UNITED NATIONS GLOBAL COMPACT
UNESCAP I4D Project
2010 Training Program:
Embedding the Global Compact and sustainability into your organization
Workbook for participants
Contents
Note on the use of this workbook
This workbook has been produced for the sole use of trainers delivering courses associated with the UN Global Compact. The workbook is not
intended for general circulation and copyright is assigned to the United Nations Economic and Social Commission for Asia and the Pacific
(UNESCAP).
These materials are designed to be used by trainers within Global Compact networks and in training sessions arranged by Global Compact Local
Networks. The materials or any part of them may not be used for general CSR training or in any way used by trainers for commercial gain outside
of the Global Compact Local Networks.
The course materials and guide were prepared by Richard Welford of CSR Asia, for and on behalf of the “Investor for Development” (I4D)
Project, Trade and Investment Division of the United Nations Economic and Social Commission for Asia and the Pacific (UNESCAP)
Copyright UNESCAP 2010
All rights reserved
No reproduction of any part may take place without the written permission of UNESCAP
1
Introduction to this workbook
This is intended to be a highly practical course and therefore a considerable amount of time will be spent working in your groups building up a
practical strategy for embedding the principles of the UN Global Compact into the company and communication on progress. Course participants
are requested to work together discussing the questions and completing the matrices throughout the course. Key models are included in the
workbook to act as guidance and to stimulate your discussions. It is important that you try to complete as many as the questions as possible in
the time allocated to the exercises.
0. Pre-course preparation
0.1 What codes of conduct are in place relating to
the behaviour of employees, management, anti-
corruption and supply chains?
0.2 Does there exist a section of the Annual Report
covering social responsibility and/or sustainable
development?
0.3 Does the company have a stand-alone report on
social responsibility and/or sustainable
development or any other communications
materials?
0.4 What information relating to social
responsibility and/or sustainable development
is there on the company website?
Where possible please bring copies of relevant documents with you on the course.
2
Transparency, accountability, trust Brand building
3
1. Introduction: The benefits of sustainable business
1.1 What value does your company get from participation in the GC?
1.2 What is your main rationale for adopting social responsibility in your business?
1.3 What do you need to begin or to continue the development of social responsibility in your
business? [Resources, leadership, commitment, knowledge, understanding]
1.4 What brand advantages and reputational benefits might exist for your company?
1.5 What images around social responsibility do we want to portray to stakeholders? How might
we achieve this?
1.6 How can I increase the trust in my business through social responsibility initiatives?
1.7 How do the principles and objectives of the UNGC relate to my business? Are there any
particularly important aspects for us?
1.8 What are the benefits of engaging with the UNGC for my company?
1.9 What are the biggest barriers to implementing social responsibility and creating a sustainable
business?
4
What are the risks facing your business?
Making progress: The course outline
5
2. Overview of issues
Question Response Rank
2.1 Which three aspects of human rights are most important to
our organization?
2.2 Which three aspects of labour issues are most important to our
organization?
2.3 Which three aspects of the environment are most important
to our organization?
2.4 Which three aspects of anti-corruption are most important to
our organization?
2.5 List the three major areas of risk facing our organization?
2.6 Which three aspects of risk do we think our stakeholders
might be most concerned about?
6
Engagement Materiality Matrix
Level of current or potential impact on company
high
low
medium
very high
high mediu very high low
Level of concern to stakeholders
Issues in these
boxes are most
material to the
business.
Issues in these
boxes are less
material.
Issues in these boxes
are important, but not
‘business critical’.
7
3. Setting priorities for the organization
3.1 Which companies should we benchmark
ourselves against in order to get a feeling for
peer performance?
3.2 What sort of indicators should we use to
benchmark companies? [Think about Global
Reporting Initiative, ISO26000, UNGC etc.]
3.3 Do we have sufficient data available in order
to make such an assessment meaningful?
What else do we need?
3.4 Which stakeholders should we be engaging to
find out about their concerns and aspirations?
3.5 How could my company best engage
stakeholders? Which tools should we use?
[See diagram above]
3.6 Using the materiality matrix identify which are
the most material aspects of social
responsibility for my organization?
3.7 What are my most important spheres of
influence? [Think about own operations; value
chains; community; public policy.]
8
CSR management system Setting the direction of the organization
9
4. Implementing the priorities
4.1 What should be included in the organization’s
mission statement?
4.2 What should be included in the organization’s
vision statement?
4.3 What codes of conduct covering statements of
behaviour are missing in the organization?
4.4 What policies are still required in the
organization to reflect the key role of social
responsibility in business strategy?
4.5 What further assessment is required in order
to develop a management system for social
responsibility?
4.6 What are the training and capacity-building
needs of the organization?
4.7 What additional resources and procedures are
required to ensure the system is operational?
10
How do we attain our vision? Establishing indicator areas
11
5. Objectives and performance indicators
Exercise: Please fill in the following table by referring to the issues identified under exercises 2 and 3.
Priority
Area
Issue Current status Desired future
objective
Indicators of achievement & timeframe
(SMART)
Means of
verification
Example Child labour None in own company,
but little control of
suppliers
Ensure no child labour
in own value chain
At the end of year 2011, the employee
records and spot checks of our company
and suppliers show none of our staff are
age 16 , either in own company or suppliers
Employee
records and
records of spot
checks
Example Carbon
emissions
No measurement, no
systematic checks
Halved carbon
emissions
By end 2012, carbon emissions will be 20%
lower than they were in 2009; by end 2015
30% lower; and by end 2020 50% lower
Carbon
measurements
records
1
2
3
4
5
6
7
12
The traditional value chain Value chain risk assessment
13
6. Embedding the value chain
6.1 In terms of sustainability, which parts of the
value chain have the greatest impacts on our
business?
6.2 In what ways should we include our value
chain in enlarging the scope of our CSR
activities (the ripple effect)
6.3 Where are our most important value chain
risks?
6.4 Based on our assessment of the risks, what
should be our priority issues?
6.5 What are our potential value chain
disruptions?
6.6 What issues could damage our image along
the value chain?
6.7 What emerging consumer issues can impact
on our value chain and sustainability
performance?
14
Leadership qualities Human resources and CSR
15
7. Winning hearts and minds
7.1 In delivering our priorities what different types of
leadership do we require?
7.2 Who are the potential leaders on our organization?
7.3 What should be the role of each of those potential
leaders?
7.4 How are we going to raise awareness of our plans in the
organization?
7.5 What are the specific training needs that we need to
address to build competency?
7.6 How do we link our priorities into the human resource
function?
7.7 What forms of internal communications do we need to
develop to raise awareness and build competency?
7.8 What role is there in ‘winning hearts and minds’ through
an employee volunteering program?
7.9 What does your company need to do upon your return to
win the support needed to implement your CSR /GC
initiatives?
16
Action Plan example
17
8. Developing an Action Plan
Exercise: Please fill in the following table by referring to the issues identified in sections 2 and 3 and the indicators from section 5.
Priority issue or
priority area
Target and/or indicator
of achievement Required actions and resources
Who is
responsible? Timescale
18
Where we need to be:
Improved focus on the impact
Materiality and communications
19
9. Reporting and communications
9.1 What are the most important characteristics of
our communications strategy, given the nature
of our business?
9.2 How do we ensure that our communications
and reporting are credible?
9.3 Should be develop a standalone Sustainability
Report? If so, what should the timescale be?
9.4 Should we integrate reporting initiatives such
as GRI into our reporting process?
20
9.
Co
mm
un
icatio
n o
n P
rog
ess (C
oP
)
GLO
BA
L CO
MP
AC
T A
NN
UA
L CO
MM
UN
ICA
TIO
N O
N P
RO
GR
ES
S
Co
mp
an
y N
am
e
D
ate
Un
it (if ap
plica
ble
)
Ad
dre
ss
Me
mb
ersh
ip d
ate
Co
un
try
N
um
be
r of e
mp
loy
ee
s
Co
nta
ct na
me
Co
nta
ct Po
sition
Se
ctor
Co
nta
ct tele
ph
on
e n
o.
Brie
f de
scriptio
n o
f na
ture
of b
usin
ess
Sta
tem
en
t of co
ntin
ue
d su
pp
ort
Sig
na
ture
1
Po
sition
1 No
te: Sta
tem
en
t of co
ntin
ue
d su
pp
ort n
ee
ds to
be
sign
ed
by th
e co
mp
an
y C
EO
or e
qu
iva
len
t
21
HU
MA
N R
IGH
TS
PR
INC
IPLE
1
BU
SIN
ES
S S
HO
ULD
SU
PP
OR
T A
ND
RE
SP
EC
T T
HE
PR
OT
EC
TIO
N O
F IN
TE
RN
AT
ION
ALLY
PR
OC
LAIM
ED
HU
MA
N R
IGH
TS
PR
INC
IPLE
2
BU
SIN
ES
S S
HO
ULD
EN
SU
RE
TH
AT
TH
EY
AR
E N
OT
CO
MP
LICIT
IN H
UM
AN
RIG
HT
S A
BU
SE
S
Ou
r Co
mm
itme
nt o
r Po
licy
A b
rief d
escrip
tion
of o
ur P
roce
sses o
r Sy
stem
s
Actio
ns im
ple
me
nte
d in
the
last y
ea
r / pla
nn
ed
for n
ex
t ye
ar
Me
asu
rab
le R
esu
lts or O
utco
me
s
Re
fere
nce
to p
ag
es in
susta
ina
bility
rep
ort (if a
pp
licab
le):
Ta
rge
ts for fu
ture
ye
ars:
Oth
er re
lev
an
t info
rma
tion
:
22
LAB
OU
R
PR
INC
IPLE
3
BU
SIN
ES
S S
HO
ULD
UP
HO
LD T
HE
FR
EE
DO
M O
F AS
SO
CIA
TIO
N A
ND
TH
E E
FF
EC
TIV
E
RE
CO
GN
ITIO
N O
F T
HE
RIG
HT
TO
CO
LLEC
TIV
E B
AR
GA
ININ
G
PR
INC
IPLE
4
BU
SIN
ES
S S
HO
ULD
SU
PP
OR
T T
HE
ELIM
INA
TIO
N O
F ALL F
OR
MS
OF
FOR
CE
D A
ND
CO
MP
ULS
OR
Y
LAB
OU
R
PR
INC
IPLE
5
BU
SIN
ES
S S
HO
ULD
SU
PP
OR
T T
HE
EF
FE
CT
IVE
AB
OLIT
ION
OF
CH
ILD LA
BO
UR
PR
INC
IPLE
6
BU
SIN
ES
S S
HO
ULD
SU
PP
OR
T T
HE
ELIM
INA
TIO
N O
F DIS
CR
IMIN
AT
ION
IN R
ES
PE
CT
OF
EM
PLO
YM
EN
T A
ND
OC
CU
PA
TIO
N
Ou
r Co
mm
itme
nt o
r Po
licy
A b
rief d
escrip
tion
of o
ur P
roce
sses o
r Sy
stem
s
Actio
ns im
ple
me
nte
d in
the
last y
ea
r / pla
nn
ed
for n
ex
t ye
ar
Me
asu
rab
le R
esu
lts or O
utco
me
s
Re
fere
nce
to p
ag
es in
susta
ina
bility
rep
ort (if a
pp
licab
le):
Ta
rge
ts for fu
ture
ye
ars:
Oth
er re
lev
an
t info
rma
tion
:
23
EN
VIR
ON
ME
NT
PR
INC
IPLE
7
BU
SIN
ES
S S
HO
ULD
SU
PP
OR
T A
PR
EC
AU
TIO
NA
RY
AP
PR
OA
CH
TO
EN
VIR
ON
ME
NT
AL
CH
ALLE
NG
ES
PR
INC
IPLE
8
BU
SIN
ES
S S
HO
ULD
UN
DE
RT
AK
E IN
ITIA
TIV
ES
TO
PR
OM
OT
E G
RE
AT
ER
EN
VIR
ON
ME
NT
AL
RE
SP
ON
SIB
ILITY
PR
INC
IPLE
9
BU
SIN
ES
S S
HO
ULD
EN
CO
UR
AG
E T
HE
DE
VE
LOP
ME
NT
AN
D D
IFF
US
ION
OF
EN
VIR
ON
ME
NT
ALLY
FR
IEN
DLY
TE
CH
NO
LOG
IES
Ou
r Co
mm
itme
nt o
r Po
licy
A b
rief d
escrip
tion
of o
ur P
roce
sses o
r Sy
stem
s
Actio
ns im
ple
me
nte
d in
the
last y
ea
r / pla
nn
ed
for n
ex
t ye
ar
Me
asu
rab
le R
esu
lts or O
utco
me
s
Re
fere
nce
to p
ag
es in
susta
ina
bility
rep
ort (if a
pp
licab
le):
Ta
rge
ts for fu
ture
ye
ars:
Oth
er re
lev
an
t info
rma
tion
:
24
AN
TI-C
OR
RP
UT
ION
PR
INC
IPLE
10
B
US
INE
SS
SH
OU
LD W
OR
K A
GA
INS
T C
OR
RU
PT
ION
IN A
LL ITS
FO
RM
S, IN
CLU
DIN
G
EX
TO
RT
ION
AN
D B
RIB
ER
Y
Ou
r Co
mm
itme
nt o
r Po
licy
A b
rief d
escrip
tion
of o
ur P
roce
sses o
r Sy
stem
s
Actio
ns im
ple
me
nte
d in
the
last y
ea
r / pla
nn
ed
for n
ex
t ye
ar
Me
asu
rab
le R
esu
lts or O
utco
me
s
Re
fere
nce
to p
ag
es in
susta
ina
bility
rep
ort (if a
pp
licab
le):
Ta
rge
ts for fu
ture
ye
ars:
Oth
er re
lev
an
t info
rma
tion
:
25
Ho
w d
o y
ou
inte
nd
to m
ak
e th
is CO
P a
va
ilab
le to
yo
ur sta
ke
ho
lde
rs?
No
te:
• D
urin
g th
e first fiv
e ye
ars o
f pa
rticipa
tion
, a C
OP
mu
st ad
dre
ss at le
ast tw
o o
f the
Glo
ba
l Co
mp
act's p
rincip
le
issue
are
as (h
um
an
righ
ts, lab
ou
r, en
viron
me
nt, a
nti-co
rrup
tion
), wh
ile a
ll fou
r mu
st be
ad
dre
ssed
afte
r five
ye
ars.
• E
ve
ry b
usin
ess p
articip
an
t is req
uire
d to
sub
mit its first C
OP
with
in o
ne
yea
r of jo
inin
g th
e G
lob
al C
om
pa
ct an
d
an
nu
ally
the
rea
fter.