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GOOD PRAC TICES United Nations Development Programme Europe and the CIS Bratislava Regional Centre Grรถsslingova 35 81109 Bratislava Slovak Republic Tel.: (421 2) 59337-111 Fax: (421 2) 59337-450 http://europeandcis.undp.org
U N D P, B R A T I S L A V A , 2 0 1 0
Fostering multi-stakeholder partnerships to achieve MDGs in the Western CIS and Caucasus in the Framework of United Nations Global Compact
All rights reserved. No part of this publication may be reproduced, stored in retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without prior permission. The views expressed in this publication are those of the author and do not necessarily represent the views of UNDP.
Author: Teodorina Lessidrenska Peer Review Group: Pascale Bonzom, Elena Panova, Yuliya Shcherbinina Editor: Barbara Hall
ISBN : 978-92-95092-06-8 Copyright Š 2010 By the UNDP Regional Bureau for Europe and the Commonwealth of Independent States
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Fostering multi-stakeholder partnerships to achieve MDGs in the Western CIS and Caucasus in the Framework of United Nations Global Compact
GOOD PRACTICES
This note was developed within the United Nations Development Programme (UNDP) regional project “Fostering multi-stakeholder partnerships to achieve Millenium Development Goals (MDGs) in the Western CIS and Caucasus in the framework of United Nations Global Compact� managed by the UNDP Bratislava Regional Centre and funded by the Government of Belgium.
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TABLE OF CONTENTS
BACKGROUND
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MAJOR ACHIEVEMENTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 THE PROJECT’S GOOD PRACTICES OUTREACH
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9
Country good practices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 Ukraine – Regional GC launches to engage local companies to promote corporate social responsibility (CSR) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 LEARNING . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 Cross-country good practice . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 Standardized training on “Communication on Progress” (COP) and non-financial reporting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 Country good practices:
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13
Moldova – the CSR Training Course as a platform for collaboration among GC stakeholders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 Georgia – Building local capacity for consulting services in non-financial reporting to local companies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 Ukraine – “Business talking to business” learning events POLICY DIALOGUE
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Country good practices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 Armenia – Facilitating identification of priority issues among the government (Ministry of Trade and Economic Development) and the business community . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 Georgia – Linking policy research and multi-stakeholder dialogue for influencing supportive policies for economic development
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Ukraine – Mainstreaming CSR into National Business Management Education Ukraine – Towards a National CSR Agenda
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AWARENESS RAISING AND ADVOCACY Cross country good practice:
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Engagement with the media on corporate social responsibility (CSR) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 CSR National Conferences Country good practice:
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Moldova – Fostering CSR awareness within small- and medium-sized enterprises (SMEs)
...
24
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25
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NETWORKING AND INFORMATION EXCHANGE Cross-country good practice:
Global Compact Annual Meeting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 Country good practice:
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Ukraine – Sharing Experiences to Foster GC Good Practice and Develop the GCLN . . . . . . . . . . . . 25 COLLECTIVE ACTION AND COLLABORATION WITH OTHER ACTORS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27 Cross-country good practice:
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Building a Coalition for CSR promotion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27 Country good practices:
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28
Belarus: The “Socially Responsible Business for the Sustainable Development of Small Towns” campaign: Promoting innovation, collaboration and partnerships for practical solutions
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Ukraine: The “Go Green” campaign: Establishing innovative, interrelated initiatives . . . . . . . . . . . . . 29 CONCLUSION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31
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BACKGROUND
nterprises – international and local,
The challenges in implementing national MDG
large and small – are becoming in-
agendas in many countries in the Western
creasingly involved in initiatives that
Commonwealth of Independent States (CIS)
aim to reduce poverty in developing
(Ukraine, Belarus, Moldova, Russian Federation)8
countries and thus contribute to the achieve-
and the Caucasus (Armenia, Azerbaijan and
ment of the Millennium Development Goals
Georgia) region have proved difficult in the
(MDGs). Operationally, for most companies, the
light of the developmental trends since 1990.
entry point for involvement in poverty reduc-
Sharp economic contractions took place in the
tion projects is through various corporate so-
1990s as part of a transition from planned to
cial responsibility (CSR) initiatives.1
market economies, which were compounded
E
by political instability and conflicts in the re-
4
The United Nations Development Programme
gion. Despite economic growth experienced
(UNDP) recognizes the importance of the private
by almost all the countries in the region as a re-
sector in achieving the MDGs. The Secretary
sult of reforms undertaken and increased inte-
General’s Global Compact (GC) initiative calls on
gration into the world economy at the
businesses to integrate into their core business
beginning of the millennium, a number of
operations a set of universal principles – in the
socio-economic issues still remain unad-
field of human rights, in labour protection, for the
dressed, which are obstacles to achieving the
environment and to fight corruption. By work-
MDGs by 2015. These issues – from poor gov-
ing with businesses through the GC, UNDP seeks
ernance and corruption, poverty, exclusion and
to engage enterprises in support of the MDGs in
unemployment to serious environmental prob-
a number of ways: by stimulating private sector
lems – have continued to worsen in the last few
participation in dialogue and advocacy; broker-
years due to the global economic crisis and
ing and facilitating pro-poor investments in de-
changing political environment. Although the
veloping countries; and forging partnerships
primary responsibility for achieving the MDGs
aligned to UNDP’s practice areas and the MDGs.
lies with governments, in the current situation
1
The private sector’s efficiency, creativity and capacity to mobilize financing have been recognized by the United Nations in a number of ways. Two of the most important are the Secretary General’s Global Compact initiative (www.unglobalcompact.org) and the report of the United Nations Commission on the Private Sector and Development: Unleashing Entrepreneurship: Making Business Work for the Poor. The report makes a number of recommendations on better engaging the private sector in addressing the development challenges through public-private partnerships (PPPs).
B A C K G R O U N D
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their ability to forge strong partnerships with
(CRS) has been complicated due to ongoing
the private sector and civil society organizations
and emerging economical and political chal-
has become a critical factor in achieving posi-
lenges in each of the five countries. Despite
tive change and improving living conditions of
these challenges, now, three years later, the re-
millions of people in the region in a sustainable
sults achieved in participating countries by the
manner.
project show awareness that CRS is not merely a philanthropic tool; there is also a growing un-
From 2006 to 2010, UNDP Bratislava’s Regional
derstanding among the business community
Centre implemented the regional project “Fos-
in the region that it is part of modern business
tering multi-stakeholder partnerships to achieve
in a globalized economy, which can offer excit-
MDGs in the Western CIS and Caucasus in the
ing business opportunities.
framework of United Nations Global Compact”. This regional project, funded by the Government of Belgium and UNDP, was implemented in Armenia, Belarus, Georgia, Moldova and Ukraine and addressed the private sector as a partner in sustainable development in the region. Its main goal is to harness value-creating assets of the private sector for poverty reduction in the Western CIS and Caucasus by promoting multi-stakeholder partnerships and CSR adoption among the business community in the framework of GC. It builds on the GC principles and MDGs as a guidance framework for companies’ investments. The sustainability of the project is ensured by its promotion of companies’ involvement based on their core business which goes beyond philanthropy. When the project Fostering multi-stakeholder partnerships to achieve MDGs in Western CIS and Caucasus in the framework of UN Global Compact started in 2006, the concept of CSR was new and little known in the region. As a whole, the promotion of corporate social responsibility
5 B A C K G R O U N D
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MAJOR ACHIEVEMENTS
he project resulted in the establish-
forms for learning and sharing experiences
ment of five Global Compact local
in CSR among companies, other stake-
networks (GCLNs), involving a total of
holders and non-business social actors.
361 GC participants representing
business, non-governmental organizations
> As activities were implemented jointly
(NGOs) and business associations as well as
with companies in collaboration with oth-
an increasing number of universities. As part
er social actors and stakeholders such as
of the regional project, the GCLNs in each coun-
ministries, governmental organizations,
try promote GC and CSR adoption, and encour-
the media and key international organi-
age companies to forge partnerships with other
zations, the GC and CSR were promoted,
social actors – governments, civil society organ-
which produced positive change and con-
izations, development partners and the acade-
tributed to society.
mia. These partnerships engage business and
Such activities included: ongoing aware-
other social actors in concrete projects that con-
ness raising and educational outreach ini-
tribute towards achieving the MDGs and mak-
tiatives organized within the countries; con-
ing commercial sense for companies. The major
tinuing media engagement; development
achievements of the project as are follows:
of CSR courses and curriculum; national CSR conferences and regional events in the
> The project has contributed to significant
countries; collective actions and cam-
awareness raising and understanding of
paigns; and training, networking and ex-
CSR, not only among businesses, but also
perience-sharing opportunities and serv-
among the other stakeholders. This was
ices provided by the networks to their
accomplished as follows:
members.
> The GCLNs focused on being business-led while remaining multistakeholder. As a re-
> The project has contributed to building
sult, the networks served as neutral plat-
commitment of the GC members for further
6 M A J O R
A C H I E V E M E N T S
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practical adoption of CSR as integral element
menia, Belarus, Georgia, Moldova and
of companies’ business strategy and opera-
Ukraine, which helped the GC and CSR up-
tions.
take and led to the replication of some good practices within and across the networks.
> The project has enhanced participation of companies in policy dialogue and has es-
> GC networks in Armenia, Belarus, Georgia,
tablished practices involving business, gov-
Moldova and Ukraine have established
ernment and other stakeholders that
working and transparent governance struc-
will further develop and facilitate policy
tures and are on their way to become or-
dialogue with a view to build the CSR
ganizationally sustainable.
agendas and improve the enabling environment for CSR and private sector development. > The project created multi-stakeholder partnership projects among businesses, the United Nations agencies and other stakeholders. The partnership project portfolio of 13 active projects (in the implementation phase) and seven projects in the pipeline (in preparation or under development) is implemented with enthusiasm, commitment and a great sense of satisfaction by the project participants. They have shown success and practical impacts and results. During the life of the GC project, the partnership projects have evolved from focusing on philanthropy only in the early days to contributing to society with more clearly defined business development priorities and profitability. > The project established communication and cooperation across countries, mainly in the form of sharing of experience and practices among the GC networks in Ar-
7 M A J O R
A C H I E V E M E N T S
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THE PROJECT’S GOOD PRACTICES he purpose of this publication is to
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provide an overview of the good practices successfully implemented by the project in individual countries
or on the regional level as well as the development of the GCLNs. Good practices are activities or approaches undertaken within the project that are innovative, that enhance GC participation and impact, and that have the potential to be replicated throughout the GC network or among country and regional networks. The practices are presented in the following categories: outreach, learning, policy dialogue, awareness raising and advocacy, networking and information exchange, and collective action and collaboration with other actors.2 Under each category, regional/cross-country good practices and individual country good practices have been identified.
8
2
“Partnerships” is another category of the project’s good practices. It is not covered by this publication, however, because it is reviewed in detail in a separate publication.
T H E
P R O J E C T ’ S
G O O D
P R A C T I C E S
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OUTREACH
he focus of outreach activities within the
emerged as a good practice for expanding and
regional project is on introducing the
enhancing GC participation.
concept of responsible entrepreneurship among companies and non-business
The most commonly implemented outreach
actors in each individual country by expanding and
events throughout the project included bilat-
enhancing their participation in the GC network.
eral and sector-specific meetings with prospective companies, collective (open) in-
When the project was launched in 2006, there
formative meetings with multiple stakehold-
was no awareness and history on CSR beyond
ers, and presentations introducing the CSR
corporate philanthropy in those countries. Very
concept and GC at corporate events. Such
few of the companies in the region knew what
events tend to target organizations in addition
GC was, its special benefits and distinguished
to those that have already signed onto the GC.
value, or the responsibilities that GC membership
They help recruit new companies and non-
brings to companies. Ongoing, systematic and
business members by sending public mes-
effective outreach activities for recruitment of GC
sages on the potential value of CSR and
members across all business sectors and regions
providing tangible options for action. It was
and among all social actors within each country
logical that the GCLNs established by the proj-
combined with continuing efforts to ensure en-
ect succeeded to target the largest companies
gagement of the membership in the network ac-
first, because they were most prepared to work
tivities have therefore proven their importance
on CSR and had the most talented and quali-
among the project’s main success factors.
fied human capital and other supporting resources. On the other hand, throughout the life
Enabling the development of sub-networks
of the project, engaging with small and
within the national networks and of a larger
medium-sized enterprises (SMEs) in remote re-
network that brings together the GC networks
gions has been a major challenge and goal for
involved in the project on a regional level, has
each of the five GCLNs.
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Country good practices
tivities, from GC and CSR awareness raising, education and sharing of good practices among
Ukraine – Regional GC launches to engage local companies to promote corporate social responsibility (CSR)
local companies and stakeholders, to the establishment of the regional network’s local organizational and governance structure, and announcement of the network’s leadership and
When faced with difficulties in reaching out to,
members.
Local
signatories
established
and maintaining engagement with SMEs and
through such launches are usually coordinated
various stakeholders located in different regions
by the local leader, who also maintains the
outside the capital, GCLN Ukraine came up with
communication link to the GC Secretariat. One
an innovative model for strategic regional out-
of the challenges is the need for the GC Secre-
reach. The SMEs located in the regions seem
tariat to maintain an active dialogue and en-
less interested and familiar with the CSR and GC
gagement with the regions after the launch
concepts than the capital-based companies;
events. The momentum is usually maintained
they have limited resources, operate in the local
by organizing regular activities locally, such as
market, and focus on day-to-day survival. Thus,
training and other events.
the GC Network’s Secretariat decided to organize them locally. It introduced regional GC
The regional GC launches organized by GCLN
launches to promote CSR in the regions. These
Ukraine – an average of two per year – take
launches are organized on the premise that: (i)
place in different regions of the country and
an informal regional GC network is established
act as important drivers for expanding mem-
in the region; and (ii) there is commitment from
bership and awareness raising. The established
a CSR pioneer, i.e. a local organization or a local
regional networks are very cost-effective, hav-
company to take a leadership role as a GC focal
ing no need for physical replication of the GC
point in the region.
Secretariat in the region. Such regional networks are fully owned by the local community
The first step in the preparation for a regional
and evolve as platforms for building local ca-
launch is finding a champion in CSR such as a
pacity for GC and CSR implementation in line
trade union or a chamber of commerce that is
with the specific local conditions and stake-
interested in, and meets the criteria for, be-
holder needs. Between 2006 and 2009, a total
coming a GC focal point in the region. The GC
of six regional launches were conducted in
Secretariat organizes the launch, ensuring that
Lviv, Donetsk, Zhytomyr, Odessa, Lugansk and
the event involves all stakeholders, local au-
Simferopol regions, with more than 200 busi-
thorities and the local business community.
ness representatives and local authority offi-
This launch event combines a wide range of ac-
cials taking part. Launches also brought in
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more than 20 new members to the Ukrainian GC network. It is expected that the regional launches will have a positive impact not only in terms of expansion of the GC network throughout different regions of a country, but also in terms of deepening the level of engagement among the local companies in national GC initiatives. The major positive impact of the GC regional networks is that when successfully established, they build a high level of commitment to GC and CSR, as well as a very strong sense of ownership among their members. These networks have great capacity to stimulate local dialogue and collaboration between local businesses and their stakeholders. Moreover, they make CSR an integral part of the business and social life of the communities by focusing on local initiatives for addressing specific local environmental, social and economic development problems.
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LEARNING
earning activities are designed specifi-
with local case studies; capacity building for
cally for Global Compact participants
CSR consulting services; and dialogue events
working to integrate the ten princi-
and peer-review of company reports, etc. Good
ples(Box 1) into their day-to-day busi-
practice learning activities not only provide ac-
ness operations and corporate culture.
cess to international good practices, expertise and knowledge, but also serve as a platform for
The adoption of the GC principles and the ap-
local companies to learn from each other by
plication of the CSR concept require significant
sharing their own practical experiences and les-
change in the way the average company tradi-
sons learned in CSR.
tionally thinks about its social contributions, which are made in the form of donations and charity. Thus, key objectives of the project were
Cross-country good practice
to inform the GC members – companies and other social players – on the GC and CSR concepts and how they relate to the global and local challenges facing companies and their
Standardized training on “Communication on Progress” (COP) and nonfinancial reporting
stakeholders. This would show what CSR means in practical terms, and prove that it can bring
One major challenge and obstacle to the prac-
business benefits as well as social value. In this
tical adoption of CSR in companies has been the
regard, the project has developed a number of
large number of GCLN member companies that
good practices which include learning activi-
do not submit their COP to the GC. The COP re-
ties implemented in individual countries or of-
quired by GC ensures that all member compa-
fered through the five GCLNs to their
nies comply with the GC principles and act
membership, including: standardized training
responsibly in line with the CSR and GC values.
delivered in all five networks; development of
Reporting usually drives companies towards in-
CSR university courses and learning materials
tegrated CSR planning, implementation and
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management. The project has made CSR/GRI re-
ered by an international GRI expert, prepared
porting a priority; thus, it is expected that GCLNs
companies across the region for GRI reporting.
provide assistance in COP and apply pressure to
It resulted in the release of the first GRI report
their members to report. In response, all five
in Belarus by one of the largest national com-
GCLNs have given special attention to non-fi-
panies, RUE Byelorussian Steel Works. In the
nancial reporting, including the COP, Global Re-
longer term, the standardized GRI training al-
porting Initiative (GRI) Guidelines, AA1000 and
lows benchmarking at both the national and
others. Initial training on COP reporting was car-
regional levels. It stimulates exchange of CSR in-
ried out in each country, in some cases more
formation and lessons learned as well as repli-
than once in order to reach all GC members, but
cation of good practices among companies,
there was a need for a more elaborative ap-
and will ultimately result in faster and more sig-
proach to ensure that all networks have equal
nificant improvements in the companies’ social
access to the most widely applied reporting
and environmental performance and impacts.
tools. A regional tour of standardized GRI training, de-
Country good practices:
livered in English and Russian, was organized in 2008 and reached more than 100 GC members, who became acquainted with the concept of sustainable development, learned how to pre-
Moldova – the CSR Training Course as a platform for collaboration among GC stakeholders
pare non-financial reports and were introduced to the technology of integrating GC require-
The understanding and acceptance of new
ments into GRI reporting. The training tour was
concepts is usually a slow process. In a country
coordinated by UNDP Bratislava Regional Cen-
like Moldova, where CSR was a new concept,
tre, in collaboration with the GRI Secretariat and
foreign to the local culture and traditions, and
the project country offices.
thus seemingly unpopular, the project faced an enormous task – to reach out and raise aware-
The GRI training aims to enable companies to
ness about CSR, not only to the Moldovan busi-
monitor, measure, report, plan and improve
ness community, but also to society as a whole.
their CSR performance. Standardized training
GCLN Moldova decided to speed up this
for all GCLNs, and specifically, on GRI reporting,
process by including CSR in the curriculum of
is an innovative approach for the establishment
business schools, business incubators, and
of a common set of tools and a level playing
other business development programmes that
field for all companies across all five countries.
can quickly spread knowledge among the
The GRI standardized training module, deliv-
younger generation and stimulate develop-
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ment of CSR-aware entrepreneurs and busi-
cases in the publication. As a good practice, the
nesses that normally have CSR as an element of
development and delivery of the course serve
their strategy and operations. The vision behind
as a platform for channeling practical experi-
the CSR course created by the GCLN Moldova is
ence and knowledge from the business field di-
to ensure that young people are educated on
rectly to the academic educational process. It
CSR issues before they enter the labour market.
also builds collaboration between the academic institutions and GC business members
The first CSR training course in Moldova was de-
on the practical implementation of CSR within
veloped jointly by GCLN Moldova and the Acad-
the companies in the country. To date, four
emy of Economic Studies, and resulted in a
leading universities have included the CSR
handbook for university courses, Corporate So-
course in their curriculum at graduate level,
cial Responsibility: Practical Aspects. It presents
while several other universities are interested in
each of the GC principles through a separate
including it in the future. There is potential for
case study, which discusses a selected
much greater longer-term impact by making
Moldovan GC member company and its specific
CSR part of the university curriculum. This may
CSR activities under the relevant GC principle.
stimulate local research and collaborative ac-
An agreement between UNDP/GC and the
tion involving students, young professionals,
Technical University of Moldova has resulted in
and academic and business experts in finding
a productive partnership that led to integration
solutions for concrete local environmental and
of the CSR subject into the current university
social problems that society currently faces or
curriculum. In March 2010, the Global Compact
may face in the future.
project developed a Training-of-Trainers (ToT) course for professors teaching the CSR course: It provides practical examples on teaching methodology, and introduces and reinforces
Georgia – Building local capacity for consulting services in non-financial reporting to local companies
theoretical concepts through case studies and guest lecturers of GC members, which are key
According to GCLN Georgia, ensuring that local
to the training. Many companies used as exam-
companies and other stakeholders have access
ples for the case studies are already offering in-
to reliable and high quality assistance in CSR re-
ternships to students who have participated in
porting and communications is an important
these courses.
factor that encourages local companies and SMEs to join the GC, meet the COP require-
One of the unique values of the training course
ments and begin implementation of CSR as
is the active participation of GCLN Moldova
part of their normal business practice. Given the
company members in the development of the
difficulties the companies face in producing
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their reports, the demand for such a service is
will provide a modest income to the NGO, in
increasing, not only in Georgia, but also in a
turn adding to their sustainability. In the longer
growing number of countries worldwide.
term, such local capacity development will play a significant role in addressing CSR needs of the
In Georgia, the project has been collaborating
business community and other stakeholders,
closely with the Centre for Strategic Research
ultimately adding to the sustainability of the GC
and Development of Georgia (CSRDG), an NGO
network.
member of GC Georgia, in order to build its capacity to offer consulting services to companies on reporting. To ensure the compliance of the
Ukraine – “Business talking to business” learning events
GC members with the reporting requirements in a sustainable way, the project encourages
A major task of the GC project and network is to
and provides technical assistance to CSRDG to
continue to build CSR awareness among all
frame their experience in reporting in a con-
stakeholder groups and to shift the focus of the
sulting package, offered to companies on com-
discussions from the question “What is CSR?” to
mercial terms. CSRDG has translated the GRI
“How companies can implement CSR in practice
reporting guidelines to Georgia, and a publica-
and how it can be integrated into their day-to-day
tion linking GRI reporting with COP reporting. It
business?”. This would therefore stimulate com-
has also organized, in collaboration with the
panies to move toward practical implementa-
project, several workshops dedicated to re-
tion of CSR as part of their business agenda. The
porting, and has developed a fund of knowl-
GCLN Ukraine concluded that one powerful
edge on the issue.
way to stimulate businesses to start implementing CSR is by learning from local CSR
It is becoming increasingly important that the
champions.
technical assistance in this field be provided by experienced local consulting firms, familiar with
GCLN Ukraine has established a tradition of
and capable of addressing the specific local is-
conducting meetings among its members,
sues, priorities and needs, and meeting the spe-
which aims to showcase good practices in im-
cific expectations of the local stakeholders. One
plementing GC principles at company level
of the main outcomes of the Georgian initiative
combined with a visit to company premises.
is that a local NGO offers its consulting services
The first such meeting took place in 2006 in
at a lower cost than that of the international
Ukraine and addressed the issue of ecological
consulting firms. The impact of the initiative is
responsibility. Since then, the GCLN has
expected to reach beyond the companies who
adopted a special name for such learning
will benefit from the reporting services, since it
events – “Business talking to business”
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(B2B). The B2B format fully corresponds to the essence of the GC initiative as a platform for good practices exchange and experience sharing among the business practitioners on the implementation of the GC principles. When business talks to business, the benefits and advantages of participating in the GC are highlighted by stories of real Ukrainian companies. This in turn stimulates the private sector to be more proactive and innovative in implementing the GC, and in its long-term commitments to the ten GC principles. It is expected that the B2B meetings will have significant impact, not only on improved understanding of the practical aspects of CSR, but also on setting up the standards for peer review within the network and thus ensuring CSR reporting quality control and accountability among the GC member companies. As a good practice, the B2B meetings have proven their effectiveness as valuable learning platforms where GC members can gain a better understanding of the ten GC principles in practice, and the “business case� for being responsible. Peer learning from local companies allows companies to see the concepts of corporate responsibility applied by members of the local network and the role these companies play in influencing society.
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POLICY DIALOGUE
P
olitical and public issues are increasingly
> risks of government taking over the CSR
seen by the business community as rele-
agenda and using it to impose pressure on
vant to their commercial future. GCLNs
companies through regulations that can suf-
in the regional project have been pro-
focate rather than stimulate business activ-
moting policy dialogue related to the business-so-
ities and initiative.
ciety agenda. In order to address the above challenges, the Public-private dialogue and partnerships are
project focused on examining ways to bring
new concepts: time is required to establish new
government and business together, with the
relationships and a culture of collaboration,
aim of building GC members’ confidence in ad-
openness and dialogue between government,
dressing issues of common interest on the
business and other stakeholders. In this regard,
public agenda, establishing dialogue and de-
the project addresses an array of challenges, in-
veloping good working relationships with var-
cluding:
ious governmental bodies. In Armenia, Belarus and Ukraine, memorandums of understanding
> political instability;
(MOUs) with, or appointment of certain min-
> the economic crisis;
istries as contact points between the national
> the lack of understanding among the gov-
governments and the national GC networks
ernmental institutions and officials about the
have opened opportunities for further en-
meaning and value of CSR for the econom-
gagement with the government and other
ic and social development of the country;
ministries aiming at promoting CSR and devel-
> the lack of government support for CSR and
oping governmental CSR policies and the CSR
of political will to develop the national CSR
agenda. While each country has a different cul-
agenda;
ture and political economy, the engagement
> resistance from companies in becoming too
approaches taken in these good practices on
involved in partnerships with the government;
policy dialogue have been effective in increas-
17 P O L I C Y
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ing dialogue and cooperation among busi-
of Trade and Economic Development. The Gov-
ness, government and interested stakeholders.
ernment of Armenia approved the Concept
With the appropriate adaptation, they can pro-
Note for PPP for Armenia, based on the project’s
vide guidance on increasing policy and prac-
Concept Paper. Following collaboration with
tice
the Ministry of Trade and Economic Develop-
dialogue
on
CSR
and
inclusive
entrepreneurship.
ment, the GC project hired a consultant to conduct an analysis of the current Armenian legislation applicable to PPP and develop a
Country good practices
draft law on PPP in the country. This draft law has been submitted to the Ministry of Trade
Armenia – Facilitating identification of priority issues among the government (Ministry of Trade and Economic Development) and the business community
and Economic Development, and it is expected that it will be finalized and adopted for implementation by the end 2010. The successful collaboration with the Ministry of Trade and Economic Development in the area of PPP legislation further resulted in the Ministry’s ap-
The Armenian Government was faced with the
pointment as a focal point between the GCLN
challenge of designing and developing the
and the Armenian Government. This ultimately
right policies, laws and institutional framework
opened opportunities for further engagement
to attract private investments for improving the
with the Government and other ministries aim-
socio-economic situation in the country. Build-
ing at promoting CSR and the development of
ing Public Private Partnerships (PPPs) is one of
governmental CSR policies and the CSR
its priorities and is of great interest to Armen-
agenda. The applied approach is a valuable
ian companies. The GCLN identified and used
good practice showing how a GC network,
the need for development of PPP legislation as
through addressing an issue of common inter-
an opportunity to establish a working relation-
est for business and government, can accumu-
ship with the Ministry of Trade and Economic
late learning, build confidence, and become
Development.
capable of productive and effective public policy dialogue based on an established, good
Based on request from, and in close collabora-
working relationship with the government.
tion with the Ministry of Trade and Economic Development, the GC project in Armenia initiated a baseline study on PPPs in Armenia and developed a Concept Paper for PPP in the country, which was submitted to the Ministry
18 P O L I C Y
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One of the specific problems in GCLN Georgia
The development of policy papers is a good
was a complete lack of business engagement
practice that has played a critically important
and dialogue with the government. The Net-
role in Georgia as a preparatory step toward the
work’s Secretariat focused on the identification
development of GCLN’s strategic approach in
and analysis of issues of importance for busi-
organizing and maintaining policy dialogue. In
ness and their stakeholders, and the presenta-
addition to identifying important issues and
tion of recommendations to the Government
bringing together different stakeholders to dis-
for addressing them, as a platform for develop-
cuss and present their positions and expecta-
ing engagement of business and other entities
tions, work on the papers was organized in
with the government.
such a way that resulted in establishment of a new model for constructive multi-stakeholder
The GC project in Georgia commissioned a se-
dialogue. The papers enabled a working
ries of five opinion papers from experts and
process involving business, government and
opinion makers in the country on the private
other concerned stakeholders that allowed
sector and development. The papers covered
sensitive issues to be raised and analysed in a
key issues identified during the project team’s
neutral, factual and non-accusatory way, and
meetings with companies, representatives of
recommended possible solutions to the prob-
business organizations and other stakeholders
lems. The great value of such a practice is that
as being crucial for the country’s development.
it further led to the establishment of appropri-
Each of these papers was circulated and then
ate structures and processes for policy dialogue
presented at a policy dialogue event. The five
and engagement with the government on is-
topics selected for the opinion papers were as
sues of key importance for the business com-
follows:
munity and its stakeholders. For example, the dialogue on SMEs resulted in the creation of a
> Promoting the Development of the SME Sector (Value Chain Development).
multi-stakeholder advocacy working group to serve as an advisory body to the government
> The Importance of Standards and their Pro-
and an advocate for SME issues in the country.
motion for the Participation of Georgian Busi-
The group currently consists of 11 organiza-
nesses in the International Market
tions – UNDP, AmCham, United States Agency
> Improving Human Resource Competitiveness of Georgia > What are Georgia’s Chances in the New Green Economy? > Green Fields: the Reality and Promise of Georgian Agriculture.
for International Development (USAID), Solidarity, the Business and Economic Centre in the Parliament of Georgia, the Center for Innovation and Enterprise Development, the European Union–Georgia Business Council, German Technical Cooperation (GTZ), the European
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Bank for Reconstruction and Development
The establishment of a CSR syllabus for univer-
(EBRD), Bank of Georgia, TBC Bank, and several
sity students and its nation-wide acceptance
SME experts.
will result in mainstreaming the CSR into the national management education in Ukraine. It
Ukraine – Mainstreaming CSR into National Business Management Education
will create a new generation of managers and business leaders with holistic integrated approaches to business management and with the ability to manage the environmental and
GCLN Ukraine has influenced the Ministry of
social performance of their companies. The ap-
Education and Science (MES) with respect to
proach applied by the GCLN Ukraine resulted
the importance of CSR and the need to edu-
in strengthening the relationship with the MES
cate future generations about its concept, and
and MES’s engagement in a productive policy
the challenges and opportunities it addresses.
dialogue and working process. This is a good
Establishing policy dialogue with MES on main-
practice that can be replicated with other gov-
streaming CSR courses into the academic cur-
ernmental institutions.
riculum resulted in the establishment of a Working Group (WG) designed to develop the CSR syllabus for university students majoring in
Ukraine – Towards a National CSR Agenda
economic disciplines. Within less than a year of intensive work, the WG produced the draft of
One of the project’s good practices is the ap-
the CSR syllabus for Bachelor’s degrees. It was
proach developed by GCLN Ukraine for the de-
discussed publicly at the numerous round ta-
velopment of a National CSR Agenda. Since
bles with the participation of the representa-
2006, GCLN Ukraine has established relation-
tives of leading Ukrainian universities, MES, GC
ships with various ministries and governmen-
members, NGOs, and the GC Secretariat, which
tal structures through their engagement in GC
is charged with facilitating and coordinating
initiatives and Partnership Projects. For exam-
WG activities. MES posted the syllabus of the
ples, the Ministry of Environment is strong sup-
first CSR course developed by the WG on its
porter and participant in the Go Green
website for public review and comments. Once
campaign; The Ministry of Education is involved
agreed, the syllabus was recommended to be-
in the development of a national programme
come part of the curriculum of the Manage-
for the integration of CSR courses into the uni-
ment and Economics Faculties of Ukrainian
versity curriculum in Ukraine; and the Ministry
universities starting in the academic year of
of Health is involved in the Telemedicine Part-
2010/2011.
nership Project. The GCLN’s close working relationships and engagement with these key
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ministries and governmental structures have
and the inclusion of multistakeholder input
become a platform for establishing a working
which allows dialogue between business and
process and building momentum for develop-
government on the National CSR Agenda to
ing the CSR National Agenda in Ukraine.
expand among other social actors throughout the country and to become accepted practice.
As a result of the GC collaboration with the Verk-
Only through active, open and accountable so-
hovna Rada (The Ukrainian National Parliament)
cial dialogue involving all social actors can the
Committee on Industrial and Regulatory Policy
CSR agenda evolve in such a way to ensure
and Entrepreneurship, the issue of the CSR
that emerging issues are properly addressed
agenda development was raised at the Parlia-
by government, business and concerned
mentary public hearings, “Developing Corpo-
stakeholders.
rate Social Responsibility: Ukrainian Perspective” in November 2009. Participants of the hearing – Members of Parliament, representatives of the Government and the diplomatic community, Ukrainian and international companies as well as NGOs and media – came to the conclusion that, through the mechanisms of CSR, businesses have enormous potential for contributing towards the achievement of the national development goals, such as poverty reduction, employment creation, energy efficiency and environmental protection, enhancement of the national competitiveness, and corruption eradication, etc. Following on the recommendations from the hearing, the Parliamentary Committee established a Multi-stakeholder Advisory Council (MAC) to develop a National CSR Agenda and a specific Action Plan to create a CSR enabling environment in Ukraine. In the good practice describe above, key success factors of the process towards National CSR Agenda set up by the GCLN Ukraine are the establishment of a multi-stakeholder MAC
21 P O L I C Y
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AWARENESS RAISING AND ADVOCACY he purpose of awareness raising and ad-
the project became a priority and necessary ele-
vocacy in this context is to inform on CSR
ment of the project agenda. As presented below
and the GlobalCompact among compa-
in the good practices, awareness raising and ad-
nies and non-business actors in a country.
vocacy are critical factors in contributing to growing awareness in society of the importance of
The successful implementation of CSR by com-
CSR and for addressing the need of business to
panies depends not only on their own level of
be transparent and actively engaged with stake-
understanding, commitment and preparedness
holders in addressing social and environmental
for practical application of the CSR in their daily
problems and issues.
business, but also of their ability to collaborate and engage constructively with its stakeholders
Cross country good practice:
as part of its CSR initiatives for their own benefit and for the benefit of society. One of the main challenges identified by the project to the adop-
Engagement with the media on corporate social responsibility (CSR)
tion of CSR in all five countries is the very low initial level of CSR awareness and knowledge
With a view to raise awareness on GC/CSR
among all the stakeholders and social actors. Ini-
among all sectors and the public, the project has
tial observation in first phase of the project
prioritized engagement with the media in all five
showed that companies and their stakeholders,
countries. Accordingly, across all project coun-
especially governments, civil society organiza-
tries, the media is expected both to implement
tions (CSOs), and the media, were not able to dis-
CSR and to provide a platform for dialogue and
cuss and act jointly in a constructive way on
learning on CSR among the stakeholders. The
issues concerning the role of business in society
project focused on the critical role of the media,
due to a low level of understanding. CSR aware-
i.e. of facilitating the establishment of public ac-
ness raising and advocacy across all stakeholder
countability rules and procedures on CSR. Fol-
groups and regions in the countries involved in
lowing on the general project recommendations
22 A W A R E N E S S
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for work with the media, the GCLN in each coun-
dia Forum on Corporate Social Responsibility,
try has developed its approach to engagement
attended by journalists from all five project coun-
with the media on the basis of continuous infor-
tries. More than one hundred media repre-
mation exchange with, and replication of good
sentatives from all around the world, together
practices from the other GCLNs involved in the
with experts from the private sector, came to-
project. Some of the approaches that have
gether to discuss how the media can reinforce
evolved in different project countries as good
CSR development. The main objective of the Fo-
practices for engagement with the media are
rum was to launch a debate on the two dis-
highlighted below.
tinctive roles of media – as a promoter, watchdog and educator on CSR-related issues, on the one hand, and as a business with its own social
> In Belarus, engagement with the media through
and environmental responsibilities.
a meticulously coordinated and executed media campaign is required in the implementation of the plan of every GCLN initiative and part-
CSR National Conferences
nership project. The network maintains a close relationship with a number of key media con-
Another awareness-raising practice imple-
tacts, which are systematically kept fully in-
mented across all five countries participating in
formed about the projects and activities im-
the project is the tradition of organizing annual
plemented by the network and its members.
CSR conferences. The annual conferences stimulate collaboration among the GCLN members
> GCLN Armenia has developed a series of six TV programmes aimed at educating the gen-
and between the GCLN and other organizations involved in CSR in each country:
eral public on CSR and GC. They have been broadcast through various national TV stations
> In Ukraine, the GCLN in the capacity of ana-
across Armenia, reaching out to an audience
lytical partner has traditionally supported the
of over a million people.
CSR annual conference, which is organized by the leading business magazine Expert.
> GCLN Ukraine introduced a National Contest for journalists on the good analytical material on
> In Moldova, collaboration between AmCham
CSR in Ukraine. Its main purpose is to improve
and GCLN on the development and imple-
CSR coverage in the Ukrainian media and to raise
mentation of the CSR conference has been of
awareness of corporate citizenship. The Ukrain-
great mutual benefit.
ian GC network has also set an example by organizing, in partnership with Expert magazine
In all five countries, the Annual CSR Conference
and MTS Company, the first International Me-
has become a major factor contributing to CSR
23 A W A R E N E S S
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awareness raising and GCLN outreach. It has
proving the competitiveness of SMEs, and practi-
been particularly effective in regard to the SME
cal demonstration of CSR implementation by SMEs.
community for maintaining the level of engage-
The GCLN strategy for SME engagement includes
ment and dialogue among all stakeholder
a sequence of activities, beginning in 2009, with an
groups and for building momentum around the
SME round table attended by 80 representatives of
CSR and the GCLN agenda.
GCNM, SMEs and the public administration. The event was organized within the 2009 National SME
The CSR conferences also play an important role
Forum whose main objective is national economic
in bringing international and regional experience
sustainability based on the development of per-
to the local actors. They allow companies and
formance capacities of the SME sector. The main
other GC members to present their activities and
goal of the round table was to promote social re-
plans with respect to CSR. Also, by giving recog-
sponsible practices and to demonstrate how SMEs
nition to the local champions and providing a
can apply these practices by involving staff and
platform for exchange of good practices, they en-
company management involvement, which allows
ergize the network, raise awareness, put critical
the company to increase their long-term compet-
questions on the table and maintain the debate
itiveness on the market. Following the round table,
on CSR. These conferences contribute to main-
GC Network Moldova held a contest“The good en-
taining the ongoing discussions on how global
trepreneur of the SME sector”. The topic of how
responsibility trends can be applied to specific
SMEs apply CSR also has a central place on the
countries, what role different stakeholders can
agenda of the Annual CSR conference in Moldova.
play to strengthen CSR adoption and widespread
The GCLN is in the process of organizing regional
implementation, and consequently, what value
training workshops for SMEs in the northern and
GCLN can bring to companies and society.
southern regions of the country on general induction to CSR and multi-stakeholders partnerships.
Country good practice:
The regional SME training sessions will culminate in a CSR contest award and a CSR training session
Moldova – Fostering CSR awareness within small- and medium-sized enterprises (SMEs)
during the 2010 National SME Forum. The framework of activities presented above, supported by the commitment of the GCLN’s Co-
One of the priorities of the GC network Moldova is
ordinating Board of Directors to expand engage-
reaching out and engaging with SMEs. The ap-
ment with SMEs and to bring more SMEs into the
proach successfully combines multi-stakeholder di-
GC network, presents a good practice for ad-
alogue on the SME challenges in adopting CSR,
dressing SME issues in Moldova that could be
awareness raising on the benefits from CSR for im-
replicated in other countries.
24 A W A R E N E S S
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NETWORKING AND INFORMATION EXCHANGE ne of the highly valued benefits offered
the membership meetings, the Annual Network
through the GCLNs is the opportunity
Meeting of the GCLN has evolved as the highest
for GC members to meet regularly, for
decision-making platform in the GCLN’s gover-
networks to get to know each other and
nance process. Through their participation in the
other external parties to the network, and ex-
Annual Network Meetings/General Assembly, all
change valuable information for their respective
network members are responsible for giving final
organizations.
approval of the network’s workplan, making
O
strategic decisions related to the network’s governance and activities, and electing its gover-
Cross-country good practice
nance body, the Steering Committee/Board of Directors. The Annual Meeting is also the place
Global Compact Annual Meeting
where the network members present and discuss the companies’ good practices in CSR. The
The practice of organizing annual network
Annual Meetings institute the GCLNs and con-
meetings for GCLN members is firmly estab-
tribute towards building a sense of ownership
lished within all five GCLNs. Also, it is one of the
among the member companies.
project’s good practices that contributes to the exchange of information, networking and strengthening the collaboration among the net-
Country good practice:
work membership. These meetings are important GC forums where members share good practices and leadership examples, while the new GC members receive their membership cer-
Ukraine – Sharing Experiences to Foster GC Good Practice and Develop the GCLN
tificates, are given recognition for their commitments, and have the opportunity to engage in
One of the best practices of the project is that
the network’s initiatives for the first time. Among
the fastest developing and advanced networks
25 N E T W O R K I N G
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act as host of study tours and conveners of networking meetings, bringing together all networks participating in the project for sharing information and lessons learned. GCLN Ukraine has evolved as a host of intra-regional events involving other participants in the regional project. For example, one such intraregional meeting marked the 3rd anniversary of the GC launch in the region and served as a local knowledge-sharing platform where representatives of the Belarusian, Moldovan and Ukrainian GCLNs shared their experience, achievements, challenges and good national partnership projects. A representative of the GCLN Ukraine Secretariat was invited to present the Ukrainian experience at the annual meeting of the GC network in Belarus. In 2007, GCLN Ukraine hosted a study tour of a Kazakhstan delegation of journalists, winners of a national contest on the good article on a CSR topic, accompanied by Kazakhstan businesses and civil society organizations. In 2006, a delegation including two representatives from the National Bank of Serbia and a representative from the UNDP Serbia visited Ukraine to obtain first hand information and experience on network development as a part of a preparatory mission before the official Global Compact launch in Serbia.
26 N E T W O R K I N G
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COLLECTIVE ACTION AND COLLABORATION WITH OTHER ACTORS obilizing collective action within the
portant local actors, has been successfully repli-
network on different priority issues is an
cated in Georgia with the creation of a CSR Co-
important factor for building a sustain-
ordination Group of 12 organizations, including
able network. Through collective action,
leading business and employers associations,
each of the GC networks can effectively engage
bilateral donors and NGOs. For the first time in
and interact with other social actors to promote
Georgia, a group of different organizations has
the creation of an enabling environment for cor-
agreed to publicly sign a letter of agreement to
porate citizenship and to raise awareness among
show that all organizations involved in CSR are
other stakeholders.
coming together with a commonly agreed
M
agenda for action on CSR. The coalition has evolved as one of the GC project’s most valu-
Cross-country good practice
able contributions to the development of a national CSR agenda.
Building a Coalition for CSR promotion
In Moldova, collaboration between AmCham and GC on development and implementation
The close collaboration initiated by GC Network
of the annual CSR conference has been of great
Armenia with AmCham, the Eurasia Foundation
mutual benefit. During the last three years, the
and the British Council is an important driver for
two organizations have worked jointly on de-
raising awareness, and maintaining dialogue
veloping CSR conference agendas, organizing
and engagement on CSR among the business
conference sessions, marketing the conference,
community in Armenia and with external actors
and attracting speakers and participants. De-
interested in or already investing in Armenia.
spite the challenges in coalition building, it has proven a good practice in bringing together di-
This good practice, which represents a model
verse stakeholders for CSR promotion.
of coalition-building that brings together all im-
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Country good practices
ered to have high potential to stimulate the country’s development.
Belarus: The “Socially Responsible Business for the Sustainable Development of Small Towns” campaign: Promoting innovation, collaboration and partnerships for practical solutions
Today, the campaign is a compilation of many different streams of activities that are woven into one joint effort. The activities have lives of their own and naturally grow and expand driven by the ideas and enthusiasm of the GC members and the growing number local par-
In 2008, GCLN Belarus successfully prepared
ticipants from the small towns. For example,
and launched a country-wide campaign, “So-
help lines for entrepreneurs to provide coun-
cially Responsible Business for the Sustainable
selling in CSR and practical issues concerning
Development of Small Towns”. The campaign is
development and implementation of public
among the best practices of the project –
service projects have been organized. In addi-
which provides a model for unlocking the un-
tion, the business incubator “MAPZAO” held
limited creativity and initiative of the corporate
three workshops on the basics of entrepre-
sector toward addressing specific CSR-related
neurship and established the Foundation
issues of significant importance for all stake-
“Minsk Region, 21st Century” to facilitate dia-
holders nationwide. It also builds a practical na-
logue between local authorities, communities
tion-wide platform for well-coordinated
and business on the implemention of local sus-
activities based on wide multi-stakeholder col-
tainable development programmes and for
laboration with the active involvement of all GC
building multi-stakeholder partnership proj-
business members.
ects. The campaign has produced and disseminated a wide variety of awareness-raising CSR
The idea for the campaign originated as a result
publications, and articles about the campaign
of brainstorming among the network mem-
have been published in mass media.
bers. Its main objective is to involve businesses in resolving the development challenges in
One of the important innovative aspects of the
small towns by attracting investment, creating
campaign is that it actually serves as a platform
new jobs and stimulating local entrepreneur-
for developing a new model for partnership proj-
ship. Approved and supported by the Ministry
ects, involving all members of the network
of Economy, it enhances dialogue between
around a cluster of individual projects that are in-
government/local authorities and businesses
terlinked, while each project had its specific
on the implementation of small-town devel-
place within the overall development agenda of
opment programmes. The campaign is consid-
the campaign. A number of partnership projects
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of GC members that have both high develop-
GCLN major national initiave for all stakeholders,
ment results and long-term business return have
but also presents a highly innovative collective
been developed in the framework of this cam-
action approach focused on making an impact
paign. For example, in June 2009, a summer café
on two levels: the policy level – establishing pol-
was opened in a small town as a result of the
icy dialogue with ministries and government on
partnership project “Business solves small
the topics of green tariffs, renewable energy and
town problems”. One of them is the Telemedi-
the Kyoto Protocol; and the implementation
cine Development Project, which is provided to
level – engaging organizations, promoting en-
the population in the remote regions of the
vironmental public awareness and stimulating
country using cellular communication tech-
corporate and individual behaviour change
nologies. Medical cardiological data of the pa-
with respect to the environment.
tients can be transferred via wireless mobile communication from any point in Belarus to a
On 3 July 2008, the campaign was launched by
specialized doctor in order to carry out a precise
the official signing of the Go Green Declaration
diagnostic. This project makes it possible to pre-
by business and civil society leaders. Since its
vent critical situations in cardiology through op-
launch, the campaign has implemented a
erative counselling by specialists using TeleECG;
number of joint actions and initiatives, includ-
it also helps re-train, and decrease the isolation of
ing, inter alia: a national photo contest “Caring
medical workers in small, populated areas. An-
for Our Planet: Addressing Climate Change”
other partnerships is the Telemedicine Develop-
(June 2008); Global Compact corporate clean-
ment Project, which started in 2008 and is now
up weekends at Trukhaniv island in Kyiv (July,
being developed in many regions of Belarus.
2008; October, 2008; April, 2009; September 2009; April 2010); various partnership projects,
Ukraine: The “Go Green” campaign: Establishing innovative, interrelated initiatives
including three waves of the social advertising campaign on environmental challenges (2008– 2010); and “Green Office” training for GC members (February 2009). The Go Green campaign
The Go Green campaign launched by GCLN
was established as an ongoing initiative as it
Ukraine presents another good practice for col-
continues to expand within Ukraine. Among
lective action and collaboration, combining
the highlights of the campaign are two major
multi-level strategic planning and implementa-
events superbly executed by the GC Secretariat
tion of multiple clusters of interrelated initiatives.
and the GC network, namely:
This is the first initiative in the region that addresses the issue of climate change in great
> The National Survey on Climate Change
scope and depth. The campaign acts as the
Perceptions (December 2008–January
29 COLLEC TIVE AC TION AND COLLABORATION WITH OTHER AC TORS
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2009) – This is the first survey on climate
These and many other innovative initiatives
change perceptions, providing a compre-
within the framework of the Go Green cam-
hensive picture of climate change awareness
paign represent important good practices from
within Ukraine. Survey results were pre-
the GC project in Ukraine for replication across
sented and discussed during the first Ukrain-
the region. The idea of the campaign is already
ian Business Summit on Climate Change.
being replicated in Moldova. Green collective actions are also implemented by the members
> The Ukrainian Business Summit on Climate Change – The United Nations Office
of GCLN Belarus, and are gaining popularity in Armenia and Georgia.
and Global Compact Network in Ukraine, with the support of the Ministry of Envi-
The Go Green campaign illustrates another
ronment, conducted the First and Second
good practice created by the GCLN Ukraine
Ukrainian Business Summit on Climate Change
Secretariat – a comprehensive approach for the
in 2009 and 2010. GCLN Ukraine is the first
development and implementation of network
network acting as convener of a continuing
activities. The network activities are grouped in
national debate on the issues of climate
thematic “streams” presenting specific GC prin-
change. They not only succeeded to organize
ciples or priority CSR topics, such as “environ-
the first national business summit on climate
mental stream”, under which the Go Green
change in the region, but further established
campaign was developed. Each stream in-
it as a traditional annual forum. The climate
cludes a spectrum of activities and methods of
change summits contribute to raising aware-
engagement, from awareness raising, research
ness on climate change among the gov-
and training, to events, campaigns, and in many
ernment, business, the expert community
cases, policy dialogue and partnership projects.
and NGOs, and also provide a platform for
Each stream is also supported by operational
discussions on the role of business in climate
structures within the network’s governance
change mitigation, new innovative business
and organizational system: the work is imple-
models for environmental protection, state
mented under the leadership of the respectful
facilitation of ecological responsibility of
working group responsible for planning, deliv-
business, the necessity of PPPs and the im-
ery towards targets, and reporting to the net-
portance of eco-friendly technologies and
work; all WGs are coordinated and supported
energy efficiency. The second Summit fo-
by the Secretariat. This thematic stream-based
cused on, inter alia, the new diverse global
approach for the development of network ac-
challenges linked to climate change and the
tivities has been replicated by GCLN Serbia.
necessary strategies businesses needed to face them.
30 COLLEC TIVE AC TION AND COLLABORATION WITH OTHER AC TORS
good practices:Layout 1
>
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CONCLUSION
hile the context in each of the project
CSR that meets the needs and demands of
countries may differ, the good prac-
businesses, governments and associated
tices presented all offer approaches
stakeholders. Each of these good practices
that have been successful in expand-
may be adapted to the unique situation of a
ing and enhancing participation, awareness
specific country or regions as a means to in-
and practice of corporate social responsibility
crease regional, national and local participation
within and among GC Networks. The good
of business, government and other stakehold-
practices have proven useful and successful in
ers interested in increasing business competi-
the countries with respect to the the following
tiveness through CSR practices.
W
categories: 1. Outreach 2. Learning 3. Policy dialogue 4. Awareness raising and advocacy 5. Networking and information exchange 6. Collective action and collaboration with other actors. These good practices provide a range of proven approaches and activities that may help a country or region to increase knowledge, and influence policy and practice in CSR within the framework of the GC networks, without limiting other innovative approaches or measures for fostering inclusive, practical
31 C O N C L U S I O N
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Box 1. The Ten Principles of the United Nations Global Compact Launched in July 2000, the UN Global Compact is a both a policy platform and a practical framework for companies that are committed to sustainability and responsible business practices. Through a wide spectrum of specialized workstreams, management tools, resources, and topical programs, the UN Global Compact aims to advance two complementary objectives: > Mainstream the ten principles in business activities around the world > Catalyze actions in support of broader UN goals, including the Millennium Development Goals (MDGs) As a leadership initiative endorsed by chief executives, it seeks to align business operations and strategies everywhere with ten universally accepted principles in the areas of human rights, labour, environment and anti-corruption. Human rights Principle 1 - Businesses should support and respect the protection of internationally proclaimed human rights; and Principle 2 - make sure that they are not complicit in human rights abuses. Labour Principle 3 - Businesses should uphold the freedom of association and the effective recognition of the right to collective bargaining; Principle 4 - the elimination of all forms of forced and compulsory labour; Principle 5 - the effective abolition of child labour; and Principle 6 - the elimination of discrimination in respect of employment and occupation. Environment Principle 7 - Businesses are asked to support a precautionary approach to environmental challenges; Principle 8 - undertake initiatives to promote greater environmental responsibility; and Principle 9 - encourage the development and diffusion of environmentally friendly technologies. Anti-corruption Principle 10 - Businesses should work against corruption in all its forms, including extortion and bribery.
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www.unglobalcompact.org/
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GOOD PRAC TICES United Nations Development Programme Europe and the CIS Bratislava Regional Centre Grรถsslingova 35 81109 Bratislava Slovak Republic Tel.: (421 2) 59337-111 Fax: (421 2) 59337-450 http://europeandcis.undp.org
U N D P, B R A T I S L A V A , 2 0 1 0
Fostering multi-stakeholder partnerships to achieve MDGs in the Western CIS and Caucasus in the Framework of United Nations Global Compact