How to Achieve Corporate Sustainability

how to measure corporate sustainability performance and how to write a corporate sustainability report and how corporate governance affects corporate
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Published Date:15-07-2017
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GUIDE TO CORPORATE SUSTAINABILITY SHAPING A SUSTAINABLE FUTUREGUIDE TO CORPORATE SUSTAINABILITY PRINCIPLED BUSINESS WHAT IS STRENGTHENING SOCIETY CORPORATE LEADERSHIP COMMITMENT SUSTAINABILITY? REPORTING PROGRESS Corporate sustainability is imperative for business today – LOCAL ACTION essential to long-term corporate success and for ensuring that markets deliver value across society. To be sustainable, companies must do ve things: Foremost, they must operate responsibly 5 THINGS SUSTAINABLE in alignment with universal principles and take actions that COMPANIES DO support the society around them. Then, to push sustainability deep into the corporate DNA, companies must commit at the highest level, report annually on their efforts, and engage locally where they have a presence. The connection between the bottom- strategic opportunity space. This in- and practice of responsible business is line and a company’s environmental, cludes business models, products and rooted in all continents. We have over social and governance practices is services with a joint societal and eco- 85 country networks that are conven- becoming clear. The well-being of work- nomic return; publicly advocating for ing companies to act on sustainability ers, communities and the planet is government policies that advance issues at the ground level. inextricably tied to the health of the sustainability priorities; and, impor- business. The smart choice is to proac- tantly, collaborating with peers to make At the Global Compact we help com- tively manage a company’s operations systemic changes. panies, whether beginners on the and value chain – looking at risks and sustainability journey or recognized opportunities through a wide lens. The Global Compact is the world’s champions, to meet their commit- largest global corporate sustainability ments to operate responsibly and At the same time, our world’s chal- initiative, with over 8,000 companies support society. We do this through a lenges – ranging from climate, water and 4,000 non-business participants range of activities at the international and food crises, to poverty, conflict based in over 160 countries. A van- and local levels – from raising aware- and inequality – are in need of solu- guard of companies in all key markets ness and developing resources and tions that the private sector can help is taking action. Our participants rep- best practices, to facilitating partner- to deliver. Businesses are responding, resent nearly every industry sector and ships and developing action initiatives moving beyond their basic respon- size, and come equally from developed on critical issues like climate, water sibilities and going further into a and developing countries. The idea and women’s empowerment. 7UNITED NATIONS GLOBAL COMPACT BUSINESS PARTICIPANTS AROUND THE WORLD EUROPE LATIN AMERICA ASIA & OCEANIA 1,712 4,345 1,267 AFRICA & MENA NORTHERN AMERICA 82% of companies attribute progress on their sustain- ability work to participating in the Global Compact 600 364 2: STRENGTHENING SOCIETY WHAT 1: PRINCIPLED BUSINESS This guide lays out COMPANIES Sustainable companies look beyond For any company seeking to be sus- WANT FROM their own walls and take actions to tainable, it begins with operating with THE GLOBAL ve dening features support the societies around them. integrity – respecting fundamental COMPACT Poverty, conflict, an uneducated work- responsibilities in the areas of human of corporate 1 Good practice force, and resource scarcity, for exam- rights, labour, environment and anti- examples ple, are also strategic issues for business corruption. The Global Compact’s sustainability, which 2 Tools & guidance success and viability. With business Ten Principles provide a universal activity, investments and supply chains the Global Compact language for corporate responsibility 3 Trainings reaching all corners of the earth, – understood and interpreted in 160 asks businesses to companies are choosing to be ac- countries around the world by over tive stakeholders in societies for the 8,000 companies – and a framework to strive towards – long run, knowing that they cannot guide all businesses regardless of size, thrive when the world around them complexity or location. looking at why each is deteriorating. Respecting principles in business element is essential, Companies are aligning core business operations and supply chains is a base- activities, philanthropy and advocacy line for corporate sustainability. Yet, how business can campaigns with UN goals and issues. principles are about far more than Collaboration, in particular, is essen- compliance. They provide common move forward and tial. Companies and stakeholders are ground for partners, a moral code for coming together to provide a collec- employees, an accountability measure what the Global tive voice and share risks in tackling for critics. A growing number of com- Compact is doing major challenges that no single player panies are seeing beyond risk, finding can overcome, such as corruption, cli- real value in actively addressing social, to help. mate change and discrimination. environmental and governance issues. 8GUIDE TO CORPORATE SUSTAINABILITY CORPORATE SUSTAINABILITY IS A COMPANY’S DELIVERY OF LONG-TERM VALUE IN FINANCIAL, ENVIRONMENTAL, SOCIAL AND ETHICAL TERMS. 3: LEADERSHIP COMMITMENT TOP 3 REASONS 4: REPORTING PROGRESS 5: LOCAL ACTION WHY COMPANIES Effecting change begins with the Non-financial reporting expectations While the Global Compact principles PARTICIPATE company’s leadership. A public com- have evolved from a feel-good supple- are universal, companies exist and act IN THE GLOBAL mitment by the chief executive, with ment to a strategic report showing within nations and communities with COMPACT support from the Board of Directors, measurable gains and losses. As a chief highly varying expectations of what is required to participate in the Glob- accountability measure, signatories responsible business means. Addition- al Compact. Leadership must send a to the Global Compact are required to ally, the types of issues a company 79% strong signal throughout the organi- produce an annual Communication faces and how it can actively support zation that sustainability counts, and on Progress (COP), typically included local and national priorities ranges Increase trust in company through all responsibilities are important. as part of their sustainability or an- greatly. To help business navigate commitment to nual report, providing the company’s sustainability on the ground, we have sustainability This means instigating action in key stakeholders with an account of their Global Compact Local Networks in ap- areas: Board ownership of the agenda; efforts to operate responsibly and proximately 85 countries. adjustments to policies and practices; support society. Over 28,000 COPs can be alignment of government affairs; 59% found on the Global Compact website. Our networks exist to support business training and motivating employees; participants – large, small, foreign Universal nature of pushing sustainability into the sup- A number of stakeholders are driving and local firms. They are organized the principles ply chain; and disclosing efforts and businesses to be more transparent and run locally – led by business, but outcomes. Leaders also recognize they – from investors and consumers, to always bringing key stakeholders to cannot shift systems alone, working citizens and civil society groups. A the table from civil society, labour and 56% with others to shatter barriers and top priority is to find ways to better academia. Global Compact networks increase the odds of success. Sustain- measure sustainability impacts, foster learning, reporting, network- Promotes action on ability requires a long-term vision and which will help to direct effective ing, partnerships and advocacy – all sustainability within the company commitment to ongoing efforts, both corporate strategies, inform com- with the goal of advancing sustain- to ensure progress and keep pace with munity and stakeholder dialogues, ability understanding and perfor- a rapidly changing world. and guide investor decision-making. mance country by country. 9GUIDE TO CORPORATE SUSTAINABILITY 1: PRINCIPLED BUSINESS THE POWER OF PRINCIPLES Corporate sustainability starts with a company’s value system and a principled approach to doing business. This means operating in ways that, at a minimum, meet fundamental responsibilities in the areas of human rights, labour, environment and anti-corruption. Responsible businesses enact the same values and principles wherever they have a presence, and know that good practices in one area do not offset harm in another. By incorporating the Global Compact principles into strategies, policies and procedures, and establishing a culture of integrity, companies are not only upholding their basic responsibilities to people and planet, but also setting the stage for long-term success. THE TEN PRINCIPLES OF THE UNITED NATIONS GLOBAL COMPACT Human Rights Labour Environment Anti-Corruption 1 Businesses should support 3 Businesses should uphold the 7 Businesses should support 10 Businesses should work against and respect the protection of freedom of association and the a precautionary approach to corruption in all its forms, including internationally proclaimed human effective recognition of the right to environmental challenges; extortion and bribery. rights; and collective bargaining; _____ 8 Undertake initiatives to 2 Make sure that they are not 4 The elimination of all forms of promote greater environmental The UN Global Compact’s Ten Principles complicit in human rights abuses. forced and compulsory labour; responsibility; and are derived from: the Universal Declaration of Human Rights, the International 5 The effective abolition of child 9 Encourage the development and Labour Organization’s Declaration on labour; and diffusion of environmentally friendly Fundamental Principles and Rights at Work, the Rio Declaration on Environment technologies. and Development, and the United Nations 6 The elimination of discrimination Convention Against Corruption. in respect of employment and occupation. 11GUIDE TO CORPORATE SUSTAINABILITY HUMAN RIGHTS PRINCIPLES 1-2 Respecting and supporting human rights remains one of the most challenging areas of corporate sustainability. Yet in an increasingly interconnected world with closer scrutiny of corporate impact on people and communities, more businesses are coming to realize their legal, moral and commercial need to do so within their activities and business relationships. Beyond the minimum responsibility to respect human rights, companies are also nding that voluntary actions which support social development – such as creating diverse and inclusive workplaces, investing in communities and public policy advocacy, and engaging stakeholders – have business benets as well. The Global Compact brings clarity to this eld by demonstrating the business case and emphasizing practical solutions. We help companies navigate a range of challenges through resources, ranging from guidance documents, webinars and online forums, to special initiatives on the rights of groups – such as women, children, indigenous peoples and persons with disabilities. Working in close cooperation with the UN Ofce of the High Commissioner for Human Rights and leaders in the field, and in alignment with the Guiding Principles on Business and Human Rights, we are putting forward approaches that are good for business and for human rights. Photo: Jenny Matthews / Panos PicturesPhoto: Chris De Bode/Panos Pictures Human Rights Checklist Following are the types of policies and practices essential for rooting human rights into a company’s strategies, operations and culture. Data shown represents the percentage of Global Compact companies that indicate taking a specific action. Specific human rights code 35% Within overall corporate code 72% Risk assessment 21% Impact assessment 14% Operational guidance notes 24% Complaint mechanism 39% Employee training & awareness Human 44% HOW Rights and Supply chain arrangements WE ARE Business 27% Dilemmas HELPING Employee performance Forum BUSINESS assessment 36% Implementing human collective understanding rights principles can of human rights themes, Monitor & evaluate raise a number of and identify practical performance practical dilemmas for approaches to real- 31% business. The Human world dilemmas. At the Rights and Business forum you can explore Public disclosure of policies Dilemmas Forum helps an expanding list of & practices companies tackle human rights themed 29% questions related to dilemmas that are approximately 25 human relevant to business, Multi-stakeholder dialogue rights and business including explanation of 22% themes, such as migrant the risks to business and workers, security suggestions for how to forces, gender equality, approach the dilemma. community relocation, product misuse and privacy. The multi- stakeholder online forum is designed to stimulate discussion, enhance Women’s Empowerment Principles Gender equality is a fun- damental and inviolable human right; it is also essential to expand eco- nomic growth, promote social development and enhance business per- formance. The Women’s Empowerment Princi- ples – Equality Means Business initiative is engaging over 800 com- panies from all sectors Photo: Mark Henley/Panos Pictures and regions to advance gender equality and ipation by women in eco- Children’s women’s empowerment nomic life is essential to Rights and in the workplace, mar- build strong economies; ketplace and community. establish more stable Business A joint initiative with and just societies; im- Principles UN Women, the WEPs prove quality of life also outline seven steps to for men, families and Human rights apply to empower women and communities; and propel all children, and safe- highlight how full partic- business objectives. guarding these rights helps build the strong, well-educated commu- nities vital to creating a stable and productive business environment. The Children’s Rights and Business Principles identify actions that all companies should take to respect and support children’s rights through core business, strategic social investments, ad- vocacy, public policy and partnerships. Such action can help companies address risk manage- ment, build reputation, and enhance the social license to operate. De- veloped in collaboration with Save the Children and UNICEF, the CRBPs call on the business community to evaluate and take responsibility for their impact on the well-being of children. 15 Photo: UNICEF/NYHQ2009-1240/PirozziGUIDE TO CORPORATE SUSTAINABILITY LABOUR PRINCIPLES 3-6 Decent working conditions, including those that protect the safety and health of workers, are far from assured in today’s global business community. The illicit use of child labour and forced labour remains a risk as global supply chains extend to distant regions. Hazardous workplaces continue to exist, particularly in the mining, manufacturing and construction industries. Companies everywhere need to look deeper into their own operations and value chain to uphold labour standards. By promoting decent work and inclusive employment opportunities, business also plays a role in advancing societal priorities, including by partnering with workers to improve industrial relations and building more resilient economies and communities. The Global Compact’s labour principles are championed by the International Labour Organization (ILO). A range of guidance exists, especially related to child labour, forced labour and discrimination. The Global Compact focuses on disseminating these resources among business participants and supporting related projects. Additionally, because labour issues have important cross-cutting implications, much work also falls under our human rights and supply chain portfolios. Photo: Manoocher Deghati / IRINLabour Checklist Following are the types of policies and practices essential for rooting labour standards into a company’s strategies, operations and culture. Data shown represents the percentage of Global Compact companies that indicate taking a specific action. Right to organize 81% Collective bargaining 43% No forced labour 64% No child labour 67% Non-discrimination 85% Equal opportunity 79% Risk assessment 35% Impact assessment 23% Photo: Nyani Quarmyne/Panos Pictures Safe working conditions 82% Mechanisms for age Child verification HOW Labour 43% WE ARE Platform Employee training & awareness HELPING The Child Labour and fosters practical 59% BUSINESS Platform is a multi- action that can make a Supply chain arrangements sector, multi-stakeholder difference in affected 28% forum for sharing communities. Co-chaired experiences and by the International Monitor & evaluate lessons learned in Trade Union performance eliminating child labour, Confederation (ITUC) 53% particularly in the supply and the International chain. The Platform Organisation of Public disclosure of policies & practices delivers training and Employers (IOE), and 41% capacity support to coordinated by the ILO address obstacles and the Global Compact, Multi-stakeholder dialogue and key dilemmas companies and relevant 26% faced by business, organizations are links with global encouraged to join the and local initiatives Child Labour Platform. against child labour, GUIDE TO CORPORATE SUSTAINABILITY ENVIRONMENT PRINCIPLES 7-9 The world today is facing unprecedented, interconnected environmental challenges in areas including climate change, water, energy, biodiversity and agriculture. With business relying on natural resources directly and via supply chains, new corporate efforts are needed to address environmental responsibilities, value natural capital, and better understand the linkages between resources. To prepare for this increasingly challenging landscape, the Global Compact’s Environmental Stewardship Strategy is designed to help companies develop a holistic and comprehensive strategy. It recognizes the growing linkages among various environmental issues as well as their connections to social and development priorities. The Global Compact pushes companies to move beyond traditional approaches based largely on compliance and narrow risk assessments. We ask business to actively address environmental risks and opportunities, and have major efforts underway with business in the areas of climate, water and food. As a result, we are seeing businesses around the world preparing for a more sustainable future and becoming part of the solution. Photo: Nyani Quarmyne / Panos PicturesEnvironment Checklist Following are the types of policies and practices essential for rooting environmental stewardship into a company’s strategies, operations and culture. Data shown represents the percentage of Global Compact companies that indicate taking a specific action. Management systems 65% Technology assessment HOW 44% WE ARE Life-cycle assessment/ costing HELPING 29% BUSINESS Water footprinting 34% Risk & impact assessment 50% Performance targets/ Caring for indicators Climate 64% Businesses are seeing the initiative agree to Cleaner & safer production climate change not set goals, develop and 61% as a stand-alone expand strategies and environmental issue, practices, and publicly Consumption & responsible use targets but rather as a global disclose emissions. cross-cutting challenge Also companies commit 66% to which they need to to advocate for a 3R (reduce, re-use, recycle) adapt in order to remain global climate change 60% profitable. Caring for agreement in global and Climate is the world’s local policy discussions. Employee training & largest business and awareness climate initiative, Setting a price on carbon 62% providing a framework that reflects the toll that Supply chain arrangements to implement practical fossil fuels are taking on solutions and help shape the planet is a key step 31% public policy. to limit greenhouse gas Monitor & evaluate emissions and get ahead performance Nearly 400 companies of the climate change 53% from 60 countries have curve. Our Business signed on to Caring Leadership Criteria Report emissions for Climate – led by on Carbon Pricing 38% the Global Compact, challenges companies UN Environment to integrate carbon Public disclosure of policies Programme (UNEP) pricing into corporate & practices and the secretariat long-term strategies 49% of the UN Framework and investment Multi-stakeholder dialogue Convention on Climate decisions, advocate Change (UNFCCC). Chief for carbon pricing, and 26% executives who endorse communicate progress.GUIDE TO CORPORATE SUSTAINABILITY ANTI-CORRUPTION PRINCIPLE 10 Corruption has considerable impacts on business: impeding growth, escalating costs and posing serious legal and reputational risks. It is also a major hindrance to advancing societies, with a disproportionate impact on poor communities. Corruption raises transaction costs, undermines fair competition, distorts development priorities, and impedes long-term foreign and domestic investment. New and tougher anti-corruption regulations continue to emerge worldwide, prompting companies to focus on measures to protect their reputations and the interests of their shareholders. Investors are acknowledging that corruption can negatively impact value and pose nancial, operational and reputational risks to their investments. All companies need robust anti-corruption measures and practices as part of their corporate sustainability strategy. The Global Compact and our partners are working to help companies on a range of anti-corruption issues, including risk assessment, reporting and supply chain practices. Additionally, we are mobilizing business to provide a united voice against corruption, as collective action is essential for bringing an end to a systemic issue that is too complex for any company to tackle alone. Photo: Stuart Freedman / Panos PicturesRisk Assessment Anti-Corruption Assessing risks is a on Anti-Corruption Risk crucial step to implement Assessment provides Checklist corporate sustainability practical steps on how to successfully, decrease the complete an assessment: Following are the types of exposure to various risks establish the process, policies and practices essential and avoid costly damages. identify the risks, rate the for rooting anti-corruption into a company’s strategies, Good compliance starts risks, identify mitigating operations and culture. with a comprehensive controls, calculate Data shown represents the understanding of a remaining residual risk and percentage of Global Compact companies that indicate taking company’s corruption develop an action plan. a specific action. risks. The Guidance Within overall corporate code 71% Zero-tolerance policy 54% HOW Management systems WE ARE 47% HELPING Specialized unit BUSINESS 32% Risk assessment 27% Impact assessment 15% Policy is publicly accessible 45% Anonymous hotline for reporting corruption 32% Sanction system for breaches 35% Public Employee training & Reporting awareness 46% Public reporting sends broad set of reporting a strong signal to elements and is rooted Supply chain arrangements employees, investors in existing practice, 28% and consumers that including indicators Record instances of a company is serious of initiatives such as corruption about its commitment PACI, FTSE4Good, 31% to transparency and Transparency responsible business International, the Global Monitor & evaluate practices. The Reporting Initiative performance Reporting Guidance and the International 30% on the 10th Principle Corporate Governance Public disclosure of policies against Corruption Network. To help & practices equips business with companies of all sizes 32% a practical means to and at all stages, the report on anti-corruption matrix provides guidance Multi-stakeholder dialogue policies and actions for reporters on a basic 16% comprehensively and and a desired level.  effectively. It includes a Photo: Mark Henley/Panos PicturesSupply Chain Businesses all over the legal consequences. world are exposed daily The challenge of fighting to corruption risks in corruption is compound- the supply chain, and ed by the significant increasingly recognize gap in resources and the associated costs and capacities that exists be- risks – including repu- tween large companies tational, financial and, and smaller ones. Stand under some legislation, Together Against Cor- ruption helps companies reduce corruption risks in their supply chains, outlining the business case and providing pragmatic guidance on policies, procedures and practices. Photos: ABOVE Philippe Lissac/Godong/Panos Pictures BOTTOM RIGHT Giacomo Pirozzi/Panos Pictures Call to Action The Global Compact is mobilizing companies around the world to join our Call to Action: Anti-Corruption and the Global Development Agenda – an appeal by the private sector to gov- ernments to promote an- ti-corruption measures and implement policies that will establish systems of good gover- nance. It underscores that anti-corruption and good governance are fundamental pillars of a agenda in order to sustainable and inclusive prevent development global economy, and efforts from being must be included in the further undermined by global development corruption. All compa- nies are encouraged to sign the Call to Action and continue to advance best practices within their sphere of influence. 27GUIDE TO CORPORATE SUSTAINABILITY 2: STRENGTHENING SOCIETY EVERYONE BENEFITS FROM A BETTER WORLD Strong markets and strong societies go hand in hand. Even the most principled companies are challenged to thrive in communities marked by instability, to nd skilled labour where adequate education is lacking, or to withstand disasters stemming from climate change. Companies are looking to their core business, as well as philanthropy, advocacy and partnerships, to support society in ways that also contribute to protability. With the United Nations expected to launch a ground-breaking set of global sustainable development goals in 2015, business will have a newly relevant framework to guide their efforts towards society – representing a huge opportunity to drive sustainable business. The most fundamental contribu- business responsibly – in line with a small company located in an under- tion a company can make towards the Global Compact principles – can developed or conflict-prone country. achieving societal priorities is to be be a tall order for companies of all financially successful while uphold- sizes – whether a multinational with At the same time, companies are seeing ing a high standard of ethics and operations in 100 countries, a busi- that economic, social and environ- treatment of employees, the envi- ness heavily reliant on suppliers in mental issues matter, not just in the ronment and the community. Doing markets with substandard norms, or communities where they are located, Society Checklist SMART COMPANIES LOOK Following are the types of actions companies can take AT THE WORLD AROUND to strategically support societal goals. Data shown THEM, SEE THAT THE represents the percentage of Global Compact companies that indicate taking a STAKES COULDN’T BE ANY specific action. HIGHER, AND BECOME Core Business PART OF THE SOLUTION. Align core business strategy 59% Develop products & services or business models 51% Social Investment Tie philanthropic contributions to core WHO COMPANIES PARTNER WITH MOST OFTEN competencies 61% Coordinate & not duplicate philanthropy efforts 44% Consider impacts of funding efforts 1 2 40% Non-governmental Companies Advocacy organizations Publicly advocate need for action 55% Participate in events on public policy 33% 3 4 Partnerships Academia Government Implement partnership projects 73% Local partnerships 92% but also for long-term business viabil- lenges through their core business. ity. Therefore, companies are increas- Finding marketable solutions and Global partnerships ingly taking actions and partnering developing business models that 45% with peers and other stakeholders to help deal with the risks of our time, actively support societal goals. for example related to climate, wa- ter scarcity or youth unemployment, CORE BUSINESS Companies can have is a huge opportunity for business of those companies an enormous impact when they growth and building new markets. implementing partnerships decide to tackle sustainability chal- Examples include companies focused GUIDE TO CORPORATE SUSTAINABILITY on developing energy efficient solu- COMPANIES BELIEVE THEY CAN HAVE A POSITIVE IMPACT ON SUSTAINABLE DEVELOPMENT CHALLENGES tions, as well as those that are looking to deliver affordable life-improving products to the poor. STRATEGIC PHILANTHROPY In the past, a company’s philanthropic efforts 83% 59% were often mistaken for a corporate re- sponsibility approach. There are clear Growth & employment Education differences, and each has value. Using the wealth of business to support socie- tal causes has made a difference on key issues, such as education and health. And employees often place value in CEOS SAY their company’s philanthropic work, BUSINESS 57% 51% SHOULD DO both through financial giving and vol- †† MORE unteering. But many companies are Energy Climate change now taking a more strategic approach, which mean ensuring that contribu- 84% tions are connected to core business, not duplicating the efforts of others, of Global Compact and taking responsibility for the unin- CEOs believe companies should tended effects of funding in areas like 42% 37% play a leading local customs, traditions and religions. role in addressing global sustainability Health Corruption challenges, but... ADVOCACY Business “statesmanship” is essential for raising the urgency of sustainability issues at the global and local levels. Advocacy by business lead- 33% ers can influence peers, consumers feel that business and, importantly, governments on the 36% 35% is currently making need to tackle societal crises and how sufficient efforts responsible business practices can Inequalities Water and sanitation help. In the realms of carbon pricing RESOURCES and transparent public procurement, for example, the collective voice of A Global Compact business can encourage policy makers for Development to move rapidly in the right direction. UN-Business 32% 18% Partnerships PARTNERSHIP Increasingly, companies Handbook are understanding that they must Poverty eradication Urbanization Catalyzing collaborate and coinvest in solu- Transformational tions to shared, systemic challenges. Partnerships In a major shift over the past 15 years, Framework for stakeholder groups – including b u s i ness, Action – Social investors, governments, UN, civil soci- Enterprise & Impact ety and labour – are increasingly joining Investing 17% 15% forces on common objectives covering Guidance on all societal goals from poverty alle- Food security Peace and security Responsible viation and peace, to disaster relief, Business in Conflict-Affected environmental protection and equality. & High-Risk Areas For business, this also means a willing- ness to move beyond first-mover Responsible approaches and embrace partnerships Business Advancing Peace: Case Examples and collective action efforts that pool resources, share risks and aim to find Water as a Casualty solutions faster. of Conflict 31HOW WE ARE HELPING BUSINESS Photo: UNICEF/BANA2013-00254/Haque Business Partnership Hub To make an impact on organizations can Climate and Energy UN-Business critical goals, we must find partners for their Accelerating Partnerships unite interested parties own projects or join collective action and Matching business around projects and existing ones. partnerships on resources with needs solutions that can be climate change from UN organizations rapidly scaled up. The There are currently over mitigation, adaptation and allowing UN Global Compact 200 projects and 200 and finance companies to make Business Partnership organizations on the Hub, commitments to Hub aims to do just populating it with needs Social Enterprise support the UN that, utilizing digital and offers across sectors, Facilitating partnerships technology and map- issues and geographies. with social enterprises based analytics to bring The hub currently features to scale promising partners to the table. the following topics: solutions This interactive, online platform is designed Anti-Corruption Water to connect business Countering corruption Assisting stakeholders with potential partners through collective to identify collaborators in support of societal action to enhance good to improve water goals. Through the Hub, corporate practices in a management in regions of companies and other region or sector strategic interest 32 GUIDE TO CORPORATE SUSTAINABILITY Peace Conflict and instability taking action to advance not only impact people peace individually and and the environment, in collaboration with but also pose risks to others; and annually all parts of the business communicating on their sector. Building on over a progress. Education decade of work, Business for Peace supports Because sources Education is ranked the business to implement of instability vary most urgent sustainability the Global Compact depending on the local challenge by Global Com- principles in challenging context, the work of pact companies – recogniz- environments and Global Compact Local ing that education equips catalyzes collaborative Networks is key, with individuals with knowl- action to advance peace. 17 networks taking edge and skills critical to action. Their areas of development and economic Over 100 business focus include: natural growth. Our Framework for participants from 30 resource management; Business Engagement in countries are engaged in training programmes Education guides business our Business for Peace to increase human to create education and initiative. They seek to capital, especially for learning opportunities advance peace in the ex-combatants and for children, youth and workplace, marketplace youth; encouraging adults. Developed with and local communities entrepreneurship and job the UN Special Envoy on by paying heightened creation; and fostering Education, UNICEF and attention to the Global inter-religious and inter- UNESCO, the goal is to Compact principles; cultural understanding. help companies identify the business case and carry out engagement activities in a responsible manner. Rule of Law Like peace and stabil- Among other things, Poverty ity, the rule of law is the rule of law includes essential for sustainable legal systems that foster The Global Compact and inclusive economic economic investment by and Oxfam are develop- growth. Where the rule of increasing the security ing a Poverty Footprint law is weak, it is harder of contracts, lowering tool, which will enable for businesses to function levels of corruption, companies and civil and meet their corporate and allowing for timely, society organizations to responsibilities. fair, transparent and work together to assess predictable resolution of corporate impacts – both In collaboration with the disputes. It is also con- positive and negative UN Secretary-General’s cerned with legal identi- – on people living in Rule of Law Unit, the ty and empowerment for poverty. With the goal Business for the Rule of individuals and organiza- of helping companies Law initiative is working tions, enabling transition contribute to poverty to provide guidance from the informal sector alleviation, this assess- on how business can into the formal economy. ment tool is designed to support the rule of law Such individuals and promote business model and reinforce business organizations are at the innovation, cross-orga- respect for the Global base of many companies’ nizational learning and Compact principles. supply chains. corporate transparency. 33 Photos: LEFT Mark Henley/Panos Pictures TOP CENTER Ami Vitale/Panos Pictures TOP RIGHT UN Photo/Kibae Park BOTTOM RIGHT UN Photo/Martine Perret

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