Corporate Social Responsibility (CSR) Assessment Report

Transcription

1 Corporate Social Responsibility (CSR) Assessment Report Company Assessed : KONINKLIJKE POSTNL BV (GROUP) Overall Score: August /100 CSR engagement: Advanced Size: Large Country (company headquarters): Netherlands Presence in Risk Countries: No Category/Industry: Postal, courier and multi-modal freight transport activities Page: 1/36

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: 2/36

3 1. Score Overview OVERALL SCORE 71/100 The overall and theme scores summarize the CSR performance of KONINKLIJKE POSTNL BV (GROUP) on a scale of 1 to 100. Legend CSR PERFORMANCE Environment ENV 70 Labor Practices LAB 80 Fair Business Practices FBP 60 Outstanding Advanced Confirmed Partial None Sustainable Procurement SUP 60 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. KONINKLIJKE POSTNL BV (GROUP) has an overall score of 71 and the company is ranked alongside 3% which have Advanced CSR engagement. The red dot represents the average of all suppliers The blue diamond refers to company position KONINKLIJKE POSTNL BV (GROUP) has been identified as Gold regarding their approach to CSR management. To achieve this recognition, a company must have an overall score of [62-100]. 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. KONINKLIJKE POSTNL BV (GROUP) has a CAP in place and is working on improving their CSR management system. Page: 3/36

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: 4/36

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: 5/36

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: 6/36

7 C. THE SCORING SCALE Page: 7/36

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 70 Labor Practices LAB 80 Fair Business Practices FBP 60 Sustainable Procurement SUP 60 WEIGHT of the Theme ENV 4 out of 11 -> 36% 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: 8/36

9 ENVIRONMENT:POLICIES No supporting documentation or only basic policy on some relevant issues [ i.e. local & accidental pollution, waste, sustainable consumption ] The company has either no supporting documentation on policies, or only provided evidence of basic policy statements that do not cover all the major environmental issues the company is confronted with. A standard environmental policy integrates commitments and/or operational objectives on the main environmental risks the company faces. It is communicated to internal and external stakeholders through a formal dedicated document (e.g. QHSE Policy). A standard environmental 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 (i.e. on energy consumption & GHG emissions and materials, chemicals & waste management), and review mechanisms. Click on the link below for ECOVADIS HOW TO GUIDES Developing an Environmental Policy. Quantitative objectives set on some relevant issues [ i.e. energy consumption & GHGs ] The company has formally defined and communicated quantitative objectives with regards to the main environmental issues it is confronted with. 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 issues such as energy consumption reduction. 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). Best practices are to issue valid quantitative objectives or targets for all relevant environmental issues in a particular industry sector. Click on the link below for ECOVADIS HOW-TO GUIDES Developing an Environmental Policy. Environmental policy on some relevant issues [ i.e. energy consumption & GHGs ] The company has formalized statements, commitments, and operational objectives on the management and mitigation of its environmental footprint, focusing on some material issues. The existing policy does not cover all the major environmental issues the company is confronted with. A standard environmental policy integrates commitments and/or operational objectives on the main environmental risks the company faces. It is communicated to internal and external stakeholders through a formal dedicated document (e.g. QHSE Policy). A standard environmental 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 (i.e. on energy consumption & GHG emissions and materials, chemicals & waste management), and review mechanisms. Click on the link below for ECOVADIS HOW TO GUIDES Developing an Environmental Policy. Global Compact signatory ENVIRONMENT:ACTIONS Declares a percentage of sites ISO certified, but certificates or evidence provided are inconclusive The company declares a percentage of ISO certified sites, however certificates or evidence (e.g. list of operational sites certified) provided are inconclusive. The ISO standard belongs to the ISO series, a Page: 9/36

10 family of environmental management standards developed by the International Organization for Standardization (ISO) designed to provide an internationally recognized framework for environmental management, measurement, evaluation and auditing. The standard serves as a framework to assist organizations in developing their own environmental management system and is based on the continuous Plan-Do-Check-Act cycle. The information provided in the supporting documentation (e.g. company website, CSR reporting) does not enable the identification of the percentage of ISO certified sites. Some examples of evidence used to demonstrate the coverage of ISO certifications include (but are not limited to): - Individual certificates for each certified site; - A certificate annex clearly stating each individual site covered by the certificate - A sample certificate for one site, along with formalized reporting in a third-party verified report (i.e. CSR Report, Annual Report), which includes the percentage of sites covered by the ISO certification, etc. Supporting documentation demonstrates a high level of coverage of environmental actions throughout the company operation The assessed company has a large workforce (over 1000 employees). According to information in supporting documentation and our research, there is a high level of deployment of environmental actions throughout the company (generally over 60% of operational sites are covered by actions). Companies that have a large employee base and/or more than one operational site shall demonstrate that their environmental management system is deployed across all relevant sites. Operational sites within the assessment scope may include facilities such as manufacturing plants, offices, divisions, branches, and those of subsidiaries, across all the company's geographic locations. Some examples of evidence used to determine effective deployment of an environmental management system's actions and certifications include (but are not limited to): - % of the total workforce across all locations who received training on environmental issues - % of all operational sites for which an environmental risk assessment has been conducted - % of all operational sites for which a formal environmental management system (EMS) has been implemented Use of renewable energies or purchase of green energy ISO certified (at least one operational site) The company has provided a valid ISO14001 certificate for at least one of its operational sites. The ISO standard is designed to provide an internationally recognised framework for environmental management following the Plan, Do, Check, Act continous improvement framework. Carbon footprint study Provision of "carbon compensation" or "CO2 emissions measurement" transport options for clients Waste management measures in place Company specific awareness program toward customers on environmental issues Measures to reduce energy consumption Official program for offsetting CO2 emissions Company wide work processes for labeling, storing, handling and transporting hazardous materials The company has implemented a procedure regarding the proper labeling, storage, handling and transportation of hazardous products. Page: 10/36

11 Proper labeling might include alignment with the Globally Harmonized System of Classification and Labeling of Chemicals (GHS) or other regional schemes like TSCA, IESCS. The company also has formalized procedures regarding the proper storage and handling of hazardous goods, such as procedures to avoid accidental spills or instructions on the use of appropriate personal protective equipment (PPE) in the handling of hazardous goods. Transportation procedures might include checklists for loading/unloading hazardous goods or procedures in place to ensure that all necessary information is included on documents for consignment of hazardous goods. Company-specific emergency preparedness & response procedure The company has implemented a procedure regarding the appropriate readiness and emergency response required to deal with crisis situations. A company specific emergency preparedness & response procedure might include elements related to evacuation plans, accidental spill procedures aimed at mitigating impact to the local environment, employees or consumers. Measures to optimize transport or reduce CO2 emissions from transport 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). Reduction of energy consumption through employee awareness programs Eco-driving training provided ENVIRONMENT:RESULTS Comprehensive reporting on environmental issues There is evidence of reporting implemented regarding environmental issues within the company supporting documentation, including key performance indicators (KPIs), statistical figures or associated concrete actions. The reporting covers the main issues and is regularly updated. The reporting covers the entity under evaluation (e.g. KPIs might be aggregate at group level). KPIs may include: direct energy consumption by primary energy source, total direct greenhouse gas emissions, total volume of water recycled and reused (Source: Global Reporting Initiative). Additionally, KPIs are reported in a formal public document available to stakeholders, and are in compliance with the Global Reporting Initiative guidelines or other external CSR reporting standards. Click on the link below for ECOVADIS HOW TO GUIDES Developing an Environmental Report. Cliquez sur le lien ci dessous pour accéder à: ECOVADIS HOW TO GUIDES Developing an Environmental Report (en anglais). CSR report follows GRI guidelines [ In accordance - Comprehensive ] 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 impacts in a standard reporting framework. Historical versions of the GRI were the G3 and G4 guidelines which were most recently superseded by the new 'GRI Standards' in October The GRI Standards are organized into a new structure and more flexible format. Companies declaring their reports "in accordance" with the GRI Standards can do so at a "Core" or Page: 11/36

12 "Comprehensive" level, depending on their coverage of topicspecific disclosures on material aspects. The level of reporting can be audited by a third party or can be self-declared. Companies can also simply reference the standards without reaching a specific core or comprehensive level. Reporting on the percentage of fleet with fuel efficiency standards Reporting on scope 2 GHG emissions The company reports on GHG emissions from the consumption of purchased electricity, heat or steam (not from its own facilities), according to the Greenhouse Gas Protocol (also called 'indirect emissions'). Scope 2 emissions exlude GHG emissions from sources that are owned or controlled by the reporting entity (Scope 1 emissions), as well as other indirect emissions, such as GHGs in the supply chain referred to as 'Scope 3' (the extraction and production of purchased materials and fuels, transport-related activities in vehicles not owned or controlled by the reporting entity etc.). The Greenhouse Gas Protocol (GHG Protocol) is an international accounting tool for greenhouse gas emissions. It is the result of a partnership between the World Resources Institute (WRI) and the World Business Council for Sustainable Development (WBCSD). The GHG Protocol Corporate Standard provides standards and guidance to companies and other organizations preparing a GHG emissions inventory. It covers the accounting and reporting of the six greenhouse gases covered by the Kyoto Protocol including CO2, methane, nitrous oxide, HFCs, PFCs and sulphur hexafluoride (SF6). Reporting on scope 1 GHG emissions The company reports on GHG emissions, which include emissions from facilities, plants, property or assets that are owned or controlled by the company, according to the Greenhouse Gas Protocol (also called 'direct emissions'). Scope 1 emissions exlude indirect GHG emissions from consumption of purchased electricity, heat or steam (Scope 2 emissions) as well as other indirect emissions, such as GHGs in the supply chain (the extraction and production of purchased materials and fuels, transport-related activities in vehicles not owned or controlled by the reporting entity etc.). The Greenhouse Gas Protocol (GHG Protocol) is an international accounting tool for greenhouse gas emissions. It is the result of a partnership between the World Resources Institute (WRI) and the World Business Council for Sustainable Development (WBCSD). The GHG Protocol Corporate Standard provides standards and guidance to companies and other organizations preparing a GHG emissions inventory. It covers the accounting and reporting of the six greenhouse gases covered by the Kyoto Protocol including CO2, methane, nitrous oxide, HFCs, PFCs and sulphur hexafluoride (SF6). Company reports to Carbon Disclosure Project (CDP) The company has responded to the Carbon Disclosure Project (CDP) survey (either Investor or Supply Chain Responses) and made its response publicly available on the CDP website. The Carbon Disclosure Project is an independent not for profit organization, after an initiative led by the institutional investor community. Each year, large corporations are asked through comprehensive questionnaires to disclose their greenhouse gas emissions and climate change strategies in their CDP response. Reporting on total energy consumption Reporting on average fuel consumption Page: 12/36

13 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 & harassment, child labor, etc.). LABOR & HUMAN RIGHTS: SCORES CSR PERFORMANCE BENCHMARK DETAILED SCORE BENCHMARK Environment ENV 70 Labor Practices LAB 80 Fair Business Practices FBP 60 Sustainable Procurement SUP 60 WEIGHT of the Theme LAB 4 out of 11 -> 36% 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: 13/36

14 LABOR PRACTICES & HUMAN RIGHTS:POLICIES 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. Click on the link below for ECOVADIS HOW TO GUIDES Developing a Labor Practices & Human Rights Policy. No supporting documentation or only basic policy on some relevant issues [ i.e. career management & training ] 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. Click on the link below for ECOVADIS HOW TO GUIDES Developing a Labor Practices & Human Rights Policy. Global Compact signatory Charte de la diversité Signatory [ Dutch diversity charter ] The company is a formal signatory of an initiative to ban discrimination in the workplace, improve workforce diversity and promote best practices. The French Diversity Charter s six articles guide companies through the process of instituting new practices by involving all of their employees and partners in these actions. 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). Click on the link below for ECOVADIS HOW TO GUIDES Developing a Labor Practices & Human Rights Policy. LABOR PRACTICES & HUMAN RIGHTS:ACTIONS Supporting documentation demonstrates a high level of Page: 14/36

15 coverage of labor and human rights actions throughout the company operations/workforce The assessed company has a large workforce (over 1000 employees). According to information in supporting documentation and our research, there is a high level of deployment of labor and human rights actions throughout the company (generally over 60% of workforce and/or operational sites are covered by actions). Companies that have a large employee base and/or more than one operational site shall demonstrate that their labor and human rights management system is deployed across all relevant sites. Operational sites within the assessment scope may include facilities such as manufacturing plants, offices, divisions, branches, and those of subsidiaries, across all the company's geographic locations. Some examples of evidence used to determine effective deployment of a labor and human rights management system's actions and certifications include (but are not limited to): - % of the total workforce across all locations represented in formal joint management-worker health & safety committees - % of the total workforce across all locations who are covered by formal collective agreements concerning working conditions - % of the total workforce across all locations who received regular performance and career development reviews - % of all operational sites that have been subject to human rights reviews or human rights impact assessments Declares a percentage of sites OHSAS certified, but certificates or evidence provided are inconclusive The company declares that a certain percentage of sites are OHSAS certified, however this claim could not be verified within the supporting documentation (e.g. missing annex list of operational sites certified). The information found provided in the supporting documentation (e.g. company website, CSR reporting) does not allow to identify the percentage of OHSAS certified sites. The OHSAS certification addresses employee health and safety issues and involves an external audit on the facilities' health & safety conditions. Some examples of evidence used to demonstrate the coverage of such certificates include (but are not limited to): - Individual certificates for each certified site; - A certificate annex clearly stating each individual site covered by the certificate - A sample certificate for one site, along with formalized reporting in a third-party verified report (i.e. CSR Report, Annual Report), which includes the percentage of sites covered by the specific health & safety certification, etc. Structured social dialogue measures in place (e.g. collective agreement) OHSAS certified (at least one operational site) Specific measures implemented for the integration of employees with disabilities The company has implemented specific measures to integrate disabled persons into the workforce. Emerging studies determine that there is a true business case for the integration of disabled employees into the workforce beyond its roots as a socially responsible business practice. Evidence states that disabled employees have comparable productivity rates, lower accident rates, and higher job retention trends. People with disabilities also represent an untapped source of skills and talent, including technical skills if they have access to training and transferable problem-solving skills developed in daily life. Hiring disabled employees can contribute to the overall diversity, creativity and workplace morale. Some potential examples of implementation measures could include specific outreach techniques and programs, the provision of reasonable accommodation to meet individual needs, and allocating designated human resources management staff with knowledge on disadvantaged or work-related disability issues, Page: 15/36

16 etc. (source: ILO) Company-wide collective agreement signed on working conditions, including agreement on remuneration European Works Council in place The company has a European Works Council (EWC) in place that acts as an employee representative body. The EWC reduces workplace conflict by improving and systematizing communication channels, increasing bargaining power of employees, representing employees during restructuring and helping create an atmosphere of mutual trust between employees and management. Training of relevant employees on health & safety risks and best working practices Whistleblower procedure on discrimination and/or harassment issues Awareness training to prevent discrimination and/or harassment Measures to promote gender equality in the workplace Local employee representatives Specific measures on discrimination 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. Monitoring of road fatalities Training of drivers on health & safety risks and best working practices Transparent recruitment process communicated clearly and formally to all candidates Regular assessment (at least once a year) of individual performance Company specific health care program for employees 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 Page: 16/36

17 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 Safety driving training programs for all drivers Official measures promoting career mobility The company has implemented measures to promote internal career mobility. Some examples of measures include objectively promoting talent based on ability and potential, developing roadmaps for key talent in the company, continuing professional training, and encouraging employees to broaden their range of technical skills. Measures to enable mobile workers to maintain personnel communication while working Provision of skills development training 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). Measures to prevent on-site substance use The company has implemented measures to prevent on site substance abuse Some potential measures include the development of a substance abuse policy, training through websites, seminars, or a refresher course, testing programs and disciplinary measures. Setting of individual career plan for all employees Page: 17/36

18 LABOR PRACTICES & HUMAN RIGHTS:RESULTS Comprehensive reporting on labor practices & human rights issues There is evidence of reporting implemented regarding labor practices & human rights issues within the company supporting documentation, including key performance indicators (KPIs), statistical figures or associated concrete actions. The reporting covers the main issues and is regularly updated. The reporting covers the entity under evaluation (e.g. KPIs might be aggregate at group level). 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. Additionally, KPIs are reported in a formal public document available to stakeholders, and are in compliance with the Global Reporting Initiative guidelines or other external CSR reporting standards. Click on the link below for ECOVADIS HOW TO GUIDES Developing a Labor Practices & Human Rights Report. 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 [ In accordance - Comprehensive ] 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 impacts in a standard reporting framework. Historical versions of the GRI were the G3 and G4 guidelines which were most recently superseded by the new 'GRI Standards' in October The GRI Standards are organized into a new structure and more flexible format. Companies declaring their reports "in accordance" with the GRI Standards can do so at a "Core" or "Comprehensive" level, depending on their coverage of topicspecific disclosures on material aspects. The level of reporting can be audited by a third party or can be self-declared. Companies can also simply reference the standards without reaching a specific core or comprehensive level. Reporting on percentage of women in executive positions (e.g. senior or top management) Reporting on average hours of safety training Page: 18/36

19 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 information management depending on the industry of operation. FAIR BUSINESS PRACTICES: SCORES CSR PERFORMANCE BENCHMARK DETAILED SCORE BENCHMARK Environment ENV 70 Labor Practices LAB 80 Fair Business Practices FBP 60 Sustainable Procurement SUP 60 WEIGHT of the Theme FB 1 out of 11 -> 9% 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. FAIR BUSINESS PRACTICES:POLICIES Exceptional policy on business ethics issues Policies are deemed exceptional when all business ethics issues are covered by qualitative and quantitative objectives. Additionally, an exceptional policy has exhaustive organizational elements in place such as (but not limited to) the allocation of responsibilities, mechanisms to deal with policy violations, a formal review process, etc.. N/A Global Compact signatory Structured mechanisms to deal with policy violations FAIR BUSINESS PRACTICES:ACTIONS No supporting documentation on the coverage of business ethics actions throughout the company operations The assessed company has a large workforce (over 1000 employees). There is insufficient or inconclusive evidence within supporting documentation on the level of deployment of business ethics actions throughout the company. Companies that have a large employee base and/or more than one operational site shall demonstrate that their business ethics Page: 19/36

20 management system is deployed across all relevant sites. Operational sites within the assessment scope may include facilities such as manufacturing plants, offices, divisions, branches, and those of subsidiaries, across all the company's geographic locations. Some examples of evidence used to determine effective deployment of a business ethics management system's actions and certifications include (but are not limited to): - % of the total workforce across all locations who received training (e.g. e- learning) on business ethics issues - % of all operational sites for which an internal audit/risk assessment concerning business ethics issues has been conducted - % of all operational sites with an information security management system (ISMS) certified to ISO (or other equivalent/similar standard) - % of all operational sites with a certified anti-corruption management system Whistleblower procedure to report business ethics issues Audits of internal controls on business ethics issues Awareness training on 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). Implementation of a records retention schedule Periodic corruption and bribery risk assessments performed Specific procedures for retaining and using third-party intermediaries (i.e. due diligence, certifications) The company has implemented systematic compliance and duediligence measures when dealing with third-party intermediaries (i.e. commission agents, brokers, sales representatives, distributors, contractors, customs brokers, consultants) acting on its behalf. Such measures include comprehensive due diligence of all foreign agents through investigations of risk transactions; background checks of prospective or current agents' qualifications, credentials, reputation, past experience and affiliations; defined risk thresholds to discontinue any business relationship with an agent; compliance training and certifications. For example, the U.S. Foreign Corrupt Practices Act (FCPA) criminalizes the use of an intermediary who willfully knows that the payment will go to a foreign official, politician, party official, candidate for office with a corrupt motive. Specific approval procedure for sensitive transactions (e.g. gifts, travel) The company has implemented a verification process for sensitive transactions. Sensitive transactions involve payments and cash transfers particularly for operations exposed to high risk of corruption and bribery. Some examples are: gifts, entertainment and travel, new investments. Certificate of data destruction issued by the partner in charge of the destruction or recycling for all relevant waste Page: 20/36

21 FAIR BUSINESS PRACTICES:RESULTS Declares reporting on business ethics issues, but no supporting documentation available The company declares it provides reporting regarding the management and the mitigation of fair business practices risks, but there is no information within the supporting documentation on key performance indicators (KPIs) or statistical figures. In order to measure and monitor the effectiveness of its CSR management system internally, and in order to report performance to stakeholders, a company should report on CSRrelated Key Performance Indicators (KPIs). In the EcoVadis assessment, the Reporting indicator looks at the quality, transparency and level of reporting readily available to stakeholders. The KPIs provided should be recent (i.e. within the last 2 reporting periods) and should be for the scope under evaluation. KPIs can be sector specific and include for instance: the % of employees trained on business ethics issues, the number of breaches of the Code of Ethics, number of incidents reported through the whistleblowing procedure, etc. Click on the link below for ECOVADIS HOW TO GUIDES Developing a Business Ethics Reporting. CSR report follows GRI guidelines [ In accordance - Comprehensive ] 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 impacts in a standard reporting framework. Historical versions of the GRI were the G3 and G4 guidelines which were most recently superseded by the new 'GRI Standards' in October The GRI Standards are organized into a new structure and more flexible format. Companies declaring their reports "in accordance" with the GRI Standards can do so at a "Core" or "Comprehensive" level, depending on their coverage of topicspecific disclosures on material aspects. The level of reporting can be audited by a third party or can be self-declared. Companies can also simply reference the standards without reaching a specific core or comprehensive level. Page: 21/36

22 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 70 Labor Practices LAB 80 Fair Business Practices FBP 60 Sustainable Procurement SUP 60 WEIGHT of the Theme SUP 2 out of 11 -> 18% 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 Sustainable procurement policies on both environment and social factors The company has formalized statements, commitments, and/or operational objectives on the management of its sustainable procurement policies. The existing policy covers both environmental and social factors that the company may be confronted with. A standard sustainable procurement policy includes commitments and/or operational objectives on all material sourcing risks the company faces. It is communicated to internal and external stakeholders through a formal dedicated document. A comprehensive sustainable procurement policy includes additional organizational elements such as a regular review mechanisms, an allocation of responsibilities, and a clearly defined scope of application. Click on the link below for ECOVADIS HOW- TO GUIDES Developing a Sustainable Procurement Policy. SUSTAINABLE PROCUREMENT:ACTIONS No supporting documentation on the coverage of sustainable procurement actions throughout the company supplier base/operations There is insufficient or inconclusive evidence within supporting documentation on the level of deployment of sustainable procurement actions throughout the company. Companies shall demonstrate that their sustainable procurement management system is deployed across its buyers and supplier base. Page: 22/36

23 The buyers within the assessment scope may include those associated to operational sites including facilities such as manufacturing plants, offices, divisions, branches, and those of subsidiaries, across all the company's geographic locations. The supplier base may include all providers of products and services to the assessment scope, encompassing any level of risk and/or spend. Some examples of evidence used to determine effective deployment of a sustainable procurement management system's actions and certifications include (but are not limited to): - % of all suppliers who have signed the sustainable procurement charter/supplier code of conduct - % of all supplier contracts that include clauses on environmental, labor, human rights, and ethical requirements - % of all buyers across all locations who received training on sustainable procurement - % of all suppliers which has gone through a CSR assessment (e.g. questionnaire) - % of all suppliers which has gone through a CSR on-site audit 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 Integration of environmental criteria when selecting vehicles (e.g. CO2 emissions) Some supply from companies employing mostly disabled people (e.g. sheltered workshop) Integration of environmental, social and health & safety criteria when purchasing products Environmental, social and health & safety criteria are formally described as an integral part of the selection process in product procurement. CSR criteria can be integrated in calls for tenders to ensure that the environmental and social impact of the purchased product is minimized. Some potential examples of such criteria include ecolabels, detailed product characteristics, external third party certifications (FSC, PEFC, ISO 14001), CSR performance scores. 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. Page: 23/36

24 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. SUSTAINABLE PROCUREMENT:RESULTS 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 eco-label (Source: Global Reporting Initiative G3). Click on the link below for ECOVADIS HOW TO GUIDES Developing a Sustainable Procurement Reporting. Page: 24/36

25 10. The 360 WATCH: stakeholders' information 360º WATCH. 07/2017 No records found for this company on Compliance Database 05/2017 PostNL replaces 100 drives by e-tricycle in Amsterdam [NL] ostnl choose the e-tricycle because the company wants to transport movements greening and traffic increases in cities. The e-tricycle driving emission-free and the test shows that the delivery in downtown Amsterdam is sometimes faster than the car. 03/2017 PostNL workers strike over diseased working atmosphere [NL] Over 50 PostNL employees in Arnhem on strike Tuesday morning and walked a protest march from the work site to the Johan de Witt Avenue to the John Frostbrug. The strikers are angry at PostNL, because they get more paid any additional travel costs and time after a forced relocation. 10/2016 PostNL goes green gas [NL] PostNL has set itself the target to run on a green gas in three pickup trucks by the end of In the coming months PostNL replaces all depreciated diesel cars to vans that run on green gas. It is about 400 vans. 06/2016 Strike at PostNL in Nijmegen The postal workers of PostNL are angry about the heavy workload and fear that continues to rise with the introduction of a new working hours scheme. 12/2015 PostNL and unions agree in principle on CLA for mail deliverers PostNL and the trade unions Bond van Post Personeel, FNV Publiek Belang and CNV Publieke Diensten have reached an agreement in principle regarding a new collective labour agreement (CLA) for mail deliverers. 09/2015 PostNL faces massive fine for unfair competition Postal company PostNL faces a fine of up to 2m for treating its competitors unfairly by charging them more for delivery. 07/2015 Post office delivery workers planning strike Trade union FNV is threatening PostNL with protest actions if the company does not respond to the unions demands for better working conditions for the thousands of independent delivery drivers by 12:00 p.m. on Thursday. 06/2015 Whistl ends home delivery service, putting 1,800 jobs at risk Postal business Whistl has confirmed it is ending its home delivery service in London, Liverpool and Manchester, putting up to 1,800 jobs at risk. Parent group PostNL said the firm had begun a consultation with affected staff "to minimise the impact of the decision". 04/2014 Freelance postal workers demand treatment as real freelancers Freelancers who work for postal delivery firm PostNL are demanding to be treated as if they really are self employed rather than fake employees, the Parool reports on Monday. 03/2013 PostNL shows social face, to use handicapped delivery workers The postal group plans to take on 500 people with a physical or mental handicap to help with delivery services plus an unknown number of welfare claimants. They will work for the company while continuing to claim benefits. 02/2013 PostNL announce additional job cuts Late February PostNL announced a restructuring plans to run through 2017, which includes thousands of lay offs of Dutch postal workers, a move the union ABVAKABO has vowed to shed more light on. 07/2011 Dutch court refuses appeal to stop 300 delivery office closures Dutch mail operator PostNL has gained official approval for plans to close its 300 delivery centres across the Netherlands under its longterm reorganisation strategy. 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: 25/36

26 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 company is not included in any compliance-related watch lists or sanction lists. The company demonstrates a comprehensive management system on environmental issues. The company demonstrates a comprehensive management system on labor and human rights issues. The implementation coverage of certifications related to CSR issues remains unclear. Page: 26/36

27 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: - 10/08/2017 This assessment is valid for 12 months only. Page: 27/36

28 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: 28/36

29 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 : Postal, courier and multi-modal freight transport activities. 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 & Harassment Fundamental Human Rights Fair Business Practices Corruption & Bribery Anti-competitive Practices Responsible Information Management 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 Postal, courier and multi-modal freight transport activities. 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 postal sector contributes enormously to CO2 emissions worldwide(1). The source of the postal sector s CO2 emissions derive largely from their delivery fleets which comprise a total of 600,000 vehicles, operating buildings facilities including delivery offices, mail centres, parcel depots and data centres, worldwide(2). According to the Environmental Measurement and Monitoring System EMMS for mail and parcels in 2012, activities relating to Scope 1 and 2 carbon emissions amounted to 6,738,000 (2011: 7,173,000)(3). In order to mitigate the negative impacts associated with activity, postal operators are encouraged to employ carbon offsetting schemes. Companies operating in the postal sector are also encouraged to reduce their emissions via the use of alternatively fuelled vehicles such as electric and bio-fuels vehicles, in addition to the use of E-bikes (bicycles containing battery-powered electrical pedal assistance). Companies could alternatively reduce emissions by optimizing mail transport routes, centralizing their delivery services and through the introduction of doubledecker trailers to optimize the quantity of mail being transported. Local Pollution Definition: Impact from operations on local environment around company facilities: emissions of dust, noise and odor. It also includes accidental pollution (e.g. spills) and road congestion around the operation facilities. Sectorial issues: According to the European Union (EU), roughly 40% of the EU population is exposed to road traffic noise at levels that excced 55 db(a); 20% of individuals are exposed to levels exceeding 65 db(a) during the day, while more than 30% of the population is exposed to levels exceeding 55 db(a) specifically during the night(4). The postal sector is undoubtedly one of the contributing factors to noise generation; if companies operating in the postal sector are to reduce noise generation, fleet vehicles should be replaced with low noise vehicles or contain noise reducing equipment. Materials, Chemicals & Waste Page: 29/36

30 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: Waste generation is of significant concern in the postal sector as companies operating in this sector consume large quantities of adhesives, foam peanuts, cardboard, wooden pallets and plastic packaging on a daily basis(5). According to the 2011 EU statistical study on Packaging Waste generated, EU 27: Paper and board, it was found that the use of paper contributes to 31 million tonnes of total packaging waste generated, while plastic packaging and wood packaging contributes to a total of 26.9 million tonnes(6). The postal sector can improve on waste generation via the avoidance of excess packaging, reducing the amount of plastic bags distributed to customers via incentive programs for customers to bring their own bags(7). Unusable mail bags, pouches and uniforms can be recycled and used as raw material inputs for other industries. As delivery vehicles are also a critical component to postal service operations, companies can work to SOx and NOx air emissions through the employment of environmentally friendly fleet vehicles in line with the European Emission Standards (i.e. EURO V, EURO VI vehicles). Sustainable Consumption Definition: Programs implemented to promote the sustainable consumption of their own products or services among their customer base. This criteria includes the positive/negative indirect impacts of the use of products and services. Sectorial issues: Consumers are important instruments for driving sustainable production and play a central role in a company s strategy to develop sustainably. As the postal sector is getting greener, postal operators are offering an increasing range of carbon-neutral and environmentally-friendly products and services to their customers to help them to reduce their carbon footprint, among some of these products and/or services includes CO2-neutral delivery(8). Other initiatives might include carbon offsetting schemes which allow their customers to assess the carbon footprint of what they send through the post via an eco calculator and IT comparison tools. LABOR PRACTICES Employee Health & Safety 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: Recent technological developments in the postal and courier services have led to the automation of existing processes in order to reduce operational costs and improve productivity. Intense technological progress in the postal sector has given rise to new types of health hazards, such as stress and repetitive strain injury (RSI). For instance, the process of sorting and coding mail or parcels in the postal service requires the visual recognition (reading) of a letter address presented in a very short time that can lead to eye strain(9). Postal jobs can be identified as a high risk occupation due to the high level of stress postal employees regularly exposed to. There are omnipresent dangers to postal workers while processing mass volumes of mail, and they need to remain particularly vigilant about suspect devices (e.g., dangerous goods, explosives). One of the stress surveys conducted in the UK identified that 84% of postal workers reported increasing levels of stress and 24% perceive work-related stress as a main health and safety concern. Risk assessment may assist employers to recognize possible hazards prior to developing intervention programs. On the contrary, tasks performed by mail delivery employees remain very physical and labor intensive. Such conditions involving heavy, physical and monotonous tasks can increase the risk of musculoskeletal problems(10). In Canada, ergonomic injuries related to manual material handling represent the second highest cause of workplace injuries among postal workers; it is for this reason that a program emerged aimed at promoting healthy ergonomic and materialhandling techniques(11). Work-related road accidents are the most frequent occupational accidents in the postal sector. Ways in which companies can minimize accidents is undeniably through driver safety training and awareness. In France, since its first actions taken light of work-related road accidents in 2006, the number of road work accidents with or without absence has decreased by 21%(11). Working Conditions Definition: Deals with working hours, remunerations and social benefits granted to employees. Sectorial issues: Employee engagement is of high priority; in 2009 the number of employees working in the postal sector was around 5.5 million, worldwide(12). As previously mentioned, the postal service has been identified as a high risk occupation with excessive pressure and atypical working hours, as well as heightened stress due to organizational reforms and the impact of globalization, new technology and new work practices. A healthy workforce reduces cost through absences and time off from work; hence ways to improve working conditions could be by providing access to healthcare programs, access to on-site gyms/external gym memberships, pension plans and continuous monitoring of employee satisfaction via annual surveys, to name a few. Social Dialog Definition: Deals with structured social dialogue i.e. social dialog deployed through recognized employee representatives and collective bargaining. Sectorial issues: Labor relations are a critical issue in the postal sector, especially with regards to working terms and conditions. For this reason, a sound and structured social dialog is of great importance between trade unions and employers alike in order to foster a culture whereby common objectives are identified and mutually accepted. Collective bargaining between trade unions and employers are used with the aim of reducing job losses and improving flexible employment conditions as well as agreement on remuneration and benefits. Career Management & Training Page: 30/36

31 Definition: Deals with main career stages i.e. recruitment, evaluation, training and management of layoffs. Sectorial issues: For the liberalization on the postal service market, loss of business and changing customer needs has introduced a need for new skills in light of changing tasks, changes in roles as well as staff cuts. Traditional postal services relating to sorting, transport and delivery are undergoing a re-organization process. Today, delivery and retail have been merged, from an organizational and management perspective - this has meant that postal workers require higher qualifications and more advanced competences in digital literacy, customer service orientation, autonomy, adaptability, skill acquisition, communication and interpersonal skills, teamwork, as well as new managerial competences(13). In light of the various challenges postal workers are faced with, an e-learning project was initiated and introduced in European postal services. In Portugal, specific education and training programs were conducted to address major issues postal workers face during a transitional period. In order to uphold their commitment, postal operators should continually invest in training and development of their employees. Discrimination & Harassment 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: Diversity and discrimination at work are key issues to any company; irrespective of operational activity type. It is important that concrete channels are set up to tackle issues of discrimination as well as certain disciplinary mechanisms to address cases of misconduct. 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: The Universal Declaration of Human Rights has set the basis for the global respect of human rights. Human rights issues in the workplace including violence and harassment has gained the floor across various operational sectors around the world, especially those bearing operations in risky countries. Anonymous whistleblowing procedures, disciplinary mechanisms and training are key to preventing and addressing the issue of human rights violations. 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: Postal officers carry out their tasks in a rapidly changing environment, including stricter limits on resources, technological progress and increased demands from customers. The liberalization and privatization processes in postal sector have a tendency to ignore corruption risks and has failed to put adequate safeguards in place. Therefore, ethics infrastructure has to adjust existing accountability mechanisms to ensure excellence in provided services(14). In Europe, postal operators pay great attention to corruption and bribery cases that may occur in postal offices. In France, one of the solutions introduced is a reference guide to ethics and professional conduct that covers active and passive, direct and indirect corruption. Some postal operators issue regular newsletter covering recent developments in ethics, in particular those relating to corruption and organize anticorruption training programs for employees to increase understanding and ability to assess corruption risks, analyze regulatory and legal provisions as well as adopt best practices. Operators involved in retail postal services focus on practical solutions, such as implementation of automate purchasing process in order to combat corruption. Another practice to enhance expertise in this area is collaboration with Transparency International, a global non-governmental anti-corruption organization, in order to better evaluate business and country risks(15). Noteworthy Practices Global Compact COP 2013 Extracts The anti bribery policy s effective implementation is monitored via periodic audits involving questionnaires being sent to a random selection of customers asking them to confirm any gifts or hospitality that has been received. Link Anti-competitive Practices Page: 31/36

32 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: The nature of the postal service operations vary across countries; from a statutory monopoly with a broad range of services, to a commercial company competing with other courier services providers. Competition tends to stagnate in letter-based markets; but by comparison with the competitive situation in domestic letter post markets, it becomes clear that competition for cross-border letter post is much more intense. In Europe, during the period , National Competition Authorities (NCAs) condemned several postal operators for competition law infringements. The most frequent type of abuse was the offer of selective rebates to foreclose new entrants, but other types of abuse, such as refusal to deal, were also condemned. Competition authorities also condemned anti-competitive agreements(16). One of the ways to address those matters is Free Fair Post Initiative (FFPI) which aims to brings together users and competitors of the public postal operators that strongly believe in the benefit of a liberalized and more competitive postal market. SUSTAINABLE PROCUREMENT Suppliers & Environment 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: The postal and courier industry consumes a large quantity of paper annually due to the intensity of materials used for shipments and/or packaging. One remedy to this issue is to purchase sustainably sourced paper and/or recycled paper. Sustainably sourced paper can be purchased from companies that are recognized for environmental stewardship via Forest Stewardship Council Code of Custody certification (FSC CoC) (17). Conversely, companies can purchase packaging materials comprising of post-consumer recycled materials (paper and plastic materials, alike); this means using fewer trees to produce paper and reduced amounts of petrol input to manufacture plastic products(18). 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. The complex nature of supply chains presents urgent sustainability challenges to companies and the suppliers they work with, most notably those operating in risky countries. Verifying subcontractor compliance with basic labor requirements through CSR assessments or audits and ensuring that suppliers are held accountable to global standards of sustainability are important measures to circumvent risks. The CERES Standard is a model example, advocating companies to strengthen their supply chains through the establishment of stronger policies, setting higher standards for environmental and social performance, and increasing transparency among suppliers(19). SOURCES Page: 32/36

33 Sources 1- Atkinson, R Postal Reform for the Digital Age. on 2- International Post Corporation Sustainability Report International Post Corporation Sustainability Report World Health Organisation World Health Organisation, Data and Statistics Niches Innovative Approaches in City Logistics Eurostat Packaging waste statistics Universal Postal Union Best practices for a greener postal sector Eurofound Postal sector is getting greener International Labor Organization Postal and Telecommunication services-occupational Health and Safety Giga, S. Hoel, H. Cooper, C Violence and stress at work in the postal sector ILO Universal Postal Union Best Health and Safety Practices from Different Postal Operators European Union Sectors' new skills for new jobs. Restructuring Forum. Conference Report International Labor Organization Sector Postal and Telecommunications services: Employment OECD Ethics measures in OECD countries Le Groupe La Post Annual financial report Dieke, A.K. Bender, C. et al Main Developments in the Postal Sector ( ) Minnesota Pollution Control Agency Reducing waste in the workplace Forest Stewardship Council CERES Sustainable Supply Chains. 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 Postal, courier and multi-modal freight transport activities. Main Regulations and Sectors Initiatives ( = Regulatory) ENV : EU Regulation 715/2007 on Euro 5 and Euro 6 standards In order to limit pollution caused by road vehicles, this regulation introduces new common requirements for emissions from motor vehicles and their specific replacement parts: standard Euro 5 (2008/9) and Euro 6 (2014) for light passenger and commercial vehicles. ENV : European Parliament Regulation 443/2009 setting emission performance standards for new passenger cars This European Parliament regulation of 23 April 2009, sets emission performance standards for new passenger cars as part of the Community's integrated approach to reduce CO2 emissions from light-duty vehicles. Page: 33/36

34 SUP : Label FSC (Forest Stewardship Council ) The FSC is an international non profit organization established in 1993 to promote responsible management of the world s forests. Its main tools for achieving this are standard setting, independent certification and labeling of forest products. ENV : Label Green post Project The project begun in January 2008 and aims to improve energy efficiency and reduce air pollution in Italy, Belgium, Hungary, and Bulgaria by substituting the gasoline vehicles for mail delivery with electric and hybrid vehicles, the project will result in benefits such as reduction of fuel consumption and CO2 emissions. SUP : Label Green Seal Alternative Fueled Vehicles (GC 02) The standard Alternative Fueled Vehicles (GC-02) establishes environmental requirements for alternative fueled vehicles SUP : Label PEFC (Programme for the Endorsement of Forest Certification schemes) The PEFC Council is an independent, non-profit, non-governmental organization, founded in 1999 which promotes sustainably managed forests through independent third party certification. ENV : PostEurop GHG Reduction Programme The Greenhouse Gas reduction Programme, launched on 15 June 2007, aims at measuring and assessing CO2 reduction efforts of participating postal operators. LAB : Social Dialogue Committee for the postal sector (SDC) SDC was set up in 1999 following the European Commission s decision to adapt and promote social dialogue at the community level. The SDC is composed of representatives of the European postal employers (PostEurop), postal employees (UNI Europa Postal) and the European Commission. ALL : Social Responsibility Committee (SRC) of PostEurop The overall objective of the SRC is to provide PostEurop Members with the ability to ensure the fulfilment of their social responsibility by ensuring qualitative employment and limiting the impact of postal operators on the environment. ENV : Standard ISO (International Standard Organisation) The ISO family addresses various aspects of environmental management 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: Page: 34/36