Equivalence Document Reference GSCP, SA8000 & ETI Base Code
Total Page:16
File Type:pdf, Size:1020Kb
Load more
Recommended publications
-
Code of Business Conduct & Ethics
Code of Business Conduct & Ethics Our Code of Business Conduct & Ethics (the “Code”) is at the center of everything we do. It goes beyond policies, rules, and laws to provide guidance for behaving ethically and responsibly. Behaving ethically and responsibly means doing the right thing in accordance with our values in all situations. Each section of the Code provides examples of real situations and practical guidelines that help us make the right decisions based on good judgment. As we all come from different backgrounds and cultures, the Code provides a consistent ethical compass to guide our judgment and behavior as PayPal employees. Our Code applies to every employee at every level of PayPal Holdings, Inc. and its subsidiaries (collectively, the “Company”), as well as our directors. In addition, we expect third parties, including contingent workers, to act in a way that is consistent with the values outlined in our Code when they are conducting business with or on behalf of the Company. While the Code doesn’t offer an answer to every situation, the Code provides helpful contacts and resources that can advise you when the right decision is not clear. 2 Table of Contents MESSAGE FROM OUR WE RESPECT AND VALUE EACH OTHER 14 WE DO THE RIGHT THING 25 WE INTERACT OPENLY AND HONESTLY 4 39 CHIEF EXECUTIVE OFFICER Harassment, Bullying and Discrimination-Free WITH GOVERNMENTS 16 Conflicts of Interest 26 Workplace Bribery and Corruption 40 Engaging with Family and Friends 27 Appropriate Decorations And Dress for the OUR MISSION, VISION & VALUES -
APPROACHES to ETHICAL TRADE: Impact and Lessons Learned
APPROACHES TO ETHICAL TRADE: Impact and lessons learned by Maggie Burns with Mick Blowfield Approaches to Ethical Trade Page 1 Maggie Burns Table of Contents TABLE OF CONTENTS ...........................................................................................1 EXECUTIVE SUMMARY..........................................................................................4 INTRODUCTION ......................................................................................................7 CONTEXT ................................................................................................................8 Bringing Ethics to Trade........................................................................................8 A Typography of Approaches to Ethical Trade..................................................10 CHANGING THE CLIMATE ...................................................................................11 FROM THE TOP ....................................................................................................13 FROM THE GRASSROOTS ..................................................................................15 DEVELOPING THE TOOLKIT ...............................................................................17 THE IMPACT OF ETHICAL TRADE ......................................................................19 Direct Impact.........................................................................................................19 Indirect Impact......................................................................................................20 -
Ethical Trading Initiative Working Hours Clause Revision Interpretation
Ethical Trading Initiative Working Hours Clause Revision Interpretation: What does it mean? 1 Introduction The purpose of this document is to provide guidance on the interpretation of ETI Base Code clause 6 on working hours, the revised version of which came into effect on 1 April 2014. This is one of the most difficult of the provisions of the Base Code to interpret and is an area where there will often be national law, collective agreements and other relevant provisions to take into account. The primary aim of clause 6 of the Base Code is to ensure that workers do not work excessive hours; that workers have at least one day off per week; and that any overtime is voluntary and is properly compensated. The underlying principle behind this part of the Base Code is the preservation of workers’ health and workplace safety. Clause 6.1 clearly states that the primary benchmarks for working hours are national law, collective agreements and the standards set out in the provisions of 6.2 to 6.6 of the Base Code – whichever provides the greater protection for workers. It is therefore important to consider the appropriate standards set out in all of these when assessing workplace practices on working hours. The standards set out in 6.2 to 6.6 are based on a number of international labour standards, the most relevant ones of which are listed in Annex B. This guidance note explores the different components that clause 6 of the Base Code addresses, namely: o restrictions on normal working hours; o exceptional circumstances under which working hours may be excessive; o regulation of voluntary overtime; and o weekly rest periods. -
Monitoring in the Dark
Monitoring in the Dark An evaluation of the International Labour Organization’s Better Factories Cambodia monitoring and reporting program February 2013 International Human Rights and Conflict Resolution Clinic Stanford Law School & Worker Rights Consortium http://humanrightsclinic.law.stanford.edu/project/monitoring-in-the-dark/ Monitoring in the Dark An evaluation of the International Labour Organization’s Better Factories Cambodia monitoring and reporting program © 2013 International Human Rights and Conflict Resolution Clinic, Mills Legal Clinic, Stanford Law School and Worker Rights Consortium All rights reserved. Photographs by Lucia Ballard, Daniel Cassman, Stephan Sonnenberg, and Heather Stilwell. TABLE OF CONTENTS Acknowledgements .................................................................................................................................................................... i Executive Summary .................................................................................................................................................................. ii Methodology ............................................................................................................................................................................ viii Introduction ........................................................................................................................... 1 The Cambodian Context ......................................................................................................... 4 -
ZVEI's Code of Conduct for Corporate Social Responsibility
ZVEI’s Code of Conduct for Corporate Social Responsibility Preamble ZVEI and its member companies affirm their Corporate Social Responsibility as a part of their global business activities (internationally known as “CSR”1). “ZVEI’s Code of Conduct for Corporate Social Responsibility” (hereinafter called “CoC”) acts as a guideline in the industry, especially regarding working conditions, social and environmental compatibility, transparency, collaboration and dialog that is marked by trust. Developed and agreed to by ZVEI and its member companies, the content of this CoC is an expression of ZVEI’s collective core values as they are defined in ZVEI’s vision and mission statements and especially as they are affirmed in the social market economy. ZVEI recommends that this CoC be implemented by the member companies. It is designed as a self-imposed obligation that can be signed by the member companies. By providing this CoC, ZVEI assists them in responding to different general conditions in a global market and in facing challenges and social expectations that come from intensified collaboration from within the value chain. 1. Basic Understanding of Social Responsibility in Corporate Management A mutual, basic understanding of social responsibility in corporate management forms the basis of this CoC. This means the undersigned company assumes responsibility by bearing in mind the consequences of its business decisions and actions on economic, technological, social and environmental levels and brings about an appropriate balance of interests. The undersigned company voluntarily contributes to the well being and long-term development of a global society at every point it can at the locations where it is in business. -
Code of Business Conduct and Ethics, 6101
Code of Business Conduct and Ethics, 6101 Document Date: 12/14/2020 Document Type: Policy Group: Board Department/Function: All LETTER FROM DOUG SHULMAN, PRESIDENT AND CEO Dear colleagues, At OneMain, the success and reputation of our business always depends on the trust we have built with our customers. I am proud of the commitment we have made to honesty and transparency, which builds on our team members operating with integrity. Our Code of Conduct is the cornerstone of how we expect team members to act in their dealings with each other and with customers. The Code has been updated to better reflect our values and we expect each of you to understand and comply with it at all times. While many of us rely heavily on our instincts and best judgment when making decisions, the Code serves as a set of consistent guidelines and requirements on which we can base our actions. Each team member has the obligation to review the updated Code and complete training about it by Sept. 30. The Code is woven into everything we do at OneMain. The Leadership Attributes we announced earlier this year are rooted in integrity and responsibility, and include key principles, like doing the right thing all the time, even when no one is looking; saying what you mean and meaning what you say; and, demonstrating consistent behavior, earning respect and trust from others. We have asked all of you to practice these attributes daily, and to consider them in your goals and professional development each year. We all play a role in maintaining our reputation. -
Ethical Fashion Branding Multiple Case Studies of Mission Statements and Fashion Films
Ethical Fashion Branding Multiple Case Studies of Mission Statements and Fashion Films By Rafa Salti 1 20-02-2017 Title: Ethical Fashion Branding: Multiple Case Studies of Mission Statements and Fashion Films Author: Rafa Salti Department: Centre for Fashion Studies Supervisor: Lauren Peters Level: Bachelor Date: 20-02-2017 Abstract This paper is an attempt to identify new ways to improve consumer’s response to ethical fashion branding through written mission statements and fashion films. It examines material by three fashion brands: H&M, Stella McCartney and People Tree. Additionally, it reviews and summarizes findings of previous literature in the field of ethical and sustainable fashion branding and builds a list of principal factors that play in the success of ethical fashion branding. The paper concludes with providing recommendations to improve the branding of each case study. Keywords: Ethical fashion branding, mission statements, fashion films, ethical consumption, sensorial value, H&M, Stella McCartney, People Tree 2 Table of Contents Introduction 3 Purpose and Question 3 Empirical Sources 4 Hennes & Mauritz 5 Stella McCartney 6 People Tree 7 Methodology 7 Theoretical Perspective 9 Previous Research 12 Definitions 15 Analysis 17 Descriptive Analysis of Branding Material 17 H&M 17 Written Mission Statement: Sustainability 17 Visual Mission Statement: H&M World Recycle Week Campaign featuring M.I.A 20 Seasonal Campaign: Conscious Exclusive Collection 2016 22 Stella McCartney 23 Website Mission Statement: About Stella - Sustainability 23 Visual Mission Statement: Deforestation 25 Seasonal Campaign:Winter 2016 Campaign Film: This Film May Contain Gluten! 26 People Tree 27 Website Mission Statement: Our Story 27 Visual Mission Statement: People Tree 2016 30 Seasonal Campaign: Autumn Collection 2016 31 Discourse Analysis of Previous Literature 32 Discussion 36 Conclusion 42 Bibliography 44 3 1. -
Global Code of Conduct
Global Code of Conduct Lead by example Dear Colleagues, We invest resources, do research, and develop new drugs — all in an innovative way. However, that is not the whole story. We do it with passion, in the spirit of service and with the utmost consideration for patients’ needs. We adhere scrupulously to ethical principles and comply with the law while respecting the environment and communities. Simply put, we act responsibly. Our actions involve all stakeholders at every level of the company — at each stage of the process that brings our drugs from discovery to patients. This Code of Conduct responds to our needs. We are a growing company embracing new challenges on a global scale. We speak many languages, embrace new cultures and comply with many different regulatory systems, from the United States to China. Now more than ever, it is time to reaffirm our principles and put them to work for a new vision, to strengthen our values and the history from which they were born and developed. This Code of Conduct is much more than a document. It lays the foundation for all our actions, no matter where we are. It is our common heritage, the embodiment of our way of doing business, the testament of our integrity. More than research, more than investments, more than innovation, it is our responsible behavior that guides us. We are and will remain irreproachable in our everyday work and in each choice we are asked to make. Read this document carefully, make it your own and put it into practice. Let’s improve it together. -
The Ethical Trading Initiative
NON-JUDICIAL REDRESS MECHANISMS REPORT SERIES 18 The Ethical Trading Initiative Negotiated solutions to human rights violations in global supply chains? Dr Tim Connor universiTy of newCasTle Dr annie Delaney rmiT universiTy sarah rennie melbourne universiTy About this report series This report is part of a series produced by the non-Judicial Human rights redress mechanisms Project, which draws on the findings of five years of research. The findings are based on over 587 interviews, with 1,100 individuals, across the countries and case studies covered by the research. non- judicial redress mechanisms are mandated to receive complaints and mediate grievances, but are not empowered to produce legally binding adjudications. The focus of the project is on analysing the effectiveness of these mechanisms in responding to alleged human rights violations associated with transnational business activity. The series presents lessons and recommendations regarding ways that: • non-judicial mechanisms can provide redress and justice to vulnerable communities and workers • non-government organisations and worker representatives can more effectively utilise the mechanisms to provide support for and represent vulnerable communities and workers • redress mechanisms can contribute to long-term and sustainable respect and remedy of human rights by businesses throughout their operations, supply chains and other business re - lationships. The non-Judicial Human rights redress mechanisms Project is an academic research collaboration between the university of melbourne, monash university, the university of newcastle, rmiT university, Deakin university and the university of essex. The project was funded by the australian research Council with support provided by a number of non-government organisations, including Core Coalition uK, Homeworkers worldwide, oxfam australia and actionaid australia. -
KPMG's Code of Conduct
OUR PROMISE OF PROFESSIONALISM KPMG’s Code of Conduct kpmg.com KPMG’S CODE OF CONDUCT sets forth our core values, shared responsibilities, global commitments, and promises. Additionally, the Code provides you with general guidance about the firm’s expectations, situations that may require particular attention, additional resources and channels of communication, as well as illustrative questions and answers. Please review the entire Code. As a part of the annual confirmation process, you will be asked to confirm in writing that you have reviewed the Code, and understand and agree to adhere to our core values, shared responsibilities, global commitments, and promises. Contents LETTER FROM THE CHAIRMAN 1 Physical and Electronic Security 18 OUR CODE AND OUR COMMITMENT 2 Intellectual Property 20 Accurate Books and Records 22 Our Core Values and Global Code 3 Clients and the Marketplace Shared Responsibilities Our Commitments 24 Individual Responsibilities 4 Independence and Conflicts of Interest 24 Management Responsibilities 5 Confidentiality and Privacy 26 Known or Suspected Illegal Acts by Clients 28 Getting Help Work Quality 30 Raising Your Hand 6 Doing Business with Governments 32 Channels of Communication 7 Ethical Marketing and Fair Competition 34 Confidential and Anonymous Reporting 8 Client and Engagement Acceptance 36 Preventing Retaliation 9 Time and Expense Charges 38 Ensuring Compliance with Our Code 10 Public and Community Our People Our Commitments 40 Our Commitments 12 Guarding Against Bribery and Corruption 40 Respect and Dignity 12 Responding to Regulatory and Other Legal Proceedings 42 Personal Safety and Well-Being 14 Media and Public Relations 44 Our Firm Political Contributions 46 Our Commitment to the Community 48 Our Commitments 16 Professional Licensing and Continuing Education 16 Additional Resources 50 This document and associated policies are not intended to create an employment contract and do not create any contractual rights. -
Policy and Procedures CA-001
Filing Code: Policy and Procedures CA-001 Policy Owner: Policy Title: Supersedes Policy: VP , Corporate Affairs & General Code of Conduct Counsel Approved By: Approval Date: Review Date: Board of Directors June 25 2013 June 2014 Table of Contents Introduction .................................................................................................................................................. 4 Why do we need a Code of Conduct? ....................................................................................................... 4 Application of the Code ............................................................................................................................ 4 Compliance ............................................................................................................................................... 5 Responsibilities to report .......................................................................................................................... 5 Our Business Conduct ................................................................................................................................... 5 Public Disclosure ....................................................................................................................................... 5 Insider trading and tipping ........................................................................................................................ 6 Disclosure to the media ........................................................................................................................... -
New Look Ethical Trade Report 2012–2013 Contents
NEW LOOK ETHICAL TRADE REPORT 2012–2013 CONTENTS Letter from our CEO 3 Introduction 4 1. DEVELOPING OUR ETHICAL TRADE STRATEGY 6 1.1 Our journey so far 7 1.2 Our supply chain 8 1.3 Understanding the ethical issues in our supply chain 9 1.3.1 Audits and factory visits 9 1.3.2 Worker interviews 10 1.4 Our strategic objectives 12 2. IMPLEMENTING OUR ETHICAL TRADE STRATEGY 13 2.1 Continually improve workers wages and working conditions 13 2.1.1 Improving health and safety 14 2.1.2 Bangladesh fire safety training 14 2.1.3 Tackling mass fainting in Cambodia 15 2.1.4 New Look sandblasting policy 15 2.1.5 Improving pay and job quality 16 2.1.6 RAGS Benefits for Business and Workers 17 2.1.7 Improving access to banking 19 2.1.8 Child labour remediation 21 2.2 Enable workers to raise and resolve issues 22 2.2.1 Worker committees in China 22 2.2.2 Supervisor training in Bangladesh 23 2.3 Build factory management skills and systems 24 2.3.1 Cambodia HR training on age verification 24 2.4 Build transparent relationships 25 2.4.1 Mapping our jewellery supply chain in China 26 2.4.2 Continuous improvement with our UK suppliers 26 2.5 Ensure New Look’s commercial team and suppliers understand 27 their role in delivering ethical trade strategy 2.5.1 Monitoring progress against our objectives 28 Partners 29 Who we are 31 COVER IMAGE © SUBATHRA VAIDHIYANATHAN LETTER FROM OUR CEO, ANDERS KRISTIANSEN Sustainability is a cornerstone of how we do business.