Reimagining Responsibility
2011 COINSTAR, INC. CORPORATE SOCIAL RESPONSIBILITY REPORT
© 2012 Coinstar, Inc. All Rights Reserved. Coinstar and Redbox are trademarks of Coinstar, Inc. and Redbox
Automated Retail, LLC, respectively. All other trademarks are the property of their respective owners.
Table of contents
A letter from our CEO....................... 3
Who we are......................................... 4
People................................................... 9
Environment....................................... 16
WE WANT TO HEAR FROM YOU:
Please let us know what
you think. We invite
you to provide feedback
on this report and
our CSR performance.
Email us at:
csr@coinstar.com
Global Reporting Initiative index.....29
2
© 2012 Coinstar, Inc. All Rights Reserved.
Community......................................... 23
A letter from our CEO
The last few years have been a
time of unprecedented growth
at Coinstar, Inc. So much so, that
Fortune recognized us as one of
the world’s “100 Fastest-Growing
Companies” in 2011. In the midst
of our tremendous growth, we’ve
stayed focused on delighting our
consumers and expanding our
relationships with our partners.
We understand that with this growth comes responsibility—to give back
to our employees, to the environment and to our communities.
As part of this progression, we established a Corporate Social Responsibility
(CSR) office in 2010, and recognize that our initiatives, commitments and
even this report are “just a start.” Even though we haven’t formally been at
this work long, we have made incredible headway in a very short amount of
time. Our company has eagerly embraced new programs, and we’re proud
to be building a culture of corporate citizenship and sustainability.
This, our first CSR report, will give you a glimpse into the good work taking
place at Coinstar, and our commitments to improve in the future. The pages
that follow highlight our engagement efforts and celebrate the milestones
we have set and achieved together.
OUR VISION
We are reimagining a better world through automated solutions.
initiatives. The following pages show how we are building momentum to
make a better world.
YEAR ONE HIGHLIGHTS
We are proud of how far we have come in such a short time. Here
are some key highlights from the first year of our corporate social
responsibility programs:
• We set goals to reduce our carbon footprint and inspired employees to
make innovative changes. As a result, in just one year, we achieved an
incredible 15 percent reduction in operational greenhouse gas emissions
measured on a per kiosk basis and 4 percent absolute reduction even
while our business grew rapidly.
•After the launch of our community engagement initiatives, more than
25 percent of our employees participated in one of our companysponsored events.
• 41 percent of Coinstar employees completed the Global Corporate
Challenge, a 16-week competition to improve fitness. Together we walked,
ran, biked and swam a total of more than 445,000 miles.
We are proud of our progress and know that there are many opportunities
ahead. Our strong track record of innovation gives us confidence that we
will capitalize on these opportunities. A leader in automated retail, we look
forward to leading in corporate responsibility as well.
We want to hear from you. We invite you to provide feedback on this
report and our corporate social responsibility performance by emailing
us at csr@coinstar.com.
At Coinstar, success is measured by more than just the bottom line. It’s
being an incubator of innovation, a partner in our communities, a steward
of the environment and an exceptional place to work.
Sincerely,
This report shares our journey through stories of our community
engagement efforts, our people and our environmental sustainability
Paul D. Davis
Chief Executive Officer
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© 2012 Coinstar, Inc. All Rights Reserved.
JUST BEGINNING
Who we are
We are—entrepreneurs
It’s in our roots. It’s who we are.
This approach has remained central to our company’s DNA. It drives everything
we do, from offering automated retail with a small environmental footprint and
investing in sustainable solutions, to supporting the well-being of our communities
and giving our employees opportunities to advance their own causes.
We believe that by being an entrepreneurial, responsible business, we can do our
part to help build a better world.
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© 2012 Coinstar, Inc. All Rights Reserved.
Twenty-one years ago, Coinstar, Inc. was started by an entrepreneur who
envisioned our company at the axis of consumer convenience, innovative solutions
and the needs of communities.
Who we are
We Are—Reimagining the Consumer Experience
As the parent company to Redbox® movie and video game rental kiosks and Coinstar®
coin-counting kiosks, we are enhancing the entertainment experience and making coins
more usable.
From kiosks where consumers can buy anything from fresh, high-quality coffee, to refurbished
electronics at discounted prices, we will continue to pilot and scale new products and services
that are conveniently located where our consumers go everyday.
We Are—Adding Value for Our Partners
Through more than 20 years of business, we’ve developed deep expertise in kiosk technology
and network operations. We leverage that experience to help our retail partners reduce costs,
increase traffic, focus on their core business, and tap into new markets and locations.
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© 2012 Coinstar, Inc. All Rights Reserved.
By offering a retail option that adds more value, more immediacy and more convenience than
any other, we make consumers’ lives easier.
Who we are
2011 by the Numbers
55,600
Coinstar, Inc. kiosks
offering convenient solutions to consumers
68%
of U.S. consumers who live within a
5-minute drive of a Redbox® kiosk
59 MILLION average Redbox movie
rentals a month in 4th quarter 2011. That’s
40 rentals a second during peak hours.
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the economy through Coinstar® kiosks
90%
of the U.S.
population live
within 5 miles of a
Coinstar® kiosk
40
BILLION
coins that Coinstar
processed last year
in the U.S.
SQUARE FEET taken
up by a typical Redbox®
kiosk
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686 MILLION DVD
and game rentals from
Redbox® kiosks in 2011
3 BILLION hours of entertainment
provided through rentals from Redbox®
kiosks through 4th quarter 2011
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© 2012 Coinstar, Inc. All Rights Reserved.
$3 BILLION in coins recirculated into
Who we are
We Are—Building a Better World Through Innovative Solutions
For us, innovation for a better world is who we are, and how we do business. By
transforming what has otherwise been cost-prohibitive, obsolete or inconvenient,
automated retail holds both possibility and promise.
Whether improving the health and well-being of underserved populations or
keeping toxic electronic components out of landfills, we strive to promote retail
that supports the vitality of our customers, our communities and our planet.
David Veenstra, Senior Vice
President of Strategy and
New Business Development
Our promise is to ensure our full portfolio of products, services, and investments
are innovating for the greater good.
By reimagining what is possible, our approach
to new ventures allows us to consider how our
automated solutions could address not only the
wants of consumers but also the needs of society.
Investing in innovations that improve
the way consumers experience retail
We believe automated retail has a bright
future. We incubate, nurture and scale
automated retail businesses that meet
market opportunities in novel ways.
HERE ARE A FEW EXAMPLES OF HOW WE ARE LEVERAGING AUTOMATED RETAIL FOR GOOD:
We are investing in
ecoATM, Inc. which
keeps toxic electronic
components out of
landfills and unlocks
remaining value in
electronic devices.
We are piloting the
Orango™ kiosk which
sells tested and restored
electronics—offering
an environmentally
friendly use for
used electronics.
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© 2012 Coinstar, Inc. All Rights Reserved.
The Business of Change
Who we are
From the recent launch of our corporate
giving initiative, to our longstanding
Coins That Count® program that allows
consumers to make real change for
charities—we are proud to be turning
what is possible into reality.
Develop a shared value score card to track positive
social and environmental impact
ACROSS ALL PRODUCTS AND SERVICES IN 2012
Increase the number of managers participating in
CORE MANAGEMENT SKILLS TRAINING TO 100 PERCENT IN 2012
Grow our employee participation rate in our
Our commitment to building a better
world through automated solutions
guides our policies, practices and business
decisions. We know that realizing our
community and environmental goals will
take the collaboration, creativity and the
commitment of us all. We are doing this
work with transparency at our center,
knowing that an open and honest dialogue
is the only way to succeed.
COMPANY SPONSORED WELLNESS CHALLENGE TO 45 PERCENT.
Thank you for joining us in this important
work and for sharing our commitment to
building a better world through innovation.
DOUBLE CORPORATE CHARITABLE GIVING IN 2012
Increase employee satisfaction
with training and career advancement opportunities
TO 62 PERCENT OR HIGHER.
REDUCE OPERATIONAL GREENHOUSE GAS EMISSIONS
by 5 percent by 2012 and 15 percent by 2015
SHRINK AVERAGE KIOSK ENERGY USE
by 5 percent by 2012 and 15 percent by 2015
Double the percentage of employees
PARTICIPATING IN GIVING PROGRAMS IN 2012
Increase the percentage of employees participating
in company-sponsored volunteer events
BY 50 PERCENT BY 2015
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© 2012 Coinstar, Inc. All Rights Reserved.
We Are—
Just Getting Started
Where We Are Headed
People
Behind every kiosk experience stands a team of incredibly talented
Coinstar, Inc. employees who blend creativity, innovation and perseverance
to ensure every consumer’s experience is the best it can be.
Our people are central to everything we do. We believe our ability to
attract talent, engage employees’ hearts and minds, and invest in their
growth and development is critical to our continued success.
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© 2012 Coinstar, Inc. All Rights Reserved.
We are­­—
an exceptional place to work
People
Attracting and Retaining Top Talent
We want to make Coinstar the first choice—for top talent in seach of a great career and
for our existing employees to grow with us.
Coinstar
WORKFORCE GROWTH
We strive to provide our employees with meaningful careers, not just jobs; with the
opportunity to participate in a growing organization, not just watch from the sidelines;
with a focus on health and wellness, not just basic insurance and sick days.
GROWTH AND INNOVATION
2011
2583 employees
2010
2178 employees
2009
* Note: Employment data does not include employees
from businesses we sold in 2010 and 2011.
In 2011, we were ranked 22nd on Fortune’s 100 Fastest-Growing Companies.
A growing organization is a great place to be. We’re looking for the best and the
brightest to grow along with us. That means creating the best policies to attract the
top talent. It means giving our employees encouragement and incentives to be
creative. It means rewarding new ideas and superior performance.
We know that when employees are involved in our growth and innovation, great things
happen. In fact, a number of our new products and new venture concepts have come
directly from the creative minds of our employees.
WELLNESS AND SAFETY
We believe that investing in the the health and safety of our employees is essential to
our vitality as an organization.
We know that providing a safety net during times of illness is not enough, we must
support the health and well-being of everyone at Coinstar. So, on top of high-quality
benefit plans, company perk initiatives and competitive time-off packages, we have
also emphasized preventative care.
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© 2012 Coinstar, Inc. All Rights Reserved.
2676 employees
People
In 2011, we proudly launched a comprehensive Wellness Matters Program. Now,
full-time employees can be reimbursed for fitness center memberships and other
wellness-related expenses. Nearly 30 percent of employees took advantage of this
benefit during the first year.
I decided to buy a bike once I started exercising.
This was a big decision because I haven’t ridden
a bike since 3rd grade. I have really enjoyed it
and have gotten a lot of exercise to boot!
With more than half of our employees driving their own or company-issued vehicles to
service our kiosks, we know that safe driving and accident prevention is fundamental.
That’s why we have introduced new policies, positions, and education programs to
increase awareness, enhance the reporting of safety incidents and reduce drivingrelated preventable accidents. We will continue our focus on driver safety as we
develop a more comprehensive occupational health and safety program.
Paula Reed, Executive Assistant
We participated in the Global Corporate Challenge®—a health and
well-being event aimed at improving employee fitness levels and
raising health awareness. More than 40 percent of Coinstar employees
completed the 16-week challenge. As a team, we walked, ran, biked and
swam more than 445,000 miles—equivalent to walking from Seattle to
Chicago more than 22 times. The average Coinstar participant reported
weight loss of 12 pounds, and 34 percent lowered their automobile usage
during the course of the event.
WALKED
Ran
BIKED
swam
445,000 MILES = walking from
Seattle to Chicago 22 times
x22
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© 2012 Coinstar, Inc. All Rights Reserved.
Global Corporate Challenge
People
Engaging Hearts and Minds
We must also retain the great talent we have.
,
.”
Places of business that engage both an employee’s heart and mind are the best places
to work. We strive to treat all members of our teams with respect, make diversity and
inclusion top priorities, and create an environment that celebrates input and success.
DIVERSITY AND INCLUSION
Creating a diverse and inclusive environment and leveraging the unique strengths, skills
and backgrounds of our employees is critical to our success.
That’s why, in 2011, we formally launched our diversity and inclusion program.
We believe that to sustain a culture of inclusion, commitment must start at the top.
Senior leadership is dedicated to closely aligning diversity and inclusion goals with
overall business strategy.
We developed a flash video that leveraged the creativity of our employees and
celebrated how our differences and lives outside of work enrich our business every
day. On the video, employees were asked to complete the sentence: “We are
,
because I am
.”
The project was kicked off by President and COO Gregg Kaplan, who shared how his
upbringing affects his leadership and by extension, the culture of the company.
More than 100 employees submitted content to the video, and it was shared with all
employees across the company.
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© 2012 Coinstar, Inc. All Rights Reserved.
“We are
because I am
People
EMPLOYEE ENGAGEMENT
Dollars for Doers and Dollars for
Dollars are one of the best things to
happen here.
We care about the engagement of our employees and make a point of asking, “How
we can make Coinstar an even better place to work?”
Thank you for offering the quit smoking
program. I am now 3 months smoke
free after 14 years of smoking due to the
success of this program.
A key source of insight is our annual, company-wide Employee Insights Survey, which
solicits feedback from employees on 10 areas that we believe are strong indicators of
organizational health. This feedback has helped guide key initiatives in 2011 and our
plans for 2012.
Based on these insights, we have developed tools and resources to help employees
better manage their own professional development and educate managers on
how they can support their employees. And, we celebrate success along the way,
through reward programs ranging from on the spot peer-to-peer recognition, to
quarterly awards.
RETAINING EMPLOYEES AFTER LIFE EVENTS
We seek to provide a work environment where people can continue to grow their
careers even as their families grow. We are proud that in 2011, 86 percent of employees
who took maternity or paternity leave returned to work for the company.
79%
80%
84%
85%
AGREE WE HAVE STRONG
CUSTOMER FOCUS
SATISFIED WITH
CORPORATE RESPONSIBILITY
KNOW WHAT IS
EXPECTED OF THEM
SATISFIED WITH
BENEFIT PACKAGE
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© 2012 Coinstar, Inc. All Rights Reserved.
Employee Feedback
People
Growth and Development
We recognize that investing in our employees’ growth and development is vital to our strength.
That’s why we emphasize performance management, as well as training and leadership development.
PERFORMANCE MANAGEMENT
In 2011, we implemented a new compensation module that better links performance
feedback to compensation action. This helps us ensure that 100 percent of our
employees—including our field employees who are often on the road—receive
annual reviews.
TRAINING AND LEADERSHIP DEVELOPMENT
With approximately 400 managers across the organization, motivating and leading
others is key to our success. We know that supporting our employees’ long-term
career goals also means finding ways to identify and provide continued development
opportunities for our future leaders.
100%
OF OUR EMPLOYEES RECEIVE
ANNUAL PERFORMANCE REVIEWS.
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© 2012 Coinstar, Inc. All Rights Reserved.
In 2011, we developed a core management training program to help employees
effectively transition from serving as individual contributors to leading and managing
others. We have also launched learning and management tools to provide our
employees with a variety of instructor-led and web-based training resources.
People
Challenges and Opportunities
Despite tremendous progress, we have identified several key opportunities to make a great
place to work even better.
Finding and attracting the right talent to meet our business needs is a challenge
as our company continues to grow. As our diversity and inclusion commitments
take root, we’ll also broaden this agenda and enhance our focus on building
community relationships.
We will continue to engage our employees and integrate annual survey feedback
into improvement plans, particularly as it relates to learning and development.
Where We’re Headed
HIRING AND CORE MANAGEMENT TRAINING
participation increased to
100 PERCENT OF MANAGERS.
• We will strengthen existing partnerships with minority recruiting
organizations, establish internal work groups, and roll-out diversity and
inclusion training to all employees.
• We plan to launch a more comprehensive wellness program and build
awareness through a partnership with one of the nation’s leading
preventative healthcare service providers.
• We will invest in growth and development initiatives and launch programs
to help promote internal career advancement.
WE WILL INCREASE OUR
employee participation rate
in our company-sponsored wellness
challenge to 45 percent.
WE WILL INCREASE
employee satisfaction
with training and career advancement
opportunities to 62 percent or higher.
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© 2012 Coinstar, Inc. All Rights Reserved.
2012 Opportunities
Environment
Community
We are—small footprint retail
We are beginning our journey to become responsible environmental stewards. And
we are starting from our greatest asset: our small footprint kiosks.
This got us thinking. Could our small footprint model equate to greater environmental responsibility?
To help answer the question, we conducted an initial carbon footprint assessment in 2011. This
assessment has inspired us to set goals to reduce our environmental impact.
Through this assessment, we have developed our first-ever environmental performance goals:
• Reduce the average energy used by each kiosk by 5 percent by 2012 and 15 percent by 2015,
compared to a 2010 baseline.
These goals will help ensure that our small retail footprint has a small environmental footprint as well.
This commitment includes our kiosk manufacturing and supply chain, our operations to get product
to market, the energy use of our kiosks, and finally, the office environments where we work every day.
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© 2012 Coinstar, Inc. All Rights Reserved.
• Reduce our operational greenhouse gas emissions by 5 percent by 2012 and 15 percent by 2015,
normalized by number of kiosks and compared to a 2010 baseline.
Environment
Community
REDUCING WASTE IN MANUFACTURING
The majority of our manufacturing is done by third-party suppliers who produce
components or assemble kiosks on our behalf. However, our facility in Kent,
Washington, refurbishes about 1,500 kiosks each year, and before we took action
to reduce waste, used to fill a 40-yard dumpster each week.
Rather than throw kiosk components away, a team now tears apart and rebuilds kiosks,
reusing any functional parts. Any part that cannot be reused is recycled. Recycled
materials include scrap metal, plastics, paper and electronics of all types—resulting
in only one 96-gallon trash bin pick up a week for the entire facility.
The Kent team didn’t stop there. In 2011, they introduced composting for food waste and
other organic materials. The team is also continuing to seek ways to reduce packaging in
the materials shipped and received.
CONSIDERING CORPORATE SOCIAL RESPONSIBILITY IN PROCUREMENT
In 2011, our supply chain team began looking at how it could integrate corporate social
responsibility metrics into Requests For Proposals as well as in evaluations of existing
suppliers. The team piloted a Corporate Social Responsibility Questionnaire in late 2011
to obtain baseline information about the environmental, social and hiring practices of
our suppliers.
What started as an effort to reduce production, waste, and disposal
costs led a fundamental change in how we refurbished machines at
our facility. Once we adopted new recycling and waste reduction
practices, they became habits that each of us adopted at work—
and at home.
Brandon Sofie, Facility Manager
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© 2012 Coinstar, Inc. All Rights Reserved.
From a 40-yard dumpster
to a 96-gallon bin
Environment
Community
IMPROVING EFFICIENCY—AND REDUCING EMISSIONS—IN OUR OPERATIONS
Our 2010 carbon footprint assesment helped us identify our largest sources of
greenhouse gas emissions and areas where we might improve. We set a reduction goal
measured in carbon dioxide equivalents (CO2e) normalized by our total number of
kiosks deployed, to allow for continued business growth.
4%
We achieved a 4 percent reduction in 2011 compared to our 2010 baseline, even while
our kiosk deployments grew by more than 13 percent. Normalized by number of
kiosks deployed, our operational greenhouse gas emissions decreased by 15 percent
compared to 2010.
absolute reduction
OF GREENHOUSE GAS EMISSIONS IN 2011
These results meet our goal for operational greenhouse gas emissions reduction
by 2015. During 2012, we will continue to build on this momentum and extend it to
our efforts to better measure and reduce the average energy used by our kiosks.
Our progress in this one year has inspired us to consider that further reductions are
possible. We will also be re-evaluating our operational reduction goals in 2012, and
will communicate any updates to this goal in next year’s CSR report.
.81
2011 GREENHOUSE
GAS EMISSIONS BY SOURCE
Company-owned Fleet
1%
.68
8%
29%
Other Transportation
8%
8%
11%
35%
Energy Use
In Metric Tons CO2e
39,571 2010
Employee Commuting
Business Travel
Shipping
20102011
TOTAL GREENHOUSE
GAS EMISSIONS
Waste to Landfill
38,017 2011
Metric Tons CO2e per kiosk
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© 2012 Coinstar, Inc. All Rights Reserved.
OPERATIONAL GREENHOUSE
GAS EMISSIONS, NORMALIZED
BY KIOSKS DEPLOYED
Environment
Community
REDUCING THE IMPACT OF TRANSPORTATION
Transportation—an essential part of our business model—comprises 64 percent of
our total carbon footprint. Servicing and moving goods between our kiosks requires
a lot of driving­—895 fleet vehicles drove 26 million miles last year alone. Our field
service representatives driving personal vehicles and third-party transportation (such
as armored vehicles carrying coins from our kiosks) add to our transportation impacts.
To ease our environmental impact, our Coinstar line of business began using the
Toyota® Prius in 2009. Today, the fuel-efficient vehicle comprises one-third of the
passenger cars in this fleet.
FURTHER PROGRESS IN 2011:
• In our Redbox line of business, a focus on efficiency led to a reduction in miles driven
by our field service representatives by 5.5 percent per driver, even while the number
of kiosks they serviced increased by 15 percent. Further improvements are expected
in 2012 following the implementation of a routing optimization program to map out
more efficient routes.
• Our Coinstar line of business held a “Fuel Misers” competition during 2011 to reduce
overall fleet fuel consumption, resulting in a savings of 13,881 gallons of fuel. Drivers
received tips on how to drive more efficiently, and were rewarded for having the best
fuel economy per vehicle class and reducing overall fuel consumption.
Measured in Gigajoules
2010
2011
Direct Energy Use
Natural Gas
Gasoline
Propane
2010
2011
28,194
27,340
Indirect Energy Use
2,893
177,880
33
3,478
181,162
43
Electricity
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© 2012 Coinstar, Inc. All Rights Reserved.
Energy Use
Environment
Community
KIOSKS
Recognizing that our operational greenhouse gas emissions assessment didn’t include
the energy use of our kiosks in the marketplace, we hired an Environmental Defense
Fund Climate Corps fellow in 2011 who spent the summer analyzing the energy used
by different components of the kiosks and identifying opportunities for improving
energy efficiency. Based on this analysis, our engineering teams are looking at options
to reduce the energy used by our kiosks, both in refurbishing existing machines and in
the design of new kiosks.
Improving the energy efficiency of our kiosks will take time. Our engineers are working
to identify and pilot possible solutions including more efficient methods for heating
and cooling or alternative designs that would incorporate more efficient lighting.
We are exploring which measures will best help us meet our 2015 goal to reduce the
average energy use per kiosk by 15 percent.
REDUCING WASTE: BOX ART DISPLAYED IN OUR KIOSKS
Redbox® kiosks have a display featuring the movie titles available to rent. Each week, as
new movies become available, our field service representatives update this display and
discard the previous week’s art.
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© 2012 Coinstar, Inc. All Rights Reserved.
As a result of a focused effort in 2011, we anticipate an 18 percent reduction in 2012
in the total amount of box art being produced and shipped to the field—reducing
potential waste, as well as cutting the greenhouse gas emissions from shipping.
Environment
Community
ENGAGING EMPLOYEES WHERE WE WORK
While we’ve been tackling some complex operational efficiency and kiosk engineering
challenges, we’re also focused on improving our individual work environments and
helping employees reduce their own environmental impact.
As part of these efforts, we renovated both of our corporate office spaces in 2011.
These renovations included improvements such as:
• Incorporating recycling programs and collection into the remodeled spaces
• Utilizing energy efficient lighting and motion sensors
• Installing carpet tiles made from recycled content
• Upgrading video conferencing capabilities to enhance communications capabilities
and reduce employee travel
• Installing EnergyStar-rated appliances
• Replacing disposable dishware with ceramic dishes and silverware
John Chestnut, Sr. Business Analyst
As a result, our Oakbrook Terrace office outside of Chicago, Illinois, reduced its electricity
need for lighting by 43 percent. Our Bellevue, Washington, office reduced water use by
4,000 gallons a year by installing low-flow and automatic sensors on water fixtures.
EARTH WEEK
We further engaged employees in our responsible environmental stewardship efforts
by hosting our first ever “Earth Week” in 2011. Each day we delivered information to
employees on important environmental topics such as how to improve fuel efficiency
while driving.
We also held activities that demonstrated our commitment to the environment. Our
Oakbrook Terrace employees participated in a service project to landscape and rebuild
an outdoor classroom. In Bellevue, we held a recycling training where employees were
incentivized to replace their desk side garbage cans with recycling bins. We also brought in
local transportation groups to help employees understand alternatives to driving alone.
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© 2012 Coinstar, Inc. All Rights Reserved.
Organizing the Transportation Fair as part of
Earth Day events was a great way to educate
Coinstar employees about the transit options
available. This is one way of many ways to build
a more sustainable Coinstar.
Environment
Community
Challenges and Opportunities
2012 Opportunities
• We will continue to reduce the environmental impact of our fleet, and
Toyota® Prius models will become more than 50 percent of our passenger
cars in our Coinstar line of business.
• Our engineering teams will test new designs and possible technologies to
reduce the average amount of energy used by our kiosks.
Where We Are Headed
Reduce operational
greenhouse gas emissions
BY 5 PERCENT BY 2012 AND 15 PERCENT BY 2015,
normalized by number of kiosks and
compared to a 2010 baseline.
Shrink average kiosk energy use
BY 5 PERCENT BY 2012 AND 15 PERCENT BY 2015,
compared to a 2010 baseline.
• We will request information from our strategic suppliers on their CSR
practices and performance, and include CSR as a component in new
Request for Proposals and supplier evaluations.
• We will work with our new ventures team to ensure that environmental
sustainability considerations are included in new business evaluation
and development.
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© 2012 Coinstar, Inc. All Rights Reserved.
Many teams have integrated our greenhouse gas and energy reduction goals into
their group and individual performance plans, which will help us to continue to drive
progress in these areas. But there is more to do to engage our field employees—
two-thirds of our workforce—in our environmental sustainability efforts, particularly
in improving fleet efficiency. Another challenge is reducing the average energy use of
our kiosks in a relatively short amount of time.
Community
We are—
prospering together
We are committed to building a culture that supports healthy, strong
communities. Our path begins with the first step—developing
the framework necessary to create a culture that puts community
prosperity at its center. From orchestrating large-scale service events,
to launching matched giving and Dollars for Doers programs, we
believe we are on our way to triggering a culture shift at Coinstar.
Childhaven considers Coinstar a true partner in
our mission to heal the youngest victims of abuse
and neglect. From underwriting our fundraising
events, to hosting fun holiday parties for our
families to employees volunteering—Coinstar
really gets involved.
Maria Chavez Wilcox, President, Childhaven
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© 2012 Coinstar, Inc. All Rights Reserved.
Over this last year, we have become more structured in our
community engagement efforts and more intentional in our
giving strategy.
Community
Deepening Engagement
We are committed to providing diverse channels that educate and engage our staff on critical issues.
LUNCH AND LEARN
In 2011, we launched our Lunch and Learn program. Employees invite representatives
from nonprofit organizations to present their work to Coinstar staff. After learning
about the mission and scope of the nonprofit, our teams work together to set and
achieve service and giving goals.
Thank you so much for organizing a successful
Healing Basket Drive at Coinstar. It was fun
to see so many caring volunteers attend and
assemble baskets.
In October, during Breast Cancer Awareness month, a Coinstar engineer introduced
the company to Northwest Hope & Healing, a nonprofit that provides support to
breast and gynecological cancer patients in the Puget Sound area. Following the
Lunch and Learn, a giving campaign was launched to create Healing Baskets for newly
diagnosed patients. The drive culminated in a service activity where employees
assembled 100 Healing Baskets to help make hospital stays for newly diagnosed
patients a little brighter.
Shari Sewell, Director, Northwest Hope &
Healing Foundation
VOLUNTEER PARTICIPATION
2010
2011
3%
2012 GOAL
25%
30%
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© 2012 Coinstar, Inc. All Rights Reserved.
Our Progress
Community
COMPANY ORGANIZED EVENTS
Throughout the year, Coinstar also organizes large-scale community service events. These
events create an opportunity for employees to help better the communities in which they
live and to connect more deeply with nonprofit organizations and the people they serve.
The event was a resounding success. Not only
did it give back to the community in a very real
and meaningful way, but it provided a great
way to demonstrate our corporate values of
humility, respect and dedication.
Lisa Fain, Board Member of Boys and Girls Club
of Chicago and Director of Diversity and
Inclusion, Coinstar
For example, the Redbox Marketing and Consumer Experience teams hosted a
Back-to-School Carnival along with the Boys and Girls Club of Chicago. More than
350 kids attended the free carnival took place in the neighborhood of Little Village,
where volunteers manned inflatables, carnival games and registration and prize tables.
Kids were able to exchange tickets won at carnival games for school supplies. The event
helped ensure children were returning to school ready to learn, while raising awareness
for Boys and Girls Club After-School Programs.
TEAM VOLUNTEERING
We also encourage Coinstar teams to design their own volunteer activities.
For example, the Fall Field Challenge invited every field team to volunteer with a
nonprofit organization of their choice. For teams that garnered at least 80 percent
participation and volunteered for a minimum of three hours, $1,000 was donated to
the organization they supported. From hosting a movie night to help families at the
Ronald McDonald House in Alabama, to supporting Make-A-Wish Foundation events
in Montana, we were impressed with the turnout and enthusiasm. More than 24 teams
participated and 160 employees positively impacted their communities.
EXECUTIVE TEAM PARTICIPATION
25% of employees volunteered
FOR A SERVICE PROJECT IN 2011.
on a nonprofit board:
2010
6%
2011
50%
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© 2012 Coinstar, Inc. All Rights Reserved.
Engagement results
Community
Impactful Giving
We are taking a more comprehensive approach to our giving strategy.
CORPORATE GIVING
2011 was a year of building relationships, defining our giving priorities and thoughtfully
entering into partnerships with key community organizations.
We celebrated our 20th Anniversary by donating $25,000 to the College Success
Foundation’s Leadership 1000 Program to provide tuition assistance to high-potential
students attending college in Washington State.
Our Progress
CHARITABLE GIVING
2010
2011
2012 GOAL
$76,000
$572,000
DOUBLE CHARITABLE GIVING
over previous year
$572,000
In Charitable Giving
$34,000
$92,400
$75,200
$370,000
In Volunteer Honorariums
In In-kind Giving
In Matched Giving
In Corporate Giving
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© 2012 Coinstar, Inc. All Rights Reserved.
2011 Giving Results
Community
Matched Giving is a no brainer. You are going
to donate your time and money anyway, or at
least you should, so why not have the company
match it?
Robb Meek, Regional Manager, Redbox
MATCHED GIVING
Through our 2010 Benefits Survey, we learned that employees wanted a matched
giving benefit. Honoring this request, we rolled out a matched giving program in early
2011. We are proud to be able to amplify the generosity of our employees through our
Dollars for Dollars and Dollars for Doers program, which matches employee gifts of
money and time.
A regional manager volunteered for two years with the Sertoma Club of Springfield,
Missouri, an organization that raises money in support of local Boys and Girls Clubs.
By leveraging the Dollars for Doers program, the company matched 20 hours of his
volunteer time with an equivalent monetary donation.
IN-KIND GIVING
To better support those we serve, we have instituted an in-kind giving program to
reach communities and organizations as geographically dispersed as our kiosks.
We are proud to provide gift baskets filled with DVDs, Redbox promo codes for free
one-day DVD rentals and bags of microwave popcorn to support the charitable
activities of our stakeholders. We fill requests from all over the country, from schools,
nonprofits, consumers and employees.
2010
2011
IN-KIND GIVING PROGRAM LAUNCHED. DELIVERED:
IN-KIND GIVING
No program
• 3,000 DVDs
• In-kind products to more
• 25,000 Redbox promo than 260 zip codes
codes for free one-day • $38,000 worth of excess
inventory
DVD rentals
2012 GOAL
Increase v alue of
in-kind givingdollars by
20%
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© 2012 Coinstar, Inc. All Rights Reserved.
Our Progress
Community
Challenges and Opportunities
We’re still learning—and we’re committed to improving.
One challenge we’ve faced over the last year has been ensuring that there are rich
service opportunities for our field employees, who make up the majority of our
company and often work remotely. While field staff volunteer communications and
logistics have required additional coordination, we are proud of the end results—
hyper-local community engagement.
Another challenge has been appealing to the distinct Redbox and Coinstar cultures.
We are continuing to refine our social impact approach to support the unique
strengths of each line of business. We are greatly encouraged by the interest,
excitement and generosity of all Coinstar employees.
Where We’re Headed
DOUBLE CORPORATE
charitable giving in 2012.
DOUBLE THE PERCENTAGE OF
2012 Opportunities
employees participating
IN GIVING PROGRAMS IN 2012.
• To encourage and support volunteerism, every employee is being offered
eight hours of paid time off for company-sponsored volunteer events.
Increase the percentage of employees
participating in company-sponsored
volunteer events
BY 50 PERCENT IN 2015.
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© 2012 Coinstar, Inc. All Rights Reserved.
• We will be building brand-specific social impact programs that will help
increase our charitable giving.
Global Reporting Initiative index
Community
The following table shows how our report aligns to the Global R eporting Initiative (GRI) 3.1 Guidelines. We
have self-declared as a Level C reporter for our first corporate social responsibility r eport. The reference
indicates where the required information can be found either in this report or in other publicly available
documents such as our Annual Report. We are committed to t ransparency and plan to continue to expand
our disclosure a nd reporting over time.
DESCRIPTION
Profile Disclosures
1.1
Statement from the CEO
2.1
Name of the organization
2.2
Primary brands, products, and/or services
2.3
Operational structure
2.4
Location of organization’s headquarters
2.5
Countries of operation
2.6
Nature of ownership and legal form
2.7
Markets served
2.8
Scale of the reporting organization
2.9
Significant changes during the reporting period regarding size,
structure, or ownership
2.10
Awards received in the reporting period
3.1
Reporting period
3.2
Date of most recent previous report
3.3
Reporting cycle
3.4
Contact point for questions regarding the report
or its contents
3.5
Process for defining report content
LOCATION
A Letter from our CEO, page 3
Front Cover
Who We Are, pages 4-­8
Annual Report: Business Segments
Bellevue, Washington
United States, Canada, Ireland, United Kingdom and Puerto Rico
Annual Report
Annual Report
Who We Are, page 6
Annual Report
A Letter from our CEO, page 3
Calendar year 2011
Not applicable; first report
Annual
csr@coinstar.com
Coinstar’s corporate social responsibility team, established in 2010,
led the report development process. The team collected input from
internal stakeholders and reviewed the Global Reporting Initiative
guidelines in order to determine relevant content and available
performance data. The report will be shared with the public via our
website, and additional stakeholders we expect to use the report are
our employees, investors, and retail customers.
29
© 2012 Coinstar, Inc. All Rights Reserved.
INDICATOR
Global Reporting Initiative index
Community
INDICATOR
DESCRIPTION
LOCATION
3.6
Boundary of the report
3.7
Any limitations on the scope or boundary of the report
3.8
Basis for reporting on joint ventures, subsidiaries, leased
facilities, outsourced operations, and other entities
3.10
Explanation of the effect of any re-statements of
information provided in earlier reports, and the reasons for
such re-statement
Significant changes from previous reporting periods in
the scope, boundary, or measurement methods applied in
the report
Table identifying the location of the Standard Disclosures in
the report
Governance structure of the organization, including
committees under the highest governance body responsible
for specific tasks, such as setting strategy or organizational
oversight
Indicate whether the Chair of the highest governance body
is also an executive officer (and, if so, their function within
the organization’s management and the reasons for this
arrangement)
For organizations that have a unitary board structure, state the
number and gender of members of the highest governance
body that are independent and/or non-executive members
Mechanisms for shareholders and employees to provide
recommendations or direction to the highest governance body
The report represents Coinstar’s global operations, whether at
owned or leased facilities. Suppliers are included in our environmental
performance data for activities such as third-party shipping
and deployment.
Lines of business pending sale were not included in this report as well
as new seed businesses. Facilities that do not have material impact
were excluded (less than 1% of impact).
Facilities where we have operational control are included.
Environmental data for leased facilities and outsourced operations
such as shipping and transportation are included. Where precise data
isn’t available due to leasing arrangements or data limitations, we
rely on industry estimates (such as energy use per square foot) to
extrapolate our performance.
Not applicable since this is our first report
3.12
4.1
4.2
4.3
4.4
Not applicable since this is our first report
Global Reporting Initiative index, pages 29-31
Proxy Statement
No; see Proxy Statement: Board Leadership Structure and
Role in Risk Oversight
See Proxy Statement. All but CEO are independent.
Proxy Statement
30
© 2012 Coinstar, Inc. All Rights Reserved.
3.11
Global Reporting Initiative index
Community
INDICATOR
DESCRIPTION
LOCATION
4.14
List of stakeholder groups engaged by the organization
4.15
Bases for identification and selection of stakeholders with
whom to engage
Coinstar engages with a wide range of stakeholder groups on
corporate social responsibility issues, including our customers,
employees, community organizations and retail industry groups.
See our Community section for further examples of groups we
engage with.
Our field employees, which represent approximately two-thirds of our
workforce, are at the front lines of our stakeholder engagement in
their communities.
EN3
EN4
EN5
EN16
EN17
EN18
EN29
LA1
LA15
LA12
SO8
Direct energy consumption by primary energy source
Indirect energy consumption by primary source
Energy saved due to conservation and
efficiency improvements
Total direct and indirect greenhouse gas emissions by weight
Other relevant indirect greenhouse gas emissions by weight
Initiatives to reduce greenhouse gas emissions and
reductions achieved
Significant environmental impacts of transporting products
and other goods and materials used for the organization’s
operations, and transporting members of the workforce
Total workforce by employment type, employment contract,
and region, broken down by gender
Return to work and retention rates after parental leave,
by gender
Percentage of employees receiving regular performance and
career development reviews, by gender
Monetary value of significant fines and total number of
non-monetary sanctions for non-compliance with laws
and regulations
Community, pages 26-27
Annual Report
Environment, page 19
Environment, page 19
Environment, page 19 and 21
Environment, page 18
Environment, page 19
Environment, page 19
Environment, page 19
People, page 10
People, page 13
People, page 14
Annual Report: Legal Proceedings and Legal Matters
31
© 2012 Coinstar, Inc. All Rights Reserved.
Performance Indicators
EC1
Direct economic value generated and distributed