UNITED NATIONS GLOBAL COMPACT

UNESCAP I4D Project

2010 Training Program:

Embedding the Global Compact and sustainability into your organization

Workbook for participants

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

1

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, anti-

corruption 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.

2

Transparency, accountability, trust Brand building

3

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?

4

What are the risks facing your business?

Making progress: The course outline

5

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?

6

Engagement Materiality Matrix

Level of current or potential impact on company

high

low

medium

very high

high mediu very high low

Level of concern to stakeholders

Issues in these

boxes are most

material to the

business.

Issues in these

boxes are less

material.

Issues in these boxes

are important, but not

‘business critical’.

7

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.]

8

CSR management system Setting the direction of the organization

9

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?

10

How do we attain our vision? Establishing indicator areas

11

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 2015

30% lower; and by end 2020 50% lower

Carbon

measurements

records

1

2

3

4

5

6

7

12

The traditional value chain Value chain risk assessment

13

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?

14

Leadership qualities Human resources and CSR

15

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?

16

Action Plan example

17

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

18

Where we need to be:

Improved focus on the impact

Materiality and communications

19

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?

20

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