Employees
The Employees section evaluates how a company supports a positive work environment and fosters inclusivity by implementing policies and practices that effectively manage and develop its employees. It assesses the company’s use of employment standards and best practices, as well as its efforts to promote diversity, and gather employee feedback. Specific topics such as pay gap, working hours, employee engagement, and satisfaction are also addressed.
Helpful Resources
General:
Equality and Inclusion:
- Gender pay gap reporting: calculating the gender pay gap (UK Government, 2019)
- About the Civil Rights Division (US Dept of Justice)
- Making an inclusive transition to work for young people with disabilities (OECD, 2019)
- List of LGBTQ+ terms (Stonewall)
Important disclaimer:
Please note that there are no applicabilities in the questionnaire, this means that even if a user answers “no” to a question, the follow up questions will still apply to the user and result in a point loss. In particular, if you answered “no/none” to the questions in this section asking if targets have been formally set and approved for a specific impact and/or topic area, the N/A answer option is not available for the related questions asking whether annual milestone targets have been met and whether those have been publicly reported, and you must answer “no”.
About this question
Measuring employee satisfaction through surveys, focus groups and other tools indicates that employees are recognized as key stakeholders and allows companies to identify opportunities to improve.
This question checks that a formal process is in place by which employees regularly feedback to management on satisfaction and engagement. By measuring employee satisfaction and gathering feedback on the effectiveness of its employment practices, an organization recognizes the importance of its employees’ stakeholding and can more clearly and accurately assess what areas need to be improved.
Employee engagement is a strategic business objective as satisfied and engaged employees lead to long-term employee retention, higher employee performance, improved quality of work, and organizational success.
- Answer yes if you can provide evidence that your company has a formal process in place to gather feedback from employees
- Answer no if you cannot provide evidence of how the company gathers this feedback, or if there is no process of gathering feedback from employees in your company
Applicability: Brand, Retailer, Brand and Retailer
Reference ID: sem.MQ
Evidence
Either
- Partnership agreements with e.g., employee engagement consultancy, research organization, NGO, trade union or other third-party engaged to gather data on employee satisfaction
or
- Link or screenshot of documents/ materials demonstrating the mechanisms used for gathering data on employee satisfaction (e.g., survey, focus groups)
and
- Internal documents describing process and outcomes of consultation – with evidence of oversight by senior leadership
Optional supplementary evidence:
- Screenshot of documents or other materials demonstrating examples of employee feedback mechanisms (such as focus group feedback)
Topic areas
Employee voice and representation
About this question
A pay gap is calculated by comparing the median pay rate of one group against another across an organization. Calculating pay gaps helps identify areas of inequality. Some pay gap reporting is required by law in some regions.
This question asks all companies, irrespective of jurisdiction, whether they routinely measure pay gaps. An example of pay gap measurement could be between the median pay of men and women (gender pay gap).
- Answer yes if you can provide evidence that your company has a formal process in place to measure and report on one or more ‘pay gaps’ (internal reporting is acceptable for this question)
- Answer no if this calculation is not carried out in your company
Applicability: Brand, Retailer, Brand and Retailer
Reference ID: sem.Mg
Evidence
Provide
- Screenshots of internal systems and/or documents and spreadsheets demonstrating how pay gap data is collected and recorded over time
and
- Evidence of oversight by senior leadership (e.g., ESG Committee minutes, HR/Reward Director report, Board papers)
Topic areas
Wages and benefits, diversity, equity and inclusion
About this question
A pay gap is calculated by comparing the median pay rate of one group against another across an organization. Calculating pay gaps helps identify areas of inequality. Some pay gap reporting is required by law in some regions (e.g., gender pay gap reporting).
This question gives the opportunity to demonstrate leading practice if your company identifies pay gaps above and beyond those required by law. For some companies this could be by calculating one area when none is required in your company’s region. For other companies, this will mean calculating more broadly and including characteristics that are not required by law (e.g., calculating a disability pay gap in addition to a statutory gender pay gap report).
- Select one or more of the listed characteristics where you can provide evidence that your company has a formal process in place to measure a ‘pay gaps’ beyond what is required by the law (internal reporting is acceptable in this question)
- Select none if no pay gaps are calculated by your company, or if your company only calculates what is required by law
Applicability: Brand, Retailer, Brand and Retailer
Reference ID: sem.Mw
Evidence
Either
- Link to published report or update setting out pay gap analysis for each Characteristic (e.g., Gender/Other characteristic pay gap report, ESG report, Annual Report and Accounts, progress update on corporate website, DEI report etc.)
or
- Screenshots of internal systems and/or reports, documents and spreadsheets demonstrating the characteristics by which pay gap data is collected and analysed
and
- Evidence of oversight by senior leadership (e.g., ESG Committee minutes, HR / Reward Director report, Board papers)
Topic areas
Wages and benefits, diversity, equity and inclusion
About this question
A living wage is defined as the income necessary for a worker to meet their basic needs and those of their family, including housing, food, healthcare, and education, in a specific location. This often exceeds the minimum wage requirements set by law. Addressing this complexity, this question probes whether your company employs a method to verify that wages surpass the legal minimum wage benchmarks.
To bridge the gap between current wages, minimum wages, and living wages, companies must utilize credible living wage benchmarks tailored to each operational region. This inquiry seeks to understand if your company adopts a location-specific living wage calculation methodology, endorsed or validated by reputable, locally representative organizations. An illustrative example is the adoption of the Anker Methodology, which involves stakeholder engagement for validating living wage estimates transparently.
- Answer yes if you can demonstrate that your company assesses pay rates (including those of temporary workers) against a recognized methodology to ensure the payment of a living wage.
- Answer partial yes if you can show that your company has applied a recognized living wage methodology on a restricted basis, such as in a single geographic area.
- Answer no if your company has not engaged a recognized methodology to ascertain living wage compliance, relies solely on legal minimum wage standards, or does not ensure a living wage for its workforce.
Applicability: Brand, Retailer, Brand and Retailer
Reference ID: sem.NA
Evidence
Either
- Link to published report or update (e.g., ESG Report, Annual Report and Accounts) setting out commitment to paying living wages, scope of employees covered by the commitment (e.g., region, role type), and methodology used to calculate the living wage
or
- Formal accreditation as a Living Wage employer from an established NGO or other third-party body setting out scope and methodology of living wage commitment (e.g., Living Wage Foundation)
or
- Internal documentation indicating scope of employees covered by commitment to living wage and methodology used to calculate living wage (HR reports, Board papers, trade union correspondence)
and
- Evidence of oversight by senior leadership (e.g., ESG Committee minutes, HR / Reward Director report, Board papers)
Optional supplementary evidence:
- Screenshots of modeling system used to calculate living wage in different regions
- Guidelines on how the living wage methodology is used
Topic areas
Wages and benefits
About this question
The development of skills requires a training program that is fair, equitable and accessible. Everyone’s performance is critical in building and maintaining a high performing organization.
Planning learning and development means first understanding the performance required and then identifying skills’ needs at organizational, group and individual level. Learning and development opportunities enable individuals to progress in their careers. A process that ensures equal opportunity to these is therefore an important element in progressing diversity, equity and inclusion. Employees are entitled to expect that learning and development will be carried out in a fair and equitable manner, to ensure that progression opportunities are not limited to particular groups.
This question identifies whether your company has a transparent assessment process and strategic approach to learning and development that is fair and inclusive of all employees.
- Answer yes if you can provide evidence of a systematic and strategic approach to learning and development
- Answer partial yes if only selected parts of your organization are covered by your company’s learning and development approach (e.g., head office only)
- Answer no if training, learning and development activities are carried out on an ad hoc basis, or if there is no learning and development strategy or policy, or if no training, learning or development took place
Applicability: Brand, Retailer, Brand and Retailer
Reference ID: sem.NQ
Evidence
Either
- Link to published learning and development strategy including evidence that a fair and equitable approach is taken to providing learning and development opportunities
or
- Internal learning and development strategy and implementation documentation
and
- Evidence of oversight by board/senior leadership (e.g., HR Director endorsement, Board papers)
Optional supplementary evidence:
- Examples/screenshots from internal communications setting out your company’s inclusive and equitable learning and development offer
Topic areas
Diversity, equity and inclusion, learning and development
About this question
Targets and indicators are critical as they establish and maintain effective practices throughout a company. This question demonstrates whether strategic Human Resources (HR) approaches are in place to address specific employment related risks and opportunities.
To drive effective progress, targets should be specific, measurable, achievable, realistic and time bound. Targets should be approved by the company’s senior management, and relevant employees should be accountable for the monitoring and achievement of KPIs.
- Select one or more of the areas of employment practice where you can provide evidence that your company has set formal targets to improve its standards or performance
- Select none if there are no formal targets in place related to the employment standards listed
Applicability: Brand, Retailer, Brand and Retailer
Reference ID: sem.Ng
Evidence
Either
- Link to published targets (e.g., ESG strategy or report, HR strategy or report, Diversity, Equity and Inclusion Report, progress report on corporate website, Health and Safety report, Annual Report and Accounts)
or
- Internal strategy or program documentation indicating targets
and
- Evidence of oversight by board/senior leadership (e.g., ESG Committee minutes, HR Director report, Board papers)
Topic areas
Employment standards, wages and benefits, diversity, equity and inclusion, learning and development, career development, health, safety and wellbeing, employee voice and representation
About this question
Targets and indicators are critical as they establish and maintain effective practices throughout a company. This question asks if a strategic approach is in place to identify and address pay gaps amongst employees against one or more characteristics (e.g., gender, race, age).
To drive effective progress, targets should be specific, measurable, achievable, realistic and time bound. Targets should be approved by the company’s senior management, and relevant employees should be accountable for the monitoring and achievement of KPIs.
- Answer yes if you can provide evidence that your company has formal targets in place to strategically address pay gaps identified across its business for one or more characteristics
- Answer partial yes if you can provide evidence that your company has a target or targets to address one or more pay gaps in a limited section of the business (e.g., in one department or site only)
- Answer no if there are no formal targets in place to address pay gaps identified, or if no pay gaps have been identified
Calculating pay gaps is a means to identify areas of inequality amongst the workforce. See SEM02 and SEM03 for guidance on how to calculate a pay gap.
Applicability: Brand, Retailer, Brand and Retailer
Reference ID: sem.Nw
Evidence
Either
- Link to published targets (e.g., ESG strategy or report, Pay Gap reports, HR strategy or report, Diversity, Equity and Inclusion Report, pay gap information on corporate website
or
- Internal HR, Reward or pay and benefits strategy or documentation indicating corporate pay gap reduction targets
and
- Evidence of oversight by board/senior leadership (e.g., ESG Committee minutes, HR Director report, Board papers)
Topic areas
Wages and benefits, diversity, equity and inclusion
About this question
Employment standards are essential to regulate the relationship between the company and its employees, to ensure safe, fair and decent work and compliance with the law.
However, policies and procedures can become ineffective or inappropriate over time – for example due to changes in the law, changes within the company, changes of culture, expansion to new regions, efforts to improve employee experience or to demonstrate best practice. Therefore it is important to ensure that a company’s employment standards are reviewed on a regular basis to identify areas of non-compliance, or need for improvement.
This question asks what systems are in place in your company to ensure its employment (human resources) standards are updated, compliant and fit for purpose. This could include a regular audit, regular reporting by an appropriately qualified human resources professional, input from external advisors, a board committee, a benchmarking process or similar.
- Answer yes if you can provide evidence that your company has a formal process in place to ensure its employment standards remain compliant and support decent work in all relevant jurisdictions
- Answer partial yes if you can provide evidence that your company has a formal process in place to ensure its employment standards remain compliant and support decent work in some of the regions where it has operations
- Answer no if your company has no documented process in place to ensure employment standards are compliant with the law
Applicability: Brand, Retailer, Brand and Retailer
Reference ID: sem.OA
Evidence
Either
- Link to published corporate governance policy or procedure that describes how employment standards are maintained (e.g., responsible persons, timeframes, process etc…). May be found in annual report, corporate governance section of website
or
- Employee handbook/standard contractual terms describing employment standards (including date of publication)
and
- Policy or process documentation indicating how your company updates its employment standards and employee handbook in line with changing regulation and other external requirements
and
- Evidence of oversight by board/senior leadership (e.g., role description of responsible person HR Director, senior director or legal advisor that includes ensuring employment standards are maintained in all territories)
Topic areas
Employment standards
About this question
Compliance on key employment policies ensures effective and consistent practices throughout the company. This question asks you to demonstrate whether strategic Human Resources (HR) initiatives are in place to achieve your company’s targets in relation to a number of critical employment standards and practices.
- Select one or more employment areas for which you can provide evidence that your company has implemented a strategic plan, initiative or program to achieve its targets
- Select none if your company has not implemented a strategic plan or program for any of these employment related areas
Applicability: Brand, Retailer, Brand and Retailer
Reference ID: sem.OQ
Evidence
Either
- Links to published HR documentation, policies, or corporate governance routines or reports, indicating the process by which your company ensures its employment standards are compliant (e.g., internal audit, annual review, responsible persons)
and
- Evidence of oversight by board/senior leadership (e.g., HR Director’s report to the board, board papers and minutes, contract with third-party audit company, report by third-party audit company)
or
- Internal HR or Corporate Governance documents and processes that indicate how your company ensures its employment standards are compliant (e.g., responsible person’s role description, annual review, internal audit processes)
and
- Evidence of oversight by board/senior leadership (e.g., HR Director’s report to the board, board papers and minutes, contract with third-party audit company, report by third-party audit company)
Topic areas
Employment standards
About this question
This question demonstrates whether strategic Human Resources (HR) initiatives are in place to achieve your company’s targets in relation to a range of critical employment related risks and opportunities.
- Select one or more topic areas for which you can provide evidence that your company has implemented a strategic plan, initiative or program to achieve its targets
- Select none if your company has not implemented a plan or program for any of these topic areas
Each of the topic areas in the dropdown list is defined in the Glossary.
Applicability: Brand, Retailer, Brand and Retailer
Reference ID: sem.MTA
Evidence
Either
- Links to published HR documentation, policies, or corporate governance routines or reports, indicating the process by which your company ensures its employment standards are compliant (e.g., internal audit, annual review, responsible persons)
and
- Evidence of oversight by board/senior leadership (e.g., HR Director’s report to the board, board papers and minutes, contract with third-party audit company, report by third-party audit company)
or
- Internal HR or Corporate Governance documents and processes that indicate how your company ensures its employment standards are compliant (e.g., responsible person’s role description, annual review, internal audit processes)
and
- Evidence of oversight by board/senior leadership (e.g., HR Director’s report to the board, board papers and minutes, contract with third-party audit company, report by third-party audit company)
Topic areas
Employment standards, wages and benefits, diversity, equity and inclusion, learning and development , career development, health, safety and wellbeing, employee voice and representation, transparency
About this question
Measuring strategic employment topics and outcomes is an important responsibility within companies’ human rights and social risk approach.
This question asks for evidence that your company is monitoring its progress on strategic employment topics and achieved its stated goals during the reporting year.
- Answer yes if you can provide evidence that 100% of your company annual milestone targets have been fully met
- Answer partial yes if you can provide evidence that at least 50% of your company annual milestone targets have been fully met
- Answer no if less than 50% of your company annual milestone targets have been fully met
Applicability: Brand, Retailer, Brand and Retailer
Reference ID: sem.MTE
Evidence
Either
- Links to published HR documentation, policies, or corporate governance routines or reports, indicating the process by which your company ensures its employment standards are compliant (e.g., internal audit, annual review, responsible persons)
and
- Evidence of oversight by board/senior leadership (e.g., HR Director’s report to the board, board papers and minutes, contract with third-party audit company, report by third-party audit company)
or
- Internal HR or Corporate Governance documents and processes that indicate how your company ensures its employment standards are compliant (e.g., responsible person’s role description, annual review, internal audit processes)
and
- Evidence of oversight by board/senior leadership (e.g., HR Director’s report to the board, board papers and minutes, contract with third-party audit company, report by third-party audit company)
Topic areas
Employment standards
About this question
Developing proactive programs to reduce pay gaps helps diminish areas of inequality.
This question asks if your company is taking proactive steps to reduce or eliminate structural pay inequalities as measured by pay gap calculations.
- Select one or more characteristics for which your company has implemented a plan or program to reduce pay inequality (as measured by calculating pay gap ratios)
- Select none if your company has not implemented a plan or program to address pay inequality for any of the listed characteristics
Applicability: Brand, Retailer, Brand and Retailer
Reference ID: sem.MTI
Evidence
Either
- Link to published HR, Reward or DEI strategy, indicating specific, pro-active programs in place to reduce pay gaps for each of the selected characteristics
or
- Internal HR, Reward or DEI strategy or implementation program documentation indicating specific, pro-active programs in place to reduce pay gaps for each of the selected characteristics
and
- Evidence of oversight by board/senior leadership (e.g., ESG Committee minutes, HR Director validation, Board papers)
Optional supplementary evidence:
- Examples of specific initiatives in place to reduce pay gaps for specific characteristics (e.g., board sponsorship program for women leaders)
Topic areas
Wages and benefits, diversity, equity and inclusion
About this question
Developing proactive programs to reduce pay gaps helps diminish areas of inequality.
This question asks for evidence that your company is monitoring its progress on improving gender and other pay gaps and achieved its stated goals during the reporting year.
- Answer yes if you can provide evidence that 100% of your company annual milestone targets have been fully met
- Answer partial yes if you can provide evidence that at least 50% of your company annual milestone targets have been fully met
- Answer no if less than 50% of your company annual milestone targets have been fully met
Applicability: Brand, Retailer, Brand and Retailer
Reference ID: sem.MTM
Evidence
Either
- Link to published report or update demonstrating targets and milestones related to pay gaps, and your company’s progress against them for the reporting period (e.g., Pay Gap reports, ESG report, Annual Report and Accounts, progress update on corporate website, DEI report)
or
- Internal progress report demonstrating targets and milestones for the pay gaps selected, and your company’s progress against them for the reporting period and
- Evidence of oversight by senior management (e.g., Board ESG Committee papers, ESG ‘Dashboard’, HR Director report to board)
or
- Report on your company’s progress from a third-party assessment framework, NGO or benchmarking organization
Topic areas
Wages and benefits, diversity, equity and inclusion
About this question
Proactive diversity recruitment programs are considered a critical area of diversity and inclusion. This question asks for a program that demonstrates a systematic approach to addressing equal opportunity in recruitment practices.
Programs of this nature may include measuring and analyzing applicant data for diversity characteristics, training and other interventions to eliminate bias, engagement with stakeholders from under-represented communities to identify and remove barriers to application, proactive advertising strategies to attract specific groups, taking steps to reduce bias in interviewing (such as training, and ensuring diverse panels), as well as taking steps to facilitate the effective onboarding and retention of new recruits.
- Answer yes if you can provide evidence that your company has a proactive strategy in place to attract diverse talent
- Answer no if there is no proactive diversity recruitment program in place
Applicability: Brand, Retailer, Brand and Retailer
Reference ID: sem.MTQ
Evidence
Either
- Links to published HR/People strategy, DEI strategy, recruitment strategy indicating steps taken to increase the diversity of your company’s workforce by attracting diverse talent.
or
- Internal recruitment strategy or implementation program documentation (plans, processes, guidance, reports)
and
- Evidence of oversight by board/senior leadership (e.g., ESG Committee minutes, Board papers)
Optional supplementary evidence:
- Training materials for recruiting managers, examples of inclusive recruitment campaigns, partnership agreements with NGOs or other expert advisors supporting your company’s proactive work to attract diverse talent (e.g., partnership with a disability charity)
Topic areas
Diversity, equity and inclusion
About this question
Reporting publicly on your company’s progress on achieving targets in key strategic employment areas is an indicator of commitment, transparency and good practice. This question asks you to confirm your company’s approach across different employee factors.
- Select one or more employment related topics for which you can provide evidence that your company has reported publicly on its targets and progress
- Select none if you are unable to provide evidence of public reporting, or if there are no employment targets and/or progress to report on
Each of the topic areas in the dropdown list is defined in the Glossary.
Applicability: Brand, Retailer, Brand and Retailer
Reference ID: sem.MTU
Evidence
Provide
- Links to most recent published reports indicating where your company’s report on progress against selected employment standards can be found (e.g., ESG Report, Annual Report and Accounts, Corporate Governance section of website, HR Report, DEI report etc.)
Topic areas
Employment standards, wages and benefits, diversity, equity and inclusion, learning and development , career development, health, safety and wellbeing, employee voice and representation, transparency
About this question
Reporting your company’s progress on reducing pay gaps is an indicator of transparency and good practice. A pay gap is calculated by comparing the median pay rate of one group against another across an organization. Calculating pay gaps helps identify areas of inequality. Some pay gap reporting is required by law in some regions (e.g., gender pay gap reporting). However, transparent reporting demonstrates good practice in corporate governance.
This question asks all companies, irrespective of their jurisdiction, whether their public pay gap reporting extends beyond compliance with the law. For some companies this could be by reporting on one area when none is required in your company’s region. For other companies, this will mean reporting more broadly and including areas that are not required by law (e.g., disability pay gap in addition to a statutory gender pay gap report).
- Select one or more characteristics for which you can provide evidence that your company’s pay gap reporting is in the public domain
- Select none if you are unable to provide evidence of public pay gap reporting, or if your pay gap reporting is for internal use only
Applicability: Brand, Retailer, Brand and Retailer
Reference ID: sem.MTY
Evidence
Provide
- Links to most recent published reports indicating where pay gap ratios for selected characteristics can be found (e.g., Gender/Other Characteristic Pay Gap Report, Annual Report and Accounts, Corporate Governance section of website, HR Report, DEI report etc…)
Topic areas
Wages and benefits, diversity, equity and inclusion, transparency
About this question
The CEO pay ratio is calculated by dividing the CEO’s compensation by the pay of the median employee, meaning half of a company’s workers make more and half make less. Employers have a role to play in balancing pay fairly for earners at all levels.
To address concerns about fairness in how organizations treat their stakeholders, and bring more transparency to issues of executive compensation, some regulatory bodies require companies to report publicly on the ratio of CEO pay to median worker pay (e.g., a ratio of 63:1). This question asks all companies, if they are covered by this reporting legislation, if they calculate and publish CEO to median worker pay ratio information. If your company has a different title for the most senior leader (e.g President, Managing Director) , these can be substituted for ‘CEO’ in this question.
- Answer yes if you can provide evidence that your company publishes the ratio of its CEO pay compared with median worker pay
- Answer no if this information is not in the public domain
Applicability: Brand, Retailer, Brand and Retailer
Reference ID: sem.MTc
Evidence
Provide
- Link to the most recent published report indicating where ratio of CEO pay to median worker pay can be found (e.g., Annual Report and Accounts, Corporate Governance section of website, HR Report, DEI report etc.)
Topic areas
Wages and benefits, diversity, equity and inclusion, transparency
About this question
Relevant stakeholders, including workers unions, civil society or government representatives can provide guidance and input in the development of robust employment programs. Stakeholder engagement is the process of identifying, analyzing, planning and engaging with individuals, and groups that are affected by a company’s activities. In relation to employment matters, stakeholders include employees and their representatives, as well as expert advisors.
This question asks whether your company has engaged with employees and associated stakeholders (such as trade unions) to inform the development of its programs or strategies.
- Answer yes if you can provide evidence that your company engaged with employees, employee representatives and employee stakeholders in relation to employment / human resources strategy development
- Answer no if your company did not engage with stakeholders in relation to its employment strategies and programs, or if you cannot provide evidence of stakeholder engagement
Applicability: Brand, Retailer, Brand and Retailer
Reference ID: sem.MTg
Evidence
Either
- Partnership agreements with e.g Trade Union, NGO, expert consultancy or other third parties engaged to carry out stakeholder engagement work
or
- Link or screenshot demonstrating mechanisms used for stakeholder consultation (e.g survey, grievance mechanism platforms,focus groups)
and
- Internal documents describing process and outcomes of consultation – verified by senior leader
Optional supplementary evidence:
- Screenshot of documents or other materials demonstrating examples of stakeholder feedback
Topic areas
Employment standards, wages and benefits, diversity, equity and inclusion, learning and development, career development, health, safety and wellbeing, employee voice and representation and stakeholder engagement
About this question
This question is an opportunity to demonstrate that your company takes a collaborative approach to addressing human rights risks and opportunities in the workplace. Working collaboratively with other businesses, civil society or governmental groups by funding or participating in joint initiatives is an effective way to drive progress in complex issues.
Examples could include working with a cross-sector group, NGO’s, a group of businesses, a membership organization. For example, working with other organizations to tackle the low representation of people with disabilities in the workplace, or addressing mental health at work at sector level.
- Select one or more of the employment areas listed if you can provide evidence that your company has collaborated with other organizations to address these employment risks and opportunities in the workplace
- Select none if you cannot provide evidence of any collaborative work on the listed employment risks and opportunities in the workplace, or if collaboration has not formed part of your strategy
Applicability: Brand, Retailer, Brand and Retailer
Reference ID: sem.MTk
Evidence
Either
- Link to membership/signatory page or annual report published on the website of the relevant multi-stakeholder initiative/s, indicating the topics addressed and your company’s logo/name plus signatory/membership level during the reporting period
or
- Membership/signatory agreement/s including company’s name and level of commitment to the MSI
and
- Document or link to information indicating how the topic is addressed by the multi-stakeholder initiative(s)
Optional supplementary evidence:
- Examples of your company’s data/reporting submission required by the MSI
- Feedback from an NGO on your company’s contribution to the MSI
Topic areas
Employment standards, wages and benefits, diversity, equity and inclusion, learning and development, career development, health, safety and wellbeing, employee voice and representation and stakeholder engagement