Akello was
involved in the management of a company (“Blessed Seasons”), which owned a vehicle
that was on UNDSS’ list of companies providing escort vehicle services.
5. (...) Akello served as one of
the signatories of the Blessed Seasons bank account; that on behalf of the company, she
wrote and signed invoices and submitted them to the Office of the High Commissioner
THE UNITED NATIONS APPEALS TRIBUNAL
Judgment No. 2013-UNAT-336
for Human Rights (OHCHR) and collected checks from OHCHR; and that on
14 April 2009, she signed as “Managing Director” of Blessed Seasons a letter addressed
to the United States Embassy in support of a request for an entry visa and stamped it
with the official stamp of the company. (...) Akello likely obtained personal gain from the company’s profits derived
from the provision of services to the Organization.
Language:English
Score: 551780.13
-
www.un.org/en/internalj...at/judgments/2013-UNAT-336.pdf
Data Source: oaj
Microsoft PowerPoint - Ppt Lou Pingeot
Corporate responsibility THE CASE OF BUSINESSES AND COMPANIES PROFITING FROM THE ISRAELI OCCUPATION
- LOU PINGEOT, GLOBAL POLICY FORUM
Companies in the spotlight
The example of SodaStream
• The company’s sales in the US plunged by 41 percent in the third quarter of 2014, and its share price halved.
• Is “naming and shaming” and targeting a company’s bottom-line effective?
How companies profit from the Israeli occupation
• The settlement business: construction companies that build Israeli property, companies that provide products and services for the settlements. • Example: Alstom
• Exploitation of the land and the people: companies that benefit from a captive workforce and a captive market, companies that exploit resources in the occupied territories. • Example: Veolia
• Control of the Palestinian population: companies that provide private security, companies that provide equipment and services for checkpoints. • Example: G4S
• Indirectly: through financial investment in companies that benefit from the occupation. • Example: TIAA CREF
Source: http://www.whoprofits.org/
The example of G4S
• 620,000 employees (2013)
• £7,428 million in 2013 (about $11,6 billion)
• Operates in 120 countries
Source: G4S Annual Report and Accounts 2013
Source: G4S Annual Report and Accounts 2013
G4S in Israel and the Occupied Territories
• G4S provides equipment to the Ofer prison in Israel, which houses Palestinian political prisoners, including children.
• G4S provides security systems for the Kishon and Jerusalem Interrogation and Detention Centers.
• G4S also provides equipment and maintenance services to Israeli military checkpoints in the West Bank and Gaza.
Source: “The Case of G4S. Private Security Companies and the Israeli Occupation,” The Coalition of Women for Peace, March 2011
The mobilization against G4S • BDS movement
• « Stop G4S » campaign (UK)
• War on Want (UK)
• Who Profits?
Language:English
Score: 551753.86
-
https://www.un.org/unispal/wp-...2018/06/S2-Lou-Pingeot-PPT.pdf
Data Source: un
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)
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:
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
Strategy, Governance and Engagement
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
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
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
Other established or emerging best practices
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
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
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
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)
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)
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
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
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
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)
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
Labour
Criterion 8: The COP describes effective monitoring and evaluation mechanisms of labour principles integration
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
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
System to track and measure performance based on standardized performance metrics
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
Other established or emerging best practices
Criterion 6: The COP describes robust commitments, strategies or policies in the area of labour
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
Anti-Corruption
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)
Actions taken to encourage business partners to implement anti-corruption commitments (D6)
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)
Management responsibility and accountability for implementation of the anti-corruption commitment or policy (D7)
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)
Outcomes of integration of 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
Public legal cases regarding corruption (D14)
Use of independent external assurance of anti-corruption programmes (D15)
Other established or emerging best practices
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
UN Goals and Issues
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 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 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
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
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
Publicly recognize responsibility for the company’s impacts on internal and external stakeholders
Define sustainability strategies, goals and policies in consultation with key stakeholders
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
Consult stakeholders in dealing with implementation dilemmas and challenges and invite them to take active part in reviewing performance
Other established or emerging best practices
Criterion 20: The COP describes Board adoption and oversight
Board of Directors (or equivalent) assumes responsibility and oversight for long-term corporate sustainability strategy and performance
Board establishes, where permissible, a committee or assigns an individual board member with responsibility for corporate sustainability.
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
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
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
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: 551699.37
-
https://www.unglobalcompact.or...eate-and-submit/advanced/41221
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:
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
Strategy, Governance and Engagement
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
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
Human Rights
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
Allocation of responsibilities and accountability for addressing human rights impacts
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)
Operational-level grievance mechanisms for those potentially impacted by the company’s activities (BRE 4 + ARE 4)
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)
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)
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
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
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
Please see BASFs corporate position in Human Rights: www.basf.com/humanrights Please see BASFs Case Studyin UN GC Publication: Embedding Human Rights in Business practice II http://www.unglobalcompact.org/newsandevents/news_archives/2008_03_27.html
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
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).
(...) According to the CDP, we are among the ten leading companies in the world with reg...
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
Criterion 9: The COP describes robust commitments, strategies or policies in the area of environmental stewardship
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)
Other established or emerging best practices
BASFs CEO Kurt Bock has been appointed by UN Secretary General as member of the UN Global Compact Board
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
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
Approaches to stakeholder engagement involving civil society, international organizations, etc
Actions toward constructive and peaceful company-community engagement
Other established or emerging best practices
Please see further information on our engagement in the Global Business Initiative on Human Rights: http://www.global-business-initiative.org/work/business-voice/thorsten-pinkepank/
Stakeholder engagement mechanisms across company and contractor operations
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
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: 551699.37
-
https://www.unglobalcompact.or...eate-and-submit/advanced/61741
Data Source: un
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)
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:
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
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
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 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
Human Rights
Criterion 4: The COP describes effective management systems to integrate the human rights principles
Process to ensure that internationally recognized human rights are respected
Operational-level grievance mechanisms for those potentially impacted by the company’s activities (BRE 4 + 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)
Internal awareness-raising and training on human rights for management and employees
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)
Other established or emerging best practices
Criterion 5: The COP describes effective monitoring and evaluation mechanisms of human rights integration
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
System to monitor the effectiveness of human rights policies and implementation with quantitative and qualitative metrics, including in the supply chain (BRE3 + ARE3)
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
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
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
Reflection on the relevance of the labour principles for the company
Specific commitments and Human Resources policies, in line with national development priorities or decent work priorities in the country of operation
Structural engagement with a global union, possibly via a Global Framework Agreement
Other established or emerging best practices
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
Dialogues with the representative organization of workers to regularly review progress made and jointly identify priorities for the future
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
System to track and measure performance based on standardized performance metrics
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
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
Risk and impact assessments in the area of labour
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
Other established or emerging best practices
Environment
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
Audits or other steps to monitor and improve the environmental performance of companies in the supply chain
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
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
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
Assessments of lifecycle impact of products, ensuring environmentally sound management policies
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
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
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
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
Information on how policies, strategies and operating practices have been adapted to the specific high-risk/conflict context based on due diligence
Management of the supply chain to avoid contributing to conflict through purchasing decisions and practices
Adherence to best practices even where national law sets a lower standard, including in the management of security services
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
Sustainable social investment projects
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
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
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: 551699.37
-
https://www.unglobalcompact.or...eate-and-submit/advanced/44101
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:
Is 'in accordance - comprehensive' with GRI Standards
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
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 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)
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 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 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)
Detailed policies for high-risk areas of corruption (D4)
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
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)
Use of independent external assurance of anti-corruption programmes (D15)
Outcomes of integration of 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
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)
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)
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
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 of Directors (or equivalent) assumes responsibility and oversight for long-term corporate sustainability strategy and performance
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
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: 551699.37
-
https://www.unglobalcompact.or...ate-and-submit/advanced/154411
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
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 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
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
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
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)
Other established or emerging best practices
Labour
Criterion 7: The COP describes effective management systems to integrate the labour principles
Risk and impact assessments in the area of labour
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
Other established or emerging best practices
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
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 Labour principles
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
Environment
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
Criterion 9: The COP describes robust commitments, strategies or policies in the area of environmental stewardship
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
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
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
Management practices aimed at preventing corrupt relationships with government officials
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
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
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
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: 551699.37
-
https://www.unglobalcompact.or...eate-and-submit/advanced/23061
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
Is 'in accordance - core' with GRI Standards
Is 'in accordance - comprehensive' with GRI Standards
Provides information on the company’s profile and context of operation
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 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
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 7: The COP describes effective management systems to integrate the labour principles
Risk and impact assessments in the area of labour
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
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).
(...) 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)
Detailed policies for high-risk areas of corruption (D4)
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
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)
Use of independent external assurance of anti-corruption programmes (D15)
Outcomes of integration of 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
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)
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)
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
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 of Directors (or equivalent) assumes responsibility and oversight for long-term corporate sustainability strategy and performance
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
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: 551699.37
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https://www.unglobalcompact.or...eate-and-submit/advanced/82991
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 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 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 - comprehensive' 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 - core' with GRI Standards
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
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
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
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)
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)
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)
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
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)
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 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).
(...) In Spain the company has been granted the Company Equality Seal (DIE) by the Ministry of Health, Social Services and Equality.
(...) [Select all that apply]
SDG 1: End poverty in all its forms everywhere
SDG 2: End hunger, achieve food security and improved nutrition and promote sustainable agriculture
SDG 3: Ensure healthy lives and promote well-being for all at all ages
SDG 4: Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all
SDG 5: Achieve gender equality and empower all women and girls
SDG 6: Ensure availability and sustainable management of water and sanitation for all
SDG 7: Ensure access to affordable, reliable, sustainable and modern energy for all
SDG 8: Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all
SDG 9: Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation
SDG 10: Reduce inequality within and among countries
SDG 11: Make cities and human settlements inclusive, safe, resilient and sustainable
SDG 12: Ensure sustainable consumption and production patterns
SDG 13: Take urgent action to combat climate change and its impacts
SDG 14: Conserve and sustainably use the oceans, seas and marine resources for sustainable development
SDG 15: Protect, restore and promote sustainable use of terrestrial ecosystems, sustainably manage forests, combat desertification, and halt and reverse land degradation and halt biodiversity loss
SDG 16: Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels
SDG 17: Strengthen the means of implementation and revitalize the global partnership for sustainable development
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
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: 551589
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https://www.unglobalcompact.or...ate-and-submit/advanced/420827
Data Source: un
All line managers and senior staff are familiar with the company’s grievance procedure.
In the absence of a joint committee, the company actively seeks workers’ opinions and feedback on complaints mechanisms through regular meetings (e.g. orientation sessions; monthly meetings between workers and a human resources representative; workers’ information sessions on company policies).
5 5
6 6
Checklist 3 EFFECTIVE COMPANY GRIEVANCE MECHANISMS:
PRINCIPLES & GOOD PRACTICE STEPS
2. (...) Access for agency workers
Companies should ensure that agency workers have access to grievance mechanisms.
Company policy guarantees access to grievance mechanisms for all workers, including those recruited by placement agencies.
Language:English
Score: 551530.86
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https://www.ilo.org/wcmsp5/gro...enericdocument/wcms_791123.pdf
Data Source: un
