MULTINATIONAL CORPORATIONS #5 - Code of Conduct of MNCSundar B N
Meaning of Code of Conduct
According to the Brandit Commission
Code of Conduct drawn up by the commission on TNC’s, set up by the UN’s Economic and Social Council
According to OECD Code of Conduct in 1976
MULTINATIONAL CORPORATIONS #5 - Code of Conduct of MNCSundar B N
Meaning of Code of Conduct
According to the Brandit Commission
Code of Conduct drawn up by the commission on TNC’s, set up by the UN’s Economic and Social Council
According to OECD Code of Conduct in 1976
Main characteristic of the 4 approaches to international staffingJubayer Alam Shoikat
Main characteristic of the 4 approaches to international staffing
The Ethnocentric Approach • The polycentric Approach • The Geocentric Approach • The Regiocentric Approach.
Advantages and Disadvantages
What Your Global Perspective?
Define parochialism and explain why it can lead to problems.
Contrast ethnocentric, polycentric, and geocentric attitudes towards global business.
Describe the advantage and drawbacks of the three attitudes towards global business
Understanding the Global Environment
Describe the benefits from free trade.
Tell why the European Union began
Describe the current status of the European Union
Discuss the North American Free Trade Agreement.
IBUS2301 - Tutorial #11 - Chapters 15 and 17 - international Business OperationsPreston Teeter, PhD
This tutorial covers the basics of international business operations. First, we look at international production decisions, which are influenced by a range of varying factors. We take a close look at why some manufacturing jobs are returning to the U.S., and why some are still leaving. We look at the cases of Komo, Apple, and Dell Computers. Next, we briefly review global staffing policies, with the three key policies of an ethnocentric, polycentric, and geocentric approach. Examples from Toyota and Sony are reviewed.
Introduction,Why MNCs are exist in International Business? , Alternative Methods of Foreign Investment by MNCs, There are three main modes of foreign investment, Role of Multinational Corporations in the Indian Economy, Disadvantages of Multinational Corporations,
Main characteristic of the 4 approaches to international staffingJubayer Alam Shoikat
Main characteristic of the 4 approaches to international staffing
The Ethnocentric Approach • The polycentric Approach • The Geocentric Approach • The Regiocentric Approach.
Advantages and Disadvantages
What Your Global Perspective?
Define parochialism and explain why it can lead to problems.
Contrast ethnocentric, polycentric, and geocentric attitudes towards global business.
Describe the advantage and drawbacks of the three attitudes towards global business
Understanding the Global Environment
Describe the benefits from free trade.
Tell why the European Union began
Describe the current status of the European Union
Discuss the North American Free Trade Agreement.
IBUS2301 - Tutorial #11 - Chapters 15 and 17 - international Business OperationsPreston Teeter, PhD
This tutorial covers the basics of international business operations. First, we look at international production decisions, which are influenced by a range of varying factors. We take a close look at why some manufacturing jobs are returning to the U.S., and why some are still leaving. We look at the cases of Komo, Apple, and Dell Computers. Next, we briefly review global staffing policies, with the three key policies of an ethnocentric, polycentric, and geocentric approach. Examples from Toyota and Sony are reviewed.
Introduction,Why MNCs are exist in International Business? , Alternative Methods of Foreign Investment by MNCs, There are three main modes of foreign investment, Role of Multinational Corporations in the Indian Economy, Disadvantages of Multinational Corporations,
EU: Mining Machinery - Market Report. Analysis And Forecast To 2020IndexBox Marketing
IndexBox Marketing has just published its report: “EU: Mining Machinery - Market Report. Analysis And Forecast To 2020”. This report focuses on the EU mining machinery market, providing a comprehensive analysis and the most recent data on its market size and volume, EU trade, price dynamics, domestic production, and turnover in the industry. The market trends section reveals the main issues and uncertainties concerning the industry, while the medium-term outlook uncovers market prospects. The attractivity index (IB Index) summarizes the source of existing opportunities as they appear in this market, as well as an interpretation of the trade figures.
Rio Tinto has committed to generating $5 billion of additional free cash flow over the next five years from a productivity drive unveiled today as part of its long-term strategy. In a presentation at an investor seminar in Sydney, Rio Tinto chief executive J-S Jacques underlined the strategy centred around a strong focus on safety, cash generation, a world-class portfolio, commitment to capital discipline and the delivery of superior shareholder returns. Find out more http://bit.ly/RIOseminar
From 3D data to mine automation, FutureSmart™ is our pioneering approach to game-changing innovation in mining. Donovan Waller – Group Head of Technology Development – presented the approach at the 3DX Forum in Las Vegas.
The Science of Predictive Maintenance: IBM's Predictive Analytics SolutionSenturus
Overview of IBM’s Predictive Maintenance and Quality (PMQ) solution. View the webinar video recording and download this deck: http://www.senturus.com/resources/science-predictive-maintenance/.
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Senturus, a business analytics consulting firm, has a resource library with hundreds of free recorded webinars, trainings, demos and unbiased product reviews. Take a look and share them with your colleagues and friends: http://www.senturus.com/resources/.
Designed for EDD executive directors—seasoned, new, or those on course to assume a leadership role—this interactive
session will focus on three key factors for assuring a strong EDD: an active and engaged board, a strong and committed
team of professionals, and a state association that advocates for EDDs at the state level and provides resources to EDDs
directly.
• Steve Etcher, Manager, MarksNelson, Kansas City, MO
Strat budgeting for brgy final by Liezel P. Dolotallas; designed by Marvin F....Liezel Dolotallas
This is a combination of budgeting and strategic planning presented at University of Mindanao..this is a combination of modified works and additional inputs made...Hope this can help you..
Time to Fill Process Steps 6 - 8Step 6 Placement -- Offer deTakishaPeck109
Time to Fill: Process Steps 6 - 8
Step 6: Placement -- Offer development, offer negotiation, offer acceptance.
· What is the Job offer creation process?
· Who is the final hiring decision-maker?
· What flexibility does the firm exercise in job offer negotiation?
· What are the elements included in the Offer letter?
· How are rejected candidates managed?
· What type of “ghosting” (offer extended, accepted – but employee fails to report or leaves with no notice shortly after starting.
· How does the firm measure offer acceptance rates?
· What are the Process steps?
· What are the associated sub-process costs? Cycle times?
Step 7: Onboarding -- Process of completing new hire employment related paperwork; issuing ID, workspace, technology, email & company contact information. Includes introducing new employees to with their new job, co-workers, work policies, practices, procedures.
· What is the firm’s Orientation process (what is involved? Who is involved/responsible? What is length of orientation? What content is covered during orientation?)
· What is the firm’s On-boarding process (what is involved? Who is involved/responsible? What is length of orientation? What content is covered during orientation?)
· How has the firm invested in the new employee socialization process (what is involved? Who is involved/responsible? What is length of socialization? What content is covered during socialization?)
· What are the Process steps?
· What are the associated sub-process costs? Cycle times?
Step 8: Retention -- Strategies for preserving key contributors (e.g., high performers; hard-to-fill positions)
· What does the firm do to retain employees (stay interviews; retention incentives)?
· What is the firm’s turnover rate (voluntary; involuntary) for the target position? How does this compare to the firm’s overall turnover rate?
Here is that executive role.
It’s a search for an executive with corporate social responsibility and the person who would lead up a company’s philanthropic efforts – Vice President of Corporate Social Responsibility and Philanthropy.
Oversees the development, socialization, and ongoing management of enterprise Corporate Social Responsibility (CSR) program. Leads a team that directs philanthropic investments to support corporate signature causes and strengthen local communities while helping to activate employee engagement, drive operational efficiencies, and elevate stakeholder engagement and connectivity; in so doing, reinforcing the authenticity of the brand. Provides strategic counsel and executive communication support to define and achieve a vision for corporate citizenship and social impact, oversight of enterprise philanthropic investment policies, processes, and related governance, and ensures high standards of compliance and risk management associated with philanthropic investments as well as national and local civic engagement and collaboration. Serves as an officer of foundation, represents the brand with humi ...
BlueOrchard Finance SA - Social Performance Report 2013Jeanette Wichmann
In BlueOrchard’s fourth annual Social Performance Report,
we review the Social Performance Objectives that we as a
company have defined for 2013/2014 and provide concrete
examples of how these objectives are being pursued through
our daily activities, the products we create for our investors,
and the microfinance institutions in which we invest.
Expanding the access to financial pr oducts for micro entrepreneurs and small businesses; Empowering them to
manage their own financial future and improve their families’
well-being; Supporting the healthy development of the
communities in which they live. This is what microfinance
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social performance management aims to assess.
Throughout the microfinance industry, there has been significant progress made to make social performance management more systematic and concrete. The Universal Standards for Social Performance Management that were released in 2012 developed benchmarks and yardsticks against which performance can be assessed.
We, at BlueOrchard have been actively involved
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developments. But it is not enough to say one wants to make
a difference: by setting specific objectives, we aim to define
and illustrate how BlueOrchard works to make that difference,
helping in developing a sustainable, inclusive financial system
worldwide.
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Community relations creating value for industry and communityWayne Dunn
Keynote presentation to the International Congress on Community Relations’ Global Forum in Lima, Peru, Aug. 2014. Discusses how community relations and CSR can create value for industry and community
To keep updated on postings and events go to www.csrtraininginstitute.com and sign up for the newsletter
Week 5 Case Study International StrategyUsing your OllieShoresna
Week 5 Case Study: International Strategy
Using your
Multinational corporation (MNC) TOYOTA Manufacturing Company as your research company, analyze its involvement in FDI over the past 5-10 years. Evaluate the MNC's historical interactions as well as the approach it chooses to engage in. Items you will evaluate include yet not limited to:
1. Examples of FDI the MNC engaged in and why
2. Host country evaluation (Costs and Benefits)
3. Home country evaluation (Costs and Benefits)
4. Trade Barriers? If so what?
5. Celebrations to report?
6. Your overall opinion on the MNC's approach and if you believe its strategy was successful. Use one of the 4 IB strategies presented in class. Please also address WHY you took the position you took.
Resources to assist you to include the International Monetary Fund (IMF), The Bureau of Economic Analysis, Global Investment Trends Monitor Report, The Organization for Economic Cooperation and Development, World Bank Indicators, Doing Business Reports, and more.
Submit this assignment in PPTX (7 slides total is the maximum) (Make a bullet point and Explain more in speaking notes)Rubric
Week 5 Case Study: International Strategy
Week 5 Case Study: International Strategy
Criteria
Ratings
Pts
This criterion is linked to a Learning Outcome Clearly shown FDI types and explanation
10 pts
Full Marks
0 pts
No Marks
10 pts
This criterion is linked to a Learning Outcome Host and Home Country evaluation of costs and benefits
10 pts
Full Marks
0 pts
No Marks
10 pts
This criterion is linked to a Learning Outcome MNC Barriers/Celebrations to FDI to a foreign country
A clear explanation of either barriers or celebrations of the MNC in FDI to a foreign country
10 pts
Full Marks
0 pts
No Marks
10 pts
This criterion is linked to a Learning Outcome Outcomes and overall opinion of MNC strategy of FDI to a foreign country
10 pts
Full Marks
0 pts
No Marks
10 pts
Total Points: 40
Q. Write a reply to this friend discussion (Oliv) suggest or ask any questions relates to this post. Write in different page please.
“Which of the four international business strategies does your MNC use in the host country?”
Much cooperation tries to reevaluate its growth strategy for profitability, sustainability, and continuity. Within the uncertainties associated with global businesses, organizations avoid taking unnecessary risks, requiring a highly strategic approach to meet their goals. One way to minimize the risk is by adopting the safest path toward increased sales. Shell Plc Ghana uses the localization strategy or language investment model to reduce business risk and increase profit. Shell plc Ghana’s localization strategy focus on a long-term plan that guides the business in adapting its product to the culture and language of the host country based on the consumers’ preferences and tastes with less cost pressure.
“What are the advantages / disadvantages of the chosen international strategy?”
The advantages and disadvanta ...
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At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
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This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
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HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
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RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...
Peter Pichler Presentation Rio Tinto social / community development approach
1. Communities work in
Rio Tinto Coal Mozambique
Social / Community Development
Our Approach
05 August 2011
2. Proposed Role of Social / Community Development
Manager
•
Effective delivery of social development /
community programme by managing the
development of the programme content and
monitoring implementation in the field
•
To ensure self reliance of Communities we
work with and sustainability of programs we
implement.
•
Overall responsibility for the delivery of Rio
Tinto Coal Mozambique projects within time,
cost, quality, safety and environmental
criteria and in terms of the Rio Tinto Business
Conduct and Ethics Policy
•
Overall decision making about Communities
relationships, programs and work activities to
the needs of the business
3. What we need to do
1. Adherance to Rio Tintos community standards
4. Ensuring Rio Tinto´s coherent set of architectural
elements for social competency in Mozambique
operations
Adhering to business unit community polices that are consistent with each other
and with local circumstance;
What needs to be done - Step 1
Develop Baseline Community Assessment
With different sampling methods covering core areas as well as
Wider country
context
Provincial
context
Mining districts
context
The wider context to understand the impact , i.e. migration
Ensure that we embrace values-based principles called 'The Way We Work‟ that
guide operations interface with their workforces, their neighbors' and the wider
world;
What need to be done - Step 2
Conclude Social Risk Analysis based on BS
Develop and annually update a 5-year business unit community plan that
encompass defined local objectives and timeframes
What needs to be done Step - 3
Prepare a Multi Year (5 years with annually review) Plan
5. rebutting allegations
that the business
has caused harm
to help avoiding
situations where the
business is blamed for
something that would
have happened
regardless of its
presence or
absence
Identifying social
changes that are
imminent or
underway
Why
Baseline
Community
Assessment
Identifying economic
and cultural dynamics
that pre-existed
In order to make
claims to be
improving
communities
livelihoods
6. Building Partnership
We promote active, gender sensitive partnerships at international,
national, regional and local levels. These are based on mutual
commitment, trust and openness.
•
We need to assess the presence of and proactively engage with other
organizations, universities, UN organizations, WB/IFC, non government
organizations (NGOs) or other community groups; regional
organizations, such as environmental, wildlife, flora & fauna groups, civil
society groups, welfare groups and the like; promoting their capacity for
partnerships.
•
We need to setup a gender sensitive community skills base with regard
to trades; economic opportunities, capacity of local people to take up
employment at the operation; the extent and need for training to assist
maximizing regional and local employment.
•
We need to gather information on the quality and capacity of regional
and local suppliers and contractors. We need to support small business
development, e.g. training programs, business incubators, and advisory
services.
7. September 2011 to March 2012 Plan
Development of new
Strategy
Participatory /
consultative process,
community and
stakeholder
consultation
Team setup
Office setup
Competency
assessment of current
staff, identification of
gaps, hiring of
qualified staff
Identifying location,
purchase of necessery
items
Mar
2012
Participatory /
consultative planning
process,
Budgeting
Feb
2012
Multi Year Communities
Plan
Jan
2012
Community
consultation, Data
interpretation,
participatory Risk
assessment,
prioritisation
Dec
2 011
Community Risk
Assessment
Nov
2011
ToRs, Tender , Award,
Survey, Community
consultation, Data
processing, draft
Report, Final Report
Oct
2011
Baseline Communities
Assessment
Sept
2011
Milestones
Aug
2011
My aim - goals
Roll out
Capacity building
8. Current Situation
Gaps
Proposed way forward
A existing Corporate Social
Responsibility Policy (version
1.0 from 01.03.2010), mainly designed
for Benga, was not disseminated
throughout programs
Develop and align Strategy, policy
and practice with global Rio Tinto
standards and international
acknowledged best practises
Strategy:
What is our strategy?
Current strategy not broadly
disseminated
Once approved dissemination of
strategy to all internal and external
stakeholders
Multi year planning with set aims
contributing to Mozambican poverty
reduction strategy and the MDGs
How do we intend to achieve our
objectives?
KPMG was engaged to draft a SDP
(5/2001) and came up with
objectives/strategic areas we should
focus on, this document was produced
for Benga, a broader document
embracing all operations doesn't exist.
No objectives set for broader business
units, ad hoc decisions and
How do we deal with competitive
pressure?
No collaboration with other Mining
houses like Vale or others.
No Informal and formal meetings apart
of GoM joint meetings
development of business objectives and
local applicable social performance
indicators
Setting up of a regular meeting with
other Mining houses and large
companies like MLT in the Region
9. Current Situation
Gaps
Proposed way forward
Currently no overarching structure, each
Department has different structures in
place
Define organisational
Structure
Lack of communication and common
standards between teams
Define reporting structure
Lack of guidance and feeling of left alone
In order to ensure peak performance in
our SD team we need to increasing
team unity by clear set goals and
progress together.
Structure:
How is the company/team divided?
Separate teams with no or very little
interaction
What is the hierarchy?
Benga team reports to the Benga General
Manager,
other teams reporting directly to Australia
How do the various departments
coordinate activities?
A Steering committee was leading Benga
but not other teams
How do the team members organize
and align themselves?
Poor long term organization
Is decision making and controlling
centralized or decentralized? Is this as
it should be, given what we're doing?
Where are the lines of
communication? Explicit and implicit?
As per Benga it is centralized for others
since reporting to Australia not clear
10. Current Situation
Current Situation
Gaps
Gaps
Systems:
Systems: the daily activities
and procedures that staff
Where are the controls and how are
No monitoring team in place
members engage in to get
they monitored and evaluated?
the job done.
What internal rules and processes
Shared Values: on track?
does the team use to keepcalled
"superordinate goals" when
the Committee
Through SDCmodel was first
Dissolved, vacuum in decision
developed, these are the core making
values of the company that
are evidenced in the
corporate culture and the
general work ethic.
Proposed
How to fill way forward
Develop Standard Operating
Procedures for SD in accordance
with Rio Tinto´s policies and
Adherence with Mozambican laws
Replace the current not
functional Sustainable
Development Committee or
restructure decision making
Process
Style: the style of leadership
adopted.
Shared Values:
What are the core values?
Riversdale due to different structures
core values were not clear like in Rio
Tinto
What is the corporate/team culture?
How strong are the values?
What are the fundamental values
that the company/team was built on?
Lack of understanding how our
organization frames strategies and
short to long term plans for growing
and sustaining the business.
Awareness raising and broad dissemination
of Rio Tinto‟s core values “the way we work”
11. Current Situation
Gaps
Proposed way forward
Skills:
What are the strongest skills
represented within the team?
All sites will use the Rio Tinto
Communities competencies to build
and develop fit-for purpose
Communities capability.
Are there any skills gaps?
What is the team known for doing
well?
Do the current employees/team
members have the ability to do the
job?
Training will be provided to
Communities professionals and other
employees according to individual and
business needs, aligned with routine
career development processes.
How are skills monitored and
assessed?
Style:
How participative is the
management/leadership style?
How effective is that leadership?
Do employees/team members tend to
be competitive or cooperative?
Are there real teams functioning within
the organization or are they just
nominal groups?
Development and effective
management of business-driven
Communities work
12. Current Situation
Gaps
Proposed way
forward
Skills gap
Training staff
No M&E staff
Database not well managed
Hiring of M&E staff and all sites
will develop local Communities
targets and performance
indicators that meet the
requirements of the Rio Tinto
global Communities target.
Staff:
What positions or specializations
are represented within the team?
RAP Advisor
LVH Advisor
PP partnerships
What positions need to be filled?
M&E staff
Database Manager
Are there gaps in required
competencies?
some lack knowledge, skills,
experience required to effectively
perform the role
13. Putting sociology before geology
•
The need of Specific Professional Competencies
As Communities work continues to grow in complexity the
competencies required to deliver on our Communities objectives
evolve accordingly. We need to be confident that we have the
requisite capabilities to design and deliver multi-year
Communities plans that are integrated with operational planning
and address strategic business needs.
As a business driver, Communities capability needs to reside „inhouse‟! (B.E. Harvey)
Draft Proposal (may be revised after competency assessment and Strategy
development) for a overarching Social Development / Community Development
Team Structure within Rio Tinto Mozambique
14.
15. Key to Develop new Strategy in
Rio Tinto Coal Mozambique:
Understanding How Change Happens
1. What is the change we want to see?
2. How is the change most likely to happen?
3. What can we learn from other Rio Tinto
operations in other parts of the World?
4. What can Rio Tinto contribute to it happening
& what will be the key relationships required?
16. Millennium Development Goals
Rio Tinto is committed to playing our part in the
achievement of the Millennium Development Goals
(MDGs)
•
Since 2009 our communities global target has been pegged explicitly off
the MDGs. The target states - all operations to have locally appropriate,
publicly reported social performance indicators that demonstrate a
positive contribution to the economic development of the communities
and regions where we work, consistent with the Millennium Development
Goals, by 2013.
Need to aligned Rio Tinto´s Mozambican SD/CD strategies and
focus areas to contribute to the MDGs
17. LIVELIHOOD SECURITY MODEL
ASSETS
•Natural
Resources
Natural Capital
Human Capital
•Institutions
(resources)
(Livelihood
Capabilities)
•Infrastructur
e
Social Capital Economic Capital
(Claims &
(Stores & Resources)
Access)
Production
&
Income
Activities
CONTEXT
•Nutrition
•Water
Consumption
Activities
HOUSEHOLD
•Demography
SHOCKS
&
STRESSES
•Food
•Health
•History
•Economic,
Cultural and
Political
Environment
Security of:
•Shelter
•Education
•Community
Participation
•Personal Safety
Processing, Exc
hange, Marketi
ng Activities
LIVELIHOOD
STRATEGY
After Swift, 1989; Drinkwater, 1994; Carney, 1998; Frankenberger and Drinkwater, 1999
LIVELIHOOD
OUTCOMES
18. An Approach - The Gender oriented Entrepreneurship Promotion, Swiss SDC
19. Job Description - Contract Peter Pichler
Develop the overall social development component and manage all participatory steps of its development
Enlist the cooperation of government bodies, community based organizations and sponsors
Act as a link between communities, local government, other statutory bodies and Riversdale
Mediate between opposing parties
Challenge inappropriate behavior and political structures where decisions are not in the best interests of all
stakeholders
Co-ordinate capacity building and joint working initiatives with communities and other relevant stakeholders
Help to raise public awareness on issues relevant to the community
Provide leadership and coordination of projects
Assist with the recruiting of staff to work on community projects
Plan, attend and coordinate community meetings and events
Oversee the practical arrangements for ensuring that people from all sections of the community are actively
involved and participating and contributing to Community development
Network to build contacts and fundraising
Assist community to conduct research to find other external funding opportunities to upgrade/expand existing
social development projects
20. Help communities to become self-sustaining by assisting them to find markets/clients for
product and services resulting from the social development projects implemented
Undertake research where applicable to develop innovative solutions to community
issues/problems
Manage and report on projects against agreed project schedule
Serve as a member of the Riversdale Sustainable Development committee
Develop and implement community and government relations strategies and programs that
support and further the business goals of Riversdale.
Systematic identification and documentation of community issues and matters
Supervise and ensure the coordination and integration of the social development activities
carried out at the project level
Coordinate the social development activities carried out as part of (1) resettlement plans; (2)
obligations imposed by the mineral titles, applicable legislation and the mining contract(s) and
corporate social responsibility
Oversee the financial management of projects as per the approved budget
Develop annual and five-year implementation plans and budgets for social development
initiatives
Evaluate, prioritize and monitor implemented social development projects through the study
phase to construction and ultimately mining operations.
Develop implementation plans and budget for social development initiatives in coordination
with the people in the field
21. Promote the participation of local communities in the design, implementation and management of project activities
Evaluate and monitor existing implemented social development projects
Actively liaise with local government agencies, NGO‟s and community based organisations in order to ensure their
involvement in social development initiatives
Provide guidance or mentorship to and facilitate the professional development of the social development team in
the field
Coordinate the process to find external training providers to train community members working on social
development projects
Establish and maintain accurate and timely reporting standards throughout the project
Ensure that an achievable programme is set and maintained for social development projects
Prepare a Project Execution Plan
Ensure that quality assurance, safety, HR/IR environmental programs are established and maintained by all
parties
Undertake field visits to follow up the implementation of social development activities
Branding
Review policies
Align policy and practice with global standards
Fund raising
Develop partnerships that are of strategic value
22. List of Documents and Bibliography:
•
RT HSEC Standard B11 - HIV/AIDS December 2008
•
RT Baseline communities assessments guidance, Vers. 1.2, 5 September 2007
•
Sociology Before Geology, the Development of Social Competencies in Rio Tinto, Bruce E Harvey
•
RT User guide, 2010 v1.3, Communities Competencies
•
RT Communities FLP Module 2 – Africa
•
RIO TINTO_genderguide
•
RIO TINTO Livelihoods
•
RT The_way_we_work_2009
•
Final Riversdale SDP Document, Benga Coal Mine Project, Moatize District, Tete Province KPMG 2009
•
Conference paper MINING, GENDER AND SUSTAINABLE LIVELIHOODS, Nov2008 J. Parmenter
•
Mining Community_Investment_Indicators_Table, CommDev & CES, IFC, Sept 2007
•
Pathways out of Poverty in Rural Mozambique, 2008, Benedito Cunguara e.a.
•
Riversdale Concept Paper Sustainable Livelihoods Program for Benga Mining Community, P.Pichler 2011
•
Riversdale Corporate Social Responsibility Policy, Version 1, 01.03.2010
•
Gendering the Field: Towards Sustainable Livelihoods for Mining Communities, Sara Bice e.a.
•
Creating Empowered Communities: Gender and Sustainable Livelihoods in a Coal Mining Indonesia, Petra
Mahy
•
In search for sustainability and improved livelihoods in mining areas, Ghana 2011, Yeboah, Stephen
•
Care International, PHLS Unit, The Sustainable Household Livelihood Approach, various documents
Part of the JD provided by HRDuring Interview´s the overarching Role for RTCM was noted
It also has to be said that those in the mining industry who commission suchexperts often have a limited understanding of anthropology and sociology. Thebest report in the world is only as good as the commissioning organization'sability to understand it. (Harvey)
Harvey: In the absence of such understanding, the mining industry and miningprofessionals will find themselves greatly disadvantaged. For instance, in thedebate (what debate?) on how best to conduct Social Impact Analysis (SIA), themining industry has virtually surrendered the field to consultants andacademics. SIA is seen by industry as an adjunct to Environmental ImpactAnalysis, something to be tolerated for the sake of compliance. Hence, SIA hasevolved with little industry input, and has no standard methodology, no objectivemonitoring of predictions, and only rarely defined performance objectives forinvolved parties. SIA timeframes and agendas are imposed on communities byresearchers, and to my knowledge there has never been a retrospective reviewof a mine development SIA. Such a review would find that social scienceexperts have not necessarily made any better guesses about developmentramifications than locally affected people. But industry can hardly complain, forthe most part its executives cannot even speak the language of SIA.