Maxime Goualin, Ethics & Responsibility Coordinator Schneider Electric
We are part of it!
Jean-Louis Merveille, Vice president of Sustainable Development Vallourec
We are part of it!
Frédérique Gaulard, CSR Director Groupe Bel
We are part of it!
Julie Petithomme, CSR responsible Carrefour
We are part of it!
Lionel Bourceret, Quality director Aubay
We are part of it!
Jean-Hugues Hermant, Project manager sustainable development Veolia
THE GLOBAL COMPACT
The world’s largest voluntary corporate sustainability initiative.
The UN Global Compact has currently over 8,000 business participants and 4,000 other stakeholders. This initiative requires participating companies to produce an annual COP detailing their work to embed the Ten Principles into their strategies and operations, as well as efforts to support societal priorities. This platform aims to help you reach the GC Advanced reporting level.
Join us! It is possible, follow the guide!
GC Advanced COP level, what is it?
The GC Advanced COP level is the highest level of differentiation of the COP. It aims to encourage a high standard of reporting and corporate sustainability performance. Participants are encouraged to aim towards high-quality reporting and to submit their COPs to the GC Advanced level by disclosing on the implementation of the Ten Principles into their strategies and operations, actions taken in support of broader UN goals and issues, and on corporate sustainability governance and leadership.
The GC Advanced COP criteria can serve as a roadmap for companies of all sizes towards enhanced corporate sustainability performance. It enables companies to share and compare best practices, as well as to identify opportunities and non-financial risks.
A GC Advanced COP, what does it entail?
All participants of the UN Global Compact are encouraged to continuously improve within their sustainability journey and disclose on progress made each year. This is encouraged through the COP differentiation levels (GC Learner, GC Active, and GC Advanced).
Between 2011 and 2015 nearly 600 companies have submitted at least one COP at the GC Advanced level of which close to 10% are French companies.
How to attain the GC Advanced COP level?
Global Compact business participants are asked to annually submit a COP that is publicly available on the United Nations Global Compact website. It is possible to publish an already existing sustainability or annual report as a COP.
To meet the GC Advanced level, COPs must include the following:
A statement by the chief executive expressing continued support for the UN Global Compact and renewing the participant’s ongoing commitment to the Global Compact initiative and its principles.
Disclosures on 21 criteria categorized as follows:
Preliminary questions and Annexes;
The Ten Principles (criteria 1 to 14);
United Nations Goals (criteria 15 to 18);
Corporate Sustainability Governance and Leadership (criteria 19 to 21).
Through testimonials and best practice examples, this platform helps you in preparing a COP at the GC Advanced level.
Be part of the world’s largest platform for corporate sustainability and follow an established framework for responsible business
In the year 2000, Kofi Annan called on companies to engage in ambitious responsible business efforts, to which to date over 8,000 companies have responded to. This platform is recognized today as the world’s largest voluntary corporate sustainability initiative. Participation in the UN Global Compact adds value to the company through the integration of principled business into operations and strategy.
Become a CSR leader
Participating in the Global Compact and achieving the GC Advanced COP level demonstrates a concrete commitment to CSR. Submitting a COP at the GC Advanced level allows companies to be recognized as CSR leaders.
Give visibility to your engagements
For the submission of a COP, a company has access to a framework which helps in formalizing a CSR strategy and suggesting good practices to adopt. The COP showcases the company’s commitment to its stakeholders and summarizes relevant actions.
Build a roadmap
The GC Advanced COP criteria touch on some of the most relevant topics related to CSR performance. Commitment to this approach enables a company to understand its overall performance and to monitor its progress.
Principles and criteria
Preliminary questions & Annex
Self-assessment question 1 •
Does your COP contain, if relevant, a description of policies and practices related to your company's core business operations in high- risk and/or conflict-affected areas?
It is up to each company to define the areas ofrisk to their activity. The company can rely on recognized organizations such as the Ministry of Foreign Affairs, Transparency International, Gaïa Index etc.).
ANNEX 1 :
The COP describes policies and practices related to the company's core business operations in high-risk or conflict-affected areas.
The best practices presented in the COP can be specific to high-risk and/or conflict-affected areas or for the entire perimeter covered by the company’s operations.
ANNEX 2 :
The COP describes policies and practices related to engagement with local authorities the company's government relations in high-risk or conflict-affected areas.
These may be the liaison with public authorities in general (local, national or international).
ANNEX 3 :
The COP describes local stakeholder engagement and strategic social investment activities of the company in high-risk or conflict- affected areas.
These may be local authorities, NGOs, associations, local communities etc.
Self-assessment question 2 •
How is the accuracy and completeness of information in your COP assessed by a credible third party?
A credible and independent third party can be used voluntarily (i.e. Global Compact peer review) and/or can be imposed by regulation.
Self-assessment question 3 •
Does your COP incorporate one of the following high standards of transparency and disclosure?
Principles & criteria
the 10 Principles into Strategies & Operations
in Support of Broader UN Goals and Issues
Corporate Sustainability Governance and Leadership
Criteria 1 •
The COP describes mainstreaming into corporate functions and business units.
The company integrates the Global Compact Principles in its governance and business units (services, subsidiaries etc.).
How did you manage to integrate your CSR (corporate social responsibility) policy into your company strategy?
The company integrates and promotes the Global Compact Principles within its value chain.
How does Corporate Social Responsibility help you to rethink your companies’ classical scheme regarding projects of mobility?
We had the green light to reposition our consulting offers for the following reasons: Business in need of structural change, employees were in search of professional fulfilment and job belonging, and the need for environmental vigilance was now crucial and unavoidable
The three pillars of sustainable development were booming in our economic market and we made the choice to present it as a real opportunity to our clients.
From upstream to downstream in our value chain, we are pushing to include human and environmental criteria in all calls for tender. We are widening the views to encourage our principals to take into account offers economically viable and sustainable overtime.
Through our approach to tenders, we are challenging our providers to be more innovative and opening our markets to local and vibrant start-ups.
In the same spirit, we are looking for the end of old stereotypes by introducing socially responsible economic actors and integrating circular economy into our projects.
We now build our projects with an open mind and introduce the 3R system (Reduce, Reuse, Recycle). As a result our partners are proud of themselves thanks to an ethical, human, and responsible way of conducting business.
Lauriane-Rosalie QUINIOU, In charge of environnement (QSE / CSR / EMS) - Modencia
The COP describes robust commitments, strategies or policies in the area of human rights.
The company’s Human rights cross-cutting policies (strategy / targets) from the highest level executive of the company. Policy, procedure, social agreement, internal commitment etc.
What effect does human rights have on a French medium company today?
Since its inception in 1922, ARMOR has built a series of technological innovations (carbon paper, print cartridges, thermal transfer, photovoltaic film, current collectors). As it has evolved, ARMOR has built a coherent social model for its employees while paying particular attention to the economic performance guarantee of continuity.
ARMOR believes in management by trust, team spirit, respectful and constructive social dialogue, and the well-being of its employees. Each employee has the opportunity to be an actor for progress and change. We want to be socially responsible and build a human enterprise, aiming for coherence between our actions and beliefs.
Living and working in France, a free and democratic country, is an opportunity. But it does not excuse us from questioning our practices in respect of human rights. In 2008, we launched DECαPLAN and Alternative Print Programme, 2 operational action plans in support of our CSR strategy. They include several areas of progress on social responsibility.
For example, the signing of the French Diversity Charter in 2011 pushed us to progress in our recruitment process and in our internal development processes by incorporating principles of equal opportunity and non-discrimination.
ARMOR is now present on four continents and in 19 countries. The group intends to influence responsible practices in the countries where it is located by sharing its practices in a spin-off vision, pooling and through the development of synergies.
The COP describes effective management systems to integrate the human rights principles.
Concrete deployment (action plan) and implementation method to integrate the Human rights Principles. Training, awareness, audit, implementation etc.
How the Human rights are incorporated in the company's management systems?
Vast and complex at the same time, Human Rights are fully integrated in our CSR policy’s pillars. Human rights’ different aspects are identified and taken into account through our Materiality matrix and they are tackled through our action plans, which are rolled out throughout the company’s activity cycle and closely linked with all our stakeholders.
In fact, beyond compliance of regulations, Human Rights principles are part of Gecina’s business model and organization through the following:
its assets and services anchored on the concept of Responsible Building ;
its extended management of the value chain based on Responsible procurement policies ;
its responsible business conduct, respecting the Ethics Charter ;
its human resources management which integrates respect of diversity, promotion of well-being at work and a better balance between professional and private life (e.g Parenthood Charter).
Since 2011, a specific annual budget has been set to balance the salary-gap between men and women within the same professional category.
The COP describes effective monitoring and evaluation mechanisms of human rights integration.
The company has monitoring and evaluation mechanisms to ensure respect of Human rights.
Indicators, audit results, reporting etc.
Why does your company care about the respect of human rights by its suppliers?
As a signatory of the United Nations Global Compact, L'OREAL is committed to respecting and promoting Human Rights.
This is a long-standing commitment and we refer in particular to the Universal Declaration of Human Rights and the United Nations Guiding Principles on Business and Human Rights.
We also actively support the UN Women’s Empowerment Principles.
Making such commitments necessarily means setting up systems to ensure they are respected.
Given the number of countries in which L'Oreal operates, it is not always an easy task, but we have been working on this for many years in the spirit of continuous improvement.
Consideration for Human Rights is namely embedded in our various operating procedures, such as for instance during the acquisition due diligence process or when choosing security service providers.
The Group Purchasing Department is also involved namely regarding the selection of suppliers and subcontractors. Our Buy & Care Program is a daily example of this.
Emmanuel LULIN, Senior Vice President and Chief Ethics Officer, L’Oréal
The COP describes robust commitments, strategies or policies in the area of labour.
The company’s labour cross-cutting policies (strategy / targets) from the highest level executive of the company.
Policy, procedure, social agreement, internal commitment etc.
What is your take on the equality of opportunity?
Aubay wishes to promote the equality of opportunities for all, without distinction of gender, age, ethnicity or disability.
In order to prevent all forms of discrimination, Aubay is committed and has signed several agreements, whether relating to the employment of older people or for the professional equality between women and men at work. Within the Aubay group, the percentage of women with management responsibilities is 40% while the percentage of women in the workforce stands at 28% (in France, 48% against 30%).
Aubay also leads a policy based on the equality of opportunities for many years now: an agreement renewed this year for 3 years by the Mission Handicap, which reflects the desire of the company to strengthen its social commitments and multiply the actions promoting recruitment, integration and maintaining employment of disabled workers. Our five priority goals are: to inform and to raise salary awareness through various communication channels (posters, brochures, guides, videos, etc.), to boost recruitment with an increased presence on school forums and job fairs, to support and train internal stakeholders in order to optimize the integration of new employees with disabilities, to increase the use of services offered by the sheltered sector, to support, and finally to participate and promote sporting and cultural initiatives lead by disability support associations.
Nadia Morales, Director of Recruitment, Director of Communications, Aubay
The COP describes effective management systems to integrate the labour principles.
Concrete deployment (action plan) and implementation method to integrate international labour standards. Training, awareness, audit, implementation etc.
Health and safety at work is an absolute priority for Air France. How do you raise employees’ awareness about this issue?
Ensuring workplace health and safety protection for its workers and partners is an absolute priority for Air France: it is a part of our sustainable development policy, “Air France takes care”.
Our policy is based around 5 priority themes – prevent serious accidents, adopt and enforce rules, develop ergonomic initiatives, contribute to a better quality of work life and consolidate our management system.
We use “Objectives Contracts” signed by the different Divisions in presence of Air France’s Chairman and CEO, a strong managerial commitment, everyone’s joint efforts and respect of their individual responsibilities, to prevent the risks related to our operations and guarantee regulatory conformity. A multi-disciplinary network has been set up to take action alongside managers, at the heart of our operations.
Our system of experience feedback encourages spontaneous feedback on dangerous situations. It plays a vital role in preventing accidents.
Training programs in gesture and posture-saving practices have been developed. Musculoskeletal disorders represent indeed a major accident prevention challenge – protecting workers’ health and performance go hand in hand.
Employees, senior management and social partners are regularly informed of the elements required to correctly manage workplace health and safety. Air France’s health and safety management system involves company staff in an improvement process. It obtained recognition in 2014, with OHSAS 18001 certification.
Nathalie Simmenauer, Vice President, Environment and Sustainable Development
Christian Louis, Vice President, Social Affairs and Prevention
The COP describes effective monitoring and evaluation mechanisms of labour principles integration.
The company has monitoring and evaluation mechanisms to ensure respect of international labour standards. Indicators, audit results, reporting, etc.
In what way are integrity principles linked to international labour standards a CSR Performance lever for Veolia?
Professional risks prevention, health and safety at work are the core values of Veolia, the leader in environmental services.
Our primary wealth and consequently our first asset are the women and men working for our company. Our first priority is to sustainably preserve everyone’s health and safety and at the same time protect our clients and the communities we serve. It is an obligation for everybody without exception.
In order to continue to progress, we are committed to ending any situation likely to generate risk; we systematically install prevention devices able to efficiently address any action or condition that may pose danger for our employees or our stakeholders, suppliers or subcontractors.
This commitment is a major focus of our CSR policy as it is of utmost importance to guarantee and promote our employees’ fundamental labor rights, but also those of our suppliers’ and subcontractors’ employees.
We want to make it a performance lever for our company. The sustainable purchasing policy is one of our emblematic tools since it contributes to improving our Group’s economic performance; it allows for the anticipation of risks; with our suppliers we engage in responsible approaches that include innovation and value creation.
Pierre Victoria, Vice President Sustainability, Veolia
The COP describes robust commitments, strategies or policies in the area of environmental stewardship.
The company’s environmental stewardship cross-cutting policies (strategy / targets) from the highest level executive of the company.
Policy, procedure, social agreement, internal commitment etc.
What does represent the project of marketing interruption of deep-sea fishing for Carrefour?
Nature is Carrefour’s biggest supplier. Carrefour relies on the resources available and the protection of the world’s natural environment to offer high quality, healthy and varied products. Consequently, Carrefour has chosen to work with its partners on two key priorities: the fight against waste to preserve natural resources and the protection of biodiversity in order to maintain nature’s ability to renew itself.
Our work on marine resources is strongly emblematic of our approach to promoting biodiversity. Overexploitation of the seas can have an impact on the range of products we can offer our customers. Changing our supplies according to the stock status of species and the impact of different fishing techniques allows us to help preserve the functioning of marine ecosystems. This is why we have chosen to stop selling deep-sea fish, including tusk, sabre fish and grenadier.
But this is no easy choice! It has generated many debates and contradictions. As a distributor and not a scientific expert or marine professional, we have worked in collaboration with a number of stakeholders, including consumers, NGOs, scientists, fishermen and suppliers. After this initial consultation, however, we must plan our own course of action - even if this is not agreed upon by all! For us, CSR is a way of making collaborative decisions and ultimately helps us to do our job better.
The COP describes effective management systems to integrate the environmental principles.
Concrete deployment (action plan) and implementation method to integrate the environmental Principles.
Why should an SME try to reconcile People, Planet and Profit?
The economic crises we are currently experiencing condemns solutions that do not address economic, social and environmental issues simultaneously. CSR is the ideal mechanism for adopting a new approach to company performance in order to create innovative solutions.
Back in 2007, Cepovett and its stakeholders decided to launch a development aid project for Africa, beginning with a Max Havelaar-certified fair trade cotton business. Today, the group’s environmental commitments are designed to measure and reduce environmental impact throughout the entire life-cycle of its products, and to offset CO2 emissions through a voluntary reforestation strategy in France, Africa and Asia. The “Arbre de vie, coton solidaire” project is one of the group’s socioeconomic and environmental initiatives in which a rare tree on the verge of extinction is planted, and whose fruit then produces an oil that can be used as an organic pesticide on organic cotton plantations.
Everyone agrees on the need for a more circular economy that cares for mankind and the environment, creating sustainable, evenly distributed value, as well as new jobs, fair, responsible growth, and well-being for all.
Cepovett’s efforts to reconcile People, Planet and Profit drive the group’s overall performance.
Marc Jacouton, Director of External Relations and Sustainable Development, Cepovett
The COP describes effective monitoring and evaluation mechanisms for environmental stewardship.
The company has monitoring and evaluation mechanisms established to ensure respect of environmental stewardship. Indicators, audit results, reporting etc.
Why is RTE interested in biodiversity?
Sustainable development is present in each of RTE’s activities through the “Sustainable network programme” built on four commitments: support for the energy transition, involvement in local development, better resource management and biodiversity development, and joint efforts to achieve success in a constantly-changing world.
Reflecting on action for the environment means thinking about relationships, interdependencies, solidarity, and more… the same concerns we address for the electricity network! The land under our 100,000km of lines crosses a range of landscapes, 90% of them in rural areas, making it a very suitable setting for work on biodiversity. That’s why protecting biodiversity is a major axis of our environmental policy. We’re proud to say that this commitment was officially recognized by France’s National Biodiversity Strategy in 2012.
We work hand in hand with a number of local actors: elected officials, nature protection associations, hunters, regional parks, natural conservation areas, experts, scientists, etc. This gives us the benefit of advice and expert knowledge, enhancing understanding of our interactions with ecosystems so we can develop environments that are conducive to biodiversity. Thanks to our discussions and partnerships, we are jointly constructing more ambitious projects and assessing them more effectively.
These measures in favour of biodiversity are a source of motivation and pride for all RTE’s employees. Our ambition is to combine intelligence and innovation to contribute to the construction of France’s “Blue and Green Infrastructure” and promote positive biodiversity under our lines!
Nathalie Devulder, Director of Sustainable Development at RTE
The COP describes robust commitments, strategies or policies in the area of anti-corruption.
The company’s anti-corruption cross-cutting policies (strategy / targets) from the highest level executive of the company. Policy, procedure, social agreement, internal commitment etc.
Why the prevention of the corruption is an absolute necessity?
Companies that have significant operations worldwide must incorporate the risk of bribery and corruption into their governance methods and development strategies.
Understanding and mitigating these risks joins in a more global and responsible risk management policy.
Over the past 10 years or so, Thales has continuously reaffirmed the principle of zero tolerance for all forms of bribery and corruption through a global prevention programme based on:
a worldwide organisation and dedicated resources;
integrating prevention procedures into the company’s operational processes;
internal alert systems;
a robust internal control and auditing system;
awareness and training programmes for employees.
Furthermore, when all players in a given sector work together to develop collective initiatives, they can establish global standards of ethical conduct that create a level playing field for all competitors.
This is why Thales is so involved in the many committees, working groups and task forces that are addressing these issues; it is one of the key aspects of its anti-corruption, sharing and circulating of best practices policy. Consequently, Thales has contributed to establishing directives and standards common to all the sectors of activity such as the OECD’s “Good Practice Guidance on Internal Controls, Ethics and Compliance” or, more specifically for the Aerospace and Defence industry, the Common Industry Standards at European level and the Global Principles of Business Ethics published by the International Forum on Business Ethical Conduct for the Aerospace and Defence Industry (IFBEC).
The COP describes effective monitoring and evaluation mechanisms for the integration of anti-corruption.
The company has monitoring and evaluation mechanisms established to ensure the fight against corruption. Indicators, audit results, reporting etc.
How did you set about guarding against corruption at Séché Environnement, and how did you implement those principles in the Group?
“The Group put in place a Code of Behaviors and Actions as early as 2003. This aims to describe the eight ethical commitments which all employees have a duty to comply with. Commitments 7 and 8 were developed in 2008 jointly with Transparency International France. Through these values, the Group reaffirms its zero tolerance of corruption, and ensures that all its employees abide by the rules. The Code is issued to all salaried workers. As well as making ethical behavior and compliance with the law and international conventions the fundamental rule governing how we do business, Séché Environnement has also implemented a whistleblowing procedure. This is a tool which aims to guide and inform staff members if they ever encounter difficulty in interpreting the rules contained in the Code, or if they have any doubts as to how they should be applied in a given situation.
Whistleblowing is also something we can use to detect non-compliance with laws and regulations, or to reveal cases of behavior likely to seriously threaten the operating rules of society in general. A whistleblowing alert can be made via a dedicated e-mail address.
Daniel BAUMGARTEN, Director of Sustainable Development, Séché Environnement
The COP describes core business contributions to UN goals and issues.
The company's main activities can meet the global challenges of the United Nations (2015-2030 Sustainable Development Goals and United Nations goals).
To what extent do the actions you are implementing contribute to progress which goes beyond your company's borders globally?
Today, as a global company with operations all around the globe, we have a responsibility that goes beyond fulfilling regulatory and legal requirements. As a consequence, we develop global approaches in which business and responsibility are inevitably intertwined.
Our Access to Energy program is the perfect example. When it comes to access to energy, the world is paradoxical and unfair. More than two billion people on the planet are energy privileged and don’t even question the idea of having energy. On the other hand, 1.3 billion still do not have reliable access to clean electricity. For them, sources of energy – kerosene, flashlights, and wood-based biomass – are polluting and expensive, and endanger health. What is even more unfair is that the poorest people pay the most for energy, compared with developed countries. Reducing the energy break is a worldwide challenge and the United Nations Secretary-General fixed an objective of universal energy access to be achieved by 2030.
Created in 2009, our Access to energy programme is based on the fact that electricity is the foundation for progress. Access to modern energy not only improves the quality of life of low-income populations, but also facilitates access to healthcare, education and development through entrepreneurship.
The innovation that we can produce here at Schneider Electric and the technologies that we have are adapted to extremely difficult environments in order to serve the needs of the most deprived populations. If we want our solutions to be sustainable, it needs to be set up and maintained over time. To do this, we have decided to implement an ambitious training program for young people from poor backgrounds to give them the profession of an electrician to serve their community.
Gilles Vermot-Desroches, Sustainability & BOP SVP, Schneider Electric
The COP describes strategic social investments and philanthropy.
Through its relations with its employees and/or external stakeholders (local community, organizations etc.), the company contributes to the United Nations goals. This can be done by investments related or not to the company’s activity (financial or skill-based sponsorship).
Why have you chosen to create a fund dedicated to financing social enterprises?
It is actually a question of two distinct but complementary funds: a feeder fund for professional investors on the one hand and an investment fund for private investors on the other, 90% of which is made up of SRI securities and a maximum of 10% of investment in social enterprises.
The objective of this initiative is twofold. Firstly, to respond to the long-term financing needs and equity of social enterprises, a need we identified during a study we carried out last summer. Secondly, it allows us to offer our different types of client products that are adapted to their expectations: to give meaning to individuals’ savings, and to offer institutional and private banking clients the opportunity to make an investment anchored locally and with a significant social and environmental impact.
With an objective of €10 million by mid-2015, and €40million within three years, the feeding fund, eligible to solidarity based employees’ saving funds wishes to grow quickly to support around thirty French companies with social objectives by the end of 2016. This project is part of a larger support programme for social enterprises in France which includes the training of customer service representatives, the setting-up of specific credit policy and an impact study project which we are in the process of starting up.
We are proud of this initiative which demonstrates our wish to create high-performing, responsible products which respond to the needs of our different types of client.
Nathalie Jaubert, Corporate Social Responsibility Department, BNP Paribas
Why has SAB implemented partnerships with the world of education?
For many yearsSAB, which specializes in banking software, has been interested in the worlds of Education and Research.
Our company allows the university to address professionalization and in turn the(se) exchanges contribute to the accumulation of knowledge which lends itself to building professional skills. University is a rich pool for our future employees.
So we had to work to find bridges to establish cooperation which would be both beneficial to teaching and to the company. For this reason, for over twenty years, SAB has invested to bring sustainability to both worlds.
The mission to support the creation of an IT engineering school was obvious to us and it has continued since 2003 through regular missions within the IT school. Recruiting 3 apprentices is an indication of our support to the implementation of the cyber security training which is a unique program in France.
Research is essential in our business and the idea of creating SAB Trophy for sustainable finance dedicated to Research was obvious. Matching our corporate purpose, it rewards scientific works and was made in partnership with OIFD, bringing together people in finance and research as well asthe SKEMA Business School,, itself adherent to the Global Compact.
All the actions taken until now are part of SAB’s culture: beyond its traditional role as an economic player, essential to the creation of values and wealth for the environment, SAB has to contribute to social exchange and understanding values, which are essential to human progress.
The business sphere which includes training, , is an essential pillar that company’s must sustain and share.
The COP describes advocacy and public policy engagement.
The company publicly supports the United Nations goals and/or is publicly committed to the public policies implementation related to the UN goals.
France, as all EU member states, already applies the most restrictive standards in this area. So why did France, and DCNS, want to participate to the drafting of the Arms Trade Treaty?
Non-governmental organizations started to act as of 2003 in favor of regulation on the sales of classical arms. In 2006, action was undertaken at the United Nations by the initiative of the British government, which gained rapid support from France. A group of governmental experts began meeting as of 2007.
The treaty had a dual goal:
The establishment of the strictest possible common standards to regulate or improve the regulation of international arms sales between States.
Contribute to preventing and eliminating the illicit trading of classical arms (in particular small-caliber arms that are responsible for thousands of fatalities per year) and their diversion.
The goal of the treaty is, in more general terms, to contribute to international and regional peace, security and stability, which is the reason for our desire to obtain a significant result. It is the first treaty to be negotiated within the United Nations in relation to arms control since the adoption of the treaty on the complete banning of nuclear weapons testing (CTBTO) in 1996.
Given that three States were opposed to the final consensus (Iran, Syria, North Korea), the treaty was put to a vote by the United Nations General Assembly, which adopted the treaty on 2 April 2013 with a very large majority (154 votes in favor, 23 abstentions and 3 oppositions).
The COP describes partnerships and collective action.
The company can engage with public or private organizations, through a contractual or non-contractual relationship, in order to contribute to the United Nations goals through concerted actions.
Why did the Bel Group decide to focus on informal networks?
The French team of Bel Access Sharing Cities initiated the project starting from the simple fact that in many emerging markets, street vendors are even more numerous than traditional stores. They therefore represent a tremendous growth opportunity for our business particularly in countries where the share of the informal sector in the economy is important.
The design of the platform was carried out by the French teams of Bel Access, who spent several months in the field in Vietnam to meet and interact with hundreds of street vendors, before launching the pilot project. Bel Vietnam has also fully participated in this project through the creation of a special team on site. It is now composed of 10 people. To bring Laughing Cow® in their basket, three measures have been put in place to convince street vendors:
a health micro-insurance to those individuals making less than a dollar a month, paid by Bel the first year;
access to banking and financial services through the creation of a bank account;
vocational training in connection with an NGO to train future "nano-entrepreneurs".
Two projects are currently underway in the framework of Sharing Cities, one in Ho Chi Minh City in Vietnam and one in Kinshasa in the Democratic Republic of Congo. Distribution of projects based on street vendors in the informal sector were also introduced and replicated in Cameroon and Ivory Coast. In all, there are more than 3500 street vendors who are now involved in the Sharing Cities platform.
Around 2020, the Bel Group plans to work with 35,000 vendors across 16 cities in 14 countries, mostly in Africa but also in Asia and Latin America.
Jean-Marc Guesné, Inclusive Business Manager and creator of Sharing Cities platform, Groupe Bel
The highest hierarchical level of the company publicly supports the Global Compact Principles.
What place takes corporate social responsibility at Pernod ?
Corporate Social Responsibility and economic performance go hand in hand. To be successful today and in the long term, companies must be exemplary.
Therefore, Pernod Ricard has placed CSR at the core of its strategy and has identified it as one of its 8 global business priorities. The Group’s CSR mission is to “act and be recognized as the leader of responsibility in the alcohol industry”.
Our Corporate Social Responsibility strategy is deeply rooted in the concept of conviviality, which is at the heart of the Pernod Ricard culture: sharing, respect and dialogue are essential principles.
Our new CSR model is focused around four areas of commitment, each imbued with this mindset: Empower our employees, Promote responsible drinking, Protect our planet and finally, Develop our communities and engage our partners.
Sustainable Development is not a given and can be implemented if and only if everyone, at every level, is convinced. Furthermore, to ensure the success of our CSR deployment, the approach must be adapted to the decentralized Pernod Ricard organization. Thus, the appropriate governance mechanisms have been put in place:
High management level: common governance of Human Resources and CSR; CSR is integrated within the Board of directors’ missions through the Nominations, Governance and CSR committee; A CSR Advisory Committee
A CSR Leaders network in 80 countries
Adaptation of Pernod Ricard CSR Commitments to each country / departments with concrete and relevant guidance
Implementation by all employees on the field, for example through the Responsib’All Day, a global day of mobilization to promote responsible drinking
Bruno Rain, Managing Director in charge of Human Resources & Corporate Social Responsibility, Pernod Ricard
The Board is sensitized and involved in the CSR efforts of the company.
As Risk Manager for CGG how do you assure that the management of risks related to the UN Global Compact principles are visible at Executive and Board levels?
CGG has put in place an Enterprise Risk Management (ERM) program to assure that key risks are identified, assessed and managed and that these risks are made visible to our Executive Management and to the Board. As a world leader in Geosciences, we offer a wide variety of services and products across the world, exposing the company to diverse operational risks as well as risks related to the geographies in which we work. Among these risks are compliance and reputational risks in the areas of human rights, labor standards, environment and corruption.
Two practices which we have implemented have shown to be particularly effective in helping us manage and give visibility to these risks. First, we have formalized the close working relationship of ERM, Internal Audit and Internal Control in the Risk Monitoring and Coordination Committee, known internally as “the Triangle.” We have also formalized the working relationship among General Secretary, Ethics committee and ERM in the Compliance Committee. These working relationships sharpen our view of risks and risk related events and also provide coordination as we make issues visible to the Executive Management and to Board Committees. The second practice has particularly helped us to make risks and risk management visible to the Board. Each year we develop with the Audit Committee a schedule of risks to be reviewed by each Board Committee during the ensuing year. This allows Board Committees to perform a “deep dive” on each of the Group’s important risks on a rotating schedule. The risk deep dives require a significant amount of time but provide rich exchanges with Board committees. I am pleased to work with a Board that spends so much of their time on identifying and addressing risks and that supports our Group values around human rights, labor standards, environment and anti-corruption.
The company integrates and promotes the Global Compact Principles to its stakeholders.
In what way has CSR become central to running your company?
« Nothing can be changed (durably) without ensuring the support of the whole team.. Each member of staff has to be able to find his/her bearings and develop a shared culture with co-workers. Sidièse is a communications agency dedicated to addressing issues arising from changes in the world and in society. This is therefore no accident …
Various initiatives converge on this objective of “common culture. To name but three:
Firstly, our “SD minute”, a shared weekly news update, with feedback on the subject of sustainable development, responsible consumption, or the Social Solidarity Economy, etc.
Our “Entre Nous” – three-monthly ‘drinks and debate’ evenings where we invite an expert or personality known for their commitment to give a sort of “Master Class” to the agency staff and around twenty of our clients and partners. In this way we can widen the circle and nurture this common culture with our stakeholders.
Our third initiative is training. We ensure that all our staff undergo a two-stage training course in CSR and responsible communication. These are the ABCs to “join in the adventure”.
Of course, its not always as easy as it sounds. In a service business, its a fight against time. Often the nature of our activity tends to put off these moments of sharing, and the challenge is to make sure that they become absolutely indispensible. We must make up our mind, and stick to our guns! And thats when CSR requires a great deal of diplomatic talent…
Launched in 2000, the United Nations Global Compact is a call to companies everywhere to voluntarily align their operations and strategies with 10 universally-accepted principles in the areas of human rights, labour, environment and anti-corruption.
United Nations Global Compact participants are requested to annually submit the following:
A statement by the chief executive expressing continued support for the UN Global Compact and its Ten Principles;
A Communication on Progress (COP).
The 10 Principles are rooted in international Declarations and Conventions:
1. Businesses should support and respect the protection of internationally proclaimed human rights; and
2. make sure that they are not complicit in human rights abuses.
3. Businesses should uphold the freedom of association and the effective recognition of the right to collective bargaining;
4. the elimination of all forms of forced and compulsory labour;
5. the effective abolition of child labour; and
6. the elimination of discrimination in respect of employment and occupation.
7. Businesses should support a precautionary approach to environmental challenges;
8. undertake initiatives to promote greater environmental responsibility; and
9. encourage the development and diffusion of environmentally friendly technologies.
10. Businesses should work against corruption in all its forms, including extortion and bribery.
The official French local network of the UN Global Compact was established in 2003 by the French President, Jacques Chirac, and the Secretary-General of the United Nations, Kofi Annan. In 2015, France counts with more than 1050 business participants and other stakeholders. Global Compact Network France’s objectives are as follows:
Promote the Global Compact and its Ten Principles in France;
Increase the number of participating companies in France and welcome micro-enterprises to the local network;
Support participants in their sustainability efforts;
Foster a neutral and stimulating platform for CSR exchanges, promoting mutual learning;
Facilitate the promotion of the United Nations Global Compact and CSR practices in France;
Introduce partnership projects between participants and other organizations;
Foster a stimulating and dynamic network of companies and organizations contributing to sustainable development; Organize a number of activities towards the exchange of good practices with large or small organizations across all sectors i.e: Annual General Meeting, thematic conferences, lunch meetings, webinars;
Organize stimulating working groups with peers on major CSR issues;
Participate in the preparation of the COP 21 to be held in Paris in December 2015;
Provide individual or group coaching on CSR related topics including the drafting of an annual Communication;
Make available "Global Compact Network France - We Support" logo to participants;
Engage companies’ local subsidiaries or partners in CSR related activities.
The GC Advanced Working Group, launched by Global Compact Network France, gathers different types of companies (i.e. size, business sector etc.) with a commitment to responsible business. This group is a forum for dialogue, reflection and collective learning to advance the implementation of the GC Advanced level’s 21 COP criteria. The group’s objectives are to:
Foster a dialogue towards the implementation of best practices in responsible business;
Strengthen companies’ internal processes to fully integrate the Ten Principles;
Provide facilitation tools;
Collectively build a strong group advancing and championing CSR;
Enhance understanding of the Global Compact;
Enable external assessment of COPs by facilitating COP peer-reviews.
This hub was developed by Global Compact Network France and its Club GC Advanced. It serves to guide companies towards drafting and submitting a COP at the GC Advanced level.
This website also features GC Advanced level criteria and associated best practices proposed by Global Compact Network France members. You can find materials below which serve to enhance and improve your CSR practices.
The COP policy is rooted on the concept of business responsibility, transparency and continuous improvement. The UN Global Compact does not evaluate CSR performance of companies; nevertheless, COPs are publicly available in order to encourage stakeholders’ views and feedback.
Upon submission of a COP on the UN Global Compact website, participants will be required to complete an online self-assessment questionnaire indicating what the COP covers. Based on those responses a COP will automatically be categorized under of the following categories:
GC Learner: COPs that do not meet one or more of the minimum requirements. A Participants submitting a COP at the GC Learner level will be given a one-time, 12-month “Learner” grace period to submit a new COP that meets all requirements.
GC Active: COPs that meet the following minimum requirements: 1) statement by the chief executive expressing continued support for the UN Global Compact and renewing the participant’s ongoing commitment to the initiative; 2) a description of practical actions the company has taken or plans to take to implement the Ten Principles in each of the four areas (human rights, labour, environment, anti-corruption; and 3) a measurement of outcomes.
GC Advanced: COPs that qualify as GC Active and, in addition, cover the company’s implementation of advanced criteria and best practices.
*Non-communicating: Companies that fail to submit a COP within the required deadlines, or if the COP does not reach the GC Active level after the end of the « GC Learner » period.
Business participants must submit their first COP within one year from the date of joining the Global Compact. All subsequent COPs are due within one year following the previous submission.
The overall format of a COP is flexible and COPs can be prepared in any language as long as they meet the minimum requirements. COPs should be fully integrated into the company’s main stakeholder communications, most often your annual or sustainability report.
Business participants that do not have formal reports can create a separate document as their COP.
How to submit a COP at the GC Advanced level COP.
In case of a foreseeable delay in a COP submission, business participants may request a grace period of 90 days from the COP deadline by submitting a Grace Letter on the UN Global Compact website, providing a reasonable explanation for the delay and stating the date by which the COP will be submitted. Participants that do not submit a COP before the deadline are designated as non-communicating on the Global Compact website. If a non-communicating participant fails to submit a COP that meets all COP requirements within a year of becoming non-communicating, it will be expelled from the Global Compact.
Finally, business participants can adjust their COP submission deadlines to their reporting cycles by submitting an adjustment request to the Global Compact website, indicating the timing of the participant’s reporting cycle. Such a request will result in a one-time deadline deferral of up to 11 months.
Participate in the platform
Business cases illustrating the 21 criteria were submitted by our members.
Feel free to contribute to this platform and increase your visibility by sending us your best practices! Download and complete a blank form, and send it to us!
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