Corporate responsibility
      excellence
  Implementing the Global Compact
         through the GLN




           Kiev, ...
What is excellence?

    When companies align corporate responsibility priorities and
    strategic business priorities…

...
The business side of CSR
                                                              Loss of operating license
         ...
The Global Leadership Network (GLN)

    A network of leading global companies engaged and involved
    in advancing excel...
Areas of work


GLN works with its global members in…

                                Groundbreaking R&D            Globa...
How do you achieve excellence?


                   GLN framework for excellence

                                        ...
Attributes of excellence


  Determine where you are        Identify key areas to invest in      Advance to create value

...
The GLN UNGC model

•  Using the GLN framework and tools to IMPLEMENT the Global Compact

•  To realize the strategic valu...
Continuous progress- today’s exercise

      Measure and report on
            progress                                   ...
Looking Ahead



A Journey for Advancing Sustainable Business

1                                GLN tool to understand cor...
Thank you!




             www.gln-online.org


                    Aris Vrettos
                   Senior Advisor
      ...
Additional slides
Real-time benchmarking
Evaluating potential
Support with COP
AccountAbility
 Our Experience



                                                                    Mediator
  Bringing ...
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UNGC Kyiv

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UNGC Kyiv

  1. 1. Corporate responsibility excellence Implementing the Global Compact through the GLN Kiev, January 28, 2009 © Hosted by AccountAbility
  2. 2. What is excellence? When companies align corporate responsibility priorities and strategic business priorities… …to (ultimately) create sustained competitive advantage. Trends in CSR Management Organized Many compliance Strategic programs and aligned with the Where business most companies are
  3. 3. The business side of CSR Loss of operating license Strike, talent scarcity Disinvestment Operating License Retention, productivity Long-term investors Community Shutdown, delay Shareholders Market loss Employees Renewal, expansion Open markets Export market Use stakeholder learning to refine Government products & services Regulators Increased cost Allocate resources Strengthen competitive Campaigns Company efficiently position Reduced cost Financiers NGOs Improve management quality & staff performance Cooperation Suppliers Media Disruptions, transfer of risk Clients Quality, stable supply Negative publicity Reputational benefits Contract loss, competition Stable markets, premium pricing
  4. 4. The Global Leadership Network (GLN) A network of leading global companies engaged and involved in advancing excellence in the area of Sustainability and CSR Major Multilateral Major US Chemical & Local ad on the Agricultural ground Expertise corporation in Brazil’s Market Multi-faceted conglomerate Integrated construction services with growing International operations in Corporation Latin America with major Four major, global operations in companies looking Brazil at the role of ICT, supporting global - Conglomerate sustainable growth with plantations across all sectors operation across Latin America Part 1 - 4 © Hosted by AccountAbility
  5. 5. Areas of work GLN works with its global members in… Groundbreaking R&D Global/ Regional Reach Shaping Leadership Leading Engagement + + + •  GLN guides • Global Networks • Attributes of leading • Engagement with including China, Brazil CSR performers signatories in how to Leading Companies implement - UN •  Washington, May 08 - • GLN OpenAccess Tool •  Jun 08, India UN Global CSR Metrics Global Compact Compact Progress & • ESG Performance Leaders Summit in •  New York, Nov 08 - Value workshop excellence system (self- Performance Excellence Geneva on July 07 •  IFC emerging markets assessment, live • Customized Advisory • “Transforming the engagement benchmarking, guidance Work (Strategic advisory Change Rhetoric into on implementation) • Nov 2008 Beijing CFCSR - service to GE, Alcoa, Dow Shared Hall of the People Responsibility” etc.) Part 1 - 5 © Hosted by AccountAbility
  6. 6. How do you achieve excellence? GLN framework for excellence Key issues help drive business strategy Stakeholders become an Business asset for innovation Strategy and strategy Performance systems build responsible Engaged Lead when and where management into Learning going alone cannot quality systems produce desired results Leadership Operational Excellence
  7. 7. Attributes of excellence Determine where you are Identify key areas to invest in Advance to create value Common areas of value Understand development Highlight ROI and value- creation pathways added HR management reflects CC goals Develop metrics to measure value and Mature Advance CC performance facilitate progress through R&D Build solutions with supply Take practical steps chains On the way to improve performance Use marketing and sales to achieve CC priorities Communicate the Manage environmental Start-up right information to footprint in operations key audiences Apply public policy to solve toughest challenges
  8. 8. The GLN UNGC model •  Using the GLN framework and tools to IMPLEMENT the Global Compact •  To realize the strategic value of the UN Global Compact Principles, for business and society, companies need to integrate the Principles into their core business model 1.  Identify how the Principles and other key societal issues function as a driver of business success and societal value 2.  Integrate the UNGC Principles and corporate citizenship into business strategy 3.  Support performance and Communications on Progress
  9. 9. Continuous progress- today’s exercise Measure and report on progress Determine the issues Reflect on the process and the Work with colleagues to map business reports and share the results with vis-à-vis CSR priorities and decide colleagues to implement your which ESG issues to address strategy Plan for action Take the most material issues through strategic planning process Test the materiality and identify what actions must be Look at business and stakeholder risks taken, who must be involved in the and opportunities to understand how implementation and what targets significant these issues are to the must be set company Evaluate performance Reflect on how the company is taking action to manage and integrate this issue into the daily business
  10. 10. Looking Ahead A Journey for Advancing Sustainable Business 1 GLN tool to understand core business risks and opportunities relating to environmental, social and governance (ESG) issues. Determine the core issues 2 Attributes Benchmarking to determine how the company Assess performance in key compares to other global players, and establish a risk/ areas of the organization opportunity map to set the stage for strategic planning. 3 Value Chain Analysis to identify areas for innovation and Realize business solutions collaboration, and integrate identified key strategic and create societal value investments into the company’s core business processes. Part 2 - 10 © Hosted by AccountAbility
  11. 11. Thank you! www.gln-online.org Aris Vrettos Senior Advisor aris@accountability21.net
  12. 12. Additional slides
  13. 13. Real-time benchmarking
  14. 14. Evaluating potential
  15. 15. Support with COP
  16. 16. AccountAbility Our Experience Mediator Bringing together expertise from research, standards and tools development and engagements Global Network Global Research & Tailored Mediator Network Development Services Thought We operate as a We work in We work at the Leadership is the global networks partnership, tailoring Interface between basis for with partners and to every partners civil society and groundbreaking members across all stage of development corporate and advisory services continents public interests

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