Implement monitoring and assurance mechanisms (e.g. (MD)Data yang didapatkan Panja Mafia Pajak Komisi III DPR, terang Bamsyat, PT Wilmar International Limited Group diduga melakukan pengelapan pajak senilai Rp500 miliar dengan berbagai cara.Modus yang dilakukan, jelasnya, adalah mendirikan pendirian perusahaan (72 perusahaan) di wilayah berbeda yang memiliki usaha di bidang sawit, meliputi bidang trading, minyak goreng dan turunannya.“Selanjutnya, melakukan transaksi fiktif antar perusahaan dalam grup, merekayasa laporan keuangan dan melakukan transfer pricing antar group,” beber Bamsyat.“Dengan membongkar kasus-kasus besar di pos penerimaan negara itu diharapkan Kejaksaan Agung dan Polri bisa menyelamatkan dan mengembalikan uang tersebut kepada negara yang jumlahnya sangat besar,” ucapnya.Selain restitusi, imbuh Bamsyat, ada juga dugaan penggelapan pajak yang laporannya sudah ada di Kejagung yang dilakukan Wilmar Grup, perusahaan yang bergerak di bidang sawit, minyak goreng dan perkebunan. PT. Wilmar Cahaya Indonesia Tbk adalah perusahaan yang bergerak di bidang pengolahan minyak dan kalori untuk makanan. Rio Declaration on Environment and Development)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)CEO leads executive management team in development of corporate sustainability strategy, defining goals and overseeing implementationAssign responsibility for corporate sustainability implementation to an individual or group within each business unit and subsidiaryOutcomes of integration of the environmental principlesActive engagement with suppliers to address labour-related challengesJoin 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 chainOther established or emerging best practicesDesign corporate sustainability strategy to leverage synergies between and among issue areas and to deal adequately with trade-offsGrievance mechanisms that are legitimate, accessible, predictable, equitable, transparent, rights-compatible, a source of continuous learning, and based on engagement and dialogue (BRE4 + ARE4)CEO publicly delivers explicit statements and demonstrates personal leadership on sustainability and commitment to the UN Global CompactInclusion of reference to the principles contained in the relevant international labour standards in contracts with suppliers and other relevant business partnersCoordinate efforts with other organizations and initiatives to amplify—and not negate or unnecessarily duplicate—the efforts of other contributorsEstablish channels to engage with employees and other stakeholders to hear their ideas and address their concernsInformation 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)Policy on anti-corruption regarding business partners (D5)Leadership review of monitoring and improvement results (D12)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 staffCommunicate policies and expectations to suppliers and other relevant business partnersCarrying out risk assessment of potential areas of corruption (D3)Publicly stated formal policy of zero-tolerance of corruption (D1)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)System to monitor the effectiveness of human rights policies and implementation with quantitative and qualitative metrics, including in the supply chain (BRE3 + ARE3)Statement of support for international and regional legal frameworks, such as the UN Convention against Corruption (D2)Risk and impact assessments in the area of labourSystem to track and measure performance based on standardized performance metricsInclusion of minimum environmental standards in contracts with suppliers and other relevant business partnersDefine sustainability strategies, goals and policies in consultation with key stakeholdersProcess to deal with incidents the company has caused or contributed to for internal and external stakeholders (BRE 4 + ARE 4)Specific commitments and Human Resources policies, in line with national development priorities or decent work priorities in the country of operationReflection on the relevance of the labour principles for the companyStatement of policy stipulating human rights expectations of personnel, business partners and other parties directly linked to operations, products or services (BRE 1)Allocation of responsibilities and accountability within the organisationPublicly recognize responsibility for the company’s impacts on internal and external stakeholdersOutcomes of integration of the human rights principlesInternal awareness-raising and training on human rights for management and employeesInformation is assured by independent assurors (e.g., accounting or consulting firm) using their own proprietary methodologyOther established or emerging best practicesAssessments of lifecycle impact of products, ensuring environmentally sound management policiesBoard establishes, where permissible, a committee or assigns an individual board member with responsibility for corporate sustainability.On-going due diligence process that includes an assessment of actual and potential human rights impacts (BRE 2 + BRE 3 + ARE 2 + ARE 3)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 workersAlign strategies, goals and incentive structures of all business units and subsidiaries with corporate sustainability strategyProcesses 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)Dialogues with the representative organization of workers to regularly review progress made and jointly identify priorities for the futureProcess 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)Develop relevant products and services or design business models that contribute to UN goals/issuesAnalyze each segment of the value chain carefully, both upstream and downstream, when mapping risks, opportunities and impactsStructural engagement with a global union, possibly via a Global Framework AgreementAudits or other steps to monitor and improve the working conditions of companies in the supply chain, in line with principles of international labour standardsMake sustainability criteria and UN Global Compact principles part of goals and incentive schemes for CEO and executive management teamProvides information on the company’s profile and context of operationAdopt and modify operating procedures to maximize contribution to UN goals/issuesPlace 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 objectivesCEO promotes initiatives to enhance sustainability of the company’s sector and leads development of industry standardsCommitment 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)Monitoring draws from internal and external feedback, including affected stakeholdersSupport by the organization’s leadership for anti-corruption (B4)Develop and implement partnership projects with public or private organizations (UN entities, government, NGOs, or other groups) on core business, social investments and/or advocacyAllocation of responsibilities and accountability for addressing human rights impactsPublicly advocate the importance of action in relation to one or more UN goals/issuesAlign core business strategy with one or more relevant UN goals/issuesUse of independent external assurance of anti-corruption programmes (D15)Board (or committee), where permissible, approves formal reporting on corporate sustainability (Communication on Progress)Audits or other steps to monitor and improve the environmental performance of companies in the supply chainBoard of Directors (or equivalent) assumes responsibility and oversight for long-term corporate sustainability strategy and performanceIs 'in accordance - core' with GRI StandardsPursue 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 strategyProcess to deal with incidents (D13)Process to positively engage with the suppliers to address the challenges (i.e., partnership approach instead of corrective approach) through schemes to improve workplace practicesHuman Resources procedures supporting the anti-corruption commitment or policy, including communication to and training for all employees (B5 + D8)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).Is 'in accordance - comprehensive' with GRI StandardsInternal decision-making, budget and oversight for effective responses to human rights impactsOutcomes of integration of the Labour principlesEnsure that different corporate functions coordinate closely to maximize performance and avoid unintended negative impactsParticipation 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).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 groupsInformation is reviewed by multiple stakeholders (e.g., representatives of groups prioritized in stakeholder analysis)Internal accounting and auditing procedures related to anticorruption (D10)Outcomes of integration of the anti-corruption principleNote: Responsibility for the content of participants' public communication related to the Ten Principles of the UN Global Compact and their implementation lies with participants themselves and not with the UN Global Compact.Applies elements of the International Integrated Reporting FrameworkDetailed policies for high-risk areas of corruption (D4)Grievance mechanisms, communication channels and other procedures (e.g.