UNITED NATIONS GLOBAL COMPACT. UNESCAP I4D Project Training Program: Embedding the Global Compact and sustainability into your organization

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1 UNITED NATIONS GLOBAL COMPACT UNESCAP I4D Project 2010 Training Program: Embedding the Global Compact and sustainability into your organization Workbook for participants

2 Contents Note on the use of this workbook This workbook has been produced for the sole use of trainers delivering courses associated with the UN Global Compact. The workbook is not intended for general circulation and copyright is assigned to the United Nations Economic and Social Commission for Asia and the Pacific (UNESCAP). These materials are designed to be used by trainers within Global Compact networks and in training sessions arranged by Global Compact Local Networks. The materials or any part of them may not be used for general CSR training or in any way used by trainers for commercial gain outside of the Global Compact Local Networks. The course materials and guide were prepared by Richard Welford of CSR Asia, for and on behalf of the Investor for Development (I4D) Project, Trade and Investment Division of the United Nations Economic and Social Commission for Asia and the Pacific (UNESCAP) Copyright UNESCAP 2010 All rights reserved No reproduction of any part may take place without the written permission of UNESCAP

3 Introduction to this workbook This is intended to be a highly practical course and therefore a considerable amount of time will be spent working in your groups building up a practical strategy for embedding the principles of the UN Global Compact into the company and communication on progress. Course participants are requested to work together discussing the questions and completing the matrices throughout the course. Key models are included in the workbook to act as guidance and to stimulate your discussions. It is important that you try to complete as many as the questions as possible in the time allocated to the exercises. 0. Pre-course preparation 0.1 What codes of conduct are in place relating to the behaviour of employees, management, anticorruption and supply chains? 0.2 Does there exist a section of the Annual Report covering social responsibility and/or sustainable development? 0.3 Does the company have a stand-alone report on social responsibility and/or sustainable development or any other communications materials? 0.4 What information relating to social responsibility and/or sustainable development is there on the company website? Where possible please bring copies of relevant documents with you on the course. 1

4 Transparency, accountability, trust Brand building 2

5 1. Introduction: The benefits of sustainable business 1.1 What value does your company get from participation in the GC? 1.2 What is your main rationale for adopting social responsibility in your business? 1.3 What do you need to begin or to continue the development of social responsibility in your business? [Resources, leadership, commitment, knowledge, understanding] 1.4 What brand advantages and reputational benefits might exist for your company? 1.5 What images around social responsibility do we want to portray to stakeholders? How might we achieve this? 1.6 How can I increase the trust in my business through social responsibility initiatives? 1.7 How do the principles and objectives of the UNGC relate to my business? Are there any particularly important aspects for us? 1.8 What are the benefits of engaging with the UNGC for my company? 1.9 What are the biggest barriers to implementing social responsibility and creating a sustainable business? 3

6 What are the risks facing your business? Making progress: The course outline 4

7 2. Overview of issues Question Response Rank 2.1 Which three aspects of human rights are most important to our organization? 2.2 Which three aspects of labour issues are most important to our organization? 2.3 Which three aspects of the environment are most important to our organization? 2.4 Which three aspects of anti-corruption are most important to our organization? 2.5 List the three major areas of risk facing our organization? 2.6 Which three aspects of risk do we think our stakeholders might be most concerned about? 5

8 Engagement Materiality Matrix Level of concern to stakeholders very high high medium low Issues in these boxes are important, but not business critical. Issues in these boxes are most material to the business. Issues in these boxes are less material. low mediu high very high Level of current or potential impact on company 6

9 3. Setting priorities for the organization 3.1 Which companies should we benchmark ourselves against in order to get a feeling for peer performance? 3.2 What sort of indicators should we use to benchmark companies? [Think about Global Reporting Initiative, ISO26000, UNGC etc.] 3.3 Do we have sufficient data available in order to make such an assessment meaningful? What else do we need? 3.4 Which stakeholders should we be engaging to find out about their concerns and aspirations? 3.5 How could my company best engage stakeholders? Which tools should we use? [See diagram above] 3.6 Using the materiality matrix identify which are the most material aspects of social responsibility for my organization? 3.7 What are my most important spheres of influence? [Think about own operations; value chains; community; public policy.] 7

10 Setting the direction of the organization CSR management system 8

11 4. Implementing the priorities 4.1 What should be included in the organization s mission statement? 4.2 What should be included in the organization s vision statement? 4.3 What codes of conduct covering statements of behaviour are missing in the organization? 4.4 What policies are still required in the organization to reflect the key role of social responsibility in business strategy? 4.5 What further assessment is required in order to develop a management system for social responsibility? 4.6 What are the training and capacity-building needs of the organization? 4.7 What additional resources and procedures are required to ensure the system is operational? 9

12 How do we attain our vision? Establishing indicator areas 10

13 5. Objectives and performance indicators Exercise: Please fill in the following table by referring to the issues identified under exercises 2 and 3. Priority Area Issue Current status Desired future objective Indicators of achievement & timeframe (SMART) Means of verification Example Child labour None in own company, but little control of suppliers Ensure no child labour in own value chain At the end of year 2011, the employee records and spot checks of our company and suppliers show none of our staff are age 16, either in own company or suppliers Employee records and records of spot checks Example Carbon emissions No measurement, no systematic checks Halved carbon emissions By end 2012, carbon emissions will be 20% lower than they were in 2009; by end % lower; and by end % lower Carbon measurements records

14 The traditional value chain Value chain risk assessment 12

15 6. Embedding the value chain 6.1 In terms of sustainability, which parts of the value chain have the greatest impacts on our business? 6.2 In what ways should we include our value chain in enlarging the scope of our CSR activities (the ripple effect) 6.3 Where are our most important value chain risks? 6.4 Based on our assessment of the risks, what should be our priority issues? 6.5 What are our potential value chain disruptions? 6.6 What issues could damage our image along the value chain? 6.7 What emerging consumer issues can impact on our value chain and sustainability performance? 13

16 Leadership qualities Human resources and CSR 14

17 7. Winning hearts and minds 7.1 In delivering our priorities what different types of leadership do we require? 7.2 Who are the potential leaders on our organization? 7.3 What should be the role of each of those potential leaders? 7.4 How are we going to raise awareness of our plans in the organization? 7.5 What are the specific training needs that we need to address to build competency? 7.6 How do we link our priorities into the human resource function? 7.7 What forms of internal communications do we need to develop to raise awareness and build competency? 7.8 What role is there in winning hearts and minds through an employee volunteering program? 7.9 What does your company need to do upon your return to win the support needed to implement your CSR /GC initiatives? 15

18 Action Plan example 16

19 8. Developing an Action Plan Exercise: Please fill in the following table by referring to the issues identified in sections 2 and 3 and the indicators from section 5. Priority issue or priority area Target and/or indicator of achievement Required actions and resources Who is responsible? Timescale 17

20 Where we need to be: Improved focus on the impact Materiality and communications 18

21 9. Reporting and communications 9.1 What are the most important characteristics of our communications strategy, given the nature of our business? 9.2 How do we ensure that our communications and reporting are credible? 9.3 Should be develop a standalone Sustainability Report? If so, what should the timescale be? 9.4 Should we integrate reporting initiatives such as GRI into our reporting process? 19

22 9. Communication on Progess (CoP) GLOBAL COMPACT ANNUAL COMMUNICATION ON PROGRESS Company Name Date Unit (if applicable) Address Membership date Country Number of employees Contact name Contact Position Sector Contact telephone no. Brief description of nature of business Statement of continued support Signature 1 Position 1 Note: Statement of continued support needs to be signed by the company CEO or equivalent 20

23 HUMAN RIGHTS PRINCIPLE 1 PRINCIPLE 2 Our Commitment or Policy BUSINESS SHOULD SUPPORT AND RESPECT THE PROTECTION OF INTERNATIONALLY PROCLAIMED HUMAN RIGHTS BUSINESS SHOULD ENSURE THAT THEY ARE NOT COMPLICIT IN HUMAN RIGHTS ABUSES A brief description of our Processes or Systems Actions implemented in the last year / planned for next year Measurable Results or Outcomes Reference to pages in sustainability report (if applicable): Targets for future years: Other relevant information: 21

24 LABOUR PRINCIPLE 3 PRINCIPLE 4 PRINCIPLE 5 BUSINESS SHOULD UPHOLD THE FREEDOM OF ASSOCIATION AND THE EFFECTIVE RECOGNITION OF THE RIGHT TO COLLECTIVE BARGAINING BUSINESS SHOULD SUPPORT THE ELIMINATION OF ALL FORMS OF FORCED AND COMPULSORY LABOUR BUSINESS SHOULD SUPPORT THE EFFECTIVE ABOLITION OF CHILD LABOUR PRINCIPLE 6 BUSINESS SHOULD SUPPORT THE ELIMINATION OF DISCRIMINATION IN RESPECT OF EMPLOYMENT AND OCCUPATION Our Commitment or Policy A brief description of our Processes or Systems Actions implemented in the last year / planned for next year Measurable Results or Outcomes Reference to pages in sustainability report (if applicable): Targets for future years: Other relevant information: 22

25 ENVIRONMENT PRINCIPLE 7 PRINCIPLE 8 PRINCIPLE 9 BUSINESS SHOULD SUPPORT A PRECAUTIONARY APPROACH TO ENVIRONMENTAL CHALLENGES BUSINESS SHOULD UNDERTAKE INITIATIVES TO PROMOTE GREATER ENVIRONMENTAL RESPONSIBILITY BUSINESS SHOULD ENCOURAGE THE DEVELOPMENT AND DIFFUSION OF ENVIRONMENTALLY FRIENDLY TECHNOLOGIES Our Commitment or Policy A brief description of our Processes or Systems Actions implemented in the last year / planned for next year Measurable Results or Outcomes Reference to pages in sustainability report (if applicable): Targets for future years: Other relevant information: 23

26 ANTI-CORRPUTION PRINCIPLE 10 Our Commitment or Policy BUSINESS SHOULD WORK AGAINST CORRUPTION IN ALL ITS FORMS, INCLUDING EXTORTION AND BRIBERY A brief description of our Processes or Systems Actions implemented in the last year / planned for next year Measurable Results or Outcomes Reference to pages in sustainability report (if applicable): Targets for future years: Other relevant information: 24

27 How do you intend to make this COP available to your stakeholders? Note: During the first five years of participation, a COP must address at least two of the Global Compact's principle issue areas (human rights, labour, environment, anti-corruption), while all four must be addressed after five years. Every business participant is required to submit its first COP within one year of joining the Global Compact and annually thereafter. 25