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Once your registration request has been received, a representative from your Local Network will be in touch to confirm your company’s participation. Company Information: UN Global Compact Member (Please wait for your company name/parent company name to autofill the field) Women’s Empowerment Principles (WEPs) signatory: Yes No I don't know Target Gender Equality programming will be offered in the below countries in 2021 in collaboration with the Global Compact Local Networks. (...) How far along is your company on its journey to advance gender equality? We have been working on gender equality for many years and have a robust strategy in place We have undertaken some activities to advance gender equality, but have identified a need to scale up our efforts Gender equality is a new priority for our company 2. Has your company used the the WEPs Gender Gap Analysis Tool to assess its gender equality performance?
Language:English
Score: 551481.93 - https://www.unglobalcompact.or...t-initiatives/registration/new
Data Source: un
The WASH Pledge and related support tools provide companies with guidance for what companies can do in terms of 4 engaging their employees, while the Mandate Guidance document gives companies a framework for how to manage for HRWS issues both within their companies and in the communities where they operate. These documents and cases highlight the Importance of company buy-in and developing the case for action by companies. (...) How do companies make the internal business case for action?
Language:English
Score: 551449.46 - https://www.un.org/waterforlif...ess%20-Wash_Main-La-FORMAT.pdf
Data Source: un
Activities conducted by a person that is a connected person with respect to the company seeking benefits shall be deemed to be conducted by such company. (...) If the company does not have a class of ordinary or common shares representing the majority of the aggregate vote and value of the company, then the “principal class of shares” shall be any combination of classes of shares that represent, in the aggregate, a majority of the vote and value of the company. (...) Benefits would not be denied to the company even if a second, non-qualifying group of shares with more than 50 percent of the company’s vote and value could be identified.
Language:English
Score: 551438.5 - https://www.un.org/esa/ffd/wp-...16/11/13STM_CRP16_beps-lob.pdf
Data Source: un
Saad Head of SMS Audit Section Egyptian Airports Company Airport Road in Front of Ministry of Civil Aviation Cairo- EGYPT Mrs. (...) Mohamed Ibrahim El-Hefnawy Safety Specialist Hurghada International Airport Egyptian Airports Company Hurghada - EGYPT Mr. Mohamed Khattab Air Traffic Controller National Air Navigation Services Company Cairo International Airport Cairo Airport Road Cairo - EGYPT Mr. Mohamed Nasr Mohamed Fareid Safety Special (Head of Emergency Section) Sharm El Sheikh International Airport Egyptian Airports Company EGYPT Mr. Mohamed Rashad Abd El Hakiem Esaa Safety Specialist (Head of SMS Section) Sharm El Sheikh International Airport Egyptian Airports Company EGYPT Mr.
Language:English
Score: 551380.2 - https://www.icao.int/MID/Docum...f%20Participants%20Website.pdf
Data Source: un
In recognition of your support, UNICEF will be pleased to offer your company: The use of our special Silver Star for Children badge for your corporate communication A UNICEF Silver Star for Children plaque with your company’s name on it in recognition of your valuable contribution A UNICEF official donation receipt for tax benefits A Thank You letter from UNICEF to help provide visible recognition of your support to UNICEF’s work for children Official recognition of your company as a Silver Star for Children corporate donor can provide a good level of positive visibility for your company’s brand Opportunities for special invitations for future UNICEF flagship events  2021 Silver Star for Children corporate: Bangkok Bank PCL Experian Thailand Company Limited Osathanugrah Foundation Blue Star for children: For companies donating more than 100,000 Baht within one calendar year With the Blue Star for Children, your donation can help UNICEF to provide 14 school-in-a-box kits, so that 14 teachers and 560 students in some of the most difficult situations imaginable can continue their classes for another 3 months. In recognition of your support, UNICEF will be pleased to offer your company: The use of a special Blue Star for Children badge for corporate communication A UNICEF Blue Star for Children certificate with your company name to recognize your contribution A UNICEF official donation receipt for tax benefits and Thank You letter Official recognition of your company as a Blue Star for Children corporate donor can provide a high level of positive visibility for your company’s brand 2021 Blue Star for Children corporate: Eastern Star Real Estate PCL The Siam Cement PCL Tetra Pak (Thailand) Ltd. Cyberprint Group Company Limited Raceup Work Co., Ltd. Lazada Co., Ltd.
Language:English
Score: 551369.78 - https://www.unicef.org/thailan...gement/star-children-programme
Data Source: un
The COP describes any action(s) that the company plans to undertake by its next COP to have the credibility of the information in its COP externally assessed, including goals, timelines, metrics, and responsible staff Information is reviewed by multiple stakeholders (e.g., representatives of groups prioritized in stakeholder analysis) Information is reviewed by a panel of peers (e.g., members of the same industry, competitors, benchmarked leaders, others organized via Global Compact Local Network) Information is assured by independent assurors (e.g., accounting or consulting firm) using their own proprietary methodology Information is assured by independent assurors (e.g., accounting or consulting firm) against recognized assurance standard (e.g., ISAE3000, AA1000AS, other national or industry-specific standard) Other established or emerging best practices   The COP incorporates the following high standards of transparency and disclosure: Applies the GRI Sustainability Reporting Guidelines or the GRI Standards Applies elements of the International Integrated Reporting Framework Provides information on the company’s profile and context of operation Is 'in accordance - core' with GRI Standards Is 'in accordance - comprehensive' with GRI Standards Strategy, Governance and Engagement Criterion 2: The COP describes value chain implementation Analyze each segment of the value chain carefully, both upstream and downstream, when mapping risks, opportunities and impacts Communicate policies and expectations to suppliers and other relevant business partners Implement monitoring and assurance mechanisms (e.g. audits/screenings) for compliance within the company’s sphere of influence Undertake awareness-raising, training and other types of capacity building with suppliers and other business partners Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Other established or emerging best practices Criterion 1: The COP describes mainstreaming into corporate functions and business units Place responsibility for execution of sustainability strategy in relevant corporate functions (procurement, government affairs, human resources, legal, etc) ensuring that no function is conflicting with company sustainability commitments and objectives Align strategies, goals and incentive structures of all business units and subsidiaries with corporate sustainability strategy Design corporate sustainability strategy to leverage synergies between and among issue areas and to deal adequately with trade-offs Ensure that different corporate functions coordinate closely to maximize performance and avoid unintended negative impacts Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Assign responsibility for corporate sustainability implementation to an individual or group within each business unit and subsidiary Other established or emerging best practices Human Rights Criterion 3: The COP describes robust commitments, strategies or policies in the area of human rights Commitment to comply with all applicable laws and respect internationally recognized human rights, wherever the company operates (e.g., the Universal Declaration of Human Rights, Guiding Principles on Human Rights) (BRE1 + ARE1) Integrated or stand-alone statement of policy expressing commitment to respect and support human rights approved at the most senior level of the company (BRE 1 + BRE5 + ARE 1 + ARE 5) Statement of policy stipulating human rights expectations of personnel, business partners and other parties directly linked to operations, products or services (BRE 1) Statement of policy publicly available and communicated internally and externally to all personnel, business partners and other relevant parties (BRE 1 + BRE 5 + ARE 1 + ARE 5) Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Other established or emerging best practices Criterion 5: The COP describes effective monitoring and evaluation mechanisms of human rights integration System to monitor the effectiveness of human rights policies and implementation with quantitative and qualitative metrics, including in the supply chain (BRE3 + ARE3) Monitoring draws from internal and external feedback, including affected stakeholders Leadership review of monitoring and improvement results Process to deal with incidents the company has caused or contributed to for internal and external stakeholders (BRE 4 + ARE 4) Grievance mechanisms that are legitimate, accessible, predictable, equitable, transparent, rights-compatible, a source of continuous learning, and based on engagement and dialogue (BRE4 + ARE4) Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Outcomes of integration of the human rights principles Other established or emerging best practices Criterion 4: The COP describes effective management systems to integrate the human rights principles Process to ensure that internationally recognized human rights are respected Internal awareness-raising and training on human rights for management and employees Operational-level grievance mechanisms for those potentially impacted by the company’s activities (BRE 4 + ARE 4) Allocation of responsibilities and accountability for addressing human rights impacts Internal decision-making, budget and oversight for effective responses to human rights impacts Processes to provide for or cooperate in the remediation of adverse human rights impacts that the company has caused or contributed to (BRE 3+ BRE 4 + ARE3 + ARE 4) Process and programs in place to support human rights through: core business; strategic philanthropic/social investment; public policy engagement/advocacy; partnerships and/or other forms of collective action (BRE 6 + ARE 6) Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff On-going due diligence process that includes an assessment of actual and potential human rights impacts (BRE 2 + BRE 3 + ARE 2 + ARE 3) Other established or emerging best practices Labour Criterion 6: The COP describes robust commitments, strategies or policies in the area of labour Reference to principles of relevant international labour standards (ILO Conventions) and other normative international instruments in company policies Reflection on the relevance of the labour principles for the company Written company policy to obey national labour law, respect principles of relevant international labour standards in worldwide company operations and engage in dialogue with representative organization of the workers (international, sectoral, national). (...) Rio Declaration on Environment and Development) Reflection on the relevance of environmental stewardship for the company Written company policy on environmental stewardship Inclusion of minimum environmental standards in contracts with suppliers and other relevant business partners Specific commitments and goals for specified years Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Other established or emerging best practices Criterion 11: The COP describes effective monitoring and evaluation mechanisms for environmental stewardship System to track and measure performance based on standardized performance metrics Leadership review of monitoring and improvement results Process to deal with incidents Audits or other steps to monitor and improve the environmental performance of companies in the supply chain Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Outcomes of integration of the environmental principles Other established or emerging best practices Criterion 10: The COP describes effective management systems to integrate the environmental principles Environmental risk and impact assessments Assessments of lifecycle impact of products, ensuring environmentally sound management policies Allocation of responsibilities and accountability within the organisation Internal awareness-raising and training on environmental stewardship for management and employees Grievance mechanisms, communication channels and other procedures (e.g. whistleblower mechanisms) for reporting concerns or seeking advice regarding environmental impacts Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Other established or emerging best practices Anti-Corruption Criterion 12: The COP describes robust commitments, strategies or policies in the area of anti-corruption Publicly stated formal policy of zero-tolerance of corruption (D1) Commitment to be in compliance with all relevant anti-corruption laws, including the implementation of procedures to know the law and monitor changes (B2) Statement of support for international and regional legal frameworks, such as the UN Convention against Corruption (D2) Policy on anti-corruption regarding business partners (D5) Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Detailed policies for high-risk areas of corruption (D4) Other established or emerging best practices Criterion 14: The COP describes effective monitoring and evaluation mechanisms for the integration of anti-corruption Leadership review of monitoring and improvement results (D12) Process to deal with incidents (D13) Public legal cases regarding corruption (D14) Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Use of independent external assurance of anti-corruption programmes (D15) Outcomes of integration of the anti-corruption principle Other established or emerging best practices Criterion 13: The COP describes effective management systems to integrate the anti-corruption principle Support by the organization’s leadership for anti-corruption (B4) Human Resources procedures supporting the anti-corruption commitment or policy, including communication to and training for all employees (B5 + D8) Internal checks and balances to ensure consistency with the anti-corruption commitment (B6) Management responsibility and accountability for implementation of the anti-corruption commitment or policy (D7) Communications (whistleblowing) channels and follow-up mechanisms for reporting concerns or seeking advice (D9) Internal accounting and auditing procedures related to anticorruption (D10) Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Carrying out risk assessment of potential areas of corruption (D3) Actions taken to encourage business partners to implement anti-corruption commitments (D6) Other established or emerging best practices UN Goals and Issues Criterion 18: The COP describes partnerships and collective action Develop and implement partnership projects with public or private organizations (UN entities, government, NGOs, or other groups) on core business, social investments and/or advocacy Join industry peers, UN entities and/or other stakeholders in initiatives contributing to solving common challenges and dilemmas at the global and/or local levels with an emphasis on initiatives extending the company’s positive impact on its value chain Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Other established or emerging best practices Criterion 15: The COP describes core business contributions to UN goals and issues Align core business strategy with one or more relevant UN goals/issues Develop relevant products and services or design business models that contribute to UN goals/issues Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Adopt and modify operating procedures to maximize contribution to UN goals/issues Other established or emerging best practices Criterion 16: The COP describes strategic social investments and philanthropy Pursue social investments and philanthropic contributions that tie in with the core competencies or operating context of the company as an integrated part of its sustainability strategy Coordinate efforts with other organizations and initiatives to amplify—and not negate or unnecessarily duplicate—the efforts of other contributors Take responsibility for the intentional and unintentional effects of funding and have due regard for local customs, traditions, religions, and priorities of pertinent individuals and groups Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Other established or emerging best practices Criterion 17: The COP describes advocacy and public policy engagement Publicly advocate the importance of action in relation to one or more UN goals/issues Commit company leaders to participate in key summits, conferences, and other important public policy interactions in relation to one or more UN goals/issues Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Other established or emerging best practices Governance Criterion 19: The COP describes CEO commitment and leadership CEO leads executive management team in development of corporate sustainability strategy, defining goals and overseeing implementation CEO promotes initiatives to enhance sustainability of the company’s sector and leads development of industry standards Make sustainability criteria and UN Global Compact principles part of goals and incentive schemes for CEO and executive management team Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff CEO publicly delivers explicit statements and demonstrates personal leadership on sustainability and commitment to the UN Global Compact Other established or emerging best practices Criterion 21: The COP describes stakeholder engagement Publicly recognize responsibility for the company’s impacts on internal and external stakeholders Define sustainability strategies, goals and policies in consultation with key stakeholders Consult stakeholders in dealing with implementation dilemmas and challenges and invite them to take active part in reviewing performance Establish channels to engage with employees and other stakeholders to hear their ideas and address their concerns Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Other established or emerging best practices Criterion 20: The COP describes Board adoption and oversight Board establishes, where permissible, a committee or assigns an individual board member with responsibility for corporate sustainability. Board (or committee), where permissible, approves formal reporting on corporate sustainability (Communication on Progress) Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Board of Directors (or equivalent) assumes responsibility and oversight for long-term corporate sustainability strategy and performance Other established or emerging best practices Business and Peace The COP describes policies and practices related to the company's government relations in high-risk or conflict-affected areas Management practices aimed at preventing corrupt relationships with government officials Assessment of opportunities for constructive engagement with government actors in order to support peace Measures undertaken to avoid complicity in human rights violations by government actors Other established or emerging best practices Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff The COP describes policies and practices related to the company's core business operations in high-risk or conflict-affected areas Adherence to best practices even where national law sets a lower standard, including in the management of security services Management of the supply chain to avoid contributing to conflict through purchasing decisions and practices Information on how policies, strategies and operating practices have been adapted to the specific high-risk/conflict context based on due diligence Other established or emerging best practices Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff The COP describes local stakeholder engagement and strategic social investment activities of the company in high-risk or conflict-affected areas Stakeholder engagement mechanisms across company and contractor operations Approaches to stakeholder engagement involving civil society, international organizations, etc Actions toward constructive and peaceful company-community engagement Sustainable social investment projects Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Other established or emerging best practices Note: Responsibility for the content of participants' public communication related to the Ten Principles of the UN Global Compact and their implementation lies with participants themselves and not with the UN Global Compact.
Language:English
Score: 551277.44 - https://www.unglobalcompact.or...ate-and-submit/advanced/103201
Data Source: un
The COP describes any action(s) that the company plans to undertake by its next COP to have the credibility of the information in its COP externally assessed, including goals, timelines, metrics, and responsible staff Information is reviewed by multiple stakeholders (e.g., representatives of groups prioritized in stakeholder analysis) Information is reviewed by a panel of peers (e.g., members of the same industry, competitors, benchmarked leaders, others organized via Global Compact Local Network) Information is assured by independent assurors (e.g., accounting or consulting firm) using their own proprietary methodology Information is assured by independent assurors (e.g., accounting or consulting firm) against recognized assurance standard (e.g., ISAE3000, AA1000AS, other national or industry-specific standard) Other established or emerging best practices   The COP incorporates the following high standards of transparency and disclosure: Applies the GRI Sustainability Reporting Guidelines or the GRI Standards Is 'in accordance - core' with GRI Standards Applies elements of the International Integrated Reporting Framework Provides information on the company’s profile and context of operation Is 'in accordance - comprehensive' with GRI Standards Strategy, Governance and Engagement Criterion 2: The COP describes value chain implementation Analyze each segment of the value chain carefully, both upstream and downstream, when mapping risks, opportunities and impacts Communicate policies and expectations to suppliers and other relevant business partners Implement monitoring and assurance mechanisms (e.g. audits/screenings) for compliance within the company’s sphere of influence Undertake awareness-raising, training and other types of capacity building with suppliers and other business partners Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Other established or emerging best practices Criterion 1: The COP describes mainstreaming into corporate functions and business units Place responsibility for execution of sustainability strategy in relevant corporate functions (procurement, government affairs, human resources, legal, etc) ensuring that no function is conflicting with company sustainability commitments and objectives Align strategies, goals and incentive structures of all business units and subsidiaries with corporate sustainability strategy Design corporate sustainability strategy to leverage synergies between and among issue areas and to deal adequately with trade-offs Ensure that different corporate functions coordinate closely to maximize performance and avoid unintended negative impacts Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Assign responsibility for corporate sustainability implementation to an individual or group within each business unit and subsidiary Other established or emerging best practices Human Rights Criterion 3: The COP describes robust commitments, strategies or policies in the area of human rights Commitment to comply with all applicable laws and respect internationally recognized human rights, wherever the company operates (e.g., the Universal Declaration of Human Rights, Guiding Principles on Human Rights) (BRE1 + ARE1) Integrated or stand-alone statement of policy expressing commitment to respect and support human rights approved at the most senior level of the company (BRE 1 + BRE5 + ARE 1 + ARE 5) Statement of policy stipulating human rights expectations of personnel, business partners and other parties directly linked to operations, products or services (BRE 1) Statement of policy publicly available and communicated internally and externally to all personnel, business partners and other relevant parties (BRE 1 + BRE 5 + ARE 1 + ARE 5) Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Other established or emerging best practices Criterion 5: The COP describes effective monitoring and evaluation mechanisms of human rights integration System to monitor the effectiveness of human rights policies and implementation with quantitative and qualitative metrics, including in the supply chain (BRE3 + ARE3) Monitoring draws from internal and external feedback, including affected stakeholders Leadership review of monitoring and improvement results Process to deal with incidents the company has caused or contributed to for internal and external stakeholders (BRE 4 + ARE 4) Grievance mechanisms that are legitimate, accessible, predictable, equitable, transparent, rights-compatible, a source of continuous learning, and based on engagement and dialogue (BRE4 + ARE4) Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Outcomes of integration of the human rights principles Other established or emerging best practices Criterion 4: The COP describes effective management systems to integrate the human rights principles Process to ensure that internationally recognized human rights are respected Internal awareness-raising and training on human rights for management and employees Operational-level grievance mechanisms for those potentially impacted by the company’s activities (BRE 4 + ARE 4) Allocation of responsibilities and accountability for addressing human rights impacts Internal decision-making, budget and oversight for effective responses to human rights impacts Processes to provide for or cooperate in the remediation of adverse human rights impacts that the company has caused or contributed to (BRE 3+ BRE 4 + ARE3 + ARE 4) Process and programs in place to support human rights through: core business; strategic philanthropic/social investment; public policy engagement/advocacy; partnerships and/or other forms of collective action (BRE 6 + ARE 6) Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff On-going due diligence process that includes an assessment of actual and potential human rights impacts (BRE 2 + BRE 3 + ARE 2 + ARE 3) Other established or emerging best practices Labour Criterion 6: The COP describes robust commitments, strategies or policies in the area of labour Reference to principles of relevant international labour standards (ILO Conventions) and other normative international instruments in company policies Reflection on the relevance of the labour principles for the company Written company policy to obey national labour law, respect principles of relevant international labour standards in worldwide company operations and engage in dialogue with representative organization of the workers (international, sectoral, national). (...) Rio Declaration on Environment and Development) Reflection on the relevance of environmental stewardship for the company Written company policy on environmental stewardship Inclusion of minimum environmental standards in contracts with suppliers and other relevant business partners Specific commitments and goals for specified years Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Other established or emerging best practices Criterion 11: The COP describes effective monitoring and evaluation mechanisms for environmental stewardship System to track and measure performance based on standardized performance metrics Leadership review of monitoring and improvement results Process to deal with incidents Audits or other steps to monitor and improve the environmental performance of companies in the supply chain Outcomes of integration of the environmental principles Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Other established or emerging best practices Criterion 10: The COP describes effective management systems to integrate the environmental principles Environmental risk and impact assessments Assessments of lifecycle impact of products, ensuring environmentally sound management policies Allocation of responsibilities and accountability within the organisation Internal awareness-raising and training on environmental stewardship for management and employees Grievance mechanisms, communication channels and other procedures (e.g. whistleblower mechanisms) for reporting concerns or seeking advice regarding environmental impacts Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Other established or emerging best practices Anti-Corruption Criterion 12: The COP describes robust commitments, strategies or policies in the area of anti-corruption Publicly stated formal policy of zero-tolerance of corruption (D1) Commitment to be in compliance with all relevant anti-corruption laws, including the implementation of procedures to know the law and monitor changes (B2) Statement of support for international and regional legal frameworks, such as the UN Convention against Corruption (D2) Policy on anti-corruption regarding business partners (D5) Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Detailed policies for high-risk areas of corruption (D4) Other established or emerging best practices Criterion 14: The COP describes effective monitoring and evaluation mechanisms for the integration of anti-corruption Leadership review of monitoring and improvement results (D12) Process to deal with incidents (D13) Public legal cases regarding corruption (D14) Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Use of independent external assurance of anti-corruption programmes (D15) Outcomes of integration of the anti-corruption principle Other established or emerging best practices Criterion 13: The COP describes effective management systems to integrate the anti-corruption principle Support by the organization’s leadership for anti-corruption (B4) Human Resources procedures supporting the anti-corruption commitment or policy, including communication to and training for all employees (B5 + D8) Internal checks and balances to ensure consistency with the anti-corruption commitment (B6) Management responsibility and accountability for implementation of the anti-corruption commitment or policy (D7) Communications (whistleblowing) channels and follow-up mechanisms for reporting concerns or seeking advice (D9) Internal accounting and auditing procedures related to anticorruption (D10) Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Carrying out risk assessment of potential areas of corruption (D3) Actions taken to encourage business partners to implement anti-corruption commitments (D6) Other established or emerging best practices UN Goals and Issues Criterion 18: The COP describes partnerships and collective action Develop and implement partnership projects with public or private organizations (UN entities, government, NGOs, or other groups) on core business, social investments and/or advocacy Join industry peers, UN entities and/or other stakeholders in initiatives contributing to solving common challenges and dilemmas at the global and/or local levels with an emphasis on initiatives extending the company’s positive impact on its value chain Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Other established or emerging best practices Criterion 15: The COP describes core business contributions to UN goals and issues Align core business strategy with one or more relevant UN goals/issues Develop relevant products and services or design business models that contribute to UN goals/issues Adopt and modify operating procedures to maximize contribution to UN goals/issues Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Other established or emerging best practices Criterion 16: The COP describes strategic social investments and philanthropy Pursue social investments and philanthropic contributions that tie in with the core competencies or operating context of the company as an integrated part of its sustainability strategy Coordinate efforts with other organizations and initiatives to amplify—and not negate or unnecessarily duplicate—the efforts of other contributors Take responsibility for the intentional and unintentional effects of funding and have due regard for local customs, traditions, religions, and priorities of pertinent individuals and groups Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Other established or emerging best practices Criterion 17: The COP describes advocacy and public policy engagement Publicly advocate the importance of action in relation to one or more UN goals/issues Commit company leaders to participate in key summits, conferences, and other important public policy interactions in relation to one or more UN goals/issues Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Other established or emerging best practices Governance Criterion 19: The COP describes CEO commitment and leadership CEO leads executive management team in development of corporate sustainability strategy, defining goals and overseeing implementation CEO publicly delivers explicit statements and demonstrates personal leadership on sustainability and commitment to the UN Global Compact CEO promotes initiatives to enhance sustainability of the company’s sector and leads development of industry standards Make sustainability criteria and UN Global Compact principles part of goals and incentive schemes for CEO and executive management team Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Other established or emerging best practices Criterion 21: The COP describes stakeholder engagement Publicly recognize responsibility for the company’s impacts on internal and external stakeholders Define sustainability strategies, goals and policies in consultation with key stakeholders Consult stakeholders in dealing with implementation dilemmas and challenges and invite them to take active part in reviewing performance Establish channels to engage with employees and other stakeholders to hear their ideas and address their concerns Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Other established or emerging best practices Criterion 20: The COP describes Board adoption and oversight Board establishes, where permissible, a committee or assigns an individual board member with responsibility for corporate sustainability. Board (or committee), where permissible, approves formal reporting on corporate sustainability (Communication on Progress) Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Board of Directors (or equivalent) assumes responsibility and oversight for long-term corporate sustainability strategy and performance Other established or emerging best practices Business and Peace The COP describes policies and practices related to the company's government relations in high-risk or conflict-affected areas Management practices aimed at preventing corrupt relationships with government officials Assessment of opportunities for constructive engagement with government actors in order to support peace Measures undertaken to avoid complicity in human rights violations by government actors Other established or emerging best practices Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff The COP describes policies and practices related to the company's core business operations in high-risk or conflict-affected areas Adherence to best practices even where national law sets a lower standard, including in the management of security services Management of the supply chain to avoid contributing to conflict through purchasing decisions and practices Information on how policies, strategies and operating practices have been adapted to the specific high-risk/conflict context based on due diligence Other established or emerging best practices Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff The COP describes local stakeholder engagement and strategic social investment activities of the company in high-risk or conflict-affected areas Stakeholder engagement mechanisms across company and contractor operations Approaches to stakeholder engagement involving civil society, international organizations, etc Actions toward constructive and peaceful company-community engagement Sustainable social investment projects Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Other established or emerging best practices Note: Responsibility for the content of participants' public communication related to the Ten Principles of the UN Global Compact and their implementation lies with participants themselves and not with the UN Global Compact.
Language:English
Score: 551277.44 - https://www.unglobalcompact.or...ate-and-submit/advanced/175651
Data Source: un
., accounting or consulting firm) using their own proprietary methodology The COP describes any action(s) that the company plans to undertake by its next COP to have the credibility of the information in its COP externally assessed, including goals, timelines, metrics, and responsible staff Information is reviewed by a panel of peers (e.g., members of the same industry, competitors, benchmarked leaders, others organized via Global Compact Local Network) Information is assured by independent assurors (e.g., accounting or consulting firm) against recognized assurance standard (e.g., ISAE3000, AA1000AS, other national or industry-specific standard) Other established or emerging best practices   The COP incorporates the following high standards of transparency and disclosure: Applies the GRI Sustainability Reporting Guidelines or the GRI Standards Is 'in accordance - core' with GRI Standards Applies elements of the International Integrated Reporting Framework Provides information on the company’s profile and context of operation Is 'in accordance - comprehensive' with GRI Standards Strategy, Governance and Engagement Criterion 1: The COP describes mainstreaming into corporate functions and business units Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Place responsibility for execution of sustainability strategy in relevant corporate functions (procurement, government affairs, human resources, legal, etc) ensuring that no function is conflicting with company sustainability commitments and objectives Align strategies, goals and incentive structures of all business units and subsidiaries with corporate sustainability strategy Assign responsibility for corporate sustainability implementation to an individual or group within each business unit and subsidiary Design corporate sustainability strategy to leverage synergies between and among issue areas and to deal adequately with trade-offs Ensure that different corporate functions coordinate closely to maximize performance and avoid unintended negative impacts Other established or emerging best practices Criterion 2: The COP describes value chain implementation Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Analyze each segment of the value chain carefully, both upstream and downstream, when mapping risks, opportunities and impacts Communicate policies and expectations to suppliers and other relevant business partners Implement monitoring and assurance mechanisms (e.g. audits/screenings) for compliance within the company’s sphere of influence Undertake awareness-raising, training and other types of capacity building with suppliers and other business partners Other established or emerging best practices Human Rights Criterion 4: The COP describes effective management systems to integrate the human rights principles Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Process to ensure that internationally recognized human rights are respected On-going due diligence process that includes an assessment of actual and potential human rights impacts (BRE 2 + BRE 3 + ARE 2 + ARE 3) Internal awareness-raising and training on human rights for management and employees Operational-level grievance mechanisms for those potentially impacted by the company’s activities (BRE 4 + ARE 4) Allocation of responsibilities and accountability for addressing human rights impacts Internal decision-making, budget and oversight for effective responses to human rights impacts Processes to provide for or cooperate in the remediation of adverse human rights impacts that the company has caused or contributed to (BRE 3+ BRE 4 + ARE3 + ARE 4) Process and programs in place to support human rights through: core business; strategic philanthropic/social investment; public policy engagement/advocacy; partnerships and/or other forms of collective action (BRE 6 + ARE 6) Other established or emerging best practices Criterion 5: The COP describes effective monitoring and evaluation mechanisms of human rights integration Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff System to monitor the effectiveness of human rights policies and implementation with quantitative and qualitative metrics, including in the supply chain (BRE3 + ARE3) Monitoring draws from internal and external feedback, including affected stakeholders Leadership review of monitoring and improvement results Process to deal with incidents the company has caused or contributed to for internal and external stakeholders (BRE 4 + ARE 4) Grievance mechanisms that are legitimate, accessible, predictable, equitable, transparent, rights-compatible, a source of continuous learning, and based on engagement and dialogue (BRE4 + ARE4) Outcomes of integration of the human rights principles Other established or emerging best practices Criterion 3: The COP describes robust commitments, strategies or policies in the area of human rights Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Commitment to comply with all applicable laws and respect internationally recognized human rights, wherever the company operates (e.g., the Universal Declaration of Human Rights, Guiding Principles on Human Rights) (BRE1 + ARE1) Integrated or stand-alone statement of policy expressing commitment to respect and support human rights approved at the most senior level of the company (BRE 1 + BRE5 + ARE 1 + ARE 5) Statement of policy stipulating human rights expectations of personnel, business partners and other parties directly linked to operations, products or services (BRE 1) Statement of policy publicly available and communicated internally and externally to all personnel, business partners and other relevant parties (BRE 1 + BRE 5 + ARE 1 + ARE 5) Other established or emerging best practices Labour Criterion 8: The COP describes effective monitoring and evaluation mechanisms of labour principles integration Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff System to track and measure performance based on standardized performance metrics Dialogues with the representative organization of workers to regularly review progress made and jointly identify priorities for the future Audits or other steps to monitor and improve the working conditions of companies in the supply chain, in line with principles of international labour standards Process to positively engage with the suppliers to address the challenges (i.e., partnership approach instead of corrective approach) through schemes to improve workplace practices Outcomes of integration of the Labour principles Other established or emerging best practices Criterion 6: The COP describes robust commitments, strategies or policies in the area of labour Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Reference to principles of relevant international labour standards (ILO Conventions) and other normative international instruments in company policies Reflection on the relevance of the labour principles for the company Written company policy to obey national labour law, respect principles of relevant international labour standards in worldwide company operations and engage in dialogue with representative organization of the workers (international, sectoral, national). (...) Rio Declaration on Environment and Development) Reflection on the relevance of environmental stewardship for the company Written company policy on environmental stewardship Inclusion of minimum environmental standards in contracts with suppliers and other relevant business partners Specific commitments and goals for specified years Other established or emerging best practices Anti-Corruption Criterion 13: The COP describes effective management systems to integrate the anti-corruption principle Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Support by the organization’s leadership for anti-corruption (B4) Carrying out risk assessment of potential areas of corruption (D3) Human Resources procedures supporting the anti-corruption commitment or policy, including communication to and training for all employees (B5 + D8) Internal checks and balances to ensure consistency with the anti-corruption commitment (B6) Actions taken to encourage business partners to implement anti-corruption commitments (D6) Management responsibility and accountability for implementation of the anti-corruption commitment or policy (D7) Communications (whistleblowing) channels and follow-up mechanisms for reporting concerns or seeking advice (D9) Internal accounting and auditing procedures related to anticorruption (D10) Other established or emerging best practices Criterion 14: The COP describes effective monitoring and evaluation mechanisms for the integration of anti-corruption Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Leadership review of monitoring and improvement results (D12) Process to deal with incidents (D13) Public legal cases regarding corruption (D14) Use of independent external assurance of anti-corruption programmes (D15) Outcomes of integration of the anti-corruption principle Other established or emerging best practices Criterion 12: The COP describes robust commitments, strategies or policies in the area of anti-corruption Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Publicly stated formal policy of zero-tolerance of corruption (D1) Commitment to be in compliance with all relevant anti-corruption laws, including the implementation of procedures to know the law and monitor changes (B2) Statement of support for international and regional legal frameworks, such as the UN Convention against Corruption (D2) Detailed policies for high-risk areas of corruption (D4) Policy on anti-corruption regarding business partners (D5) Other established or emerging best practices UN Goals and Issues Criterion 15: The COP describes core business contributions to UN goals and issues Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Align core business strategy with one or more relevant UN goals/issues Develop relevant products and services or design business models that contribute to UN goals/issues Adopt and modify operating procedures to maximize contribution to UN goals/issues Other established or emerging best practices Criterion 16: The COP describes strategic social investments and philanthropy Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Coordinate efforts with other organizations and initiatives to amplify—and not negate or unnecessarily duplicate—the efforts of other contributors Pursue social investments and philanthropic contributions that tie in with the core competencies or operating context of the company as an integrated part of its sustainability strategy Take responsibility for the intentional and unintentional effects of funding and have due regard for local customs, traditions, religions, and priorities of pertinent individuals and groups Other established or emerging best practices Criterion 18: The COP describes partnerships and collective action Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Develop and implement partnership projects with public or private organizations (UN entities, government, NGOs, or other groups) on core business, social investments and/or advocacy Join industry peers, UN entities and/or other stakeholders in initiatives contributing to solving common challenges and dilemmas at the global and/or local levels with an emphasis on initiatives extending the company’s positive impact on its value chain Other established or emerging best practices Criterion 17: The COP describes advocacy and public policy engagement Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Commit company leaders to participate in key summits, conferences, and other important public policy interactions in relation to one or more UN goals/issues Publicly advocate the importance of action in relation to one or more UN goals/issues Other established or emerging best practices Governance Criterion 19: The COP describes CEO commitment and leadership Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff CEO leads executive management team in development of corporate sustainability strategy, defining goals and overseeing implementation CEO publicly delivers explicit statements and demonstrates personal leadership on sustainability and commitment to the UN Global Compact CEO promotes initiatives to enhance sustainability of the company’s sector and leads development of industry standards Make sustainability criteria and UN Global Compact principles part of goals and incentive schemes for CEO and executive management team Other established or emerging best practices Criterion 21: The COP describes stakeholder engagement Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Publicly recognize responsibility for the company’s impacts on internal and external stakeholders Define sustainability strategies, goals and policies in consultation with key stakeholders Consult stakeholders in dealing with implementation dilemmas and challenges and invite them to take active part in reviewing performance Establish channels to engage with employees and other stakeholders to hear their ideas and address their concerns Other established or emerging best practices Atlas Copco is the first company to adopt a Statement of Materiality and Significant Audiences,( page 9 of the Annual Report).More information at http://hbswk.hbs.edu/item/materiality-in-corporate-gov Criterion 20: The COP describes Board adoption and oversight Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Board of Directors (or equivalent) assumes responsibility and oversight for long-term corporate sustainability strategy and performance Board (or committee), where permissible, approves formal reporting on corporate sustainability (Communication on Progress) Board establishes, where permissible, a committee or assigns an individual board member with responsibility for corporate sustainability. Other established or emerging best practices Business and Peace The COP describes policies and practices related to the company's government relations in high-risk or conflict-affected areas Assessment of opportunities for constructive engagement with government actors in order to support peace Measures undertaken to avoid complicity in human rights violations by government actors Management practices aimed at preventing corrupt relationships with government officials Other established or emerging best practices Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff The COP describes policies and practices related to the company's core business operations in high-risk or conflict-affected areas Information on how policies, strategies and operating practices have been adapted to the specific high-risk/conflict context based on due diligence Adherence to best practices even where national law sets a lower standard, including in the management of security services Management of the supply chain to avoid contributing to conflict through purchasing decisions and practices Other established or emerging best practices Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff The COP describes local stakeholder engagement and strategic social investment activities of the company in high-risk or conflict-affected areas Stakeholder engagement mechanisms across company and contractor operations Approaches to stakeholder engagement involving civil society, international organizations, etc Actions toward constructive and peaceful company-community engagement Sustainable social investment projects Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Other established or emerging best practices Note: Responsibility for the content of participants' public communication related to the Ten Principles of the UN Global Compact and their implementation lies with participants themselves and not with the UN Global Compact.
Language:English
Score: 551277.44 - https://www.unglobalcompact.or...ate-and-submit/advanced/223341
Data Source: un
The COP describes any action(s) that the company plans to undertake by its next COP to have the credibility of the information in its COP externally assessed, including goals, timelines, metrics, and responsible staff Information is assured by independent assurors (e.g., accounting or consulting firm) against recognized assurance standard (e.g., ISAE3000, AA1000AS, other national or industry-specific standard) Information is reviewed by multiple stakeholders (e.g., representatives of groups prioritized in stakeholder analysis) Information is reviewed by a panel of peers (e.g., members of the same industry, competitors, benchmarked leaders, others organized via Global Compact Local Network) Information is assured by independent assurors (e.g., accounting or consulting firm) using their own proprietary methodology Other established or emerging best practices   The COP incorporates the following high standards of transparency and disclosure: Applies the GRI Sustainability Reporting Guidelines or the GRI Standards Is 'in accordance - core' with GRI Standards Provides information on the company’s profile and context of operation Is 'in accordance - comprehensive' with GRI Standards Applies elements of the International Integrated Reporting Framework Strategy, Governance and Engagement Criterion 2: The COP describes value chain implementation Analyze each segment of the value chain carefully, both upstream and downstream, when mapping risks, opportunities and impacts Communicate policies and expectations to suppliers and other relevant business partners Implement monitoring and assurance mechanisms (e.g. audits/screenings) for compliance within the company’s sphere of influence Undertake awareness-raising, training and other types of capacity building with suppliers and other business partners Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Other established or emerging best practices Criterion 1: The COP describes mainstreaming into corporate functions and business units Place responsibility for execution of sustainability strategy in relevant corporate functions (procurement, government affairs, human resources, legal, etc) ensuring that no function is conflicting with company sustainability commitments and objectives Align strategies, goals and incentive structures of all business units and subsidiaries with corporate sustainability strategy Assign responsibility for corporate sustainability implementation to an individual or group within each business unit and subsidiary Design corporate sustainability strategy to leverage synergies between and among issue areas and to deal adequately with trade-offs Ensure that different corporate functions coordinate closely to maximize performance and avoid unintended negative impacts Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Other established or emerging best practices Human Rights Criterion 5: The COP describes effective monitoring and evaluation mechanisms of human rights integration System to monitor the effectiveness of human rights policies and implementation with quantitative and qualitative metrics, including in the supply chain (BRE3 + ARE3) Monitoring draws from internal and external feedback, including affected stakeholders Leadership review of monitoring and improvement results Process to deal with incidents the company has caused or contributed to for internal and external stakeholders (BRE 4 + ARE 4) Grievance mechanisms that are legitimate, accessible, predictable, equitable, transparent, rights-compatible, a source of continuous learning, and based on engagement and dialogue (BRE4 + ARE4) Outcomes of integration of the human rights principles Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Other established or emerging best practices Criterion 3: The COP describes robust commitments, strategies or policies in the area of human rights Commitment to comply with all applicable laws and respect internationally recognized human rights, wherever the company operates (e.g., the Universal Declaration of Human Rights, Guiding Principles on Human Rights) (BRE1 + ARE1) Integrated or stand-alone statement of policy expressing commitment to respect and support human rights approved at the most senior level of the company (BRE 1 + BRE5 + ARE 1 + ARE 5) Statement of policy stipulating human rights expectations of personnel, business partners and other parties directly linked to operations, products or services (BRE 1) Statement of policy publicly available and communicated internally and externally to all personnel, business partners and other relevant parties (BRE 1 + BRE 5 + ARE 1 + ARE 5) Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Other established or emerging best practices Criterion 4: The COP describes effective management systems to integrate the human rights principles Process to ensure that internationally recognized human rights are respected On-going due diligence process that includes an assessment of actual and potential human rights impacts (BRE 2 + BRE 3 + ARE 2 + ARE 3) Internal awareness-raising and training on human rights for management and employees Operational-level grievance mechanisms for those potentially impacted by the company’s activities (BRE 4 + ARE 4) Allocation of responsibilities and accountability for addressing human rights impacts Internal decision-making, budget and oversight for effective responses to human rights impacts Processes to provide for or cooperate in the remediation of adverse human rights impacts that the company has caused or contributed to (BRE 3+ BRE 4 + ARE3 + ARE 4) Process and programs in place to support human rights through: core business; strategic philanthropic/social investment; public policy engagement/advocacy; partnerships and/or other forms of collective action (BRE 6 + ARE 6) Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Other established or emerging best practices Labour Criterion 8: The COP describes effective monitoring and evaluation mechanisms of labour principles integration System to track and measure performance based on standardized performance metrics Dialogues with the representative organization of workers to regularly review progress made and jointly identify priorities for the future Audits or other steps to monitor and improve the working conditions of companies in the supply chain, in line with principles of international labour standards Process to positively engage with the suppliers to address the challenges (i.e., partnership approach instead of corrective approach) through schemes to improve workplace practices Outcomes of integration of the Labour principles Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Other established or emerging best practices Criterion 6: The COP describes robust commitments, strategies or policies in the area of labour Reference to principles of relevant international labour standards (ILO Conventions) and other normative international instruments in company policies Reflection on the relevance of the labour principles for the company Written company policy to obey national labour law, respect principles of relevant international labour standards in worldwide company operations and engage in dialogue with representative organization of the workers (international, sectoral, national). (...) Structural engagement with a global union, possibly via a Global Framework Agreement Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Specific commitments and Human Resources policies, in line with national development priorities or decent work priorities in the country of operation Other established or emerging best practices Criterion 7: The COP describes effective management systems to integrate the labour principles Dialogue mechanism with trade unions to regularly discuss and review company progress in addressing labour standards Allocation of responsibilities and accountability within the organization Internal awareness-raising and training on the labour principles for management and employees Active engagement with suppliers to address labour-related challenges Grievance mechanisms, communication channels and other procedures (e.g., whistleblower mechanisms) available for workers to report concerns, make suggestions or seek advice, designed and operated in line with the representative organization of workers Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Risk and impact assessments in the area of labour Other established or emerging best practices Environment Criterion 10: The COP describes effective management systems to integrate the environmental principles Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Environmental risk and impact assessments Assessments of lifecycle impact of products, ensuring environmentally sound management policies Allocation of responsibilities and accountability within the organisation Internal awareness-raising and training on environmental stewardship for management and employees Grievance mechanisms, communication channels and other procedures (e.g. whistleblower mechanisms) for reporting concerns or seeking advice regarding environmental impacts Other established or emerging best practices Criterion 11: The COP describes effective monitoring and evaluation mechanisms for environmental stewardship Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff System to track and measure performance based on standardized performance metrics Leadership review of monitoring and improvement results Process to deal with incidents Outcomes of integration of the environmental principles Audits or other steps to monitor and improve the environmental performance of companies in the supply chain Other established or emerging best practices Criterion 9: The COP describes robust commitments, strategies or policies in the area of environmental stewardship Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Reference to relevant international conventions and other international instruments (e.g. (...) Board (or committee), where permissible, approves formal reporting on corporate sustainability (Communication on Progress) Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Other established or emerging best practices Criterion 21: The COP describes stakeholder engagement Publicly recognize responsibility for the company’s impacts on internal and external stakeholders Define sustainability strategies, goals and policies in consultation with key stakeholders Consult stakeholders in dealing with implementation dilemmas and challenges and invite them to take active part in reviewing performance Establish channels to engage with employees and other stakeholders to hear their ideas and address their concerns Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Other established or emerging best practices Business and Peace The COP describes policies and practices related to the company's government relations in high-risk or conflict-affected areas Assessment of opportunities for constructive engagement with government actors in order to support peace Measures undertaken to avoid complicity in human rights violations by government actors Management practices aimed at preventing corrupt relationships with government officials Other established or emerging best practices Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff The COP describes policies and practices related to the company's core business operations in high-risk or conflict-affected areas Information on how policies, strategies and operating practices have been adapted to the specific high-risk/conflict context based on due diligence Adherence to best practices even where national law sets a lower standard, including in the management of security services Management of the supply chain to avoid contributing to conflict through purchasing decisions and practices Other established or emerging best practices Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff The COP describes local stakeholder engagement and strategic social investment activities of the company in high-risk or conflict-affected areas Stakeholder engagement mechanisms across company and contractor operations Approaches to stakeholder engagement involving civil society, international organizations, etc Actions toward constructive and peaceful company-community engagement Sustainable social investment projects Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Other established or emerging best practices Sustainable Development Goals With respect to your company’s actions to advance the Sustainable Development Goals (SDGs), the COP describes: [Select all that apply] Opportunities and responsibilities that one or more SDGs represent to our business Where the company’s priorities lie with respect to one or more SDGs Goals and indicators set by our company with respect to one or more SDGs How one or more SDGs are integrated into the company’s business model The (expected) outcomes and impact of your company’s activities related to the SDGs If the companies' activities related to the SDGs are undertaken in collaboration with other stakeholders Other established or emerging best practices Which of the following Sustainable Development Goals (SDGs) do the activities described in your COP address?
Language:English
Score: 551253 - https://www.unglobalcompact.or...ate-and-submit/advanced/467892
Data Source: un
., ISAE3000, AA1000AS, other national or industry-specific standard) The COP describes any action(s) that the company plans to undertake by its next COP to have the credibility of the information in its COP externally assessed, including goals, timelines, metrics, and responsible staff Information is reviewed by multiple stakeholders (e.g., representatives of groups prioritized in stakeholder analysis) Information is reviewed by a panel of peers (e.g., members of the same industry, competitors, benchmarked leaders, others organized via Global Compact Local Network) Information is assured by independent assurors (e.g., accounting or consulting firm) using their own proprietary methodology Other established or emerging best practices   The COP incorporates the following high standards of transparency and disclosure: Is 'in accordance - core' with GRI Standards Provides information on the company’s profile and context of operation Applies the GRI Sustainability Reporting Guidelines or the GRI Standards Is 'in accordance - comprehensive' with GRI Standards Applies elements of the International Integrated Reporting Framework Strategy, Governance and Engagement Criterion 2: The COP describes value chain implementation Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Communicate policies and expectations to suppliers and other relevant business partners Implement monitoring and assurance mechanisms (e.g. audits/screenings) for compliance within the company’s sphere of influence Undertake awareness-raising, training and other types of capacity building with suppliers and other business partners Analyze each segment of the value chain carefully, both upstream and downstream, when mapping risks, opportunities and impacts Other established or emerging best practices Criterion 1: The COP describes mainstreaming into corporate functions and business units Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Place responsibility for execution of sustainability strategy in relevant corporate functions (procurement, government affairs, human resources, legal, etc) ensuring that no function is conflicting with company sustainability commitments and objectives Align strategies, goals and incentive structures of all business units and subsidiaries with corporate sustainability strategy Assign responsibility for corporate sustainability implementation to an individual or group within each business unit and subsidiary Ensure that different corporate functions coordinate closely to maximize performance and avoid unintended negative impacts Design corporate sustainability strategy to leverage synergies between and among issue areas and to deal adequately with trade-offs Other established or emerging best practices Human Rights Criterion 5: The COP describes effective monitoring and evaluation mechanisms of human rights integration System to monitor the effectiveness of human rights policies and implementation with quantitative and qualitative metrics, including in the supply chain (BRE3 + ARE3) Monitoring draws from internal and external feedback, including affected stakeholders Leadership review of monitoring and improvement results Process to deal with incidents the company has caused or contributed to for internal and external stakeholders (BRE 4 + ARE 4) Grievance mechanisms that are legitimate, accessible, predictable, equitable, transparent, rights-compatible, a source of continuous learning, and based on engagement and dialogue (BRE4 + ARE4) Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Outcomes of integration of the human rights principles Other established or emerging best practices Criterion 3: The COP describes robust commitments, strategies or policies in the area of human rights Commitment to comply with all applicable laws and respect internationally recognized human rights, wherever the company operates (e.g., the Universal Declaration of Human Rights, Guiding Principles on Human Rights) (BRE1 + ARE1) Integrated or stand-alone statement of policy expressing commitment to respect and support human rights approved at the most senior level of the company (BRE 1 + BRE5 + ARE 1 + ARE 5) Statement of policy stipulating human rights expectations of personnel, business partners and other parties directly linked to operations, products or services (BRE 1) Statement of policy publicly available and communicated internally and externally to all personnel, business partners and other relevant parties (BRE 1 + BRE 5 + ARE 1 + ARE 5) Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Other established or emerging best practices Criterion 4: The COP describes effective management systems to integrate the human rights principles Process to ensure that internationally recognized human rights are respected On-going due diligence process that includes an assessment of actual and potential human rights impacts (BRE 2 + BRE 3 + ARE 2 + ARE 3) Internal awareness-raising and training on human rights for management and employees Operational-level grievance mechanisms for those potentially impacted by the company’s activities (BRE 4 + ARE 4) Allocation of responsibilities and accountability for addressing human rights impacts Internal decision-making, budget and oversight for effective responses to human rights impacts Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Processes to provide for or cooperate in the remediation of adverse human rights impacts that the company has caused or contributed to (BRE 3+ BRE 4 + ARE3 + ARE 4) Process and programs in place to support human rights through: core business; strategic philanthropic/social investment; public policy engagement/advocacy; partnerships and/or other forms of collective action (BRE 6 + ARE 6) Other established or emerging best practices Labour Criterion 8: The COP describes effective monitoring and evaluation mechanisms of labour principles integration Audits or other steps to monitor and improve the working conditions of companies in the supply chain, in line with principles of international labour standards Process to positively engage with the suppliers to address the challenges (i.e., partnership approach instead of corrective approach) through schemes to improve workplace practices Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff System to track and measure performance based on standardized performance metrics Dialogues with the representative organization of workers to regularly review progress made and jointly identify priorities for the future Outcomes of integration of the Labour principles Other established or emerging best practices Criterion 7: The COP describes effective management systems to integrate the labour principles Dialogue mechanism with trade unions to regularly discuss and review company progress in addressing labour standards Allocation of responsibilities and accountability within the organization Internal awareness-raising and training on the labour principles for management and employees Active engagement with suppliers to address labour-related challenges Grievance mechanisms, communication channels and other procedures (e.g., whistleblower mechanisms) available for workers to report concerns, make suggestions or seek advice, designed and operated in line with the representative organization of workers Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Risk and impact assessments in the area of labour Other established or emerging best practices Criterion 6: The COP describes robust commitments, strategies or policies in the area of labour Reference to principles of relevant international labour standards (ILO Conventions) and other normative international instruments in company policies Reflection on the relevance of the labour principles for the company Inclusion of reference to the principles contained in the relevant international labour standards in contracts with suppliers and other relevant business partners Specific commitments and Human Resources policies, in line with national development priorities or decent work priorities in the country of operation Participation and leadership by employers’ organizations (international and national) to jointly address challenges related to labour standards in the countries of operation, possibly in a tripartite approach (business – trade union – government). Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Written company policy to obey national labour law, respect principles of relevant international labour standards in worldwide company operations and engage in dialogue with representative organization of the workers (international, sectoral, national). (...) Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Board (or committee), where permissible, approves formal reporting on corporate sustainability (Communication on Progress) Other established or emerging best practices Criterion 21: The COP describes stakeholder engagement Publicly recognize responsibility for the company’s impacts on internal and external stakeholders Define sustainability strategies, goals and policies in consultation with key stakeholders Consult stakeholders in dealing with implementation dilemmas and challenges and invite them to take active part in reviewing performance Establish channels to engage with employees and other stakeholders to hear their ideas and address their concerns Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Other established or emerging best practices Business and Peace The COP describes policies and practices related to the company's government relations in high-risk or conflict-affected areas Measures undertaken to avoid complicity in human rights violations by government actors Management practices aimed at preventing corrupt relationships with government officials Assessment of opportunities for constructive engagement with government actors in order to support peace Other established or emerging best practices Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff The COP describes policies and practices related to the company's core business operations in high-risk or conflict-affected areas Adherence to best practices even where national law sets a lower standard, including in the management of security services Management of the supply chain to avoid contributing to conflict through purchasing decisions and practices Information on how policies, strategies and operating practices have been adapted to the specific high-risk/conflict context based on due diligence Other established or emerging best practices Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff The COP describes local stakeholder engagement and strategic social investment activities of the company in high-risk or conflict-affected areas Stakeholder engagement mechanisms across company and contractor operations Approaches to stakeholder engagement involving civil society, international organizations, etc Actions toward constructive and peaceful company-community engagement Sustainable social investment projects Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff Other established or emerging best practices Sustainable Development Goals With respect to your company’s actions to advance the Sustainable Development Goals (SDGs), the COP describes: [Select all that apply] Opportunities and responsibilities that one or more SDGs represent to our business Where the company’s priorities lie with respect to one or more SDGs Goals and indicators set by our company with respect to one or more SDGs How one or more SDGs are integrated into the company’s business model The (expected) outcomes and impact of your company’s activities related to the SDGs If the companies' activities related to the SDGs are undertaken in collaboration with other stakeholders Other established or emerging best practices Which of the following Sustainable Development Goals (SDGs) do the activities described in your COP address?
Language:English
Score: 551253 - https://www.unglobalcompact.or...ate-and-submit/advanced/452831
Data Source: un