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
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https://www.unglobalcompact.or...ate-and-submit/advanced/452831
Data Source: un
