2013 Communication on Progress

Participant
Published
  • 2013/07/12
Time period
  • January 2012  –  December 2012
Files
Links
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?
  • 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 assured by independent assurors (e.g., accounting or consulting firm) using their own proprietary methodology

  • 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)

  • 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)

  • Other established or emerging best practices

 
  • The COP incorporates the following high standards of transparency and disclosure:
  • Applies the GRI Sustainability Reporting Guidelines or the 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 1: The COP describes mainstreaming into corporate functions and business units
  • 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

  • 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

  • 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 corporate governance structure comprises the board of directors and its 3 committees (Audit; Remuneration and Succession; and Environment), Executive Committee, Fiscal Council, Internal Audit, Ombudsman, Business Committee and Integration Committees.

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

  • Criterion 2: The COP describes value chain implementation
  • 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

  • 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 are investing to develop the supply chain in Brazil, consolidating demands and awarding long-term contracts with increasingly higher levels of local content requirements.

Human Rights
  • 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

  • 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

    We are developing methodology for social risk analysis that will be submitted to the Executive Board in 2014, in order to incorporate aspects of social responsibility management to all phases of investment projects.

  • Process to ensure that internationally recognized human rights are respected

  • 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)

  • Other established or emerging best practices

    In relation to operations assessed for human rights, our activities are supported by contracts containing requirements for compliance with local and international human rights standards and laws.

  • Outcomes of integration of the human rights principles

  • 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

    Our social responsibility policy particularly repudiates any wrongful conduct or disrespect of human rights, such as child labor, forced or compulsory labor, or other practices of this type.

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

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

  • 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

    Surveys of organizational environment are our main diagnostic tool for assessing strengths and points for improvement based on perceptions of conditions and labor relations that offers our employees means of expressing their feelings.

  • 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 6: The COP describes robust commitments, strategies or policies in the area of labour
  • 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 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).

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

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

  • 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).

  • Other established or emerging best practices

    Our policy for continuous negotiation with trade unions is reflected in the performance of the negotiating commissions set up under the aegis of collective bargaining agreements, which address a range of issues.

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

  • Criterion 7: The COP describes effective management systems to integrate the labour 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

  • Risk and impact assessments in the area of labour

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

  • Allocation of responsibilities and accountability within the organization

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

  • Active engagement with suppliers to address labour-related challenges

  • 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

    We aim to attract, develop, train and retain people by investing in their talents and improving technical and managerial competences, and keeping up with the dynamic of the business in order to sustain competitive excellence.

Environment
  • Criterion 11: The COP describes effective monitoring and evaluation mechanisms for 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

  • 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

    Our suppliers are required to act responsibly in environmental terms. This obligation is reflected in requirements for entering and remaining in our corporate supplier register, in contractual conditions referred to the subject.

  • 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

    Unit management systems are rated for compliance with corporate guidelines through our health and safety and environmental assessment process.

  • 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

    At the end of 2012, all oil refined in Brazil had been processed by ISO 14001- and OHSAS 18001-certified units.

Anti-Corruption
  • Criterion 13: The COP describes effective management systems to integrate the anti-corruption principle
  • 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

  • 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)

  • 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

    We emphasize our refusal to countenance corrupt practices or bribery, and we maintain formal control procedures with consequences in the event of any transgressions in the company.

  • Support by the organization’s leadership for anti-corruption (B4)

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

  • Criterion 14: The COP describes effective monitoring and evaluation mechanisms for the integration of anti-corruption
  • 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 deal with incidents (D13)

  • Public legal cases regarding corruption (D14)

  • Outcomes of integration of the anti-corruption principle

  • Leadership review of monitoring and improvement results (D12)

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

  • Other established or emerging best practices

  • Criterion 12: The COP describes robust commitments, strategies or policies in the area of anti-corruption
  • 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

  • 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)

  • Other established or emerging best practices

    In fighting corruption, we maintain our commitments with the Partnering Against Corruption Initiative (PACI), the Extractive Industries Transparency Initiative (EITI) and the Business Pact for Integrity and Against Corruption.

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

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

UN Goals and Issues
  • Criterion 15: The COP describes core business contributions to UN goals and 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

  • 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

    Petrobras' COP points the company's participantions during the United Nations Conference on Sustainable Development (Rio +20), Women Leaders Forum, UN Environment Program’s World Conservation Monitoring Centre, besides UN Global Compact.

  • Criterion 16: The COP describes strategic social investments and philanthropy
  • 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

  • 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

    Our social and environmental corporate programs consolidate a proposal to go beyond transfer of financial resources to stimulate and strengthen community organization, sustainability, autonomy, social leadership and participation.

  • Criterion 18: The COP describes partnerships and collective action
  • 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

  • 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

    We participate in several forums, councils and associations in Brazil and other countries that are specifically for the oil and gas sector or related to sustainability issues and challenges, like Arpel and IPIECA, e.g.

  • Criterion 17: The COP describes advocacy and public policy 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

  • 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

  • Other established or emerging best practices

    We developed the Petrobras Agenda 21 program to strengthen our relations with communities in areas of influence of our operating units, thus ensuring ongoing multisector dialogue and fostering sustainable development.

Governance
  • 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

  • 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

  • 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

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

  • Other established or emerging best practices

  • Criterion 21: The COP describes 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

  • Publicly recognize responsibility for the company’s impacts on internal and external stakeholders

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

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

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

  • Other established or emerging best practices

    We develop practices for communication and engagement with stakeholders based on research tools such as focus groups, interviews and questionnaires, face-to-face, by telephone, or over the internet.

  • Criterion 20: The COP describes Board adoption and oversight
  • 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

  • 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