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Lion Group announced its support for the UNGC in 2009 and takes part in related initiatives. As upstanding member, COP (Communication on Progress) on the status of initiatives on ten principles in the four areas of “Human Rights,” “Labour,” “Environment” and “Anti-Corruption” is submitted once a year. The Lion’s sustainability activities introduced in the Integrated Report 2022 and websites are laid out in this Reference Table based on the GC Advanced COP Self-Assessment (Updated 19 August 2016).
| Criteria for the GC Advanced Level (August 2016 Version) | Website | |
|---|---|---|
General |
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| Does your COP contain a statement by the CEO (or equivalent) expressing continued support for the Global Compact and renewing your company's ongoing commitment to the initiative and its principles? | Management Message | |
| Does your COP contain a description of actions and policies related to the following issue areas? Human Rights, Labour, Environment, Anti-Corruption |
Charter for Corporate Behavior / Behavioral Guidelines | |
| Sustainability Material Issues and Objectives for 2030 |
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| LION Human Rights Policy | ||
| Environmental Policy | ||
| Together with Employees | ||
| LION Anti-Bribery Principles | ||
| Does your COP include qualitative and/or quantitative measurement of outcomes illustrating the degree to which targets/performance indicators were met? | Sustainability Material Issues and Objectives for 2030 |
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| How does your organization share its COP with stakeholders? | Stakeholder Engagement | |
| a) Through the UN Global Compact website only | - | |
| b) COP is easily accessible to all interested parties (e.g., via its website) | Available on our website | |
| c) COP is actively distributed to all key stakeholders (e.g., investors, employees, consumers, local community) | Stakeholder Engagement | |
| Initiatives and External Evaluations |
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| Both b) and c) | - | |
| 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 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 | Conducting Third-Party Verification (Environment) |
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| Conducting Third Party Verification (Society) |
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| 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) | - | |
| Other established or emerging best practices | - | |
| The COP incorporates the following high standards of transparency and disclosure: | ||
| Applies the GRI Sustainability Reporting Guidelines | GRI Standard | |
| Is ‘in accordance - core’ with GRI G4 | - | |
| Is ‘in accordance - comprehensive’ with GRI G4 | Integrated Report 2023 | |
| Applies elements of the International Integrated Reporting Framework | - | |
| Items | Implementing the Ten Principles into Strategies & Operations | |
|---|---|---|
| Criterion 1 | The COP describes mainstreaming into corporate functions and business units | |
| Any relevant policies, procedures, and activities that the company plans to undertake to fulfill this criterion, including goals, timelines, metrics, and responsible staff | Medium-Term Management Plan | |
| Place responsibility for execution of sustainability strategy in relevant corporate functions (procurement, government affairs, human resources, legal, etc) ensuring no function conflicts with company’s sustainability commitments and objectives | Management Message | |
| Sustainability Management (Implementation Framework) |
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| Basic Approach to Corporate Governance |
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| Corporate Governance Report | ||
| Align strategies, goals and incentive structures of all business units and subsidiaries with corporate sustainability strategy | Medium-Term Management Plan | |
| Assign responsibility for corporate sustainability implementation to an individual or group within each business unit and subsidiary | Basic Approach to Corporate Governance |
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| Sustainability Management (Implementation Framework) |
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| Design corporate sustainability strategy to leverage synergies between and among issue areas and to deal adequately with trade-offs | Sustainability Material Issues and Objectives for 2030 |
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| Ensure that different corporate functions coordinate closely to maximize performance and avoid unintended negative impacts | Basic Approach to Corporate Governance |
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| Internal Control System | ||
| Risk Management | ||
| Other established or emerging best practices | - | |
| Criterion 2 | The COP describes value chain implementation | |
| Any relevant policies, procedures, and activities that the company plans to undertake to fulfill this criterion, including goals, timelines, metrics, and responsible staff | Sustainability Material Issues and Objectives for 2030 |
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| Together with Supply Chains | ||
| Analyze each segment of the value chain carefully, both upstream and downstream, when mapping risks, opportunities and impacts | Sustainability Material Issues and Objectives for 2030 |
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| Risks and Opportunities Related to Sustainability Material Issues in the Value Chain |
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| Together with Supply Chains | ||
| Communicate policies and expectations to suppliers and other relevant business partners | Procurement Principles | |
| Sustainable Material Procurement Policy |
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| Lion Group Supplier CSR Guidelines | ||
| Implement monitoring and assurance mechanisms (e.g. audits/screenings) for compliance within the company’s sphere of influence | Sustainability Material Issues and Objectives for 2030 |
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| Compliance | ||
| Risk Management | ||
| Self-Checks Based on the Lion Group Supplier CSR Guidelines |
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| Joined Sedex, the Supplier Ethical Data Exchange |
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| Undertake awareness-raising, training and other types of capacity building with suppliers and other business partners | Employee Training on Sustainable Procurement |
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| Other established or emerging best practices | - | |
| Items | Robust Human Rights Management Policies & Procedures | |
|---|---|---|
| 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 to fulfill this criterion, including goals, timelines, metrics, and responsible staff | Sustainability Material Issues and Objectives for 2030 |
|
| Respect for 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) | Human Rights Policy | |
| Integrated or stand-alone statement of policy expressing commitment to respect and support human rights approved at the most senior level of the company | Charter for Corporate Behavior / Behavioral Guidelines |
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| Human Rights Policy | ||
| Statement of policy stipulating human rights expectations of personnel, business partners and other parties directly linked to operations, products or services | Charter for Corporate Behavior / Behavioral Guidelines |
|
| Human Rights Policy | ||
| Statement of policy publicly available and communicated internally and externally to all personnel, business partners and other relevant parties | Charter for Corporate Behavior / Behavioral Guidelines |
|
| Human Rights Policy | ||
| Other established or emerging best practices | - | |
| 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 to fulfill this criterion, including goals, timelines, metrics, and responsible staff | Sustainability Material Issues and Objectives for 2030 |
|
| Respect for Human Rights | ||
| Process to ensure that internationally recognized human rights are respected | Measures to Prevent Human Rights Abuse (Human Rights Due Diligence) |
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| On-going due diligence process that includes an assessment of actual and potential human rights impacts | Measures to Prevent Human Rights Abuse (Human Rights Due Diligence) |
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| Internal awareness-raising and training on human rights for management and employees | Measures to Prevent Human Rights Abuse (Human Rights Due Diligence) |
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| Operational-level grievance mechanisms for those potentially impacted by the company’s activities | Compliance | |
| Allocation of responsibilities and accountability for addressing human rights impacts | Compliance | |
| Internal decision-making, budget and oversight for effective responses to human rights impacts | Measures to Prevent Human Rights Abuse (Human Rights Due Diligence) |
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| Processes to provide for or cooperate in the remediation of adverse human rights impacts that the company has caused or contributed to | Measures to Prevent Human Rights Abuse (Human Rights Due Diligence) |
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| 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 | Participation in External Supply Chain Initiatives |
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| Participation in External Human Rights Initiatives |
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| Other established or emerging best practices | - | |
| 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 to fulfill this criterion, including goals, timelines, metrics, and responsible staff | Sustainability Material Issues and Objectives for 2030 |
|
| Respect for Human Rights | ||
| System to monitor the effectiveness of human rights policies and implementation with quantitative and qualitative metrics, including in the supply chain | Compliance | |
| Sustainability Material Issues and Objectives for 2030 |
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| Promoting Sustainability with Materials Manufacturers and Production Contractors |
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| Monitoring drawn from internal and external feedback, including affected stakeholders | Compliance | |
| Internal Control System | ||
| Risk Management | ||
| Promoting Sustainability with Materials Manufacturers and Production Contractors |
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| Leadership review of monitoring and improvement results | Basic Approach to Corporate Governance |
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| Internal Control System | ||
| Risk Management | ||
| Compliance | ||
| Process to deal with incidents the company has caused or contributed to for internal and external stakeholders | Basic Approach to Corporate Governance |
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| Compliance | ||
| Corporate Governance Report | ||
| Grievance mechanisms that are legitimate, accessible, predictable, equitable, transparent, rights-compatible, a source of continuous learning, and based on engagement and dialogue | Compliance | |
| Outcomes of integration of the human rights principles | Human Rights Policy | |
| Compliance | ||
| Other established or emerging best practices | - | |
| Items | Robust Labour Management Policies & Procedures | |
|---|---|---|
| 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 to fulfill this criterion, including goals, timelines, metrics, and responsible staff | Sustainability Material Issues and Objectives for 2030 |
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| Reference to principles of relevant international labour standards (ILO Conventions) and other normative international instruments in company policies | Human Rights Policy | |
| Reflection on the relevance of the labour principles for the company | - | |
| Written company policy to obey national labour law, respect principles of the relevant international labour standards in company operations worldwide, and engage in dialogue with representative organization of the workers (international, sectoral, national). | Charter for Corporate Behavior / Behavioral Guidelines |
|
| 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 | Charter for Corporate Behavior / Behavioral Guidelines |
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| Participation and leadership in wider efforts by employers’ organizations (international and national levels) to jointly address challenges related to labour standards in the countries of operation, possibly in a tripartite approach (business – trade union – government). | - | |
| Structural engagement with a global union, possibly via a Global Framework Agreement | - | |
| Other established or emerging best practices | - | |
| 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 to fulfill this criterion, including goals, timelines, metrics, and responsible staff | Together with Employees | |
| Risk and impact assessments in the area of labour | Sustainability Material Issues and Objectives for 2030 |
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| Dialogue mechanism with trade unions to regularly discuss and review company progress in addressing labour standards | Together with Employees | |
| Labor-Management Relations | ||
| Allocation of responsibilities and accountability within the organization | Basic Approach to Corporate Governance |
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| Internal awareness-raising and training on the labour principles for management and employees | Together with Employees | |
| Developing Human Resources | ||
| Active engagement with suppliers to address labour-related challenges | Promoting Sustainability with Materials Manufacturers and Production Contractors |
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| 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 agreement with the representative organization of workers | Compliance | |
| Labor-Management Relations | ||
| Other established or emerging best practices | - | |
| 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 to fulfill this criterion, including goals, timelines, metrics, and responsible staff | Sustainability Material Issues and Objectives for 2030 |
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| System to track and measure performance based on standardized performance metrics | Sustainability Material Issues and Objectives for 2030 |
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| Developing Human Resources | ||
| Initiatives (Occupational Safety/ Facility Safety) |
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| Promoting Diversity & Inclusion | ||
| Promoting Work-Life Enrichment | ||
| Improving Employee Health | ||
| Dialogues with the representative organization of workers to regularly review progress made and jointly identify priorities for the future | Labor-Management Relations | |
| 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 | - | |
| Outcomes of integration of the Labour principles | Measures to Prevent Human Rights Abuse (Human Rights Due Diligence) |
|
| Compliance Awareness Survey | ||
| Promoting Diversity & Inclusion | ||
| Other established or emerging best practices | - | |
| Items | Robust Environmental Management Policies & Procedures | |
| 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 to fulfill this criterion, including goals, timelines, metrics, and responsible staff | Sustainability Material Issues and Objectives for 2030 |
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| Together with the Environment | ||
| Environmental Approach and Policy / Management |
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| LION Eco Challenge 2050 Long-Term Environmental Objectives |
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| Reference to relevant international conventions and other international instruments (e.g. Rio Declaration on Environment and Development) | Environmental Approach and Policy / Management |
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| Reflection on the relevance of environmental stewardship for the company | LION Eco Challenge 2050 Long-Term Environmental Objectives |
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| Written company policy on environmental stewardship | Environmental Approach and Policy / Management |
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| Inclusion of minimum environmental standards in contracts with suppliers and other relevant business partners | Promoting Sustainability with Materials Manufacturers and Production Contractors |
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| Specific commitments and goals for specified years | LION Eco Challenge 2050 Long-Term Environmental Objectives |
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| Other established or emerging best practices | Recycling Resources | |
| 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 to fulfill this criterion, including goals, timelines, metrics, and responsible staff | Environmental Approach and Policy / Management |
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| Environmental risk and impact assessments | Disclosure based on TCFD recommendations |
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| Overview of Environmental Burden Created by Business Activities |
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| Realizing a Resource-Circulating Society |
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| Realizing a Decarbonized Society | ||
| Assessments of lifecycle impact of products, ensuring environmentally sound management policies | LION Eco Challenge 2050 Long-Term Environmental Objectives |
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| Overview of Environmental Burden Created by Business Activities |
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| Realizing a Decarbonized Society | ||
| Realizing a Resource-Circulating Society |
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| Overview of Lion’s Biodiversity- Friendly Business Activities |
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| ESG Data and Third-Party Verification | ||
| Allocation of responsibilities and accountability within the organisation | Environmental Management Structure | |
| Internal awareness-raising and training on environmental stewardship for management and employees | Environmental Communication | |
| Grievance mechanisms, communication channels and other procedures (e.g. whistleblower mechanisms) for reporting concerns or seeking advice regarding environmental impacts | Compliance | |
| Environmental Communication through Events |
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| Other established or emerging best practices | - | |
| 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 to fulfill this criterion, including goals, timelines, metrics, and responsible staff | Environmental Approach and Policy / Management |
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| System to track and measure performance based on standardized performance metrics | Environmental Approach and Policy / Management |
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| Environmental Management Structure | ||
| Environmental Objectives and Achievements |
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| Leadership review of monitoring and improvement results | Environmental Approach and Policy / Management |
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| Environmental Management Structure | ||
| Process to deal with incidents | Environmental Approach and Policy / Management |
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| Environmental Management Structure | ||
| Audits or other steps to monitor and improve the environmental performance of companies in the supply chain | Sustainability Material Issues and Objectives for 2030 |
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| Promoting Sustainability with Materials Manufacturers and Production Contractors |
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| Outcomes of integration of the environmental principles | Legal Compliance | |
| ESG Data and Third-Party Verification | ||
| Management of Chemical Substances | ||
| Other established or emerging best practices | - | |
| Items | Robust Anti-Corruption Management Policies & Procedures | |
|---|---|---|
| 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 to fulfill this criterion, including goals, timelines, metrics, and responsible staff | LION Anti-Bribery Principles | |
| Publicly stated formal policy of zero-tolerance of corruption | Charter for Corporate Behavior / Behavioral Guidelines |
|
| Procurement Principles | ||
| LION Anti-Bribery Principles | ||
| Initiatives and External Evaluations | ||
| Commitment to be in compliance with all relevant anti-corruption laws, including the implementation of procedures to know the law and monitor changes | Charter for Corporate Behavior / Behavioral Guidelines |
|
| Procurement Principles | ||
| LION Anti-Bribery Principles | ||
| Statement of support for international and regional legal frameworks, such as the UN Convention against Corruption | Initiatives and External Evaluations | |
| Detailed policies for high-risk areas of corruption | - | |
| Policy on anti-corruption regarding business partners | Charter for Corporate Behavior / Behavioral Guidelines |
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| Procurement Principles | ||
| LION Anti-Bribery Principles | ||
| Other established or emerging best practices | - | |
| 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 to fulfill this criterion, including goals, timelines, metrics, and responsible staff | - | |
| Support by the organization’s leadership for anti-corruption | Initiatives and External Evaluations | |
| Carrying out risk assessment of potential areas of corruption | Internal Control System | |
| Risk Management | ||
| Human Resources procedures supporting the anti-corruption commitment or policy, including communication to and training for all employees | Compliance | |
| Internal checks and balances to ensure consistency with the anti-corruption commitment | Internal Control System | |
| Risk Management | ||
| Actions taken to encourage business partners to implement anti-corruption commitments | Promoting Sustainability with Materials Manufacturers and Production Contractors |
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| Management responsibility and accountability for implementation of the anti-corruption commitment or policy | Internal Control System | |
| Risk Management | ||
| Communications (whistleblowing) channels and follow-up mechanisms for reporting concerns or seeking advice | Compliance | |
| Internal accounting and auditing procedures related to anticorruption | Internal Control System | |
| Risk Management | ||
| Other established or emerging best practices | - | |
| 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 to fulfill this criterion, including goals, timelines, metrics, and responsible staff | - | |
| Leadership review of monitoring and improvement results | Internal Control System | |
| Risk Management | ||
| Process to deal with incidents | Internal Control System | |
| Risk Management | ||
| Public legal cases regarding corruption | - | |
| Use of independent external assurance of anti-corruption programmes | - | |
| Outcomes of assessments of potential corruption and mechanisms for seeking advice /reporting procedures supporting anti-corruption policy. | - | |
| Other established or emerging best practices | - | |
| Items | Taking Action in Support of Broader 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 to fulfill this criterion, including goals, timelines, metrics, and responsible staff | Sustainability Material Issues and Objectives for 2030 |
|
| Align core business strategy with one or more relevant UN goals/issues | Medium-Term Management Plan | |
| 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 | - | |
| Criterion 16 |
The COP describes strategic social investments and philanthropy | |
| Any relevant policies, procedures, and activities that the company plans to undertake to fulfill this criterion, including goals, timelines, metrics, and responsible staff | Social Contribution Activities | |
| Sustainability Material Issues and Objectives for 2030 |
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| 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 | Social Contribution Activities | |
| Creating Healthy Living Habits | ||
| Coordinate efforts with other organizations and initiatives to amplify—and not negate or unnecessarily duplicate—the efforts of other contributors | Eco-First Commitment | |
| Social Contribution Activities | ||
| Together with Supply Chains | ||
| Initiatives to Establish Oral Care Habits | ||
| Inclusive Oral Care [Japanese] | ||
| 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 | Aiming for Sustainable Raw Material Procurement |
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| Other established or emerging best practices | - | |
| Criterion 17 |
The COP describes advocacy and public policy engagement | |
|---|---|---|
| Any relevant policies, procedures, and activities that the company plans to undertake to fulfill this criterion, including goals, timelines, metrics, and responsible staff | Social Contribution Activities | |
| Stakeholder Engagement | ||
| Publicly advocate the importance of action in relation to one or more UN goals/issues | Management Message | |
| Eco-First Commitment | ||
| Commit company leaders to participate in key summits, conferences, and other important public policy interactions in relation to one or more UN goals/issues | Eco-First Commitment | |
| Other established or emerging best practices | - | |
| Criterion 18 |
The COP describes partnerships and collective action | |
| Any relevant policies, procedures, and activities that the company plans to undertake to fulfill this criterion, including goals, timelines, metrics, and responsible staff | Social Contribution Activities | |
| Stakeholder Engagement | ||
| 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 | Social Contribution Activities | |
| Initiatives to Establish Oral Care Habits | ||
| Inclusive Oral Care [Japanese] | ||
| Eco-First Commitment | ||
| 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 | Together with Supply Chains | |
| Eco-First Commitment | ||
| Other established or emerging best practices | - | |
| Items | Corporate Sustainability Governance and Leadership | |
| Criterion 19 |
The COP describes CEO commitment and leadership | |
| Any relevant policies, procedures, and activities that the company plans to undertake to fulfill this criterion, including goals, timelines, metrics, and responsible staff | Basic Approach to Corporate Governance |
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| Sustainability Material Issues and Objectives for 2030 |
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| Management Message | ||
| CEO publicly delivers explicit statements and demonstrates personal leadership on sustainability and commitment to the UN Global Compact | Management Message | |
| CEO promotes initiatives to enhance sustainability of the company’s sector and leads development of industry standards | Eco-First Commitment | |
| CEO leads executive management team in development of corporate sustainability strategy, defining goals and overseeing implementation | Management Message | |
| Make sustainability criteria and UN Global Compact principles part of goals and incentive schemes for CEO and executive management team | Compensation System for Corporate Officer |
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| Other established or emerging best practices | - | |
| Criterion 20 |
The COP describes Board adoption and oversight | |
|---|---|---|
| Any relevant policies, procedures, and activities that the company plans to undertake to fulfill this criterion, including goals, timelines, metrics, and responsible staff | Basic Approach to Corporate Governance |
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| Board of Directors (or equivalent) assumes responsibility and oversight for long-term corporate sustainability strategy and performance | Basic Approach to Corporate Governance |
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| Sustainability Management (Implementation Framework) |
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| Board establishes, where permissible, a committee or assigns an individual board member with responsibility for corporate sustainability. | Leadership Team | |
| Sustainability Management (Implementation Framework) |
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| Board (or committee), where permissible, approves formal reporting on corporate sustainability (Communication on Progress) | Sustainability Management (Implementation Framework) |
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| 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 to fulfill this criterion, including goals, timelines, metrics, and responsible staff | Stakeholder Engagement | |
| Publicly recognize responsibility for the company’s impacts on internal and external stakeholders | Management Message | |
| Stakeholder Engagement | ||
| Define sustainability strategies, goals and policies in consultation with key stakeholders | Stakeholder Engagement | |
| Sustainability Material Issues and Objectives for 2030 |
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| Consult stakeholders in dealing with implementation dilemmas and challenges and invite them to take active part in reviewing performance | Stakeholder Engagement | |
| Establish channels to engage with employees and other stakeholders to hear their ideas and address their concerns, and protect ‘whistle-blowers’ | Stakeholder Engagement | |
| Compliance | ||
| Other established or emerging best practices | - | |