The Corporate Responsibility and Sustainability Committee regularly discusses and reviews Corning’s sustainability activities and philosophy and maintains general oversight of environmental and social risks, with particular responsibility for employee welfare and labor relations, social justice, supply chain integrity, human rights, political activity, community responsibility, and environmental matters. Corning’s Senior Vice President of Human Resources has internal oversight over employee and contingent worker human rights matters and relies upon Corning’s global and regional human resources personnel for day-to-day implementation of our programs and policies regarding employee and contingent worker human rights matters worldwide. Corning’s Senior Vice President and Chief Supply Chain Officer oversees the application of our Supplier Code of Conduct and Human Rights Policy with third-party suppliers. The Senior Vice President and Chief Supply Chain Officer also maintains performance objectives, including communicating and implementing our Supplier Code of Conduct, which covers our most salient supply chain human rights risks. ?
We also integrate human rights into our internal management processes, such as our Enterprise Risk Management process, which is reviewed annually by our Audit Committee and is based on material issues regardless of where they are identified within the value chain. Corning also established a?sustainability goal?to address?Environmental, Social and Governance (ESG) issues, including human rights issues, in its Enterprise Risk Management process.?For more information on this, please see our most recent proxy statement and sustainability report.
The Corning Code of Conduct describes the company's business conduct principles, or core values, which set forth global legal and ethical expectations for all members of Corning's workforce and third parties who act on Corning’s behalf. The principles in this Code of Conduct are consistent with Corning’s longstanding business conduct principles, its Values, and our shared ethical standards for conducting business with uncompromising honesty and integrity. We communicate our Code of Conduct to all employees, who are required to complete training to enforce their understanding of the Code of Conduct. Corning employees, including all supervisors, managers, and other leaders, are responsible for knowing and following the ethical, legal, and policy requirements that apply to their jobs and for reporting any suspected violations of law or the Code of Conduct. Executives and managers are trained on supervisor responsibilities related to the Code of Conduct (refer to the Training and Communication section below) and are accountable for creating an inclusive workplace environment that encourages asking questions and raising concerns.
Upholding Corning’s Code of Conduct and Values is also the responsibility of every person acting on Corning’s behalf. Multiple processes are in place to ensure Corning’s principles are being upheld by these parties. For example, we recognize that the choices we make for our material and service providers must also reflect our Values. Accordingly, we require our suppliers to share our commitment to maintaining ethical, compliant, responsible, and sustainable operations and practices. In addition to full compliance with all applicable labor and employment laws, we expect our suppliers to commit to upholding the human rights of workers and treating them with dignity and respect as generally understood by the recognized international community. We communicate these expectations to our suppliers through the Corning Supplier Code of Conduct, which we require all suppliers to follow as a condition of doing business with us. For more details on our approach to supply chain responsibility, see the Supply Chain Social Responsibility pages on our website.
From time-to-time, Corning engages in mergers and acquisitions, adding additional business interests to the company. For each business that may be acquired, human rights issues are considered relative to risk and compliance during the acquisition due diligence and integration processes. A detailed plan to integrate new acquisitions into Corning, and if necessary, bring them into compliance with Corning’s policies and standards, is generally developed within the first 100 days after the acquisition.