| Target 2008 |
Results 2008 |
Target 2009 |
| Ensure strong ownership of the Ethics Code of Conduct throughout the organisation. |
Completed. The Ethics roll-out ("The Right Way") workshops, targeting over 2,000 managers from nearly 40 countries, aimed to secure universal ownership of the Ethics Code of Conduct throughout the organisation. |
Implement measures to ensure ethics remains on everyone's agenda. |
| Improved ISR risk management integrated into the decision-making process. |
Completed. New and stricter requirements for integrity due diligence introduced; strengthened integrity and social responsibility requirements and participation in decision-making and quality review process. |
Operationalise requirements for integrity due diligence based on company and stakeholder feedback. |
| Increase nce awareness of ISR risks in key countries. |
Held 12 Country Risk Workshops and eight CISR Country Forums; piloting of Early Phase Risk Assessment tool in key project opportunities; supply-chain review project of eight major projects; and security and human rights risk review in one priority country. |
Increase awareness of country and reputation risks in key countries. |
| Conduct human rights assessments in selected high risk countries. |
Completed. Human rights assessments were conducted in two countries. Additionally, security and human rights risks were reviewed in one priority country, and a supply chain review was initiated in eight projects. |
Implementation of VPSHR in relevant operations. |
| Ensure clear ISR standards in the procurement process and in partnerships. |
Completed. New integrity due diligence procedure introduced; Supplier Declaration implemented (see Working with our Suppliers - hyperlink). |
Strengthen follow-up of labour standards in supply chain. |
| Deliver training on human rights to staff in high risk areas. |
Partially complete. Training in social responsibility, including a module on human rights, provided for project managers at basic and executive levels, to all CSR personnel, and to one regional management entity. |
Provide human rights training for priority management and project teams. |
| Develop a strategy for local content and support country activities. |
Strategy teams across the business collaborated to enhance our partnership and local content approaches and activities in selected operations. |
Support local content ambitions and tracking in key operations. |
| Further develop Integrity and Social Responsibility (ISR) training and adapt it to different staff target groups. |
Completed. See Integrity and Transparency (hyperlink) for a description of integrity and anti-corruption courses completed. Social responsibility training was also provided for project management, executives, new staff and all CSR personnel in the organisation. |
Strengthen precision and competence in internal CSR requirements and network. |
| Ensure improved stakeholder dialogue and reporting processes. |
Partially completed. Improved reporting in accordance with GRI; web reporting enabled improved targeting of different stakeholders and concerns. |
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| Test and finalise the approach to understanding and managing socio-economic impacts of operations. |
Partially completed. Contributed to the finalisation and launch of the Measuring Impact framework. |
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