Regional Leadership Through UNGC Principles : Cases and Practices of Nine Local Networks

human rights labour environment anti-corruption
Regional
Leadership
through UNGC Principles
1
CASES & Practices of Nine Local Networks in Asia

3
Regional
Leadership
through UNGC Principles
CASES & Practices of Nine Local Networks in Asia
In a unique regional cooperation project and the largest such exercise, nine
Local Networks in Asia assess the past, present and future; discuss local and
regional priorities, besides a new role that they find themselves in a new global
architecture; and reveal how they are inspired to play a decisive role as a
formidable bridge between businesses and United Nations Global Compact at
national, regional and global levels.
December 2014

4
I am pleased to learn that Global Compact Network India
(GCNI) has taken the lead to work with its eight counterparts
in Asia region namely Local Networks of Bangladesh, China,
Japan, Korea, Maldives, Nepal, Pakistan and Sri Lanka on a
unique regional cooperation project titled ‘Regional Leadership
through UNGC Principles: Cases and Practices of Nine Local
Networks in Asia’.
The cases from the regional Local Networks are unique and
diverse and yet bring out a common approach to their work at their
country levels. Each of the participating Networks in the regional
cooperation project has focused its work on a broad range of
issues including sustainability, CSR, human rights, CoP and good
governance. Therefore the deeper engagement of the regional
peers would not only strengthen them by multiplying their mutual
strengths but would also bring in a greater synergy of purpose
and common understanding of UNGC principles at the entire Asia
Pacific level.
GCNI has recently been adjudged a regional leader in Asia Oceania
region in terms of its membership enrolment, programmatic
interventions and financial sustainability. The Network has in the
recent past also led a number of initiatives, including providing
inputs on CoP and training support to Maldives Network and
support to Kenya Network to set-up its governance system.
Another such initiative that India Local Network is currently
leading is the setting up of the ‘Asia Pacific Resource Centre on
Responsible Business Practices’ to effectively engage with its
partners in the region and undertake more, broad-based and
catalytic initiatives around ten universal principles of UNGC, broad
UN goals and some of the key initiatives of the Secretary General
of the UN. These initiatives will only strengthen the bonds between
regional peers and counterparts and result in larger regional
cooperation in the future.
I take this opportunity in congratulating Local Networks of
Bangladesh, China, India, Japan, Korea, Maldives, Nepal, Pakistan
and Sri Lanka in forging this unique partnership to bring out case
studies from Local Networks in the Asia region and wish the launch
of the report in Dhaka in December, 2014 during the regional
meeting of UNGC a grand success.
Foreword
Dinesh K. Sarraf
President, Global Compact
Network India, and
Chairman & Managing Director,
Oil and Natural Gas Corporation Ltd.

5
Regional Leadership through UNGC Principles
Next year will be crucial for our world. The international
community seeks to both reach a meaningful agreement
on climate change and put forth a new global
development agenda. The Global Compact is mobilising business
to play a critical role, and we are relying on Local Networks to spur
action on the ground.
A growing number of Networks, like those in Asia, have the
capability to convene, organise and implement massive business-led
solutions, and facilitate collaboration and collective action to
address sustainability challenges. It is clear that Local Networks
are undertaking a wide range of activities and there are numerous
benefits for companies that engage.
Publications like this collection of best practices are instrumental
to helping Local Networks flourish. By collaborating and sharing
experiences, Networks can learn much from one another and
can have an even greater positive impact on global challenges. I
commend the Local Networks in Asia for this effort and encourage
other Local Networks to follow their example.
Preface
Georg Kell
Executive Director
United Nations Global Compact

6
Introduction
A s the United Nations Global Compact works to bring
business perspectives and actions to the post-2015 global
development agenda, we envision Local Networks as key
players in opening the door for the private sector to contribute to
broader UN priorities – such as water, climate, food, peace,
equality, decent jobs and education. We look to the Networks
to help take the initiative to scale by engaging in dialogue with
relevant multi-stakeholders, facilitating public-private partnerships
and driving local implementation of the UN Global Compact
principles.
That is why we welcome this publication, which emerged from a
collective effort among Local Networks in the Asia/Oceania region
and was led by the Local Network in India. The cases and best
practices demonstrate the essential role Networks play in bridging
the gap between global and local perspectives and rooting global
norms, issue platforms and campaigns within a national context.
The publication is an excellent example of how Networks can
share knowledge and learn from one another’s experiences
interpreting global and local sustainability challenges within a
specific context.
It is our hope that this publication will inspire Local Networks and
their participants from around the world beyond the Asia/Oceania
region. I commend the Asian/Oceania Local Networks for their
collaboration and encourage them to set even higher aspirations
for individual Local Networks as they collectively go forward.
With continuous commitment, we are confident that the Local
Networks will soon become the main entry point for corporate
sustainability discussions across countries in the Asia/Oceania
region and will all be seen as national sustainability hubs.
Walid Nagi
Head of Local Networks
United Nations Global Compact

7
Key Messages
“It is heartening to see that Global Compact Network India has led the initiative to build a unique and
inspiring collaborative project with its eight counterparts in Asia, triggering a new paradigm in regional
cooperation. Local Networks in Asia are clearly set to become a transformative force, setting the
development agenda and collectively steering it. This cooperation project is one such important step
in that significant direction”.
Dr. Uddesh Kohli, Executive Member, Governing Council, Global Compact Network India
“As the largest sustainability platform in the world, UNGC provides a unique collaboration opportunity
for its national networks by sharing best-in-class approaches. Improving the common learning and
implementation processes of the ten principles throughout the world is the best way to contribute to
sustainable inclusive growth and help raise quality of life for humanity. Asian Local Networks’ project
to document their efforts is a commendable step.”
Dr. Yılmaz Argüden, Chairman, Local Networks Advisory Group, United Nations Global Compact
“This report reflects the efforts and aspirations of the Asian Local Networks, which are creating strong
leadership synergy for business in their countries. It is a first in the history of UNGC, as a consolidation
of best practices generated through promotion of the ten principles. The report sets the tone for
collaboration in other regions and shows the way forward for Local Networks to play an effective role
as the voice of UNGC in the future.”
Fasihul Karim Siddiqi, Member, Local Networks Advisory Group, United Nations Global Compact
“Education, the focus of Aide et Action International’s work, brings people together and helps
them grow. So does the UN Global Compact Network, by bringing various companies, academic
institutions and civil society organisations together. That is how I see an organic linkage between Aide
et Action and Global Compact Network India.”
Ravi Pratap Singh, Regional Director-South Asia, Aide et Action International - South Asia
“This report offers perspective on the potential of UNGC as a glocalised forum driven by its multi-stakeholder
outreach across nations, reinforced by Network collaboration for benchmarking and
scaling at the local level, and strategic engagement with transnational business at the regional. It is
pertinent that Asian Local Networks have taken the lead in demonstrating this promise, given the
significance of Asia in the global economy.”
Poonam Madan, Founder & Managing Director, Inesa Advisory Services, India

8
Special Acknowledgement to
Representatives of Participating
Local Networks in Asia
Dr. Uddesh Kohli
Global Compact
Network India
Toshihide Natori
Global Compact
Network Japan
Ahsan Ullah Khan
Global Compact
Network Pakistan
Farooq Sobhan
Global Compact
Network Bangladesh
IM Hong Jae
Global Compact
Network Korea
Fu Chengyu
Global Compact
Network China
Sutheash Balasubramaniam
Global Compact Network
Sri Lanka
We would like to specially thank the contact points of Local Networks in
Asia for their commitment and support extended during the entire length of
the project.
Shahamin S. Zaman, Global Compact Network Bangladesh; Zhao Guowei, Global Compact Network
China; Pooran Chandra Pandey, Global Compact Network India; Izumi Kadoya, Global Compact
Network Japan; Eunkyung Lee, Global Compact Network Korea; Athifa Ibrahim, Global Compact
Network Maldives; Nabina Shrestha, Global Compact Network Nepal; Fasihul Karim Siddiqi,
Global Compact Network Pakistan; Rasika Withanage, Global Compact Network Sri Lanka

9
Executive Summary
meeting was held on the side lines of XIIth Annual
Local Networks Forum in Addis Ababa, Ethiopia
in June 2014, by Local Networks in Asia, to
deliberate on areas to kick start collaboration
among nine Local Networks spread across the
Asian region for scaling up regional collaboration
and showcasing their good practices to expand
their operational remit and explore large-scale
projects and programmes in the region together.
This research study is realisation of the
collaborative efforts made by these Networks
and is being undertaken under the aegis of the
‘Asia Pacific Resource Centre on Responsible
Business Practices’ of Global Compact
Network India (GCNI). The study demonstrates
a broad range of issues being undertaken by
Local Networks in Asia through innovation
around content and services that they have
developed as part of membership offerings.
The study also demonstrates strong visible
impact in terms of knowledge and best practice
sharing and collaborative working relationships
among the Local Networks (LNs) in the region.
Conceptualisation of the project is backed by
the interest of these Networks in feeding the
dialogue process of partnership and collaboration
to support joint agenda setting. The publication
is aimed to leverage knowledge of the Local
Networks and synergise joint efforts towards
achieving regional cooperation for expansion and
implementation of the ten universal principles at
regional level in Asia.
‘Asia Pacific Resource Centre on Responsible
Business Practices’ initiated by the India Local
Network is fulfilment of a long-felt need of its
members, UNGC signatories and other key
stakeholders needing access to credible data,
content, resources, and knowledge management
systems for furthering their business portfolios.
Some ‘glocal’ developments such as the
2 per cent corporate social responsibility
spending mandate by Indian government and
In the face of growing political, economic,
social and environmental challenges, the
ten principles of the United Nations Global
Compact (UNGC) form a relevant vehicle to
advance innovative solutions for creation of a
sustainable world. With the mandate to work with
the corporate sector and other key stakeholders
across the globe, the UNGC conjoins private
sector activities with civil society initiatives
towards inclusive corporate sustainability in the
global economy, acting as a leadership platform
with global dimensions. It also works towards
aligning businesses through strategic policy
initiatives with values-based approaches in
achieving sustainable development.
The UNGC has a global spread with the
support of its 103 local country level Networks
established to advance its mandate. These
Networks are groups of participants who come
together to advance the ten principles within
their own national, cultural and social contexts,
facilitating companies to implement and embed
the principles, while creating opportunities for
multi-stakeholder engagement and collective
action. These Networks also deepen learning
and advance knowledge exchange among
participants to promote action in support of
broad UN goals. Over the years, UNGC has
grown to embrace leading businesses, SMEs,
civil society organisations, non-governmental
organisations (NGOs), academic institutions and
business associations as its members.
Global Compact Local Networks in Asia
region–Bangladesh, China, India, Japan, Korea,
Maldives, Nepal, Pakistan and Sri Lanka–are
working extensively in the region. The activities
undertaken by each Network form part of an
important knowledge bank for information
dissemination, expertise sharing and promotion
of regional collective action, besides advancing
inter and intra-Network collaboration and
partnership. Taking note of this context, a

10
developments around post-2015 development
agenda further strengthened the case for such a
resource centre. The Centre will be an integrated
knowledge management system that would
leverage resources from local, regional and
global levels, aggregate and categorise data and
feed these into an integrated knowledge hub,
accessible to companies and organisations in
India, South Asia and Asia Pacific region in a
gradually evolving manner.
The study undertaken with support from nine
regional Networks in Asia brings forth a set of
interesting case studies focusing on regional
realities, diversities and contexts in which
the Local Networks operate and sustain.
While being diverse, countries in Asia share a
common development trajectory influenced
by commonalities that weave them together in
their pursuit towards economic development
and social growth. These countries also
represent regional aspirations and share a
unique pathway for disruptive innovations in the
work place, market and community. This trend,
coupled with successful and rather impressive
social development and economic advances,
demonstrates a dramatic improvement on
ground over the past decade. The study also
demonstrates the efforts being undertaken
by nine Local Networks in Asia and how they
leverage and combine local realism with global
developments to offer differentiated solutions in
partnership to members and key stakeholders at
local levels.
Cutting across geographies and local contexts,
some of the commonalities that these nine
Networks in Asia broadly share are interpreted
below based on analysis of the cases:
Regional variance, yet common
purpose
The study sheds interesting light on the
composition and categories of these nine
Asian Networks and their corresponding
programmatic interventions for promoting
Global Compact principles at the frontline
in local contexts while sharing common
greater aspirations and a common purpose.
It also highlights that the formally established
Networks—China, Bangladesh, India, Japan,
Korea, Pakistan and Sri-Lanka—are moving
at a rapid pace to encourage companies in
their respective countries to internalise Global
Compact principles on ground. These Networks
have established successful partnerships and
collaborations with various stakeholders at
local levels and continue to offer creative value
propositions. The emerging Networks—Maldives
and Nepal—are making a strong case by
working towards establishing a firm ground to
enhance civic engagement promoting the ten
principles to increase cohesion among private
sector organisations, public sector institutions
and civil society organisations towards common
objectives that are fully embedded into the local
contexts.
Ten principles offer practical
solutions for attaining competitive
advantages and sustainability in
global markets
The Networks view ten universal principles as a
practical guide to companies that help develop
a social outlook of business organisations
as a new dimension of competitive edge.
To this end, the Networks in Asia have been
consistently working towards encouraging their
members to internalise the Global Compact
principles in their organisations, demonstrate
commitment and incorporate the principles in
their businesses by introducing appropriate
policies and programmes. The Networks also
create awareness about ten universal principles
and responsible business practices and serve
an essential role in rooting the principles in their
national contexts while moving ahead with local
priorities and needs.
Sustainability and corporate social
responsibility (CSR) are regional
levellers
The Networks also realise the importance of
sustainability and CSR being key approaches
to address and manage complex risks and
opportunities in the environmental, social
and governance realms in the region. The
Networks continue to remain convinced
that acceleration of sustainability and CSR
by companies will address challenges
posed by the changing world order and the
demands of society. The Networks also
view practices by companies promoting
compliance, transparency, disclosure and
advancement of ten principles among all
key stakeholders as strategic. To this end,
the Networks offer appropriate platforms for
learning, collaboration and communication to
companies seeking to implement sustainability
and realise the vision of a sustainable world.

11
Innovation around content and
knowledge remains high on Local
Networks’ agenda in Asia
The Networks highlight innovative approaches
adopted by them to formulate their respective
plans and programmes around ten principles.
The Networks are seen to have consistently
been innovating around content and available
knowledge and leveraging these to devise
programmatic interventions around key goals
that best suit their pressing realities and local
contexts. The overall focus of the regional
Networks continues to remain a broad alignment
of local initiatives with a global outlook.
Local Networks are aggregators
and influence global agendas as
catalysts
Each of the nine Networks, irrespective
of their status and country contexts, have
been consistently working to strengthen
capacity of the business community and help
develop strategies and programmes towards
internalisation of responsible business practices
and the Global Compact principles across
the spectrum. The Networks in Asia are also
pursuing several paths made available by UNGC
principles—however, focus on sustainability
issues remains high on the working agenda of
these Networks, reflecting key global challenges.
Another reoccurring approach adopted by
Networks as a tool for impacting the business
community is knowledge management. The
Networks view original and cutting edge research
as an effective mechanism to scale Global
Compact principles and initiate learning and
sharing of good practices by companies, both
internally and externally. These include research
studies, surveys, articles, outcome reports,
newsletters and websites, as instruments for
encouraging corporate action to embed Global
Compact principles by learning from industry
peers.
Peer learning promotes knowledge
and effective outreach
Local Networks across the Asian region are
promoting the peer learning approach to
ensure that it is both an empowering process
for companies demonstrating their practices
and programmes and also an effective learning
process for others that aim to leverage existing
knowledge for aligning their own activities with
the larger set of global goals. They offer peer-based
approaches such as documentation
and dissemination of good practices, research
and surveys, platforms for discussions and
deliberations, forming effective means and
methods to transfer knowledge, skills and
awareness on key issues and work streams
around the ten principles. The Networks also
realise that such an approach offers a credible
learning methodology that encourages industry
peers to participate in activities designed to
embed Global Compact principles in their supply
and value chains.
Partnerships and collaborations
offer opportunities for leadership
The regional Networks continue to focus on
partnerships and collaborations with various
stakeholders to advance key agendas and
mandates. The Networks formulate strategic
and important partnerships with government,
corporate and civil society organisations and
other institutions to develop and implement
effective programmatic interventions that facilitate
internalisation of the ten universal principles.
Networks in Asia are working closely with
various stakeholders to ensure that the principles
achieve greater recognition and acceptance
on ground when scaled up, realising that joint
efforts facilitate collaborations by leveraging the
expertise and experiences of stakeholders.
Networks’ identity, funding and
membership enrolment remain key
agenda issues
Some of key challenges facing Local Networks
include lack of adequate funding, difficulty
in expansion, branding, lack of regional
collaboration, membership enrolment and
resource generation. The participating
Networks also highlight that these challenges
affect the functioning of their organisations
and overall sustainability of the Networks.
Though some of the formal Networks in the
region are addressing these challenges by
building partnerships across the spectrum and
leveraging support from local business, yet
others are adjusting to the situation.

12
Ten Pillars of Transformational
Leadership by Local Networks
in Asia
Local values and realism
Reflection of realities, opportunities and challenges
Greater traction and business case
Demonstration of visible commitments and internalisation of the principles
Innovation and technology
Greater impetus to innovation for faster outreach
Partnerships and collaborations
Creation of efficiency and scale
Peer learning
Improvement in value of interactions and advantageous learning
Networking and policy advocacy
Enabling interactions with governments in support of ten principles
Cutting edge research and practice training
Leveraging knowledge for building local leaders
Branding and visibility
Promotion of ten principles and identification of champions
Resource generation
Sustainability of Local Networks’ initiatives
Governance structure
Cohesion and improvement in processes for efficiency

13
Case Studies of
Local Networks
in Asia
Evidence from nine Asian Networks of UNGC backs the
power of partnerships and cross-Network cooperation
as the future pathway to their success and sustainability.

14
Bangladesh
Launched in 2009 by two designated representatives, CSR Centre and the
Bangladesh Enterprise Institute (BEI), the Global Compact Network Bangladesh
(GCNB) has added 51 signatories and members comprising large companies,
small and medium enterprises (SMEs), business associations, NGOs,
foundations, academic institutions and government entities, all committed to
the vision of endorsing the UNGC principles at all levels within the country
across different sectors and among multiple stakeholders. GCNB aims to root
the Global Compact principles within the national context, while advancing
local priorities and needs.

15
PROGRAMMES AND INTERVENTIONS UNDERTAKEN IN RELATION
TO FOCUS AREAS
Global Compact Network Bangladesh (GCNB) aims to promote sustainable business practices
throughout the country by engaging with stakeholders at various levels to work towards the ten
universally accepted principles laid down by the United Nations Global Compact. To this end,
GCNB has conceived and conceptualised programmes and platforms to further the work on
labour, human rights, environment and business for peace and development, in partnership and
collaboration with multiple stakeholders. It works towards encouraging various sectors to build
CSR capacity through regular training programmes and research. Major programmes initiated by
the GCNB are as mentioned below:
A) CONSULTATIONS AND
PROGRAMMATIC INTERVENTIONS
a) Pillars and Practice
An 18-month initiative was jointly
implemented in partnership with CSR
Centre, Social Accountability International
(SAI) and Danish Institute for Human Rights
(DIHR) for the advancement of UN Guiding
Principles on Business and Human Rights in
Bangladesh. The objective of the programme
was to enhance training capacity of the Local
Network to sustainably promote and assist
key stakeholders in the implementation of
the Guiding Principles (GPs) to operationalise
the United Nations’ ‘Protect, Respect and
Remedy’ framework.
The major activities undertaken within the
scope of the initiative are stated below:
i) Training and capacity building activities
 Conducted workshops and delivered
customised training material on
implementation of GPs
 Capacity building through training
of trainers (ToT) on the GPs to help
companies, governments, trade unions
and civil society to effectively manage
human rights challenges
 Development and dissemination of
localised training handbooks on GPs
 Case study development and due
diligence recommendations of local
implementing partners
 Consultations with multi-stakeholders
through dialogue sessions on key
human rights challenges.
ii) Research under the project
 Development of human rights business
country portal briefings for Bangladesh
 Conducting the Social Finger Print
Assessment of companies.
iii) Policy advocacy initiatives
Through successful initiatives at policy
advocacy and networking levels with
Bangladesh Garments Manufacturers and
Exporters Association, National Human Rights
Commission of Bangladesh and Ministry of
Labour and Employment, the Network was
able to achieve greater inclusion of the GPs
in the policies of many companies in the
country.
b) Developing ‘National CSR
GuidelineS for Bangladesh’
It is an ongoing initiative of GCNB undertaken
in partnership with the CSR Centre, Royal
Danish Embassy of Bangladesh and the
Ministry of Planning, Government of the
People’s Republic of Bangladesh, to formulate
National CSR Guidelines that aim to help
national companies align with international
standards, initiate public-private partnerships
for development and develop a framework for
responsible business action.
The programme seeks to achieve the
formulation of private sector-led CSR
guidelines by 2015 that will support the
prioritisation of CSR reforms in alignment with
the ten universal principles.
Major activities undertaken within this initiative
include:
1. Multi-stakeholder dialogues, consultations
and awareness generation
2. Training programmes on CSR
3. Policy advocacy with key stakeholders.
c) National CSR Policy for
Children
This initiative has been undertaken in
partnership with European Union, Save the
Children and the Ministry of Labour and

16
Employment, Government of the People’s
Republic of Bangladesh to address critical
issues pertaining to disadvantaged and
vulnerable children and youth of the country.
The initiative, while creating awareness
about child rights, is also working towards
introducing a directive for Bangladeshi
private sector to provide opportunities for
employment for youth and to find avenues
for engaging and mobilising young citizens of
Bangladesh in future leadership roles through
training and capacity building initiatives.
Major activities undertaken within this
initiative include:
i) Consultations and Programmatic
Interventions
 Multi-stakeholder dialogue sessions
 Consultations with business associations,
CSOs, NGOs, INGOs, business
chambers, government bodies,
ministries, academia and youth groups
 Awareness programmes
 Development of a draft CSR policy for
children.
ii) Research under the project
Research work on the national and
international codes of conduct, standards,
sector-specific policies, guidelines on CSR
in five Asian countries named ‘Reviewing
of existing CSR Guidelines, Policies and
Codes of Conduct in Bangladesh, India,
Pakistan, Indonesia and China’.
B) RESEARCH AND KNOWLEDGE
MANAGEMENT INITIATIVES
i) Research work for assessment of market
sensitiveness and market environment
for cotton supply chain in Bangladesh to
understand demand patterns and quality
and quantity of supply in the cotton
markets in Bangladesh, with a specific
emphasis on sustainable cotton
ii) Survey of Local Networks on what comes
next after the MDGs.
Outcomes and SUCCESSES
The Network has made progress in promoting
Global Compact and ensuring adoption of
the ten universal principles by companies and
organisations in Bangladesh. Some of notable
milestones achieved by the Network include:
 GRI training in Bangladesh
 Launch of ‘Children’s Rights and Business
Principles’ in Bangladesh
 Introduction of the ‘United Nations Guiding
Principles’ in Bangladesh and ‘Sustainable
Agriculture Business Principles’/‘Food and
Agribusiness Principles’ in Bangladesh
 Growing CSR consciousness and increasing
support from the Government of Bangladesh
 GCNB programme focusing on rights of
children earned Bangladesh the distinction
of being the first country to initiate a national
CSR policy for children.

17
WAY FORWARD
Going forward, GCNB is keen to develop itself
as a cohesive body, with a strong membership
base and increased adoption of Global Compact
principles by companies, organisations and
agencies in Bangladesh through a formal
process. It also planned to implement several
programmatic interventions to increase traction
around ten universal principles. These include:
 Launching the ‘Women Empowerment
Principles’
 Creating more scope for youth development
through UNGC internships and volunteer
programmes.
The Network has over the years developed
expertise in formulating policies and strategies for
effective implementation of CSR by companies
and development partners. Its increasing
engagement with the private sector, through
training, capacity building and research, has
promoted adoption of the ten universal principles
among companies in Bangladesh and has led to
the growth of the Global Compact movement.
The Bangladesh Network aims to leverage
this expertise for developing cross-Network
collaboration with other regional Networks for
sharing and peer learning.
Strategies
a) Policy advocacy with government,
private sector and civil society
organisations
b) Promoting Global Compact principles
for achieving long-term corporate
excellence and setting standards
for socially responsible practices in
Bangladesh
c) Customised training and capacity
building programmes
d) Research and knowledge management
for highlighting good practices
e) Multi-stakeholder dialogues and
consultations.
CHALLENGES
Resource generation and fund raising remain
major challenges facing the Network, with
a direct implication on its functioning. This
challenge is partly because the Network cannot
charge subscription fee from its members. Some
other challenges include a general concern of
the Network not being a legal entity and hence
inability to undertake membership enrolment.
Corporate social responsibility initiatives are gaining
traction regionally and governments are responding to
Local Networks’ action in Asia.

18
China
Global Compact China Network strives to promote sustainable development in
the context of economic globalisation, by encouraging more Chinese companies
to sign up to the UN Global Compact, thus propelling companies to implement
ten universal principles in respect of human rights, labour, environment and anti-corruption.
It also aims to strengthen communication and cooperation between
Chinese companies and the international community to improve their international
status and image. It currently includes 289 members, of which, 80 are from the
non-business category.

19
TO FOCUS AREAS
The Network works towards promoting implementation of Global Compact principles and raising
awareness and mobilising Chinese companies to participate in Global Compact activities and
support its Foundation. It also promotes dialogue for peer learning and knowledge sharing with
members of other Global Compact Local Networks. In order to achieve its objectives, the China
Network uses a combination of summits and conferences, seminars and workshops and training
and research on good practices by Chinese companies.
a) Consultations and
Programmatic Interventions
i) The first ‘Ecological Civilisation & Beautiful
Home’ China summit on Caring for
Climate was organised in July 2013 with
the aim to pursue green and sustainable
development in China and work with the
Chinese business community in particular,
to promote sustainable development.
The summit discussed and exchanged
ideas on climate challenges being faced
by China and the world, policies and
measures adopted by the Chinese
government and the practices and
experiences of Chinese companies in
addressing these challenges. The summit
also promoted the use of innovation and
cooperation among Chinese business
communities to tackle the challenge of
climate change.
ii) The Second China Summit on ‘Caring
for Climate’ organised in June 2014,
which drawing from the conclusion of
the first summit held in 2013, showcased
tangible actions by companies, local
governments and other stakeholders
in China for addressing climate change
and contributing to ecological civilisation.
During the summit, goals, policies,
regulations and measures by the Chinese
government were also introduced.
The summit also marked the launch
of the report ‘Outstanding Chinese
Companies for Caring for Climate and
Building Ecological Civilisation’ and the
compendium entitled ‘Join Forces in
Creating a Beautiful World - Outstanding
achievement from China on addressing
Climate Change and Building Ecological
Civilisation’.
iii) ‘Sustainable Business in a Global Context:
Rights, Risks and Responsibilities
Conference’ and ‘Risk Management
and Human Rights Roundtable for
Practitioners’, was organised in April
2013, which effectively raised Chinese
companies’ awareness on human rights
risks in their global operations and
played a constructive role in promoting
sustainable business and investments in
China.
iv) ‘The Children’s Rights and Business
Principles’ was launched in May 2012,
which outlines actions and measures and
guides businesses around the world to
respect and support children’s rights.
B) Training and Capacity BUILDING
ACTIVITIES
Two training workshops were organised on
the theme of ‘CSR Management under the
Constraint of Environment and Resources’ in
October 2012 and November and December
2013 with the Ministry of Human Resources
and Social Security and China Enterprise
Confederation.
C) Research and Knowledge
Management Initiatives
To collate and promote the experiences
and good practices of Chinese enterprises
in implementing the ten principles, China
Network releases and submits to UN Global
Compact the ‘Global Compact China Best
Practices’ on yearly basis since 2012. So
far 54 best practices have been selected
in six areas; namely CSR management,
environmental protection, protection of
employee rights, compliance, contribution
to social development and CSR report,
which were included in the 2012 and 2013
Yearbooks of GC China.
The China Network has organised several
programmes, conducted research and carried
out various trainings. It has also cooperated
with UNGC and other institutions with a view

20
to further enhance the popularity and influence
of UNGC in China, engage companies in
implementation of the ten principles and initiate
discussions on UN priority areas, impelling
Chinese business community to make an
active contribution to the cause of sustainable
development. Its work has led to significantly
increasing recognition of the Network and has
contributed to following areas:
 Raised the profile of UNGC in all sectors of
society
 Improved its attraction and cohesion,
and drawn enormous attention from key
stakeholders
 Led to the development of a joint proposal
calling upon Chinese companies to jointly
address climate change and commit to green,
circular and low-carbon development.
CHALLENGES
The China Network believes that lack of funding
is a major hurdle in the effective achievement of
its objectives.
WAY FORWARD
Going forward, the China Network believes
that its top priority is to enrol and engage new
members, provide value added services to
members, strengthen the presidium and efforts
of the China Network in implementation of the
ten universal principles. It also believes that its
work in networking, especially, during the C4C
summit and documentation of best practices,
serves as its strength in aiding collective action
plans in the future.
Strategies
a) Awareness raising and mobilising
companies
b) Dissemination of knowledge and
communication of good practices
c) Advocacy for initiatives undertaken by the
Chinese corporate sector
d) Programmatic interventions such as
seminars and conferences
e) Training and capacity building.
Knowledge management is a critical initiative area that
Local Networks in Asia are pursuing vigorously as a
tool for differentiated membership services.

21
India
Launched in the year 2000 and formally registered as a non-profit entity in 2003
to function as the India Local Network of the United Nations Global Compact,
Global Compact Network India (GCNI) is one of the oldest Networks in the world
to be established with full legal recognition. Since its inception, it has served as
a country level platform for public and private sector organisations, civil society
organisations and academic and business institutions, determined in aiding the
alignment of its stakeholders’ practices towards the ten universally accepted
principles of the UNGC. GCNI is currently the largest contributor of signatories
from the Asia Oceania region to the UNGC as per the UNGC Annual Local
Networks Report, 2013 with a pan India membership of 183 organisations.

22
TO FOCUS AREAS
The initiatives undertaken by the India Network aim to advocate for increased uptake of
sustainability and anti-corruption activities by facilitating and building partnerships with public
and private sector enterprises, small and medium enterprises (SMEs), NGOs, academia,
business associations and government. It works through facilitation of peer learning initiatives
and demonstration of good practices of leading Indian companies through multiple platforms
and discussion forums. To achieve its objectives, the Network functions through an effective
mix of programmes and interventions, research activities, training and capacity building efforts,
networking and policy advocacy initiatives.
The programmes established and other consultations held in relation to the focus areas are listed below:
A) ConsultationS and
i) ‘India Business and Biodiversity Initiative’ was
organised in collaboration with the Ministry of
Environment & Forests (MoEF), Government
of India in September 2013 in New Delhi,
where a roundtable among experts and
professionals discussed business and
biodiversity (B&B).
ii) ‘India Collaboration Lab: New Alliances
for Water and Sanitation’, organised in
partnership with UNGC and CEO Water
Mandate in October 2013, bringing together
key stakeholders to catalyse collaborative
action on water access, sanitation, and
hygiene (WASH) and other water resource
management challenges in India.
iii) ‘India Sustainability Dialogue: The Ecological
Challenge’ was convened in collaboration
with BMW Group India in November 2013
to initiate discussions and deliberations on
the outcomes of the Rio+20 conference and
post-2015 development agenda to explore
opportunities, challenges and plans for the
way forward.
iv) ‘India Consultation on Sustainable Agricultural
Principles’ was organised in partnership with
UNGC and ITC in November 2013, which
focused on identifying the main challenges
and opportunities for private sector-led
sustainable agriculture. The feedback from
the discussions of the day was presented
at the Core Advisory Group meeting held in
Geneva in December 2013.
v) ‘International Symposium on Corporate Social
Responsibility’ (IS-CSR) was organised in
December 2013 in Bangalore in partnership
with Deakin University, Melbourne, Australia.
vi) The 9th National Convention, an annual
flagship event, centred on the theme
‘Transformational Leadership: Ways to
Sustainability and Success’ was organised
in February 2014 that examined some of the
critical themes such as leadership, CSR and
public-private partnerships to take forward
the sustainability agenda.
B) TRAINING AND CAPACITY BUILDING
ACTIVITIES
i) A training programme on sustainability and
corporate governance titled ‘Looking beyond
Compliance: Embracing Effective Corporate
Governance and Sustainable Practices’
was conducted in six Indian cities of Delhi,
Mumbai, Kolkata, Bengaluru, Chennai and
Hyderabad, in partnership with Deloitte
Touche Tohmatsu India Private Limited.
ii) Training for the Maldivian Local Network on
the theme ‘Looking beyond Compliance:
Embracing Effective Corporate Governance
and Sustainable Practices’ was held in
December 2013, which aimed at fostering
regional collaboration by sharing India
Network’s expertise on sustainability and CoP
reporting.
i) ‘The UN Global Compact – Accenture CEO
Study on Sustainability 2013’, the largest
such global report till date, presented
evidence-based views of over 1000 CEOs
and business leaders on the past, present
and future of sustainability.
ii) ‘The UN Global Compact – Accenture CEO
Study on Sustainability 2013: Insights from
the CEOs in the Global Compact Network
India’, was carried out in partnership with
Accenture, which presented the commitment
by Indian business leaders to forge systems
that establish new business architecture
based on sustainability.
iii) Dissemination of information through event
outcome reports, activity report, online media
engagement, tri-annual newsletter ‘nutSHELL’
and a monthly knowledge sharing and
networking handbook.

23
Project Activities on Anti-Corruption
UNGC - Siemens Integrity
Initiative
Collective Action Project (CAP), a Siemens
Integrity Initiative, was won by UNGC, and
in turn, UNGC developed partnerships with
Nigeria, South Africa, Brazil, Egypt and India
for its implementation. Under the project, the
Network worked towards providing a platform
for anti-corruption dialogue between the
private and public sectors and incentivising
ethical behaviour of businesses. Some of the
interventions under the programme included:
Programmes under the project
a) 12th Anti-corruption Working Group
Meeting on UNGC principle 10 was
organised in New Delhi in April 2013.
b) Stakeholder Consultation on Sports
Sponsorship and Sports Related
Hospitality was organised in July 2013.
c) Consultation on the theme of ‘The
Interchange: Your Super Highway to
Success’ was convened in November
2013.
d) A symposium on ‘Business Ethics and
Corporate Transparency: Need for an
Emerging Market Discipline’ was organised
in February 2014.
RESEARCH UNDER THE PROJECT
‘Understanding the Demand and Supply
Equations of Corruption and Fraud: An Insight
into Corruption and Fraud by the Private
Sector in India’ that provides insights into
frauds and corruption in India.
UK PROSPERITY FUND PROJECT
Furthering the anti-corruption agenda in India,
GCNI was awarded ‘Strengthen Ethical and
Transparent Corporate Governance Practices
and Further Responsible Development’
project under the UK Prosperity Fund
Programme. The project is aimed to build
a national collective action platform for
responsible and sustainable development
through informed partnerships with key
stakeholders. Some of the interventions
under the programme included:
Programmes under the project
a) Review of a situation paper on ethical
corporate governance environment during
an Expert Group Consultation on Ethical
Corporate Governance organised in
October 2013
b) Consultation to examine the role played
by Independent External Monitors while
implementing Integrity Pact in India in
October 2013
c) A focussed group discussion on Integrity
Pact (IP) in Private Sector organised in
November 2013
d) A conference on Integrity Pact: From
Commitment to Compliance was
organised in December 2013.

24
D) Policy Advocacy Initiatives
Using a wide network of key stakeholders,
the Network has taken a frontline role in policy
advocacy and provides expert support to policy
making in the country. Some important initiatives
under this include:
i) Contribution to evaluation and drafting of the
clauses on CSR in the Companies Act 2013
ii) Outcome report of the ‘India Sustainability
Dialogue: The Ecological Challenge’, which
included key recommendations and industry
focused learnings on sustainability
iii) Participation in the expert group for mid-term
review of anti-corruption initiatives by the
government.
OUTCOMES AND SUCCESSES
Through its various interventions, Global
Compact Network India has achieved the
following outcomes:
 Increased traction and visibility of the ten
universal principles and sustainability issues
among key stakeholders
 Increased peer learning and sharing between
companies and organisations
 Developed a cohesive industry group on
sustainability and sustainable practices
 Adequate showcasing of innovative
sustainability initiatives of companies
operating in India
 Greater involvement of government
for building a cogent environment for
sustainability and related ecosystems.
 Creating awareness and building solidarity
among key stakeholders
 Adequate resource generation.
CHALLENGES
The Network feels that lack of regional
collaboration on priority areas is one of the major
challenges in taking forward collective action
plans for addressing keys issues around UNGC
principles.
WAY FORWARD
Going forward, GCNI proposes to leverage the
Sustainability Alliance Partners’ Group to lead
sustainability initiatives/issues/interventions under
the broad framework of UNGC principles. It, in
the foreseeable future, would take forward the
following initiatives:
 Cutting edge research, surveys and
publications on sustainability and sustainable
practices
 Effective communication and outreach for
adoption of sustainability and sustainable
practices by companies and stakeholders
 Setting up of the ‘Asia Pacific Resource
Centre on Responsible Business Practices’,
an integrated knowledge management hub
on sustainability, ten universal principles,
special initiative of the Secretary General and
corporate social responsibility and corporate
citizenship issues
 Promoting sustainability through a new and
innovative programme called the ‘Cross-
Over Series’ towards inclusive learning and
enlightened leadership to advance uptake of
sustainability and the ten principles
 Global Compact Awards for recognising and
acknowledging companies/organisations
implementing ten universal principles
 Executive training programme to promote and
infuse sustainability in the culture of corporate
leadership through education, research,
training and outreach
 The Network would be organising a strategic
planning meeting in December 2014 for
developing the strategic plan for the years
2015-2020.
GCNI believes that it can effectively aid regional
collective action through cutting edge research,
training and capacity building initiatives,
and mutually-rewarding regional projects in
partnership with other Networks.
Strategies
a) Multi-stakeholder approach
b) Public policy support to the national
government
c) Opportunity for companies to share
their good practices
d) Opportunities to participate in
governance of India Network and
activities of its local chapters
e) Customised training and capacity
building programmes
f) High level networking platform to
explore and strengthen corporate
citizenship and develop partnerships.

25
Japan
Global Compact Japan Network (GC-JN) was founded in 2003 as a platform for
furthering UNGC initiatives in Japan. Seeking to upgrade its activities,
GC-JN transformed its organisational structure in 2008 and became a legal
entity in 2011. Its governance system is organised by board members and an
auditor, with the GC-JN convening its General Assembly annually and steering
committee twice a month. It added 191 members as of this year, of which about
96 per cent are from the business sector. The Network has framed a system of
partnerships for collaboration among organisations with mutual aims. It has also
introduced a system of ‘associate members’ for parties considering signing up
to the UNGC in the future.

26
TO FOCUS AREAS
The core objective of GC-JN is to assist in the realisation of a sustainable world by offering a
platform for learning, collaboration and communication to companies and organisations seeking
to implement sustainability strategies based on the ten principles of the UNGC. The Network
works towards the focus areas in a systematic format by focusing on process orientation,
capacity building frameworks, research, surveys, establishment of working groups and other
innovative platforms. It believes in collaboration with leading companies and specialists to
develop special proposals for effective networking and outreach to future GC-JN members.
The major programmes established in relation to
focus areas are elaborated as below:
a) Consultations and
i) A symposium was organised in 2013 on
the theme of ‘CSR and Management for the
Future’. Such symposiums are convened
once a year to promote deeper understanding
of CSR and ten universal principles.
ii) The ‘Children’s Rights and Business
Principles’ was launched in Japan in
collaboration with Japan Committee for
UNICEF and Save the Children Japan in May
2014. During the event, the Network invited
key stakeholders as guest speakers for a
panel discussion, which provided members
an opportunity to learn about Children’s
Rights and share good practices.
iii) China-Japan-Korea Roundtable Conference
was organised for the 6th time in August
2014 in Tokyo on the theme of ‘Engagement
–Calling from East Asia for Post-2015’.
The programme is an attempt by the three
Networks to initiate dialogue, discussions and
sharing of favourable practices to implement
the ten principles for realising a sustainable
society by participants from three countries.
iv) A ‘Learning Forum’ is convened annually,
which provides the opportunity for members
of working groups, established for learning
and sharing on key areas, to communicate
their activities to other Network members.
Additionally, special learning forums are also
organised in other regions in Japan to provide
an opportunity to members who are distant
from Tokyo.
v) Logo and CoP seminars were organised
for the benefit of the members to facilitate
communication about the rules of logo-usage
and to provide them with support for accurate
submission of CoP. Communication and
engagement is also initiated by the Network
to deal with queries about CoP and logo on a
regular basis.
vi) Members are also effectively engaged to
undertake programmes for recovery from
the Great East Japan Earthquake through
collective action. 440 members have
joined this programme since its inception
in 2011.
vii) A ‘Year-long Monthly Seminar for the Next-generation
Management’ was organised,
to provide future business leaders with
an opportunity to grapple with global
issues through dialogue and knowledge
development. Under the programme, a study
group was also organised for future business
leaders to conduct joint dialogues and
research on contemporary issues.
b) TRAINING AND CAPACITY Building
Initiatives
To promote and encourage learning on CSR
related issues, a voluntary working group was
established to create awareness about CSR and
ten universal principles. In fiscal year 2014, 14
working groups were organised on various issues
including environmental management, supply
chain, inclusive/social business and human
rights education. These working groups also
conducted monthly and bi-monthly meetings
and seminars for outreach and greater traction
among the business community about Global
Compact principles. The Kansai working group
held an open seminar on the theme of ‘Global
trend on Non-financial information and integrated
Report’ during the year.
c) Research and Knowledge
Management INITIATIVES
i) Publishing information about activities of
working groups
ii) The supply chain working group of
GC-JN published a proposal; ‘A Vision of
Desirable CSR Activity in the Supply Chain’.
The proposal was an outcome document
developed by the supply chain working group
member companies.

27
Strategies
a) Establishment of working groups on
thematic areas for peer learning
b) Publications
c) Collaborations and partnerships with
other regional Local Networks
d) Learning and sharing platform for
stakeholders seeking to implement ten
principles
e) Training and capacity building
f) Networking and collaboration with
experts on CSR.
iii) The learning forum published its hand-out
brochure for providing information to
participants and interested stakeholders
iv) The 6th China-Japan-Korea Roundtable
Conference’s report compiled the outcomes
and proceedings of the conference organised
by China, Japan and Korea Networks.
The Network has achieved many successes
and milestones during the year 2014 and will
continue until April 2015. Some of its milestones
over the period include:
 Transformation of the organisation as a legal
entity in 2011
 Developing voluntarism among members to
form specialised thematic working groups
 Study and research on contemporary issues
being faced by Japanese companies
 Engaging members for collective action on
the programme for recovery from the Great
East Japan Earthquake
 Launch of the Children’s Rights and Business
Principles
 Convening annual events that bring together
members to discuss critical issues.
CHALLENGES
The Network believes that as the working
groups, established on thematic areas, expand
to include new members, a wider variety
of potentially conflicting views arise. Such
challenges have been faced in the past by the
Network in its human rights working group.
WAY FORWARD
The Network plans to continue dedicated work
on its focus areas in the coming years. The next
‘Learning Forum’ will be held in the second
quarter of 2015. At the end of the fiscal year,
activities of the Network would be reviewed
to develop the plan for the next term, utilising
the PDCA (Plan-Do-Check-Action) cycle as a
management scheme wherein the Network will
picture and describe the ‘mid-term strategic plan
for 2017-2020’ as well as review the current
‘mid-term strategic plan for 2014-2016’.
While working groups produce some outcomes
from their activities, the Network provides
information to interested stakeholders through
dissemination strategies. The Network also
believes in effective collaboration with other
Local Networks for future collective action
plans.

28
Global Compact Network Republic of
Korea
Established in September 2007, the Global Compact Korea Network has
supported Korean participants in implementing the ten principles of the UN
Global Compact by holding various symposiums, workshops and conferences,
translating UN Global Compact/UN-related materials, and promoting social
dialogue. With 260 participants as of February 2014, the Network is working
towards establishing ethical corporate governance by promoting the 10th principle
on anti-corruption.

29
TO FOCUS AREAS
With the agenda to take forward corporate sustainability, the Korean Network is working
towards building a sustainable society by enhancing corporate social responsibility of
companies operating in Korea. The Network believes that despite growing public interest and
acknowledgement of the importance of CSR, ethical management and integrity levels are still at
a rudimentary stage. Hence, Global Compact Korea Network has chosen anti-corruption as its
primary target, and organised various conferences and events to raise awareness.
The programmes established and other consultations held in relation to focus areas are listed
below:
A) CONSULTATIONS and
i) The annual anti-corruption symposium was
hosted in May 2013 in Seoul in partnership
with Transparency Korea and the British
Embassy, Seoul and Anti-Corruption & Civil
Rights Commission (ACRC), to inform Korean
businesses as well as foreign multinational
companies in Korea about anti-corruption
policies.
ii) The Global CSR Conference was organised
in November 2013 in partnership with Ethics
& Compliance Officer Association (ECOA) on
the theme of ‘Corporate Challenges in Asia:
Managing Risks while Building a Sustainable
Future’. The conference served as a platform
for stakeholders to share ideas on CSR for
corporate sustainable development and
provided insights into building trust-based
corporate culture by underlining the growing
issue of business ethics and transparency in
corporate sustainability.
iii) Y-CSR Conference was organised to provide
college students and future business leaders
an opportunity to actively participate and learn
about UNGC values and discuss sustainable
cooperation. As part of the programme, CSR
thesis contests and CSR strategy proposal
programmes were also organised to expedite
concrete and in-depth study on CSR among
students.
iv) The ‘1st Visiting Programme: Best practices
in Anti-Corruption’ was launched in April
2014 at Siemens Korea to foster long-term
competitiveness and risk management ability
of member companies.
v) The Jeju Forum for Peace and Prosperity
was hosted in May 2014 on the theme of
‘Corporate Sustainability and Asia’s Future’,
to promote the importance of sustainability
and corporate ethics for Asia’s future and
prosperity.
vi) Global Compact Networks in Korea, China
and Japan have been cooperating since
2009 to facilitate discussions on UNGC and
CSR by hosting the annual CJK roundtable
conference. During this conference, each
Network shares its activities and discusses
areas for future collaboration and exchanges
ideas and presents their discussions.
vii) The Network also advocated for Call to
Action, a UNGC initiative on anti-corruption,
by translating related documents and making
these available via newsletters and its website
to companies operating in Korea. Through
this initiative, the Networks encourage the
participation of private sector members to
appeal to Governments to promote anti-corruption
measures and implement policies
that establish systems of good governance.
B) Training and Capacity BUILDING
INITIATIVES
Regular workshops are organised towards
enhancing capacities of companies to report
on communication of progress and introducing
global trends regarding development of the
four core areas i.e., human rights, labour,
environment, and anti-corruption. During the
workshop, companies are given an opportunity
to present their communication reports and
share details about the process of developing
sustainability reports for communicating with
their stakeholders.
i) The Korea Network has translated various
documents from UNGC to disseminate
information among member companies
by handing these out during seminars and
also posting on the website. The translated
documents on anti-corruption include:

30
a) The 10th Principle Against Corruption
b) A Guide for Anti-Corruption Risk
Assessment
c) ‘RESIST – Resisting Extortion and
Solicitation in International Transactions’
served as a guide for member companies
for implementing anti-corruption principles
in corporate strategies and operations.
ii) The Network also publishes and distributes
summary reports to project partners and
participants such as the Anti-Corruption and
Civil Rights Commission, Ministry of Foreign
Affairs, and other government agencies,
as well as SMEs, NGOs, civil society and
academia.
iii) Outcome report of the Global CSR
Conference 2013, the Jeju Forum on
Corporate Sustainability, summary of the Anti-
Corruption Symposium 2013 and summary of
the Korea Network’s 1st Visiting Programme
on Best Practices in anti-corruption, were also
developed for dissemination of information
among key stakeholders.
D) Policy Advocacy Initiatives
Policy advocacy around anti-corruption forms a
key tool to create awareness among companies
about the importance of ethical management
and integrity. It thus becomes an important
force for the Network to build adequate
knowledge base on anti-corruption, strengthen
capacity of companies and organisations on
anti-corruption, promote peer learning and
information sharing, encourage civil society
engagement and facilitate the involvement of
other key stakeholders.
a) The Network developed a partnership
with the Anti-corruption and Civil Rights
Commission to spread awareness regarding
the Act on Protection of Public Interest
Whistleblowers. The Act was introduced
during the Anti-Corruption Symposium and
the Jeju-Forum in May 2014.
b) The Network also developed a partnership
with the British Embassy, Seoul to spread
awareness regarding the UK Bribery Act.
Information about the Act was disseminated
during the Anti-Corruption Symposium
and the Global CSR Conference and the
translated version of the Act was circulated
among member companies.
OUTCOMES AND SUCCESSES
Global Compact Korea Network introduced best
practices, policies, systems and culture through
knowledge sharing activities such as conferences
and events, engagement with stakeholders
and strategic partnerships with various entities.
Some of the milestones achieved by the Network
include:
 Improved stakeholder understanding of
ethical management and growth aligned with
UNGC principles and values
 Improved awareness regarding anti-corruption
through media exposure

31
 Increased participation of SMEs with better
understanding of anti-corruption issues and
ethical management and implementation of
anti-corruption measures in their strategies
and operations.
WAY FORWARD
The Korean Network has through its
programmes promoted awareness among
companies about anti-corruption, and going
forward, the Network will concentrate on efforts
to equip member companies with various tools
and resources for implementation of anti-corruption
strategies. The Network recently
organised an in-depth anti-corruption seminar to
address the practical aspects of anti-corruption
issues, which provided participants with detailed
information, tools and resources available to
combat corruption. The Network is also planning
to further enhance the risk management
capabilities of its member companies to help
build trust and secure competitiveness by
advocating compliance, ethical management
and long-term sustainable growth. The Network
is also working towards encouraging Korean
companies to adopt and internalise anti-corruption
into their management strategies,
policies, practices and operations.
The Korean Network has over the years
developed expertise and knowledge on anti-corruption,
which it intends to use to develop
strategic partnerships and collaboration with
other regional Networks for scaling collective
action initiatives on anti-corruption in the region.
Strategies
a) Collaboration and partnership with other
regional Networks
b) Communication and outreach
c) Training and capacity building
d) Research studies and documentation
e) Engagement with key stakeholders.
CHALLENGES
Some of the challenges highlighted by the
Network include:
 Insufficient number of employees
 Lack of regional collaboration
 Inadequate support from government
agencies
 Limited interest among media to cover anti-corruption
issues and low public awareness
around it.
Partnerships and collaborations are recurrent themes
that Local Networks in Asia are committed to pursuing
for greater engagement with regional cooperation
projects that build scale and effective outreach.

32
Maldives
Maldives National Chamber of Commerce and Industry (MNCCI) and UNESCAP
approached United Nations Development Programme (UNDP) in 2009 to
support them in establishing a Global Compact Local Network in Maldives under
their CSR programme. UNDP supported MNCCI in collaboration with Ministry
of Economic Development, Government of Maldives under the ‘gender and
economic development’ project in undertaking an extensive study on the general
understanding of CSR in Maldives. It was found that CSR practices in Maldives
are mostly philanthropic and not responsible development. The private sector in
Maldives has shown considerable interest to learn how to better focus their CSR
practices for tangible outcomes.

33
As an outcome of the process, 18 businesses from Maldives signed up to the UNGC on 16th
December, 2012, under an initiative facilitated by UNDP Maldives in partnership with the MNCCI
and Junior Chamber International (JCI) Maldives. This move underscores the businesses’
commitment for shaping long-term CSR policies that embrace the key values of respect for
others as well as ethical and environmental concerns. Signing up to the Global Compact also led
to the formation of the first interim committee and paved the way to the establishment of Global
Compact Local Network in Maldives.
With support from the Capital Market Development Authority of Maldives (CMDA), the interim
committee (represented by 15 companies) together with UNDP had developed and endorsed the
governance structure for the Global Compact Network Maldives in October 2013. The interim
committee is currently working on formal establishment of the Network in Maldives.
TO FOCUS AREAS
The Maldives Local Network’s initiative aims
at enhancing civic engagement and corporate
social responsibility of the private sector by
promoting the ten universal principles and
forging partnerships among private sector
organisations, public sector institutions
and civil society for achieving common
development objectives.
The Network aims to create a platform to share
experiences and learn from best practices
adopted by the participants of the Global
Compact, thus enhancing the role of the
private sector in development of the country.
Some of the key activities undertaken by the
Network since its inception include:
a) A joint ‘Signing Ceremony’ was organised
where 18 private sector companies came
together and agreed to adhere and
commit to the ten universal principles of
UNGC and became signatories to the
Global Compact.
b) The interim committee conducted a
CoP training in December 2013 for 20
companies with support from the Global
Compact Network India (GCNI). Executive
Director of GCNI, Mr. Pooran Chandra
Pandey conducted the day-long training on
sustainability and corporate governance, with
special focus on reporting on CoP.
c) The interim committee members also led
the launch of the ‘myworld’ (beyond 2015
consultation) in Maldives and provided
support in conducting the survey and
promoting it through their companies’
initiatives. The Maldives Network patrons
supported the initiative by providing internet
facilities for hosting the online survey and in
development of video promotion clips and
poster materials.
Strategies
a) Awareness generation through
advocacy
b) Training and capacity building
c) Establishment of Network governance
structure.
The vision and mission for the Network has not
yet been set as the interim committee believes
that this would be the work of the Network
board once the election is held. However, as
per its constitution, a few major objectives
that the Network wishes to achieve are to
endorse and encourage alignment with the
principles and practices of the UNGC, while
promoting international standards and best
practices in trade activities with the overall aim
of development in the country. The Network
envisions a bright future for all its work in the
field of responsible business practices after it
formally establishes its governance structure.
WAY FORWARD
Moving forward, the interim committee is working
on formally registering Global Compact Network
Maldives with the Ministry of Home Affairs,
Government of Maldives as an association
and plans to organise its first annual general
meeting for electing the board. The board would
be responsible for developing an action plan
for promoting the ten universal principles and
would conduct and align its work for successful
implementation of the plan. The Maldives Network
has also been discussing a mapping exercise to
understand the strengths of various members in
order to develop a resource pool for providing
technical support to other member companies.

34
Nepal
Global Compact Network Nepal was launched in June 2003 with the support of
the Federation of Nepalese Chambers of Commerce and Industry (FNCCI), the
International Labour Organisation (ILO) and the United Nations Development
Programme (UNDP). The launch, hosted by FNCCI, also included a workshop on
‘Global Compact: Development and New Initiatives’. At present, 40 participants,
comprising members from business organisations, business associations,
academic institutions and NGOs, have joined the Global Compact. An interim
committee was formed in January 2010 to actively work on various aspects of
developing and implementing strategies and activities with a firm determination to
take the Global Compact to another level in Nepal.

35
TO FOCUS AREAS
Strategies
a) Setting examples by internalisation of
GC principles
b) Awareness creation about responsible
business practices
c) Strategic partnerships and networking
with key stakeholders
d) Training and capacity building of
members
e) Establishment of resource centre on
responsible business practices.
The Network is working towards stimulating
dialogue and partnerships between different
groups to create awareness about the
importance of integrity, transparency,
accountability and responsible and conflict-sensitive
business practices. It promotes
good practices in order to increase the private
sector’s role in contributing to peace, stability
and inclusive and sustainable economic growth.
It also works towards mainstreaming the
Global Compact principles as part of overall
responsible business practices and facilitates
members to contribute towards sustainable
economic growth and peace building.
Some of the programmes organised by the
Network include;
A) PROGRAMMATIC INTERVENTIONS
i) In 2011, the Network developed a strategy
plan for promoting the UNGC principles.
ii) In February 2013, the Network organised a
meeting to form a new steering committee
and develop plans to take forward the
UNGC mandate in Nepal. During the
meeting, participants were updated about
past activities and views were sought to
develop a future course of action. Some
of the issues discussed were, registration
of the Network as a separate legal entity in
Nepal, need for human resource to carry
out work in the secretariat and the need
to implement a fee system for making the
Network self-sustaining.
iii) Under the programme, Partnership
for Development (Ethical Business
Opportunity), the main objective is to
provide a platform for micro-entrepreneurs
to build constructive and meaningful
linkages with big business enterprises for
exploring mutually-rewarding business
opportunities. The first event was organised
in September 2014 by National Micro
Entrepreneurs Federation Nepal (NMEFEN)
in association with Global Compact
Network Nepal at Kupondole.
The Nepal Network has made steady progress
in raising awareness about Global Compact
among the Nepalese business community.
The effort has led to the recognition of
Global Compact as an entity that promotes
responsible business practices across the
world. Some of the milestones achieved by the
Network include:
 Increase in information sharing among the
companies
 Stimulation of discussions and dialogues on
responsible business
 Increase in networking and exposure
 Increase in stakeholder partnerships.
Challenges
Some of the challenges highlighted by the
Network include:
 Integration of corporate sustainability into
business strategies
 Lack of funding.
WAY FORWARD
Some of key initiatives and interventions
planned by the Network include:
 Increased engagement with companies
through regular meetings and information
sharing on topics affecting Nepalese
business
 Increase in participation in workshops, national
and international conferences, creating
opportunities for networking and exposure
 Increase in stakeholder partnerships aiming
to engage the Federation of Nepalese
Chambers of Commerce and Industry in
corporate responsibility initiatives.

36
Pakistan
Initiated by the Employers’ Federation of Pakistan, Global Compact Network
Pakistan was formed in December 2005, with 50 members voluntarily
subscribing to Global Compact principles at the launch ceremony presided over
by Mr. Muhammad Mian Soomro, Chairman, Senate of Pakistan. The Network
aims to shape and empower businesses to be competitive in the global market
through sustainable value creation. It envisions its role as a transformer towards
adoption of sustainable business practices and that of an incubator for building
and nurturing change towards the same for its membership, which is currently
at 85.

37
TO FOCUS AREAS
The Network works through an effective combination of mobilisation, advocacy, networking,
research, recognition and training programmes, to bring stakeholders together and promote a
common agenda for sustainable development. It aims to transform itself as a lead provider of
knowledge, information, ideas and initiatives for promoting the principles of Global Compact in
the country. The Network also works towards assisting business operations in addressing social
responsibilities, provides practical guidance related to areas of corporate social responsibility
and helps develop the social outlook of business organisations, as a new dimension of
competitive edge.
The programmes established by the Network categorised and elaborated are as below:
A) CONSULTATIONS and
i) The ‘Living the Global Compact
Responsible Business Excellence Award’
was announced to recognise business
enterprises that showed tangible progress
towards mainstreaming responsible
business practices in line with the UNGC
principles.
ii) The best performing ‘Asian Regional
Network Recognition Shield’ was instituted
at a Regional Network meeting held in 2008
at Seoul, Korea. So far this shield has been
awarded to China Network in 2008, Sri
Lanka Network in 2009 and Korea Network
in 2010.
iii) ‘BUSINESS TALK’, a series of CSR
meetings is organised periodically, which
provides a platform to members for sharing
their experiences and best practices on
CSR/GC Principles. So far 43 ‘Business
Talk’ CSR meetings have been organised in
major cities of Pakistan, including Karachi,
Lahore, Faisalabad, Quetta, Peshawar and
Hyderabad. These meetings have been
instrumental in inspiring business to share
their experiences and practices periodically.
iv) Six national conferences were organised
in Karachi, Lahore, Sialkot, Islamabad
and Peshawar, to create traction for the
Global Compact principles among key
stakeholders.
v) In view of the increasing global
consultations on post-2015 scenario, a
series of meetings and consultations were
organised on the theme, giving a new
dimension to the Network’s role in providing
business leadership.
B) TRAINING AND CAPACITY
BUILDING ACTIVITIES
i) Communication of Progress (CoP) trainings
are organised on a regular basis to assist
companies, especially the defaulting ones
in preparing and submitting their CoPs.
A cell within GCNP has been established
to provide CoP facilitation services on a
regular basis to members.
ii) With the help of Economic and Social
Commission for Asia and the Pacific
(ESCAP), the Network organised 14D
strategic action training for its members.
iii) Customised training programmes are also
delivered on a diverse set of issues
iv) The Network also supports business
organisations in developing CSR
activities and strategies and mechanisms
for internalisation of Global Compact
principles.
The Network collects best CSR/GC practices
of business enterprises through surveys and
research by engaging students of business
schools. These publications include:
i) ‘CSR/GC Principles Awareness Survey
Report’ conducted with 400 small, medium
and large enterprises
ii) ‘Best practices sharing of 12 companies’
iii) Periodic Network communication on
progress/news bulletin
iv) Annual activity report
v) Collation of best practices of six companies
winning the ‘Living the Global Compact
Responsible Business Awards’.
D) POLICY ADVOCACY INITIATIVES
i) Through partnership/networking with
major industry and trade bodies,
labour unions, government and NGOs,
the Network is steadily working to
promote UNGC Principles for achieving
objectives of sustainable socioeconomic
development.

38
ii) The Network entered into an MoU with
FPCCI, apex body of Pakistan business
community and Swiss Business Council
(SBC) for long-term collaboration to
promote Global Compact.
iii) The Network is working with the provincial
governments in Pakistan and Employers’
Federation of Pakistan (EFP) for revamping
labour laws and bringing them in conformity
with ILO standards.
iv) Close collaborations have also been
established with EFP and ILO on Decent
Work Country Programme, Programme for
Elimination of Worst Form of Child Labour,
and Better Work Programme for Export-
Oriented Industries.
As a result of the initiatives and programmes,
GCNP has succeeded in sensitising
businesses on the need to embrace the
ten principles and associated initiatives
such as B4P, C4C and PRME (Principles of
Responsible Management Education).
CHALLENGES AND LIMITATIONS
The biggest challenge faced by the Network
is absence of a permanent and independent
office with necessary facilities to provide value
added services to the growing number of
UNGC members. It also faces serious financial
problems, which impact its functioning adversely.
Strategies
a) Awareness building and mobilisation
b) Support to businesses through
consultation services, CSR/GC audits
and organisational development
c) Institution of the ‘Living the Global
Responsible Business Excellence Award’
d) Research and knowledge management
e) Networking and partnership with
business associations and chambers,
NGOs and government
f) Establishment of the best performing
Asian Regional Network Recognition
Shield.
WAY FORWARD
The Network has developed a comprehensive
action plan for 2014-15 onwards, reflective
of the aspirations of its members, comprising
objectives that the Network intends to
pursue. The Network includes a pool of
talented management consultants providing
services for implementation, review and
audit of UNGC programmes. The resources
and expertise available with the Network
can be deployed for developing and driving
successful collective action programmes in
the region.

39
Sri Lanka
Global Compact Network Sri Lanka, legally registered as Global Compact
Network Ceylon (Guarantee) Ltd, is the Local Network of UNGC in Sri Lanka,
which strives to develop sustainability for economic growth and to competitively
position Sri-Lankan businesses committed to incorporating UNGC principles
into their practices on the global platform. The Network, which currently has 42
local members, has achieved significant global recognition, such as the Asia
Pacific Local Network Shield in 2009 and as one of the Top 10 Best Performing
Local Networks in 2012.

40
TO FOCUS AREAS
Sri Lanka faces a number of water-related challenges and therefore there is a need to address
and combat water issues, as lack of access to safe drinking water and sanitation undermines
the country’s ability to meet its developmental goals. This need is intensified by worsening global
water stress, which has been highlighted by the United Nations General Assembly and Human
Rights Council, which endorse the Human Rights to Water and Sanitation as a right equal to
every other human right. Taking note of this issue and seeking to ensure that Sri Lankan citizens
have the right to clean water and sanitation, Global Compact Network Sri Lanka is engaged in
developing a localised water mandate using the template of the United Nations Global Compact
CEO Water Mandate.
This programme was initiated by the UNGC to assist business organisations in practicing sustainable
water policies and practices on a voluntary basis. It focuses on 3 main elements:
 Direct operations
 Supply chain and watershed management
 Collective action around public policy,
community engagement and transparency.
These elements provide businesses with
a comprehensive approach to sustainable
water management by providing a framework
through which they can categorise and assess
their practices. These elements also form the
basis and focus areas of the Sri Lanka Water
Mandate.
The steering committee set up for the purpose
will, through consensus, develop the Sri Lanka
Water Mandate that will be linked to the CEO
Water Mandate.
The mandate follows ‘Guide to Responsible
Business Engagement with Water Policy’,
which acknowledges that water scarcity,
pollution, climate change, inadequate
infrastructure, and ineffective water
management create risks for companies
and governments. This guide also provides
principles, concepts, practical steps, and
case examples that facilitate companies’
responsible engagement with water policy in
a manner that reduces business risks through
advancement of equitable and sustainable
water management.
A) CONSULTATIONs AND
PROGRAMMATIC INTERVENTIONS
The Sri Lanka Water Mandate also uses
innovative platforms and programmatic
interventions to extend the scope and
effectiveness of the project and these include:
i) Neutral ground for workplace and market
place
ii) Business for Peace (B4P) initiatives.
These platforms support infrastructure
development to provide food, water and
shelter to vulnerable communities. They
also foster entrepreneurship, job creation,
and promote inter-cultural and inter-faith
understanding and tolerance.
B) Research and Knowledge
The Network has conducted research studies,
surveys and evidence-based reports on water
and related issues.
C) POLICY ADVOCACY INITIATIVES
The Network engages with a critical mass
of Sri Lankan private sector businesses,
NGOs, government and other institutions
to combat local water issues and advance
sustainable water solutions. Through policy
advocacy, the Network targets businesses
that are willing to work in partnership with
other stakeholders to maximise impact
by coordinating efforts and forming multi-stakeholder
relationships to address local
water issues.
The Sri Lanka Water Mandate strives to work
with existing water programmes wherever
possible to create an action platform for Sri
Lankan businesses to share practices and
form partnerships.

41
Strategies
a) Linking the private sector with NGOs,
government and other institutions to
advance sustainability
b) Creating an action platform for sharing
practices and developing partnerships
c) Developing innovative platforms and
programmatic interventions.
CHALLENGES
 The main challenge is in engaging with like
minded, committed and able companies to
actively participate in the programme.
 Since the steering committee comprises
honorary positions, the Network anticipates
that such members may not be able to
devote adequate time, given their other
professionals responsibilities.
 Accessibility of resources also significantly
hinders the programmatic interventions.
WAY FORWARD
The Global Compact Network Sri Lanka
plays a key role as a facilitator in the
collaborative partnership that embodies the
Sri Lanka Water Mandate. It has successfully
recruited Brandix, Coca-Cola, John Keels
Holdings PLC, Hayleys, Nestle, Unilever,
HSBC and World Vision Lanka as founding
members, and hosted the first steering
committee meeting to determine the future
plan of action. The first three steering
committee meetings will be organised
to identify, define, plan and budget the
projects for the Sri Lanka Water Mandate
in collaboration with NGOs. The steering
committee will also appoint an external
auditor, invite new signatories and promote
communications on the UNGC website.
Local Networks in Asia, concerned about financial
sustainability issues and governance challenges, are
proactively working towards finding sustainable solutions.

42
Special Focus
Ten Pillars of Transformational Leadership by
Local Networks in Asia
From our research, we have been able to identity some of the key emerging areas that would
enable the nine Local Networks in Asia to achieve value creation and develop themselves as
transformational leaders impacting development processes within their country contexts and
beyond, under the overall framework of UNGC principles.
Local values and
realism
Reflection of realities, opportunities and
challenges
Throughout the study, it is clear that the Local
Networks across the region operate in local
contexts and therefore need to ensure that their
activities and programmes reflect the realities of
their country situations. While working towards
rooting the Global Compact principles within
their national, cultural and language contexts,
these Networks are required to make sure that
their local values are not in conflict with the
programmes devised by them to take forward
the ten universal principles. Therefore, it is of
prime importance that the Networks devise
interventions that allow them to appreciate the
opportunities present and address challenges
through approaches that best suit the scenarios
present on ground.
Greater traction and
business case
Demonstration of visible commitments and
internalisation of the principles
The Global Compact is a strategic policy
initiative for businesses that are committed to
aligning their operations and strategies with
ten universally accepted principles in the areas
of human rights, labour, environment and
anti-corruption. It works towards encouraging
voluntary commitments by businesses and other
organisations to embed and promote the ten
universal principles. It is important that greater
traction is created for the Global Compact, and
Local Networks on ground are ready platforms
to support organisations in voluntarily adopting
these practices and to promote more awareness
among key stakeholders. This can only be
successfully carried out by innovating around
interventions that offer value added services
to stakeholders, creating a business case for
adoption of ten universal principles.
Innovation and
Technology
Greater impetus to innovation for faster
outreach
As conversations around the ten universal
principles continue to gather momentum
globally, leading to a spike in expectations
of stakeholders, the Local Networks are
increasingly pressed to adopt various innovative
and technology driven approaches to reach
out to key stakeholders spread across the
region and beyond. This gap can only be

43
addressed by leveraging modern-age information
technology tools such as social media, unique
and innovative online discussion forums and
deliberation platforms such as webinars to reach
out to key stakeholders. Such efforts can engage
key stakeholders in support of ten principles
effectively, accelerate growth in membership,
bring innovation around programmes and
interventions, with Local Networks serving as an
important medium to promote UNGC principles,
while also creating greater opportunities for
engagement with key stakeholders spread
across the region.
Partnerships and
Collaborations
Creation of efficiency and scale
As challenges around human rights, labour,
environment and anti-corruption continue to rise,
Local Networks are aiming to play a greater role
in bringing together key stakeholders to address
these challenges through partnership-driven
and collaboration-led approaches. Partnerships
and collaborations with multi-stakeholders bring
diverse knowledge and resources in transparent,
equitable and mutually beneficial ways towards
achieving common sustainable development
goals. In realising this singular key objective and
the role that the Local Networks are poised to
play, there is going to be a greater role ahead
for the Networks to rally around in meeting
objectives of greater value and scale on ground
through collective action. The Networks view
collaborations and partnerships as important
channels to advance sustainability solutions
through practical strategies.
Peer learning
Improvement in value of interactions and
advantageous learning
‘Peer learning’ serves as a valuable form of
cooperative learning that enhances the value
of interactions and results in advantageous
learning outcomes. The Networks can use
this ‘empowering process’ to create effective
engagement between cross-sectoral teams
and organisations to initiate sharing of ideas
and deliberations around priority areas. Peer
learning, as a process, also provides companies
and organisations with an opportunity to learn
from the successes and failures of one another
to improve their work stream for creating more
traction around their outputs and outcomes.
This process is a good example and can also be
used by the Networks to learn from peers spread
across the globe, as it would enhance inter and
intra Network collaborations and partnerships,
and initiate a process whereby the Networks
could learn from the innovations of peers and
contextualise or replicate the same to suit local
contexts.
Networking and Policy
Advocacy Initiatives
Enabling interactions with governments in
support of UNGC principles
The Networks realise that creating awareness
about the ten universal principles is not sufficient,
unless steps are taken to ensure that they are
rooted and embedded into the policy ecosystem
at local levels. This embedding is possible only
through support to local policymaking exercises
that strategically aligns the Global Compact
principles with the main objectives of the policy
regime to create a conducive environment
for social and economic development. Local
Networks at country levels aiming at successfully
creating greater buy-in with their respective
policymaking institutions seem fully geared to
drive such action. Local Networks, in fact, have
been involved in such exercises and have been
supporting respective governments in support
of ten principles, broad UN goals and other
key initiatives of the UNGC. The role of Local
Networks at the country levels is bound to be
more diverse, intense and progressive with a rise
in the collective bargaining and brokering abilities
of Local Networks in Asia.
Cutting edge research
and practice training
Leveraging knowledge for building local
leaders
There has always been a need for cutting edge
knowledge support systems and practice
forums for business leaders to mirror local
realities vis-à-vis national and global contexts to
keep them future ready. This need of keeping
ahead of competition, creating value through
evidence and practical forums by business
leaders has only spiked in the last few years
and many Local Networks are seeking to serve
a greater role. Evidence-based research and
practice training provide a fertile ground for
developing transformational business leaders,
who embed principles of responsible corporate
culture into their organisation’s operations,

44
strategies, sustainability plans and value chains.
Growing pressure on companies by internal
and external stakeholders further strengthens
the business case for adoption of proactive
approaches. Local Networks seem fully ready
to act as drivers of change, aggregators
and catalysts at country levels and support
businesses working towards internalisation
of the Global Compact principles. Tools to
create greater knowledge through impactful
and evidence-based research, surveys, studies
and practice-oriented training programmes by
Local Networks can build effective engagement
platforms and reduce risks, while creating value
for society and the planet.
Branding and visibility
Promotion of ten principles and identification
of champions
Branding and visibility are significant contributors
to further uptake of the ten principles at country
levels and hold promise to act as a robust
tool for generating awareness and enrolling
more champions for the ten principles globally.
When actioned collaboratively, results can
be transformative and create more value for
stakeholders. Networks are thus a key tool to
build greater recognition of the activities and
programmatic interventions being undertaken
by businesses. This can also enable building
effective relationships to advance, promote and
encourage stakeholders to commit to the ten
universal principles. Such an exercise can also
support the Networks in raising awareness,
generating funds, increasing membership
enrolment and building future programmes. All
of which can work towards building sustainability
of the Local Networks and pave the pathway for
Networks to become more effective and effectual
in improvement of internal processes and also
strengthen their ability to engage with external
stakeholders more fully.
Resource generation
Sustainability of Local Networks’ operations
Resources, financial and human, are key
drivers and significant contributors to develop
effective programmes and interventions that
ensure sustainability and longevity of initiatives.
It also enables organisations to innovate around
content and concepts and deliver value added
services and programmes to target audiences.
The Global Compact Networks at country levels,
therefore need to adopt innovative mechanisms
to tap into available resources, which may
include membership fees, sponsorships,
project or programme funding, special grants,
special events and internal accruals to ensure
sustainability of long-term operations. There are
a number of innovative tools and techniques that
some of the Networks at country levels have
already initiated and they have been reaping rich
dividends. These templates need sharing for
better understanding by other Local Networks
and possible replication and scale up.
Governance Structure
Cohesion and improvement in processes for
efficiency and effectiveness
There is a direct relationship between good
governance structures and organisational
sustainability, and this equally applies to the Local
Networks on ground. Governance structures are
of paramount importance and when executed
effectively, enhance organisational image in the
public eye and build legitimacy, transparency
and accountability leading to transformational
leadership. This also underlines the shared
philosophy, practices and culture of an
organisation and its employees, building a culture
of greater accountability towards its stakeholders.
An effective governance structure is also of vital
importance for the Networks at local levels, as
membership-based organisations can only act
as differentiated value creators. It is, therefore,
imperative that an institutional framework and
effective governance structure be developed by
the Local Networks to enable their members
exchange experiences and engage in joint
activities at country levels and beyond.
Such actions at regional levels are bound to build
synergy of purpose, become enablers for large
scale regional projects and set templates of such
examples for other regional Networks. And when
it happens, it multiplies the value of partnership
and collaboration manyfold and converts the idea
of greater good into larger public good, a value
that the ten principles of Global Compact stand
for, globally with a more universal appeal.

Regional Leadership Through UNGC Principles : Cases and Practices of Nine Local Networks

Regional Leadership Through UNGC Principles : Cases and Practices of Nine Local Networks

Recommandé

Recommandé

Contenu connexe

Tendances

Tendances (20)

En vedette

En vedette (12)

Similaire à Regional Leadership Through UNGC Principles : Cases and Practices of Nine Local Networks

Similaire à Regional Leadership Through UNGC Principles : Cases and Practices of Nine Local Networks (20)

Dernier

Dernier (20)

Regional Leadership Through UNGC Principles : Cases and Practices of Nine Local Networks