This tool helps you review your responsible business conduct (RBC) practices in a simple, structured way. It also helps identify gaps related to ethics, labour, the environment, and supply chain due diligence.
It supports early environmental, social, and governance (ESG) concerns and compliance work. Additionally, it focuses on what you do today in your own operations and with key suppliers, before moving to formal guidance or more complex frameworks.
Use this tool:
Complete Checklist 1: Your own operations to review basic ethics, labour and environmental practices.
Complete Checklist 2: Key suppliers and partners to assess how you consider RBC risks in your value chain.
Use Template: RBC snapshot and risk notes to summarize strengths, gaps and priority issues.
Use Template 2: Simple RBC improvement actions to choose a small number of practical steps for the next 6 to 18 months.
For broader context, when you are ready to learn more about Canada’s expectations and international standards, visit the Government of Canada Responsible business conduct information and tools.
Objective: Check whether your internal practices reflect basic RBC expectations related to ethics, labour, and the environment.
Answer Yes or No based on your current situation. Do not base your answers on what you plan to do later. Treat every No as a potential gap or risk to address.
1. We have a simple, written statement or code that sets expectations for honest and ethical behaviour (for example, no bribery, fair dealing with partners).
2. Our team knows that facilitation payments, bribes and gifts intended to influence decisions are not acceptable in our business.
3. We have basic guidance on managing conflicts of interest (for example, staff do not favour family-owned suppliers without proper checks).
4. We conduct basic due diligence when working with new suppliers or partners (for example, checking reputation, ownership, and any obvious red flags).
5. We comply with applicable labour laws in Canada, including minimum wage, working hours, and health and safety requirements.
6. We do not allow forced labour, child labour, or harassment in our own operations.
7. We document employment arrangements (for example, contracts, policies) clearly enough that staff understand their rights and obligations.
8. We have a workplace health and safety policy and conduct basic risk assessments (for example, checking for obvious hazards in the office, warehouse or production area).
9. Employees have access to a clear complaint or grievance process (for example, a known contact person and simple steps to raise concerns).
10. We comply with applicable environmental laws and permits for our activities in Canada.
11. We have taken basic steps to reduce obvious environmental risks (for example, safe handling of hazardous materials, waste management).
12. We are aware of potential community or environmental concerns related to our activities and would be prepared to address them if they arise.
13. We have an emergency response plan for environmental incidents (for example, spill, accident, fire, or release of hazardous substances), even if it is basic.
14. We know who in our organization is responsible for RBC-related issues (even if this is part of someone's broader role).
15. Staff know how to raise concerns about unethical behaviour or RBC issues, and who they can speak with.
16. If a serious RBC issue arose, we have at least a basic approach for how we would investigate and respond.
17. We have a confidential way for staff or partners to report serious concerns (for example, a whistleblowing channel, dedicated email, or trusted contact).
Objective: Review how you assess RBC risks in your supply chain and in relationships with key partners.
Focus on your most important suppliers, contractors and intermediaries. This may include main manufacturers, critical component suppliers, agents or distributors.
If you do not yet have a Supplier Code of Conduct, treat this as a potential improvement area for your RBC action plan.
1. We communicate basic expectations to key suppliers and partners related to legal compliance, labour standards, and ethical behaviour. We are willing to stop working with suppliers or partners that do not meet minimum standards, especially for serious issues such as forced labour or corruption.
2. We have a short, written Supplier Code of Conduct that sets expectations for labour standards, anti-corruption, environmental responsibility, and legal compliance.
3. Before engaging a key supplier, agent or distributor, we complete at least basic background checks (for example, online search, references, red-flag screening).
4. We have a general understanding of where our main inputs come from (countries and types of suppliers), not only the last vendor in the chain.
5. If we source from higher-risk sectors or regions, we recognize the elevated RBC risks (for example, forced labour, environmental harm, corruption).
6. We use a simple, standard screening checklist for new key suppliers, agents or distributors (for example, background and reputation checks, references, and basic sanctions / watch-list screening where appropriate).
7. We record the outcome of these basic checks (for example, in a spreadsheet, email file, or supplier register).
8. If an allegation or concern came up about a key supplier or partner (for example, in the news or from staff), we would know how to escalate and review it.
9. We keep basic records of key suppliers and partners (who they are, what they do for us, and any concerns raised).
10. We are prepared to adjust, suspend, or exit relationships if serious RBC issues are confirmed.
11. We have a simple escalation process if RBC concerns arise with a key supplier or partner (for example, who reviews the issue, when to pause activities, and how decisions are documented).
For official guidance, examples and expectations related to due diligence, supply chains and dispute-resolution mechanisms, consult the Government of Canada’s Responsible business conduct resources.
Objective: Summarize your RBC situation on one page to support discussions, planning, and decisions with advisors.
Create a simple one-page summary using the headings below.
Overall picture (1 to 2 sentences)
Example: “Our internal practices meet basic legal expectations but are not documented; due diligence on suppliers is informal and mostly reactive.”
Strengths
List 3 to 5 bullets, for example:
Gaps and concerns
List 3 to 8 bullets, focusing on No answers from the checklists, for example:
Higher‑risk areas
Summarize any risks that may need more attention, such as:
This snapshot can be attached to your export readiness work, risk register, and improvement plans.
Objective: Turn your RBC snapshot into a small number of practical steps over the next 6 to 18 months.
Create a table with columns such as:
Priority area: Ethics and governance
Priority area: Ethics and governance
Priority area: Supplier due diligence
Priority area: Records and escalation
Priority area: Awareness and training
Priority area: Supplier contract integration
Priority area: Supplier monitoring and escalation
