Responsible Business

We perform our work ethically and responsibly, advancing human rights and affecting positive change through our supply chain.

Integrity and respect for all

Integrity and respect are core to how we operate. We strive to perform our work ethically and responsibly: maintaining compliance, minimising negative social and environmental impacts, and respecting and advancing human rights. We are guided in how we operate by our governance structure, group policies, standards and processes to uphold these values and continuously look for ways to improve.  

Human rights

Our approach to respecting human rights is aligned to internationally recognised human rights principles, including the United Nations Universal Declaration of Human Rights, the United Nations Guiding Principles on Business and Human Rights, and the International Labour Organisation’s Declaration of Fundamental Principles and Rights at Work. 

Our expectations of people within our business and our business partners, are outlined in our Human Rights at Work Policy and our Code of Business Conduct. In summary, we: 

  • oppose any form of slavery, forced labour, human trafficking and child labour and are committed to taking action to reduce the risk of this occurring in our operations and supply chain 
  • are committed to looking after the health, safety and wellbeing of our employees, contractors and visitors, and ensuring our workplace is free from discrimination 
  • comply with all employment laws and obligations, and ensuring appropriate pay and working hours for our people 
  • promote freedom of association and the right to collective bargaining.

Modern slavery

Our Modern Slavery Statement (PDF 3.8MB) addresses Modern Slavery requirements in both the United Kingdom and Australia. We have a multi-function working group tasked with implementing our Modern Slavery approach.

We have identified areas of risk, not just in our own operations but also throughout our supply chain. We are continuing to mature our approach to Modern Slavery risk, grievance and reporting mechanisms and remedy.  

Indigenous Peoples and cultural heritage

Our operations can impact Indigenous Peoples and areas of significant cultural heritage.  

The consequences for our First Nations Peoples, companies and investors when there is a breakdown in dialogue between companies and Traditional Owners and when there are inadequacies in company ability to effectively manage cultural heritage, can be severe and irrevocable. Like many other businesses, Orica is revisiting our approach to First Nations/Indigenous stakeholder engagement in Australia and beyond. We are reviewing our governance, policies, processes and practices and our culture. There is much to learn and improve and this will be an area of increasing focus for Orica.  


Ethical supply chains

At Orica, we have the ability to influence change through our supply chain and opportunity to work collaboratively with our suppliers to address social, environmental, and ethical impacts. We also recognise that procuring from local and diverse suppliers is a way to share economic value in the communities in which we operate and contribute to creating more inclusive economies.

As a condition of doing business with us, our suppliers must:

  • comply with all contractual conditions, policies and procedures, including our Code of Business Conduct and Human Rights at Work policy
  • meet all country-specific legislative requirements required to operate their respective businesses
  • meet our safety, sustainability and capability requirements.

Spotlight on

  • Supply chain

Managing supply chain disruption risks

spotlight on supplyCOVID-19 has required us to closely monitor supply chain risk to ensure security of supply. With our global distribution of manufacturing and distribution facilities total network disruption is unlikely.  

Early in the crisis, our regional and global supply chain and procurement teams implemented a number of actions to mitigate disruption risks including: 

  • identifying impacted routes of supply and determining alternate routes and carry options to minimise impact to delivery times 
  • identifying material suppliers to understand reliability of supply based on anticipated demand. Where goods were sole sourced, efforts were made to identify alternate sources of supply. In evaluating new suppliers, a number of criteria were considered as part of the due diligence process, including safety and sustainability performance 
  • focusing internal support for critical and highly specialised categories and products through the development of strategic category plans 
  • ensuring adequate safety stock to minimise effect on production in the event of a disruption. 

By implementing mitigating actions, coordinating between manufacturing, sourcing and other supply chain source groups, we successfully avoided any material/product shortages to customers and operating plants during the pandemic.