voice2.2011. corporate social responsibility

The Employers’ Consultative Association of Trinidad and TobagoThe Premier Employers’ Representative

Corporate Social Responsibility

of the Employer MagazineVol.2.2011

“Sustainable return on

Investment”

C

M

Y

CM

MY

CY

CMY

K

Voice of the Employer Vol.2.2011

www.ecatt.org 3

Our VisionTo be the Premier Employers’ Representative

Our MissionTo Advance Employers Interests for the creation of optimum, sustainable value for all stakeholders.

Our MandateTo provide employers with quality representation at the organisational, national and international levels in order to ensure the strength and success of the employer community for the socio-economic well-being of the nation.

Board Members - Keston Nancoo (Chairman), Suzetta Ali (Vice Chairman) Linda M. Besson (Executive Director/Secretary), Ruben Mc Sween, Martin de Gannes, Neil Derrick, Victor Coombs, Dexter Charles, Heidi Bason, W.A. Hilton Clarke, Seeram Ken Maharaj,

Lennon Ballah-Lashley, Charlene Pedro, Gwendoline McLaren, Imran Khan, Narendra Kirpalani, and Farzan Ali

Publisher: Linda BessonEditor: Marsha Gomes

Layout & Cover Design: Marsha GomesEditing: Annette Joseph, Sharmila Debideen and Marsha Gomes

Advertising Sales: ECA Team - Marketing DepartmentPrinted by:

Employers’ Consultative Association of Trinidad and Tobago23 Chacon Street, P.O. Box 911, Port of Spain

Tel: 625-4723, Fax: 625-4891Email: [email protected], Website: http://www.ecatt.org

The views expressed by the ECA Voice Magazine are not necessarily those of the ECA. The ECA accepts no responsibility for the views expressed by contributors nor for errors in contributed articles or advertisements. Reproduction in whole or in part without

written permission is strictly prohibited.

© The Employers’ Consultative Association of Trinidad and Tobago – All Rights Reserved.

Chairman and Executive Director’s Profile 4Affiliations 5Chairman’s Address 6Sustainable return on investment 9CSR defined 10ECA’s CSR Forum 11People, Planet, Profit 13CSR & Annual Reports 17Your Association, Working for you 19CSR Best Practices from Employers 21Domestic Workers Convention 37 The Employers’ Consultative Association

of Trinidad and TobagoThe Premier Employers’ Representative


of the Employer MagazineVol.2.2011

“Sustainable return on

Investment”


4 The Employers’ Consultative Association of Trinidad and Tobago

CHAIRMAN’S PROFILE

EXECUTIVE DIRECTOR’S PROFILE

Linda M. Besson, is the Executive Director and Corporate Secretary to the Board of Di-rectors of the Employers’ Consultative Association of Trinidad and Tobago and Execu-tive Secretary to the Caribbean Employers’ Confederation (CEC) the Regional Body of Employers Organisations/Associations. Mrs. Besson has over 30 years’ management experience. She has spent more than 15 years in her current position at the ECA and 14 years at the CEC. Prior to joining the ECA she worked as a consultant manager to Trinidad Cement Limited Group of Companies. Previously she worked at Eastern Credit Union Co-operative as General Manager. Mrs. Besson is adept and experienced at build-ing and developing organisations. She is very much at home working with people and at empowering those around her to see the vision she sees and shares.

This has been very well demonstrated in the 15 years she served as Chief Executive Offi-cer of the Eastern Credit Union. In 1993 Linda Besson was the only female CEO in the top 50 companies in Trinidad and Tobago. She has an International MBA and is a member of the Association of Business Executives (ABE). Linda Besson has acquired expertise in the development and implementation of Management systems and has project-managed

programmes. She also has wide experience in Administration, Financial and Credit Management, Business Develop-ment, Public Relations and Managing Change. Her success is demonstrated in the fact that she is responsible for the growth of the ECA from 75 members in 1996 to over 680 members as at April 2011. She also manages a team of 29 persons, including professionals and support staff and is responsible for the forward looking approach the organisa-tion currently holds. The ECA ranks as one of the top Business Organisations in Trinidad and Tobago, being the largest in terms of membership, its service delivery and for its role in Industrial Relations.

As the Executive Secretary/Treasurer of the CEC Linda Besson is responsible for the day-to-day administration of the Secretariat, for ensuring that the Confederation is represented at all meetings, workshops and seminars to which it is invited. She coordinates projects and programmes that the regional body may be called upon to carry out, including those coordinated through CARICOM (PANCAP-HIV/AIDS).

Mr. Nancoo is the Group Vice President, Human Resources and Corporate Services at Guardian Holdings Limited and has over thirty years of experience within the manufac-turing sector, both locally and regionally, in Human Resources especially in the area of Employee Relations, Industrial Relations, Marketing and Communications.

He served for some ten years as the Branch Secretary of NUGFW, and has been a mem-ber of the Employer’s Consultative Association Board for over four years.

Keston has a B.Sc (cum laude) in Business Administration and an MBA in Marketing from Andrews University in Michigan, USA. His training did not cease at his MBA but his aspi-rations and commitment to his career also led him to pursue additional training at The Chicago Business School and Harvard Business School.


www.ecatt.org 5

The Caribbean Employers’ Confederation (CEC) is a regional grouping of employers’ organisations in the Caribbean Region founded in 1960. This organisation is dedicated to the development and promotion of good industrial relations practices at the enterprise and macro levels and is committed towards achieving productivity and prosperity for mem-ber countries and the region as a whole. Its office is housed at the Employers’ Consultative Association, 23 Chacon Street, Port of Spain, Trinidad.

CARIBBEAN EMPLOYERS’ CONFEDERATION (CEC)

INTERNATIONAL LABOUR ORGANIZATION (ILO)

The International Labour Organization (ILO) was founded in 1919, in the wake of a destructive war, to pursue a vision based on the premise that universal, lasting peace can be established only if it is based upon decent treatment of working people. The ILO became the first specialised agency of the UN in 1946. The ILO is the only “tripartite” United Nations agency in that it brings together representatives of governments, employers and workers to jointly shape poli-cies and programmes. This unique arrangement gives the ILO an edge in incorporating “real world” knowledge about employment and work. The ILO is the global body responsible for drawing up and overseeing international labour standards. Working with its Member States, the ILO seeks to ensure that labour standards are respected in practice as well as principle. Trinidad and Tobago joined the ILO in 1963 and has ratified 17 conventions to date.

INTERNATIONAL LABOUR AND EMPLOYMENT RELATIONS ASSOCIATION (ILERA)

INTERNATIONAL ORGANISATION OF EMPLOYERS

The International Labour and Employment Relations Association formally The International Industrial Relations As-sociation was established in 1966 in response to a growing need to develop and exchange knowledge in the field of industrial relations at the international level, and provide the academic and the practitioner with a forum for discus-sion and research. Its founding members were the British Universities Industrial Relations Association, the Industrial Relations Research Association (USA), the International Institute for Labour Studies (Geneva, Switzerland) and the Japan Institute of Labour. The Association has over 1,000 members worldwide including prominent industrial relations scholars and practitioners. Subjects such as globalisation, new technology, gender, HIV/AIDS, employee involvement, occupational safety and health, industrial relations, labour law, human resource management, international labour standards, social dialogue, labour administration, informal economy, and many other topics are largely discussed dur-ing its congresses.

Since its creation in 1920 the International Organisation of Employers (IOE) has been recognised as the only organisa-tion at the international level that represents the interests of business in the labour and social policy fields. Today, it consists of 146 national employer organisations from 139 countries from all over the world. The mission of the IOE is to promote and defend the interests of employers in international fora, particularly in the International Labour Or-ganization (ILO), and to this end works to ensure that international labour and social policy promotes the viability of enterprises and creates an environment favourable to enterprise development and job creation. At the same time it acts as the Secretariat to the Employers’ Group at the International Labour Conference, the ILO Governing Body and all other ILO-related meetings. In order to ensure that the voice of business is heard at the international and national level, the IOE is actively engaged in the creation and capacity building of representative organisations of employers, particularly in both the developing world and those countries in transition to the market economy. The IOE is the per-manent liaison body for the exchange of information, views and experience among employers throughout the world. It acts as the recognised channel for the communication and promotion of the employer point of view to all United Nations agencies and other international organisations.



CHAIRMAN’S ADDRESS

Social dialogue remains the answer The ECA rec-ognizes the significant con-tributions of the working class both from within the Pri-vate as well as the Public Sec-tor towards the overall success of the business c o m m u n i t y and to the so-ciety at large. It is therefore very instructive that “Building a future with decent work was the theme of the 100th session of the Internat iona l

Labour Conference held this year in Geneva. It is also of great interest to note that our Government through the Honourable Minister of Labour, Mr. Errol Mc. Leod, has affirmed the Government’s commitment to a De-cent Work Agenda for Trinidad and Tobago. It is against this background and given the current tensions within the Industrial relations landscape here in Trinidad and Tobago, that I find this quote from the Minister of La-bour and Social Solidarity of Portugal, Mr. Jose Antonio Fonseca Viera da Silva, in his address to the ILO’S Afri-can Regional meeting in Addis Ababa back in 2007 to be very compelling. “Decent work is probably the most powerful concept, and effective tool that the interna-tional community has produced, as it provides political options that might offer effective responses to the ef-fects of Globalization.”

This, therefore, is an opportunity for us as a society to fully explore.

Moreover, I do believe that we have a moral respon-sibility to deliver on the promise of this idea that has rekindled hope in the hearts of many. The Employers’ Consultative Association shares this view and believes that the time has come, now, more than ever for each of the social partners and key stakeholders to fully commit themselves to meaningful dialogue and hon-est conversations as it relates to matters that are in the best interest of achieving, prosperity, stability and social progress for our Nation. Tripartism is one of the options at our disposal particularly, since it provides a frame-work for the engagement of social partners. We also have other models such as the Barbados model, the Irish model and closer home, the Social Compact which was signed back in 2000, under the UNC administra-tion which the ECA believes is still very relevant and is worth exploring. Let me hasten to add however, if we are to achieve any measure of success with whichever model we decide to adopt, parties must be prepared to put aside personal, private and sectorial agendas and interests for the benefit of the whole. What therefore is the key driver to accomplish whether it is labeled Tri-partism or a forum for meaningful dialogue and honest conversations between and among Social partners and Key stakeholders?

The ECA notes with conviction that Social dialogue re-mains the answer.

Social dialogue at the national level is an important first step, since it can address a wide range of issues from labour relations to the wider social and economic chal-lenges. In this regard, it is critical for all three social partners, and, in particular the Government, to be a full partner in the dialogue and to play the role of facilita-tor, as in other countries where Tripartism for example is practiced. Trust and Social capital is another key re-source for enterprises in developing economies seek-ing to increase competitiveness and productivity in a global economy. Social capital is created by the ability of people in groups to associate and interact based on shared ethical values (trust) and less on enlightened self-interest and legal mechanisms like contracts.

continued on next page

Keston NancooChairman


www.ecatt.org 7

F u r t h e r , we need to remem-ber that e c o n o m i c prosperity, stability and social prog-ress cannot be achieved by govern-ments, em-ployers or workers act-

ing alone. Tripartism as an example, only works when all parties play their part equally and fairly.

While we acknowledge the right of trade unions to use their organizational and institutional power to re-sist attacks on social and labour rights, we do believe that the time has come for us to break with tradition and to introduce greater levels of creativity, innovation and imagination supported by the will to succeed and the belief in the possibility of change. This is being ad-vanced within the context that ensuring the rights of workers are not at odds with economic growth, or with our country’s national interests. Being an Employers’ organization, the ECA views as its primary concern, dur-ing these challenging times, the importance to impress upon our social partners the need for responsible sus-tainable enterprise development in an enabling policy environment that supports job creation and competi-tiveness. In this regard, returning to discussions on in-creasing the levels of productivity is as equally impor-tant. Central to all of this, are the following issues that we believe must be addressed. Social partners must demonstrate the will and conviction to begin to change the content and quality of our conversations between and amongst ourselves. This however, will require a need to exercise greater levels of tolerance and mutual respect if we are to be successful on this journey; since psychologically, we must recognize that we are all com-ing from different places given our history.

Another key area requiring our urgent attention is the real challenges around youth unemployment. There is an ongoing need to continuously improve the rele-vance and alignment of education and training in order to better meet the needs of the economy, employers and students in terms of pre-employment education

and training, and education and training for the current workforce. This would include generic skills that sup-port an adaptable and a flexible workforce and specific technical skills that are important to a range of indus-tries and occupations. We believe that the Government has the responsibility for education by ensuring that young people leaving the education and training system have the relevant skills to be employable in changing markets. Responsibility for further vocational training should be shared between the society, employees and employers according to interest and benefit. Employ-ees must be prepared to meet their responsibilities to manage education, careers, pursue opportunities and maintain their employability.

I would be the first to admit, that for each constituent group there will be challenges as we embark upon this new phase to further the development of a greater and better Trinidad and Tobago. As L.W. Lineth once wrote, “the most effective way to cope with change is to help create it.” The ECA therefore invites all social partners and key stakeholders to join hands as we embark upon this new journey.

In closing, as we seek to create a better future for T&T and by extension, the creation of a better world, we believe that it is the joint and equal responsibility of all social partners and key stakeholders to promote and forge a developmental course such as would create a sound resilient economy characterized by growth and sustainable development.

Keston NancooChairman

- * -

“The most effective way to cope with change is to

help create it.”


www.ecatt.org 9

CORPORATE SOCIAL RESPONSIBILITY

‘The Road to Sustainability’“Corporate social responsibility is a hard-edged business decision. Not because it is a nice thing to do or

because people are forcing us to do it... because it is good for our business”- Niall Fitzerald, Former CEO, Unilever

“In my view the successful companies of the future will be those that integrate business and employees’ personal values. The best people want to do work that contributes to society with a company whose

values they share, where their actions count and their views matter.” - Jeroen van der Veer, Committee of Managing Directors (Shell)

“Companies with their eye on their ‘triple-bottom-line’ outperform their less fastidious peers on the stock market”

- The Economist



The United Nations-backed Principles for Responsible In-vestment Initiative (PRI) is a network of international in-vestors working together to put the six Principles for Re-sponsible Investment into practice.

The Principles reflect the view that environmental, social and corporate governance (ESG) issues can affect the performance of investment portfolios and therefore must be given appropriate con-

sideration by investors if they are to fulfil their fiduciary (or equivalent) duty. The Principles provide a voluntary framework by which all investors can incorporate ESG is-sues into their decision-making and ownership practices and so better align their objectives with those of society at large. The PRI Initiative was created after the launch of the Principles to help investors to implement the Prin-ciples. The Initiative is managed by the PRI Secretariat and supports investors by sharing best practice, facilitat-ing collaboration and managing a variety of work streams. The Initiative is incorporated as a not-for-profit company limited by guarantee. As of April 2011 over 850 invest-ment institutions have become signatories, with assets under management approximately US$ 25 trillion. A full list of current signatories can be found at www.unpri.org/signatories.

The Principles for Responsible Investment are:1. Incorporate ESG issues into investment analysis and decision-making processes.

2 Be active owners and incorporate ESG issues into our ownership policies and practices.

3. Seek appropriate disclosure on ESG issues by the enti-ties in which we invest.

4. Promote acceptance and implementation of the Prin-ciples within the investment industry. 5. Work together to enhance our effectiveness in imple-menting the Principles.

6. We will each report on our activities and progress to-wards implementing the Principles.

The Principles for Responsible Investment were devel-oped by an international group of institutional investors reflecting the increasing relevance of environmental, so-cial and corporate governance issues to investment prac-tices. The process was convened by the United Nations Secretary-General.

In signing the Principles, we as investors publicly commit to adopt and implement them, where consistent with our fiduciary responsibilities. We also commit to evaluate the effectiveness and improve the content of the Principles over time. We believe this will improve our ability to meet commitments to beneficiaries as well as better align our investment activities with the broader interests of soci-ety. ***

Principles for Responsible Investment Initiative (PRI)

Corporate Social Responsibility (CSR, also called corporate conscience, corpo-rate citizenship, social performance, or sustainable responsible business) is a form of corporate self-regulation integrated into a business model. CSR policy functions as a built-in, self-regulating mechanism whereby business monitors and ensures its active compliance with the spirit of the law, ethical standards, and international norms. The goal of CSR is to embrace responsibility for the company's actions and encourage a positive impact through its activities on the environment, consumers, employees, communities, stakeholders and all other members of the public sphere. Furthermore, CSR-focused businesses would proactively promote the public interest (PI) by encouraging community growth and development, and voluntarily eliminating practices that harm the public sphere, regardless of legality. CSR is the deliberate inclusion of PI into corporate decision-making, that is the core business of the company or firm, and the honouring of a triple bottom line: people, planet, profit.

Corporate Social Responsibility (CSR) defined


www.ecatt.org 11

Excerpt from the open-ing Remarks by Luesette S. Howell, Senior Spe-cialist for Employers Ac-tivities, ILO Decent Work Team and Office for the Caribbean, Port of Spain, Trinidad and Tobago.

On behalf of the Carib-bean Office of the Inter-national Labour Organi-zation (ILO) based in Port of Spain, and the ILO Bu-reau for Employers’ Ac-tivities headquartered in Geneva, I bring greet-ings to all of you. I also bring congratulations to the ECA for organizing

this forum that brings us together on this pertinent topic of Corporate Social Responsibility.

Corporate Social Responsibility (CSR) is a concept whereby companies integrate social and environmental concerns in their business operations and in their interaction with their stakeholders --- on a voluntary basis”. It is an issue that we all must face and is of increasing relevance to the operation of business. While it is generally the responsi-bility of the government to facilitate the wellbeing of the citizens of a country, no government has all the resources or the answers to meet all the socio-economic needs of its citizens. CSR is a very easy concept to define when un-derscoring several key words: respect – voluntary – prin-cipled – interaction. It is about bringing some other very simple considerations into how you do business such as: - Respecting human rights as well as the environment in which we operate.- Approaching how you do business with an eye on hu-man rights issues within the context of your business and your society. - Ensuring that, through fair treatment, your staff feels able to contribute their best to your business to the ad-vantage of your business. - Considering your work processes in light of the environ-mental impact you may be making.

Any company in business these days has a daily balancing act which entails managing the interests of all its stake-holders which include the employees, the owners, the

clients, the community in which it is based, and the en-vironment in which it operates. When a company speaks of its Corporate Social Responsibility, it is recognizing the company’s relationship to all its stakeholders and acts in their best interests. It also speaks to the commitment of the company to manage its role in society in a responsible manner and includes voluntary & principled actions pro-actively exercised over any actions required by law.

The objectives of this forum coincide with the ILO’s De-cent Work Agenda, an agenda that benefits all persons in-volved in the world of work. Since the Decent Work Agen-da’s adoption by more than 100 ILO member countries, including Trinidad and Tobago, at the International Labour Conference of 1999, the concept has continued to gain support at the national, regional and international levels. The primary goal of Decent Work is to “… promote oppor-tunities for women and men to obtain decent and produc-tive work, in conditions of freedom, equity, security and human dignity.” Simply put - Decent Work has four insepa-rable components: (i) fundamental rights; (ii) employment creation; (iii) social protection; and (iv) social dialogue. It has been accepted as an international development goal. Making Decent Work a global goal has been agreed to at a number of major multilateral meetings, conferences and summits. The ECA is currently an important player in the tripartite dialogue to formulate the Decent Work Agenda for Trinidad and Tobago. Competitiveness and globalisa-tion are obliging enterprises to make major changes in their human resource management policies and practices. The development and deepening of international trade and foreign investment, the expansion of multinational enterprises with global production and marketing strate-gies, spreading tendencies towards regional coordination among governments as well as the social partners, the increasing linkages between financial markets, lightening speed developments in technology and communications - these are some of the most socially significant features of globalization. While globalization has had positive effects in the form of new opportunities for economic and social development it has also posed challenges and threats. In this context, it is well accepted that international labour standards and fundamental principals at work are valu-able benchmarks for the international community, public institutions and the private sector: they give authoritative guidance for promoting human rights in the workplace and in the environment in which we operate.


Forum on Corporate Social Responsibility

Senior Specialist for Employ-ers’ Activities International Labour Organization (ILO)



In a world where consumer and finan-cial organisations are making purchas-ing and investment decisions on the basis of how they believe a business

is operating, then, unless you are meeting their expecta-tions, they will buy the product or service they want else-where, maybe from your competitor or even from anoth-er country. When employers respond to the expectations and perceptions of consumers and society, they are being pragmatic in that they are taking steps to either maintain their existing market share or seek to gain access to wider markets. Increasingly, consumers and investors in affluent markets are making choices based on factors that are re-flected in the principles of Corporate Social Responsibility. This is an emerging reality, whether we like it or not.

In the Caribbean, a number of priority areas for action are being identified which includes respect for international labour standards and fundamental principles and rights at work, employment creation, and productivity and competitiveness. The CARIFORUM Economic Partnership Agreement with the European Community, of which Trini-dad and Tobago is a signatory, recognizes the beneficial role that core labour standards and decent work can have on economic efficiency, innovation and productivity, and they highlight the value of greater policy coherence be-tween trade policies, on the one hand, and employment and social policies on the other.

The ILO has found that many people underestimate them-selves in being able to make a difference in activities that affect their own livelihood. As we make decisions for our-selves, we should keep in mind that whatever decision we make not only impacts our workplaces, but also our nations, our region, and in turn, the international arena. Your business and workplace strategies should therefore take into consideration what is happening around us now and the emerging trends in the national, regional, and global business environments.

We know that action, guided by the ILO’s Decent Work Agenda, can be taken at the enterprise level to contribute to sustainability. At the International Labour Conference in 2007, representatives of governments and employers’ and workers’ organizations of over 100 ILO member states, including Trinidad and Tobago, agreed that sustainability means “operating a business to grow and earn profit, while recognizing the economic and social aspirations of

people inside and outside the organization on whom the enterprise depends as well as the impact of its operations on the natural environment”.

The interest in sustainability in various spheres, including entrepreneurial activities, permeates the national devel-opment strategy. So what are the characteristics of a “sus-tainable” enterprise and how would that relate to the De-cent Work Agenda in Trinidad and Tobago? The following aspects interact to impinge on sustainability, and indeed, competitiveness: • social dialogue and good industrial relations; • human resource development; • conditions of work;• productivity, wages and shared benefits;• corporate social responsibility,• corporate governance

I will close by stating that making the business case for promoting corporate social responsibility is very easy to do.

• Strive to achieve balance between the economic, en-vironmental, and social imperatives which are not only good for the society in which a company operates, but also good for a company’s financial performance

• Protect the rights and interests of workers through the proper application of good laws and good industrial rela-tions practices at the workplace

• An engaged, satisfied workforce is better for business; while businesses make work for people, it is the people that make businesses work

• Integrate a company’s triple bottom line (financial, en-vironmental, and social) by addressing stakeholders’ de-mands, expectations and values through - adopting CSR policies & practices - practicing good governance - empowering human resources

• A company’s long-term interests are satisfied by the good public image stemming from a company’s positive impact on the society in which it operates. In doing so, the company retains existing customers and wins over new customers.

***

Forum continued ...


www.ecatt.org 13

People, Planet, Profit is an award-winning book by Peter Fisk, on how sustainability drives innovation and growth. It introduces a more inspired, more balanced approach to business. Full of case studies and practical tools, it is the es-sential guide for managers. It also addresses social and environmen-tal challenges through customers and brands in a way that has more impact than politicians or environ-mentalists ever could. This book is recognised as Management Book of the Year 2010 by Management Today.

We live in a time of unprecedented change. In business we face challenges and opportunities that are more criti-cal and complex than ever - where the consequences of failure are unimaginable, and the impact of our decisions are felt instantly across the planet. Change is all around us. The cries for help at the end of an industrial age, the shift in power towards the developing world, from big to small, masses to niches, and the recognition that we can only sustain our livelihoods with new thinking, new behaviours, and new balances. We know that the old short-term, sales and wealth-obsessed models of busi-ness are broken, and we are now beginning to feel the consequences. We struggle to balance our priorities and ambitions - the pursuit of personal and business success, whilst also seeking to make the world a better place. Is it possible to do both? These are challenging times to lead and manage a business, even more difficult to create and sustain profitable growth.

RethinkSocial and environmental issues are more important than ever. For business, they represent some of the greatest opportunities to find new markets of profitable growth, more lasting and engaging sources of competitive advan-tage, and more effective ways to reduce cost and risk. Consumers no longer feel conflicted by the issues, but committed to supporting change. Doing good is no lon-ger about sack cloth and frugality, it can feel and taste good too. We realise that it is no longer a nice to have, but a must do. We realise that it is no longer a peripheral activity but fundamental to every aspect of how we do business, every day, for everyone. People, Planet, Profit is

about business opportunity, operational improvement and competitive advantage.

Ben Clarke from Kraft Foods says “Sustainability is now about profit ... it is the op-portunity of the twenty-first century.” The business case for “people and planet and profit” is based on both the profitable new opportunities of sustainable markets - em-bracing these issues within existing markets, and invest-ing in new market spaces such as renewable energies

- and also on the significant cost and risks likely to be in-curred by unsustainable practices in future. Sustainability is no longer an adjunct to business. It is no longer a sepa-rate department, or even a team within the corporate af-fairs department concerned only about compliance and reputation. It is no longer enough to have some worthy goals, a sustainability strategy as an appendix to the busi-ness plan, or a sustainability report as an afterthought. It demands that business leaders rethink fundamental stra-tegic questions – why we exist, where we should focus, how we are different, and why people will choose it, want to work for us, and invest in our business.

People and PlanetThe social and environmental challenges are known and numerous. But by rethinking they also represent some of the best opportunities for business. Consider just some of them. As the global population mushrooms towards 9 billion, cities like Beijing, Los Angeles and Mumbai will triple in size. Whilst the global “middle class” is the fastest growing section of society, with its high aspirations and higher consumption, a billion people survive on less than $1 a day, 3 billion on less than $2 a day. 3 billion people have no access to clean water, 800 million are hungry, and 10 million children die before they are five. Yet the “bot-tom of the pyramid” have dreams too, they seek better lives and demand more. Together, they represent an esti-mated $5 trillion market.


PEOPLE, PLANET, PROFIT


www.ecatt.org 15

Challenges and OpportunityIt is not just about “reducing, recy-cling and reusing”, as the mantra goes. It is about rethinking. People quickly see through the greenwash, demanding real transparency in re-turn for trust.

Inspired LeadersIt demands the vision and courage of business leaders, and every manager across the organisation, to release business from the shadows of a failing world, to realise a new spirit of entre-preneurship and innovation through which we and others can prosper.

People, planet, profit continued

CSR is the process of assessing an organisation’s impact on society and evaluating their responsibilities. CSR begins with an assessment of a business and their Customers, Suppliers, Environment, Communities and Employees.

CSR is a long-term approach to business that addresses the needs of communities, people and their employers. CSR provides frameworks for successful enterprise that is

harmonious with its surroundings. CSR is an opportunity to generate honest, authentic good-news stories that a business and its community can be proud of. CSR must be sustainable - remaining a fundamental part of your busi-ness regardless of changing fortunes.

Below is a flow chart that can guide your CSR planning efforts.

BEYOND THE BUZZ WORDS



WHO CAN CLAIM

The National Insurance Employment Injury Benefits are payable to an insured person who is unable to work because of personal injury caused by an accident, which arises out of and in the course of employ-ment, or through a prescribed industrial disease caused by the nature of their employment.

This is a unique benefit which consists of four (4) categories: Injury Benefit - payable for 52 calendar weeks.Disablement Benefit - consists of either a monthly pension or a lump sum payment.Medical Expenses - to assist with expenses incurred as a result of injury or a prescribed disease.Death Benefit - monthly benefit payable to the spouse, dependent parents and dependent children.

Anyone who is in insurable employment where the individual is employed under a contract of service and:- A contribution was due for that week of employmentIs away from the job because of an accident/disease that arose out of or in the course of employment; Is incapable of work for more than 3 days as a result of the injury or prescribed industrial disease.

The benefit payment is determined by using the class in which your contribution was made in the week of the accident or the week prior to the accident, whichever is higher.

The Employment Injury Benefit will be paid to a claimant whether or not there is a loss of earnings result-ing from the injury or prescribed industrial disease.

WHAT IS PAID

Claim will be acceptedClaim is late and may be accepted with good cause. A late claim letter is neededClaim shall be disallowed

Within 14 daysAfter 14 days up to 12 months

Over 12 months

For more information, please visit our website or call us today.

www.nibtt.net Hotline:663-4NIS [email protected] [email protected]

WHAT ARE THE EMPLOYMENT INJURY BENEFITS

DID YOU KNOW?

WHO CAN CLAIM

WHEN TO CLAIM

C

M

Y

CM

MY

CY

CMY

K

EInjury_ECA2011.pdf 1 4/6/2011 3:32:00 PM


www.ecatt.org 17

Public companies in the U.S. are, by law, required to dis-close financial results only. Then why are a majority of an-nual reports increasingly addressing social responsibility, sustainable practices and corporate giving? Though inte-grated reports may eventually replace annual reports, 52 percent of Fortune 100 Companies included statements of Corporate Social Responsibility in their 2010 annual re-ports and 10-K.

What’s behind this push for non-financial reporting?A combination of the current economic environment, public demand for transparency, the rise of social media and third-party verification. Consequently, however, a lack of reporting standards ensures that companies pick and choose if and how they share their charitable works, community involvement, commitment to diversity or en-vironmental stewardship in their annual report. A com-pany that does it right quickly realizes that effective and transparent communication is key to maximizing invest-ments, as well as transforming the company and its brand. Company executives understand that the organizational and technological innovations they put in place yield both bottom-line and top-line returns.

There are seven (7) main trends that will affect every company in the future, whether they already report on non-financial goals or continue to put it off for a variety of reasons:1. Rising expectations.Over the last decade, pressure has been building for U.S. food companies to cut back on calories, fat and salt. Though higher commodities prices have reduced packag-ing and portion sizes, trends towards more healthful foods have accelerated. American consumers still demand the convenience of packaged and easy to prepare snacks and meals—now with more fiber, less sugar and salt.

2. Shareholders pushing harder than ever.CEOs used to be able to brush aside shareholder activists, but today that would be a risky move. It is yet another mark that in the most basic governance struggle in busi-ness - the fight between shareholders and managers - in-vestors are gaining power.

3. Supply chain engagement.The era of corporate leaders squeezing every last cent in cost reductions from suppliers is over. Confrontational supplier relationships in today’s world have tangible con-sequences for the bottom line. Every corporation depends on getting access to technology or value creation.

4. Shared knowledge.Though corporate espionage is on the rise, the world’s most respected companies unite rather than compete to advance their own businesses and move markets.

5. Clear leadership.The winners in the battle over increasingly costly energy and natural resources are leaders capable of motivating teams, partners and customers to act as investors.

6. Localization.One of the many things companies have learned from the recent earthquake-tsunami-nuclear disaster in Japan is that today’s long supply chains are extremely vulnerable to fallout from events far outside their control. It does not need to take a natural disaster for organizations to re-consider distant just-in-time manufacturing and procure-ment. For decades, low wages, inexpensive raw materials and transportation costs have enabled China’s factories to supply the world with cheap goods. But a decade of rising materials costs, the distance between production and consumption, and a greater need for supply chain responsiveness has pushed organizations to revisit their love affair with global supply chains.

7. Increased transparency/accountability/integrity.Today’s consumer landscape is saturated with marketing campaigns that promise customers green(er) services or products but are challenged to deliver substantiated data that empowers, educates and connects with buyers’ val-ues. Don’t pity the company that tells a white lie. Today’s consumers are smart, better informed, and way better connected than ever before. And they are demanding equal treatment in every transaction.

So, how do we move forward?

Responsibility is today’s reality.The stage is set for a year of more open and engaging corporate reporting with these seven issues continuing to influence annual reports and the broader conversation. Remember that each element of this mainline issue, in the end, affects not only your brand reputation but also your ability to do business and make a bigger profit next year. ***This article is written by Michael Sater, an account director at Definition 6, a unified marketing agency, and an expert in creat-ing and implementing global brand management strategies

CSR AND ANNUAL Reports


www.ecatt.org 19

In the last month the ECA engaged its members on their thoughts of the impending National Shut-down. We en-quired as to if you felt the shutdown would affect your company and how, and in what way you believed the ECA could assist. The ECA extends appreciation to the mem-bers who took the time to respond, as your feedback served to inform and guide our decisions and is instru-mental in aligning our support to adequately meet your needs and aspirations. In the response to the question a few companies indicated that the impending shutdown would not directly affect them as they had no unions or were not particularly dependent through supply or de-mand on companies who were unionized. Other compa-nies noted that they would feel the brunt of a shutdown especially if there were delays in clearing port shipments, shutdown by key utility providers e.g. transport, electric-ity and water which would affect employees’ ability to get to work. Other companies indicated that if their key pro-viders were affected this would also affect their ability to respond to customers and their level of productivity.

Companies indicated that the ECA could assist through the following areas: 1.Issue a statement giving merits and demerits of both sides. 2. Indicate that this proposed shut down is counter-pro-ductive for the national economy. 3. Appeal for good sense to prevail and offer services as conciliator to the parties.4. Lobby government to remove the 5% cap. 5. Persuade the unions to continue negotiations via me-diation only thereby influencing them to return to the bargaining table. 6. Lobby all membership and support organizations NOT to support the call.

The ECA would wish to indicate that we have noted the concerns around this issue with great interest and have been working to advocate your sentiments regarding the threat of a national shut-down in the following ways: Press Release As early as February this year, the ECA condemned the call for “Sick Out Action” by the Trinidad and Tobago Police Service and later did the same in May when the Trinidad & Tobago Unified Teachers’ Association issued a call for a day of rest and reflection. The ECA stands firm that the law should be upheld and any Union in its bargaining pro-cess should not be found in breach of the laws of the na-tion. In the ECA’s Labour Day Message for June 2011, the ECA spoke to the fact that the time is right for social part-ners to firmly re-commit themselves to the principles of “Tripartism”. The ECA also noted with conviction that So-cial dialogue remained the answer as it was an important

first step in addressing a wide range of issues from labour relations to the wider social and economic challenges. It is in this regard, that the ECA called on the Government, to be a full partner in the dialogue and to play the role of facilitator, as like in other countries where Tripartism is practiced. In July, the ECA commented on the 5% cap and acknowledged the right of trade unions to use their organizational and institutional power to resist attacks on social and labour rights, as long as it was being advanced within the context of ensuring the rights of workers are not at odds with economic growth, or with our country’s national interests. The ECA made an open plea to the Trade Union Movement and the Government to “put country first” in light of the recent breakdown in talks between both parties. In August, the ECA did not condemn the limited state of emergency imposed on the national com-munity even though it indicated that it would adversely affect business. The ECA remains convinced that the time had come for some kind of decisive action toward Crime due to the fact that the Global Competitive Index report ranked Trinidad 84 out of 139 countries surveyed; where the most problematic factors for doing business in T&T were, crime and theft and poor work ethic in the national labor force. It is on this premise that the new initiative by the government had to be assessed after the proposed fifteen days.

Press Appearances Mr. Keston Nancoo, the Chairman of the ECA appeared this month on two prominent morning programmes namely TV6’s Morning Edition and CNMG’s “First Up”. He indicated that the time had come for us to break with tra-dition and to introduce greater levels of creativity, inno-vation and imagination supported by the will to succeed and the belief in the possibility of change. He also re-emphasized the Labour Day message that all social part-ners must demonstrate the will and conviction to begin to change the content and quality of their conversations between and amongst ourselves so that business and the economy will not be affected.

Today, in 2011 the economy can not afford to lose pro-ductivity man hours due to the inability of social partners to find a common ground. The ECA advocates that parties should exercise greater levels of tolerance and mutual re-spect since psychologically, we are all coming from differ-ent places given our history. The ECA is therefore reiterat-ing its call for parties to put aside egos and personal and private agendas in the interest of our beloved nation. The ECA again thanks its members for its prompt feedback and look forward to serving you in all areas of consideration.

***

YOUR ASSOCIATION, WORKING FOR YOU



Let Us Serve You!

- Advocacy and Representation of All Employment Issues

- Free Telephone Advisory on Labour Legislation, Industrial Relations, National Standards on Working Conditions and Human Resource

- Research: Compensation Surveys, Labour Market and Employment

- Publications - Compilation of Wages and Salaries; Collective Agreements and Industrial Court Judgments, etc.

- Outreach: Informative Website, Radio Series, Subscription to Employers Voice Magazine, information via email

- Forming Alliances/Networking - Meetings on various topics of interest

- Employers Solution Centre Limited provides Training, Human Resource and Industrial Relations Solutions in addition to any other consultancy request at discounted membership prices

Become a Member of the ECA What We Do?

Becoming a part of the ECA’s family entitles you to a full range of employment services. As the Employment environment in Trinidad and Tobago changes into a globalised arena, the ECA is no longer to be seen just as

true to its vision to be the Premier Employer Representative.

Our Mission

Our MandateTo Provide Employers with Quality Representation at the Organizational, National and International Levels in Order to Ensure the Strength and Success of the Employer Community for the Socio-Economic Well-Being of the Nation

Contact Us

To Advance Employers’ Interest for the Creation of Optimum Sustainable Value for all Stakeholders


www.ecatt.org 21

CSR BEST PRACTICES from Employers



Both the concept and the definition of Corporate Social Responsibility (CSR) have evolved immensely over the last sixty years or so. As it is the social responsibility of the individual to consider the effects of his decision and action on the whole social system, in like manner busi-nesses are socially responsible when they consider the need and interest of others who may be affected by their actions. In so doing they look beyond the organisation’s narrow economic and technical interest. Corporate So-cial Responsibility could therefore be aptly defined as “a concept whereby companies integrate social and environ-mental concerns in their business operations and in their interaction with their stakeholders on a voluntary basis.”

The UTC’s Corporate Social Responsibility Programme fo-cuses on the following broad areas:- Operational sustainability/Business continuity- Promotion of culture and sporting activity- Investing in education and training- Encouraging good health and wellbeing- Community development- Preservation of our environment

Corporate Social Responsibility is uppermost in our mind at the UTC as we believe that these activities go far in building better communities, educational opportunities

and improved standards of living for individuals, families and communities in need. To this end, the Corporation has an extensive and very proud history of CSR in Trinidad & Tobago.

(1) Operational sustainability/Business continuity: At the UTC, we are continuing to strengthen our Corporate Governance systems, while adhering to our fundamental principles of sound investment decision-making, prudent financial management, integrity and transparency. In this regard, the preservation of unitholder value will always be our number one priority as a financial service provider. Mindful of the imperatives of sustainability, we are, always seeking new and creative ways to serve our customers and generate superior investment returns within accept-able risk parameters. We believe that our stewardship of investor funds is paramount. In 2010, we expanded our Customer Service network by opening two (2) new loca-tions at One Woodbrook Place and at Movietowne. These Customer Service Centres (CSCs) are strategically situated in convenient, high traffic areas, servicing the financial investment needs of the Western Peninsula. The Corpo-ration also encourages staff members to engage in an ar-ray of technical and soft-skills training programs geared towards providing our customers with the highest-quality of financial services based on accepted international best practices.

(2) Promotion of culture and sporting activity: In the arena of culture, the UTC over the years has been a proud spon-sor of annual cultural events including: Emancipation Cel-ebrations, Divali, the Tobago Heritage Festival. In conjunc-tion with our annual Divali celebrations, the Corporation hosts a Divali Art Competition, in which local schools par-ticipate. The UTC’s unique involvement in Carnival usually takes the form of assistance to a number of unsponsored steel orchestras. With respect to sport, we are the spon-sors of The Unit Trust Maloney Pacers, a local basketball team, and have also sponsored Under-19 Cricket, The National Women’s Cricket Team, and Cricket in Tobago in recent years. Additionally one of our Executive managers was the president of the local women’s Cricket Board for a number of years.


Taking CSR beyond Volunteerism and

Philanthropy

Eutrice Carrington, Executive Director


www.ecatt.org 23

(3) Investing in education and training: The UTC places tre-mendous value on the education of our nation’s children. Last year marked the 15th year of the UTC’s SEA Scholar-ship Program, and also the 19th year of our UTC Schools’ Investment Game. Recently, the UTC has embarked on various TV and radio initiatives geared at educating as well as providing information to the general public. The Cor-poration will be hosting an Investor Conference entitled ‘Resetting your Investment Strategy for growth’ which is to be held at the Hyatt Regency Hotel.

(4) Encouraging good health and wellbeing: The UTC’s Ribbons of Hope-5K event in support of HIV/AIDS has be-come an annual event, attracting participation from all over T&T. In 2010, the UTC staged its inaugural walk-a-thon in aid of the Renal Transplant Support Group which aims to raise awareness about diabetes and kidney dis-ease.

(5) Community Development: Aside from the foregoing, the UTC has embraced our local communities, and by extension, the country. We have participated in various humanitarian efforts including Habitat For Humanity, an NGO that constructs homes for under-privileged families, and participating in A.R.R.O.W. (Auditory, Read, Response, Oral & Writing Program), a literacy program targeting chil-dren. UTC staff also takes time out during the course of the year to spend time with some of our senior citizens by visiting and helping at various institutions for seniors.

(6) Preservation of our environment: One of the Corpora-tion’s goals is to find creative ways of reducing our carbon footprint, and in so doing secure the environment for our future generations. We are engaging in various initiatives to reduce our paper usage and energy consumption. In recent years, our staff members have participated in ef-forts to clean-up some of the nation’s beaches, as well as nature trails at the Asa Wright Nature Centre.

Beyond Volunteerism and Philanthropy

Despite the Corporation’s robust engagement with the communities in which we operate, we remain convinced that for a financial organization like the UTC, our Corporate Social Responsibility goes much deeper than the sphere of volunteerism and philanthropy. While many people and organizations unwittingly believe that charitable giv-ing of financial resources and time is all there is to Corpo-rate Social Responsibility, at the UTC we understand that it goes beyond that. What corporations do can be critical to societies, positively and negatively. When corporations act responsibly, they promote economic growth and the

development of society. When they do not adequately discharge their social responsibilities, there can be severe and horrendous consequences for the wider society. An example of this occurred in the United States where the failure of financial market actors to recognize the risk in-herent in the asset-backed derivatives that were based on subprime mortgages, led to a global financial crisis which resulted in the Great Recession of 2008. Conscious of its raison d’etre, the UTC has strived over the years to em-brace and inculcate Corporate Social Responsibility into its day to day dealings with its more than 500 thousand investors who account for a large proportion of the work-

ing population. The Unit Trust Corporation is in fact a so-cial investment coming out of a joint public-private sector partnership comprising the Central Bank, the National In-surance Board and the banking and insurance sectors. The mandate then and now of the UTC is to establish savings and investment vehicles aimed at widening the sharehold-ing democracy in Trinidad & Tobago. You may recall that the UTC was set up to provide people of all walks of life and particularly the ordinary man with the opportunity to participate in the money and capital markets and in the process participate in investment activity that promotes wealth creation, economic development and transforma-tion. Against this background what the UTC does is crucial to those who have invested their funds with the Corpora-tion and the economy as a whole. Consequently, UTC has a vital social responsibility to the people of Trinidad and Tobago and the diaspora who put their savings with the organization. From our experience one of the most criti-cal success factors for Corporate Social Responsibility is leadership. The issue of Corporate Social Responsibility is bound up with leadership and according to Arie de Geus in a 1997 article entitled “The Living Company” published in the Harvard Business Review.


Unit Trust staff working to clean up the nations beaches



For decades TSTT has been giving back to communities but it was not until August 2005 with the formation of the TSTT Foundation that the company launched its compre-hensive corporate social responsibility programme. The decision to establish the Foundation was taken with the intention of having a strategic and coordinated approach to our contribution to our national community.

The areas of focus established included youth develop-ment in four thematic areas; education, health, sport and culture. Each year the company invests some millions of dollars both in cash and kind in projects and programmes aimed at developing youth through CSR initiatives. Key el-ements of the company’s CSR approach include the fund-ing of community projects, sponsorships, donations, con-cessionary rates on services for NGOs and CBOs, provision of subsidized services in rural communities through its community communication centres and the provision of skilled manpower for NGOs through its employee volun-teer programme. While some of our efforts are seasonal and event based, some have developed to become annual TSTT calendar initiatives. One example of such an annual project is the Book Buddies programme. Three years ago the company got together with its employees to start the ‘Book Buddies’ programme. Through the programme, an annual book drive is done through which employees take the booklists of children from various homes and pur-chase all the books and other required school supplies. In addition the company provides school bags and lunch kits. This year the company was also able to provide com-puters, wireless routers and internet service.“This pro-gramme has become a favourite on our annual calendar of events. Through it, we are able to partner with our em-ployees to make a meaningful intervention in the life of a child in need. It is also an intervention that allows TSTT to have a sustainable and long term positive impact on the children’s lives. The programme has grown significantly over the last few years. In the first year we took all the lists from five Homes and provided school supplies for 85 children. “This year we will be providing for 160 children from 12 homes,” explained Trudy de Verteuil, TSTT’s Man-ager Corporate and Community Affairs. “Our employees’ contribution will amount to over $60,000 while the com-pany will contribute a further $60,000, but the real win for us is the positive difference we can make in the lives of children who need our help.” The beneficiary homes are very appreciative of such a thoughtful and useful inter-vention. “I can’t even explain how happy we are for what

TSTT has done,” says Joanne George, manager of the Phil-lip’s Children’s Home in Campden (Couva). “Every year we receive every single book requested including statio-nery. The books are even covered and labeled when we receive them. The children are practically ready to enter the classroom. They have really done an amazing thing.” But it is not only the beneficiaries who are happy with the programme it is also the employees who participate. “I for one am profoundly moved and humbled by the gener-osity of spirit shown by staff at all levels of the organisa-tion,” stated Carol Worrel-Charles, a TSTT employee and Book Buddies donor, “We have had everyone from every level of the organization making contributions, all equally meaningful and valued.”

Since its establishment in 2005 the Foundation continues to evolve. “There is a need for focus and for sustainable results,” explained Camille Salandy, Head Public relations and External Affairs. “The Foundation has not only afford-ed us an opportunity to help in a tangible and sustainable way, but it has also given us an ability to measure our re-sults and continually challenge ourselves year after year.” TSTT’s work in CSR has also evolved in an environmentally friendly way and in an effort to reduce its carbon footprint the company started encouraging customers to return their printed directories for a small fee. From a techno-logical standpoint the company has also started its ‘Green PC” initiative last year. Through this initiative the compa-ny fixes and refurbishes used PCs and donates these to charitable organizations. From a human resource stand-point TSTT, through the employee volunteer programme, has been making increasing use of the people power of its workforce to help achieve its aims of providing assistance to young people. The company has one of the largest em-ployee volunteerism programmes in Trinidad and Tobago and members volunteer their time and effort to several youth-focused organisations as well as the Foundation’s own initiatives. TSTT volunteers have been trained as football coaches and also work with a number of differ-ent NGOs including Moms for Literacy, the Trinidad and Tobago Cancer Society, ALTA and Families in Action among others.

The company’s social investment portfolio includes the development of youth swimming and the Foundation has been sponsoring secondary school swimming for the last seven years.


TSTT Foundation


www.ecatt.org 25

Leaders in living com-panies see themselves as stewards of the or-ganization they are ap-pointed to lead. Conse-quently, one of the top leadership priorities is keeping the institution at least as healthy as it had been upon the as-sumption of duty, that is preserving and not destroying value. See-ing that leadership is supreme, leaders must not only be technically sound. In fact, they are required to be morally and ethically forthright as well. All these attributes must be seen as necessary and sufficient criteria for selection. Those who are charged with the responsibility of making the choice about who would lead at the level of the Board and executive must include among the stringent criteria for selection techni-cal, ethical and moral soundness.

In addition, corporate governance charters, executive decision-making protocols, internal controls as well as ro-bust systems, policies and procedures will go a long way in helping firms to be socially responsible. At the end of the

day however, it is the set of values to which the leaders subscribe that will influence the level of Corporate Social Responsibility evidenced by the company he or she leads. Arie de Geus argues that long-lived companies are founded on a set of values. He states that lead-ers have to see themselves as stewards. Leaders must recognize that they are charged with the responsi-bility of the company for a period of time and during their tenure they must be mindful of the responsi-bilities to their stakeholders

and the society at large.

The current leadership at the UTC is very conscious of its corporate social responsibility. We have been entrusted with TT$19.13 billion as at June 2011, of the society’s money and the current Board and Management are ex-tremely vigilant with the duty of care needed to be ex-ercised in the investment decision making process. The social responsibility to our unitholders and the investing public guides what we do at the UTC.

***

The UTC: Taking CSR beyond Volunteerism and Philanthropycontinued

Unit Trust staff working to with the Trinidad and Tobago Red Cross Society

“I cannot emphasize enough the need for committed corporate sponsors. It is through this kind of training and competition that our national swimmers and Olympic medalists emerge,” states Hazel Haynes, President of Tid-al Wave Aquatics and executive member of the Amateur Swimming Association. Despite the strategic approach taken by the company to streamline its efforts, there is still need to continue aligning the company’s corporate social responsibility approach with its core business. Es-sentially TSTT is a technology company and this must re-main at the forefront of what we do. To this end as part of our CSR effort the company is also a major investor in ICT training for young people. Last year the company de-veloped and produced a televised ICT game show titled

BLINK Tech Combat. The objective of this project was to make ICT education fun for secondary school students. Some 185 secondary schools participated and each stu-dent reaching the semi-final round walked away with their own laptop. True CSR means being true to the business you are in and being true to the environment in which you operate. TSTT continues to nurture projects which are sustainable and benefit Trinidad and Tobago, the fo-cus on youth, the environment and ICT are basic pillars which provide a positive way forward. As a responsible corporate entity TSTT continues to challenge our business colleagues and our stakeholders to help us make Trinidad and Tobago a better place.

***

TSTT continued



The Power Generation Company of Trinidad and Tobago Limited (PowerGen) is responsible for the generation of 80% of electricity in Trinidad and Tobago. The electricity produced by PowerGen is sold on a contracted capacity basis to T&TEC which in turn transmits and distributes to various industrial, commercial and domestic custom-ers throughout our twin island state. PowerGen became a corporate citizen of Trinidad and Tobago in December 1994. Even in its embryonic stage of development, Pow-erGen recognised its social responsibility to the communi-ties in which it operates. It considers the fulfilment of this social responsibility as an integral part of its corporate mission. Thus, it began by developing a policy to guide any initiatives and activities that could facilitate its goal to be a good corporate citizen in order to allow for sta-bility, sustainability and ownership of a Corporate Social Programme by employees, the various communities and also the administration. That policy described in detail the Philanthropic programme. It outlines how Power-Gen can assist those less fortunate, support non-profit organisations, and contribute to the development of the nation’s economy and human capital through the provi-sion of personal, financial and material support. Accord-ingly, the initiatives are altruistic with no expectation of a return to PowerGen whether tangible or otherwise and represent purely a good social conscience. They are an investment in corporate image enhancement, which also assist NGOs and similar organisations to become self suf-ficient and encourage voluntary employee selfless service while building morale and providing a sense of ownership by the company for the community. Our support of arts, culture and the environment further enhances our corpo-rate image.

Philanthropic ActivitiesPowerGen’s motto is “Youth Development through Sport and Education” and this is demonstrated by its sponsor-ship, organisation and implementation of several activi-ties.

Sports- An Annual Special Children’s Fun Day: All special schools in Trinidad and Tobago are invited to participate in a Sports and Fun Day at our Penal Power Station. It has grown tremendously over the years and 2011, its 19th year, was marked by the attendance of the Prime Minister, Kamla Persad-Bissessar, the Minister in the Ministry of Education,

Hon. Clifton De Coteau and the Min-ister of Public Utilities, Senator, the Hon. Emmanuel George. PowerGen grasped the opportunity to present a cheque for one hundred thousand dollars ($100,000.00) to the Prime Minister towards the Children’s Life Fund. This once again showed our commitment to the children of the nation.

- A Cricket Clinic is held annually at our Penal Power Station. It is coordinated by the Community Relations Committee in collaboration with the PowerGen Penal Sports Club. This Clinic is geared towards teaching the children and youth various cricket techniques and the essential elements of the game of cricket. - The Second-ary Schools C r i c k e t League: Pow-erGen has been a proud sponsor since 1997. Education- National Primary Schools Spelling Bee: This is usually held around World Environment Day. All primary schools throughout Trinidad and Tobago are invited to participate. It is aimed at building awareness for the environment and at the same time promoting literacy among the students. - Scholarship Awards: Needy students who attend YTEPP, UWI and NCPD are assisted by donations of grants to the institutions they attend to assist in defraying the expenses associated with their tuition.- Every year PowerGen hosts its Annual Vacation Trainee Programme. Since its inception, over 500 young people have benefited from this programme which offers them the opportunity to gain work experience in any profession available at our company. The programme can run for 6 to 12 weeks during the months of June and August each year. The Vacation Trainee Programme is one of the initia-tives undertaken by PowerGen to impact on our nation’s youth through education, in keeping with our core value ‘We Care for Country’. continued on next page

POWERGENNot Just Power, People Too


www.ecatt.org 27

- PowerGen organizes and facilitates a Vacation Span-ish Camp for children and relatives of employees be-tween the ages of 5 – 17 years for the July/August va-cation period. This programme is in keeping with the Government’s thrust to make Spanish the first foreign language of Trinidad and Tobago.

Partnering ActivitiesCultural and Advertising- The Port of Spain Power Station Wall and Queen’s Park Oval Wall Project is an exciting project in which students of primary and secondary schools vie for the chance to have their artwork displayed on those walls.- Thirty students from each location in which our power stations are located (Point Lisas, Penal and Port of Spain) are given $300.00 book vouchers and provided with a PowerGen School Bag and Lunch Bag. This is driven by our Community Relations Commit-tee, which is comprised of employees. - A Media Lime is held annually to show appreciation to the media for their coverage of activities related to PowerGen. This activity helps to maintain a positive rapport with the media.

Environment- From 1996 – 2010 PowerGen maintained the Victo-ria Square in Port of Spain.

Community- PowerGen also has several Community Outreach Programmes throughout Trinidad and Tobago. Em-ployee volunteerism is encouraged building a sense of patriotism among employees and a greater sense of belonging to the various communities.- Several donations are made throughout the year to various groups and charities to assist them in carrying out their many important activities.- Children in several children’s homes throughout Trinidad are sponsored to attend a 3 Canal concert during the Carnival season. The children are provided with transport, refreshments and a carnival token.

All these initiatives bring meaning to the Company’s Core Values, which are: - We Care for Country - We Build Mutually Beneficial Relationships - We Take Ownership - We Deliver Results

***


www.ecatt.org 29

The World Business Council for Sustainable Development in its publication “Making Good Business Sense” by Lord Holme and Richard Watts, used the following definition for Corporate Social Responsibility - The continuing com-mitment by business to behave ethically and contribute to economic development while improving the quality of life of the workforce and their families as well as of the local community and society at large.”

At Tiger Tanks Trinidad Unlimited (TTTU) we view social responsibility as an integral part of the wealth creation process that enhances the competitiveness of business and maximises the value of wealth creation to society. To that extent TTTU has continued to enhance the communi-ty in which its operations are largely based – The Borough of La Brea and its environs. Our Corporate Social ventures are, but not limited to, the following – • Sponsoring of a Junior Golf Team for the AMCHAM Citi Golfing For Life. A tournament dedicated to the Autistic Society of Trinidad and Tobago and The Life Center.• Distribution of Food Hampers for the less fortunate fam-ilies in the La Brea Community in conjunction with the La Brea Youth Empowerment Group.• Main Sponsors for the Fyzabad Community Football League hosted Yearly• Sponsoring of Toys for the Children’s Christmas Tree Party in Fyzabad entitled, “Poinsettia and Pearls”.• Donations toward the Easter Bonnet Parade, Kite Flying

Competition and Easter Egg Hunt held by Guapo Govern-ment Primary School.• Donations toward the Annual Family Fun Day held by a non-profit group in La Brea named “Ready and Willing”.• Donation toward the Eleventh Annual Charity Golf Tour-nament held by The Rotary Club of Princes Town.• Distribution of School Supplies to the Graduating Class of Kingdom Kidz PreSchool in La Brea.

TTTU through its Corporate Social Responsibility Policy, seeks to empower the community by providing assistance for social and socio economic programs that focuses on the Youths of Trinidad and Tobago. This focus is with the aim of encouraging self reliance, self confidence and a self help attitude among the Youths. We therefore participate in ventures that focus on Youth Development, particularly through education, training and sports.

We encourage all to assist in the development of our Youths and view this step as an Investment to the future of our nation, which will lead to sustainable development in the economy and society.

***

CSR a way of Business

Denis Latiff, General Manager

Staff donate school supplies to a graduating pre-school in La Brea



Corporations do not exist in isolation nor can they survive in isolation. There-fore, it is imperative for all organizations to understand the environment within which they operate so that they can act in a manner that sustains their busi-ness, the society and the environ-ment. It is within this framework that corporate social re-sponsibility known also as corporate responsibility or sustainability has its foundation.

Phoenix Park Gas Processors Limited from its early begin-nings embraced the concept of its social responsibility. Its uncompromising approach to health and safety was one of the first signs that PPGPL was different from all other companies operating in the energy sector when in started production in 1991. The establishment of unconventional policies and processes that created a safe work environ-ment for employees and contractors initially sparked ob-jections in the sector. Twenty years later, these policies such as mandatory and random drug testing for employ-ees have been incorporated by several companies in the energy sector. While building a strong business and max-imizing the returns on investment from the natural gas stream, PPGPL has been conscious that business exists for more than profit. Businesses contribute in more than one way to the development of any society. In keeping with this philosophy, employees who joined the company in the 90s were encouraged to participate in various ini-tiatives to make a difference in their local communities and the national community of Trinidad and Tobago. Over time, the company increased its support of employees who champion community projects by establishing a spe-cial fund. Through this facility, PPGPL is able to contribute more directly to the development of several communities throughout the country.

When PPGPL started its corporate giving in the early days, it was driven by its philanthropic efforts of helping NGOs, schools and community groups in its surrounding com-munities of Couva and Pt. Lisas. The establishment of a voluntary group of employees called the Philanthropic Contributions Committee played a central role in ensur-ing that requests for funding were handled within clear policy guidelines. Within this framework financial sup-port was mainly reactive. In 1997, the company went another step further to broaden its corporate giving with the establishment of a major project, Gift to the Nation (GTTN), which linked corporate giving to the company’s safety performance. This initiative marked the beginning of a more structured approach to corporate giving bring-ing it closer to the modern framework of corporate social responsibility in which companies develop programmes that are best aligned with the company’s products, ser-vices or priorities.

In collaboration with key stakeholders including NGOs, the Gift to the Nation project has focused on education, the environment, road safety, children’s issues, the el-derly and affordable housing. GTTN projects must meet specific criteria which include sustainability, accountabil-ity, transparency and national scope. Organizations that receive funding for major projects must have the capa-bility of managing the chosen project in accordance with PPGPL’s stated criteria. PPGPL has indeed been making its mark on social issues through this novel initiative. Unlike its philanthropic programme PPGPL’s CSR is more proac-tive as the company identifies issues and organizations that need attention from a national perspective. At times, employees bring to the fore ideas for project consider-ation as in the case of the Click for Life national road safe-ty campaign which was proposed by three employees. It was this proactive approach that earned PPGPL the inter-national Stevie Business Award for best Corporate Social Responsibility project in South America for the HOMES project in 2007. With the Gift to the Nation project and other CSR initiatives, PPGPL has been addressing issues at the community and national level all with the intention of creating sustainable improvement in the lives of citizens.At the community level, Phoenix Park Gas Processors Lim-ited has consistently supported its adopted school, Phoe-nix Park Government Primary School with an annual SEA bursary and infrastructure development projects.


PPGPL - embracing the concept of its social responsibility

Eugene Tiah, President


www.ecatt.org 31

Its continued financial and technical support to the Caldrac Club in Dow Village has had a positive impact on the en-tire community with the utilization of the club house by other groups and the heightened interest in sport and youth development initiatives. The company’s increased assistance to the Couva Children’s Home through funding and employee volunteerism has resulted in remarkable academic and personal improvement of the children. This is also an example of PPGPL’s innovative approach, fund-ing was also provided to the Home for the development of the care givers whose needs tend to be overlooked. While developing a more structured system to its social investment programme within the last 7 years, Phoenix Park Gas Processors Limited has been assessing its over-all approach to corporate responsibility. Since corporate responsibility involves a wide range of activities which go beyond funding social projects and charities, PPGPL has paid close attention to policies, procedures and standards that govern all aspects of its business. Without original-ly framing them under the umbrella of corporate social responsibility, the company has indeed established solid organizational systems that represent the fundamental tenets of CSR. It is indeed these features of the PPGPL business model that resulted in the company winning the Energy Chamber’s CSR Leadership Award in 2008 and made it a finalist in 2009 and 2010. PPGPL’s commitment over the years to good governance, good industrial rela-tions practices, employee welfare, environmental preser-vation, and health and safety are all part of its thrust to maintain a responsible business in Trinidad and Tobago. Ensuring that it meets and even exceeds legal and regula-tory requirements is one of the ways that PPGPL operates responsibly and ensures that it is a benchmark company. As a local company, Phoenix Park Gas Processors Limited is required to comply with the laws of Trinidad and To-

bago and the specific business and industry requirements of all regulatory bodies including OSHA, EMA, and the Board of Inland Revenue among others. For PPGPL, com-pliance is an important first step, of corporate responsibil-ity; however, fully embracing the spirit and philosophy of the respective regulatory requirement usually sets PPGPL ahead of the field. In addition to regulatory compliance, sound policies and social programmes, part of PPGPL’s CSR agenda includes the development of the future work force. Through its participation in the OJT programme, students from tertiary institutions in Trinidad have the opportunity to receive all round training by experienced PPGPL staff in different departments. The company’s re-turn to the UWI World of Work programme after a hiatus is intended to expose more students to the company’s training opportunities as PPGPL expands its student train-ing programme adding to the pool of highly skilled gradu-ates entering the job market.

As Phoenix Park Gas Processors Limited continues on its journey to achieving its vision of being the number one NGLs business in the Americas by 2010, it continues to stay true to its corporate responsibility. Given its experi-ence in this area, PPGPL strongly encourages other com-panies to explore all avenues for improving their systems, polices and processes to ensure that economic, social and environmental sustainability are achieved. Regardless of a company’s size, corporate responsibility as PPGPL has demonstrated can be incorporated into many areas of op-erations. Bearing in mind that it is a business strategy, cor-porate responsibility provides a foundation for how cor-porations operate in the global environment. In today’s world sustained business success requires nothing less.

***

PPGPL Staff



FIND OUT MORE ABOUT THE GLOBAL BODY FOR

PROFESSIONAL ACCOUNTANTS

ACCOUNTANTS

WHO THINK BIG(AND SMALL)


www.ecatt.org 33

“HYATT Thrive”The term “Corpo-rate Social Respon-sibility” or “CSR” has been in use since the late 1960s and early 1970s af-ter the formation of a number of multi-national organisa-tions, but it has re-surfaced over the last few years with many corporate en-tities reinforcing its pledge to various charities, communi-ties and activities. What exactly is Corporate Social Responsibility or CSR? According to Wikipedia, “Cor-

porate social responsibility (CSR, also called corporate conscience, corporate citizenship, social performance, or sustainable responsible business) is a form of corporate self-regulation integrated into a business model. The goal of CSR is to embrace responsibility for the company’s ac-tions and encourage a positive impact through its activi-ties on the environment, consumers, employees, commu-nities, stakeholders and all other members of the public sphere.”

At Hyatt Regency Trinidad, Corporate Social Responsibility is not just a ‘term, it is part of our culture and our way of life as a hotel and as a business organisation. Hyatt Hotels and its Corporate Office have always been very commit-ted to giving back and have encouraged and supported all its hotels with very proactive efforts. With innovation and continuous commitment, Hyatt has created its own Corporate Responsibility Department with a new global initiative called Hyatt THRIVE.

“Hyatt Thrive is our global program founded in the shared belief that, as a company and individuals, we are com-mitted to doing our part to enable thriving communities – places where we are proud to work, our neighbors want to live, and our guests want to visit.”

Through the dedicated efforts of Hyatt hotels and our as-sociates around the world, the hotels partner with chari-table organizations to develop and implement programs

that support the four Thrive Pillars: • Education & Personal Advancement • Health & Wellness • Environmental Sustainability • Economic Development & Investment

Since its opening in 2008, Hyatt Regency Trinidad has been steadfast and proactive in the support of local com-munities, charitable organisations and groups. As a donor partner of United Way Trinidad and Tobago our employ-ees contribute loyally. We have also collaborated with other associations and non-profit organisations and have implemented programmes which have a positive influ-ence in the community. Our dedicated employees also live in the communities which we support and our efforts will have an encouraging and helpful impact on them and their families.

Focused on our THRIVE Pillars, our involvement and sup-port of United Way and other companies are centered around (but not exclusive to) giving back to the commu-nity, assisting with fund-raisers for the young, the old and the abandoned, the sustainability of care givers and of education activities and supplies for the less fortunate, re-lief for disaster victims, sustainability of the environment, recycling programmes, the reduction of waste, facilitating internship and career opportunities, assisting with the development and enhancement of the hospitality sector, charity events, donating and supporting homes in need, support for Cancer Awareness and the giving of blood, mentoring and volunteerism.

For Hyatt Regency Trinidad, Corporate Social Responsibil-ity IS our responsibility! It is our strong belief and dedi-cation to the development and sustainability of ‘Thriving Communities’ that lead us to do more. It is the commit-ment and generosity of hearts of our employees that help us to continue our efforts and never waiver on this path. It is our heartfelt wish for the good of others – our em-ployees, our neighbours, and our communities – the gen-uine love for human kind and the gratitude and humility that drive us. It is the ethics and values and grace of God that help us to achieve and give back. As human beings whether you are a company or an individual, we all have a responsibility towards our families and each other, includ-ing the environment and the place we live in.

***

Russell George, General Manager


34 The Employers’ Consultative Association of Trinidad and Tobago Where there is energy… there is bpTT www.bptt.com

there is EnergyWhere there’s PROGRESS…

Our Nation’s Progress Energizes UsTrinidad and Tobago is a major player in the global LNG market and remains the largest supplier of LNG to the United States.

BPTT is proud to be the country's leading energy producer contributing up to 25% of the nation's revenue and more than half of the country's hydrocarbon production. BPTT is world-scale and accounts for 11% of BP's worldwide production of oil and gas.

Where there's a commitment to progress, there's energy.

8.2512


www.ecatt.org 35

Eastern Group of Com-panies (EGC), comprising Eastern Divers, the flag-ship Company, together with Eastern Emergency Response Services Lim-ited, have been satisfying customers with Superior Marine and Emergency Medical Services in Trini-dad and Tobago for over thirty-six years. As a Group, we have come to realize that our business-es do not exist in isolation nor are they simply ways of making money. Our

Employees depend on the business, and customers, sup-pliers and the local community are all affected by what we do or do not do. Our products/services, and the way we generate it, could also positively or negatively impact the environment. At Eastern, we seek to understand this impact on the wider community and how it can be lev-eraged in a very positive way. Corporate Social Responsi-bility (CSR) is defined as conducting business in a socially responsible and ethical manner; protecting the environ-ment and the safety of people; supporting human rights; and engaging, learning from, respecting and supporting the communities and cultures with whom we work. This would mean going beyond the minimum legal require-ments and following straightforward principles applicable to our businesses. It is clear therefore that our businesses affect many different people - employees, customers, sup-pliers and the local community. It also has a wider impact on the environment.

Corporate social responsibility (CSR) cuts across almost everything we do and everyone with whom we interact. Our managers are required to act as role models by in-corporating CSR considerations into decision-making in all business activities; employees and contractors to adopt the policy considerations into their day-to-day work ac-tivities; procurement to trade with suppliers who are sen-

sitive in persevering the environment; and examine what we as an organization could do to use resources more ef-ficiently and reduce pollution and waste.

Organizationally, our employees understand that simple energy efficiency measures, like switching off lights and equipment when they are not in use, or reducing the amount of paper used makes a valuable impact in cost cutting.

Business benefits of Corporate Social ResponsibilityIn Eastern, CSR isn’t just about doing the right thing. It means behaving responsibly, and also dealing with sup-pliers who do the same. a. Ethical Business ConductAs an organization, we value the principles of accountabil-ity, honesty and integrity among others, in all aspects of our business. Our policy is to conduct our business in a manner that ensures: i.fair treatment of all employees and clients; ii.transparency of our business practices; iii.high standards in all matters relating to health, safety and the environment; andiv.ethical business practices throughout our operations, internally and externally.

We recognize that the involvement of our employees is key to the future success of the business and we have for many years adopted a policy of keeping employees fully informed on all matters affecting them. We have estab-lished a remuneration strategy (Quality Awards Program) that recognizes both corporate and individual perfor-mance.

We are also committed to best practice in employment matters, recognizing the role this plays in attracting and retaining staff. To succeed in delivering the best possible service to our clients, every employee is expected to ad-here to the Group’s core values and to uphold them in the workplace. Employees are expected at all times, to exer-cise the highest ethical judgment and comply with laws applicable to their duties.


Eastern DiversA win-win approach that has positively affected both our internal and external

environments.

Zita Phriday LewisChief Executive Officer



We recognize that the involve-ment of our employees is key to the future success of the business and we have for many years ad-opted a policy of keeping employ-ees fully informed on all matters affecting them. We have estab-lished a remuneration strategy (Quality Awards Program) that recognizes both corporate and individual performance. We are also committed to best practice in employment matters, recogniz-ing the role this plays in attracting and retaining staff.

To succeed in delivering the best possible service to our clients, every employee is expected to adhere to the Group’s core values and to uphold them in the workplace. Employees are expected at all times, to exercise the highest ethical judgment and comply with laws applicable to their duties.

b. Business Ethics and Transparency i. Eastern Group is committed to maintaining the highest standards of integrity and corporate governance practices in order to maintain excellence in its daily opera-tions. ii. It will conduct its business in an open, honest, and ethical manner. iii. The Group recognizes the importance of protect-ing all of our human, financial, physical, informational, social, environmental, and reputational assets. iv. The Group will advise our partners, contractors, and suppliers of our Corporate Social Responsibility Pol-icy, and will work with them to achieve consistency with this policy. v. Eastern Group is committed to measuring, audit-ing and publicly reporting performance on its Corporate Social Responsibility Programs.

How our Corporate Social Responsibility initiatives have benefited the communityThe organization is an award-wining Group of Compa-nies with strong moral and ethical principles, providing a multi-faceted customer base with superior marine and emergency medical services for over thirty-six years. It follows then that our vision of being the premier provider of these services has significantly influenced our attitude and almost every major business decision emanating from this Group. As a Group, we recognize the importance of maintaining a deep social responsibility with all stake-holders with whom we interact. This has led to, among

others, the establishment of the Isaiah and Rosey Phriday Foundation (an educational trust for the young persons in the Mayaro / Guayaguayare Community); the sponsor-ing of deserving individuals and projects at the commu-nity and national levels with special emphasis on religion, education, youth and sport; the provision of significant resources to aid in the de-velopment and successful implementation of various programmes / initiatives in our academic institutions

(primary, secondary and tertiary), which have resulted in, and will continue to bring meaningful improvements to the lives of students attending these institutions.

Given our head office location in Guayaguayare, a middle to lower class environment, and the nature of the servic-es we provide, we decided as an organization, to involve members of the community in specific training programs that would allow them to assist our professional team in responding to a major industrial fire at the neighbour-ing plant, or disaster within the community. Training for members of the community in various emergency re-sponse skills has since been an on-going activity under-taken by the Group.

Additionally, the community of Guayaguayare and sur-rounding areas up to Sangre Grande in the east and Rio Claro in the south continues to benefit from free emer-gency ambulance services offered by our capable and professional Emergency Medical Technicians.

Building a positive image of companies that gives back to the community has undoubtedly created a number of business benefits. For us, many businesses and local cus-tomers continue to be an important source of revenue. Because of our reputation for superior service, we have found it easier to attract and retain employees, and some local businesses have clearly expressed a preference for awarding contracts to us because of our record of com-munity involvement. ***

Eastern Divers staff in an interactive session with a school in the community.


www.ecatt.org 37

DOMESTIC WORKERS CONVENTION100th ILO annual Conference decides to bring an estimated 53 to 100 million

domestic workers worldwide under the realm of labour standards

The government, worker and employ-er delegates at the 100th annual Con-ference of the Inter-

national Labour Organization (ILO) on Thursday, 16 June adopted a historic set of international standards aimed at improving the working conditions of tens of millions of domestic workers worldwide. “We are moving the stan-dards system of the ILO into the informal economy for the first time, and this is a breakthrough of great signifi-cance,” said Juan Somavia, ILO Director-General. “History is being made.”

Conference delegates adopted the Convention on Domes-tic Workers (2011) by a vote of 396 to 16, with 63 absten-tions and the accompanying Recommendation by a vote of 434 to 8, with 42 abstentions. The ILO is the only tri-partite organization of the UN, and each of its 183 Mem-ber States is represented by two government delegates, and one employer and one worker delegate, with an independent vote. The new ILO standards set out that domestic workers around the world who care for families and households, must have the same basic labour rights as those available to other workers: reasonable hours of work, weekly rest of at least 24 consecutive hours, a limit on in-kind payment, clear information on terms and conditions of employment, as well as respect for funda-mental principles and rights at work including freedom of association and the right to collective bargaining. Recent ILO estimates based on national surveys and/or censuses of 117 countries, place the number of domestic workers at around 53 million. However, experts say that due to the fact that this kind of work is often hidden and unreg-istered, the total number of domestic workers could be as high as 100 million. In developing countries, they make up at least 4 to 12 per cent of wage employment. Around 83 per cent of these workers are women or girls and many are migrant workers. The Convention defines domestic work as work performed in or for a household or households. While the new instruments cover all domestic workers, they provide for special measures to protect those work-ers who, because of their young age or nationality or live-in status, may be exposed to additional risks relative to their peers, among others.

According to ILO proceedings, the new Convention will come into force after two countries have ratified it. “Bring-

ing the domestic workers into the fold of our values is a strong move, for them and for all workers who aspire to decent work, but it also has strong implications for migra-tion and of course for gender equality,” Mr. Somavia said.In its introductory text, the new Convention says that “do-mestic work continues to be undervalued and invisible and is mainly carried out by women and girls, many of whom are migrants or members of disadvantaged com-munities and who are particularly vulnerable to discrimi-nation in respect of conditions of employment and work, and to other abuses of human rights.”

Michelle Bachelet, Executive Director of UN Women, in her address to the Conference Committee, said that the deficit of decent work among domestic workers “can no longer be tol-erated,” adding that UN Women would support the process of ratification and application of the new ILO instruments.“We need effective and binding standards to provide decent work to our domestic workers, a clear framework to guide gov-ernments, employers and workers,” said Halimah Yacob, the Workers Vice-Chair from Singapore. She noted that the collec-tive responsibility was to provide domestic workers with what they lacked most: recognition as workers; and respect and dig-nity as human beings.Paul MacKay from New Zealand, the Employers Vice-Chair de-clared: “We all agree on the importance of bringing domestic work into the mainstream and responding to serious human rights concerns. All employers agree there are opportunities to do better by domestic workers and the households and families for whom they work”.“Social dialogue has found its reflection in the results achieved here,” concluded the Chair of the Committee, Mr. H.L. Cacdac, Government delegate from the Philippines, when he closed the discussion.“This is a truly major achievement,” said Manuela Tomei, Di-rector of the ILO’s Conditions of Work and Employment Pro-gramme, calling the new standards “robust, yet flexible.” Ms. Tomei added that the new standards make clear that “domes-tic workers are neither servants nor ‘members of the family’, but workers. And after today they can no longer be considered second-class workers.”

The adoption of the new standards is the result of a deci-sion taken in March 2008 by the ILO Governing Body to place the elaboration of an instrument on the agenda of the Conference. In 2010, the Conference held its first discussion and decided to proceed with the drafting of a Convention supplemented by a Recommendation adopt-ed today.

***



Venue: Trinidad HiltonDate: November 22nd and 23rd 2011 Time: 9:00 am - 6:00 pm

For information on sponsorship, booths and networking contact: Marsha Gomes at 625-4723 ext 226 or email: [email protected]

Employers’ Consultative Association of Trinidad and Tobago

Business Networking Exposition

Website: www.ecatt.org I Email: [email protected] I Tel: 625-4723 I Fax: 625 - 4891

Walk with your business cards and Network!

Don’t miss the last BIG EVENT for 2011

• Product Exposure and Sales • Networking and Referrals • Recruitment • Free HR and IR Advice


www.ecatt.org 39

voice2.2011. corporate social responsibility

Documents

sustainable return

employer magazinevol

eca voice magazine

corporate secretary

employer community

sustainable value

marsha gomesediting

linda bessoneditor