Communication on Progress

Participant
Published
  • 2015/07/09
Time period
  • January 2014  –  December 2014
Files
Format
  • Part of a sustainability or corporate (social) responsibility report
Differentiation Level
  • This COP qualifies for the Global Compact Advanced level
Self-assessment
  • Includes a CEO statement of continued support for the UN Global Compact and its ten principles
  • Description of actions or relevant policies related to Human Rights
  • Description of actions or relevant policies related to Labour
  • Description of actions or relevant policies related to Environment
  • Description of actions or relevant policies related to Anti-Corruption
  • Includes a measurement of outcomes
  • Meets all criteria for the GC Advanced level
Verification
and Transparency
  • How is the accuracy and completeness of information in your COP assessed by a credible third-party?
  • Information is assured by independent assurors (e.g., accounting or consulting firm) against recognized assurance standard (e.g., ISAE3000, AA1000AS, other national or industry-specific standard)

  • The COP describes any action(s) that the company plans to undertake by its next COP to have the credibility of the information in its COP externally assessed, including goals, timelines, metrics, and responsible staff

  • Information is reviewed by multiple stakeholders (e.g., representatives of groups prioritized in stakeholder analysis)

  • Information is reviewed by a panel of peers (e.g., members of the same industry, competitors, benchmarked leaders, others organized via Global Compact Local Network)

  • Information is assured by independent assurors (e.g., accounting or consulting firm) using their own proprietary methodology

  • Other established or emerging best practices

 
  • The COP incorporates the following high standards of transparency and disclosure:
  • Is 'in accordance - core' with GRI Standards

  • Applies the GRI Sustainability Reporting Guidelines or the GRI Standards

  • Is 'in accordance - comprehensive' with GRI Standards

  • Applies elements of the International Integrated Reporting Framework

  • Provides information on the company’s profile and context of operation

Strategy, Governance
and Engagement
  • Criterion 2: The COP describes value chain implementation
  • Analyze each segment of the value chain carefully, both upstream and downstream, when mapping risks, opportunities and impacts

  • Communicate policies and expectations to suppliers and other relevant business partners

  • Implement monitoring and assurance mechanisms (e.g. audits/screenings) for compliance within the company’s sphere of influence

  • Undertake awareness-raising, training and other types of capacity building with suppliers and other business partners

  • Other established or emerging best practices

    We assume responsibility for safety in any outsourced or contracted activity and have established processes that require contractors to work according to our standards.

  • Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff

  • Criterion 1: The COP describes mainstreaming into corporate functions and business units
  • Place responsibility for execution of sustainability strategy in relevant corporate functions (procurement, government affairs, human resources, legal, etc) ensuring that no function is conflicting with company sustainability commitments and objectives

  • Align strategies, goals and incentive structures of all business units and subsidiaries with corporate sustainability strategy

  • Assign responsibility for corporate sustainability implementation to an individual or group within each business unit and subsidiary

  • Design corporate sustainability strategy to leverage synergies between and among issue areas and to deal adequately with trade-offs

  • Ensure that different corporate functions coordinate closely to maximize performance and avoid unintended negative impacts

  • Other established or emerging best practices

    Our Resourcefulness strategy is managed and overseen by robust governance and in particular by two main bodies: an external advisory board (RAB) and our own internal executive team (RET), meeting about four to six times a year, headed by the CEO.

  • Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff

Human Rights
  • Criterion 3: The COP describes robust commitments, strategies or policies in the area of human rights
  • Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff

  • Commitment to comply with all applicable laws and respect internationally recognized human rights, wherever the company operates (e.g., the Universal Declaration of Human Rights, Guiding Principles on Human Rights) (BRE1 + ARE1)

  • Integrated or stand-alone statement of policy expressing commitment to respect and support human rights approved at the most senior level of the company (BRE 1 + BRE5 + ARE 1 + ARE 5)

  • Statement of policy stipulating human rights expectations of personnel, business partners and other parties directly linked to operations, products or services (BRE 1)

  • Statement of policy publicly available and communicated internally and externally to all personnel, business partners and other relevant parties (BRE 1 + BRE 5 + ARE 1 + ARE 5)

  • Other established or emerging best practices

    OMV respects, fulfills and supports the fulfillment of human rights as contained in the Universal Declaration of Human Rights and in internationally recognized treaties, including those of the International Labour Organization (ILO).

  • Criterion 5: The COP describes effective monitoring and evaluation mechanisms of human rights integration
  • Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff

  • System to monitor the effectiveness of human rights policies and implementation with quantitative and qualitative metrics, including in the supply chain (BRE3 + ARE3)

  • Monitoring draws from internal and external feedback, including affected stakeholders

  • Leadership review of monitoring and improvement results

  • Process to deal with incidents the company has caused or contributed to for internal and external stakeholders (BRE 4 + ARE 4)

  • Grievance mechanisms that are legitimate, accessible, predictable, equitable, transparent, rights-compatible, a source of continuous learning, and based on engagement and dialogue (BRE4 + ARE4)

  • Outcomes of integration of the human rights principles

  • Other established or emerging best practices

    OMV has mapped its human rights responsibilities in a comprehensive Human Rights Matrix, which constitutes the basis for our activities in the field of human rights and a fundamental tool for its implementation.

  • Criterion 4: The COP describes effective management systems to integrate the human rights principles
  • Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff

  • Process to ensure that internationally recognized human rights are respected

  • On-going due diligence process that includes an assessment of actual and potential human rights impacts (BRE 2 + BRE 3 + ARE 2 + ARE 3)

  • Internal awareness-raising and training on human rights for management and employees

  • Operational-level grievance mechanisms for those potentially impacted by the company’s activities (BRE 4 + ARE 4)

  • Allocation of responsibilities and accountability for addressing human rights impacts

  • Internal decision-making, budget and oversight for effective responses to human rights impacts

  • Processes to provide for or cooperate in the remediation of adverse human rights impacts that the company has caused or contributed to (BRE 3+ BRE 4 + ARE3 + ARE 4)

  • Process and programs in place to support human rights through: core business; strategic philanthropic/social investment; public policy engagement/advocacy; partnerships and/or other forms of collective action (BRE 6 + ARE 6)

  • Other established or emerging best practices

    In order to respect human rights and not to become complicit, we attach special importance to a well-structured process of Human Rights Due Diligence as well as the establishment of effective operational level grievance mechanisms.

Labour
  • Criterion 6: The COP describes robust commitments, strategies or policies in the area of labour
  • Reference to principles of relevant international labour standards (ILO Conventions) and other normative international instruments in company policies

  • Reflection on the relevance of the labour principles for the company

  • Written company policy to obey national labour law, respect principles of relevant international labour standards in worldwide company operations and engage in dialogue with representative organization of the workers (international, sectoral, national).

  • Specific commitments and Human Resources policies, in line with national development priorities or decent work priorities in the country of operation

  • Other established or emerging best practices

    OMV has a structured approach to foster international and gender diversity. We aim to increase the percentage of women among our Senior Vice Presidents to 18% by 2015 and 30% by 2020 and to have 38% internationals on SVP level by 2015 and 50% by 2020.

  • Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff

  • Inclusion of reference to the principles contained in the relevant international labour standards in contracts with suppliers and other relevant business partners

  • Structural engagement with a global union, possibly via a Global Framework Agreement

  • Participation and leadership by employers’ organizations (international and national) to jointly address challenges related to labour standards in the countries of operation, possibly in a tripartite approach (business – trade union – government).

  • Criterion 8: The COP describes effective monitoring and evaluation mechanisms of labour principles integration
  • System to track and measure performance based on standardized performance metrics

  • Audits or other steps to monitor and improve the working conditions of companies in the supply chain, in line with principles of international labour standards

  • Outcomes of integration of the Labour principles

  • Other established or emerging best practices

    As a group-wide system, the Performance and Development System (PDS) guarantees equal opportunities by providing a consistent basis for discussion around performance assessment and personnel development.

  • Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff

  • Dialogues with the representative organization of workers to regularly review progress made and jointly identify priorities for the future

  • Process to positively engage with the suppliers to address the challenges (i.e., partnership approach instead of corrective approach) through schemes to improve workplace practices

  • Criterion 7: The COP describes effective management systems to integrate the labour principles
  • Risk and impact assessments in the area of labour

  • Allocation of responsibilities and accountability within the organization

  • Internal awareness-raising and training on the labour principles for management and employees

  • Grievance mechanisms, communication channels and other procedures (e.g., whistleblower mechanisms) available for workers to report concerns, make suggestions or seek advice, designed and operated in line with the representative organization of workers

  • Other established or emerging best practices

    OMV regards employees’ engagement as key to integrate sustainability in the organization and applies measures-sustainability project sponsorship roles for senior managers or the integration of sustainability targets into Management-by-Objective plans.

  • Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff

  • Dialogue mechanism with trade unions to regularly discuss and review company progress in addressing labour standards

  • Active engagement with suppliers to address labour-related challenges

Environment
  • Criterion 9: The COP describes robust commitments, strategies or policies in the area of environmental stewardship
  • Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff

  • Reference to relevant international conventions and other international instruments (e.g. Rio Declaration on Environment and Development)

  • Reflection on the relevance of environmental stewardship for the company

  • Written company policy on environmental stewardship

  • Inclusion of minimum environmental standards in contracts with suppliers and other relevant business partners

  • Specific commitments and goals for specified years

  • Other established or emerging best practices

    OMV is developing initiatives to improve energy and water efficiency and reduce carbon intensity of our operations based on the Carbon Strategy. In 2008 we made a clear commitment to decrease the carbon intensity and defined tangible targets.

  • Criterion 11: The COP describes effective monitoring and evaluation mechanisms for environmental stewardship
  • System to track and measure performance based on standardized performance metrics

  • Leadership review of monitoring and improvement results

  • Process to deal with incidents

  • Audits or other steps to monitor and improve the environmental performance of companies in the supply chain

  • Outcomes of integration of the environmental principles

  • Other established or emerging best practices

    In 2014 we developed a water management framework that includes a Water Ambition Statement and a Water Strategy 2021.

  • Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff

  • Criterion 10: The COP describes effective management systems to integrate the environmental principles
  • Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff

  • Environmental risk and impact assessments

  • Assessments of lifecycle impact of products, ensuring environmentally sound management policies

  • Allocation of responsibilities and accountability within the organisation

  • Internal awareness-raising and training on environmental stewardship for management and employees

  • Grievance mechanisms, communication channels and other procedures (e.g. whistleblower mechanisms) for reporting concerns or seeking advice regarding environmental impacts

  • Other established or emerging best practices

    OMV Refining and Petrochemicals is covered by Central Integrated Management System which also meets the requirements of ISO 14001, ISO 9001, ISO 50001 and OHSAS 18001. All business segments of OMV Petrom are externally certified according to 50001.

Anti-Corruption
  • Criterion 12: The COP describes robust commitments, strategies or policies in the area of anti-corruption
  • Publicly stated formal policy of zero-tolerance of corruption (D1)

  • Commitment to be in compliance with all relevant anti-corruption laws, including the implementation of procedures to know the law and monitor changes (B2)

  • Statement of support for international and regional legal frameworks, such as the UN Convention against Corruption (D2)

  • Detailed policies for high-risk areas of corruption (D4)

  • Policy on anti-corruption regarding business partners (D5)

  • Other established or emerging best practices

    OMV upholds a series of self-imposed obligations based on both int. & ext. standards. A key element is the “Code of Business Ethics”. It articulates our commitment to honesty and integrity in all business dealings and applies to everyone working for OMV.

  • Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff

  • Criterion 14: The COP describes effective monitoring and evaluation mechanisms for the integration of anti-corruption
  • Leadership review of monitoring and improvement results (D12)

  • Process to deal with incidents (D13)

  • Public legal cases regarding corruption (D14)

  • Use of independent external assurance of anti-corruption programmes (D15)

  • Outcomes of integration of the anti-corruption principle

  • Other established or emerging best practices

    In 2014, our Internal Audit Dept carried out 38 compliance audits across the full range of business ethics issues. Risk-related audits, including fraud and corruption issues, form an integral part of the Corporate Internal Audit.

  • Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff

  • Criterion 13: The COP describes effective management systems to integrate the anti-corruption principle
  • Support by the organization’s leadership for anti-corruption (B4)

  • Carrying out risk assessment of potential areas of corruption (D3)

  • Human Resources procedures supporting the anti-corruption commitment or policy, including communication to and training for all employees (B5 + D8)

  • Internal checks and balances to ensure consistency with the anti-corruption commitment (B6)

  • Actions taken to encourage business partners to implement anti-corruption commitments (D6)

  • Management responsibility and accountability for implementation of the anti-corruption commitment or policy (D7)

  • Communications (whistleblowing) channels and follow-up mechanisms for reporting concerns or seeking advice (D9)

  • Internal accounting and auditing procedures related to anticorruption (D10)

  • Other established or emerging best practices

    OMV is the first listed company in Austria to hold a certified Compliance Management System in line with the IDW Assurance Standard 980.

  • Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff

UN Goals and Issues
  • Criterion 16: The COP describes strategic social investments and philanthropy
  • Pursue social investments and philanthropic contributions that tie in with the core competencies or operating context of the company as an integrated part of its sustainability strategy

  • Coordinate efforts with other organizations and initiatives to amplify—and not negate or unnecessarily duplicate—the efforts of other contributors

  • Take responsibility for the intentional and unintentional effects of funding and have due regard for local customs, traditions, religions, and priorities of pertinent individuals and groups

  • Other established or emerging best practices

    "Skills to Succeed” is a pillar of our Resourcefulness strategy defining the principle direction of our social investment: We foster the skills people require to be successful and invest in the economic development of the communities in which we operate.

  • Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff

  • Criterion 15: The COP describes core business contributions to UN goals and issues
  • Align core business strategy with one or more relevant UN goals/issues

  • Develop relevant products and services or design business models that contribute to UN goals/issues

  • Adopt and modify operating procedures to maximize contribution to UN goals/issues

  • Other established or emerging best practices

    Resourcefulness brings together all our responsibility commitments under one overarching strategy. Resourcefulness embraces health, safety, security, environment, diversity, business ethics, human rights and stakeholder engagement.

  • Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff

  • Criterion 17: The COP describes advocacy and public policy engagement
  • Publicly advocate the importance of action in relation to one or more UN goals/issues

  • Commit company leaders to participate in key summits, conferences, and other important public policy interactions in relation to one or more UN goals/issues

  • Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff

  • Other established or emerging best practices

  • Criterion 18: The COP describes partnerships and collective action
  • Develop and implement partnership projects with public or private organizations (UN entities, government, NGOs, or other groups) on core business, social investments and/or advocacy

  • Join industry peers, UN entities and/or other stakeholders in initiatives contributing to solving common challenges and dilemmas at the global and/or local levels with an emphasis on initiatives extending the company’s positive impact on its value chain

  • Other established or emerging best practices

    Together with our five partners in the H2 Mobility initiative, we have founded a common company, which will construct a nationwide hydrogen-refueling network for fuel cell powered electric vehicles in Germany.

  • Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff

Governance
  • Criterion 20: The COP describes Board adoption and oversight
  • Board of Directors (or equivalent) assumes responsibility and oversight for long-term corporate sustainability strategy and performance

  • Board establishes, where permissible, a committee or assigns an individual board member with responsibility for corporate sustainability.

  • Board (or committee), where permissible, approves formal reporting on corporate sustainability (Communication on Progress)

  • Other established or emerging best practices

    The outcomes from Resourcefulness Advisory Board meetings are always presented during the Resourcefulness Executive Team meetings and there are discussions on how to deal with the proposals and how to further design sustainability initiatives.

  • Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff

  • Criterion 19: The COP describes CEO commitment and leadership
  • CEO leads executive management team in development of corporate sustainability strategy, defining goals and overseeing implementation

  • CEO publicly delivers explicit statements and demonstrates personal leadership on sustainability and commitment to the UN Global Compact

  • CEO promotes initiatives to enhance sustainability of the company’s sector and leads development of industry standards

  • Other established or emerging best practices

    Both governance bodies: the Resourcefulness Executive Team and the Resourcefulness Advisory Board are chaired by the CEO and steered by the Corporate Sustainability department.

  • Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff

  • Make sustainability criteria and UN Global Compact principles part of goals and incentive schemes for CEO and executive management team

  • Criterion 21: The COP describes stakeholder engagement
  • Publicly recognize responsibility for the company’s impacts on internal and external stakeholders

  • Define sustainability strategies, goals and policies in consultation with key stakeholders

  • Establish channels to engage with employees and other stakeholders to hear their ideas and address their concerns

  • Other established or emerging best practices

    In 2014 we invited more than 400 internal and external stakeholders into a wide consultation process in order to set up the most material sustainability topics.

  • Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff

  • Consult stakeholders in dealing with implementation dilemmas and challenges and invite them to take active part in reviewing performance

Business and Peace
  • The COP describes policies and practices related to the company's government relations in high-risk or conflict-affected areas
  • Measures undertaken to avoid complicity in human rights violations by government actors

  • Management practices aimed at preventing corrupt relationships with government officials

  • Assessment of opportunities for constructive engagement with government actors in order to support peace

  • Other established or emerging best practices

  • Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff

  • The COP describes policies and practices related to the company's core business operations in high-risk or conflict-affected areas
  • Information on how policies, strategies and operating practices have been adapted to the specific high-risk/conflict context based on due diligence

  • Adherence to best practices even where national law sets a lower standard, including in the management of security services

  • Management of the supply chain to avoid contributing to conflict through purchasing decisions and practices

  • Other established or emerging best practices

  • Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff

  • The COP describes local stakeholder engagement and strategic social investment activities of the company in high-risk or conflict-affected areas
  • Stakeholder engagement mechanisms across company and contractor operations

  • Approaches to stakeholder engagement involving civil society, international organizations, etc

  • Sustainable social investment projects

  • Actions toward constructive and peaceful company-community engagement

  • Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff

  • Other established or emerging best practices

Women's Empowerment
  • The COP describes policies and practices related to supporting women's empowerment and advancing gender equality in the community
  • Designing community stakeholder engagements that are free of gender discrimination/stereotyping and sensitive to gender issues

  • Ensuring female beneficiaries of community programmes

  • Community initiatives specifically targeted at the empowerment of women and girls

  • Strategies to ensure that community investment projects and programmes (including economic, social and environmental) positively impact women and girls

  • Strategies to ensure that community investment projects and programmes (including economic, social and environmental) include the full participation of women and girls

  • Other established or emerging best practices

    Our Women´s Empowerment Program aims to empower women in the communities around the operational sites of OMV in Pakistan by providing them with access to quality education and equal economic opportunities.

  • Gender impact assessments or consideration of gender-related impacts as part of its social and/or human rights impact assessments

  • No practice for this criterion has been reported

  • Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to address this area, including goals, timelines, metrics, and responsible staff

  • The COP describes policies and practices related to supporting women's empowerment and advancing gender equality in the workplace
  • Achieving and maintaining gender equality in senior management and board positions

  • Equal pay for work of equal value

  • Flexible work options

  • Access to child and dependent care

  • Support for pregnant women and those returning from maternity leave

  • Recruitment and retention, including training and development, of female employees

  • Education and training opportunities for women workers

  • Creating and maintaining workplace awareness of gender equality and, inclusion and non-discrimination for all workers

  • Mentoring and sponsorship opportunities for women workers

  • Other established or emerging best practices

    Continue to improve both our international and gender diversity, targeting a situation where employees at Senior Vice Presidents level comprise 30% women and 50% internationals by 2020.

  • Achieving and maintaining gender equality in middle management positions

  • Gender-specific health and safety issues

  • Gender-based violence and harassment

  • No practice for this criterion has been reported

  • Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to address this area, including goals, timelines, metrics, and responsible staff

  • The COP contains or refers to sex-disaggregated data
  • Achieving and maintaining gender equality in senior management and board positions

  • Equal pay for work of equal value

  • Flexible work options

  • Access to child and dependent care

  • Support for pregnant women and those returning from maternity leave

  • Recruitment and retention, including training and development, of female employees

  • Education and training opportunities for women workers

  • Mentoring and sponsorship opportunities for women workers

  • Achieving and maintaining gender equality in middle management positions

  • Gender-specific health and safety issues

  • Gender-based violence and harassment

  • Creating and maintaining workplace awareness of gender equality and, inclusion and non-discrimination for all workers

  • No practice for this criterion has been reported

  • Other established or emerging best practices

  • Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to address this area, including goals, timelines, metrics, and responsible staff

  • The COP describes policies and practices related to supporting women's empowerment and advancing gender equality in the marketplace
  • Support for women business owners and women entrepreneurs

  • Other established or emerging best practices

    In 2014 OMV continued the Women's Empowerment Program in Pakistan which aim to to empower women in the communities around the operational sites by providing access to education, scholarships and micro-finance services.

  • Supplier diversity programme

  • Composition of supplier base by sex

  • Supplier monitoring and engagement on women's empowerment and gender equality including promotion of the Women's Empowerment Principles to suppliers

  • Gender-sensitive marketing

  • Gender-sensitive product and service development

  • No practice for this criterion has been reported

  • Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to address this area, including goals, timelines, metrics, and responsible staff