Greenpeace's Reenergise campaign ranks Australia's biggest electricity using companies on their commitments and actions regarding renewable energy use. This company has: not committed to powering their operations by 100% renewable electricity by 2030; not signed a power purchase agreement (PPA) to buy power from a wind or solar project; not invested in on-site solar.

Forest 500 identifies the 350 companies and 150 financial institutions with the greatest exposure to tropical deforestation risk, and annually assesses them on the strength and implementation of their deforestation and human rights commitments. This financial institution received a score of 0%.

In 2005, Toys "R" Us was purchased in a US$6.6 billion leveraged buyout by private equity firms Bain Capital, KKR, and Vornado Realty Trust. While Toys "R" Us' revenues remained steady over the next 13 years - US$11.1 billion in sales in 2017 - the retailer was saddled with debt it couldn't repay. By 2007, 97% of the company's operating income was consumed by interest, which left the company unable to upgrade technology or evolve its business model. The heavy debt load eventually led Toy "R" Us to file for bankruptcy in 2018. The company liquidated in June of 2018 and closed their remaining 800 stores. Over 33,000 employees of the company lost their jobs and their severance payments in bankruptcy court. The PE companies controlling the Toys "R" Us bankruptcy refused buyers that would have saved thousands of jobs and instead chose liquidation to maximize the financial extraction. The private equity firms that owned Toys "R" Us collected more than $470 million in fees and interest from the retailer over the ownership period, while a total of 64,000 jobs were lost.

The 2024 Social Benchmark assesses the world's 2,000 most influential companies on their responsibility in meeting society's fundamental expectations towards three measurement areas: respecting human rights, providing decent work, and acting ethically. This company was assessed in 2022 and received a score of 0.5/20. The average score was an alarmingly low 4.6/20 and the highest score was 15.5/20.

JUST Capital polls Americans every year to identify the issues that matter most in defining just business behaviour. For their 2024 rankings the public identified 20 issues, which are organised under the headings Workers, Communities, Customers, Shareholders and Environment. JUST Capital then define metrics that map to those issues and track and analyse the largest, publicly traded U.S. companies. This analysis powers their rankings, in which this company ranked 764th of 937 companies, and 33rd of 38 Capital Markets companies.

The 2022 Financial System Benchmark ranks 400 financial institutions across three measurement areas: governance and strategy, respecting planetary boundaries (environment, climate and biodiversity) and adhering to societal conventions (human rights). This company ranked #343/400, with a total score of 0.5/100.

In 2014, this company, together with other private equity firms Blackstone and TPG, agreed to pay US$325m to settle a lawsuit that accused seven private equity groups of conspiring to fix the prices of some of the world's biggest leveraged buyouts.

This company received an S&P Global ESG Score of 26/100 in the Diversified Financial Services and Capital Markets category of the S&P Global Corporate Sustainability Assessment, an annual evaluation of companies' sustainability practices (last updated 23 Sep 2022). The rankings are based on an analysis of corporate economic, environmental and social performance, assessing issues such as corporate governance, risk management, environmental reporting, climate strategy, human rights and labour practices.

In 2022 the median pay for a worker at this company was US$225,000. The CEO was paid 352 times this amount. Exorbitant CEO pay is a major contributor to rising inequality. CEOs are getting more because of their power to set pay, not because they are increasing productivity or possess specific, high-demand skills. The economy would suffer no harm if CEOs were paid less (or taxed more). In contrast, the CEO-to-typical-worker compensation ratio was 20-to-1 in 1965 and 58-to-1 in 1989.