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
Contents
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 advantage
Participation 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 understanding
Due 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 inspiration
The 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 possibilities
Global 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 Ghana
In 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.
Partnerships
Global 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....
• A voluntary initiative to promote
sustainable development and
good corporate citizenship.
• A set of values based on
universally accepted principles.
• A network of companies and
other stakeholders.
• A forum for learning and
exchange of experiences
The Global Compact is not....
• Legally binding
• A means of monitoring company
behaviour and enforcing
compliance
• A regulatory body
• A public relations channel.

Name of Entity Challenge Focus Advice
1. Nestle Ghana Ltd Sourcing quality raw material
from local sources
Improving Human Rights
through community
empowerment
Partner Capacity Development
Building partnership with existing
institutions is helpful
2. Ghana Manganese
Company
Dealing with encroachment in
a sustainable manner Human Rights
Environmental Sustainbility
Engagement is better than
flexing the legal muscle
3. Guinness Ghana Ltd Sourcing Quality Local Raw
Material
Improving Human Rights
through community
empowerment
Commitment to solutions always
leads
to success
4. The Coca Cola Bottling
Company Ltd
Water sufficiency in the mist
of supply inadequacy
Environment
Human Rights
It is not enough that you do it
right, make certain that your
partners observe same principles.
5. Interplast Promoting integrity in
unfavorable environment
Anti- Corruption
Labour Relations
Environment
Corruption can be endemic but
anti- corruption goes as far as a
company wants it.
6. GOIL Employee Health Employee Health
Environment
Global Compact encompasses
good business practice, and
conforms to international and
national legislation
7. VRA Having clean energy Environment/ Technology
Diffusion
The Global Compact gets
you to think about corporate
responsibility in a much broader
way.
8. ECOBANK GH LTD Minimising Risk in financing Environmental Risk
Labour Relations
Human Rights
To do business for the long
term you must align with
sustainability issues.
9. B-BOVID
10. Glico Group
Trying to change the mind set
of doing business
Ensuring growth in
integrity
Promoting social inclusive
business in Ghana
Human Rights
Labour
Environment
Anti-Corruption
Success comes with hard work
and commitment
The Global Compact offers a
good framework for any
company’s CSR practices
Overview of Case Stories
The 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
children
Nestlé 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 Education
In 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
• carbon emissions,
• expenditure on fossil fuels and
• the felling of trees for firewood.
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:
• GLICO Life Insurance Co.
• GLICO General Insurance Co.
• GLICO HealthCare Co.
• GLICO Financial Services
• GLICO Pensions Trustee Co.
• GLICO Properties Co.
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

Definitions
Environmental 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 to
environmental 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.
Resources
www.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/crc
The UNICEF website offers information on child rights
and related child issues
www.csrcompass.com
Danish companies participating in the Global Compact
have developed tools for effective participation in the
Global Compact, especially for SMEs
www.amnesty.org
The 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

Global Compact Ghana Case Stories 2014

Global Compact Ghana Case Stories 2014

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