Communication on Progress

Tarkett: 2017 Communication on Progress

Participant
Published
  • 24-May-2018
Time period
  • January 2017  –  December 2017
Files
Links
Format
  • Part of an annual (financial) report
Differentiation Level
  • This COP qualifies for the Global Compact Advanced level
Self-assessment
  • Includes a CEO statement of continued support for the UN Global Compact and its ten principles
  • Description of actions or relevant policies related to Human Rights
  • Description of actions or relevant policies related to Labour
  • Description of actions or relevant policies related to Environment
  • Description of actions or relevant policies related to Anti-Corruption
  • Includes a measurement of outcomes
  • Meets all criteria for the GC Advanced level
Verification
and Transparency
  • How is the accuracy and completeness of information in your COP assessed by a credible third-party?

  • 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) 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 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:

  • Applies the GRI Sustainability Reporting Guidelines or the GRI Standards

  • Is 'in accordance - core' with GRI Standards

  • Applies elements of the International Integrated Reporting Framework

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

  • Is 'in accordance - comprehensive' with GRI Standards

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

    Full integration of CSR objectives and KPIs across the Group, within each of the divisions and cross-business functions, including Research & Innovation & Environment, Operations, Legal, HR, Purchasing, Marketing & Sales.

  • 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

  • Communicate policies and expectations to suppliers and other relevant business partners

  • Undertake awareness-raising, training and other types of capacity building with suppliers and other business partners

  • 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

  • Implement monitoring and assurance mechanisms (e.g. audits/screenings) for compliance within the company’s sphere of influence

  • Other established or emerging best practices

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

  • Monitoring draws from internal and external feedback, including affected stakeholders

  • Other established or emerging best practices

    For example, the Group has implemented a thorough process to manage, monitor, review and improve safety at plants (both for Tarkett employees and external partners) via its World Class Manufacturing program.

  • Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff

  • System to monitor the effectiveness of human rights policies and implementation with quantitative and qualitative metrics, including in the supply chain (BRE3 + ARE3)

  • 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

  • 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)

  • 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 stipulating human rights expectations of personnel, business partners and other parties directly linked to operations, products or services (BRE 1)

  • Statement of policy publicly available and communicated internally and externally to all personnel, business partners and other relevant parties (BRE 1 + BRE 5 + ARE 1 + ARE 5)

  • Other established or emerging best practices

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

  • 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

    Through Tarkett Cares, we are offering 2 days of volunteer activity for charity initiatives possible for all employees. In 2017, over 140 initiatives WW (including related to human rights) were carried out by 1400 employees.

  • Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff

  • Process to 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)

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

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

  • 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

    144 collective agreements are in place at Tarkett (at Group and/or site level). We ask our suppliers to commit to the 10 principles of UN Global Compact (74% of our raw materials).

  • 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

  • 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).

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

  • 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

  • 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

    In addition to dialog with local Labor Unions in different countries, the Group’s European works council fosters dialogue in Europe. Several times per year, this council brings together trade union representatives with Group Management.

  • 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

  • Allocation of responsibilities and accountability within the organization

  • 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

  • Other established or emerging best practices

    In addition to dialog with local Labor Unions in different countries, the Group’s European works council fosters dialogue in Europe. Several times per year, this council brings together trade union representatives with Group Management.

  • 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

  • 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

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

    2020 environmental objectives and KPIs and Cralde to Cradle principles. Commitment to circular economy with healthy materials ; climate change ; people friendly spaces for good indoor environment (ie: products with low VOC and phthalate-free...).

  • 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

    Driven by structured, transparent, rigorous and robust CSR reporting process including dedicated KPI's; audited by a third party. WCM dashboard and monitoring at plants.

  • 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

    WCM program with environmental & safety pilars (KPIs, audit, training, procedures...). ISO 50001 (energy efficiency) for relevant plants in Europe. C2C assessment of raw marerials (96%)

  • 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 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)

  • Other established or emerging best practices

    The Group complies with all the laws and regulations of the countries in which it operates. This undertaking is deployed through the Code of Ethics and its application is controlled by the legal department & audit & internal control department.

  • 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

  • Public legal cases regarding corruption (D14)

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

  • Outcomes of integration of the anti-corruption principle

  • 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)

  • Other established or emerging best practices

    In 2017, Tarkett has, pursuant to Sapin II Law, initiated a new prevention / corruption program throughout its entities which consists of various measures such as: risk assessment, new code of conduct, standard anti-corruption clauses 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

  • Communications (whistleblowing) channels and follow-up mechanisms for reporting concerns or seeking advice (D9)

  • Internal accounting and auditing procedures related to anticorruption (D10)

  • 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)

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

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

  • Other established or emerging best practices

    The Group strenghtened its compliance program, for example through enhancing the frequency of training sessions for employees on competition risk (face- to- face training & e-learning).

  • 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

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

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

  • 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

    Through its corporate Social Responsibility initiatives, Tarkett contributes in particular to 7 of the 17 UN Sustainable Development Goals.

  • 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

    Tarkett regularly participates in international innovation and sustainable development- focused programs and events (e.g. WEF Davos, CE 100), alongside NGOs, assessment agencies, and governmental bodies (French circular economy roadmap, EU debates...).

  • 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 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

  • Other established or emerging best practices

    One Tarkett Cares example: financially supporting “Baht for a better Life” in Thailand, a program for educational access for children from poor neighborhoods in Bangkok and rural areas in the country.

  • 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

  • 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

  • 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

    member of Alliance of CEO Climate Leaders & contributing to debates and working groups in the World Economic Forum and the “Circular Economy 100” initiative of the EllenMacArthur Foundation;>

  • 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 20: The COP describes Board adoption and oversight

  • Board (or committee), where permissible, approves formal reporting on corporate sustainability (Communication on Progress)

  • Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff

  • Board of Directors (or equivalent) assumes responsibility and oversight for long-term corporate sustainability strategy and performance

  • Board establishes, where permissible, a committee or assigns an individual board member with responsibility for corporate sustainability.

  • Other established or emerging best practices

  • Criterion 21: The COP describes stakeholder engagement

  • 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

    Internal satisfaction Survey done every two years among all employees. It is translated into 17 languages, is totally anonymous and entirely overseen by an independent third party to prevent any bias. It includes 70 questions in 13 different categories.

  • Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff

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

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

  • 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

  • Other established or emerging best practices

    CEO strongly involved in CSR governance. CSR governance at Tarkett is fully integrated into the Group’s strategy, with 2020 targets for certain environmental indicators and deployed at all levels of the Group and monitored by the Executive 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

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

Sustainable Development Goals
  • Which of the following Sustainable Development Goals (SDGs) do the activities described in your COP address? [Select all that apply]

  • SDG 1: End poverty in all its forms everywhere

  • SDG 2: End hunger, achieve food security and improved nutrition and promote sustainable agriculture

  • SDG 3: Ensure healthy lives and promote well-being for all at all ages

  • SDG 4: Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all

  • SDG 5: Achieve gender equality and empower all women and girls

  • SDG 6: Ensure availability and sustainable management of water and sanitation for all

  • SDG 7: Ensure access to affordable, reliable, sustainable and modern energy for all

  • SDG 8: Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all

  • SDG 9: Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation

  • SDG 10: Reduce inequality within and among countries

  • SDG 11: Make cities and human settlements inclusive, safe, resilient and sustainable

  • SDG 12: Ensure sustainable consumption and production patterns

  • SDG 13: Take urgent action to combat climate change and its impacts

  • SDG 14: Conserve and sustainably use the oceans, seas and marine resources for sustainable development

  • SDG 15: Protect, restore and promote sustainable use of terrestrial ecosystems, sustainably manage forests, combat desertification, and halt and reverse land degradation and halt biodiversity loss

  • SDG 16: Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels

  • SDG 17: Strengthen the means of implementation and revitalize the global partnership for sustainable development

  • With respect to your company’s actions to advance the Sustainable Development Goals (SDGs), the COP describes: [Select all that apply]

  • Opportunities and responsibilities that one or more SDGs represent to our business

  • Where the company’s priorities lie with respect to one or more SDGs

  • Goals and indicators set by our company with respect to one or more SDGs

  • How one or more SDGs are integrated into the company’s business model

  • The (expected) outcomes and impact of your company’s activities related to the SDGs

  • If the companies' activities related to the SDGs are undertaken in collaboration with other stakeholders

  • Other established or emerging best practices