Corporate Social Responsibility (CSR) Assessment Report

Transcription

1 Corporate Social Responsibility (CSR) Assessment Report Company Assessed : ANOVO (GROUP) Overall Score: February /100 CSR engagement: Confirmed Size: Large Country (company headquarters): France Presence in Risk Countries: Yes Category/Industry: Repair and installation of machinery and equipment Page: 1/34

2 TABLES OF CONTENTS 1. Score Overview 2. Supplier Scorecard Objectives 3. Assessment Process 4. Ecovadis Methodology a. Four themes with 21 criterias b. Seven management indicators c. Scoring Scale 5. How to understand company Scorecard a. Quantitative information: score & activated criteria b. Qualitative information: Strengths & Improvement Areas 6. Theme: Environment 7. Theme: Labor Practices & Human Rights 8. Theme: Fair Business Practices 9. Theme: Sustainable Procurement Stakeholder Information 11. Specific Comments 12. Contact us ABOUT CORPORATE SOCIAL RESPONSIBILITY (CSR) Corporate Social Responsibility (CSR) is the continuing commitment to behave responsibly by integrating social and environmental concerns into business operations. CSR goes beyond regulatory compliance to focus on how companies manage their economic, social, and environmental impacts, as well as their relationships with stakeholders (e.g. employees, suppliers, government). ABOUT THE ASSESSMENT The EcoVadis methodology framework assesses the policies and measures put in place as well as the reporting published by companies with regards to environmental, labor practices & human rights, fair business practices and sustainable procurement issues. The assessment conducted by CSR experts is made on the basis of the company answers to a survey which is dynamically adapted to their country, sector and size, on the basis of supporting documentation, and on public and stakeholder (NGOs, trade unions, press) information. ABOUT ECOVADIS EcoVadis operates the 1st collaborative platform allowing companies to assess the environmental and social performance of their suppliers on a global basis. EcoVadis combines technology and Corporate Social Responsibility (CSR) expertise to deliver simple and reliable supplier scorecards, covering 150 purchasing categories and 21 CSR criteria. This document cannot be reproduced or distributed unless otherwise specified in EcoVadis contractually granted license right. No part of this document may be modified in whole or in part and in any form prior express written permission of EcoVadis. EcoVadis does not warrant the accuracy, reliability, completeness of the information, content, text, graphics provided on this document. Page: 2/34

3 1. Score Overview OVERALL SCORE 59/100 The overall and theme scores summarize the CSR performance of ANOVO (GROUP) on a scale of 1 to 100. Legend CSR PERFORMANCE Environment ENV 60 Labor Practices LAB 60 Fair Business Practices FBP 60 Outstanding Advanced Confirmed Partial None Sustainable Procurement SUP 50 BENCHMARK The grey bars on this graph represent the benchmarks. Benchmarks compare a company s overall score and theme scores to other companies operating within the same industry. Here the Benchmark on over 150 suppliers. NOTE: The top and bottom 5% of performers are excluded to ensure statistical relevance. ENV : Environment LAB : Labor Practices & Human Rights FBP : Fair Business Practices SUP : Sustainable Procurement Benchmark is done on all suppliers of the same business category on the EcoVadis database This graph depicts the distribution of overall scores for several thousand companies on the EcoVadis platform. ANOVO (GROUP) has an overall score of 59 and the company is ranked alongside 26% which have Confirmed CSR engagement. The red dot represents the average of all suppliers The blue diamond refers to company position ANOVO (GROUP) has been identified as Silver regarding their approach to CSR management. To achieve this recognition, a company must have an overall score of [46-61]. Corrective Action Plan in progress The Corrective Action Plan (CAP) is an interactive tool shared between suppliers and buyers. It helps to develop Action Plans, a starting point for an effective dialogue on actions taken by the supplier to improve their CSR performance. ANOVO (GROUP) has a CAP in place and is working on improving their CSR management system. Page: 3/34

4 2. Supplier Scorecard Objectives UNDERSTAND: Get a clear picture of the company s CSR performance. With a score on four CSR themes (environmental, labor practices & Human Rights, fair business practices and sustainable procurement), that highlight the company s strengths and possible areas for improvement. Know the company s positioning compared to their industry sector peers. On which theme is this company better positioned than their peers? How is this company positioned in comparison to their sector average? Identify sector specific initiatives. What are the main international CSR regulations and sector initiatives specific to the industry sector of the company? COMMUNICATE: Meet client needs. More and more companies raise questions about their supplier s environmental and social performance. This assessment allows to demonstrate company commitment. Leverage a unique communication tool. Directly share the assessment results with all clients. 3. Assessment Process Page: 4/34

5 4. Ecovadis Methodology is based on A. Four themes with 21 criteria The EcoVadis methodology takes into account 21 CSR criteria which are contained under four themes: ENVIRONMENT, LABOR, FAIR BUSINESS PRACTICES, and SUSTAINABLE PROCUREMENT. The methodology and criteria are in line with international CSR standards including the Global Reporting Initiative, United Nations Global Compact, and ISO B. Seven management indicators The EcoVadis assessment evaluates a company CSR management system by looking at seven management indicators. The four themes and their subsequent 21 CSR criteria are assessed on the basis of the following management indicators that a company has in place. Policies (weight: 25%) 1. Policies: Mission statements, commitments, principles, objectives and/or policies issued by the company. 2. Endorsement: Endorsement of CSR external initiatives, principles and/or active participation to international/sector CSR initiative. Actions (weight: 35%) 3. Measures: Concrete actions put in place to support commitments, objectives and deployment of policies (e.g. training, manual procedures). 4. Coverage: Level of deployment/dissemination of measures and concrete actions put in place throughout the company to support commitments and/or policies. 5. Certifications: Certifications received for the management system and/ or labels received for the products/ services delivered. Results (weight: 40%) 6. Reporting/ KPI: Quality and level of reporting readily available to stakeholders : Controversies, condemnations or positive developments reported by stakeholders (NGOs, Trade Unions, Press) having an impact on the company's CSR performance. Page: 5/34

6 5. How to understand company Scorecard The overall score can be better understood by looking at quantitative information - theme scores, activated criteria - and qualitative information - strengths & improvement areas. A. QUANTITATIVES INFORMATION: SCORES & ACTIVATED CRITERIA THEME SCORES: Like the overall score, theme scores are on a scale of 1 to 100. ACTIVATED CRITERIA: Each of the four themes - ENVIRONMENT, LABOR, FAIR BUSINESS PRACTICES, and SUSTAINABLE PROCUREMENT- have specific criteria associated to them. It is important to note that not all 21 criteria are activated for every company and some criteria have more weight than others in the overall assessment. The weights for the criteria are determined based on the CSR risks faced by the company according to their industry of operation and their country of operation(s). For more information see Appendix: category profile. Non Activated Medium Importance High Importance Only in Risk countries If criteria are not activated, this means that the specific associated issue is not relevant or has very low CSR risk for the company Medium importance criteria are the issues where there is some CSR risk, but it is not the most pressing criteria. High-importance criteria are the issues where the company faces the greatest CSR risk. Criteria classified as Only in Risk Countries are activated only if the company has significant operations in one or more risk country. B. QUALITATIVE INFORMATION: STRENGTHS & IMPROVEMENT AREAS Qualitative information provides more details and insights into the theme scores. For each theme the company is assigned Strengths (the elements of the CSR management system that are positive) and Improvement Areas (the elements of the CSR management system that need to be improved). The strengths & improvement areas are divided according to the 3 management indicators - Policies, Actions, Results and are also classified by level of importance/priority (i.e. Priority.) Green check marks indicate the Strengths Alert signs indicate the Improvement Areas Improvement Areas are a focus point for improvement. The EcoVadis Corrective Action Plan Tool allows companies to improve their CSR performance on specific improvement areas. It is an interactive tool shared between suppliers and buyers. It supports the development of Action Plans, a starting point for an effective dialogue between buyers and suppliers on actions taken by a supplier to improve their CSR performance. Each improvement area is given a priority level which can be used to set up corrective action plans. High Medium Low Priority Level Page: 6/34

7 C. THE SCORING SCALE Page: 7/34

8 6. ENVIRONMENT The environment theme takes into account both operational factors (e.g. energy consumption, waste management, etc.) and product stewardship (e.g. product end of life, customer health and safety issues). ENVIRONMENT: SCORES CSR PERFORMANCE BENCHMARK DETAILED SCORE BENCHMARK Environment ENV 60 Labor Practices LAB 60 Fair Business Practices FBP 60 Sustainable Procurement SUP 50 WEIGHT of the Theme ENV 2 out of 9 -> 22% of the global score Themes are weighted according the Corporate Social Responsibility (CSR) risks associated to the company industry of operation and country of operation(s). The theme weights influence the resulting overall score. This benchmark shows the company overall score in comparison to the scores of industry sector peers on the EcoVadis platform. The top and bottom 5% of performers are excluded to ensure statistical relevance. The theme benchmark is a more detailed comparison of the company s theme score in comparison to other companies operating within the same industry. NOTE: Benchmark is only activated when they are at least 3 suppliers to compare with. ENVIRONMENT: ACTIVATED CRITERIA Non Activated Medium Importance High Importance Only in Risk countries Note: Not all 21 criteria are activated for every company and some criteria have more weight than others in the overall assessment. The weights for the criteria are determined based on the CSR risks faced by the company according to their industry of operation and their country of operation(s). ENVIRONMENT: STRENGTH & WEAKNESSES Note: The number of alert signs or checks next to a strength or weakness does not represent the performance of the company; rather they indicate the level of importance of each individual strength and/or weakness This icon informs that the company has a Corrective Action Plan (CAP) in place associated to a particular weakness. The CAP is an interactive tool shared between suppliers and buyers. It helps to develop Actions to improve the supplier s CSR performance. Page: 8/34

9 ENVIRONMENT:POLICIES Priority Strength or Weakness Additional Definition CAP Standard policy on a majority of environmental issues A standard environmental policy includes commitments and/or operational objectives on the main environmental risks the company faces. A comprehensive environmental policy includes commitments and/or operational objectives on the majority of environmental risks the company faces, and integrates quantitative objectives (i.e. targets) on those risks. It is also mandatory for the policy to incorporate some of the following elements: scope of application, allocation of responsibilities, and/or a formal review process. Policies are deemed exceptional when all environmental issues are covered by qualitative and quantitative objectives, in addition to all of the aforementioned elements. Declares endorsement of external CSR initiative, but could not be verified [ i.e. EICC ] The company declares that it is a signatory or has public adherence to an external CSR set of principles, charters, codes of conduct or international guidelines, but there is no evidence within the company supporting documentation nor evidence of participation as a formal member of a voluntary CSR initiative. Such initiatives can encompass many CSR issues (e.g. Global Compact principles), be specific (e.g. Carbon Disclosure Project), intergovernmental (e.g. OECD Guidelines for Multinational Enterprises), multi-stakeholder (e.g. AccountAbility), businessled (e.g. Responsible Care), cross-sector (e.g. Ceres principles) or sector-specific (e.g. Clean Clothes Campaign). No quantitative target on environmental issues Company policy does not contain quantitative targets on environmental issues. Quantitative objectives or targets on environmental issues are considered as fundamental elements of comprehensive policy mechanism. They provide a monitoring framework that helps establish whether policy objectives are being met, and highlight the progress towards set goals. Some examples of specific targets on this topic include quantitative objectives on energy consumption reduction, percentage targets to reduce waste, or targets for a number of products to be eco-labelled. As policy elements, targets can be expressed in absolute or relative terms and must have a valid future deadline (i.e. by 2020 we commit to reduce our energy consumption by 20% from 2015 levels). Page: 9/34

10 ENVIRONMENT:ACTIONS Priority Strength or Weakness Additional Definition CAP 61-80% of operational sites ISO certified Declares in the questionnaire that environmental actions are implemented across all operations, but no supporting documentation available The assessed company has several operational sites. The company declares that it has implemented environmental measures/actions across the entire organization, however, no information to support this claim was found in the supporting documentation. Companies that have more than one operational site, office or subsidiary must demonstrate that environmental actions are deployed across all sites, to guarantee an effective company-wide CSR management system. Some examples of evidence used to determine effective deployment of environmental actions include (but are not limited to): - Percentage of employees (e.g. managers) trained on environmental issues throughout all main operations (subsidiaries, divisions, business units, sites) - Percentage of ISO or EMAS certified operational sites - Percentage of employees trained on environmental issues - Descriptions of concrete measures implemented at the main company's operational locations (e.g. most exposed) Monitoring of direct and indirect CO2 emissions Carbon footprint study Reduction of energy consumption through innovative equipment [ i.e. in Peru ] Innovative technologies implemented to reduce GHG emissions Work processes or innovative technologies implemented to reduce, reuse or recycle hazardous waste Specific measures to manage battery waste Provision to customers of equipment to facilitate reduction of energy consumption Measures to reuse or recycle waste Measures implemented to recycle toners & ink cartridges Measures to optimize transport or reduce CO2 emissions from transport [ i.e. in France ] The company has implemented specific measures to optimize transportation or to reduce the amount of CO2 emissions related to transportation. Examples might include devices to optimize route planning, provision of live traffic information to drivers, carbon compensation options and multimodal transportation plans (i.e. the transportation of goods utilizing differing means of transport). Measures for handling hazardous substances Page: 10/34

11 ENVIRONMENT:RESULTS Priority Strength or Weakness Additional Definition CAP Standard reporting on environmental issues There is evidence of formal reporting implemented regarding the management and the mitigation of the company environmental footprint from its supporting documentation, including key performance indicators (KPIs), statistical figures or associated concrete actions. Reporting items are standard in terms of quality and quantity, do cover the main issues, are meaningful enough, and are regularly updated. Examples of key performance indicators include total electricity consumption, electricity consumed per kg of product or per unit produced. Comprehensive reporting on environmental issues will additionally have KPIs reported in a formal public document available to stakeholders, and will be in compliance with the Global Reporting Initiative guidelines or other external CSR reporting standards. CSR report follows GRI guidelines The company has endorsed the Global Reporting Initiative (GRI) reporting guidelines. GRI, the Global Reporting Initiative, provides the guideline for companies to disclose their environmental and social impact in a standard framework (Global Reporting Initiative). There are several levels of reporting: including alpha rankings from A to C, 'self declared' or GRI 'Checked' levels, and finally In accordance - Core without external assurance. The level of reporting can be audited by a third party or can be self-declared. No information on the level of compliance with GRI guidelines No company declaration and no evidence within the supporting documentation of the compliance level with Global Reporting Initiative (GRI) guidelines. GRI, the Global Reporting Initiative, provides the guideline for companies to disclose their environmental and social impacts in a standardized framework (Global Reporting Initiative). Reporting on electricity consumption The company has reported KPIs with regard to electricity consumption either through formal documentation or questionnaire declaration. The company reports on electricity consumption from facilities, plants, property or assets that are owned or controlled by the company. Examples of key performance indicators include total electricity consumption, electricity consumed per kg of product or per unit produced. Page: 11/34

12 7. LABOR PRACTICES & HUMAN RIGHTS (LAB) The labor theme takes into account both Labor Practice issues (e.g. health and safety, working conditions, etc.) and Human Rights issues (e.g. discrimination, child labor, etc.). LABOR & HUMAN RIGHTS: SCORES CSR PERFORMANCE BENCHMARK DETAILED SCORE BENCHMARK Environment ENV 60 Labor Practices LAB 60 Fair Business Practices FBP 60 Sustainable Procurement SUP 50 WEIGHT of the Theme LAB 4 out of 9 -> 44% of the global score Themes are weighted according the Corporate Social Responsibility (CSR) risks associated to the company industry of operation and country of operation(s). The theme weights influence the resulting overall score. This benchmark shows the company overall score in comparison to the scores of industry sector peers on the EcoVadis platform. The top and bottom 5% of performers are excluded to ensure statistical relevance. The theme benchmark is a more detailed comparison of the company s theme score in comparison to other companies operating within the same industry. NOTE: Benchmark is only activated when they are at least 3 suppliers to compare with. LABOR & HUMAN RIGHTS: ACTIVATED CRITERIA Non Activated Medium Importance High Importance Only in Risk countries Note: Not all 21 criteria are activated for every company and some criteria have more weight than others in the overall assessment. The weights for the criteria are determined based on the CSR risks faced by the company according to their industry of operation and their country of operation(s). LABOR & HUMAN RIGHTS: STRENGTH & WEAKNESSES Note: The number of alert signs or checks next to a strength or weakness does not represent the performance of the company; rather they indicate the level of importance of each individual strength and/or weakness This icon informs that the company has a Corrective Action Plan (CAP) in place associated to a particular weakness. The CAP is an interactive tool shared between suppliers and buyers. It helps to develop Actions to improve the supplier s CSR performance. Page: 12/34

13 LABOR PRACTICES & HUMAN RIGHTS:POLICIES Priority Strength or Weakness Additional Definition CAP Standard policy on a majority of labor or human rights issues A standard labor and human rights policy includes commitments and/or operational objectives on the main labor and human rights risks the company faces. A comprehensive labor and human rights policy includes commitments and/or operational objectives on the majority of labor and human rights risks the company faces, and integrates quantitative objectives (i.e. targets) on those risks. It is also mandatory for the policy to incorporate some of the following elements: scope of application, allocation of responsibilities, and/or a formal review process. Policies are deemed exceptional when all labor practice and human rights issues are covered by qualitative and quantitative objectives, in addition to all of the aforementioned elements. No supporting documentation or only basic policy on some relevant issues [ i.e. social dialogue, fundamental human rights ] The company has either no supporting documentation on policies, or only provided evidence of basic policy statements that do not cover all the major labor practice & human rights issues the company is confronted with. A standard labor and human rights policy includes commitments and/or operational objectives on the main labor and human rights risks the company faces. It is communicated to internal and external stakeholders through a formal dedicated document. A standard labor and human rights policy contains qualitative objectives/commitments specific to those issues. The policy should also incorporate some of the following elements: scope of application, allocation of responsibilities, quantitative objectives, and review mechanisms. Declares endorsement of external CSR initiative, but could not be verified [ i.e. EICC ] The company declares that it is a signatory or has public adherence to an external CSR set of principles, charters, codes of conduct or international guidelines, but there is no evidence within the company supporting documentation nor evidence of participation as a formal member of a voluntary CSR initiative. Such initiatives can encompass many CSR issues (e.g. Global Compact principles), be specific (e.g. Carbon Disclosure Project), intergovernmental (e.g. OECD Guidelines for Multinational Enterprises), multi-stakeholder (e.g. AccountAbility), businessled (e.g. Responsible Care), cross-sector (e.g. Ceres principles) or sector-specific (e.g. Clean Clothes Campaign). No quantitative target on labor & human rights issues Company policy does not contain quantitative targets on labor and human rights issues. Quantitative objectives or targets on labor and human rights issues are considered as fundamental elements of comprehensive policy mechanism. They provide a monitoring framework that helps establish whether policy objectives are being met, and highlight the progress towards set goals. Some examples of specific targets on this topic include quantitative objectives on health & safety indicators (i.e. accident frequency and accident severity rates), quantitative objectives on percentage of employees trained on discrimination and quantitative objectives on number of employees covered by social benefits. As policy elements, targets can be expressed in absolute or relative terms and must have a valid future deadline (i.e. by 2020 we commit to train 100% of employees on discrimination). LABOR PRACTICES & HUMAN RIGHTS:ACTIONS Priority Strength or Weakness Additional Definition CAP Declares in the questionnaire that labor and human rights actions are implemented for all employees, but no supporting documentation available The assessed company has several operational sites. Page: 13/34

14 Priority Strength or Weakness Additional Definition CAP The company declares that it has implemented actions on labor practices and human rights across the entire organization, however, no information to support this claim was found in the supporting documentation. Companies that have more than one operational site, office or subsidiary must demonstrate that actions on labor practices and human rights are deployed across all sites, to guarantee an effective company-wide CSR management system. Some examples of evidence used to determine effective deployment of actions on labor practices and human rights issues include (but are not limited to): - Percentage of OHSAS 18001, SCC or Mase certified operational sites; - Percentage of employees covered by social benefits, or who received training within the year; - Percentage of employees covered by collective bargaining agreements or by employee representatives; - Percentage of employees trained on discrimination or human rights issues, etc. Only % of operational facilities OHSAS certified Structured social dialogue measures in place (e.g. collective agreement) [ i.e. in Poland ] OHSAS certified (at least one operational site) Joint labor management health & safety committee in operation Specific measures implemented for the integration of employees with disabilities The company has implemented specific measures to integrate disabled persons. Some potential examples of measures to integrate disabled persons in the workplace include assistive and adaptive technology such as new computer software programs, assistive listening devices, skills training and wheelchair accessible transportation. Training of relevant employees on health & safety risks and best working practices Disciplinary measures enforced on human rights issues [ in selected divisions ] The company has implemented disciplinary measures on violations of the company's human rights policies. Companies may establish formal procedures or mechanisms for dealing with policy violations, e.g. disciplinary measures, warning processes, up to conditions for employment termination. Whistleblowing procedure on discrimination issues The company has implemented a formal whistleblowing procedure which encourages employees (and external stakeholders) to report potential violations of the company discrimination policies. Employees can report on violations of the company discrimination policy (e.g. on hiring, remuneration, training, promotion) through anonymous and secure communication channels. In addition, disciplinary measures maybe outlined (e.g. warnings, suspensions, including termination). Local employee representatives External audits on health & safety issues Official measures to promote work-life balance The company has implemented working practices that acknowledge and aim to support the needs of staff in achieving a balance between their home and working lives. Examples of work life-balance measures include: the possibility to work from home, to work part time, flexible-time schedules, childcare facilities at work, in-house services. Page: 14/34

15 Priority Strength or Weakness Additional Definition CAP Employee health & safety detailed risk assessment Transparent recruitment process communicated clearly and formally to all candidates Company proactive measures to avoid discrimination during recruitment phase Regular assessment (at least once a year) of individual performance Company specific health care program for employees [ i.e. in Poland ] The company has implemented a specific health care program for employees covering private medical treatment. Some examples of areas it could cover include drug treatment of cancer, health assessments, dental care, surgical procedures and treatment of conditions relating to alcohol and substance abuse. Interactive communication session with employees on working conditions The company has an interactive communication session with employees on working conditions. Interactive communication strategies help companies to receive input and feedback. This assists companies in effectively running their business and helps eliminate or reduce workplace mistakes, oversights and inter-office conflict. Proactive strategies can include creating a discussion agenda, communication policies and structured workshops between employees and management. Active preventive measures for Repetitive Strain Injury (RSI) The company has implemented active preventive measures for Repetitive Strain Injuries (RSIs). RSIs are occupational injuries to muscles, tendons or nerves caused by repetitive tasks, muscular efforts, vibrations, or sustained or awkward postures when performing a task. They include carpal tunnel syndrome (in the wrist) as well as shoulder, neck and back problems (ILO). A similar term is Cumulative trauma disorder ( or 'CTD' in the U.S.). Some examples of measures include, ensuring variation, providing an ergonomic work environment, setting priorities to decrease work pressure, and including long, short and micro breaks during working hours. Company-specific pension plan for employees [ i.e. in the United Kingdom ] Official company proactive measures to respect fundamental human rights The company has implemented measures to respect fundamental human rights. Some examples of measures might include preventing moral and physical violence, protecting social rights (including indigenous peoples' rights) and privacy rights through implementation of a whistle blowing procedure on human rights, company specific awareness & training programs for managers on human rights, and formal engagement or collaboration with public, local authorities or NGOs on Human Rights. Provision of skills development training [ selected divisions only ] The company has implemented vocational training and instruction, which include skills development training, education paid for in whole or in part by the company, with the goal to provide opportunities for career advancement (Source: Global Reporting Initiative G3). Formal company engagement with local authorities, international organization or NGOs to prevent discrimination Setting of individual career plan for all employees Page: 15/34

16 LABOR PRACTICES & HUMAN RIGHTS:RESULTS Priority Strength or Weakness Additional Definition CAP Standard reporting on labor practices & human rights issues There is evidence of formal reporting implemented regarding both labor and human rights issues from the company supporting documentation, including key performance indicators (KPIs), statistical figures or associated concrete actions. Reporting items are standard in terms of quality and quantity, do cover the main issues, are meaningful enough, and are regularly updated. KPIs may include (but are not limited to): accident frequency and severity rates, the percentage of employees covered by collective bargaining agreements, skills development trainings, and percentage of employees trained on discrimination issues. Comprehensive reporting on labor practice and human rights issues will additionally have KPIs reported in a formal public document available to stakeholders, and will be in compliance with the Global Reporting Initiative guidelines or other external CSR reporting standards. Reporting on accident severity rate The company reports a severity rate of accidents among its employees during the last reporting year. The accident severity rate measures the time lost due to occupational injuries in relation to the total amount of time worked. It indicates how severe the accidents were and how long the injured employees were out of work as a result of disabling injuries. Reporting on accident frequency rate The company reports a frequency rate of accidents among its employees during the last reporting year. The accident frequency rate measures the number of injuries with lost time in relation to the total amount of time worked. It indicates the extent to which injury incidents are repeated over time and their number of occurrence. CSR report follows GRI guidelines The company has endorsed the Global Reporting Initiative (GRI) reporting guidelines. GRI, the Global Reporting Initiative, provides the guideline for companies to disclose their environmental and social impact in a standard framework (Global Reporting Initiative). There are several levels of reporting: including alpha rankings from A to C, 'self declared' or GRI 'Checked' levels, and finally In accordance - Core without external assurance. The level of reporting can be audited by a third party or can be self-declared. No information on the level of compliance with GRI guidelines No company declaration and no evidence within the supporting documentation of the compliance level with Global Reporting Initiative (GRI) guidelines. GRI, the Global Reporting Initiative, provides the guideline for companies to disclose their environmental and social impacts in a standardized framework (Global Reporting Initiative). Reporting on percentage of women in executive positions (e.g. senior or top management) Reporting on number of average training hours per employee Page: 16/34

17 8. FAIR BUSINESS PRACTICES (FBP) The fair business practice theme focuses primarily on corruption and bribery issues, but also takes into account anti-competition and responsible marketing depending on the industry of operation. FAIR BUSINESS PRACTICES: SCORES CSR PERFORMANCE BENCHMARK DETAILED SCORE BENCHMARK Environment ENV 60 Labor Practices LAB 60 Fair Business Practices FBP 60 Sustainable Procurement SUP 50 WEIGHT of the Theme FB 2 out of 9 -> 22% of the global score Themes are weighted according the Corporate Social Responsibility (CSR) risks associated to the company industry of operation and country of operation(s). The theme weights influence the resulting overall score. This benchmark shows the company overall score in comparison to the scores of industry sector peers on the EcoVadis platform. The top and bottom 5% of performers are excluded to ensure statistical relevance. The theme benchmark is a more detailed comparison of the company s theme score in comparison to other companies operating within the same industry. NOTE: Benchmark is only activated when they are at least 3 suppliers to compare with. FAIR BUSINESS PRACTICES: ACTIVATED CRITERIA Non Activated Medium Importance High Importance Only in Risk countries Note: Not all 21 criteria are activated for every company and some criteria have more weight than others in the overall assessment. The weights for the criteria are determined based on the CSR risks faced by the company according to their industry of operation and their country of operation(s). FAIR BUSINESS PRACTICES: STRENGTH & WEAKNESSES Note: The number of alert signs or checks next to a strength or weakness does not represent the performance of the company; rather they indicate the level of importance of each individual strength and/or weakness This icon informs that the company has a Corrective Action Plan (CAP) in place associated to a particular weakness. The CAP is an interactive tool shared between suppliers and buyers. It helps to develop Actions to improve the supplier s CSR performance. Page: 17/34

18 FAIR BUSINESS PRACTICES:POLICIES Priority Strength or Weakness Additional Definition CAP Declares endorsement of external CSR initiative, but could not be verified [ i.e. EICC ] The company declares that it is a signatory or has public adherence to an external CSR set of principles, charters, codes of conduct or international guidelines, but there is no evidence within the company supporting documentation nor evidence of participation as a formal member of a voluntary CSR initiative. Such initiatives can encompass many CSR issues (e.g. Global Compact principles), be specific (e.g. Carbon Disclosure Project), intergovernmental (e.g. OECD Guidelines for Multinational Enterprises), multi-stakeholder (e.g. AccountAbility), businessled (e.g. Responsible Care), cross-sector (e.g. Ceres principles) or sector-specific (e.g. Clean Clothes Campaign). Comprehensive policies on major business ethics issues A comprehensive business ethics policy includes commitments and/or operational objectives on all business ethics issues the company faces, and integrates additional organizational elements intended to disseminate and update the policy (i.e. process to review/update policy). Policies are deemed exceptional when all business ethics issues are covered by qualitative and quantitative objectives. Additionally, an exceptional policy has exhaustive organizational elements such as allocation of responsibilities, a formal review process, communication of the policy to all employees and business partners, etc. Page: 18/34

19 FAIR BUSINESS PRACTICES:ACTIONS Priority Strength or Weakness Additional Definition CAP Declares in the questionnaire that business ethics actions are implemented across all operations, but no supporting documentation available The assessed company has several operational sites. The company declares that it has implemented actions on business ethics across the entire organization, however, no information to support this claim was found in the supporting documentation. Companies that have more than one operational site, office or subsidiary must demonstrate that actions on fair business practices issues are deployed across all sites, to guarantee an effective company-wide CSR management system. Fair business practices cover, amongst others, the areas of anti-corruption, fair competition, respect for intellectual property rights and consumer/client issues such as responsible marketing and data protection. Some examples of evidence used to determine effective deployment of fair business practices actions include (but are not limited to): - Percentage of employees trained on company business ethics policies - Percentage of operational sites ISO certified - Percentage of operations covered by regular internal compliance audits on corruption and/or anti-competition issues, etc. Web-based or in-person training program on main business ethics issues ISO certified (certification of information security management system) The company has provided a valid ISO certificate for at least one of its operational sites, or business units. ISO is an Information Security Management System (ISMS) standard from the International Standard Organization. This standard specifies the requirements for establishing, implementing, operating, monitoring, reviewing, maintaining and improving a documented Information Security Management System within the context of the organization's overall business risks (Source: ISO). Whistle blowing procedure active or disciplinary measures reported on business ethics issues The company has implemented a formal whistle blowing procedure which encourages employees (and external stakeholders) to report potential violations of the company business ethics policies (e.g. corruption case, conflict of interest). In addition, disciplinary measures may be outlined (e.g. warnings, suspensions, including termination). Employees can report on areas such as violations of the company business ethics policy (e.g. on hiring, remuneration, training, promotion) through anonymous and secure communication channels. In addition, disciplinary measures may be outlined (e.g. warnings, suspensions, including termination). Signature acknowledgement of business ethics policies required for all concerned employees Structured mechanisms to deal with policy violations (e.g. disciplinary measures up to termination) The company has implemented systematic investigations and sanctions mechanisms in relation to breaches of the code of conduct and non compliances. Some potential examples of measures include a defined set of rules for misconduct, including a detailed list of formal disciplinary procedures (e.g. from first notice to suspension and eventually dismissals). Page: 19/34

20 FAIR BUSINESS PRACTICES:RESULTS Priority Strength or Weakness Additional Definition CAP Standard reporting on business ethics issues There is evidence of reporting implemented regarding fair business practices in the supporting documentation, including on key performance indicators (KPIs), statistical figures or associated concrete actions. KPIs can be sector specific and include for instance the % of employees trained on business ethics issues, number of breaches of the Code of Ethics, number of incidents reported through the whistle blowing procedure. CSR report follows GRI guidelines The company has endorsed the Global Reporting Initiative (GRI) reporting guidelines. GRI, the Global Reporting Initiative, provides the guideline for companies to disclose their environmental and social impact in a standard framework (Global Reporting Initiative). There are several levels of reporting: including alpha rankings from A to C, 'self declared' or GRI 'Checked' levels, and finally In accordance - Core without external assurance. The level of reporting can be audited by a third party or can be self-declared. No information on the level of compliance with GRI guidelines No company declaration and no evidence within the supporting documentation of the compliance level with Global Reporting Initiative (GRI) guidelines. GRI, the Global Reporting Initiative, provides the guideline for companies to disclose their environmental and social impacts in a standardized framework (Global Reporting Initiative). Reporting of the percentage of employees trained inperson on business ethics issues Page: 20/34

21 9. SUSTAINABLE PROCUREMENT (SUP) The sustainable procurement theme focuses on both social and environmental issues within the company supply chain. SUSTAINABLE PROCUREMENT: SCORES CSR PERFORMANCE BENCHMARK DETAILED SCORE BENCHMARK Environment ENV 60 Labor Practices LAB 60 Fair Business Practices FBP 60 Sustainable Procurement SUP 50 WEIGHT of the Theme SUP 1 out of 9 -> 11% of the global score Themes are weighted according the Corporate Social Responsibility (CSR) risks associated to the company industry of operation and country of operation(s). The theme weights influence the resulting overall score. This benchmark shows the company overall score in comparison to the scores of industry sector peers on the EcoVadis platform. The top and bottom 5% of performers are excluded to ensure statistical relevance. The theme benchmark is a more detailed comparison of the company s theme score in comparison to other companies operating within the same industry. NOTE: Benchmark is only activated when they are at least 3 suppliers to compare with. SUSTAINABLE PROCUREMENT: ACTIVATED CRITERIA Non Activated Medium Importance High Importance Only in Risk countries Note: Not all 21 criteria are activated for every company and some criteria have more weight than others in the overall assessment. The weights for the criteria are determined based on the CSR risks faced by the company according to their industry of operation and their country of operation(s). SUSTAINABLE PROCUREMENT: STRENGTH & WEAKNESSES Note: The number of alert signs or checks next to a strength or weakness does not represent the performance of the company; rather they indicate the level of importance of each individual strength and/or weakness This icon informs that the company has a Corrective Action Plan (CAP) in place associated to a particular weakness. The CAP is an interactive tool shared between suppliers and buyers. It helps to develop Actions to improve the supplier s CSR performance. SUSTAINABLE PROCUREMENT:POLICIES Priority Strength or Weakness Additional Definition CAP Sustainable procurement policies on both environment and social factors The company has issued formal policies that integrate commitments and/or operational objectives on both environmental and social issues it is confronted with in its supply chain. The importance of issues covered by the policies may vary according to the industry or sector. Such issues can include CSR requirements for both supplier practices (environmental and social), and product/service characteristics (e.g. use of independently verified labeling schemes). It is contained in a formal policy document (i.e. CSR Procurement Guidelines). There are at least qualitative objectives/commitments with specificities on the main issues. The policies might also incorporate some of the following elements: scope of application, allocation of responsibilities, quantitative objectives (i.e. number of suppliers audited or certified), and review mechanisms. Page: 21/34

22 SUSTAINABLE PROCUREMENT:ACTIONS Priority Strength or Weakness Additional Definition CAP No monitoring of % of suppliers covered by sustainable procurement actions (e.g. assessments, audits) Supplier CSR code of conduct in place Regular supplier assessment (e.g. questionnaire) on environmental or social practices The company demonstrates evidence of supplier CSR assessments (in-house, 3rd party, or self-assessments) through checklists or questionnaires to verify compliance with its own predefined set of CSR requirements. CSR assessment questionnaires can be in house driven or supported by a third-party organization, and include questions on environmental (including regulatory issues), social and ethical issues. CSR assessment can also consist in checklists, online forms Assessment can be conducted by the client, a reliable third party, or by the supplier itself. Training of buyers on social and environmental issues within the supply chain Declares CSR performance of suppliers integrated in buyer performance appraisal, but no supporting documentation available Corrective actions to facilitate supplier capacity building The company has implemented corrective actions to facilitate supplier capacity building. Capacity building measures include company proactive support directed towards its suppliers with the aim to enhance their ability to identify and manage environmental, social and ethical issues within their own operations. Such support includes supplier training, participation in supplier meetings, development of close collaborations on CSR topics, and continuous improvement feedback on supplier's CSR performance (e.g. Corrective Action Plans). Integration of social or environmental clauses into supplier contracts The company's contractual agreements with subcontractors systematically contain a binding clause that requires those suppliers to comply with international CSR standards or to demonstrate a proactive CSR approach. Such contract clauses can contain defined measures that the client can impose in case CSR clauses are not respected (e.g. contract termination). Some specific issues covered in supplier contracts can include child labor, conflict minerals, REACH and RoHS. Detailed risk analysis per purchasing category The company has carried out an in depth screening of its spend categories to map potential CSR risk, thus allowing it to establish priorities in terms of supplier CSR assessment or audits. For example, CSR risk mapping factors in country legal risk, length of supplier relationship per purchasing category, supplier dependence, intensity of CSR risk for a given sector or industry. Page: 22/34

23 SUSTAINABLE PROCUREMENT:RESULTS Priority Strength or Weakness Additional Definition CAP Basic reporting on sustainable procurement issues There is some evidence of formal reporting on sustainable procurement issues in the supporting documentation. It may include\ key performance indicators (KPIs), or statistical figures. However reporting elements may be limited in terms of quality or quantity, may not cover the main issues, or reporting is not regularly updated. Based on the information provided for the assessment, reporting does not cover a major portion of relevant issues (i.e. reporting is available for only 1 relevant issue). To improve the quality of reporting, KPIs could be sectorspecific and include for instance % of suppliers assessed or audited on CSR issues, % of buyers trained on sustainable procurement, % of raw materials purchased that are recycled materials, % of products purchased with an ecolabel (Source: Global Reporting Initiative G3). Page: 23/34

24 10. The 360 WATCH: stakeholders' information 360º WATCH. 01/2016 No records found for this company on Compliance Database 11/2015 Beauvais : 200 grévistes chez Anovo Ce vendredi matin, à 11 heures, plus de 200 salariés d Anovo Beauvais ont entamé une grève pour protester contre le montant des indemnités proposées par la direction pour les 47 employés menacés de licenciement. 09/2015 Anovo va fermer son site corrézien de Saint Augustin (actualisé) Actualisation 10h57 : Lors d un comité d entreprise ce mercredi, la direction d'anovo a annoncé la fermeture du centre de Saint Augustin, au nord de Tulle, et des licenciements sur le site de Brive. 03/2015 Les salariés d'anovo inquiets pour les salaires et pour l'avenir A l'appel de la CGT, une centaine de salariés d'anovo à Brive sont en grève ce matin, jeudi 19 mars. 01/2015 Anovo cierra su sede catalana y despedirá a sus 106 empleados La compañía francesa de servicios de logística Anovo ha decidido cerrar Euroterminal, su delegación en Cataluña, y presentar un expediente de regulación de empleo (ERE) para despedir a sus 106 trabajadores, según informó este jueves CC OO. 07/2013 Telefonica picks Anovo for device buyback program in LatAm Telefonica has selected Anovo as its preferred partner for device buy-back and refurbishment with its subsidiaries in Chile, Peru and Colombia. The 360 is a web based tool to collect stakeholders insight on a company s CSR approach and impacts. A corporate stakeholder is a party that can affect or be affected by the actions of the company and the achievement of its objectives (i.e. employees, clients, suppliers). Note: If a strength or weakness is activated on the 360, this is an indicator that the 360 has had an impact on the score. Only legitimate stakeholder sources are selected: Governmental organizations (i.e. government environmental protection administrations, anti-trust agencies, customers protection agencies) CSR networks and initiatives Trade unions and employers organizations International organizations (i.e. UN, ILO, UNEP, ) NGO s (i.e. Greenpeace, Clean Clothes Campaign, Transparency international, UFC, ) Research institutes and reputable press (CSR Asia, Blacksmith Institute, ) Page: 24/34

25 11. SPECIFIC COMMENTS Specific comments are key points which indicate some specific characteristics of the company CSR evaluation and will help to better understand the company s performance. The implementation coverage of CSR measures and actions throughout the company is unclear. Since the last evaluation, the overall score has increased thanks to the implementation of additional measures. Some supporting documents were considered too outdated to be included in this evaluation The company is not included in any compliance-related watch lists or sanction lists. Since the last evaluation, the overall score has increased thanks to the implementation of additional policies. Page: 25/34

26 MORE INFORMATION For more information, please refer to our website ( where you can also connect to the EcoVadis platform. If you have any questions or problems, do not hesitate to contact us: By at: By phone : +33 (0) Provided under contract for exclusive use of subscriber: - 29/02/2016 This assessment is valid for 12 months only. Page: 26/34

27 APPENDIX : CATEGORY PROFILE A Category Profile offers practical insights into the key sustainability issues which are applicable to the company industry of operation. It provides a link to major regulations, sector initiatives, and eco-labels. The company industry of operation has been determined based on International Standard Industrial Classification of All Economic Activities (ISIC), which is a compilation of all global economic activities published by the United Nations Statistical Commission. The International Standard Industrial Classification of All Economic Activities (ISIC) main purpose is to provide a set of activity categories that can be utilized for the collection and reporting of statistics according to such activities. International Standard Industrial Classification of All Economic Activities, Rev.4, United Nations, New York, 2008 It is possible that a company has operations in more than one category, but EcoVadis classifies companies based on their main area of operation. Page: 27/34

28 CRITERIA ACTIVATION BY THEME: Each category faces specific CSR issues and risks based on their industry of operation. The below chart shows the criteria activated for the company category name : Repair and installation of machinery and equipment. Environment Energy Consumption & GHG Water Biodiversity Local Pollution Materials, Chemicals & Waste Product Use Product End-of-Life Customers Health & Safety Sustainable Consumption Labor Practices Employee Health & Safety Working Conditions Social Dialog Career Management & Training Child & Forced Labor Discrimination Fundamental Human Rights Fair Business Practices Corruption & Bribery Anti-competitive Practices Responsible Marketing Sustainable Procurement Suppliers & Environment Suppliers & Social Non Activated Medium Importance High Importance Only in Risk countries Noteworthy Practices KEY CSR ISSUES This section shows a qualitative explanation of the key CSR issues and risk pertaining to Repair and installation of machinery and equipment. Key CSR Issues ENVIRONMENT Energy Consumption & GHG Definition: Energy consumption (e.g. electricity, fuel, renewable energies) used during operations and transport. Greenhouse gases direct and indirect emissions including CO2, CH4, N2O, HFC, PFC and SF6. Also includes production of renewable energy by the company. Sectorial issues: The repair and installation of machinery equipment is not a sector of especially energy-intensive activities, but a substantial amount of electric energy is needed, and there are considerable CO2 emissions that come from the installation, maintenance, and repair of certain equipment and systems. Electricity is the most prominent form of energy use in this sector, which also plays a role in the life cycle of these systems. For example, installation and repair companies use a lot of energy just for transporting their equipment to various locations. Companies are now realizing the energetic costs of transportation, and are continuing to improve their transportation methods with techniques such as optimizing space utilization, reducing amount of air freight, and increasing use of railway transportation.(1) In the UK, construction and maintenance of buildings alone is responsible for approximately half of total CO2 emissions.(2) Materials, Chemicals & Waste Definition: Consumption of all types of raw materials and chemicals. Non-hazardous and hazardous waste generated from operations. Also includes air emissions other than GHG (e.g. SOx, NOx). Sectorial issues: During the processes of repairing and installing machinery equipment, a significant amount of waste is generated. The industry has a high resource intensity, in terms of hazardous chemicals and materials used. Many different hazardous or toxic substances end up in the air, water, and surrounding physical environment. Some examples of these substances include Xylenes, n-butyl alcohol, and toluene. These organic compounds are typically found in solvents that are used extensively by this industry in thinning paints, and for cleaning and degreasing metal parts and equipment. Large quantities of volatile organic compounds (VOCs) are usually sent off-site for energy recovery with the remainder primarily going to off-site recycling and treatment. The mismanagement of hazardous waste can often lead to serious waste treatment problems. Many companies depend on contracted waste management companies to handle organic chemical toxic waste. However, the best way to reduce potential pollution is to minimize the waste produced in the first place. Some companies have creatively implemented pollution prevention techniques that improve efficiency and increase profits while at the same time minimizing environmental impacts. This can be done in many ways, including reducing material inputs, re-engineering processes to reuse by-products, improving management practices, and employing substitution of toxic chemicals. Some smaller facilities are able to actually fall below regulatory thresholds just by reducing the release of pollutants through aggressive pollution prevention policies.(3) LABOR PRACTICES Employee Health & Safety Page: 28/34

29 Definition: Deals with health and safety issues encountered by employees at work i.e. during operations and transport. Includes both physiological and psychological issues arising from, among others, dangerous equipment, work practices and hazardous substance. Sectorial issues: Health and safety conditions are of the upmost concern in this sector. It is estimated that approximately 15-20% of all accidents and 10-15% of all fatal accidents are related to maintenance operations (depending on the country).(4) Maintenance, repair, tuning, and adjustment is fourth on the list of top 10 working processes that account for the highest number of fatal accidents over the period of (EUROSTAT-ESAW). Additionally, accidents increasingly tend to occur outside the hours and tasks of normal operation, during repair, maintenance, cleaning, adjusting, etc. According to a survey conducted in France in 2005, maintenance is the most sub-contracted job in the industry. Analysis of a database regarding work accidents in France shows that in 2002, maintenance employees were the second most frequent victims of accidents related to subcontracting, just behind construction workers. Analysis of results of the Spanish National Survey of Working Conditions (2007) indicates maintenance workers endure higher exposure to noise, and hand, arm, and whole body vibrations compared to other workers.(4) They are also more exposed to dangerous substances, vapors and fumes.(4) Working Conditions Definition: Deals with working hours, remunerations and social benefits granted to employees. Sectorial issues: With more than 15 million workers, the construction industry is the largest industrial employer in Europe, responsible for 30% of industrial employment. The Fifth European Working Conditions survey performed in 2010 shows that overall, 18% of workers in the EU27 are not satisfied with their work life balance. Employees within the repair and installation industry face extreme working conditions including long, irregular, and non-standard working hours, relocation and work away from home, part-time work and atypical working hours, which most of the time are not compensated properly. Flexibility, stability, and security are crucial issues, as construction work is mostly project based, fixed term, and seasonal work. The EU27 s repair and installation of machinery and equipment sector recorded the lowest wage-adjusted labor productivity ratio (118.6%) among any of the manufacturing NACE divisions in The consequence of relatively low apparent labor productivity and relatively high average personnel costs is a low wage-adjusted labour productivity ratio. (5) Social Dialog Definition: Deals with structured social dialogue i.e. social dialog deployed through recognized employee representatives and collective bargaining. Sectorial issues: A global poll in 2013 led by the International Trade Union Confederation (ITUC)(6) shows that 65% of workers from 13 countries worldwide think current labor laws provide inadequate legal protection on wages, and 38% think the legal framework does not ensure reasonable working hours. A sound and structured social dialog is thus of vital importance. Many internationally-recognized standards exist, such as the ILO Freedom of Association and Protection of the Right to Organise Convention (No 87), and the ILO Right to Organise and Collective Bargaining Convention (No 98). One of the main problems with the right to organising and collective bargaining is the difficulty associated with monitoring it.(7) There are a number of trade associations focusing on this industry such as the National Elevator Industry Inc, (NEII)(8) in the US, the Lift and Escalator Industry Association (LEIA)(9) and the Electrical Contractors Association (ECA)(10) in the UK. Trade unions include the UCATT in the UK(11), the BCTD in the US,(12) the European Federation of Building and Woodworkers (EFBWW), and the European Industry Federation for the construction industry, which has 72 affiliated unions in 31 countries and represents a total of 2,350,000 members.(4) Career Management & Training Definition: Deals with main career stages i.e. recruitment, evaluation, training and management of layoffs. Sectorial issues: A strong workforce provides the basis for a successful company. In order to maintain their commitment, companies should continually invest in training for the development of their employees and the overall work environment. Companies in the repair and installation sector must consistently and progressively offer training to enable employees to develop skills, enhance their productivity and quality of work, and boost employee satisfaction with their jobs and working conditions. An effective employee training program limits job turnover and can bring increased innovation in strategies and products, thus resulting in improved operations. Discrimination Page: 29/34

30 Definition: Deals with discrimination issues at work. Discrimination is defined as different treatment given to people in hiring, remuneration, training, promotion, termination; based on race, national origin, religion, disability, gender, sexual orientation, union membership, political affiliation or age. Sectorial issues: ILO Convention 111 defines discrimination with respect to work and employment as any distinction, exclusion or preference made on the basis of race, color, sex, religion, political opinion, national extraction or social origin, which has the effect of nullifying or impairing equality of opportunity or treatment in employment or occupation. The UN Global Compact further defines discrimination in employment and occupation as treating people differently or less favorably because of characteristics that are not related to their merit or the inherent requirements of the job. These characteristics commonly include for example race, color, sex, religion, political opinion, national extraction, social origin, age, disability, HIV/AIDS status, trade union membership, and sexual orientation. Diversity at work is a key issue for any company and is addressed by specific regulations in most countries. Equal treatment with respect to gender or other groups seems to be an issue seen from outside, as surveys show little effect on job satisfaction. The construction and installation sector has the highest gender employment gap and a significant gender pay gap compared to the EU average, especially in low pay areas. Furthermore, strong discrimination can be found concerning ethnic minorities: low skilled, low-paid, precarious, and sometimes illegal conditions are overly present among migrant communities.(13) Companies can work towards reducing the risk of these conditions, by systematically examining potential direct or indirect discrimination that may arise from their labor policies and practices, and taking actions to provide for the protection of vulnerable groups. Managers in the repair and installation industry as well as in any other industry have to effectively mitigate potential risks regarding cases of gender discrimination and discrimination against handicapped workers. In order to effectively eliminate discrimination, it is important to make sure all aspects of company processes are monitored, including hiring procedures, job allocation, dismissal, remuneration and benefits, training and career development, harassment and abusive treatment, segregation and exclusion in the workplace, as well as the inaccessibility of grievance procedures.(7) Fundamental Human Rights Definition: Deals with fundamental human rights issues at work. This includes the respect of security, property rights, employees privacy rights, civil and political rights, rights to freedom of association and collective bargaining, social and cultural rights (including indigenous people) as well as the prevention of harassment, moral and physical violence and inhumane or degrading treatment. Sectorial issues: Freedom of association, the prevention of harassment, moral and physical violence, and inhumane or degrading treatment are all fundamental rights of particularly special importance in risk countries where human rights standards are less stringent. Corporations have an obligation to observe, respect and promote human rights. This responsibility is set out in the preamble to the Universal Declaration of Human Rights (UDHR). Consequently, corporations should investigate how human rights might be affected by the various types of business operations in a given country before launching business activities there, as well as during the operations. Large-scale production countries such as China, India, and Mexico face a lot of human rights violations. For example workers are usually not allowed to elect their own representatives, nor are they able to communicate, let alone negotiate, with management.(14) The absence of these rights makes it almost impossible for workers to improve their working conditions.(15) FAIR BUSINESS PRACTICES Corruption & Bribery Definition: Deals with all forms of corruption issues at work, including among other things extortion, bribery, conflict of interest, fraud, money laundering. Sectorial issues: Corruption and bribery are major issues for any company, particularly when operating in risk countries. Regulations such as the FCPA (Foreign Corrupt Practice Act) and the U.S. Securities and Exchange Commission address these issues and make it unlawful to make payments to foreign government officials to assist in obtaining or retaining business. However, due to fierce competition in this sector, corrupt practices such as bribery and conflict of interest emerge quite often.(14) Anti-competitive Practices Definition: Deals with anti-competitive practices including among others: bid-rigging, price fixing, dumping, predatory, pricing, coercive monopoly, dividing territories, product tying, limit pricing, and the non respect of intellectual property. Sectorial issues: Construction and installation companies can be exposed to anti-competitive issues, particularly during the bidding process of public contracts. Mostly they appear in the form of 'cover pricing' where one or more bidders in a tender process obtain an artificially high price from a competitor. Such cover bids are priced so as not to win the contract but are submitted as genuine bids, which gives a misleading impression to clients as to the real extent of competition. This distorts the tender process and makes it less likely that other potentially cheaper firms are invited to tender. SUSTAINABLE PROCUREMENT Suppliers & Environment Page: 30/34

31 Definition: Deals with environmental issues within the supply chain i.e. environmental impacts generated from the suppliers and subcontractors own operations and products. Sectorial issues: There is a lack of oversight, leadership, and willingness to implement environmental standards from the top of the chain to further down the supply chain. The mobility of capital and elastic production networks create difficulties in tracing environmental responsibilities like, for example, the management of hazardous substances when purchasing component materials. International supply chains are becoming ever more complex as a result of the outsourcing of manufacturing and other business processes. To mitigate environmental impacts in their supply chain, companies have to be careful about the suppliers transportation and handling systems of materials and compounds during transportation to manufacturing facilities and installation locations. They also have to ensure that suppliers comply at least with international standards (e.g. RoHS, WEEE, REACH in EU). Companies are still far from transparent about their supply chains, so the implementation of internationally accepted environmental standards for achieving best practice in CSR throughout the supply chain is the key. Only a small number of companies have published concise lists of their first tier suppliers, while still failing to report essential information about the first tier suppliers as well as all information about further tier suppliers. However, initiatives have started and continue to be underway. Suppliers & Social Definition: Deals with labor practices and human rights issues within the supply chain i.e. labor practices and human rights issues generated from the suppliers and subcontractors own operations or products. Sectorial issues: Social issues in the supply chain can have a major impact on the company image, as has been shown in the past few years with companies such as Nike and Apple. In this industry, risk emerges when a company subcontracts a part of its workforce. Companies must ensure that subcontractors are covered by, at the very least, standard social measures, especially regarding health and safety conditions. Checking subcontractors compliance with basic labor requirements through CSR assessments or audits is a way to lower these risks. Another major issue within the repair and installation sector is down the subcontracting chain, where limited contracts, wage dumping, leasing, and sometimes illegal practices are common.(14) SOURCES Page: 31/34

32 Sources 1- Kone, 2011, Corporate Social Responsibility Report UK Green Building Council, 2012, Construction and Sustainable Development US EPA Office of Compliance, 1997, Profile of the shipbuilding and repair industry European Federation of Building and Woodworkers (EFBWW), 2015, European Agency for Safety and Health at Work. Maintenance Eurostat, 2013, Repair and installation of machinery and equipment statistics - NACE Rev ITUC CSI IGB, 2014, ITUC Global Poll Economic and Social Outlook Overeem, P., 2009, Reset - Corporate social responsibility in the global electronics supply chain 8- National Elevator Industry, Inc Lift and Escalator Industry Association (LEIA) Electrical Contractors Association (ECA) Trade union. UK s UCATT Trade union US s BCTD Martinuzzi Andre, 2011,CSR Activities and Impacts of the Construction Sector. RIMAS Working Papers, No. 1/ I. Schipper, 2005, CSR Issues in the ICT Hardware Manufacturing Sector, SOMO ICT Sector Report I. Schipper, 2012, Workers Rights in the Global Electronics Sector. MAIN REGULATIONS AND SECTORS INITIATIVES This section provides a list of text references related to major CSR standards, regulations, labels or sector initiatives pertaining to Repair and installation of machinery and equipment. Main Regulations and Sectors Initiatives ( = Regulatory) ENV : EU regulation REACh (Registration, Evaluation, Authorisation and Restriction of Chemicals) The European Union regulation REACH (18 December 2006) encourages manufacturers and importers of "Substances of Very High Concern" to pre-register them. ENV : EU directive RoHS (Restriction of Hazardous Substances) The RoHS directive restricts the use of six hazardous materials in the manufacture of various types of electronic and electrical equipment. ENV : EU directive WEEE (waste electrical and electronic equipment) The WEEE directive sets collection, recycling and recovery targets for all types of electrical goods. It imposes the responsibility for the disposal of waste electrical and electronic equipment on the manufacturers of such equipment. ENV : Standard ISO (International Standard Organisation) The ISO family addresses various aspects of environmental management Page: 32/34

33 LAB : Universal Declaration of Human Rights The Universal Declaration of Human Rights (UDHR) is an advisory declaration adopted by the United Nations General Assembly (10 December 1948 ) LAB : International Labor Organization's Fundamental Conventions The Governing Body of the International Labour Office has identified eight Conventions as fundamental to the rights of human beings at work. These rights are a precondition for 12 the others in that they provide a necessary framework from which to strive freely for the improvement of individual and collective conditions of work. LAB : Standard OHSAS (Occupational Health and Safety Assessment Series) OHSAS is an international occupational health and safety management system specification. FBP : Foreign Corrupt Practices Act of 1977 The Foreign Corrupt Practices Act of 1977 (FCPA) prohibits payments, gifts, or Practices Act contributions to officials or employees of any foreign government or government-owned business for the purpose of getting or retaining business. FBP : United Nations Convention against Corruption (UNCAC) The UNCAC is the first leg12y binding international anti-corruption instrument. In its 8 Chapters and 71 Articles, the UNCAC obliges its States Parties to implement a wide and detailed range of anti-corruption measures affecting their laws, institutions and practices. ALL : United Nations Global Compact (10 principles) The Global Compact asks companies to embrace, support and enact, within their sphere of influence, a set of ten principles in the areas of human rights, labour standards, the environment, and anti-corruption: ALL : OECD guidelines for multinational enterprises The Guidelines are recommendations addressed by governments to multinational enterprises operating in or from adhering countries. They provide voluntary principles and standards for responsible business conduct in a variety of areas including employment and industrial relations, human rights, environment, information disclosure, combating bribery, consumer interests, science and technology, competition, and taxation. ALL : Standard Global Reporting Initiative's (GRI) The GRI is a network-based organization, that has set out the principles and indicators that organizations can use to measure and report their economic, environmental, and social performance. ALL : Standard ISO (International Standard Organisation) The future International Standard ISO 26000, on social responsibility, will provide harmonized, glob12y relevant guidance based on international consensus among expert representatives of the main stakeholder groups and so encourage the implementation of best practice in social responsibility worldwide. ENV : Carbon disclosure project CDP is an international, not-for-profit organization providing the only global system for companies and cities to measure, disclose, manage and share vital environmental information. ADDITIONAL CATEGORY STATISTICS Critical Category Strength and Improvement areas (% Suppliers) Page: 33/34