CHRB Companies Scoring 0 on Human Rights Due Diligence Indicators Headquarter Company Name Country Company Sector 1

Total Page:16

File Type:pdf, Size:1020Kb

CHRB Companies Scoring 0 on Human Rights Due Diligence Indicators Headquarter Company Name Country Company Sector 1 CHRB companies scoring 0 on human rights due diligence indicators Headquarter Company Name country Company Sector 1. Ahold Delhaize Netherlands AG 2. Alimentation Couche-Tard Canada AG 3. Amphenol Corporation USA ICT & OO 4. Analog Devices USA ICT & OO 5. Anhui Conch Cement Company China EX 6. ANTA Sports Products China AP & OO 7. Applied Materials USA ICT & OO 8. ArcelorMittal Luxembourg EX 9. ASML Holding Netherlands ICT & OO 10. BOE Technology Group China ICT & OO 11. BRF Brazil AG & OO 12. Broadcom USA ICT & OO 13. Brown-Forman Corporation USA AG 14. Canadian Natural Resources Canada EX 15. Canon Inc. Japan ICT & OO 16. Capri Holdings UK AP 17. Carlsberg Denmark AG 18. Carter's USA AP 19. China Petroleum & Chemical China EX 20. China Shenhua Energy China EX 21. CNOOC Hong Kong EX 22. Conagra Brands USA AG 23. Constellation Brands USA AG & OO 24. Costco Wholesale USA AG/AP 25. Devon Energy USA EX 26. EOG Resources USA EX 27. Falabella Chile AG/AP 28. FamilyMart Co., Ltd Japan AG 29. Foot Locker USA AP & OO 30. Gazprom Russia EX 31. Gildan Activewear Canada AP & OO 32. Grupo Mexico Mexico EX 33. Heilan Home China AP 34. Hon Hai Precision Industry Co., Ltd. (Foxconn) Taiwan ICT & OO 35. Hormel Foods Corporation USA AG & OO 36. HOYA Corporation Japan ICT & OO 37. Infineon Technologies AG Germany ICT & OO 38. INPEX Corporation Japan EX 39. JXTG Holdings Japan EX 40. Keyence Corp. Japan ICT 41. Kohl's USA AP 42. Kraft Heinz USA AG 43. Kweichow Moutai China AG 44. Kyocera Japan ICT & OO 45. Largan Precision Taiwan ICT & OO 46. Loblaw Companies Canada AG 47. LPP Poland AP 48. Lukoil Russia EX 49. Macy's USA AP 50. Marathon Petroleum USA EX 51. McCormick & Company USA AG 52. Microchip Technology USA ICT & OO 53. Monster Beverage USA AG 54. Mr Price South Africa AP 55. Nippon Steel Corporation Japan EX 56. Norilsk Nickel Russia EX 57. Novolipetsk Steel Russia EX 58. NVIDIA Corporation USA ICT 59. Oil & Natural Gas Corporation India EX 60. Page Industries India AP & OO 61. PetroChina China EX 62. Phillips 66 USA EX 63. Prada Italy AP & OO 64. PVH USA AP 65. Qualcomm USA ICT 66. Ralph Lauren USA AP 67. Rosneft Oil Russia EX 68. Ross Stores USA AP 69. Salvatore Ferragamo Italy AP & OO 70. Sasol South Africa EX 71. Seven & I Holdings Japan AG 72. Severstal Russia EX 73. Shenzhou International Group Holdings Hong Kong AP & OO 74. Shoprite South Africa AG & OO 75. SK Hynix South Korea ICT & OO 76. Skechers USA AP 77. Skyworks Solutions USA ICT & OO 78. Starbucks USA AG & OO 79. Suncor Energy Canada EX 80. Suntory Beverage & Food Japan AG 81. Surgutneftegas Russia EX 82. Tapestry USA AP 83. Target USA AG/AP 84. TATNEFT Russia EX 85. TE Connectivity Switzerland ICT & OO 86. TJX Companies USA AP & OO 87. Tyson Foods USA AG & OO 88. Vulcan Materials USA EX 89. Western Digital USA ICT & OO 90. Woodside Petroleum Australia EX 91. Yili Group China AG & OO 92. Youngor China AP & OO 93. Yue Yuen Hong Kong AP & OO 94. Yum! Brands USA AG & OO 95. Zhejian Semir Garment China AP .
Recommended publications
  • Expiry Notice
    Expiry Notice 19 January 2018 London Stock Exchange Derivatives Expiration prices for IOB Derivatives Please find below expiration prices for IOB products expiring in January 2018: Underlying Code Underlying Name Expiration Price AFID AFI DEVELOPMENT PLC 0.1800 ATAD PJSC TATNEFT 58.2800 FIVE X5 RETAIL GROUP NV 39.2400 GAZ GAZPROM NEFT 23.4000 GLTR GLOBALTRANS INVESTMENT PLC 9.9500 HSBK JSC HALYK SAVINGS BANK OF KAZAKHSTAN 12.4000 HYDR PJSC RUSHYDRO 1.3440 KMG JSC KAZMUNAIGAS EXPLORATION PROD 12.9000 LKOD PJSC LUKOIL 67.2000 LSRG LSR GROUP 2.9000 MAIL MAIL.RU GROUP LIMITED 32.0000 MFON MEGAFON 9.2000 MGNT PJSC MAGNIT 26.4000 MHPC MHP SA 12.8000 MDMG MD MEDICAL GROUP INVESTMENTS PLC 10.5000 MMK OJSC MAGNITOGORSK IRON AND STEEL WORKS 10.3000 MNOD MMC NORILSK NICKEL 20.2300 NCSP PJSC NOVOROSSIYSK COMM. SEA PORT 12.9000 NLMK NOVOLIPETSK STEEL 27.4000 NVTK OAO NOVATEK 128.1000 OGZD GAZPROM 5.2300 PLZL POLYUS PJSC 38.7000 RIGD RELIANCE INDUSTRIES 28.7000 RKMD ROSTELEKOM 6.9800 ROSN ROSNEFT OJSC 5.7920 SBER SBERBANK 18.6900 SGGD SURGUTNEFTEGAZ 5.2450 SMSN SAMSUNG ELECTRONICS CO 1148.0000 SSA SISTEMA JSFC 4.4200 SVST PAO SEVERSTAL 16.8200 TCS TCS GROUP HOLDING 19.3000 TMKS OAO TMK 5.4400 TRCN PJSC TRANSCONTAINER 8.0100 VTBR JSC VTB BANK 1.9370 Underlying code Underlying Name Expiration Price D7LKOD YEAR 17 DIVIDEND LUKOIL FUTURE 3.2643 YEAR 17 DIVIDEND MMC NORILSK NICKEL D7MNOD 1.8622 FUTURE D7OGZD YEAR 17 DIVIDEND GAZPROM FUTURE 0.2679 D7ROSN YEAR 17 DIVIDEND ROSNEFT FUTURE 0.1672 D7SBER YEAR 17 DIVIDEND SBERBANK FUTURE 0.3980 D7SGGD YEAR 17 DIVIDEND SURGUTNEFTEGAZ FUTURE 0.1000 D7VTBR YEAR 17 DIVIDEND VTB BANK FUTURE 0.0414 Members are asked to note that reports showing exercise/assignments should be available by approx.
    [Show full text]
  • FY2020 Financial Results
    Norilsk Nickel 2020 Financial Results Presentation February 2021 Disclaimer The information contained herein has been prepared using information available to PJSC MMC Norilsk Nickel (“Norilsk Nickel” or “Nornickel” or “NN”) at the time of preparation of the presentation. External or other factors may have impacted on the business of Norilsk Nickel and the content of this presentation, since its preparation. In addition all relevant information about Norilsk Nickel may not be included in this presentation. No representation or warranty, expressed or implied, is made as to the accuracy, completeness or reliability of the information. Any forward looking information herein has been prepared on the basis of a number of assumptions which may prove to be incorrect. Forward looking statements, by the nature, involve risk and uncertainty and Norilsk Nickel cautions that actual results may differ materially from those expressed or implied in such statements. Reference should be made to the most recent Annual Report for a description of major risk factors. There may be other factors, both known and unknown to Norilsk Nickel, which may have an impact on its performance. This presentation should not be relied upon as a recommendation or forecast by Norilsk Nickel. Norilsk Nickel does not undertake an obligation to release any revision to the statements contained in this presentation. The information contained in this presentation shall not be deemed to be any form of commitment on the part of Norilsk Nickel in relation to any matters contained, or referred to, in this presentation. Norilsk Nickel expressly disclaims any liability whatsoever for any loss howsoever arising from or in reliance upon the contents of this presentation.
    [Show full text]
  • The Russia You Never Met
    The Russia You Never Met MATT BIVENS AND JONAS BERNSTEIN fter staggering to reelection in summer 1996, President Boris Yeltsin A announced what had long been obvious: that he had a bad heart and needed surgery. Then he disappeared from view, leaving his prime minister, Viktor Cher- nomyrdin, and his chief of staff, Anatoly Chubais, to mind the Kremlin. For the next few months, Russians would tune in the morning news to learn if the presi- dent was still alive. Evenings they would tune in Chubais and Chernomyrdin to hear about a national emergency—no one was paying their taxes. Summer turned to autumn, but as Yeltsin’s by-pass operation approached, strange things began to happen. Chubais and Chernomyrdin suddenly announced the creation of a new body, the Cheka, to help the government collect taxes. In Lenin’s day, the Cheka was the secret police force—the forerunner of the KGB— that, among other things, forcibly wrested food and money from the peasantry and drove some of them into collective farms or concentration camps. Chubais made no apologies, saying that he had chosen such a historically weighted name to communicate the seriousness of the tax emergency.1 Western governments nod- ded their collective heads in solemn agreement. The International Monetary Fund and the World Bank both confirmed that Russia was experiencing a tax collec- tion emergency and insisted that serious steps be taken.2 Never mind that the Russian government had been granting enormous tax breaks to the politically connected, including billions to Chernomyrdin’s favorite, Gazprom, the natural gas monopoly,3 and around $1 billion to Chubais’s favorite, Uneximbank,4 never mind the horrendous corruption that had been bleeding the treasury dry for years, or the nihilistic and pointless (and expensive) destruction of Chechnya.
    [Show full text]
  • SEES 2015 Agenda (PDF)
    ! ! ! ! ! SINO-EUROPEAN ENTREPRENEURS SUMMIT, ANNUAL GRAND MEETING BETWEEN CHINESE AND EUROPEAN ENTREPRENEURS The Sino-European Entrepreneurs Summit (SEES) is a high-level, efficient, and international exchange platform for entrepreneurs. This platform is mainly to promote commercial ethics, social responsibilities and professional knowledge, where Chinese entrepreneurs can also present their new images. SEES is presented to excellent entrepreneurs in capital cities in Europe as a large annual conference, on which the entrepreneurs may discuss major global topics and establish cooperation. The Summit is coming a driving force in speeding up the process of Chinese enterprises' going global, boosting real economy, building internationally recognized brands, rejuvenating the Chinese nation and other key national strategies. ! SEES 2015! SEES 2015 is the first international conference in which Mr Wang Yanzhi, President of China New Silk Road Fund, will deliver a speech regarding the "one belt, one road" policy and introduce the investment strategy for the new 40 billion USD government fund. SEES 2015 is the first international conference which will see initiators and experts of the aforementioned "one belt, one road" policy provide their insight to the application of the new China-Europe cooperation policy. SEES 2015 is bringing to your doorstep the Chairman of the largest Chinese private real estate developer - Vanke Group, President of the largest milk producer - Yili Group, President of Largest beverage group - Huiyuan Group and key Chinese
    [Show full text]
  • Notes on Moscow Exchange Index Review
    Notes on Moscow Exchange index review Moscow Exchange approves the updated list of index components and free float ratios effective from 16 March 2018. X5 Retail Group N.V. (DRs) will be added to Moscow Exchange indices with the expected weight of 1.13 per cent. As these securities were offered initially, they were added without being in the waiting list under consideration. Thus, from 16 March the indices will comprise 46 (component stocks. The MOEX Russia and RTS Index moved to a floating number of component stocks in December 2017. En+ Group plc (DRs) will be in the waiting list to be added to Moscow Exchange indices, as their liquidity rose notably over recent three months. NCSP Group (ords) with low liquidity, ROSSETI (ords) and RosAgro PLC with their weights now below the minimum permissible level (0.2 per cent) will be under consideration to be excluded from the MOEX Russia Index and RTS Index. The Blue Chip Index constituents remain unaltered. X5 Retail Group (DRs), GAZ (ords), Obuvrus LLC (ords) and TNS energo (ords) will be added to the Broad Market Index, while Common of DIXY Group and Uralkali will be removed due to delisting expected. TransContainer (ords), as its free float sank below the minimum threshold of 5 per cent, and Southern Urals Nickel Plant (ords), as its liquidity ratio declined, will be also excluded. LSR Group (ords) will be incuded into SMID Index, while SOLLERS and DIXY Group (ords) will be excluded due to low liquidity ratio. X5 Retail Group (DRs) and Obuvrus LLC (ords) will be added to the Consumer & Retail Index, while DIXY Group (ords) will be removed from the Index.
    [Show full text]
  • Merger Control 2018 Seventh Edition
    Merger Control 2018 Seventh Edition Contributing Editors: Nigel Parr & Ross Mackenzie GLOBAL LEGAL INSIGHTS – MERGER CONTROL 2018, SEVENTH EDITION Editors Nigel Parr & Ross Mackenzie, Ashurst LLP Production Editor Andrew Schofi eld Senior Editors Suzie Levy Caroline Collingwood Group Consulting Editor Alan Falach Publisher Rory Smith We are extremely grateful for all contributions to this edition. Special thanks are reserved for Nigel Parr & Ross Mackenzie for all their assistance. Published by Global Legal Group Ltd. 59 Tanner Street, London SE1 3PL, United Kingdom Tel: +44 207 367 0720 / URL: www.glgroup.co.uk Copyright © 2018 Global Legal Group Ltd. All rights reserved No photocopying ISBN 978-1-912509-17-1 ISSN 2048-1292 This publication is for general information purposes only. It does not purport to provide comprehensive full legal or other advice. Global Legal Group Ltd. and the contributors accept no responsibility for losses that may arise from reliance upon information contained in this publication. This publication is intended to give an indication of legal issues upon which you may need advice. Full legal advice should be taken from a qualifi ed professional when dealing with specifi c situations. The information contained herein is accurate as of the date of publication. Printed and bound by CPI Group (UK) Ltd, Croydon, CR0 4YY June 2018 CONTENTS Preface Nigel Parr & Ross Mackenzie, Ashurst LLP General chapter Anti-competitive buyer power under UK and EC merger control – too much of a good thing? Burak Darbaz, Ben Forbes & Mat Hughes, AlixPartners UK LLP 1 Country chapters Albania Anisa Rrumbullaku, CR PARTNERS 19 Australia Sharon Henrick & Wayne Leach, King & Wood Mallesons 24 Austria Astrid Ablasser-Neuhuber & Gerhard Fussenegger, bpv Hügel Rechtsanwälte GmbH 39 Canada Micah Wood & Kevin H.
    [Show full text]
  • Russia's Arctic Cities
    ? chapter one Russia’s Arctic Cities Recent Evolution and Drivers of Change Colin Reisser Siberia and the Far North fi gure heavily in Russia’s social, political, and economic development during the last fi ve centuries. From the beginnings of Russia’s expansion into Siberia in the sixteenth century through the present, the vast expanses of land to the north repre- sented a strategic and economic reserve to rulers and citizens alike. While these reaches of Russia have always loomed large in the na- tional consciousness, their remoteness, harsh climate, and inaccessi- bility posed huge obstacles to eff ectively settling and exploiting them. The advent of new technologies and ideologies brought new waves of settlement and development to the region over time, and cities sprouted in the Russian Arctic on a scale unprecedented for a region of such remote geography and harsh climate. Unlike in the Arctic and sub-Arctic regions of other countries, the Russian Far North is highly urbanized, containing 72 percent of the circumpolar Arctic population (Rasmussen 2011). While the largest cities in the far northern reaches of Alaska, Canada, and Greenland have maximum populations in the range of 10,000, Russia has multi- ple cities with more than 100,000 citizens. Despite the growing public focus on the Arctic, the large urban centers of the Russian Far North have rarely been a topic for discussion or analysis. The urbanization of the Russian Far North spans three distinct “waves” of settlement, from the early imperial exploration, expansion of forced labor under Stalin, and fi nally to the later Soviet development 2 | Colin Reisser of energy and mining outposts.
    [Show full text]
  • 2008-062 Russia's Emerging Multinationals
    Working Paper Series #2008-062 RUSSIA’S EMERGING MULTINATIONALS: TRENDS AND ISSUES Sergey Filippov United Nations University - Maastricht Economic and social Research and training centre on Innovation and Technology Keizer Karelplein 19, 6211 TC Maastricht, The Netherlands 1 Tel: (31) (43) 388 4400, Fax: (31) (43) 388 4499, e-mail: [email protected], URL: http://www.merit.unu.edu 2 RUSSIA’S EMERGING MULTINATIONALS: TRENDS AND ISSUES Sergey Filippov UNU-MERIT (United Nations University and Maastricht University) Keizer Karelplein 19, Maastricht, 6211TC, The Netherlands Tel: +31 43 3884400, e-mail: [email protected] Abstract: The paper focuses on the emergence of Russia’s multinational companies. It aims to analyse their motives to internationalise as well as the approaches to internationalisation. While relevance of the theoretical perspectives is highlighted, the intention of the paper is to contribute to the understanding of the present-day phenomenon of emerging Russian multinationals; a phenomenon that has been largely overshadowed by the remarkable rise of Chinese and Indian companies. A special attention is devoted to the R&D activities of Russian multinational companies, and access to foreign technology as a driver of corporate restructuring. A discussion of the challenges and opportunities for host countries and policy implications is provided. Keywords: Russia, multinational companies, emerging economies, foreign investment JEL codes: F21, F23, L21, O32 UNU-MERIT Working Papers ISSN 1871-9872 Maastricht Economic and social Research and training centre on Innovation and Technology, UNU-MERIT UNU-MERIT Working Papers intend to disseminate preliminary results of research carried out at the Centre to stimulate discussion on the issues raised.
    [Show full text]
  • Corporate Social Responsibility White Paper
    2020 CEIBS CORPORATE SOCIAL RESPONSIBILITY WHITE PAPER FOREWORD The Covid-19 pandemic has brought mounting research teams, as well as alumni associations and com- uncertainties and complexities to the world economy. Our panies. The professors obtained the research presented globalized society faces the challenge of bringing the in the paper through the employment of detailed CSR virus under control while minimizing its impact on the parameters focused on business leaders, employee economy. Economic difficulties substantially heighten the behavior and their relationship to the external environ- urgency for a more equitable and sustainable society. ment. This granular and nuanced form of research is a powerful tool for guiding the healthy development of CSR. At the same time, there is an ever-pressing need to enrich and expand the CSR framework in the context of The five CEIBS alumni companies featured in the social and economic development. CEIBS has incorporat- white paper offer exceptional examples of aligning busi- ed CSR programs into teaching, research, and student/ ness practices with social needs. Their learning-based alumni activities since its inception. The international busi- future-proof business innovations are a powerful demon- ness school jointly founded by the Chinese government stration of how best to bring CSR to the forefront of busi- and the European Union has accelerated knowledge ness activities. These five firms all received the CSR creation and dissemination during the pandemic to sup- Award in April 2019 at the second CEIBS Alumni Corpo- port economic stability and business development. The rate Social Responsibility Award, organized by the CEIBS institution has also served as a key communication chan- Alumni Association.
    [Show full text]
  • Cold-Rolled Steel, Russia, Preliminary Decision Memo
    UNITI!C STATES DEPARTMENT OF COMMERCE International Trade Administration Washingt:on . D .C . 20230 C-821-823 Investigation POl: 0 1/0 1/2014 - 12/31/2014 Public Document Office Jll, Operations: KJ, SM, EBG December 15, 2015 MEMORANDUM TO: Paul Piquado Assistant Secretary for Enforcement and Compliance FROM: Christian Marsh a1v1 Deputy Assistant Secretary for Antidumping and Countervailing Duty Operations SUBJECT: Decision Memorandum for the Preliminary Affirmative Determination, Preliminary Negative Critical Circumstances Determination, and Alignment of Final Detennination With Final Antidumping Duty Determination: Countervailing Duty Investigation of Certain Cold-Rolled Steel Flat Products from the Russian Federation I. SUMMARY The Department of Commerce (the Department) preliminarily determines that countervailable subsidies are being provided to producers and exporters of certain cold-rolled steel flat products (cold-rolled steel) from the Russjan Federation (Russia), as provided in section 703 of the Tariff Act of 1930, as amended (the Act). Additionally, the Department determines that critical circumstances do not exist with regard to cold-rolled steel from Russia, as provided under section 703(e)(l )(A) of the Act. ll. BACKGROUND A. Case History On July, 28, 2015. the Department received countervailing duty (CVD) and antidumping duty (AD) Petitions concerning imports of cold-rolled steel from Russia, fil ed on behalf of the AK Steel Corporation, ArcelorMinal USA EEC, Nucor Corporation, Steel Dynamics, Inc., and United States Steel Corporation (co11ectively, Petitioners).1 On August 17, 201 5, the Department 1 See " Petitions for the Imposition of Antidumping and Countervailing Duties: Certain Cold-Rolled Steel Flat Products from Brazil, the People's Republic of China, India, Japan.
    [Show full text]
  • Contents Efficiency Leadership Understanding Nlmk
    ABOUT US NLMK CONTENTS EFFICIENCY LEADERSHIP UNDERSTANDING NLMK . 2 Report 2014 KEY PERFORMANCE TRENDS . 10 OUR MILESTONES . 16 STRATEGY . 20 STRATEGY IN ACTION . 24 OUR BUSINESS MODEL . 30 INTEGRATED PRODUCTION SYSTEM . 38 WHERE WE OPERATE. 42 PRODUCTS AND USES . 46 RESEARCH, DEVELOPMENT AND INNOVATION . 52 FIVE-YEAR HIGHLIGHTS .. 59 CONTACTS . 60 1 ABOUT US / REPORT 2014 1. UNDERSTANDING NLMK NLMK Group is a leading international manufacturer of high- quality steel products with a vertically integrated business model. Mining and steelmaking are concentrated in cost-efficient regions; finished products are manufactured close to our main consumers in Russia, North America, and the EU. 2 3 UNDERSTANDING NLMK ABOUT US / REPORT 2014 Thanks to our self-sufficiency in key raw materials Having completed the investment phase of its Significant operational gains and conservative and energy, coupled with the technological development, NLMK Group turned its focus to investments have enabled a substantial superiority of our production capacity, NLMK is one increasing the efficiency of its business processes, strengthening of the Company’s financial standing, of the most efficient and profitable steelmakers developing its resource base, strengthening its as well as supporting deleveraging and providing in the world . NLMK has a diversified product mix, positions in strategic markets and enhancing for increased flexibility on dividends . ensuring our leading position in local markets production safety . Structural savings of more and our sales effectiveness . By leveraging our than $500 million in 2013–2014, generated by advantages – our flexible production chain, operational efficiency programmes have increased balanced product mix, efficient sales system, and business profitability . bn widespread customer base – we are able to react $1 .7 quickly to changing market conditions .
    [Show full text]
  • State-Owned Enterprises and Investing in China
    MARKET COMMENTARY State-owned Enterprises and Investing in China Great Hall of the People, Beijing, China • State control of companies in China is not as simple as ownership: private companies in China may fiercely pursue their own interests in some areas while acquiescing to government priorities in others. • Investors only looking at a company’s current ownership structure may miss the shifts in Chinese government policy that will shape the future of the business and its industry. • To reinvigorate growth and improve investor confidence, Chinese policymakers must adopt a more constrained and rules- based approach to state intervention in the economy. NOVEMBER 2019 In the minds of many investors, Chinese state-owned enterprises (SOEs) conjure up images of moribund and bloated companies that are run for policy objectives and not profits. It’s true that state-owned enterprises are less efficient than private firms in China. Nicholas Borst For example, across the industrial sector, state firms have a return on assets (ROA) less Vice President and than half that of private firms and the gap between the two appears to be growing.1 Director of China Research Over the past few years, Chinese authorities have enacted a range of policies to improve the performance of SOEs, including corporatization, industry consolidation and the introduction of outside capital. Unfortunately, these policies have mostly been failures and state-owned enterprises are a significant drag on China’s economic growth. The performance gap between state-owned and private enterprises persists for publicly listed companies. By one estimate, listed private enterprises outperform state-owned enterprises by a factor of 2:1.2 Given this context, some investors have sought to improve returns by simply cutting the state-owned enterprises out of their investment portfolios.
    [Show full text]