Corporate Political Engagement Index 2018

Corporate political engagement is how the business sectorinteracts with Governments. It’s a legitimate activity. It helps Governments todesign policies that help companies to thrive and regulations that protect thepublic interest.

But when done in the shadows it can be a serious corruption risk where decisions are made in the interest of the rich and powerful.

Corruption can undermine people's trust in democracy, the economy, institutions and leaders.  The Corporate Political Engagement Index supports companies and the wider private sector to raise standards of political engagement. The index provides companies with an understanding of the respective strengths and weaknesses of their current approach to political engagement.

Results
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3M
Barclays
Centrica
IBM
National Grid
Pearson
Siemens
Sky
SSE
Standard Chartered
Aviva
BAE Systems
BT Group
Coca-Cola
Deloitte
General Electric
Google
HP Enterprise
HSBC
Legal & General
Lloyds
Nestlé
PwC
RBS
Roche
Shire
Unilever
Anglo American
Apple Inc
Atkins (part of SNC Lavalin)
BASF
BAT
BHP
Cisco
Equinor (Formerly Statoil)
Experian
Iberdrola
KPMG
Lockheed Martin
Microsoft
RWE
Telefonica
Vodafone
WPP
GlaxoSmithKline
C
D
Associated British Ports
Bombardier
CK Hutchinson
Diageo
Disney
EY
Ford
GKN
Hitachi
Honda
Huawei
Imagination Technologies
INEOS
JCB
Mitsubishi Heavy Industries
Mondelez International
Nissan
PCCW
SAGE
Samsung
Softbank
TATA Group
Toshiba
Toyota
AB InBev
ABB
Amazon
Associated British Foods
AstraZeneca
Babcock
Balfour Beatty
BMW
BP
Caterpillar
Compass Group
CRH
DP World
E.ON
EISAI
Facebook
Glencore
Imperial Tobacco
Jaguar Land Rover
Johnson Matthey
Johnson & Johnson
Novartis
P&G
PepsiCo
Pfizer
Prudential
RB Group
RELX
Rio Tinto
Rolls-Royce
Sabic
Shell
Syngenta
Tesco
Time Warner
E
F
B
A
Anglo American
Apple Inc
Atkins (part of SNC Lavalin)
Aviva
Cisco
Experian
Equinor (Formerly Statoil)
HSBC
Iberdrola
KPMG
Legal & General
Microsoft
Telefonica
Vodafone
WPP
AB InBev
Amazon
BT Group
Compass Group
CRH
Deloitte
Glencore
Google
Nestlé
P&G
Rio Tinto
Rolls Royce
Shell
Time Warner
Unilever
AstraZeneca
Babcock
BAE Systems
Balfour Beatty
BASF
BAT
BHP Billiton
Caterpillar
Coca-Cola
EISAI
Facebook
General Electric
HP Enterprise
Johnson & Johnson
PepsiCo
Pfizer
PwC
RB Group
RBS
RELX
Shire
3M
Barclays
Centrica
GlaxoSmithKline
IBM
Lloyds
Lockheed Martin
National Grid
Pearson
RWE
Siemens
Sky
SSE
Standard Chartered
C
D
Associated British Ports
BMW
CK Hutchinson
EY
Ford
Honda
Huawei
Imagination Technologies
INEOS
JCB
Mondelez International
Nissan
Novartis
PCCW
SAGE
Samsung
Toshiba
Toyota
ABB
Associated British Foods
Bombardier
BP
Diageo
Disney
DP World
E.ON
GKN
Hitachi
Imperial Tobacco
Jaguar Land Rover
Johnson Matthey
Mitsubishi Heavy Industries
Prudential
Roche
Sabic
Softbank
Syngenta
TATA Group
Tesco
E
F
B
A
3M
Atkins (part of SNC Lavalin)
BAE Systems
Barclays
BASF
BP
Centrica
E.ON
General Electric
GKN
GlaxoSmithKline
HSBC
Jaguar Land Rover
KPMG
Lockheed Martin
Microsoft
National Grid
Shell
Siemens
Aviva
BAT
Cisco
Experian
Facebook
Glencore
Google
HP Enterprise
Huawei
Iberdrola
RB Group
Time Warner
Anglo American
Apple Inc
Associated British Foods
BHP Billiton
BMW
BT Group
Compass Group
Deloitte
DP World
Equinor (Formerly Statoil)
IBM
Imagination Technologies
Imperial Tobacco
Legal & General
Lloyds
Pearson
Prudential
PwC
RBS
Rio Tinto
Rolls Royce
RWE
Samsung
Sky
SSE
Standard Chartered
Telefonica
Tesco
Unilever
Vodafone
C
D
Amazon
Associated British Ports
AstraZeneca
Babcock
Balfour Beatty
Bombardier
Caterpillar
CK Hutchinson
Coca-Cola
Disney
EISAI
EY
Ford
Honda
INEOS
JCB
Johnson & Johnson
Mitsubishi Heavy Industries
Mondelez International
Nestlé
Nissan
Novartis
PCCW
PepsiCo
RELX
Sabic
Softbank
Syngenta
Toshiba
Toyota
AB InBev
ABB
CRH
Diageo
Hitachi
Johnson Matthey
P&G
Pfizer
Roche
SAGE
Shire
TATA Group
WPP
E
F
B
A
Barclays
GlaxoSmithKline
National Grid
Pearson
Siemens
Anglo American
Apple Inc
BASF
CRH
Experian
Google
Telefonica
Vodafone
WPP
3M
Atkins (part of SNC Lavalin)
BAT
BHP Billiton
Centrica
Cisco
Iberdrola
IBM
KPMG
Microsoft
Nestlé
Roche
RWE
Sky
SSE
Standard Chartered
Equinor (Formerly Statoil)
C
D
Amazon
Associated British Foods
Associated British Ports
Bombardier
CK Hutchinson
Diageo
Disney
DP World
EISAI
EY
Facebook
Ford
GKN
Hitachi
Honda
HSBC
Huawei
Imagination Technologies
INEOS
Jaguar Land Rover
JCB
Johnson Matthey
Legal & General
Lloyds
Mitsubishi Heavy Industries
Mondelez International
Nissan
P&G
PCCW
PepsiCo
Pfizer
Prudential
RB Group
RELX
Sabic
SAGE
Samsung
Softbank
TATA Group
Time Warner
Tesco
Toshiba
Toyota
AB InBev
ABB
AstraZeneca
Aviva
Babcock
BAE Systems
Balfour Beatty
BMW
BP
BT Group
Caterpillar
Coca-Cola
Compass Group
Deloitte
E.ON
General Electric
Glencore
HP Enterprise
Imperial Tobacco
Johnson & Johnson
Lockheed Martin
Novartis
PwC
RBS
Rio Tinto
Rolls Royce
Shell
Shire
Syngenta
Unilever
E
F
B
A
BASF
National Grid
Vodafone
Atkins (part of SNC Lavalin)
Deloitte
Facebook
Ford
IBM
Novartis
PwC
RBS
Siemens
SSE
Telefonica
3M
WPP
GlaxoSmithKline
Pearson
C
D
AB InBev
ABB
Amazon
Associated British Foods
Associated British Ports
AstraZeneca
Aviva
Babcock
BAE Systems
Balfour Beatty
BMW
Bombardier
BP
BT Group
Caterpillar
Cisco
CK Hutchinson
Compass Group
CRH
Diageo
Disney
DP World
E.ON
EISAI
Equinor (Formerly Statoil)
Experian
EY
General Electric
GKN
Glencore
Google
Hitachi
Honda
Huawei
Iberdrola
Imagination Technologies
Imperial Tobacco
INEOS
Jaguar Land Rover
JCB
Johnson Matthey
Johnson & Johnson
KPMG
Legal & General
Lloyds
Mitsubishi Heavy Industries
Mondelez International
Nestlé
Nissan
PCCW
PepsiCo
Pfizer
Prudential
RB Group
Rolls Royce
SAGE
Samsung
Shire
Softbank
Standard Chartered
Syngenta
TATA Group
Tesco
Time Warner
Toyota
Unilever
Anglo American
Apple Inc
Barclays
BAT
BHP Billiton
Centrica
Coca-Cola
HP Enterprise
HSBC
Lockheed Martin
Microsoft
P&G
RELX
Rio Tinto
Roche
RWE
Sabic
Shell
Sky
Toshiba
E
F
B
A
AB InBev
ABB
Amazon
Anglo American
Apple Inc
AstraZeneca
Atkins (part of SNC Lavalin)
Babcock
BAE Systems
Balfour Beatty
BMW
BP
BT Group
Caterpillar
Coca-Cola
Compass Group
Deloitte
Diageo
Disney
DP World
EISAI
E.ON
Facebook
Ford
General Electric
Glencore
HSBC
IBM
Imperial Tobacco
Jaguar Land Rover
Johnson Matthey
Johnson & Johnson
KPMG
Legal & General
Lockheed Martin
Nestlé
Novartis
P&G
PepsiCo
Pfizer
PwC
RB Group
RBS
RELX
Rio Tinto
Roche
Rolls-Royce
RWE
Sabic
Samsung
Shell
Shire
Syngenta
Time Warner
Unilever
WPP
3M
Aviva
Barclays
BASF
BAT
BHP Billiton
Centrica
Cisco
Experian
Google
GlaxoSmithKline
HP Enterprise
Iberdrola
Microsoft
National Grid
Pearson
Siemens
Sky
SSE
Standard Chartered
Equinor (Formerly Statoil)
Telefonica
Vodafone
C
D
Associated British Foods
Associated British Ports
Bombardier
CK Hutchinson
CRH
EY
GKN
Hitachi
Honda
Huawei
Imagination Technologies
INEOS
JCB
Lloyds
Mitsubishi Heavy Industries
Mondelez International
Nissan
PCCW
Prudential
SAGE
Softbank
TATA Group
Tesco
Toshiba
Toyota
E
F
B
A
Best Practice
Control Environment
The control environment concerns the corporate culture, values, operational style and organisational structures that underpin a company’s approach to political engagement. Having the right structures in place enables companies to spot - and stop – political corruption.

Best Practice:

  • Commit to values-driven political engagement –focused on integrity, ethical behaviour and transparency
  • Have a legitimate voice – ensure politician engagement focuses on meeting business objectives
  • Ensure accountability - make sure responsibility for political engagement rest in the boardroom
  • Be consistent – implement group-wide, global approaches to political engagement
READ MORE
Political Contributions
Political contributions can range from money and gifts in-kind for a political party or politician, to loans, free or discounted services, property, sponsorship of events and the use of facilities at less than market value. Making political contributions, particularly in secret, is often associated with improper behaviour.

Best Practice:
  • Have a policy not to make political contributions – either directly or indirectly.
  • If contributions are made, ensure that:
  • They are made in exceptional circumstances and only to support a genuine democratic process
  • They do not disproportionately advantage any party or political viewpoint
  • Payments are made public, whether or not it is a legal requirement
READ MORE
Responsible lobbying
Lobbying is any direct or indirect communication with political decision-makers for the purpose of influencing laws, regulations and government plans. It can also include attempts to influence public opinion, outside of normal advertising and marketing activity, with a view to impacting the views if politicians and government officials.

When carried out responsibly, lobbying is a legitimate and beneficial activity, although it should never undermine people's trust in democracy, the economy, institutions and leaders.

Best Practice:
  • A publicly available lobbying policy – be open about what the company is lobbing to change
  • Monitor lobbyists – ensure lobbyist and membership organisations adhere to the company’s values and code-of-conduct
  • Demonstrate transparency – reveal when a serving politician is hired and how much is spent on lobbying activities
READ MORE
Revolving door
The revolving door involves the movement of individuals between positions of public office and jobs in the private sector, in either direction. This includes hiring public officials, seconding staff to the public sector, receiving secondees from the public sector and contact with former staff now in public office.

The revolving door poses risks of conflicts of interest, trading in influence, bribery, reputational damage and public mistrust.

Best Practice:
  • Design policies and procedures for the revolving door – going beyond compliance with laws governing the post-public employment of public officials.
  • Cover both the hiring of former politicians and public officials and the movement of former employees to public sector positions
  • Publish details of secondments to and from the public sector – revealing the number, location and purpose of secondments
READ MORE
transparency
Public reporting is one of the most important ways in which companies demonstrate their commitment to responsible political engagement.

Information about corporate political activities is often difficult to find, making it hard for stakeholders - investors, customers and employees -  to understand a company’s public policy position, how much they invests in lobbying and if the company is working ethnically.

Best Practice:
  • Fully report political engagement – from guiding principles, objectives and lobbying interests to activities, contributions and expenditures
  • Ensure accessibility– consolidate information for stakeholders in a dedicated web page or report
READ MORE
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