Global Compact Ghana Case Stories 2014

2 | Global Compact Network Ghana Case Stories Global Compact Network Ghana Case Stories | 3

Global Compact Network Ghana

Case Stories

2 | Global Compact Network Ghana Case Stories

The Ten Global Compact Principles

Human Rights

1. Businesses should support and respect the protection of internationally proclaimed human rights; and

2. Businesses should make sure that they are not complicit in human rights abuses.

Labour Standards

3. Businesses should uphold the freedom of association and the effective recognition of the right to collective bargaining;

4. Businesses must support the elimination of all forms of forced and compulsory labour; and

5. Businesses should uphold the effective abolition of child labour

6. Businesses should uphold the elimination of discrimination in respect of employment and occupation.

Environment

7. Businesses should support a precautionary approach to environmental challenges;

8. Businesses should undertake initiatives to promote greater environmental responsibility; and

9. Businesses should encourage the development and diffusion of environmentally friendly technologies.

Anti-corruption

10. Businesses should work against corruption in all its forms, including extortion and bribery.

United Nations Global Compact Network Ghana

Global Compact Network Ghana Case Stories | 3

Preface

In 2000, at the UN summit in New York, the world’s leaders unanimously took a landmark decision to seriously address the widening inequalities between the rich and the poor. It resulted in the famous Millennium Development Goals (MDG) – including reducing poverty by half, ensuring education for all children and equal rights for men and women by the year 2015. The corporate sector was recognized as an important partner whose contribution to the goals of the MDGs would be crucial. We have since come far and the UN have started discussions on the post 2015 world development agenda and are formulating Sustainable Development Goals (SDGs) underpinned by reducing inequality, promoting human right, ensuring sustainability and expanding MDG 7 on environment for which the role of the private sector would still be indispensable.

In the course of this debate, it was the former Ghanaian Secretary-General of the UN, Mr. Kofi Annan, who spoke to world economic leaders at the World Economic Forum, 1999 inviting and urging them to collaborate with UN agencies to support global efforts for sustainable developments. Following this appeal, the UN Global Compact was officially launched in 2000 as a principle-based framework for businesses, stating ten principles in the areas of human rights, labour, the environment and anti-corruption. The 10 Global Compact Principles spell out how companies can incorporate Labour Standards, Human Rights, Environment and Anti-corruption as an integrated part of their corporate culture or way of doing business. Since then the UN Global Compact has become the world’s largest corporate citizenship and private sector sustainability initiative with more than over 10,000 business participants and other stakeholders from over 145 countries around the world.

The UN Global Compact provides a practical framework for the development, implementation, and disclosure of sustainability policies and practices, offering companies a wide spectrum of workstreams, management tools and resources — all designed to help advance sustainable business models and markets. They can be applied in business operations in all parts of the value chain and in all parts of the world. The initiative is voluntary and flexible, making the Global Compact applicable to the very diverse and specific realities and concerns of businesses worldwide. This publication of best practice case stories in Ghana will provide a good guide and inspiration for other businesses to follow.

Ten case stories in this booklet illustrate the potential benefits of applying the Global Compact Principles in the daily operations of your company. In order to make it easier to decide on which step to take first, this section of the booklet explains the four thematic issues and principles in some detail.

A number of tools and websites are referred to in this publication. Please see Part III – Useful Information and Resources.

Introduction


Part II

Case Stories

Overview ................................................. 14

Nestlé ............................................................15

Ghana Manganese Company ......................18

Guinness Ghana ...........................................20

Coca-Cola Ghana .........................................23

Interplast ................................................. 26

Conte

nts

Part I

The Global Compact in Ghana

Benefits at a glance .......................................6

The Ten Global Compact Principles .............7

Global Compact Network Ghana ................12

Corporate Responsibility in Ghana .............13

Partnerships ..................................................13

Global Compact Network Ghana Case Stories | 5Global Compact Network Ghana Case Stories | 07

Goil ................................................................28

VRA ...............................................................30

Ecobank Ghana ............................................32

B-Bovid .........................................................34

Glico Group ..................................................36

Part III

Useful Information and Resources

Joining the Global Compact...................................39

Definitions................................................................40

Resources..............................................................41


Global Compact is a tool to turn corporate responsibility into a manageable scheme, acknowledges what the business is already doing and what it can do better. Businesses are encouraged to adopt tangible and practical measures on how they are improving the impacts of their operations on the rest of society and communicate on progress being made. Participating in the Global Compact offers an established and globally recognized policy framework for the development, implementation, and disclosure of environmental, social, and governance policies and practices. As a business your potential benefits include:

Competitive advantageParticipation in the Global Compact initiative is a visible reflection of responsible corporate citizenship and sends a clear signal to key stakeholders, that one’s business is living up to its corporate responsibility. Being part of global supply chains today requires demonstrable and measurable sustainable corporate behavior. Integrating the Global Compact Principles into daily business operations makes it easier for businesses to adapt to varying demands of social and environmental responsibility in global markets and value chains. Further, the last international UN Global Compact CEO study in 2013 reveals that streamlining corporate sustainability offers a different approach, moving beyond reactive, incremental responses to external pressures and toward a new understanding of sustainability as an opportunity for innovation, competitive advantage, differentiation and growth.

Shared understandingDue to increasing globalization, businesses are gradually becoming part of a complex value chain across continents and cultures. Such internationalization of business calls for a shared understanding of the implications of social responsibility in different parts of the world. The Global Compact offers opportunity to link business units and subsidiaries across the value chain with Global Compact Local Networks around the world. Due to the multi-stakeholder character of the initiative, Global Compact fosters sustainability solutions in partnership with a range of stakeholders, including UN agencies, governments, civil society, labour, and other non-business interests.

Network for inspirationThe shared understanding of corporate responsibility in practice is a dynamic process and exchange of experience is critical. Global Compact, conceived as a network, allows participating companies to share with others who face similar challenges, best and emerging practical solutions and strategies of translating responsibility into action. Participating in the Global Compact offers you a frame of reference of responsible and sustainable corporate behaviour and access to the UN’s extensive knowledge of and experience with sustainability and development issues.

Flexible possibilitiesGlobal Compact is a voluntary initiative offering your company a frame of reference allowing you to pursue the harmony of commercial self-interest and corporate responsibility. Expectedly, results as well as challenges will vary significantly from company to company and country to country. The key is commitment to continuous improvements as demonstrated by taking advantage of the flexible possibilities by choosing suitable programmes and action. Nevertheless, your business can draw on a broad range of the Global Compacts tools and resources to develop your specific strategy.


The UN Global Compact in Ghana

Benefits at a glance


Joining Global Compact is easy, but the benefits of the Compact are realized only when the ten principles described below, are put into practice. The principles are universal in nature and its application must be based on the circumstances of each market and each country. A key strength of Global Compact is its flexibility without categorical requirements or attempts at corporate regulation. It is for companies themselves to suggest implementation steps appropriate in their particular context.

The following section describes the 10 principles within the four areas and their background, briefly unfolds how the principles are relevant for business operations and gives a short overview of the Ghanaian context. Additionally, suggestions and examples are given on how to address the principles in business operations.

Human Rights

The United Nations’ Universal Declaration of Human Rights from 1948 comprises a set of fundamental rights signed up to by Heads of Governments. Human rights may seem abstract, but include genuine right to health and work, prohibiting slavery and inhuman treatment, promoting the right to rest, leisure, education and adequate standard of living. In the past, human rights have traditionally been the concern of states, and international human rights instruments are addressed to them. Therefore, companies are often uncertain of how

to avoid complicity in human rights abuse and where the boundaries of their human rights responsibility lie. With the endorsement of the UN Guiding Principles on Business and Human Rights in 2011, the first global standard for preventing and addressing the risk of adverse human rights impacts linked to business activity has been introduced. The United Nations Guiding Principles are grounded in recognition of a States’ obligations to human rights and fundamental freedoms, but also business obligation to comply with all applicable laws and to respect human rights and the need for rights and obligations to be matched to appropriate and effective remedies when breached.

The assigned responsibility to respect human rights indicates that businesses must act with due diligence to avoid infringing on the rights of others and to address negative impacts with which they are involved. These new responsibilities confront businesses with some challenges.

The Human Rights and Business Dilemmas Forum provides a platform for exploring such challenges and guidance materials to help with practical implementation of Human Rights principles are available:www.unglobalcompact.org/Issues/human_rights

www.ohchr.org/Documents/Publications/GuidingPrinciplesBusinessHR_EN

Part 1-The Global Compact in Ghana

The Ten Principles in Practice

CEO roundtable on corporte sustainability in Ghana Feb. 2014


Here is how the Global Compact principles on human rights impact on your business:

Principle 1:

Businesses should support and respect the protection

of internationally proclaimed human rights.

Responsibility for human rights does not rest with governments or nation states alone. Most likely, your company already supports and respects human rights. Compliance with national legislation to complement international human rights agreement is one such example. However, some national legislation can also be conflicting with human rights or maybe considered the minimum standards. Voluntary initiatives can promote and support human rights, e.g. by providing access to health services, education or housing for workers and their families, or by involving local stakeholders in relevant decision-making to local communities.

Principle 2:

Business should make sure they are not complicit in

human rights abuses.

As a company you need to take steps to avoid both direct and indirect complicity. Indirect complicity can be particularly difficult to recognize. An example of indirect complicity could be a supplier who does not allow his

workers sufficient rest and leisure because he is trying to reduce production costs or uses child labour simply to meet your supply deadlines. In Ghana there are cases of brewery companies who themselves abhor child labour in their factories but are struggling with how to rid the retail trade of minors who are helping in drinking bars or minors who drink alcohol. Similarly some cocoa processing factories are working with the Cocoa Board, employer and farmer organizations to ensure that cocoa production is rid of child labour. The Ghana Employers Association has developed codes and guidelines on the subject of child labour in plantations and outgrowers schemes and a number of SME businesses in the informal sector through apprenticeship schemes.

What to do

Businesses are encouraged to use the tools developed by the UN Global Compact to help them to implement their responsibility to respect human rights as well as their commitment to support human rights.

Businesses must make sure subsidiaries and suppliers abide by national legislation. Where national legislation is inadequate or does not deal with complicity in the supply chain, the enterprise may want to consider adding its own guidelines on human rights and


Public Lecture and GCNG Award Ceremony / Sep. 2013


include them in supplier agreements. Inspiration for the development of such codes of conduct can be found on the Danish developed CSR Compass www.csrcompass.com or in the Coca Cola Ghana Case Story. As a business, update yourselves on the human rights situation and the risk of violations in the supply chain of your business. You may find inspiration and useful advice by contacting Amnesty International.

Increase awareness on the importance of human rights by organizing workshops and other types of communication activities with staff and local management. Human rights of local relevance can include basic health services, education and housing. It may also be worth exploring prospects for service provision to local staff. Participate in local Global Compact networks as it allows for exchange of experience with other companies.

Labour Standards

The labour principles of the Global Compact are derived from the Declaration on Fundamental Principles and Rights at Work of the International Labour Organisation (ILO). The Declaration includes the right to non-discrimination, the right to a healthy and safe working environment, the right to collective bargaining, freedom of association and a ban on forced labour and certain types of child labour.

Global Compact’s four labour standard principles all relate to the four key conventions of the ILO. Ghana’s Labour Act (Act 651of 2003) is based on the principles of the ILO declaration. Here is how the principles impact on your business:

Principle 3:

Businesses should uphold the freedom of association

and the effective recognition of the right to collective

bargaining.

The key is to enable a constructive dialogue between employers and workers. Freedom of association involves the right of a worker to join a trade union of his or her own choice or indeed decide not to join a trade union. Countries like China and Vietnam with only state trade unions constitute a particular challenge. In these contexts, companies should - within the scope of national legislation – allow for the establishment of a similar forum for the discussion of labour standards. Furthermore, employers should refrain from all types of discrimination of workers’ representatives and respect the right of workers to collective bargaining.

Principle 4:

Businesses should uphold the elimination of all forms

of forced and compulsory labour.

Forced labour is a fundamental violation of basic human rights widespread in several developing countries with large migrant workers where businesses confiscate salaries, deposits and identity papers to prevent workers from leaving the work place or look for alternative employment. Workers can also be forced to work overtime or even be locked up on the company premises. While companies operating legally do not normally employ such practices, forced labour can become associated with enterprises through their business links with others, including contractors and suppliers

Principle 5:

Businesses should uphold the effective abolition of

child labour.

Child labour is an important source of income for many poor families in developing countries. According to Save the Children, Sub-Saharan Africa continues to be the region with the highest incidence of child labour (59 million, over 21%). The starting point for international conventions is that children should not work before they have completed primary education. In developing countries without a fully developed educational system, a lower minimum age can be allowed. Children under 18 should never be allowed to do work which could jeopardize their health or development. As an employer with a child worker you may want to consider alternatives like support for schooling or employment of their adult family members.

Ghana’s Labour Act makes a distinction between child labour and child working, making the latter legitimate. In Ghana, child labour or any form of forced labour is illegal, notwithstanding, child or forced labour is widespread in the fishing industry and in street trading. The risk of indirect complicit may exist through the overseas or local supply chain. Additionally there is suspected child labour in the cocoa industry where the line between child labour and children genuinely helping parents on family farms and thus exploring hands- on- learning opportunities in farming husbandry practices is thin. The Ghana Employer Association’s Code on child labour can be helpful.



Principle 6:

Businesses should uphold the elimination of

discrimination in respect of employment and

occupation.

Discrimination in employment means treating people differently because of race, colour, sex, religion, political opinion, national extraction, social origin, age, disability, HIV/AIDS status, or trade union membership. Discrimination should be eliminated in your own policies and operations as well as those of your suppliers.

What to do

You may develop guidelines for your compliance with ILO labour standard conventions. The first point of call is Ghana’s Labour Act (Act 651 of 2003) to be sure you abide by the Labour Act. Experts agree that Ghana Labour Act has all it takes to provide the necessary protection for workers and employers alike. There are however worries about ineffective enforcement of infringement.

You may want to study the case stories of Interplast Ltd where the company’s 640 labour force is in three different unions for ideas on how to link labour standards to business development. Consider the option of SA8000 certification. Certification will involve third party auditing of your efforts to integrate labour standards in your operations and supply chain.

You may also want to consider encouraging your suppliers to be certified. Participate in networks like the Global Compact Ghana Network which allows you to share experience with other companies and to learn from others as well. Read more about the Convention on the Rights of the Child and how to protect children’s rights.

Environment

The three Global Compact principles on environment are drawn from a Declaration of Principles and the International Action Plan entitled Agenda 21. The Agenda 21 emerges from the United Nations Environment and Development Summit held in Rio in 1992. Protecting the environment is a key concern of governments in developing countries where poverty has led to compromises in sustainable environmental management. In Ghana the issue of illegal timber extraction, surface mining especially in forest reserves and illegal mining are serious upfront to sustainable

environmental management. Further, effecting waste management still remains a challenge. Consider your production processes and prefer prevention of waste and measures for efficient resource management. Measures for energy saving and efficiency do not only decreases your greenhouse gas emissions but also may significantly reduce your costs. Here is how the principles impact on your business:

Principle 7:

Businesses should support a precautionary approach

to environmental challenges.

The precautionary approach implies that where there are potential threats of serious or irreversible damage, lack of full scientific certainty shall not be used as a reason for postponing cost-effective measures to prevent environmental degradation. Prevention requires a mapping of environmental implications of all your production processes. The Ghana Environmental Protection Agency’s Environment Impact Assessment (EIA) comes in handy .Furthermore it requires a concerted effort to prevent pollution before it takes place, e.g. by phasing out dangerous substances. In Ghana environmental degradation is a very serious issue as illegal “chain saw” timber and mining operations, locally called “galamsay” are widespread. The rate of depletion of the forest cover is fast as a result of farming activities and legal mining in forest reserves. Consequently, loss of forest cover taking place is evident by southwards movement of the savannah grassland belt.

Principle 8:

Businesses should undertake initiatives to promote

greater environmental responsibility.

As a company you are encouraged to integrate environmental protection in policies, decisions and activities into your corporate policies and programs. A pro-active approach is recommended whereby businesses take voluntary initiatives to protect the environment rather than react to problems once they arise.

Principle 9:

Businesses should encourage the development and

diffusion of environmentally friendly technologies.



Technology is a way of production and delivery of goods and services. It is defined broadly to include knowledge, procedures, equipment, goods and services as well as organizational and managerial processes. Companies are encouraged to promote products and production processes that are less hazardous to the environment.At the basic factory site or unit level, improving technology may be achieved by (i) changing the process or manufacturing technique, (ii) changing input materials, (iii) changes to the product, and (iv) re-using materials on site.

What to do

First ensure that you conform to Ghana Environmental Protection Agency (EPA) guidelines, including requiring an Environmental Impact Assessment (EIA) before commencement of operations. From 1st February 2014, the EPA has commenced an online EIA for SMEs; and SMEs are advised to access the opportunity. Assess the various tools available to businesses to decide if you want to establish environmental management systems, apply for certification of products or processes or commit to environmental reporting. The Energy Commission has worked with power utilities companies to eliminate incandescent bulbs and is at the moment subsidizing the replacement of less energy efficient refrigerator with newer and more energy efficient ones. Inspiration can be gained from this experience. Consider your potential for environmental improvements through adjustment of production processes, raw materials, product portfolio, design and recycling of production waste.

Anti-Corruption

This principle draws on the United Nations Convention against Corruption (2003) as its underlying legal instrument. Corruption takes several forms and distorts the efficiency of established competitive systems by introducing unaccounted for variables in a competitive system. Perpetrators gain benefits they would otherwise not qualify for. Bribery of foreign civil servants was first criminalized by the OECD Convention from 1996.

Principle 10:

Businesses should work against all forms of

corruption, including extortion and bribery.

Corruption, defined as the abuse of entrusted power for personal gain, can take many forms. Both ‘bribery’

or ‘facilitation payments” are forms of corruption and punishable under Ghanaian law. Bribery is a situation where gifts or money are used to extort benefits you would otherwise not be entitled to. Facilitation payments or “greasing of palm”, involves payment of small sums of money that expedite or provide permits and other services you are already entitled to. Clarification of your policies and guidelines is recommended. Internally, you are encouraged to introduce anti-corruption policies and programs within your organizations and their business operations.

Bribery and “greasing of palms” are generally acknowledged to influence the reputation of a company negatively and hence damage future earning capacity and profitability. Notwithstanding corruption is endemic in Ghana, and both political and corporate leaders have been accused of corrupt practices. In a few cases perpetrators have been tried and jailed but a large majority of suspects go either unnoticed or simply not tried. Companies who subscribe to the anti- corruption principles must not accept bribes, even when it involves a possible loss of orders. A number of businesses use their participation in Global Compact as a key argument for not accepting bribes. Their commitments to the Global Compact help businesses to avoid corruption in relating to customers and other companies. Information as well as advice and guidance on promoting anti-corruption can be found on www.business-anti-corruption.com

What to do

You may develop a corporate code of conduct to guide staff in situations where they are confronted with demands for bribery. The code of conduct should make it clear what constitutes acceptable behaviour in difficult situations. Send a clear signal to partners and clients by communicating your anti-corruption policy in order to minimize the risk of demands for bribery. The communication can include details on the fact that bribery is punishable under Ghanaian law. Be open and discuss the topic of corruption freely with all partners. If staff, customers and suppliers have been informed clearly and openly, you will make it easier for the staff member who is faced with the demand of bribery to handle the situation. You can help subsidiaries, suppliers and agents by promoting cooperation between companies, organizations and authorities in the fight against corruption.



Global Compact Network Ghana The Local Network of the Global Compact was launched in 2002 and re-launched in June 2012.The Global Compact Network Ghana is a platform for local companies, subsidiaries of international corporations, business associations, UN agencies, NGOs and trade unions to learn about and promote Corporate Social Responsibility and ethical business standards in the Ghanaian context. Today, a total of 75 organizations consisting of NGOs, Businesses, Business Associations and Labour Unions are signatories to the Global Compact in our country. In recent years, the Network has organized a number of activities, all aimed at building the capacity of its members in promoting and deepening the application of the Global Compact principles. In 2013, the France Network counterpart with support from the French Agency for Development (AFD) established a partnership with Local Networks in Ghana and Côte d’Ivoire to promote capacity building and Global Compact principles among companies in the three countries.

The Ghana Network serves as a focal point of co-ordination and communication for its members. It has periodic meetings to deliberate on the principles and how they are being implemented in their respective organizations and to share experiences. The latest of such meetings was on 15th November 2013 where representatives from business, civil society, labour and the media attended workshops on “Corruption in the Supply Chain” and “Health and Safety: Moving from Rhetoric to Action.” Presentation was also made on the “Progress of AFD regarding CSR” in the Ghana. The 2014 Africa, Middle East and North Africa Regional Meeting was hosted by the Ghana Network in Accra in February 2014.

Corporate Responsibility in GhanaIn Ghana the concept of corporate responsibilities within the core business activities is still not entrenched and many businesses focus their efforts on



philanthropy. Notwithstanding, the concept of corporate responsibilities is increasingly becoming popular in Ghana as a number of initiatives are taking place in the country with the aim of broadening the notion of corporate responsibilities. Between 2006 and 2010 the Ghana Business Code (GHBC) based on the UN Global Compact principles has also been launched in Ghana. In the meantime, regional relevance of CSR also increased: in its peer review, the New Partnership for Africa’s Development (NEPAD) has recommended clarification of the concept of CSR in Ghana. Taking these developments into account, the Government of Ghana through its Ministry of Trade and Industry in collaboration with the Centre for Corporate Responsibilities (CCR), University of Ghana Business School and with sponsorship from the German Development Cooperation (GIZ) currently is developing a National Corporate Social Responsibility Policy. The expectations are that the near future will see even greater commitment from businesses and non-business organizations to the universally accepted principles for sustainable corporate behavior as reflected in the Global Compact.

PartnershipsGlobal Compact encourages participants to engage in partnerships with their stakeholders to find common solutions. Collaborating with private organisations or public sector partners can be helpful in implementing

the Global Compact principles. There are good examples of how Nestle Ghana has done so.

The basic concept of partnership is simple and straightforward – to identify common ground between the private and the public sector and to combine their resources, skills and expertise to improve results. Experience shows that the best results are reached when partners carefully consider what they would like to achieve through the partnership. Through collaboration, actors can strengthen their efforts to achieve individual objectives by leveraging, combining and capitalizing on complementary resources, strengths and capabilities. With such partnerships, results that businesses could not have achieved on their own are achieved.


The Global Compact is....

• Avoluntaryinitiativetopromotesustainabledevelopmentandgoodcorporatecitizenship.

• Asetofvaluesbasedonuniversallyacceptedprinciples.

• Anetworkofcompaniesandotherstakeholders.

• Aforumforlearningandexchangeofexperiences

The Global Compact is not....

• Legallybinding

• Ameansofmonitoringcompany behaviourandenforcing

compliance

• Aregulatorybody

• Apublicrelationschannel.


Name of Entity Challenge Focus Advice

1.NestleGhanaLtd Sourcingqualityrawmaterial

fromlocalsources

ImprovingHumanRights

throughcommunity

empowerment

PartnerCapacityDevelopment

Buildingpartnershipwithexisting

institutionsishelpful

2.GhanaManganese

Company

Dealingwithencroachmentin

asustainablemanner HumanRights

EnvironmentalSustainbility

Engagementisbetterthan

flexingthelegalmuscle

3.GuinnessGhanaLtd SourcingQualityLocalRaw

Material

ImprovingHumanRights

throughcommunity

empowerment

Commitmenttosolutionsalways

leads

tosuccess

4.TheCocaColaBottling

CompanyLtd

Watersufficiencyinthemist

ofsupplyinadequacy

Environment

HumanRights

Itisnotenoughthatyoudoit

right,makecertainthatyour

partnersobservesameprinciples.

5.Interplast Promotingintegrityin

unfavorableenvironment

Anti-Corruption

LabourRelations

Environment

Corruptioncanbeendemicbut

anti-corruptiongoesasfarasa

companywantsit.

6.GOIL EmployeeHealth EmployeeHealth

Environment

GlobalCompactencompasses

goodbusinesspractice,and

conformstointernationaland

nationallegislation

7.VRA Havingcleanenergy Environment/Technology

Diffusion

TheGlobalCompactgets

youtothinkaboutcorporate

responsibilityinamuchbroader

way.

8.ECOBANKGHLTD MinimisingRiskinfinancing EnvironmentalRisk

LabourRelations

HumanRights

Todobusinessforthelong

termyoumustalignwith

sustainabilityissues.

9.B-BOVID

10.GlicoGroup

Tryingtochangethemindset

ofdoingbusiness

Ensuringgrowthin

integrity

Promotingsocialinclusive

businessinGhana

HumanRights

Labour

Environment

Anti-Corruption

Successcomeswithhardwork

andcommitment

TheGlobalCompactoffersa

goodframeworkforany

company’sCSRpractices

Overview of Case StoriesThe table below provides a quick overview of the companies, their challenges, and advice to other companies and the aspects of Global Compact that the companies initially have focused on.


Case Stories


Part II-Case Stories

Creating Shared Value at Nestlé

The core business of Nestlé is mutually beneficial to Nestlé and the community where it operates and is of long term nature.

Creating Shared Value is Nestlé’s approach to doing business as whole, to ensure a long term success while benefiting the company’s shareholders and the society at large.

Creating shared value requires compliance with the highest international and local standards of business practice and our principles while ensuring sustainability in our activities.

We can therefore create shared value in the areas we have identified: Nutrition, water and rural development. It is the way we do business and the way we connect with society.

Promote healthy lifestyles among childrenNestlé is implementing the Nestlé Healthy Kids global program which aims to raise nutrition, health and wellness awareness of school children around the world. This global program enables Nestlé to join in the efforts towards ameliorating the increasing burden of under-nutrition such as malnutrition and obesity. In Ghana the program is currently being implemented in six districts in collaboration with the Nutrition and Food Science Department of the University of Ghana (UG) and the Ghana Education Service (GES) and benefiting more than 10,000 pupils. In its implementation, the program uses the train the trainers approach to train teachers and district officers and seeks to educate children on nutrition and health-conscious lifestyles; encourages good nutritional habits for the improvement of children’s


health; and engages children in physical activities to boost their wellness.Food nutritionists from UG and trainers from GES train teachers and district officers on how to use modern teaching methods to teach the children using the approved Teachers’ Manual which is integrated into the school curriculum thus ensuring permanency. Under the program each child is given an approved Children’s Reader, attends Nutrition & Hygiene and weekly Physical Education sessions. Other logistics, like footballs, volleyballs, and food models are provided by Nestlé. The UG evaluates the program whereas the GES authorities monitor the program on termly basis. Nestle thus is improving awareness and access to quality food, which is a Human Rights issue.In Ghana Nestlé is partnering with the Ghana Athletics Association to implement its global 4-year national sports developmental program to promote athletics among the beneficiary pupils and thus improve access to quality education. The Kids Athletics program which was launched in November 2013 has so far benefited 10,089 children and complements the Nestlé‘s Healthy Kids program.

Commitment to reduce risk of under-nutrition through micro nutrient fortification

Micronutrients such as iron, vitamin A, iodine and zinc are essential for growth and development. Nestlé is committed to addressing micronutrient deficiencies through fortification of affordable, nutritious foods and beverages, and measuring the impact through scientific research. Through Nestlé Research and Development Centre for Africa in Abidjan, Cote d’Ivoire, Nestle Ghana leverages natural raw materials and ingredients grown in Africa, combining bioscience and technology to develop innovative solutions to improve the nutritional benefits of the African staples such as maize, millet, and cassava. In 2013, Nestlé Ghana exemplified the fortification of MAGGI® and CERELAC Millet with iron to help address the micronutrient deficiency issues which require long-term multi-dimensional methods through diversity of partnerships and stakeholder engagements.

Investing in rural development:

Nestlé Grains Quality Improvement and Nestlé Cocoa Plan

In most of West Africa over 30% of cereal crops are lost to contamination, which can cause immune problems, impaired development in children, and liver damage in both humans and animals. It is caused largely by


Partnership with Athletics Association



the humid environment and poor drying and storage practices. The purpose of the Nestlé Grains Quality Improvement Project (NGQIP) is to reduce the high levels of mycotoxins in cereals, dried fruits and nuts sourced in the region. NGQIP is ran in collaboration with the Northern Rural Growth Program of Ghana’s Ministry of Food and Agriculture (MoFA) and the International Institute for Tropical Agriculture (IITA)designed to help farmers produce quality raw materials which can be purchased by Nestlé. Farmers are helped to produce better quality grains which can generate higher revenue for them and thereby improve their livelihood. Nestlé’s sustainable agriculture strategy is designed to ensure a continuous supply of safe, high-quality agricultural raw materials and help rural communities to increase their income.

To achieve this purpose training materials are designed to suit various categories of stakeholders. The train of trainers (ToT) approach is once again employed as the trained extension officers in turn train farm village heads, suppliers and transporters. For those who cannot read, pictures and videos are used to demonstrate good agricultural practices. By this approach, the project has reached out to over 50,000 farmers, 60 agricultural extension officers, and 150 farm village heads. Farmers now appreciate the need to feed their families with clean safe grains to avoid health complications.

Cocoa Plan Project

Nestlé will be launching the Nestlé Cocoa Plan this year. The program would help farmers increase productivity, thereby improving their income from cocoa and improving overall living conditions of the cocoa farming community. To help realise these ambitions, Nestle Cocoa plan has three main pillars: enabling farmers to run profitable farms; improving social conditions; and sourcing good quality and sustainable cocoa. The plan involves building of Schools, Village

Resource Centres, Boreholes and training of farmers. It thus benefits farmers in higher yields, revenue, and social infrastructure at the community level. So far the Nestle cocoa plan has delivered school buildings in three communities benefiting 800 pupils, 8 boreholes benefiting 14,000 people, three Village Resource Centres benefiting 460 pupils with computer education and farm shop with 9,000 farmers as beneficiaries.

Message from Nestle Ghana

“At Nestlé, we have analysed our value chain and determined that the areas of greatest potential for joint value optimization with society are Nutrition, Water and Rural Development. These activities are core to our business strategy and vital to the welfare of the people in the countries where we operate” says Aaron Fenu, Corporate Communications and Public Affairs Manager, Nestlé Ghana Limited. This is a striking feature in the way the Global Compact define corporate responsibility.

Pupils from the model school demonstrating the physical

activity sessionSome farmers going through the Nestlé training programme.


The case of the Ghana Manganese Company [GMC] is truly one that embodies the UN Global Compact principles in its entirety as far as strategic CSR is concerned.

As a major player in the mining industry in Ghana, mining carbonates of manganese, is heavily regulated by the Environmental Protection Agency [EPA] and other regulatory authorities. Hence environmental consciousness, labour relations and anti-corruption have been part of its culture. This notwithstanding, it has since 2006, when it signed on to the UN Global Compact, been actively involved in incorporating the ideals of the Compact into the company’s strategy and operations through very pragmatic ways.

The approach has been through capacity building, infrastructural projects, and community bursaries. With 174 square km concession, but only active in 1.4 square kilometres, its operations impacts on three immediate communities. This inherently presents a challenge of an over reliance of the local people for alternative livelihoods and employment in the company. Many of the youth however lack the requisite education and skills for employment. The situation has resulted in budding pockets of illegal mining activities and encroachment on their concessions. “The challenge here is, you have to manage people’s expectations through continuous engagement and build relationships instead of applying the force of the law”. Consequently in 2006 an alternative livelihood program was rolled out for over 180 locals to build capacity in a range of sustainable trades. There was however few success stories like that of Appiah, a local engaged in Bee keeping in the Agona Wassa locality.

GMC: Achieving fruitful partnerships



Better Approach

In 2011, GMC deployed a new strategy of structured engagement with chiefs and opinion leaders to rollout a sponsored apprenticeship program. This was in partnership with a local institute, Agyle Safety Training Institute, to develop the requisite expertise and increase the capacity of community members in heavy duty machine operations and master tradesmen to enhance their employability. According to the Human Resource manager of GMC Mr. Wisdom Mensah, this program has created a pool of talents and resources to rely on to fill in resource gaps from time to time”. The program afforded the pioneer 24 trainees, a high level of employability. As many as 12 out of the 24 trainee heavy duty operators have become staff of GMC with others employed in other mines and allied industries. Continuous training is provided these trainees to fully qualify them as certified operators.

A partnership with the communities has also been deepened especially in infrastructure development to improve education, health, portable water and community roads. The company provides technical expertise and pays for the services provided by the locals in the project’s implementation. Third party local contractors are engaged for other less critical services. The constant engagement of local contents in the company’s operations and services is to afford and activate a sustainable livelihood for community members. The training and engagement process has been mutually successful providing livelihood for the employee and their families and making available the needed human resource for essential areas of the mine operations. As a result illegal mining on the company’s, concessions has been drastically reduced. The greatest benefit of the program is found in this statement by a beneficiary of the program. The needed critical paradigm shift from expecting employment from GMC to personally equipping oneself professionally; ready for any opportunity has been entrenched in the minds of the localssays Emmanuel Kwofie.


Land Reclamation/ Environment Program

GMC has continuously improved on its environment, health and safety performance over the last five years, moving from a poor overall rating to the highest gold rating out of the seven grades in the AKOBEN rating program, an official EPA program for safety and environmental audit. The steady improvement has been a result of commitment to Global Compact principles. This program has moved from a requirement to a culture; becoming part of our daily operations.

Oil Palm Plantation On Reclaimed Land Reforestation Project For Improved Biodiversity

GMC’s land reclamation program combines environmental responsibility with sustainable partnerships resulting in improved livelihoods. The cover soil of an active mine area is preserved in a tailings region and is returned to its previous location after exhaustion of mining resources. Diverse vegetation is cultivated to recreate the rich biodiversity that existed prior to the mining activity. Local farmers are hired in this reforestation project. A 20 hectare reclaimed pit has been cultivated into an oil palm plantation providing avenues for community labour and income.

Message from GMC

The value to us is the peace and social license it affords us to continue with our work and the resulting congenial, mutually understanding environment. All the regulatory and legal mandate can be sought but the investment we make in CSR is a strategy to get the community buy-in as an integral part of company’s operations.


The case of engagement with government, development organizations and capacity building in farming communities to develop program in our supply chain that support growth ambitions is demonstrated in Guinness Ghana Breweries Limited (GGBL).

GGBL is a subsidiary of Diageo. Across Africa, on average, Diageo companies source about 50% of raw material from local sources with the ambition to increase it to 70% by 2015. In the Ghana operations

GUINNESS: Innovation in sustainability through commercialization in the Supply Chain


however, where it is not possible to grow many of the traditional brewing raw materials such as barley and hops only 10 to 15% of materials were sourced locally. As a business, there was a massive opportunity to drive value for the business by sourcing the right local raw materials whilst improving the livelihoods of farmers. Thanks to the RUUT Extra Premium Beer innovation GGBL is currently source approximately 41% of raw materials locally – sorghum, maize and cassava. Using local raw materials makes business sense – it offers natural hedge to volatile currency markets; diversified procurement; logistical cost savings by having supply chain close to production facilities; develops local communities and grows local economies


and benefits local stakeholders. To achieve these, GGBL had to address two issues. Firstly, identify and develop appropriate local raw materials and engineer its brands to enable their use. Secondly, ensure that local raw materials could compete favourably against imported inputs in terms of value, price, quality and consistency of supply. “Only if we were able to crack both issues would the use of local materials be commercially viable and sustainable”.

GGBL has been involved in developing the maize and sorghum crops for almost a decade – we continue providing technical assistance to the farmers whilst at the same time making daring decisions on the contracts we placed for purchase. We then stepped out of the box to consider other available raw materials, discovering cassava a locally grown tuber ubiquitous to the region; a material that could readily be used in the majority of our products. We set out to engineer for its use.

In 2012 , partnering with industry, we pursued a strategy to drive home the increased value of using local raw material in the country and obtained an excise duty concession providing duty break on a sliding scale dependent on the percentage of local raw material utilised. We immediately stepped up our work on engineering our brands to take advantage of this, and set ourselves the target of producing a new brand to take advantage of the top end of the concessionary scale. In December 2012 we launched RUUT Extra Premium lager, Ghana’s first cassava beer currently produced with 51% cassava starch and is doing well on the market--Preba Greenstreet, Corporate Relations Director. The strategy impacts multiple stakeholders. It has ensured guaranteed off-taker for farmers – thereby providing a secured market for production, improving their livelihoods and the lives of their families. It has provided a counterpoint to increased urbanization, unemployment and underemployment especially of the youth as they increasingly abandoned agriculture as an unsustainable livelihood. By extension it is developing local economies and the Ghanaian economy as a whole. Consequently GGBL has made significant interventions and investments with aggregators, and processors companies (Caltech, Wienco, Premium Foods), driven novel financing mechanisms (Root Capital and Barclays Bank), acted as the commercial ‘voice’ within this space galvanising the entire chain through the message of sustainability through commercialisation. GGBL partnered with the Government to revive cassava starch factory to improve and ensure their viability.

But perhaps the greatest benefits of such innovations involves commitment in partnership to deliver capability building for smallholder subsistence farmers,

infrastructural support and a competitive market for product. GGBL is currently sourcing sorghum from over 5,000 farmers, roughly doubling the tonnage utilised year on year for the past 3 years from 1,550 in 2012 to 2,900 in 2013, and with the ambition of utilising 6,000 tons in the coming year. In addition GGBL has worked with the farmers to improve yields to double the national average (1.7 tons per ha as against the national average of 0.8 ton/ha).

Water of Life Programme

Besides those commercial interventions GGBL strongly believes that Sustainability and Responsibility is a growth driver for its business. It believes its fortunes as a business are interwoven with those of our communities – our business grows when the communities grow. To this end GGBL remains committed to partnering and supporting local communities through our sustainability and responsibility strategy. The Water of Life Program continues to support GGBL’s commitment to contributing significantly to achieving the UN Millennium Development Goal (MDG) 7 – to reduce by half the world’s population without access to clean drinking water by 2015. The Water of Life program was launched in Ghana in 2007 initially targeting vulnerable communities in the dry northern regions – where GGBL sourced sorghum for its production. Since then the program has evolved and currently active in over 70 communities across the country. Till date, the program has provided sustainable water access to more than 500,000 Ghanaians across the country. GGBL, Diageo Africa and the Diageo Foundation has invested more than GHC 2.5m (US $1.25m) into the program over the last three years.



Job Creation and Health

Aside providing access to clean drinking water, Water of Life projects directly and indirectly provides employment to residents in communities where projects are located where at least 2 local residents are directly trained and employed to run the Centres. In addition to this however, many residents have developed sustainable business models such as tricycles that source water from the site and deliver these to local residents at a margin. The program also supports better healthcare delivery by improving water delivery at health centers across the country. In 2012/2013, GGBL and Diageo Foundation funded a total upgrade of the water delivery system for the Tamale Central and West Hospitals in support of the Ministry of Health’s effort to declare Ghana guinea worm free by 2014. In 2013, GGBL and the Diageo Foundation sponsored a complete water delivery system for the Maamobi Hospital, in Accra, making the hospital completely water self-sufficient and providing a sustainable source of water to the over 90,000 annual patients and patrons of the hospital.

Message from Guinness Ghana

Corporate Africa has witnessed missed opportunities that would support broad based economic empowerment through local sourcing and the specific impact it can make to economic growth by investing and developing its own value chains in partnership with local communities.

We are happy to invest significantly in the development of agriculture in our supply chain, if an opportunity arises that presents good returns to us and an improvement in the lives of communities in our value chain.




The Coca-Cola Bottling Company of Ghana Limited (TCCBCGL) - a subsidiary of Equatorial Coca-Cola Bottling Company (ECCBC), signed on to the Global Compact in 2002.

For us at Coca-Cola, jumping on board the Global Compact came naturally as we saw it as a smooth alignment with the company’s principles and aspirations. Indeed the commitment to environmentally sound practices and responsible support for health improvement initiatives ties in with our corporate strategy.

COCA-COLA: Emphasizing environmental commitment down the supply chain

Water is life but at Coca-Cola this means more than biological life: it really means our corporate survival. Our product is water based so we are mindful of the quality and quantity of water we use. We have a responsibility to protect the sources of water to ensure our continual existence. This responsibility translates into looking closely at water from its intake to discharge.

Efficiency in Water Usage

As a significant water consumer , we are very conscious of our consumption, as our continuous growth in water consumption could affect other users of water in the area. Taking cognizance of this and our commitment


to the Global Compact, management set up the Water Minimization Project (WMP) in 2010 with the task to optimize the use of water in the bottling plant. Water efficiency for TCCBCG is not only important but strategic. Plant water efficiency is constantly measured during our operations in order to monitor the consumption parameters at every stage of the chain. For instance, within two years upon the implementation of the WMP, an 11% improvement in water utilization was realized.

A multi-faceted approach to improving the efficiency of water utilization in the plant was adopted. We first attacked the low hanging fruits by sealing off all water leakages in the plant. We observed wastage in floor cleaning where we fitted the water hoses with sprinklers that required mechanical activation. It produced pressurized water supply to better clean surfaces with smaller quantities of water. Then we pursued optimizing fresh water use. Fresh water for rinsing newly blown plastic bottles was recovered for treatment and re-used for steam boilers, air condition chillers and cleaning of reclaimed crates from sales outlet. The outcome achieved was as a result of employee education and their active participation and we are still keeping a close eye on our usage to avoid any slippage.

Waste Water Treatment

Our effluent waste water is not ordinarily released into the environment. Our concern for the health and survival of aquatic life and vegetation is taken into perspective and always emphasized. We treat our waste water to meet regulatory requirements before discharging it and this is evidenced by our rating on the Environmental Protection Agency (EPA) Akoben Standard Ratings. Our $2 million waste water treatment plants installed in 2000 made us the first firm to have that waste water treatment plants on site. We demonstrate that our treated waste water can indeed support aquatic life using an onsite waste water aquarium. We keep records of the fishes in the aquarium and closely monitor them.

We are continuously reducing the amount of water we use in our production because we know that when the source dries up, our business folds up. The Water Source Protection Plan (WSPP) introduced in 2011, stresses on our commitment to minimize the water demand from municipal sources. Waste water is also re-treated and channeled for watering landscape vegetation, and fleet cleaning; another proof of the suitability of the waste water for supporting plant and aquatic life.




We also believe in the principle that, ‘it is not enough that we do it right, we also ensure that our partners in the supply chain observe our principles’. That way we spread these time tested principles to a wider sector of the corporate sector. For example, when we wanted to contract a third party company to package one of our products for us, we made sure they met our standards. Where they did not have the capacity for waste water treatment; we assisted them to have both the facilities and human capacity to treat waste water. Today, they exceed the EPA standards and meet Coca-Cola International standards as well.

Improving Energy Efficiency

Further to our commitment, an energy monitoring team working on the Energy Saving Coca-Cola (EsKO) project (a platform for sharing Coca-Cola best practices and guidance for implementation) was again charged to optimize energy utilization in the plant. After installing automatic control sensors for light switches and driving a conscious engagement of employees on energy usage, the savings were quite evident. We are already piloting the use of solar powered coolers and non-cfc coolant air conditioners in the market place .It is worthy to mention that as a result of all these efforts in optimizing energy consumption, TCCBCGL was awarded Most Improved Plant in the category of Energy Efficiency among the Eurasia and Africa Group in 2010.

HIV/AIDS Education

Our voluntary initiatives towards health rival our commitment to the environment. An active partnership with the Ghana AIDS Commission helps spread awareness and elimination of discrimination against people living with HIV/AIDS. This partnership affords us the opportunity to build the capacity of our Peer Educators to train employees on the ABCs of HIV/AIDS and also encourage Voluntary Counseling and Testing (VCT). Members within the immediate community also benefit from our HIV/AIDS education. As a commitment to non-discrimination, all employees are supported, involved in company activities and massively engage in our HIV/AIDS non-discriminatory campaigns. Treatment and counseling of employees with HIV are free as the welfare of our employees is paramount.

Message from TCCBCG

The responsible use of energy has been crucial in our environmental preservation drive. We also believe in the principle that, ‘it is not enough that we do it right, we also make certain that our partners in the supply chain observe our principles’ because we know that when the source dries up, our business folds up.


Established in 1970 and now with a workforce of 640, Interplast manufactures high quality industrial pipes, ducts window frames and accessories.

This ISO certified company believes in building and keeping integrity, respect and trust amongst its workforce, suppliers and customers. In view of this commitment, it subscribes to a zero tolerance for corruption at all levels; beginning with the employee engagement contract to an automated purchase process. As part of employee contract, employees are equipped with a code of ethics spelling out information disclosure procedures, conflict of interest, ethical performance and consequent retribution actions for any failures. The

INTERPLAST: Anti-corruption goes as far as a company wants it

company educates its employees on its code of conduct and on corruption and its avoidance. Strict disciplinary actions up to summarily dismissal have been exemplified for employees proven to have engaged in unfair business practices and favours. “I set extremely high standards in the company because I follow them myself” said CEO Arthur Hurberts.

The Enterprise Resource Process

The implementation of the Enterprise Resource Process (ERP), an automated purchasing program starting from the first quotation to delivery, has reduced the human interface for potential influence for undue favours. All discounts are dispensed with explicit management approval. Within the organization, cases of improper conduct with regards to corruption can be said to be antique thanks to these measures. “There is no corruption in this company” the CEO emphasised. This is a strong but encouraging statement in an environment where corruption perception is very high.



Unparalleled Quality

As a company operating on a sub-regional coverage we are faced with demands for greasing and bribery for contracts. As a response to that CEO Arthur says” across West Africa we have a priority market because of our quality; we stay true to our commitment, and if you provide unparallel quality products at a competitive price, you curb corruption at the beginning.” Even if you lose the contract today, it would eventually come back because you offer unparalleled quality. “You are not rich enough to buy inferior goods” is the message that greets the visitor to the reception. The cost of paying bribes as a company is so high, it is not worth your reputation. For Interplast, unparallel quality is the hedge against corruption.

As a company, we believe in the principles of the Global Compact because, if they are implemented, the world would be a great place for us all-HR Manager.

Better Land Use

We take the environment seriously and the quality of our physical and working environment attests to that. Soon after signing on to the Compact, we moved into action and worked on the land space between our factory fence and the Accra-Tema Motorway. That piece of public land was a haven for miscreant. We paid the squatters off the land and have now made the once bushy no - go area not only beautiful but free from the activities of the miscreants.. Today the area is not only beautiful but functional as it benefits our loading and packing activities and our neighbours are grateful for this.

Industrial Harmony

At Interplast the relationship between management and staff is very congenial. The HR policies encourage continuous education, human development, equal opportunity employment, free medicals for staff and family, and equitably meet the demands of workers. In line with fostering good labour relations, the company has three unionized groups. An initiative by employees has innovatively transformed waste holding packages into an income source feeding into a pool for staff welfare activities. The otherwise waste material is sold. The open and accommodating engagement between staff and management has built trust and paved the way for easy and quick collective bargaining agreement negotiations and provided industrial peace as evident by no record of strike action in our 43 year old history. The

impacts of these principles are mutual, for the company and its human resource as well as for the community. Fast company growth is proof of the effectiveness of anti-corruption whiles greater staff motivation has resulted in staff seeing themselves as a part of the company and contributing their valuable part in this success story.

As a responsible corporate citizen we contribute to especially the social services sectors: education, health, sports and traditional heritage activities through donations worth GHc400, 000 (US $181,800) in 2013 alone.

Message from INTERPLAST

Corruption can be endemic in an environment in which you operate but anti- corruption goes as far as a company wants it. You have to believe in your product and leave no option for buyers. You make your company corruption proof when you implement systems that make transparency a way of doing business such that everyone in the business subscribes to it. Make your stand on the case of corruption glaring so the potential for demand is drastically minimized. If people come to know you for such stance, you are less likely to fall victim.




GOIL which used to be a public company is now a private local oil marketing company listed on the Ghana Stock Exchange.

GOIL: Good Energy, Healthier

People, Cleaner Environment

The company has a nationwide distribution network comprising retail outlets across the country and facilities for bunkering services at the country’s seaports and aviation fuel at both local and international airport in the country. Cleaner environment is a major concern for any oil marketing company; no wonder GOIL has introduced newer more energy efficient fuels in demonstrating this commitment. GOIL has also demonstrated commitment to working in a clean and safer environment by re-branding almost all it fuel stations.

GOIL signed up to the Global Compact in 2006 because it believes that the principles are in tandem with the company’s own rejuvenated orientation and values.



The company has undertaken a rebranding exercise affecting its mission and corporate values to shoal up its corporate image and improve its marketing and financial performance. Previous CSR projects has comprised of the building of bore holes, tree planting and donations. The Global Compact has afforded the development of an integrated CSR approach.

Health and Stress Management

Realizing that its human resource is its greatest assets, the voluntary health and stress management initiative introduced in 2013, is packaged to revamp the company’s health policy including an annual compulsory health check by all staff and also a quarterly health talk and walk components. As a preventive measure, it offers the individual an improved state of wellbeing. A health insurance policy is in place to cater for these checks and treatment of some ailments for staff, their spouse and up to four children under the age of 22 years.

Health professionals are engaged in the quarterly health talk and health walk sessions. Stress management courses present solutions and advice on practical and relevant ways of managing stress. The quarterly health walks since its introduction has been an exciting feature on the corporate calendar that staff members look forward to. The exercises and health walks are expected to become part of the staff life style. This program is deployed nationwide for all staff members.

According to the HR manager, the health and stress management has gone a long way to improve productivity. “Because of the benefits we at GOIL intends to maintain and enhance it.” The company takes CSR and the implementation of Global Compact principles seriously. Going forward, there are other projects targeted at having even greater environmental impacts like contributing to newer fuel technologies. Donations have been made to a large cross-section of society in the educational, social, cultural, medical and

sporting spheres. Provision of potable drinking water for deprived communities has featured prominently in the company’s CSR programs for the past years and plan do more in the coming years. This has alleviated the problem of citizens in such communities travelling long distances in search of water.



The VRA is Ghana’s largest power generator and operator; with a bulk of its production coming from hydro and thermal sources. The VRA signed on to the Global Compact in 2003 because it believes that its corporate principles and strategy largely agree with the Global Compact principles.

The VRA’s Renewable Energy Policy, fashioned in line with the government’s renewable energy agenda, is to diversify its generation mix portfolio to meet

future power requirement both in the country and in West Africa in an environmentally friendly manner. The Authority thus initiated its renewable energy (RE) program which seeks to develop a portfolio of wind, solar, mini small hydro and biomass in various locations in the country for the next decade. Solar energy has the potential of supplying reliable power to communities off the National Grid.

Growing National Energy Demand

In the face of growing national energy demand, and driven by its commitment to promote clean and sustainable energy in the ECOWAS sub-region, VRA

VRA: Renewable Energy Trail Blazers in West Africa



took a giant step to venture into solar energy and in May 2013 inaugurated its first 2.5 Megawatt (MW) Photovoltaic solar plant sited at Navrongo, north of Ghana. The solar plant now produces electricity that feeds into the national grid. According to the Chief Executive, Mr. Kirk Cofie, the investment in the solar and wind farms were in line with the VRA’s vision of building 160 megawatts of such farms for the next five years, under the RE programme. Further deepening its commitment to renewable energy, VRA is currently installing wind masts in designated solar zones to carry out wind measurements and a detailed feasibility study for a proposed 150- megawatts wind farm earmarked under the RE development project.

“Our solar project is helping us to keep our emissions very low. We are trying not to be emitters even though we are yet to set targets,” Ing. Ebenezer Kojo Antwi a VRA engineer noted.

To improve return on investment on the solely funded project, VRA decided to take advantage of the benefits of the UN Clean Development Mechanism (CDM), which allows countries with an emission reduction under the Kyoto Protocol to earn saleable certified emission reduction credits. The RE project affords shared benefits in terms of producing clean energy and improving the livelihoods of communities off the National Grid. “Apart from little or no emissions, RE improves public health, environmental quality and ensures stable power supply. In terms of job creation, RE is more labour intensive compared with fossil fuel technologies which are typically mechanized and capital intensive and this is just ideal for an environment where unemployment is a problem” - Ing Antwi. This project has created the opportunity for increased access to decent standard of living for the community. Following the project success, the Authority has secured funding worth $22 million from KfW, a German Government funding agency, to develop another 12 MW solar plant at Jirapa, one of the four main sites identified for the solar program.

Increased Access to Quality Health Care and EducationIn terms of community benefits, the VRA has improved access to quality health and education in communities where it operates. These communities were less endowed with regards to standard of schools and health care facilities. “The company operates schools and hospitals in Akosombo, Aboadze, Akuse and Accra for its staff and family, but has opened such facilities up to the public as a contribution to its community development and a way of impacting the human rights theme of increased access to health.”- Mr. Ernest F. Tharkor, VRA Corporate Communication Unit.

Message from VRA

CSR is taking central stage in our work culture, our CSR efforts is becoming more coordinated as every department sets targets that tie in with the corporate values.If there was an investor interested in you, the COP would be a useful document to give the investor some confidence. The fact that you are reporting on the principles, means that you are looking at your business from many perspectives not one.


To Ecobank Ghana, responsible business conduct is a sure way to guarantee long term sustainability of a business.

The financial institution, which is a subsidiary of Ecobank Transnational Incorporated, has embedded into its credit policy the Environmental and Social Management System (ESMS) and procedures in its operations on several levels to ensure sustainability in its business culture. The ESMS guides the bank to assess businesses that seek its financing for environmental and social risk. Thus, apart from the usual operational and credit default risk assessment, eligible transactions are subjected to the ESMS, which assesses the potential environmental and social impacts of the transaction in question. The assessment categorizes projects into high, medium A, medium B and low risks. The environmental and social permit plan and regulatory authorities’ approvals of each client are evaluated before any financial facility is made available for the project. The categorization of risk allows expert opinion of environmental consultants to perform thorough evaluation of the environmental risk especially on high risk projects. For these projects, “the mitigation procedures are outlined and we covenant with clients to see to its implementation” emphasized Mark Kwafo, Environmental and Social Risk (E&S) coordinator for Ecobank Ghana Limited and WAMZ Cluster (the cluster includes The Gambia, Liberia, Sierra Leone Guinea

Conakry and Ghana). In 2013 financial year alone, 212 transactions valued at about US$1.1 billion were screened in accordance with the ESMS. The Bank agrees with clients whose transactions fall short of the benchmark to pursue a time bound corrective measure and this subsequently forms the Action Plan, which is documented in the offer letter for compliance, monitoring and reporting. A typical case in point was an estate company. Its project was almost approved but upon discovery of the non-compliance of permits, a facility of US$8.5 million was not disbursed until all relevant approvals including the environmental permits were secured. Continuous monitoring and evaluation of clients’ activities are carried out during site visits to ensure the right actions are being taken on the ground. “We are not a regulatory enforcement agency with respect to environmental standards but we advocate in pragmatic ways, whiles highlighting the benefits of sustainable implementation; and we get the buy-in of clients in these matters”. Massive redevelopments in built-up areas are currently ongoing and simple interventions like watering for dust suppression stakeholder engagements on possible impacts amongst other actions, are encouraged.

ECOBANK:Commitment to Sustainability as a Way of Business



Exclusion Lists

The ESMS also has an exclusion list to which all transactions are juxtaposed. The exclusion list defines activities that the Bank does not wish to finance. These activites includes ones that interferes or have the strong potential to interfere with protected areas, involve significant conversion or degradation of critical habitat, affect protected flora and fauna (extinct species), minority group habitats, ammunition, forced and child labour etc. We take a strong stance on these standards because advising clients to conform directly contributes to the bottom line. When projects are temporarily halted due to court injunctions or regulatory orders, because neighbours are dissatisfied with the business operational activities of our client’s projects , it financially affects us as a bank. The inclusion of ESMS into the normal risk assessment standard serves to enhance environmental responsibility and positively impacts on other business entities. This way we get clients to comply with these time tested principles which is good for their business as well. Other environmentally driven policies are evolving internally. These will take cognisance of the increasing campaign for the reduction of carbon foot print in the use of cars and other travels, minimizing the use of energy and the push for a greener environment.

On the human resource front, the bank is committed to ensuring a safe and healthy working environment and staff. Continuous education on fire and other emergency procedures are carried out for staff along with occasional fire drills. Offices are equipped with assembly points notices, emergency escape doors and smoke and fire detectors all to ensure the safety of workers in the event of fire and other emergencies. Systems, including automatic work station shut down, are deployed to ensure leave entitlements are fully taken advantage of. These measures apart from encouraging healthy life styles also reduce the operational risk to the company. Once again, compliance of the health and safety guidelines enures to the mutual benefit of the Bank and the staff. Other forms of leave such as educational, compassionate and maternity leaves have been formalised in addition to the compulsory annual leave. New mothers are allowed a half day output in order to attend to their babies for the first year. “The loyalty of staff members to the bank is partly attributable to these human improvement measures” Abigail Aye- Addo, Ag Head, Communication and PR. The non-discriminatory policy of the bank is evidenced by the proportionate ratio of male to female staff, not just in the front

lines but also in positions of higher responsibility such as the bank’s executive committee. Employees upon recruitment are educated to commit to the tenets of the Rules of Business Ethics document, which details the strong integrity, anti-corruption and bribery stance of the company. For avoidance of doubt, the employee’s commitment to the Integrity policy is renewed annually. Further, an existing gift policy impresses on everyone to refuse gifts from clients and if doing so would be embarrassing to disclose such gifts to the Human Resource Department. In all cases gifts cannot exceed $100,it is preferred not to accept gifts at all.

The bank has as part of its commitment to community development, instituted the ‘ECOBANK DAY’on the first Saturday in October each year. On that day it reaches out to the community in five thematic areas of health, education, under privileged, employment creation and the environment to help improve on people’s lives. Celebration of 2013 Ecobank Day resulted in the donation of educational materials, computers to 25 community schools and renovation of school buildings to the tune of US$148,000. This commitment we believe is in the right direction to promote good corporate citizenship. Other occasional donations and acts of charity includes donations to Korle Bu Teaching Hospital, Ghana Heart Foundation, the Leukaemia Foundation, orphanages etc. “Our purpose as a business entity becomes wholesome when we have adequately acknowledged the societies that contributed to our successes by contributing to their enhancement in areas of critical need” concludes Abigail Aye-Addo.



B-BOVID is an innovative Ghanaian company. The name stands for “Building business on values, integrity and dignity”. The company’s purpose is to do business in organic agriculture, agro-processing, exports of related products and agro-eco-tourism.

B-BOVID’s business model is inclusive and socially responsible. The management is aware of social and environmental concerns. Its philosophy is that, growth and long-term viability depend on these issues. The company’s products and production processes are designed to help address social and environmental challenges. The vision is to become a leading company in organic agriculture in order to promote human development, environmental stability and sustainable business. B-BOVID was founded and registered in 2004.The company’s mission is to produce and supply high-value products such as palm oil, palm kernel oil, vegetable oils and vegetables for the domestic and international markets. In Ghana’s Western Region, where B-BOVID operates, 75 % of the people depend on agriculture for their livelihoods. At the same time, agriculture only accounts for about 30 % of GDP, which is the sub-Saharan average. As the World Bank estimates, growth in the agriculture sector is twice as effective at reducing poverty as growth in other sectors.

B-BOVID: We Win When We all Win


Given the increasing strain on resources, global food and financial crisis coupled with the challenges of climate change, the conventional mode of commercial agriculture is no longer sustainable. The communities B-BOVID is working with are very poor and traditionally marked by low productivity and low income levels. Local markets tend to be inefficient. Unemployment is common among women and the youth. There is a general lack of economic and social infrastructure. The natural environment, moreover, is deteriorating due to climate change and over-exploitation. B-BOVID realises that its own long-term viability depends on the local communities. Accordingly, it takes into account their socio-economic needs. To tackle the challenges efficiently, it must transfer skills and technology to poor and rural people.

Soil to table

B-BOVID’s philosophy is reflected in its three-stage value chain. In the first stage, it grows organic food products using best ecological practices. Although -B-BOVID has its own plantations, it recognises the socio-economic and human development needs of surrounding poor rural communities. The company has therefore adopted unique and innovative inclusive business model and seeks to create economic opportunities for these people by doing business with them and supporting them to improve their yields. B-BOVID works with 1200 smallholder farmers. It provides them with high yielding oil palm seedlings, organic fertiliser and mechanisation services at subsidised rates. It also supports them with free advisory and training services to improve the quality and quantity of their produce. This is done in collaboration with a facilitating partner, TRACTOR (Transforming Rural Agricultural Communities Through Organic Re-engineering), a local non-government organi-sation.

B-BOVID runs a well-equipped mechanization centre, the first of its kind in western Ghana. More-over, the company has established a centre with modern information and communication technologies (ICT). Smallholder farmers – including women and the youth – they taught how to use these opportunities. This project



will boost agricultural productivity, improve market access and result in a better understanding of what customers want. This is the first centre of its kind in Ghana, set up in cooperation with TRACTOR.

In the second stage, B-BOVID processes raw produce into finished products. Supplies come from the company’s own plantations and smallholder farmers. The company provides a ready market for smallholders, boosting their incomes and securing their livelihoods. This approach helps to stem smallholders’ losses and indebtedness, both of which often cause rural poverty. An important innovation is B-BOVID’s Shared Fund which serves to distribute some of the company profits to the smallholder communities in addition to providing them with convenient financial services they may need to expand their business.

The third stage of the value chain is about recycling the abundant organic by-products from the plantations and B-BOVID’s processing plants. This kind of waste is turned into organic fertiliser and animal feed. Both are then supplied to smallholder farms at low prices. The recycling of organic farm and processing waste, moreover, substitutes for energy-intensive chemical inputs on the one hand, and prevents emissions from the waste on the other hand.

Organic waste, moreover, is used to generate electric power. The benefits of the renewable energy approach are threefold, because it reduces

• carbonemissions,

• expenditureonfossilfuelsand

• thefellingoftreesforfirewood.

This enterprise is also promoting alternative sources of livelihood in fish farming and animal husbandry. Using water from one of its fields, it has created a fish farm. This model is being replicated in other villages. Similarly, B-BOVID supports smallholder farmers, women and the youth to take-up animal husbandry. The beneficiaries

of these business modules are provided with fish and animal feed, training and advisory services. These diverse and alternative sources of livelihood ensure that rural people have regular income and food security to reduce malnutrition related ailments.

More environmental advantages

The effects of environmental loss and climate change on society and businesses are dire. B-BOVID recognises that if it is to be sustainable in the long term there is the urgent need for environmental conservation, climate change mitigation and adaptation to the phenomenon. Therefore, it is investing in efficient -agricultural and environmental practices.B-BOVID practices biodiversity and organic farming, avoiding the use of toxic chemicals and pesticides. The company is also paying attention to minimising carbon emissions which contribute to climate change. One approach for doing so is growing tree crops, cover crops and forest on fields. Plants absorb carbon and thus serve as carbon sinks.B-BOVID is active in advocacy activities on climate change adaptation and mitigation. The company believes that educating people will make a difference. Its slogan is: “We win when we all win.”

Finally, the company is establishing an agro-eco-tourism park, which will support various animals, trees and food plants. The park will welcome students, researchers, clients, tourists and other visitors to enjoy the variety of organic fruits and a healthy rural environment.


GLICO GROUP LIMITED (“GLICO”) has its genesis in Gemini Life Insurance Company which commenced business in January 1987 as a specialist life Insurance Company.

With its continued commitment to innovation, integration and excellent products and services delivery as well as sound and prudent business management practices the company’s structure has grown from a single business unit (Life Insurance) to GROUP status. GLICO presently consist of the following Companies:

• GLICOLifeInsuranceCo.

• GLICOGeneralInsuranceCo.

• GLICOHealthCareCo.

• GLICOFinancialServices

• GLICOPensionsTrusteeCo.

• GLICOPropertiesCo.

GLICO GROUP: Growing in Integrity

Glico’s Implementation Of The UN Global Compact Principles

Since signing on to the global compact in 2007, GLICO has pursued policies, practices and activities to align itself to the principles of the Global Compact. “The compact’s principles were something that we were familiar with and was practicing but the formal signing on provided a broader framework for our CSR practice. The compact offers us a broader platform to publish what we have been doing”- Ms. Nana Efua Rockson, Head of Corporate Affairs & Marketing, GLICO GROUP.

Glico’s Relationship With Partners

In its supply chain and partnerships, GLICO works closely with firms that have already signed onto the Global Compact or are aligned to similar principles. Companies



such as IPMC, Stanbic Bank, among others, are part of its suppliers and business partners. These partnerships afford a seamless and simple opportunity to work with and disseminate the principles in GLICO’s business.

Environmental Friendliness

In line with the principle of supporting environmentally friendly technologies, GLICO has started rolling out some structural changes to its water and sewage systems throughout its offices nationwide. GLICO has come to the realisation that staff wastes a lot of water in the washrooms. The new systems installed separate devices for urinals and water closets to reduce the amount of water used. The regular 5liters of water dispensed per use in flushing the water closets has drastically reduced. Hand washing sinks have also been installed with automatic regulators to efficiently dispense water and reduce waste.

Also, under an energy conservation agenda, GLICO is replacing its lighting fittings with more energy efficient ones intended to conserve electricity. This project is expected to be completed soon.

Further, a policy to help diffuse better technology among employees was introduced in 2012. All corporate phones are to be replaced every two years as older phones consume more energy. Additionally, the adoption of better technology is being extended to cover the replacement of older vehicles. Smaller, newer and energy efficient vehicles that employ better technology with regards to CO2 emissions have been purchased for operations. These changes have impacted positively on GLICO’S operations considering the growing traffic situation in Accra and its environs.

Undoubtedly, these continuous improvements are being implemented not just as satisfying the UN Global Compact’s Principles but as business process to drive value, reduce wastage and gain cost benefits advantages which hugely affect the bottom line.

Corporate Social Responsibilty

Of significant emphasis is GLICO’s CSR policy which seeks to make imprints in the communities they operate in and also contribute to its shape, form and human capital formation. GLICO’s CSR policy focuses on four key areas: SPORTS, HEALTH, EDUCATION AND COMMUNITY RELATIONS (environmental responsibility).

GLICO over the years have been instrumental in the promotion and sponsorship of sports and games. It has consistently provided insurance cover for Ghana’s contingents who have participated in various international sporting events, a vital contribution that helps to boost their morale to win honours for our country.

In addition, GLICO places premium on environmental cleanliness as a prerequisite to health and safety of its employees and policy holders. At their Abossey Okai office, the first office [Head Office] GLICO commenced business operations in 1987 and now converted to a branch office,] is located in the central hub for vehicle spare parts in Accra.

Due to poor drainage and garbage disposal systems, GLICO teams up with the Auto Spare Parts Dealers Association to periodically organise clean up exercises



to rid the environment of filth, silt in drainages thereby riding the area of houseflies, mosquitoes, rodents etc that can cause ailments and diseases.

In addition, GLICO also offers materials and equipment to be used for such cleaning exercises, whilst going further to purchase dumpsters to support daily disposal of waste. This practice, core to the operations of GLICO, is replicated in most of the branch offices in other parts of Ghana.

As a reputable organization, the Small and Medium scale businesses located at Abossey Okai look up to GLICO for leadership and initiative and they have never failed in that direction.

Human Rights Practices

GLICO has well-established human rights practices as part of its business operations. Its recruitment processes eliminates child labour setting the minimum age for recruitment at 18 years. Furthermore, a collective bargaining agreement is in place for unionized junior staff members to deliberate on issues affecting salaries, staff benefits, among others.

GLICO’s Occupational Health and Safety Policy ensure that all staff members undergo regular fire and emergency drills in preparedness for any future eventualities.

In line with its Occupational Health and Safety Policy, Fire officers from the National Fire Service Department undertake periodic fire inspections in all GLICO’s offices nationwide to ensure that fire safety standards are maintained at all times.

Staff welfare is also of paramount importance to GLICO. All staff members have been migrated from the National


Health Insurance Scheme to a more efficient Private Mutual Health Insurance Scheme. The latter provides improved access to Healthcare nationwide and provides better reach and scope with regards to the services delivery.

Message from Glico’s Message

As a responsible corporate citizen, GLICO recognizes that its activities (operations, products, services) have a wider impact on, and contribute to the society in which it operates. It therefore takes appropriate actions that are over and above compliance with minimum legal requirements to give back, whenever it can, to support the very people who have made GLICO what it is today. These activities thus have become a culture, the way of doing business at GLICO.


Part III-Information and Resources

Joining the Global Compact

Joining the Global Compact is a widely visible commitment to the implementation, disclosure, and promotion of its ten universal principles. It involves simple steps online:

By joining the Global Compact, the enterprise agrees to incorporate the values expressed in the ten principles into its corporate values. It is up to the business to decide how exactly that is done considering its own peculiar context. The business also agrees to inform its stakeholders on its commitment in a Communication On Progress (COP) document and in case of a non-business organisation a Communication On Engagement (COE) is required.

Online Procedure

1. Review the Online Application Guideline on www.unglobalcompact.org/HowToParticipate/How_

to_Apply_Business.html

2. Prepare a Letter of Commitment signed by the chief executive to the Secretary-General of the United Nations expressing commitment to (i) the UN Global Compact and its ten principles; (ii) engagement in partnerships to advance broad UN goals; and (iii) the annual submission of a Communication on Progress (COP).

3. Complete the Online Application Form and upload a digital copy of the Letter of Commitment signed by the highest executive. The name of the chief executive who signed the Letter of Commitment must correspond with the entry in the online registration form.

Implementation

1. Next step is to implement changes in the daily operations of the company by making the Global Compact principles an integral part of your corporate strategy, corporate culture and daily life.

2. On the company’s website, in Annual Reports, in press releases and marketing material it can make reference to its support for Global Compact.

3. Finally, the entity prepares an Annual Report summarizing its challenges and achievements once a year. A format has been developed to facilitate reporting its performance in the COP report. Inspiration and guidance to prepare a COP report can be found on:

www.unglobalcompact.org/COP.

In October 2013 the Global Compact introduced a Communication on Engagement (COE) for non-business participants as a reporting mechanism. Like the COP, the COE is a public document and must be uploaded to the Global Compact website.

The yearly reports are so important to the Global Compact to the extent that in 2013, one hundred and seven (107) companies were expelled from the Global Compact for not reporting for two consecutive years, bringing the total number of such companies to over four thousand to date. Participation has been largely free but going forward participating signatories contributions have been suggested.

Useful Information and Resources



DefinitionsEnvironmental Sustainability: is about ensuring that the way we live our lives do not jeopardize further generations’ ability to live their own lives .Our decisions should be mindful of preserving the environment or using environmental resources in a responsible manner.

COP: Communication on Progress is a Global Compact annual reporting tool

CSR: Corporate Social Responsibility or simply just Corporate Responsibility defined broadly as voluntary promotion of responsible corporate citizenship

Greasing: or greasing the palm is otherwise referred to as facilitation fee.

MDGs: The Millennium Development Goals are development targets set by the United Nations for nations, but especially developing countries, to achieve by 2015.

Renewable Energy: is generally defined as energy that comes from resources which are naturally replenished on a human timescale such as sunlight, wind, rain, tides, waves and geothermal heat

SA 8000: A certifiable CSR management system focusing on labour standards and working environment.

SDGs: The Sustainability Development Goals are the successor development targets being discussed by the United Nations to replace the MDGs as we approach the 2015 deadline for the MDGs.

Triple Bottom line: The concept of a triple bottom line adds two more “bottom lines” to profit: social and environmental concerns in business management and accounting. The three together are often paraphrased as“Profit, People, Planet”, or referred to as “the three pillars”.”People” pertains to fair and beneficial business practices toward labour and the community and region in which a firm conducts its business. ”Planet” refers toenvironmental considerations while ”Profit” refers to surplus income over cost, after all costs have been accounted for.

UNGC: The United Nations Global Compact, a set of ten principles developed by the United Nations to guide corporate conduct for a better responsible world.

Resourceswww.unglobalcompact.org. The official Website of the Global Compact

www.unglobalcompact.org/HowToParticipate/ Business_Participation/index.html This website provides guidelines on how to participate in Global Compact

www.unglobalcompact.org/Issues/human_ rights/The website provides information on Human Rights issues as they relate to the Global Compact

www.unicef.org/crcThe UNICEF website offers information on child rights and related child issues

www.csrcompass.comDanish companies participating in the Global Compact have developed tools for effective participation in the Global Compact, especially for SMEs

www.amnesty.orgThe Amnesty International website offers information on business integrity

www.epaghanaeia.org/forms/The EPA is Ghana’s official environmental protection agency and its website provides information on the country’s environmental regulations.

www.epaghanaakoben.org The Akoben is an official EPA environmental grading system


Part III-Useful information and Resourdes

Notes

Acknowledgement

The Global Compact Network Ghana would like to thank the following public agencies, international organi-zations, and individuals for their efforts in contributing to this publication:

DANIDA, UNDP Nordic Representation Office (Ms. Helle Johansen), Confederation of Danish Industries (Mr. Peter Helk), Gesellschaft fuer Internationale Zusammenarbeit – GIZ GmbH, GIZ Inclusive Business Action Net-work, and Surf Publication Ltd (Mr. Frank Botchway).

Imprint

Copyright © 2014 UN Global Compact Network Ghana www.unglobalcompactghana.com

Editor:

UN Global Compact Network Ghana

Author:

Johnson Ben Oduro ( Mayben and Associates )

Layout & Print:

Surf Publications Ghana Limited

Copy Edit:

Maja Rotter, Kofi Asare Anyemedu

Date of Publication:

December 2014

DisclaimerThis publication is intended strictly for learning purposes. The inclusion of company names and/or

examples does not constitute an endorsement of the individual companies by the authors. The material in this

publication may be quoted and used provided there is proper attribution. The material in this publication is copyrighted. The Global Compact Local Network Ghana encourages the dissemination of the content for educational purposes. Content from this publication may be used freely without

prior permission, provided that clear attribution is given to the Global Compact Local Network Ghana and that content is not used for commercial purposes.

The Ten Global Compact Principles

Human Rights

1. Businesses should support and respect the protection of

internationally proclaimed human rights; and

2. Businesses should make sure that they are not complicit in

human rights abuses.

Labour Standards

3. Businesses should uphold the freedom of association and the

effective recognition of the right to collective bargaining;

4. Businesses must support the elimination of all forms of forced

and compulsory labour; and

5. Businesses should uphold the effective abolition of child labour

6. Businesses should uphold the elimination of discrimination in

respect of employment and occupation.

Environment

7. Businesses should support a precautionary approach to

environmental challenges;

8. Businesses should undertake initiatives to promote greater

environmental responsibility; and

9. Businesses should encourage the development and diffusion of

environmentally friendly technologies.

Anti-corruption

10. Businesses should work against corruption in all its forms,

including extortion and bribery.