Conducting business in an ethical, socially responsible and environmentally sustainable manner must be embedded in every aspect of Olam’s business.
We recognise that how and what we do to achieve our success, is just as important as success itself.
Upholding high standards of behaviour is fundamental to the values and culture of Olam, and it is central to earning and maintaining the trust of our investors, customers, suppliers, employees, communities and other stakeholders.
To strengthen our ethical and compliance standards, we have established the Olam Ethical Business Programme (EBP). This sets out the standards and behaviours firmly expected, which are detailed in the Olam Code of Conduct, as well as our specific policies.
Our Policy sets out our commitment to ensure that all employees are treated with dignity and fairness, and to protecting the rights of staff in our workplaces. It is aligned to our ethos of Growing Responsibly and is in full compliance with the conventions of the International Labor Organization (ILO) and United Nations Global Compact’s (UNGC) guiding principles on human rights and labour.
Our Anti-bribery and Corruption Policy reflects Olam’s commitment to uphold all applicable laws globally and the requirement that all our employees act professionally, fairly and with integrity in all their business dealings and relationships wherever they operate.
The Olam Code of Conduct sets out our commitment to “do what is right”, founded on the values and everyday behaviours that build our distinctive culture and setting the standard for what it means to be part of Olam.
We aim to build long-term relationships with suppliers based on responsible business practices and trust. The Olam Supplier Code sets out our expectations to support our goal to purchase raw materials and products produced in a manner that is socially responsible, economically profitable and environmentally sustainable. At the end of 2018, it covered 82% of priority volumes (cashews, cocoa, coffee, cotton, hazelnut, palm, and rubber).
