1. 1
Workshop in Development Practice 2015-16
PRIVATE SECTOR SUPPORT FOR THE
SUSTAINABLE DEVELOPMENT GOALS
(SDGs) THROUGH LOCAL NETWORKS
Team Members:
Suffaneena binti Ahmad Sufian
Guergana Botchoukova-Farkova
Boris De los Rios
Amna Mahmood
Maria Cecilia Salcedo
Sonia Syafitri
Yiting Xu
Danielle Ho Tan Yau

2. 2
Table of Contents
Executive Summary.......................................................................................................................................6
1 About the Project..................................................................................................................................7
1.1 Project Definition and Objectives .................................................................................................7
1.2 Client Background.........................................................................................................................7
1.3 Methodology...............................................................................................................................12
2 Findings...............................................................................................................................................14
2.1 Country Highlights and Local Networks’ Ecosystems .................................................................14
2.2 General Findings .........................................................................................................................23
2.3 Spotlights ....................................................................................................................................26
3 Analysis and Conclusions ....................................................................................................................30
3.1 Data Analysis: Communities of Learning Approach....................................................................30
3.2 Analysis of the Findings based on Communities of Learning Approach.....................................32
3.3 Global Communities of Learning: Based on Field Interviews .....................................................34
4 Recommendations..............................................................................................................................36
4.1 Working Groups..........................................................................................................................36
4.2 Marketing SDG materials for LNs and signatories ......................................................................37
4.3 Amplify SDG Exposure to Signatories’ Employees......................................................................37
4.4 Repository of Business Cases and Practices................................................................................37
4.5 Expand Usage of Communications on Progress (COPs)..............................................................39
4.6 Implement a Mentoring Program among Signatories................................................................39
4.7 Identify and Award Local Leading Companies............................................................................40
4.8 Strengthen In-house Technical Expertise ...................................................................................40
4.9 Foster Increased Involvement of CEOs on Sustainability ...........................................................40
Conclusion...................................................................................................................................................41
References ..................................................................................................................................................42
Appendix .....................................................................................................................................................43
Appendix 1 - List of Interviewees............................................................................................................43
Appendix 2 - General Interview Guide....................................................................................................46
Appendix 3 - Interview Guide for Signatories.........................................................................................48
Appendix 4 - Interview Guide for Local Network....................................................................................50

3. 3
Table of Figures
Figure 1 - UN Global Compact Governance..................................................................................................8
Figure 2 - Sustainable Development Goals.................................................................................................10
Figure 3 - The Ten Principles.......................................................................................................................11
Figure 4 - China Local Network - Stakeholder Enabling Ecosystem............................................................16
Figure 5 - Colombia Local Network - Stakeholder Enabling Ecosystem......................................................18
Figure 6 - Czech Republic Local Network - Stakeholder Enabling Ecosystem.............................................20
Figure 7 - Kenya Local Network - Stakeholder Enabling Ecosystem ...........................................................22
Figure 8 - The Communities of Learning: An Adapted Framework for Understanding Knowledge Sharing
among Business Signatories........................................................................................................................31
Figure 9 – Findings Represented through the Communities of Learning Framework................................33
Figure 10 - The Global Communities of Learning: Data Analysis Based on Business Size, Sector and the
Number of Years as a Signatory..................................................................................................................35
Figure 11 - Snapshot of a Best Practice Case from USCIB’s Business for 2030 Website ............................38

4. 4
List of Abbreviations and Acronyms
CBCSD China Business Council for Sustainable Development
CEO Chief Executive Officer
COE Communication on Engagement
COP Communication of Progress
CSO Civil Society Organization
CSR Corporate Social Responsibility
CSV Creating Shared Value
Czech CBCSD Czech Business Council for Sustainable Development
FAO Food and Agriculture Organization
GC Global Compact
GCSD Czech Government Council for Sustainable Development
GRI Global Reporting Initiative
HQ Headquarters
ILO International Labour Organization
LEAD Advancing Sustainability Leadership through Innovation and Action
LN Local Network
MDG Millennium Development Goals
MNC Multi-National Companies
MOU Memorandum of Understanding
NGO Non-Governmental Organization
NPO Non Profit Organization
SD Sustainable Development
SDG Sustainable Development Goals
SIPA School of International and Public Affairs
SME Small-and-Medium Enterprises
UN United Nations
UN Women United Nations Women
UNCRD United Nations Centre for Regional Development
UNDP United Nations Development Programme
UNEP United Nations Environment Programme
UNESCO United Nations Educational, Scientific and Cultural Organizations
UNFPA United Nations Population Fund
UNGC United Nations Global Compact
UNICEF Children's Rights and Emergency Relief Organization
UNIDO United Nations Industrial Development Organization
WBCSD World Business Council for Sustainable Development
WFP United Nations World Food Programme
WHO World Health Organization

5. 5
Acknowledgments
The SIPA Team would like to extend gratitude to thank the following individuals:
Natalia Uliana from the United Nations Global Compact Headquarters, for your direction and
encouragement throughout this study;
Javier Cortes and Nkiruka Chiemelu from the United Nations Global Compact Headquarters, for sharing
your insights and expertise; and
Bin Han, Fengzuo Wang, Wei Wang and Guowei Zhao from Global Compact Network China; Anamaría
Várgas and Mauricio López from Red Pacto Global Colombia; Lucie Mádlová, Markéta Šetinová and
Kateřina Kopetzká from Global Compact Network Czech Republic, in addition to Prof. Jan Svejnar for his
invaluable guidance on the Czech Republic local context and introduction to key contacts.; and Judy
Njino from the Global Compact Network Kenya; whose guidance, receptiveness and kind assistance
enabled our field visits to be so productive and enjoyable.
Finally, the SIPA Team owes a special debt of gratitude to:
Professor Kristy Kelly for your guidance, support, and for never losing faith in this team; and
Professor Eugenia McGill and Ilona Vinklerova from the Economic and Political Development
Department, for always looking out for their tireless management of the EPD Workshop experience.

6. 6
Executive Summary
The United Nations Global Compact (UNGC) is a worldwide initiative for companies to voluntarily align
their operations and strategies with ten universally accepted principles in the areas of human rights,
labor, environment and anti-corruption, and to take action in support of UN goals and issues. Given the
recent launch of the Sustainable Development Goals (SDGs) in September 2015, an understanding of
how the SDGs translate within national contexts will enable UNGC to better support its Local Network
(LNs) operating in more than 70 countries as they engage with business signatories in incorporating
greater sustainable business practices. The UNGC commissioned this study to assess existing knowledge
of signatories on the SDGs, in order to develop support and guidance for LNs in advocating for SDG
awareness and implementation. Four countries – China, Colombia, the Czech Republic and Kenya – were
chosen to participate in this study.
The SIPA Team developed a list of recommendations in response to identifying opportunities for LNs to
promote awareness and expand the implementation of the SDGs within local contexts. Namely, the
recommendations seek for the UNGC and LNs to: i) set up Working Groups; ii) use specific SDG
marketing materials; iii) amplify SDG exposure to signatories’ employees; iv) create a repository of
business cases and practices; v) expand the usage of Communications on Progress; vi) implement a
mentoring program among signatories; vii) identify and award local leading companies; viii) strengthen
in-house technical expertise; and ix) foster among signatories the increased involvement of executive
leadership on sustainability issues.
These recommendations were developed based on the analysis of documents and interviews in the four
countries, in which the SIPA team sought to explore, and not evaluate, levels of awareness and
challenges in SDG promotion and implementation among signatories and other relevant actors. In this
regard, five recurring themes were observed throughout the course of the study. First, different levels of
SDG awareness exist among signatories. Second, as the dominant framework promoted by UNGC, the
Ten Principles are well-understood by signatories. However, the relationship between the Ten Principles
and SDGs remains unclear to many, as both are currently perceived as two separate agendas. Third, as
signatories explore how SDG alignment can correlate with business operations, limited resources and
capacities hamper such integration. Fourth, different approaches by governments on SDG alignment
with national development planning affect policy environments - this, in turn, impacts the regulatory
frameworks in which SDG integration is manifested. Fifth, various reporting standards occur among
signatories across all four countries.
As this study looks at SDG awareness among UNGC signatories, it is apparent that the success of
advocating and implementing sustainable business operations depend on continuous multi-stakeholder
cooperation at all levels that cater to local contexts. Observations made throughout the study are
encouraging as there is shared understanding on the importance of sustainability among businesses, as
well as eagerness for action-oriented participation. As the UNGC continues its partnership with
businesses in advancing the Ten Principles, and now the SDGs, its mission provides added value and will
further invigorate development efforts worldwide.

7. 7
1 About the Project
1.1 Project Definition and Objectives
The project was requested by the UNGC Headquarters in New York, and is developed by a team of
students from Columbia University’s School of International and Public Affairs (SIPA Team henceforth) as
part of SIPA’s Economic and Political Development Workshop.
Together with more than 70 active LNs, the UNGC is at the forefront of pushing businesses to be aware
of, understand, and implement business activities that contribute to the adoption of the UNGC’s Ten
Principles and, more recently, to the SDG agenda.
Given the recent launch of the SDGs in September 2015, there is a lack of information on the level of
awareness and implementation of business activities that contribute to the SDGs among signatories. By
deep-diving into four selected LNs, this team will provide UNGC with a better understanding of how the
SDG agenda translate within national contexts. Given that LNs have the potential to be important actors
in promoting the SDGs, this project provides recommendations with an aim to increase UNGC
signatories’ awareness of, and engagement of their activities in, the SDGs.
Based on the Terms of Reference and initial discussions with the client, the objectives of the Project are
as follows:
 Assess the existing awareness and knowledge of signatories on the SDGs, and if they align or
plan on aligning their business strategies with the SDGs
 Identify opportunities for LNs to promote awareness and expand the implementation of the
SDGs within local contexts.
1.2 Client Background
1.2.1 The United Nations Global Compact
The United Nations Global Compact (UNGC) is a worldwide initiative for companies to voluntarily align
their operations and strategies with ten universally accepted principles in the areas of human rights,
labor, environment and anti-corruption, and to take actions in support of UN goals and issues (UNGC,
2014). The UNGC serves as a leadership platform for the development, implementation, and disclosure
of responsible corporate policies and practices (UNGC, 2016).
UNGC was first launched in 2000 in line with the initiation of the Millennium Development Goals
(MDGs), and today has become the largest corporate sustainability initiative in the world, with over
8,000 companies and 4,000 non-business signatories based in 81 countries (UNGC, 2015). The UNGC
Headquarters is located in New York City and operates under the leadership of Ms. Lise Kingo as its
Executive Director.
Since its launch, the UNGC has worked towards the vision of a sustainable and inclusive global economy
that delivers lasting benefits to people, communities and markets. To realize this mission, the UNGC
supports companies to (UNGC, 2015b):
 Do business responsibly by aligning their strategies and operations with Ten Principles on
human rights, labor, environment, and anti-corruption; and

8. 8
 Take strategic actions to advance broader societal priorities, with an emphasis on collaboration
and innovation.
UNGC System
The UN Global Compact system is broad and includes several actors presented in the following Figure.
Starting with the General Assembly, this group provides the mandate for the Global Compact initiative
and continues, to this day, to be informed of and support UNGC activities through the passing of its
resolutions.
FIGURE 1 - UN GLOBAL COMPACT GOVERNANCE
Source: (UNGC, 2016)
At a strategic level, the UNGC Board provides ongoing guidelines and policy advice for the initiative. The
multi-stakeholder body of the Board is appointed and chaired by the UN Secretary General Mr. Ban Ki-
Moon, and comprises four constituency groups: business, civil society, labor, and the United Nations
(UNGC, 2015c).
The Leaders Summit is a triennial gathering (the upcoming one to be held in June 2016) of the most
senior executives of UNGC participants and other stakeholders from government, civil society,
academia, Local Networks and the UN. The event aims to deepen the commitment of participating
leaders to the Global Compact and to produce strategic guidance for the evolution of the Global
Compact initiative. Past Leaders Summits have, for example, adopted the Post-2015 Business
Engagement Architecture that continues to guide the UNGC’s work in fundamental ways.
UNGC Headquarters comprises the Global Compact Office and the Foundation for the Global Compact,
and is responsible for the day-to-day coordination of the Global Compact initiative. The Global Compact
Office serves as Secretariat for the Global Compact Board and an advisory group, working closely with

9. 9
the Foundation for the Global Compact. The Executive Director of the Global Compact Office reports to
the UN Secretary-General, and has an ex-officio seat on the Global Compact Board. The Foundation
provides vital financial, operational and programmatic support to the UNGC office and LNs in
implementing its activities worldwide (UNGC, 2015c). Established in 2006, the Foundation is
incorporated under the laws of New York State as a non-profit entity.
Finally, at the country level, the Global Compact Local Networks (LNs) are established and sustained to
serve as local engagement platforms. For the purpose of this report, these networks are described with
more details in the next section.
1.2.2 Local Networks
Local Networks (LNs) adopt a bottom-up approach to strengthen corporate sustainability among their
signatories. By collaborating with local participating companies and non-business stakeholders, LNs
serve an essential role in rooting the UNGC within different national contexts, and meeting distinct
economic, cultural and linguistic needs (UNGC, 2015d). While the LNs observed in this study tailor their
objectives to meet the country’s specific needs and development plans, they each work to support the
UNGC in advancing active participation of the private sector to advance development objectives on the
ground.
First introduced in India, LNs are self-governed and self-managed entities, that voluntarily come
together to advance the UNGC agenda at the local level (UNGC, 2015d). The holistic emergence of LNs
around the globe allows for an implementation of the Ten Principles as well as the SDGs that are
tailored to local contexts, facilitating an engagement that serves each country’s unique needs,
regulatory framework, institutional capacities, and partnership opportunities. LNs design, implement,
monitor, evaluate, and fund in-country activities independently as they partner with other institutions.
Partner institutions differ across countries as they include but are not limited to: UN sister agencies,
multilateral development institutions, non-profit organizations, embassies, government institutions, and
the private sector as represented by signatories. There are currently more than 80 LNs around the world
(UNGC, 2015d).
Each LN has the opportunity to participate in the UN Global Compact Board, provide recommendations
on activities undertaken by UNGC, and provide inputs into the forums. By promoting a bottom-up
approach, it articulates the alignment of applying global goals to local agendas.
The UNGC Headquarters maintains its relationship with LNs through Memorandums of Understanding
(MOUs), which are renewed annually. MOUs include annual activities and financial report; Advisory
Group Terms of References; and Progression Models.
On the ground, the LNs work to support both UNGC as an organization, and local signatories specifically,
through identifying local sustainability challenges and opportunities; providing practical guidance for
action; and promoting awareness and implementation in support of broader UN goals. Their activities
include but are not limited to: learning exchanges, information sharing, working groups, and facilitating
partnerships and dialogues on local issues. At the strategic-level, LNs also actively engaged with high-
level government officials and institutions to advocate for regulatory frameworks and policies in support
of the SDGs and Ten Principles. Following the launch of the SDGs, LNs are entrusted to grow their
influence and capability in order to enhance the promotion and implementation of substantial business-
led solutions to address signatories’ challenges.

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1.2.3 Understanding the Sustainable Development Goals (SDGs)
Following the conclusion of the Millennium Development Goals (MDGs) at the end of 2015 (UN, 2016),
the United Nations built on the momentum generated by the MDGs and transitioned to a new set of
goals in an effort to deal with the root causes and challenges of poverty, as well as the universal need
for holistic and sustainable development. The adoption of the 2030 Agenda for Sustainable
Development during the United Nations Sustainable Development Summit on September 25, 2015 set
the roadmap for development in the upcoming 15 years (UN, 2015), aiming to make transformative
changes to the world in areas beyond the reach of MDGs. Striking a balance between the economic,
environmental and social dimensions of sustainable development (UN, 2016), the 17 SDGs and 169
targets set forth in the agenda encompass an array of issues pertaining to human development including
ending poverty, combating climate change, and fighting injustice and inequality.
Representing the shared vision of humanity and a social contract between the world's leaders and the
people, the SDG agenda is to be implemented in accordance with international laws, calling on countries
and stakeholders to act in collaborative partnership for the welfare of generations today and in the
future. By translating the SDGs into business terms, the UNGC plays a crucial role in helping business
leverage these goals to advance sustainable business models and drive good growth opportunities and
innovations.
Below is a summary of the 17 SDGs (also termed “Global Goals”), which came into effect on 1 January
2016:
FIGURE 2 - SUSTAINABLE DEVELOPMENT GOALS
SOURCE: (UN, 2016)

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1.2.4 Understanding the Ten Principles
The UNGC's Ten Principles are derived from four international declarations: the Universal Declaration of
Human Rights, the International Labor Organization’s Declaration on Fundamental Principles and Rights
at Work, the Rio Declaration on Environment and Development, and the United Nations Convention
Against Corruption. They are a set of universal values developed by the UNGC to navigate businesses
towards sustainable business practices. Centered on four main areas - human rights, labor standards,
the environment, and anti-corruption (UNGC, 2016) - the Ten Principles signify fundamental
responsibilities that businesses should take in order to maintain the long-term development of society.
UNGC calls for companies to incorporate the Ten Principles into their strategies, policies and operations,
and establishing a culture of integrity, such that they can positively impact the business environment
and communities within their sphere of influence.
The specifics of the Ten Principles are summarized in the following diagram:
FIGURE 3 - THE TEN PRINCIPLES
Source: (UNGC, 2016b)

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1.2.5 Relationship between SDGs and the Ten Principles
The SDGs and the Ten Principles both set a direction for how businesses should behave to achieve
sustainable development. The Ten Principles emphasize four main core areas of human development
(human rights, labor standards, environment and anti-corruption) and focuses efforts on fostering the
actions of businesses. On the other hand, the SDGs are much broader in scope. They strive to take into
consideration an array of development dimensions and involve actions of multiple stakeholders beyond
businesses. With the introduction of the SDGs, it is the agenda of UNGC in the next 15 years to join the
ranks of the whole UN system to utilize SDGs as a framework for fostering sustainable practices. On this
front, the Ten Principles will complement the SDGs to provide businesses with strategic guidance on
how they can align their business practices with the universal values in the achievement of sustainable
development.
1.3 Methodology
1.3.1 Objective and Background
Given the objectives of this baseline study, the SIPA Team adopted a qualitative approach in its data
collection. In this regard, the SIPA Team conducted in-person interviews with business signatories and
other key stakeholders in all the four countries which were selected by UNGC Headquarters to
participate in this study: China, Colombia, Czech Republic, and Kenya.
1.3.2 Work Phases
The SIPA Team developed a research methodology that is structured into the following phases:
1. Work plan design
2. Preliminary research or desk review
3. Data collection in four countries under observation in this study
4. Analysis of findings, and
5. Proposals
The first phase of work plan design involved consultations with UNGC Headquarters to better
understand its unique institutional functions, as well as to foster a common understanding on the
overall direction and objectives of the study. Building on the academic literature and exercises from
Methods in Development Practice classes at Columbia SIPA, the SIPA Team crafted a work plan
equipped with a timeline, activities, and milestone outputs for each work phase.
Preliminary research, mostly in the form of desk and literature reviews, was conducted on resources
which included official public documents, as well as reports related to SDG advocacy strategies and
implementation action plans. These documents were sourced from publicly available UNGC and LN
publications; UN sister agencies; academic and research institutions; governments; and other
multilateral organizations. The SIPA Team also conducted informational interviews with designated
country and regional experts within UNGC, as well as conference calls with LNs to obtain contextual
understanding of each country observed in this study.
While valuable information and contextual understanding were obtained from the preliminary research,
given the relatively new nature of the SDGs, however, the qualitative data gained from field missions
serve as the SIPA Team’s primary data upon which the analysis in this study is built upon. An elaboration
on protocols, interviewees, and data collection and management are available further in this section.

13. 13
The eight-member SIPA Team split into pairs and traveled to China, Colombia, the Czech Republic and
Kenya to conduct data collection over a period of 12-14 working days. The decision to split the team was
made to ensure that the SIPA Team would be able to evenly cover all four countries as well as optimally
meeting the local language requirement. In this work phase, each sub-Team pair met with each country
LN as well as signatories of various sizes and industries within the country. The SIPA Team also met with
other relevant non-signatories to collect information on policy environments and overall SDG awareness
within the country. The data collected from such non-signatories serves to complement the information
obtained from the SIPA Team’s interviews with signatories.
Upon completion of the field missions, the team analyzed the collected data and developed a narrative
of the findings, highlighting common patterns and acknowledging contextual differences among the four
countries. The final phase of this study involved the SIPA Team developing a set of recommendations
aimed at identifying opportunities for LNs to enhance the promotion and implementation of SDGs
within their local contexts.
In terms of timelines, the work plan design phase took place in the months of November and December
2015. The preliminary research phase was conducted between January to mid-March 2016. Field
missions were conducted in the last few weeks of March 2016, while the analysis and report writing
process took place from April to May 2016.
1.3.3 Interviews and Data Collection
Given the study’s objectives and need for in-depth qualitative data, interviews and in-person
consultations were a large part of the study’s data collection methodology. In the first few months of
the study, the SIPA Team consulted with UNGC Headquarters and LNs in the four countries to refine the
scope of the study as well as to finalize in-country data collection plans.
Primary data analyzed in this study were obtained from in-country interviews. Signatories and non-
signatories interviewed during the field mission were approached upon consultation with LNs prior to
the mission. The SIPA Team developed interview protocols for different entities (e.g. an interview
protocol for signatories was developed separately from that of LNs or non-signatories). The protocol
served as a guideline which kept the SIPA Team on track with regard to meeting the objectives of each
interview. It is worthwhile to note that some of the questions listed in the different protocols overlap
given the interlinkages of the issues explored in this baseline study. The protocols and list of questions
are available in Appendices 2 to 5 at the end of this report.
1.3.4 Limitations and Ethical Considerations
As this baseline study is the first of its kind, there was little literature available to aid the SIPA Team in
analyzing the findings obtained from the ground. Furthermore, the limited two-week time period spent
in each country hampered the ability to obtain a larger sample size, which could be more representative
of the overall perception, understanding and awareness of the SDGs among private sector players in
each country. While a qualitative approach allowed for the obtainment of in-depth contextual
understanding, it however limited the SIPA Team’s ability to explore large aggregated data, which would
have been more feasible if a quantitative approach was used.
Instead of a random sample of interviewees, these were selected by LNs based on their judgment of the
interviewee’s suitability for the purpose of this baseline study, their availability and willingness to
participate. As such, the selection might be biased and samples may not be representative of the larger

14. 14
private sector community within the country. This is particularly the case for China where almost half of
the interviewed signatories are state-owned enterprises (SOEs).
As interview questions were shared with interviewees beforehand, this may reduce the candidacy of the
interview, as the questions may have influenced their responses. Furthermore, the information
collected was based on a few representatives, and may not be entirely representative of the entity they
represent.
This baseline study did not require approval from Columbia University’s Internal Review Board as it did
not involve engaging with vulnerable populations. However, in honoring interviewees’ requests, the
condition of anonymity is applied. This also poses some limitations in the SIPA Team’s presentation of
findings, as it prevents any explicit mention of an entity’s best practices or lessons learned.
2 Findings
The SIPA Team’s findings take into account the limitations of the study’s approach and resources, as
listed above in the Methodology section. Each of the four LNs that participated in this study exists within
a unique local context, which shapes their abilities and constraints to promote and support the
implementation of the SDGs. To better understand the findings and recommendations, it is necessary to
present contextual knowledge of each country’s LN, and identify the relevant actors within the LN’s
ecosystem.
The following LNs’ stakeholder ecosystems within each country highlights aim to provide exactly that - a
snapshot of the environment in which each LN operates. These graphical representations are subject to
the study’s overall limitations and are not meant to be complete or exhaustive. Rather, they assist the
reader to understand the environment framing the findings and recommendations of this report.
2.1 Country Highlights and Local Networks’ Ecosystems
2.1.1 China
China’s LN has been active since 2011 and, currently hosted by the China Enterprise Confederation, is
operated by four full-time staff. The Global Compact membership of 280 signatories comprise business
players that are mainly drawn from the general industrial, electronic and electrical equipment, and
industrial metal and mining sectors.
The 20 entities interviewed during the SIPA Team’s field mission included state-owned enterprises
(SOEs); multinational companies (MNCs), large national corporations, small and medium-sized
enterprises (SMEs), and nonprofit organizations (NPOs) from various industries, including the aerospace,
pharmaceutical, and oil and gas sectors.
The SIPA Team found that business signatories in China are already practicing sustainable operations in
the areas of poverty eradication, energy and environment, and community service. The Chinese
government is a strong advocate of the SDGs, providing guidance and monitoring the implementation of
initiatives especially with regard to the environment. The LN further incentivizes its signatories by
recognizing and rewarding their best practices and achievements in annual ‘Best Business Cases’
competitions.

15. 15
Depicted in Figure 4, is the ecosystem of the China LN. As one can see, the government has a particularly
strong presence. Since 2013, the government of China has taken a proactive role in contributing and
negotiating on the post-2015 agenda of the UN, and issued a comprehensive position paper that aptly
addresses a wide range of SDG-related challenges. Directed by the State Council, government agencies
serve different functions for setting the national agenda in the promotion and implementation of SDGs,
which directly influence and provide the China networks with guidance on how they should strategize
their SDGs campaigns. The state-owned assets supervision and administration commission, in particular,
plays an important part in guiding and regulating state-owned enterprises on corporate social
responsibility (CSR) initiatives that overlap with the SDGs. Local business associations, NGOs and NPOs,
on the other hand, grew rapidly in recent years, and can potentially partner with the China LN through
offering constructive advice on their formulation of SDG initiatives. Research centers on the ground
serves to complement LN’s task on awareness-raising. It is also worth noting that, despite a strong
presence of UN agencies in China, the connection between UN agencies with the China LN has yet to be
established.

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FIGURE 4 - CHINA LOCAL NETWORK - STAKEHOLDER ENABLING ECOSYSTEM

17. 17
2.1.2 Colombia
Colombia’s LN has been active since 2004 and established as a nonprofit organization since 2009. It is
operated by six full-time staff and it is the most independent LN among the four countries. Its work is
led by a Steering Committee comprising several of its signatories. Colombia’s 523 members comprise
business players mainly drawn from the support services, construction and materials, and general
industrial sectors.
The 11 entities interviewed during this field mission included businesses signatories from the sectors of
electricity, telecommunications, oil and gas, engineering, logistics services and family welfare funds
Other key players such as business associations and government authorities were also interviewed.
It was found that business signatories’ responsible operations in Colombia are mainly contributing to the
goals of gender equality; water and sanitation; climate action; peace and justice; and the abolition of
child labor. Highlighting some of its most relevant activities, the LN has set up Working Groups with its
signatories to discuss and address local themes on the sustainable agenda, within the business
environment. There is also a strong sense of ownership and adherence by signatories in the Steering
Committee towards the work of the LN.
The Colombia LN’s ecosystem is depicted in Figure 5. As one of the older and more established LNs, the
Colombian ecosystem is significantly larger than the rest of the countries presented in this report. In
addition to the Government and local organizations working on the SDGs, there are two additional
strata, Academia and Media, which also contribute to the promotion and implementation of the SDGs in
the country. Regional and national actors serve as support systems and create various working groups
and commissions. The strong presence of multiple UN Agencies, as well as the very robust government
commitment to the 2030 Agenda, complete the context in which the LN operates.

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FIGURE 5 - COLOMBIA LOCAL NETWORK - STAKEHOLDER ENABLING ECOSYSTEM

19. 19
2.1.3 Czech Republic
The Czech Republic LN is the youngest of the four countries, having only been in operation since 2015. It
is staffed by three people and hosted by a civil society organization, the Association for Social
Responsibility. The Global Compact membership of 20 signatories comprise players mainly drawn from
the support services, telecommunications and financial services sectors.
The SIPA Team conducted 13 interviews including a UN agency, local government, NGOs and businesses
from the apparel, financial services, pharmaceutical, and telecommunication sectors. It was learned that
signatories in the Czech Republic undertake initiatives in a cross-cutting manner, instead of focusing on
specific SDG areas. It was also found that there is a strong preference for the use of visual materials in
terms of SDG awareness-creation, and for the global SDG agenda to have a more localized, homegrown
approach.
Figure 6 below denotes the SDG ecosystem in which the Czech Republic LN operates. As one can see,
government on both the national and local levels have taken actions to align their agendas with the
SDGs. The Government Council for Sustainable Development acts as the main government coordinating
body and is chaired by the Prime Minister and the Sustainable Development Unit (ECOSOC, 2016). The
Government Council plays an advisory role, issuing recommendations based on expert work from its
nine Expert Committees1
. Also worth noting is the presence of multiple local CSR and sustainable
development business associations that operate parallel to the LN and give them competition. This is in
stark contrast to the absence of a strong UN presence in the country, with the only active UN agency
being the United Nations Information Center (UNIC).
1
Socio-economic development; sustainable energy; governance and strategic management; sustainable
municipalities; sustainable transport; educating towards sustainability; sustainable ecosystems; external
dimensions of sustainable development; and indicators for sustainable development.

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FIGURE 6 - CZECH REPUBLIC LOCAL NETWORK - STAKEHOLDER ENABLING ECOSYSTEM

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2.1.4 Kenya
Kenya’s LN has been active since 2005. It is currently operated by a one-person staff, housed under the
Kenya Association of Manufacturers. The Global Compact membership of 136 signatories mainly
comprise business players from the services, food production and construction industries.
The 15 entities interviewed included a UN agency, local government, and a variety of businesses from
the food production; energy; construction and manufacturing industries. From these interviews, the
SIPA team learned that signatories are already contributing to sustainable operations in the areas of
anti-corruption; renewable energy; climate action; and youth unemployment. Overall, business
signatories possess positive attitudes in pursuing actionable efforts in implementing initiatives which
contribute to the SDG agenda. It was found that awareness-creation of the SDGs is primarily led by the
private sector, on top of strong support by the Government of Kenya as evidenced by its alignment of
the SDGs with Kenya’s national development strategy, Vision 2030.
The Kenya LN’s ecosystem is depicted in Figure 7. The Kenyan ecosystem is quite sizable, with an
overarching, strategic platform that provides an avenue for coordinated and aligned SDG
implementation in the country. While the platform is headed by the government, an inclusive number of
representatives from different sectors and civic participation are also present within it. In addition to
this, there is a strong presence of UN agencies in Nairobi that are working on the implementation of the
SDGs within the country. While UNDP and the ministries behind Kenya Vision 2030 have developed an
internal document aligning the SDGs with Kenya's national development plans, the exact level of
engagement with the country forum on SDGs is still unclear to the SIPA Team, largely due to the limited
time for in-country data collection. Meanwhile, local business associations such as the Kenya Association
of Manufacturers and the Kenya Private Sector Association are highly engaged by the Kenya LN in terms
of spreading awareness and supporting business signatories' implementation of the Global Compact's
Ten Principles and, going forward, the SDGs.

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FIGURE 7 - KENYA LOCAL NETWORK - STAKEHOLDER ENABLING ECOSYSTEM

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2.2 General Findings
Across China, Colombia, Czech Republic and Kenya, several recurring themes and findings were
observed during the SIPA Team’s in-country research. The following five general findings will likely apply
to other countries/regions in which UNGC has a presence; therefore, to better promote SDGs among the
business community, understanding the implications of these findings will facilitate the promotion
efforts of SDGs worldwide.
2.2.1 Finding 1: Different levels of awareness of the SDGs among signatories
across countries
Signatories have different levels of awareness about the SDG agenda among countries: In most cases,
multinational enterprises (MNEs) show the best knowledge of SDGs, and most of them have already
identified requisite tools to use in aligning their business strategies with the SDGs; some even go a step
further to influence and guide other companies within/across sectors. Small and medium enterprises
(SMEs), on the other hand, have the least exposure to SDGs and often lack of incentives to integrate the
SDGs into their business plans. Falling in-between are large national companies, state-owned
enterprises (SOEs), and other non-business stakeholders such as NGOs and NPOs, which have medium
levels of exposure to the SDGs. Among these interviewees, 40% of them are already planning to engage
with the SDGs; and 20% have begun implementing such plans.
In addition, the team found that most interviewees do not intend to assess the impact of their business
operations across all the SDGs, instead they plan to look at specific goals that are most relevant to their
business. For example, companies in the food and beverage industry may plan to focus on “Goal 2: end
hunger, achieve food security and improved nutrition and promote sustainable agriculture”, while
companies in the energy, utilities and mining sector will prioritize “Goal 7: affordable and clean energy,
or “Goal 13: combat climate change and its impacts”. This indicates that signatories pick goals that are
material to their businesses.
2.2.2 Finding 2: Less clarity on relationship between Ten Principles, CSR and the
SDGs
As the UNGC’s dominant framework, the concept of the Ten Principles is well-understood among most
of the signatories, especially those with longer history as members of the Global Compact. However, the
relationship between the Ten Principles and SDGs remains unclear to some, particularly signatories in
China and Kenya. Some interviewees think that the Ten Principles and SDGs are separate agendas, and
that adopting the SDGs will require a new and more advanced commitment from the business
perspective. In other cases, some interviewees fail to see how business alignment with the Ten
Principles can be translated into the SDGs, especially in the areas of labor and anti-corruption.
Representatives of the signatories in all four countries also frequently made references to Corporate
Social Responsibility (CSR) frameworks when describing their understanding and implementation of the
SDGs. Some companies incorporated the idea of sustainable development into their CSR strategies,
while others included CSR initiatives (such as philanthropy and volunteering) into their business
implementation of the SDG agenda. In one specific case, SDGs are understood through the philosophy of
creating shared value among the business’ shareholders and consumers.

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After all, most companies are very familiar with the concept of Ten Principles and CSR, prior to the
introduction of SDGs, clarification is essential for business to better assess their impact on the SDGs and
review its strategy accordingly.
“...all the communications we received from the LN are mostly on activities related to the Ten Principles. I
have heard of the SDGs but do not know about it.” - Food manufacturing company.
2.2.3 Finding 3: Signatories value concrete bottom-line examples of benefits from
integrating sustainable principles into their operations
It is unsurprising to find that signatories seek to understand the contributions to their bottom-line by
aligning business operations with the SDGs. However, identifying the growth potential of responsible,
sustainable strategies can be challenging for some companies. In the case of SMEs, limited human and
capital resources may constrain their ability to integrate sustainable principles into business operations.
However, larger or seemingly more resourceful companies also face this challenge.
When asked what tools they prefer to help solve these problems, most interviewees refer to concrete
bottom-line examples from other businesses. In general, companies value information on the best
practices of others, which they can use to help identify their own strategies. In particular, their
willingness to learn is strongest when related to the best practices of players in similar industries or
operations. Some interviewees also express interest to attend thematic seminars/workshops and
believe that sharing experiences among signatories would be beneficial.
Overall, the need for practical guidance on steps to implement the SDGs was strongly indicated as
companies seek to generate tangible results by following concrete bottom-line examples.
“We know what the SDGs are, but we are more interested in learning how to identify opportunities and
tackle real-world problems that we are currently facing.” Industrial Transportation Company.
2.2.4 Finding 4: Varying levels of government advocacy and alignment of national
development plans with SDGs
This study also identifies the level of SDG awareness among signatories are in relation to the
government’s advocacy efforts and the alignment of national development plans with SDGs.
The Colombian government has been a pioneer in the adoption of the SDGs. Even before the SDGs were
agreed, the government sought alignment between its national development priorities and its broader
international commitments. As a result, in February 2015, the President approved the creation of the
Inter-Agency Commission for the Preparation and Effective Implementation of the Post- 2015
Development Agenda and the SDGs (CEPEI, 2015). The commission is presided by the National Planning
Department and comprises a core group: Ministry of Foreign Affairs, Ministry of Finance, Ministry of
Environment and Sustainable Development, Department of Social Prosperity and the National Statistics
Department. Some guest members from national and local entities, academia, private sector and civil
society also make up part of the Commission.
Colombia was the first country to align its own national development objectives with the SDGs. The high
level of alignment of the Colombian National Development Plan with the SDGs and their targets is
remarkable; 91 SDG targets (out of 169) are related to almost 200 indicators of national development.

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The government of China first began focusing on CSR in 2006, when the concept was first introduced
into Corporate Law. Since then, China Development and Reform Commission actively aligns national
priorities with CSR and engages private sector participation. The state-owned assets Supervision and
Administration Committee also enforces annual CSR reports and sustainability requirements on SOEs.
The interviewees in China find the government’s role in the SDG agenda crucial, as strong leadership
from the top ensures serious commitments from businesses.
In the Czech Republic, the government has shown great interest in adopting the SDG agenda. The
Government Council for Sustainable Development (GCSD), established in 2014, is chaired by the Prime
Minister. Currently the GCSD is working on developing the Czech Republic 2030, which is a strategic
document focused on the sustainable development agenda for the country that aligns national priorities
with SDGs. The focus is on the SDG targets rather than goals, as targets are cross-cutting across multiple
SDGs, in areas of socio-economic development; sustainable ecosystems; regional inequalities; and
educating towards sustainability, among others. The process of drafting Czech 2030 is participatory and
GCSD actively seeks feedback from businesses. The GCSD is planning on rolling out an information
campaign later this year to promote the Czech Republic 2030 to show how addressing local issues can
also contribute to the global development agenda. The Czech LN will be one of the many partners in this
information campaign.
The Government of Kenya is an active advocate of the SDGs, as evidenced by its alignment of the goals
with the country’s national development plan, Kenya Vision 2030. However, on a larger public scale, the
SDGs are not entirely well-known among private sector players. At present, it is found that the
government is concentrating on specific areas of interest, such as environmental action and anti-
corruption, as evidenced from its regulations and policy initiatives. At the time the fieldtrip was
conducted, it was made known to the SIPA Team that the government will be actively engaging with the
private and public sector to discuss a national approach to the global SDG agenda.
Ultimately, the SDGs are a set of global goals that government, society and businesses need to
collaborate on in order to achieve. When global companies align with the SDGs, they will have a clearer
view on how their business practices/initiatives helps or hinders a government in achieving its goals, and
what opportunities there might be to sustain their operations.
2.2.5 Finding 5: Inconsistent reporting standards
Finally, it was found that signatories use various reporting standards – most of them submit
Communications on Progress (COPs) or Communication on Engagement (COEs, for non-business
signatories) as required by UNGC annually; while some use more detailed tools like the G4 Guide from
the Global Reporting Initiative (GRI). In the context of China, companies are allowed to submit their CSR
reports to replace the COPs. This trend of reporting, however, has not yet started in Czech Republic,
where the LN was only recently established.
In addition, the motivations behind reporting are diverse: some signatories seem to report for the sake
of reporting, since it is the only way to stay active as a signatory; while some regard COPs as a useful
guideline for strategic planning and developing action plans. A few companies have their internal own
monitoring system to measure the achievement of SDGs, while others ask for support with financing,
resource and skills on reporting.

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As the reporting process could be both time-consuming and expensive, it was indicated that clarity and
more standardized tools for gap analysis, monitoring and reporting will be crucial to facilitate business
engagement and give them confidence to embrace the SDGs.
“We invest a lot of time and resources into COP reporting each year. Yet we often wonder if we can we
hear back from headquarters on suggestions to improve future reporting? Or if it would be possible to
learn from other COPs? ” - Financial Service Company.
2.3 Spotlights
Through the field visits in the four countries, the SIPA Team found that each LN has their respective
strengths in terms of SDG promotion and implementation, from which other networks can learn from to
advance their own strategies. While signatories need to adjust their SDG strategies to specific country
contexts, they may face common challenges which could be addressed by a universal set of solutions.
The SIPA Team developed “Spotlights” in this section to highlight representative best practices. These
are designed to provide the four country LNs and UNGC Headquarters with practical recommendations
to enhance the operation of LNs worldwide. These Spotlights can be shared to facilitate knowledge
sharing and exchange among signatories and LNs.
2.3.1 Global Spotlight
1. Uniformity in sustainable principles across global operations
One large MNC the SIPA team learned about is a leading example of how an entity with a global reach
can align its operations around the world with a set of sustainable principles focusing on nutrition, water
management and rural development. With the concept of sustainable development embedded in its
business practices, this MNC’s sustainable operations impacts not only the surrounding communities
within which it operates, but also its value chain in terms of its choice of suppliers and selection of raw
materials. While the vision and goals of the MNC are global in nature, the specific sustainability
programs implemented are localized according to the specific countries that it operates in. In 2016, the
target of this MNC is to integrate the SDGs into their worldwide business strategy and to align their
existing sustainability programs with specific development goals.
2.3.2 Kenya Spotlights
1. Government’s efforts to align the SDGs with national development plans
In lieu of the Vision 2030 Development Plan, the Government of Kenya has teamed up with the in-
country United Nations Development Program (UNDP) office to create an internal document aligning
the SDGs with specific facets of Vision 2030, showing its efforts to take ownership of the goals and
making the SDGs more relevant to the local context. This exercise, however, is still at a nascent stage as
the documents have only been internally released among government ministries. It is expected that this
approach to the SDG messaging will better deliver its values should it be scaled up and extended to a
wider network of stakeholders.
Secondly, the Government of Kenya leads several multi-stakeholder councils on issues of importance to
the country - in particular right now, anti-corruption. This multi-stakeholder council wields considerable
strength in directing and encouraging the necessary policy changes that need to be undertaken at the
highest level of jurisdiction. With regard to the SDGs, the government will call together various sectors
of society - the civil service, businesses, civil society, academia and NGOs in a strategic multi-stakeholder

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engagement in April on SDG-related issues. Should this engagement follow the trajectory of the
government’s multi-stakeholder council on anti-corruption, this can be an approach that may bode well
for Kenya and be feasibly practiced in other countries.
2. Raising Awareness on the Ten Principles and SDGs through Strategic, High-Level Events
Considering its current office size and capacity, the LN in Kenya has been strategic in utilizing its
resources (i.e. time, human capital and finances) in raising awareness on the Ten Principles and the
SDGs through high-level, well-publicized events. Most recently, in December 2015, a summit on anti-
corruption was held in cooperation with UNDP, Kenya Association of Manufacturers and the Kenyan
government. This event was attended by President Kenyatta, whose presence raised the profile of the
Kenya LN as a leading organization in advancing corporate sustainability. This also increased the
attractiveness of obtaining LN membership among businesses. Ideally, this strategy should continue to
be employed in SDG awareness-raising activities in the future.
2.3.3 Czech Republic Spotlights
1. Raising SDG awareness through visual materials
a. Visuals
There is a need for more visuals in the promotion and awareness raising of the SDGs, as pictures are
easier to understand and have a longer emotional effect on individuals. The Czech Republic LN has
created a child-friendly visual for school children to raise SDG awareness. The graphic represented all 17
SDGs in a quirky and fun way, making it more appealing to the public especially a younger audience.
Ultimately, this product was used in the development of an interactive SDG guide for children and
showcased a collaborative effort between the LN and other government and UN entities in the country.
b. Videos and website
While the SDGs and CSR are not a public relations tool and should not be used as such by the LNs and
their signatories, raising awareness of these two concepts requires the use of marketing techniques such
as attractive websites and creative ways of sharing public opinions with event participants. The Czech
Republic LN currently employs an intelligent way to sensitize consumers to the 2030 Agenda and the
issues that it addresses. For example, it is making climate change personal by providing website visitors
the ability to visualize through a slider that shows what climate change can do to the planet if no action
is taken.
2. Incorporating SDG/CSR concepts into supply chain and business practices
The SIPA Team’s findings show that despite the challenges associated with communicating and
increasing awareness of social initiatives, companies and NGOs in the Czech Republic LN are able to do
so through incorporating the SDGs into their supply chain. One of the largest Czech clothing companies
has developed a product line under which they produce ecologically-friendly clothes using bio-cotton.
These high quality clothes serve as a platform to carry out social messages. They have worked with
reputable organizations and have printed shirts with interesting graphics to promote the advocacy
messages that the organization stands for.

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3. Knowledge-sharing with other network members
A pharmaceutical company in the Czech Republic has demonstrated its ability to not only lead and
create a project outside its own company, but to also incentivize other companies to engage in SDG-
related practices through participating in its campaigns. It aspires to inspire all companies by getting
people to work on the six areas of their ‘Inspire Campaign’ and is eager to collaborate with companies
who are competitors in the market but in the social sphere they work as partners for the better good of
the society. Having already defined their projects within the six sectors has facilitated the incorporation
of the SDGs into their programs, earning them the national CSR award in the Czech Republic.
2.3.4 China Spotlights
1. Strong Leadership on SDGs/CSR awareness
Most signatories in the China LN are well aware of the concept of CSR and the Ten Principles. This is
especially true for large companies and MNCs, which are able to align their business initiatives with CSR
concepts. While most MNCs adhere to the strategies of their respective headquarters and make an
explicit alignment of the company’s business strategies with the 17 SDGs, the majority of SOEs have a
comprehensive and sophisticated CSR program in place and even better, create its own guidebook for
CSR implementation and reporting.
Almost all of the interviewees attribute their high SDG/CSR awareness to three areas: i) Chief executives’
awareness and leadership; ii) the central government’s policies & regulations; and iii) overseas markets
and pressure to conform to international standards. Only two mentioned the role of media and public
opinions. Taking the local context into consideration, it is found that a top-down approach is key to
promoting private sector participation on SDGs in China.
Accordingly, the activities organized by the China LN throughout the year reflect their emphasis on
fostering leadership buy-in: i) facilitating a Leaders’ Summit to promote awareness among chief
executives and contact representatives; and ii) hosting the China Summit on the “Caring for Climate”
campaign to respond to the government’s priority.
2. Promotion of SDGs/ Ten Principles/ CSR through honoring “Local Best Practices”
The China LN has initiated the annual “UNGC China Local Network Best Practices” honoring event since
2012. The event provides signatories the opportunity to share their own practices on implementing the
Ten Principles into their business operations, and to learn from each other’s experiences. Each year, 25
enterprises are honored for their “Best Practices” under four major categories, namely: environmental
protection; social responsibility management; labor rights protection; and social development and
partnership. Some of these honored practices also tackle local problems, for example, a local
pharmaceutical company was honored in 2014 for their practice of hiring ethnic minority labor and
ensuring their labor rights, an effort towards sustainable development through embracing different
cultures and ethnicities. From 2016, the China LN will turn this event into a Local SDG Pioneer Program,
by honoring the best business leaders and change-makers among its signatories for their contribution to
the implementation of SDGs.

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3. Partnership with NPOs to bridge the gap between SMEs and large companies
Closing the gap on SDG/CSR understanding and implementation between large and small companies is a
major challenge to the China LN. On one hand, small companies still prioritize profits and surviving in
competitive markets. On the other hand, they lack sufficient resources to contribute to SDG/CSR
initiatives. In China, NPOs have been established to help SMEs mingle their business practices with SDG
strategies on a project-by-project basis. By incorporating innovative business models, SMEs can then
capitalize on the successful cases of other companies to come up with SDG strategies that are most
suitable for their development. In order to extend the reach of SDGs to a wider network of SMEs, the
China LN is partnering with these NPOs to attract potential signatories and expand its influence to an
increasing number of SMEs.
2.3.5 Colombia Spotlights
1. Self-governance of Local Networks by a steering committee of signatories
The Colombia LN is established as an independent non-profit organization with its own legal framework
and it is governed by a steering committee comprised of signatories. The LN steering committee has a
high level of autonomy in designing activities and setting priorities for Colombia’s Global Compact
agenda. This independent model facilitates the operation of the LN, as the Steering Committee is
attuned to the problems facing signatories and is able to address those needs. In addition, the executive
members of the steering committee display a strong commitment to the network and identify
themselves as the network rather than individual signatories.
2. Thematic Working Groups
The Colombia LN has extensively promoted the formation of Working Groups, in which signatories share
and align efforts on relevant business practices with regards to specific priorities of the national agenda.
Working Groups comprise experts from businesses, business associations, civil society, international
organizations, academia and LN office members. Working Groups’ discussions are thematic in nature
and center around current topics important to the country’s agenda: i) Business for peace; ii) Principle in
Education; and iii) Labor standards.
In a relatively large country like Colombia, initiatives based in the capital city of Bogota tend to be
centralized, leaving other regions somehow unattended. To deal with this issue, the LN has been holding
additional regional Working Groups in an effort to enable increased participation by signatories in other
local territories. For instance, the SDG-specific agenda that the LN has set up will include regional
committees in Caribbean region, and the departments of Santander, Valle del Cauca, and Antioquia.
3. Recognition and awards for good CSR practices
Several signatories highlighted the importance of organizational culture in the creation of a
sustainability agenda. Shaping that culture not only requires internal efforts of every company, but also
external incentives. The Colombia LN is in the midst of developing national congresses, in which
signatories can share their experiences and successes on project implementation for a sustainable
agenda. These congresses give signatories a better understanding of what other companies have been
doing, as well as recognize and incentivize signatories’ efforts on sustainability. In particular,
interviewees mentioned that these awards and recognitions have helped shape their organizational

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culture and keep them abreast of sustainability efforts. In this regard, the Local SDG Pioneers initiative,
launched by UNGC Headquarters, is seen as an initiative that contributes to the same effort.
3 Analysis and Conclusions
3.1 Data Analysis: Communities of Learning Approach
In order to promote and raise awareness on the SDGs, there needs to be enhanced channels of
communication and knowledge-sharing. This knowledge-sharing is envisioned to take place through
collaboration among signatories in what can be called “Communities of Learning” (Lave & Wenger,
1991).
According to this approach, there is a core which is the center of all knowledge, and a periphery where
knowledge is limited the further away it is from the core. Between the two, there are multiple
communities which have different levels of knowledge based on how close or far away they are from
the core. The communities of learning do not attempt in any way to create a hierarchy of community
members. Rather, it accepts and accommodates for the fact that in practice, participants in any
community are situated on the Communities of Learning map based on the level of information they
have access to at a particular point in time. It is an attempt to show that some members have the
opportunity to assist others by sharing the knowledge they acquired in the process of reaching the core.
The positioning of community members on the map is not static, but dynamic, depending on how easy it
is for members to acquire knowledge and thus move towards the core. This knowledge can be acquired
from the core community members through greater interaction. It can also be acquired from the
circulation of knowledge from peer-to-peer and near-peer interactions in the same periphery, as they
build knowledge in an attempt to move towards the core.
It is also important to keep in mind that beyond the existing community members there may be external
power dynamics which may influence the ease with which other community members’ transition
towards the core. These key players surrounding the community members, are what can be seen as the
“enabling ecosystem” that further fosters knowledge-sharing among signatories.
The model described above is adapted in this study to develop a Communities of Learning map which
visualizes signatories’ awareness of the SDGs, as follows:

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FIGURE 8 - THE COMMUNITIES OF LEARNING: AN ADAPTED FRAMEWORK FOR UNDERSTANDING KNOWLEDGE SHARING
AMONG BUSINESS SIGNATORIES
As can be seen in the map, there is a center surrounded by four rings. The core represents those
signatories who are at the center of knowledge on the SDGs. In terms of this analysis, their business
activities are aligned with the SDGs and they are in the position of mentoring, facilitating and inspiring
other signatories who are away from the center. Based on the information collected, the interviewed
signatories were classified into five categories: the core and four circles surrounding the center,
representing the various levels of awareness and knowledge on the SDGs. These categories are defined
as follows:
 Core/ Circle 1: Represents signatories that inspire and lead by example. Their understanding of
SDGs is such that they are advanced in the implementation of SDGs despite the fact that this
global agenda is still at early stage. Signatories at the core have already integrated the SDGs into
their corporate sustainability strategy.
 Circle 2: Represents signatories with high awareness of the SDGs (have heard of them, know the
context, and have the understanding and are planning to adopt them)
 Circle 3: Represents signatories with some awareness of the SDGs (have heard of them, know
the context, and have some understanding or adoption of the SDGs but are not adopting them
in the short-term)
 Circle 4: Represents signatories with low awareness of the SDGs (have heard of them, but don’t
know the context, and have not developed understanding or adoption of the SDGs)
 Circle 5: The outermost periphery, where the signatories as members of the UNGC which know
about the Ten Principles and are reporting, but have no knowledge of the SDGs.

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In this map the government is an important external power player that can exert great influence on the
ease with which signatories can move from the periphery to the center, depending on how
accommodating the regulatory framework is in facilitating this transition.
3.2 Analysis of the Findings based on Communities of Learning
Approach
Based on the above framework we can easily situate some of our findings in this model. The different
levels of awareness and exposure to the SDG agenda, based on Finding 1, are represented in each one of
the circles in Figure 9: Finding 1. Signatories with a lower level of awareness are located at the
periphery, while signatories with higher levels are represented at the core. Based on Finding 2,
signatories who do not yet understand the link between the SDGs and the Ten Principles are situated at
the periphery of Figure 9: Finding 2. Based on Finding 3, signatories value concrete examples of benefits
from integrating sustainable principles into their operations. In Figure 9: Finding 3, the signatories at the
core have acquired this positioning by successfully aligning their business activities with sustainable
development practices. On the other hand, signatories at the periphery can benefit from the former’s
experience through knowledge sharing. Thus, in the long run, context specific knowledge-sharing and
learning can assist signatories at the periphery to move closer towards the core. The LNs can provide the
enabling ecosystem that can foster Knowledge sharing on SDGs among signatories. The following figure
shows a graphical representation of these findings:

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FIGURE 9 – FINDINGS REPRESENTED THROUGH THE COMMUNITIES OF LEARNING FRAMEWORK

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3.3 Global Communities of Learning: Based on Field Interviews
In field visits to the four countries, the SIPA Team interviewed 55 business signatories, non-business
signatories, non-signatories and government bodies in Beijing, Bogota, Nairobi, Prague and Shanghai.
The SIPA Team interviewed business signatories of different sizes and from different sectors. Different
levels of SDG awareness among the interviewees were found, as expected.
A global communities of learning map was created to show the overall awareness on the SDGs of the 35
business signatories from the larger sample that was interviewed. The SIPA team chose only the
business signatories for this exercise for the following reasons: i) businesses are similar in terms of their
priority to their bottom-line and commitment to shareholders. It is easier to broadly categorize them in
sectors and by size; ii) non-businesses such as NGOs and foundations often serve as an advocacy
platforms for a specific cause. It is difficult to put them in a specific sector as can be done with
businesses; and iii) assessing the awareness of the government is beyond the scope of the project. While
the SIPA Team did interview government officials, the primary purpose was to build an understanding of
the respective country's business and regulatory climate.
The placement of participants on the map is based on the information gathered during the field trip
through the SIPA Team’s interviews. It is important to note here that a brief outline of the interview
protocol was shared with interviewees beforehand, which may have influenced their responses.
In Figure 10 Global Communities of Learning map, different company sizes are shown through shapes,
and different industries are represented by colors. The businesses have been placed under industries as
defined by the UNGC’s broad sector categorization. The number inside the shapes represents the
number of years the business has been a signatory of the UNGC and/ or the LN. The same description of
the circles is used as per the analysis in the previous section, i.e. business signatories at the core have
integrated the SDGs into their corporate sustainability strategies whereas those in the outer circles have
decreasing levels of awareness and adoption of the SDGs.
Ignoring the outliers, the SIPA Team observed the following trends:
 New signatories lie on the outer peripheries
 SMEs are on the outer peripheries
 Businesses in the Industrial Goods and Services sector are at different peripheries which
provides an opportunity for the businesses in the outer peripheries to benefit from sector-
specific knowledge sharing, through peer-to-peer and near-peer, and from inner peripheries to
outer peripheries. Healthcare and Utilities sectors have similar opportunities of moving towards
the core of SDG awareness and implementation (refer to the shapes in purple)
 All telecommunication businesses are at the core, suggesting that this is the sector leader in SDG
awareness and SDG alignment with its sustainability strategy (refer to the shapes in black).
However, this could be due to the fact that all are MNCs or large national companies. We
observe the same findings in the Food and Beverages sector (refer to the shapes in dark green)
 The business signatories at the center are more likely to be big companies and to have been
signatories for a longer period of time

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This exercise is an attempt to provide a graphical representation of our findings and any generalization
drawn from the placement of a particular participant in the global communities of learning should be
done with caution.
FIGURE 10 - THE GLOBAL COMMUNITIES OF LEARNING: DATA ANALYSIS BASED ON BUSINESS SIZE, SECTOR AND THE
NUMBER OF YEARS AS A SIGNATORY

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4 Recommendations
Based on the findings and analysis of data collected, the SIPA Team developed a list of
recommendations focusing on how LNs can enhance the promotion of SDGs and expand its
implementation among signatories. In each section, the challenges faced by signatories and the
opportunities present for the UNGC/ LNs to overcome these challenges are first highlighted, followed by
detailed recommendations for how LNs could enhance their SDG initiatives.
4.1 Working Groups
Challenge
Signatories value the opportunity of learning from concrete examples of successful sustainable practices
from other businesses in their local context. These successful businesses generate knowledge and
experiences, which are not always shared among companies.
UNGC opportunity
Establishing Working Groups can facilitate the sharing of knowledge within local contexts, strengthen
signatories’ implementation of the SDGs, and/or expand their sustainability strategies to new horizons.
Working Groups can also connect signatories on global and/or regional levels through joint activities
across countries. For example, a working group in China can connect with a Working Group in Malaysia
on the same thematic issue.
Complementarily, Working Groups can facilitate the role of LNs, by extending their reach to new
businesses and invite them to join the Global Compact, or by increasing the participation of current
ones, such as SMEs, which could be more difficult to engage.
Recommendation
Promote Working Groups in which the LN, business signatories, government authorities, NGOs, and
other relevant actors can discuss issues and initiatives related to the SDGs. Working Groups can be
convened according to national thematic issues, which would support the promotion of SDGs in the
local context and could have the benefit of bringing together businesses across different sectors.
The inclusion of other relevant actors is a challenge that varies across countries because it depends on
the type of relationships that each country LN has built with various stakeholders. However, expanding
this initiative to more stakeholders could increase the diversity of such Working Groups, which would
lead to more nuanced discussions and thus differentiate the role of LNs from other business
associations.
In addition, establishing Working Groups across countries complements the aim of this initiative, with
regard to localizing new ideas. In this case, themes can be focused specifically on the SDGs instead of
national topics, in order to facilitate a common language across participating countries. These Working
Groups can convene via video conferences and be managed by one of the participating LNs or the UNGC
Headquarters.
For examples on how Working Groups are already being implemented in some of the countries the SIPA
Team visited, please refer to “Spotlight 2: Colombia” and “Spotlight 2: Kenya” on section 2.3.

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4.2 Marketing SDG materials for LNs and signatories
Challenge
Several interviewees with less exposure to the SDG agenda found it challenging to understand SDG-
related terminology and documents. Business does not speak the same language as international
organizations and that presents a formidable challenge for cooperation.
UNGC Opportunity
Effective visuals with short messages are impactful and can be useful in increasing SDG promotion
among signatories, as they are easy to remember. Showing a set of SDG icons will help businesses better
envision the alignment of their operations and initiatives with the goals.
Recommendation
Use more visuals to promote the SDGs to current and potential signatories. Achieve this by building on
the existing UNGC marketing toolkit and by employing sample social media messages, visuals and
general communication on SDGs. This could streamline and contextualize the SDGs messaging, in a way
that resonates strongly with signatories.
For an example on how the Czech Republic LN is implementing this, please refer to Spotlight 1a: Czech
Republic on section 2.3.
4.3 Amplify SDG Exposure to Signatories’ Employees
Challenge
LN events are most likely attended by high-level executives or CSR representatives. The same is true
with the exposure to the sustainability agenda. Several interviewees observed that a broad employee
involvement within companies remains a challenge.
UNGC Opportunity
Support signatories’ efforts to broaden employee involvement in the SDG agenda. To increase buy-in
from signatories and mobilize commitment to the SDGs, it might be valuable to expose employees
throughout all levels of the company to SDG advocacy.
Recommendation
Disseminate information material beyond company leadership that will help signatories promote the
SDG agenda within their organizations. LNs should encourage the participation of signatories’
employees at all levels.
4.4 Repository of Business Cases and Practices
Challenge
At present, knowledge of experiences related to the implementation of sustainable practices is
distributed in different web-pages, electronics documents and other types of resources. There is no one-
stop repository that reunite detailed business cases and practices from signatories’ experiences in
implementing sustainable projects into their operations and the impact it has had on their bottom-line.

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UNGC Opportunity
LNs will have knowledge of their signatories’ experiences with sustainable practices. The creation of a
one-stop repository based on this will be useful for newer/ smaller signatories to use as a primary
source of reference as they strategize the integration of sustainable practices into their own operations.
Recommendation
LNs and UNGC Headquarters could develop these detailed business cases and practices in collaboration
with other signatory universities and research centers. The nature of these cases could take the form of
detailed narratives with both an academic focus, with an aim to systematize these experiences to
include the necessary information and practical focus which will help to further facilitate the
implementation of sustainable operations by other signatories.
The United States Council for International Business (USCIB)’s Business for 2030 initiative is a good
example of a database of successful cases linked to specific SDGs (USCIB, 2016). This example is a good
basis upon which this recommendation can build on. However, the content of the proposed business
cases can draw inspiration from those already published by the UNGC, like the “Business Fighting
Corruption: Experiences from Africa” (UNGC, 2008).
FIGURE 11 - SNAPSHOT OF A BEST PRACTICE CASE FROM USCIB’S BUSINESS FOR 2030 WEBSITE
Source: (USCIB, 2016)

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4.5 Expand Usage of Communications on Progress (COPs)
Challenge
Interviewees communicated to the SIPA Team that COPs are an important source of relevant
information, but that the information contained in them is not fully utilized. Though all the COPs are
publicly available on the UNGC website, they are in the form PDF or word documents, which are difficult
for signatories to filter and thus identify useful or relevant content.
UNGC opportunity
Modify the way in which COPs are submitted so that key information can be made easily accessible and
searchable to signatories.
Recommendation
Add optional sections to the process of online COP submissions. These sections should only capture
specific information, and have a standardized format to ease its search. The selection of topics for these
sections might require a more detailed exercise, however, two examples could be:
 Highlights from sustainability projects: Description of a relevant sustainability project. The input
form could include a title, general description of the project (e.g. in 500 words), an upload
function for more detailed project documents, and multiple selection functions to categorize the
project with different keywords to facilitate future searches (e.g. water management, child
labor, renewable energy, community relations).
 Improvements to sustainability reports: Coming up with a COP can be a challenge for any
signatory. Even if the UNGC has available documentation to facilitate this process, the
experience of other signatories is extremely useful for newer signatories to use as reference.
This section could then allow signatories to highlight any improvements within their
sustainability reports.
4.6 Implement a Mentoring Program among Signatories
Challenge
Smaller or newer signatories require guidance on how to incorporate sustainable principles into their
operations. LNs may have difficulty reaching all signatory SMEs, taking into account their large numbers
and the fact that they have fewer resources available to implement sustainable initiatives.
LN opportunity
Expand the SDGs agenda to SMEs with the help of current signatories.
Recommendation
To bridge the knowledge gap between SMEs and larger, more resourceful/ experienced signatories, it
may be opportune for the latter to mentor the former. This initiative is a more direct and hands-on
approach which encourages the promotion of knowledge and improve networking opportunities for
SMEs to integrate sustainable principles into their operations.

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4.7 Identify and Award Local Leading Companies
Challenge
At present, the UNGC’s LEAD program does not include SME signatories. Following the challenges
presented in the previous recommendation there is a need to better engage SMEs and support them in
promoting an organizational culture that is committed to the SDGs.
LN opportunity
Due to the attractiveness and success of the LEAD program, there is a strong case to be made for LNs to
adopt this locally. This may further support LNs’ engagements with local SMEs on the SDGs, encourage
healthy competition among them and give due recognition to their efforts.
Recommendation
Adopt the LEAD program at country levels, by hosting annual award ceremonies which recognize and
celebrate the achievements of national signatories, including SMEs. To foster a sense of healthy
competition among signatories, this process can include the proposal of sustainable initiatives from
SMEs, and a voting system among signatories for companies which they think deserve recognition in
several categories.
For an example of how a version of this is being implemented, please refer to “Spotlight 3: China” on
section 2.3.
4.8 Strengthen In-house Technical Expertise
Challenge
As signatories can expect tangible value from a sustainable agenda, the steps on how exactly to
incorporate such initiatives into business operations is a technical challenge for which some signatories
may not have the requisite expertise for.
UNGC opportunity
Facilitate access to technical assistance for signatories to implement sustainable operations within their
organizations.
Recommendation
Promote among LNs the creation of a pool of experts on sustainable practices that can provide technical
assistance to signatories. UNGC Headquarters and LNs can build partnerships with global and local
consultants in sustainable practices to build worldwide and local databases of experts on different SDG
areas.
4.9 Foster Increased Involvement of CEOs on Sustainability
Challenge
The role of CEOs is critical in providing strategic leadership for an SDG agenda within a company. In most
of the SIPA Team’s interviews, the leadership of CEOs with regard to the sustainable agenda were
positively highlighted. However, there are different levels of CEO participation among signatories.

41. 41
LN opportunity
While the involvement of CEOs depends on the nature of a signatory, LNs can play a role to facilitate
increased their commitment through broadening the membership of existing LN steering committees to
encourage increased CEO participation.
Recommendation
LNs could increase the number of meetings of their steering committees with CEOs. Going further, LNs
could make steering committee meetings more inclusive, by either rotating steering committee
membership among big and small signatories, or by letting SMEs take on observer status to participate.
Additionally, LNs can have multiple advisory councils that address different issues, which can be another
way to increase CEOs’ collaboration with LNs in different capacities.
Conclusion
The UNGC’s vision of a sustainable and inclusive global economy that delivers lasting benefits to people,
communities and markets is an important one. In this regard, its engagement with the private sector is
significant, as their inclusion has the potential to amplify development efforts.
As this study looks at SDG awareness among UNGC signatories, it is apparent that the success of
advocating and implementing sustainable business operations which contribute to the SDGs depend on
continuous multi-stakeholder cooperation at all levels that cater to local contexts. The observations
made throughout the study are encouraging as there is shared understanding on the importance of
sustainability among businesses, as well as eagerness for action-oriented participation. As the UNGC
continues its partnership with businesses in advancing the Ten Principles, and now the SDGs, its mission
provides added value and will further invigorate development efforts worldwide

42. 42
References
CEPEI. (2015, September). Getting ready for SDG implementation in Latin America. The example of
Colombia. Retrieved from CEPEI: http://cepei.org/wp-content/uploads/2015/10/Getting-ready-
for-SDG-implementation-in-Latin-America.pdf
ECOSOC. (2016). Integration Segment - Implementing the 2030 Agenda through Policy Innovation and
Integration: Czech Republic. New York. Retrieved from
https://www.un.org/ecosoc/sites/www.un.org.ecosoc/files/files/en/integration/Czech-
Republic.pdf
Lave, J., & Wenger, E. (1991). Situated Learning - Legitimate Peripheral Participation. Cambridge
University Press.
UN. (2015, December 10). Sustainable Development Summit. Retrieved from United Nations:
http://www.un.org/sustainabledevelopment/summit/
UN. (2016). Sustainable Development Goals. Retrieved from United Nations:
http://www.un.org/sustainabledevelopment/sustainable-development-goals/
UNGC. (2008). Business Fighting Corruption: Experiences from Africa. New York: UNGC.
UNGC. (2014). United Nations Glocal Compact Strategy 2014-2016. New York: UNGC.
UNGC. (2015, December 1). Home Page. Retrieved from United Nations Global Compact:
https://www.unglobalcompact.org/
UNGC. (2015b). Our Mission. Retrieved from United Nations Global Compact:
https://www.unglobalcompact.org/what-is-gc/mission
UNGC. (2015c, December 1). About Foundation for the Global Compact. Retrieved from Foundation for
the Global Compact: http://globalcompactfoundation.org/about.php
UNGC. (2015d). IMPACT: Transforming Business, Changing the World. New York: UNGC.
UNGC. (2016, March). Our Governance. Retrieved from United Nations Global Compact:
https://www.unglobalcompact.org/about/governance
UNGC. (2016b). The 10 Principles. Retrieved from United Nations Global Compact:
http://www.globalcompact.ca/the-ten-principles
USCIB. (2016). Goal 8. Retrieved from Business for 2030: http://www.businessfor2030.org/goal-8-
promote-economic-growth

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Appendix
Appendix 1 - List of Interviewees
China
1. Aluminum Corporation of China
2. Baosteel Group Corporation
3. Bee Associate
4. CBMI Construction Co. Ltd.
5. China Development Bank
6. China Hua Dian Corporation
7. China National Gold Group Corporation
8. China National Machinery Industry Corporation
9. China Petroleum and Chemical Corporation - Sinopec
10 EngyVision (Beijing) New Technology Co. Ltd.
11. HNA Group Company Limited
12 Nestle China
13 Ningbo Asia Pump Paper
14 Novozymes (China) Investment Co. Ltd.
15. Research Center for corporate Social Responsibility
Chinese Academy of Social Sciences
16 Responsible Enterprise Alliance of China
17 Shanghai Yihui Fashion Design Co., Ltd.
18 State Grid Corporation of China
19 Tibet Cheezheng Tibetan Medicine
20. Wincom Company Ltd.
Colombia
1. Caja de Compensación Familiar del Valle del Cauca Comfamiliar ANDI - Comfandi

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2. Cámara de Comercio de Bogotá
3. Compensar Caja de Compensación Familiar
4. ECOPETROL S.A
5. Electrificadora de Santander S.A. ESP
6. ISAGEN S.A. E.S.P.
7. Tipiel S.A.
8. Zona Franca de Bogotá S.A.
9. Telefónica Colombia
10. Global Reporting Initiative
11. Departamento Nacional de Planeación (DPN)
12. Programa de las Naciones Unidas para el Desarrollo (PNUD)
Czech Republic
1. Anticorruption Endowment / Nadacni Fond Proti Korupci
2. CBCSD
3. Česká Spořitelna
4. Glopolis
5. Government Council on Sustainable Development (GCSD)
6. Ipsos, s.r.o.
7. Ministry of the Environment
8. MSD IT Global Innovation Center
9. ROSSMANN, Spol. s. r. o.
10 Strategy and Business Support Unit in Prague City Hall
11. Vodafone Czech Republic a.s.
12. ZOOT

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Kenya
1. Adrian Group Kenya
2. Cooper K-Brands Ltd
3. Green Pencils Limited
4. Kenya Association of Manufacturers
5. Kenya Institute of Public Policy Research and Analysis
6. Krystalline Salt Limited
7. Nestle Equatorial African Region Ltd.
8. Safaricom
9. Sarakasi Trust
10 United Nations Development Programme
11. Uungwana Institute
12 Wabcom Ventures

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Appendix 2 - General Interview Guide
Participant: Local and Global NGOs; UN agencies; Public sector organizations/Civil society organizations;
Academia, Experts; Media and all other concerned stakeholders
Objectives:
 To gather supplementary information on the knowledge, promotion and implementation of the
Sustainable Development Goals (SDGs) in China, Colombia, Czech Republic and Kenya;
 To gather information about the context in which LN country offices, other UN agencies/ NGOs/
civil society, and government agencies interact with one another in promoting the SDGs; and
 To use knowledge gathered to inform our understanding of a country’s context.
Interview Preparation:
Time, Space and Set-up:
 Arrange the informational interview / informal conversation at a convenient time with the non-
signatories
 Set up the informational interview / informal conversation at a casual private or public space,
such as a coffee shop, the LN office, their office or SIPA
 Ensure all the interview materials are ready: Notebooks/pens/recorder, etc.
Introduction:
Hello, thank you for taking the time to speak with us today. My name is (Name) and this is my teammate
(Name). We are both student researchers from the School of International and Public Affairs, Columbia
University working collaboratively with the UN Global Compact (UNGC) to learn about how familiar
businesses in [____ ]local network are with the Sustainable Development Goals (SDGs) and to identify
ways in which the UNGC could better support their efforts in promoting the SDGs. Our objective is to
capitalize on the findings of our research to provide Local Networks (LNs) with guidance on how to
increase the awareness of businesses on the adoption of SDGs within the local contexts.
We would like to extend our appreciation to you for meeting with us today. We expect the interview to
take about 28-40 minutes. Before we start, we would first like to seek your permission to take notes and
record your answers, as doing so would help us keep track of every detail that is conducive to the report.
We would like to assure you that all information collected, including your name, will be used solely for
the purpose of the report and will not be disclosed to the public without your consent. In our final report,
presentations and other related documents, the views that you have expressed will not be in any way
linked to you, and thus, your information will be kept anonymous, unless an explicit consent is obtained.
The interview is composed of mostly open questions, we hope you feel comfortable sharing your views
with us. You may skip any questions or stop the interview at any time.
Now, let’s begin our discussion. We will start with a few general questions.
SECTION 1: Define the non-business entity’s background (3-5 minutes)

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Question 1: Thank you again for meeting with us. We’d like to know a little bit more about you: how did
you come to this organization? What is your role here, and how does it relate to the UNGC?
SECTION 2: Awareness of 10 Principles SDGs (5 minutes)
For non-signatories
Question 2: How is your organization involved with the SDG agenda?
For signatories
Question 2b: Could you please tell us how your organization is using the 10 Principles. Has
this framework been useful in driving your company/organization’s sustainability/CSR strategy ?
Questions 3-4 for all
Question 3: What motivated you/ your organization to get involved in the SDGs?
Question 4: What are the main sustainability topics (prod for at least 3 areas) on the agenda in your
organization?
SECTION 3: Government/national involvement and promotion of SDGs
Question 5: In your opinion, which areas of sustainable development is the government currently
supporting or promoting?/ What are the current national priorities of this country with regard to the
SDGs? (SIPA Team: Find out who is driving it (e.g. CSO, government), and why?)
Question 6: We've interviewed other stakeholders as well and we have heard different views about this.
We are interested to know how would you promote the awareness of SDGs to other stakeholders?
Question 7: How do these national priorities on SDGs shape the work that you do?
For Government
Question 8: What kind of policies or public information initiatives on the SDGs have been/ are being
done?
SECTION 4: Relationship with Local Networks
Questions 9-10 NOT for non-signatory businesses
Question 9: Please tell us in what ways you are collaborating with UNGC Local Networks on the SDGs?
Question 10: How do you envision that this collaboration can be strengthened so that awareness of the
SDGs in your country can be increased?
SECTION 5: Closing
Question 11: Is there anything you would like to share with us?
Thank you again for your invaluable views and insights. We greatly appreciate your contribution to our
research. Your comments and feedback would be a precious asset to our final report and presentations.

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Appendix 3 - Interview Guide for Signatories
Participant(s): all stakeholders identified as signatories in UNGC signatory database. In aggregate, the
stakeholders include:
 For-profit enterprises (SMEs; large companies; MNCs; SOEs)
 Non-profit institutions (NGOs - local, international; foundations; academias)
 Business associations and bilateral chamber of commerce (local, international)
 Public institutions (local, national - government offices/municipalities; ministries; other
institutions such as stock exchanges)
Objectives:
 To assess the knowledge and implementation of SDGs among signatories;
 To gather information about the relationship (interaction) between Local Networks (LNs) and
signatories; and
 To collect quantitative and qualitative information that will feed into the analysis and
formulation of recommendations for UNGC and LNs to enhance its effort in promoting the
Sustainable Development Goals (SDGs)
Assumption 1: Elected interviewees will be on the list of signatories with the United Nations Global
Compact (UNGC) / LNs and interviews can be arranged.
Assumption 2: Undertake at least 14 interviews collectively from all stakeholder groups.
Interview Preparation:
Preliminary Reading (Research):
 Information provided by the UNGC on SDGs and UNGC’s 10 Principles
 Information provided by the LNs on SDGs, UNGC’s 10 Principles, and country context
 Information about the SDGs, UNGC’s 10 Principles, UNGC, LNs and country context from
literature reviews.
 Information about leadership, strategy, operations, and objectives of participants
Time, Space and Set-up:
 Pre-arrival appointment arranged and facilitated by LNs at agreed locations.
 Set up interviews at the representatives’ office or meeting room. Agree with the interviewee in
advance on the presence of LN representatives (whether they want it or not) and on the
specifics of the interview.
 Ensure all the interview materials are ready: Notebooks/pens/recorder, etc.