Communication on Progress

Participant
Published
  • 2015/09/16
Time period
  • March 2014  –  April 2015
Files
Format
  • Stand alone document
Differentiation Level
  • This COP qualifies for the Global Compact Active 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
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 G4

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

  • Applies the GRI Sustainability Reporting Guidelines or the GRI Standards

  • Is 'in accordance - comprehensive' with GRI G4 or GRI Standards

  • Applies elements of the International Integrated Reporting Framework

Strategy, Governance
and Engagement
  • 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

    Run an integrated strategy forum and cross divisional corporate planning function to ensure integration. The company's Corporate Plan is the Sustainability Strategy

  • 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 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

Human Rights
  • Criterion 3: The COP describes robust commitments, strategies or policies in the area of human rights
  • 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)

  • Other established or emerging best practices

    The procurement process includes a requirement for contractors to meet equity targets - black ownership of companies and also in cases women owned and people living with disabilities. The company also has internal targets in this regard

  • 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

  • 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)

  • Criterion 4: The COP describes effective management systems to integrate the human rights principles
  • 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

    dedicated section 21 company that does CSI. All new projects must include a social development plan - including displacement of people, demobilization etc.

  • 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 5: The COP describes effective monitoring and evaluation mechanisms of human rights integration
  • 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

    Set targets in place for transformation aspirations - black owned, women owned, etc. These are externally verified

  • 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

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).

  • 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

    Dedicated forums to address labour union issues, regular meetings with bargaining unit forums and labour unions to discuss all relevant changes in the company's governance

  • 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

  • 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
  • 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

    the company is ISO 9001 certified and includes management systems within the HR division to ensure labour practices are honoured

  • 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 8: The COP describes effective monitoring and evaluation mechanisms of labour principles integration
  • 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

  • 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

  • Other established or emerging best practices

    dedicated executive to deal with employee engagement /relations.

  • 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

  • Outcomes of integration of the Labour principles

Environment
  • Criterion 9: The COP describes robust commitments, strategies or policies in the area of environmental stewardship
  • 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

    Inclusion of environmental requirements in all 3rd party contracts. Dedicated NGO Forum held at senior level to discuss NGO 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

  • Criterion 10: The COP describes effective management systems to integrate the environmental principles
  • 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

    Environmental department and other relevant business units (e.g. operating units) are either ISO14001 certified or ISO14001 compliant

  • 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 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

    Environmental targets and KPIs in place and externally audited

  • 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

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)

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

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

  • Other established or emerging best practices

    Ethics tools and best practice mauals developed for internal company use. Requirement for all managers to train staff on the Ethics tools. Declarations of interests completed by all staff on an annual basis. Ethics reports completed by all business areas

  • 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

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

  • 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

    Dedicated whistle blowing telephone line with full anonymity. Internal assurance and forensics departments carry out reviews

  • 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

    Established and dedicated Ethics office which receives regular reports from the business. All incidents/reports are investigated

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

  • Other established or emerging best practices

    The company's corporate plan is the sustainability strategy and is guided by 8 sustainability dimensions - all of which incorporate the UN goals in some form or the other.

  • 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 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

  • 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

    Both CSI and Socio-Economic Development practices are managed by separate dedicated departments. The CSI takes care of philanthropic investments while the SED ensures the company's social licence to 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 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

  • Other established or emerging best practices

    Eskom is a member of a number of international organisations that are linked to a number of goals - Human rights, Climate Change, Environmental Stewardhsip etc and participates actively in these forums.

  • 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 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

    Collection action is strongly supported as described above. Eskom has a number of partnerships that work on achieving these goals. Most notable is the Southern African Power Pool.

  • 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 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

  • 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

    Accountability for sustainability at the highest level - established and active Board Social, Ethics and Sustainability committee

  • 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 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

    Regular joint Board and Exco Sustainability workshops to discuss strategy. Corporate plan is the Sustainability plan,

  • 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 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

  • 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

    Established NGO Forum with a number of activist and conservation NGOs. Meeting chaired by ExCo level and agendas set jointly with NGOs

  • 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

Business and Peace
  • 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

    Conflict resolution is well established and regular forums held in these areas to establish the issues and deal with them. Relationship management with local government forms part of this as well as roadshows

  • 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 government relations in high-risk or conflict-affected areas
  • Assessment of opportunities for constructive engagement with government actors in order to support peace

  • Measures undertaken to avoid complicity in human rights violations by government actors

  • Management practices aimed at preventing corrupt relationships with government officials

  • Other established or emerging best practices

    Local government partners are established and discussions are held regularly on solving issues. "War room" set-up by government to specifically deal with issues related to the organisation including labour unrest

  • 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

  • Actions toward constructive and peaceful company-community engagement

  • Sustainable social investment projects

  • Other established or emerging best practices

    NGO Forum set-up, SROI work underway and tools being developed to determine "true value" of social projects

  • 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

Women's Empowerment
  • 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

  • Achieving and maintaining gender equality in middle management positions

  • Equal pay for work of equal value

  • Flexible work options

  • Support for pregnant women and those returning from maternity leave

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

  • Gender-specific health and safety issues

  • Gender-based violence and harassment

  • 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

    KPIs and targets for gender equity - generally and in senior and middle management positions, Women's forum run by Senior Executive for HR to discuss gender issues, bursaries and learnerships for women

  • Access to child and dependent care

  • 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 marketplace
  • Supplier diversity programme

  • Composition of supplier base by sex

  • Support for women business owners and women entrepreneurs

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

  • Other established or emerging best practices

    KPIs and targets for procurement from women owned businesses - externally verified

  • 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

  • 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

  • Other established or emerging best practices

    CSI programme especially dedicated to women - especially in rural communities to create income in women headed households

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

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

  • 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

  • Achieving and maintaining gender equality in middle management positions

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

  • Other established or emerging best practices

    externally verified data on employment equity, senior management etc.

  • 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

  • Gender-specific health and safety issues

  • Gender-based violence and harassment

  • 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

  • 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