1. Corporate responsibility
excellence
Implementing the Global Compact
through the GLN
Kiev, January 28, 2009
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2. What is excellence?
When companies align corporate responsibility priorities and
strategic business priorities…
…to (ultimately) create sustained competitive advantage.
Trends in CSR Management
Organized
Many
compliance Strategic
programs
and
aligned
with the
Where
business
most
companies
are

3. The business side of CSR
Loss of operating license
Strike, talent scarcity
Disinvestment Operating License
Retention, productivity
Long-term investors
Community Shutdown, delay
Shareholders
Market loss
Employees
Renewal, expansion
Open markets
Export market Use stakeholder learning to refine
Government
products & services
Regulators
Increased cost Allocate resources
Strengthen competitive Campaigns
Company efficiently
position
Reduced cost
Financiers NGOs
Improve management quality
& staff performance
Cooperation
Suppliers Media
Disruptions, transfer of risk
Clients
Quality, stable supply
Negative publicity
Reputational benefits
Contract loss, competition
Stable markets, premium pricing

4. The Global Leadership Network (GLN)
A network of leading global companies engaged and involved
in advancing excellence in the area of Sustainability and CSR
Major
Multilateral
Major US
Chemical &
Local ad on the
Agricultural
ground Expertise
corporation
in Brazil’s Market
Multi-faceted
conglomerate Integrated
construction
services with
growing
International operations in
Corporation Latin America
with major
Four major, global
operations in
companies looking
Brazil
at the role of ICT,
supporting global -
Conglomerate
sustainable growth
with plantations
across all sectors
operation across
Latin America
Part 1 - 4
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5. Areas of work
GLN works with its global members in…
Groundbreaking R&D Global/ Regional Reach Shaping Leadership
Leading Engagement
+ + +
• GLN guides
• Global Networks
• Attributes of leading
• Engagement with
including China, Brazil
CSR performers signatories in how to
Leading Companies
implement - UN
• Washington, May 08 - • GLN OpenAccess Tool • Jun 08, India UN Global
CSR Metrics Global Compact
Compact Progress &
• ESG Performance Leaders Summit in
• New York, Nov 08 -
Value workshop
excellence system (self-
Performance Excellence Geneva on July 07
• IFC emerging markets
assessment, live
• Customized Advisory • “Transforming the
engagement
benchmarking, guidance
Work (Strategic advisory Change Rhetoric into
on implementation) • Nov 2008 Beijing CFCSR -
service to GE, Alcoa, Dow Shared
Hall of the People Responsibility”
etc.)
Part 1 - 5
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6. How do you achieve excellence?
GLN framework for excellence
Key issues help drive
business strategy
Stakeholders become an
Business
asset for innovation
Strategy
and strategy
Performance systems
build responsible
Engaged
Lead when and where management into
Learning
going alone cannot quality systems
produce desired results
Leadership Operational
Excellence

7. Attributes of excellence
Determine where you are Identify key areas to invest in Advance to create value
Common areas of value Understand development Highlight ROI and value-
creation pathways added
HR management reflects CC
goals Develop metrics to
measure value and
Mature
Advance CC performance facilitate progress
through R&D
Build solutions with supply
Take practical steps
chains On the way
to improve
performance
Use marketing and sales to
achieve CC priorities
Communicate the
Manage environmental Start-up
right information to
footprint in operations
key audiences
Apply public policy to solve
toughest challenges

8. The GLN UNGC model
• Using the GLN framework and tools to IMPLEMENT the Global Compact
• To realize the strategic value of the UN Global Compact Principles, for
business and society, companies need to integrate the Principles into
their core business model
1. Identify how the Principles and other key societal issues function as a
driver of business success and societal value
2. Integrate the UNGC Principles and corporate citizenship into business
strategy
3. Support performance and Communications on Progress

9. Continuous progress- today’s exercise
Measure and report on
progress Determine the issues
Reflect on the process and the Work with colleagues to map business
reports and share the results with vis-à-vis CSR priorities and decide
colleagues to implement your which ESG issues to address
strategy
Plan for action
Take the most material issues
through strategic planning process Test the materiality
and identify what actions must be Look at business and stakeholder risks
taken, who must be involved in the and opportunities to understand how
implementation and what targets significant these issues are to the
must be set company
Evaluate performance
Reflect on how the company is taking action
to manage and integrate this issue into the
daily business

10. Looking Ahead
A Journey for Advancing Sustainable Business
1 GLN tool to understand core business risks and opportunities
relating to environmental, social and governance (ESG) issues.
Determine the core issues
2 Attributes Benchmarking to determine how the company
Assess performance in key compares to other global players, and establish a risk/
areas of the organization opportunity map to set the stage for strategic planning.
3 Value Chain Analysis to identify areas for innovation and
Realize business solutions
collaboration, and integrate identified key strategic
and create societal value
investments into the company’s core business processes.
Part 2 - 10
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11. Thank you!
www.gln-online.org
Aris Vrettos
Senior Advisor
aris@accountability21.net

12. Additional slides

13. Real-time benchmarking

14. Evaluating potential

15. Support with COP

16. AccountAbility
Our Experience
Mediator
Bringing together expertise from research,
standards and tools development and
engagements
Global
Network
Global
Research & Tailored Mediator
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Development Services
Thought We operate as a We work in We work at the
Leadership is the global networks partnership, tailoring Interface between
basis for with partners and to every partners civil society and
groundbreaking members across all stage of development corporate and
advisory services continents public interests