fiscal year.
Fixed Assets
This metric is intended to capture the total value held in customers’ deposit accounts with the organization as of the end of the reporting period.
Value of the organization’s customer deposits, whether voluntary, compulsory, demand, or term, as well as all other liabilities from customers as of the end of the reporting period.
Total Deposits
This metric is intended to capture all costs of purchase, costs of conversion, and other direct costs incurred in the production and sale of the organization's products.
This metric is intended to capture the organization’s operating efficiency. Value of direct expenditures attributable to the production of goods sold by the organization during the reporting period.
Cost of Goods Sold
This metric is intended to capture the organization’s cumulative earnings recognized in the organization's income statements which have not been paid to the owners of the organization as dividends. Retained earnings is also sometimes termed retained capital, accumulated earnings, or retained surplus. Organizations should report retained earnings as of the end of the reporting period.
Value of the sum of the organization's profits, cumulative from inception to the end of the reporting period, not paid out as dividends but retained by the organization for reinvestment in its core business or to pay down debt.
Retained Earnings
This metric is intended to capture the organization’s operating efficiency.
Ratio of the organization's operating expenses compared to its loans receivable as of the end of the reporting period.
Operating Efficiency
This metric is intended to capture the value of products for the insured. As an example, a 70% incurred claims ratio means that for every USD 100 of premium earned in a given accounting period, USD 70 is paid back to insured in the form of benefits (claims). Incurred claims ratios should not be compared across different product types or at different stages of a product’s life cycle. For more detail and for guidance on interpretation, see the Microinsurance Network’s Social Performance Indicators for Microinsurance, p. 16 (https://www.social-protection.org/gimi/ShowRessource.action?id=5270/).
Percentage of gross incurred claims during the reporting period relative to gross earned premiums during the same reporting period.
Incurred Claims Ratio
This metric is intended to capture the organization’s sales revenue collected directly. This metric may be useful for organizations that receive only some revenue directly from end clients. For example, organizations operating in health services will include under this metric all out-of-pocket payments paid at the time of service or purchase.
Value of revenue during the reporting period from sales of the organization’s products/services and collected directly from clients.
Sales Revenue: Collected Directly
This metric is intended to capture the organization’s personnel efficiency.
Ratio of the organization's personnel expenses compared to its loans receivable as of the end of the reporting period.
Personnel Efficiency
This metric is intended to capture capital received by the organization from investors in the form of a loan or cash for stock during the reporting period.
Value of funds invested in the organization (both loans and investments) during the reporting period.
New Investment Capital
This metric is intended to capture the organization’s cash flow from financing activities during the reporting period, which result in changes in the size and composition of the contributed equity and borrowings of the organization. These include activities such as issuing cash dividends, adding or changing loans, or issuing and selling more stock.
Value of the organization's cash flow during the reporting period related to its financing activities.
Cash Flow: Financing Activities
This metric is intended to capture the organization’s operating margin. Organizations receiving substantial revenue from grants/donations under Revenue from Grants and Donations (FP3021) should instead use Net Income Before Donations (FP3274) in this calculation.
Percentage of the organization's revenue that remains after paying variable costs such as wages and raw materials during the reporting period.
Operating Profit Margin
This metric is intended to capture the gross profit from the sale of products or services during the reporting period, accounting only for direct costs of sale (excluding, that is, costs such as operating overheads or research and development).
Value of the organization's residual profit after incurring the direct costs associated with the production/delivery of products/services during the reporting period.
Gross Profit
This metric is intended to capture the organization’s cash position as of the beginning of the reporting period.
Value of the organization's cash equivalents as of the beginning of the reporting period.
Cash and Cash Equivalents: Period Start
This metric is intended to capture the organization’s current assets, which can include cash, accounts receivable, inventory, marketable securities, prepaid expenses, and other liquid assets that can be readily converted to cash.
Value, as of the end of the reporting period, of the organization's assets that the organization reasonably expects to convert into cash within one year in the normal course of business.
Current Assets
This metric is intended to capture the organization’s working capital position as of the end of the reporting period, also known as its operating liquidity (ability to meet additional or unexpected debts and obligations).
Value of the organization's operating liquidity as of the end of the reporting period.
Working Capital
This metric is intended to capture the organization’s debt obligations, which should include both short- and long-term obligations.
Value of the remaining balance, as of the end of the reporting period, on all the organization's outstanding debt obligations carried on the balance sheet.
Loans Payable
This metric is intended to capture the organization’s total revenue from any source during the reporting period.
Value of all revenue received by the organization during the reporting period.
Total Revenue
This metric is intended to capture the organization’s cash position as of the end of the reporting period.
Value of the organization's cash equivalents as of the end of the reporting period.
Cash and Cash Equivalents: Period End
This metric is intended to capture total principal past due by 90 days as of the end of the reporting period. Organizations should report the entire unpaid principal balance, including both past due and future installments, but they should not report accrued interest. This metric should also include loans that have been restructured or rescheduled.
Value of the organization’s loans outstanding, as of the end of the reporting period, with one or more installments of principal past due for more than 90 days.
Non-Performing Loans (Portfolio at Risk): 90 Days
This metric is intended to capture total principal past due by 60 days as of the end of the reporting period. Organizations should report the entire unpaid principal balance, including both past due and future installments, but they should not report accrued interest. This metric should also include loans that have been restructured or rescheduled.
Value of the organization’s loans outstanding, as of the end of the reporting period, with one or more installments of principal past due for more than 60 days.
Non-Performing Loans (Portfolio at Risk): 60 Days
Organizations should footnote details about their admitted assets. See usage guidance for further information.
This metric is intended to capture the financial strength of an insurance program (as a ‘cover ratio’ would for international insurers). This metric is not intended to refer to Solvency I or II rules. The Insurance Information Institute, applicable in the United States, defines admitted assets as those “that can be easily sold in the event of liquidation or borrowed against, and receivables for which payment can be reasonably anticipated.” In the absence of a regulatory definition of admitted assets applicable to their context, organizations should include in this metric higher-quality assets that can easily be liquidated. For more detail and guidance on interpretation, see the Microinsurance Network’s Performance Indicators for Microinsurance (2nd Edition), p. 49 (https://www.social-protection.org/gimi/ShowRessource.action?id=5270/).
Ratio of an organization’s admitted assets to liabilities, per their statutory accounts, as of the end of the reporting period.
Solvency Ratio
This metric is intended to capture the organization’s long-term financial liabilities, which include all borrowed funds, deposits held, and other contractual obligations to deliver cash.
Value, as of the end of the reporting period, of an organization's long-term financial liabilities.
Long Term Financial Liabilities
Number of the organization’s loans due for complete payback during the reporting period (but disbursed at any time) that were repaid no later than their due dates.
Number of Loans Fully Repaid on Time
This metric is intended to capture equity capital available to the organization for deployment as of the end of the reporting period. Organizations that are nonprofit should report permanent capital, which is calculated as net assets available for lending and investing at the end of a fiscal year.
Value of capital available to the organization for lending and investing at the end of the reporting period that is attributed to equity contributions.
Capital Available: Equity Capital
This metric is intended to capture the organization’s sales revenue collected from third parties. This metric may be useful for organizations that have contracts with governments and other third parties to pay for products or services delivered to end clients. For example, organizations operating in health services would include under this metric revenue from insurance reimbursements and government contracts. Organizations may find it useful to break down this metric into additional subcategories.
Value of revenue during the reporting period from sales of the organization’s products/services and collected from third-party (public or private) payers.
Sales Revenue: Collected from Third Party Payers
This metric is intended to capture the organization’s net assets, also sometimes termed stockholders' or shareholders' equity.
Value of the residual interest, as of the end of the reporting period, in the assets of the organization after deducting all its liabilities.
Equity or Net Assets
This metric is intended to capture the organization’s total assets, equal to the sum of current assets plus non-current assets.
Value, as of the end of the reporting period, of all of the organization's assets.
Total Assets
This metric is intended to capture the funds paid to governments by the organization during the reporting period. At a minimum, this metric includes payments to governments in the form of corporate income or profit taxes. Additional forms of transfer to be reported, as relevant, include: (a) sales taxes, (b) net VAT, (c) royalties, (d) dividends and related taxes, (e) management and/or concession fees, (f) license fees, (g) tax on payment of interest, and (h) other material payments net of any direct subsidies received. Organizations should report payroll taxes under Personnel Expenses (FP4831).
Value of all transfers to governments made by the organization during the reporting period.
Payments to Government
This metric is intended to capture such items as dividend income, profits (and losses) from investments, gains (and losses) incurred due to foreign exchange, and asset write-downs, among other non-operating revenues and expenses. As an example, for a hospital, in addition to finance-related revenue, non-operating revenue might include parking fees, revenue from the gift shop, cafeteria sales, or rental income.
Value of revenue derived from activities not related to the organization's core operations during the reporting period.
Non-operating Revenue
This metric is intended to capture the total costs paid by the organization to and on behalf of employees during the reporting period.
Value of expenditures related to personnel, including wages, benefits, trainings, and payroll taxes, incurred by the organization during the reporting period.
Personnel Expenses
This metric is intended to capture the organization’s cash flow from operating activities during the reporting period, which are the principal revenue-producing activities of the organization and other activities that are not investing or financing activities.
Value of the organization's cash flow during the reporting period related to operating activities.
Cash Flow: Operating Activities
This metric is intended to capture the organization’s growth in revenue. Negative values can be interpreted as the percentage decrease in revenue growth between periods.
Percentage growth in value of the organization's revenue from one reporting period to another.
Revenue Growth
This metric is intended to capture the organization’s financial assets, which include debt, equity, and cash assets such as stocks, bonds, mutual funds, cash, and cash management accounts. Values of these assets should be based upon fair market value where efficient secondary markets exist; otherwise, these assets should be valued at historic cost. Financial assets should only include non-current assets.
Value, as of the end of the reporting period, of the organization's non-physical assets such as cash, bank accounts, or other investments.
Financial Assets
This metric is intended to capture gross margin during the reporting period, or the percentage profitability of a sale of products or services that incurs only direct costs (excluding, that is, costs such as operating overheads or research and development).
Percentage of revenue that the organization retains after incurring the direct costs associated with the production/delivery of its products/services during the reporting period.
Gross Margin
This metric is intended to capture the profit after taxes the organization generated on all assets (that is, on capital in any form).
Value of an organization’s net profit after taxes generated per dollar invested in total assets as of the end of the reporting period. This is a profitability ratio calculated as net income less taxes, divided by average total assets.
Return on Assets (ROA)
This metric is intended to capture the organization’s working capital position. This ratio is commonly termed the Current Ratio or Net Working Capital.
Ratio of the organization’s current assets compared to current liabilities as of the end of the reporting period.
Working Capital Ratio
This metric is intended to capture the value of loans owed the organization that it collected during the reporting period but that it had previously written off as bad debt.
Value of loans collected by the organization during the reporting period that had previously been written off.
Loans Recovered
This metric is intended to capture charitable donations given, not received, by the organization. In-kind donations are in the form of goods and/or services rather than money (e.g., donating food and clothing for natural hazard victims). Pricing discounts (e.g. to non-profits) should not be used as part of this metric; only free services are considered to be in-kind donations. The monetary equivalent of pro bono services provided can be included as in-kind donations; however, "low bono" services are considered to be pricing discounts and should not be included. Organizations are encouraged to footnote their method for calculating the value of in-kind donations. Donations made to organizations that service political causes, despite their non-profit status, should be excluded. Organizations are encouraged to report this metric in conjunction with Community Service Hours Contributed (OI8429), which are not considered in-kind donations, and Charitable Practices (OI7421).
Value of all financial contributions and in-kind donations of goods and services made by the organization to charities, private foundations, non-profit organizations, or non-governmental organizations during the reporting period.
Charitable Donations
This metric is intended to capture the organization’s net income before interest and taxes during the reporting period.
Value of the organization's net income before interest and taxes during the reporting period. EBIT signifies Earnings Before Interest and Taxes.
EBIT
This metric is intended to capture the net cash flow to the organization during the reporting period.
Value of the organization’s net cash flow during the reporting period. Net cash flow equals inflows less outflows of cash and cash equivalents from operating, investing, financing, and other activities.
Cash Flow: Net Total
This metric is intended to capture growth in net income. Organizations receiving substantial revenue from grants/donations under Revenue from Grants and Donations (FP3021) should instead use Net Income Before Donations (FP3274) in this calculation.
Percentage growth in the value of the organization’s net income from one reporting period to another.
Income Growth
This metric is intended to capture the organization’s income without including donations (such as grant support, philanthropic capital not expecting any repayment, or any form of individual giving) during the reporting period.
Value of the organization's net profit before donations, calculated as total income (excluding donations) minus total expenses during the reporting period.
Net Income Before Donations
This metric is intended to capture revenue from both unrestricted and restricted operating grants and donations. It should not include equity grants for capital, grants intended for future operating periods, or grants that will be passed through to other organizations. Organizations should recognize grant revenue on a systematic basis as income over the periods necessary to match them with the related costs which the grants are intended to compensate. If a grant relates to expenses already incurred and no future related costs are expected, the grant should be recognized as income in the period during which it becomes receivable. This metric should include only financial grants and donations received and not the value of in-kind donations.
Value of revenue contributed as grants and donations during the reporting period.
Revenue from Grants and Donations
This metric is intended to capture the value of accounts payable by the organization, which are debts the organization owes that will be paid in the future according to negotiated terms.
Value, as of the end of the reporting period, of all outstanding debts that must be paid by the organization within a given period of time in order to avoid default.
Accounts Payable
This metric is intended to capture the profit the organization generated on shareholder’s equity during the reporting period.
Value of an organization’s net profit generated per dollar of shareholders’ equity during the reporting period. This is a profitability ratio calculated as net income divided by average total equity or net assets.
Return on Equity (ROE)
This metric is intended to capture borrowed capital available to the organization for deployment as of the end of the reporting period. This metric should include debt obligations with equity characteristics.
Value of capital available to the organization for lending and investing as of the end of the reporting period that is attributed to debt obligations on the organization’s balance sheet.
Capital Available: Borrowed Funds
This metric is intended to capture total principal past due by 30 days as of the end of the reporting period. Organizations should report the entire unpaid principal balance, including both past due and future installments, but they should not report accrued interest. This metric should also include loans that have been restructured or rescheduled.
Value of the organization’s loans outstanding, as of the end of the reporting period, with one or more installments of principal past due for more than 30 days.
Non-Performing Loans (Portfolio at Risk): 30 Days
This metric is intended to capture principal outstanding owed by clients as of the end of the reporting period. It should include current, delinquent, and renegotiated loans, but not loans that have been written off. It should not include interest receivable.
Value of outstanding principal for all of the organization’s outstanding loans due from clients as of the end of the reporting period.
Loans Receivable Gross
This metric is intended to capture all costs incurred by the organization during the reporting period that are associated with its financial liabilities, such as interest, fees, and commissions.
Value of expenditures incurred by the organization during the reporting period to settle interest, fees, and commissions incurred on the organization’s financial liabilities—including, among others, any client deposit accounts held by the organization, borrowings, and subordinated debt.
Financial Expenses
This metric is intended to capture incurred claims, which occur when an insured event has happened for which the insurer may be liable if a claim is made. An insurer is usually not aware of all incurred claims in real time or for a current accounting period. Incurred claims include all gross paid claims during the period, plus a reasonable estimate of unpaid liabilities. Unpaid liabilities can be calculated as a sum of the change in reserves (including the reserve of claims incurred but not reported), course of settlement reserve, and accrued liabilities reserve. This metric is used in calculating Incurred Claims Ratio (FP8478), which helps assess the value of an insurance product per premium paid.
Value of the organization’s gross incurred claims as of the end of the reporting period.
Gross Incurred Claims
This metric is intended to capture the reduction in the recoverable amount of a fixed asset below its book value.
Value of the organization’s contra asset account set up as a provision for a potential future loss of capital that has been lent out by the organization as of the end of the reporting period.
Impairment Loss Allowance
This metric is intended to capture all expenses incurred by the organization. For insurance providers, this metric excludes claims payments.
Value of all expenditures incurred by the organization during the reporting period.
Total Expenses
This metric is intended to capture the organization’s current liabilities, which include accounts payable, lines of credit, and other short-term debts expected to settle within one year.
Value, as of the end of the reporting period, of all liabilities that are expected to be settled within one year in the normal course of business.
Current Liabilities
This metric is intended to capture the value of accounts receivable by the organization, which are debts clients owe the organization for goods or services provided that the organization expects to receive in the future according to negotiated terms.
Value, as of the end of the reporting period, of the organization’s outstanding debts from clients who received goods or services on credit.
Accounts Receivable
This metric is intended to capture the value of the organization’s total liabilities, which include all debts and other obligations regardless of expected time of settlement.
Value of the organization’s liabilities as of the end of the reporting period.
Total Liabilities
This metric is intended to capture an organization’s impaired assets, which have market value below their carrying cost and are not expected to recover.
Value of assets classified as impaired under regulatory or accounting rules and recorded by the organization during the reporting period.
Impaired Assets
This metric is intended to capture the organization’s net income before interest, taxes, depreciation, and amortization during the reporting period, a common measure of business health that normalizes for capital structure (that is, independent of the ratio of debt to equity).
Value of the organization's net income before interest, taxes, depreciation, and amortization during the reporting period. EBITDA signifies Earnings Before Interest, Taxes, Depreciation, and Amortization.
EBITDA
This metric is intended to capture the amount of capital the organization can deploy as of the end of the reporting period. This capital can come from debt or equity investments in the organization.
Value of capital available to the organization for lending and investing as of the end of the reporting period.
Capital Available: Total
This metric is intended to capture the organization’s net profit, also sometimes termed bottom line or net earnings.
Value of the organization's net profit, calculated as total income minus total expenses, taxes, and cost of goods sold during the reporting period.
Net Income
This metric is intended to capture a measure of a bank or other financial institution’s liquidity: the ratio of loans granted (receivable) to deposits held.
Ratio between the organization's loans receivable gross and its total deposits as of the end of the reporting period, used to assess an organization's liquidity.
Loan to Deposit (LTD) Ratio
This metric is intended to capture the value, as of the end of the reporting period, of loans receivable held by the organization net of loans written down in value.
Net value of the organization's loans receivable as of the end of the reporting period.
Loans Receivable Net
This metric is intended to capture the amount of interest paid by the organization on all liabilities during the reporting period.
Value of expenditures incurred by the organization during the reporting period as a result of interest incurred on all liabilities, including any client deposit accounts held by the organization, borrowings, and subordinated debt.
Interest Expenses
This metric is intended to capture the organization’s operating expenses. For financial services organizations, this metric should not include Financial Expenses (FP2553) or provisions for loan losses, which should be reported under Impairment Loss Allowance (FP2392).
Value of expenditures incurred by the organization as a result of performing its normal business operations during the reporting period.
Operating Expenses