In its second Annual Report, the EICC focused on the activities and tools that enable members to have a positive impact in the global electronic supply chain. The EICC also introduced organizational key performance indicators (KPI) to help monitor our efforts over time. These KPIs intend to reflect both our breadth and depth in achieving our mission. We believe this is a critical step forward in keeping ourselves accountable to long-term objectives.
The 2009 report discusses our efforts around these priorities in the 2009 calendar year.
Commitments |
Progress |
Looking Ahead
|
GOVERNANCE |
|
- Elected directors to four new board positions
- Realigned director responsibilities and oversight around organizational priorities and work group activities
|
- Continue to provide leadership and stability in the organization, setting the strategic direction and allocating resources
|
MEMBERSHIP |
- Develop a fair and consistent process for tracking member progress against requirements
|
- Welcomed four new members
- Drafted process for assessing members against organizational requirements
- Created Asia Work Group to increase member engagement in region
|
- Continue to welcome new members
- Implement process for assessing members against organizational requirements
- Expand relationships with other industry groups
|
| CODE OF CONDUCT |
- Continue Code review process
- Continue stakeholder input process
|
- Conducted Code review process, resulting in 30 changes to the Code
- Facilitated dialogue with internal and external stakeholders around the outcome of the Code review process
- Released an updated Code, which was made available in 14 languages
- Voted to adopt three-year review cycle
|
- Engage stakeholders in Code review process on relevant topics
- Benchmark Code against latest international standards
|
SUPPLY CHAIN ASSESSMENT & MONITORING |
- Launch new tools to support assessment and validation phase of supplier engagement
- Upgrade E-TASC database
- Translate tools into more languages
- Continue to expand the Validated Audit Process (VAP)
- Develop a corrective action process for validated audits
- Create Auditor Certification Program
|
- Developed and released new audit tool and report
- Enhanced auditee and auditor guidance and tools
- Initiated the Auditor Certification Program, selected a training provider; and prepared to launch in 2010
- Initiated the VAP, preparing to complete more than 70 audits in the first half of 2010 in China and Latin America
- Formed VAP Operations Management Team
|
- Offer auditor certification training in all regions
- Expand the VAP to other geographies in Southeast Asia and Latin America
- Explore a recognition program for facilities that undergo a validated audit and address their identified issues
|
SUPPLY CHAIN CAPABILITY-BUILDING |
- Host at least one supplier training event each year
- Launch eLearning modules
- Expand list of local resources to other regions
|
- Hosted two-day supply chain training forums in Shenzhen, China, in February and June 2009, with 307 combined participants
- Launched eLearning for commodity and procurement managers
- Developed eLearning for facility managers in the supply chain
|
- Launch eLearning for facility managers in the supply chain
- Develop health and safety training program
- Develop worker-management communication training program
|
| WORKING HOURS |
- Develop a set of analysis tools
- Research and benchmark best
practices
|
- Developed four tools to strengthen
member awareness of and help
members diagnose and manage issues around working hours
|
- Gather member input to evaluate tool effectiveness
|
| EXTRACTIVES |
- Develop supply chain
transparency models for tin,
tantalum, and cobalt
- Investigate product metals
recycling
|
- Contracted with RESOLVE to conduct traceability research on tantalum, tin, and cobalt
- Formed tantalum supply chain work
group composed of companies from all tiers of the supply chain (e.g., traders, miners, smelters, etc.)
- Planned visits to assess six of the seven largest tantalum smelters in the world, which collectively represent 80 percent of the tantalum supply
- Aligned with ITRI on a cooperative
|
- Publish results of supply chain
research
- Work to develop tantalum smelter verification plan
- Collaborate with tin industry on development of mine-to-smelter identification scheme
|
| ENVIRONMENTAL SUSTAINABILITY |
- Pilot an EICC approach to
carbon reporting
|
- Piloted EICC Carbon Reporting System, by reaching out to 280 suppliers for carbon data and gathering data from 73 companies
|
- Increase participation in EICC
Carbon Reporting System
- Support research on a simplified carbon footprinting approach
- Provide training on energy
efficiency
|
| STAKEHOLDER ENGAGEMENT |
- Enhance the EICC approach to
stakeholder engagement
|
- Discussed Code revisions with all
external stakeholders who proposed changes
- Participated in GoodElectronics and
makeITfair stakeholder roundtable in Amsterdam
- Hosted educational session with International Labour Organization (ILO) on Freedom of Association/Collective Bargaining and Better Work program
- Identified projects to work on in
collaboration with stakeholders
- Solicited feedback on 2009 Annual
Report
|
- Implement stakeholder engagement road map
- Continue to host educational
sessions involving external
stakeholders
- Develop process for regular
information sharing with
stakeholders
- Collaborate with stakeholders on selected projects
|
