Corporate Social Responsibility

This report explores four key strategies companies can us to expand economic opportunity: 1) creating inclusive business models; 2) developing human capital; 3) building institutional capacity; and 4) helping to optimize the "Rules of the Game."

This report explores four key strategies companies can us to expand economic opportunity: 1) creating inclusive business models; 2) developing human capital; 3) building institutional capacity; and 4) helping to optimize the "Rules of the Game."

Doing good: Business and the sustainability challenge is an Economist Intelligence Unit report that investigates the impact of sustainability on business today.

This paper was prepared as a brief for Prospectors and Developers Association of Canada (PDAC) to guide input at a series of round tables carried out by the Federal Government in response to the 38th Standing Committee on Foreign Affairs and International Trade (SCFAIT) report, on “Mining in Developing Countries and Corporate Social Responsibility”. This document mandate is to provide background information, analysis and recommendations on the practice of Canadian exploration and mining companies abroad.

This manual provides guidance to mining operations on how to better understand and manage their impacts on local communities. It has been written principally for the Australian coal industry, but is broadly applicable to the non-coal sector as well. This introductory section briefly sets out the ‘business case’ for adopting a formal Community Impacts Monitoring and Management Strategy (CIMMS) and outlines what is involved in developing such a strategy. The remaining sections of the manual provide a detailed description of each step in the process.

The Center for Corporate Citizenship at Boston College in the US (The Center) and ProbusBNW in the UK have undertaken the first-ever benchmarking study of the international corporate community involvement activities of 14 companies headquartered in Europe and the US. Benchmarking is an activity designed to identify best practices so that companies can learn from industry leaders.

The interaction between multinational corporations and the global South –its communities, governments and natural resources- has increased drastically with market deregulation and the free flow of capital. As such, responsible international business practices have become the focus of much attention in recent years. The expansion of multinational corporations into unregulated or under-regulated areas brings with it both challenges and benefits. For Canada, where the majority of the world’s resource extraction companies are publicly listed, socially responsible business practices are of heightened concern.

This paper advances our understanding of the existing system of corporate social responsibility (CSR) promotion and advocacy in Latin America and the Caribbean. It begins by contextualizing the relative importance of, and commitment to, corporate social responsibility in the Americas through a cross-national comparison of levels of CSR activity. The paper then elaborates a model,“The CSR System” which theorizes the key relationships and influences on the development of the CSR culture in the region.

There is a growing appetite among businesses for authoritative information, company examples and advice about corporate social responsibility. The federal government developed this guide to respond to the regular requests it gets for information about corporate social responsibility and the federal government’s work with industry to promote sustainable development. Publication of the guide comes at a time when multilateral organizations, governments, non-governmental organizations and other groups are devoting considerable time and energy to corporate social responsibility and related subjects.

BSR and First Peoples Worldwide (FPW) partnered recently to present a lively, practically focused training on how companies operating in areas inhabited by Indigenous peoples can practice engagement in ways that benefit both companies and communities.

The training focused on gaining a social license to operate, underscoring how companies that do not directly and skillfully address social issues risk losing access to the resources that are fundamental to their businesses. Simultaneously, the training looked at how Indigenous communities are attempting to identify how they might engage with companies to increase their own peoples’ well being, and begin constructive dialogue with companies to foster mutually beneficial relationships.

Amidst the ongoing debate on how best to achieve good social and environmental practices in global supply chains, the World Bank Group commissioned a study on barriers to the achievement of better social and environmental performance in suppliers, and also on the options that hold the greatest promise for overcoming those barriers and enabling future improvement. Specifically, in the words of the Bank Group, the overall objective of the study is to “. . . contribute to a broader goal of removing unnecessary barriers to CSR compliance at the supplier level in global supply chains, enabling more suppliers to implement CSR standards more easily.”

The KPMG International Survey of Corporate Responsibility (CR) Reporting 2005 has been the most comprehensive survey of its kind since its initiation in 1993. This triennial survey analyzes trends in CR reporting of the world's largest corporations, including the top 250 companies of the Fortune 500 (Global 250, G250);and top 100 companies in 16 countries (National 100, N100). With its vast coverage of 1600+ companies the survey provides a truly global picture of reporting trends over the last ten years.

This publication deals with the integration of social concerns into project planning and development in the mining and oil and gas sectors. It explores the government, corporate, and NGO/community factors-referred to as critical success factors-which support the integration of social concerns. The primary focus is on corporations, and a series of recommendations are presented to assist corporations to manage the social aspects of their activities.

The manual is suitable as a model for a complete course on mine rehabilitation, or to teach on selected individual units. In order to make it possible for the manual to be used as a stand-alone source document, some material on environmental impacts and environmental management generally has been included. Trainers should add material or modify some sections to suit local circumstances. By providing a structure for the package, in a convenient loose-leaf format, trainers can expand certain themes and develop their own exercises and practical sessions. Very simple overhead slide masters have been included.

BMA is committed to ensuring that the communities continue to share our success. To this end, we are working with governments, community groups and other organisations to ensure resources are directed toward building long term benefits. To reinforce this commitment, BMA launched the BMA Community Partnerships Program (CPP) in September 2002. The Program provides support through a range of initiatives and activities which promote partnerships with local and State government, training and welfare organisations and, most importantly, the communities themselves, with the aim of leaving a lasting and positive legacy for the Central Queensland region.

NEWMONT GHANA GOLD LTD.The update presents the current status (as of the end of March 2006) of each specific action designed to mitigate impacts of the Ahafo Project, which are based on NGGL previously disclosed commitments.The ESAP identifies feasible and cost-effective management programs and specific mitigation measures expected to reduce potentially adverse impacts to acceptable levels.The ESAP is an integral component of the Ahafo South Project’s overall planning, design, budget, and implementation.As an adaptive management strategy, the plan provides for modifications over time if information shows that changes should be implemented.

This paper presents lessons learned in a case study format of Teck Cominco's commitment to CSR as demonstrated at its Red Dog Mine (Alaska), Sullivan Mine (Kimberley, British Columbia), Antamina Mine (Peru), Pend Oreille Mine (Washington State) and Trail Metallurgical Operations (British Columbia).  

Weyerhaeuser Canada’s Code of Ethics and Business Conduct, Our Reputation: A Shared Responsibility, recognizes that the company has a responsibility to all stakeholders affected by its business and ensures that all employees hold themselves to the highest standards of ethical behaviour. Its acquisition of MacMillan Bloedel reinforced the business case for, and importance of, earning a reputation as a good corporate citizen. The company ensures that its management practices are consistent with its Code by adhering to the principles and objectives of the Sustainable Forestry Initiative (SFI) and the Canadian Standards Association (CSA) Sustainable Forest Management System Standard.

Nutreco Canada (Marine Harvest) has adopted a company-wide credo that promotes CSR by outlining the firm’s understanding and acceptance of its responsibilities towards its stakeholders, employees and the planet. The effects of this credo can be seen in the company’s commitment to partnering with First Nations communities in Canada and ensuring a sharing of power between the First Nation and the company through formal business agreements.

Syncrude’s CSR activities are founded on a belief that sustainable development not only incorporates environmental and economic objectives, but also acknowledges the importance of stakeholder relations to business success. The company engages a broad range of stakeholders to ensure the company, and industry, address any strains on communities and the environment resulting from rapid industrial development in remote areas.

Canadian Pacific Railway demonstrates CSR by actively engaging the communities where it operates to strengthen relationships and proactively address public priorities. It has developed progressive mechanisms which have become the industry-wide benchmark to resolve land disputes with municipal governments.

Five core values drive Husky Injection Molding’s CSR strategy: Make a Contribution; Proactive Environmental Responsibility; Uncompromising Honesty; Passion for Excellence; and, Bold Goals. These values are promoted throughout the company and are reflected in its commitment to community development.

Home Depot Canada’s CSR strategy has two goals: giving back to communities and reducing adverse environmental impacts resulting from its business and products. The company’s community investments target four priority areas: environment; affordable housing; at-risk youth; and, emergency preparedness. Volunteerism is encouraged amongst employees – volunteers donated more than 6 million hours in 2001 - who often support the company’s community investments.

DuPont Canada is committed to being a sustainability leader in its sector and to creating lasting value in communities. It has adopted an outcome-based approach that uses triple bottom line reporting to measures progress in achieving specific environmental, social and economic goals.

Corporate Partnerships and Community Development in the Nigerian Oil Industry: Strengths and Limitations.This paper critically examines the different community development partnership (CDPs) initiatives’ undertaken by Exxon Mobil and Total within their corporate-community relations strategy in the Niger Delta, Nigeria.Analysis suggests that CDPs that are `bottom up’ have more positive impact on host community development than those that are `top-down’ in nature.However, neither has had any real impact on how the core business activities of oil MNCs are undertaken or have they ameliorated the negative social and environmental impact of oil production on host communities.The paper concludes by exploring the implications for partnerships’ initiatives and business-society relations in developing countries.

This paper is one of a series of Issue Papers based on preliminary findings from the site visits and consultations carried out by the Corporate Engagement Project (CEP). CEP is a collaborative learning project involving multinational corporations that operate in areas of socio-political tensions or conflict. Based on visits to companies’ field site operations, CEP identifies and analyzes the challenges for corporations that recur across a wide range of different companies and contexts. From the patterns that emerge, CEP develops practical management tools to managers for supporting stable and productive relations in the societies where corporations work.

There is a growing literature about both sustainable development and corporate social responsibility.The paper then makes a case for business to respond to a growing range of both global and project-specific drivers of corporate social investment.To do this, the paper draws on case studies in the mining and energy sectors of tri-sector partnerships between business, civil society organisations and government/intergovernmental agencies.Finally, the paper suggests that management tools, such as tri-sector partnership models and sustainability performance indicators, have a role to play in assisting both companies and their stakeholders in assessing the extent to which their production activities are contributing to, and not detracting from, sustainable development goals.

The Voluntary Principles on Security and Human Rights were established in 2000 by the governments of the United States, the United Kingdom, the Netherlands and Norway, companies in the extractive and energy sectors, and several non-government organizations to promote human rights and corporate responsibility.

This report is the product of the first phase of an ongoing collaboration between Business for Social Responsibility and AccountAbility in association with Brody Weiser Burns. Supported by The Ford Foundation, the project and publication have explored the basis by which leading companies measure, manage, and report on their economic impacts - the most direct pathway along which business creates social and environmental outcomes - in particular in disadvantaged communities.

A table that companies can use to guide their corporate reporting in order to highlight support of the Global Compact Principles. The table uses the 9 UN Global Compact Principles and selected indicators from the 2002 GRI Sustainability Reporting Guidelines core performance indicators.

Partnerships on environmental issues account for a third of all business corporate social responsibility partnerships on a global level and education projects are the preferred corporate social responsibility partnerships at a local level. These are some of the key findings of "The Business Guide to partnering with NGOs and the United Nations", the first ever global effort to scan and rate NGOs, UN agencies and other social actors from a business partnership perspective.

This Good Practice Guidance provides the mining industry with an outline of the steps required to improve biodiversity management throughout the mine cycle. Ultimately, through implementation of this Good Practice Guide, mining companies should minimize the likelihood of negative impacts on biodiversity, project delays and damage to their reputations.

The PDAC developed the e3 Environmental Excellence in Exploration program in partnership with a consortium of leading mining companies to encourage environmental stewardship and community engagement during the exploration stage of resource development. e3 is an online reference (e-manual) of good practices in exploration, along with guidelines for their implementation, that were compiled and produced for the global exploration community, its contractors and sub-contractors.

A set of principles against which corporate performance can be measured. In addition to the principles, the framework includes a commitment to reporting, independent verification and good practice guidance.

This IBLF Executive Briefing is aimed at providing the business sector with a basic framework that can assist them in developing their own response to natural and manmade disasters where a need and interest has been highlighted by the recent Asian tsunami disaster. Most transnational, national and larger local companies already have emergency response systems to deal with emergencies. Much can also be done to prevent and reduce impacts through concern about ecological impacts and 'do no harm' policies. This brief builds on the IBLF Management Brief issued following the Asian tsunami disaster and aims to add further advice to those emergency planning systems.

The aim of this voluntary South African cyanide guideline is to provide a system for the management of cyanide reagents in order to reduce and control the impact of risks associated with their use at gold mining operations. The guideline outlines a management system that encompasses risk assessment, monitoring, tailings management, drainage and effluent control, pipeline management and emergency planning.

This module of the Sustainable Minerals Publications Series, previously titled the Best Practice Environmental Management in Mining series, provides a guide to the community consultation process. This handbook provides guidance for resource developers on how to work effectively with Indigenous Communities.

This guide for the implementation of the ISO 9001 Quality Management Systems and ISO 14001 Environmental Management Systems contains all the needed information, background, gap analysis, reference tables, implementation flow charts and example manuals and procedures. It is intended for small and middle-sized enterprise (SME) whose resources such as time, manpower and finance are limited and is designed in such a way that unnecessary paperwork, documentation, and outside specialist help are minimised.

This document, developed through a consultative process between industry and stakeholders, provides guidance on public participation. The guideline illustrates the public participation process through a series of generic steps that encompass scoping, impact assessment, and decision-making with technologies and methodologies for each step outlined. Guidance on estimating time, resources and costs, and the roles and responsibilities of different actors in the process is also given.

This Supplement to the Global Reporting Initiative (GRI) 2002 Sustainability Reporting Guidelines identifies aspects of mining and metals companies’ operations that are significant to a discussion of sustainable development by companies in the sector, but which are not captured by the reporting elements and indicators in the 2002 Guidelines.

The Guide is an extension of both the Environmental Policy and the Environmental Management Framework developed by the Mining Association of Canada (MAC). The Guide, specifically applied to tailings management, is designed to help MAC member companies perform due diligence in order to ensure that they are managing their tailings facilities responsibly and safely, which in turn can be demonstrated to regulators and the public.

The handbook provides a framework for preparing emergency response plans to be used by mine management, emergency response agencies, government, and local communities.

Globally, two standards have taken on particular importance in the area of sustainability assurance. The AA1000 Assurance Standard (AA1000AS), launched in March 2003 by AccountAbility; and the IAASB’s International Standard on Assurance Engagements (ISAE) 3000 , which all professional accounting networks must comply with from January 1st 2005.

This document has been developed in order to provide corporate members with a practical and user-friendly tool on a few key codes, standards and frameworks relevant to the sustainability agenda. Its purpose is to provide general information, a "snap-shot" of the landscape and a perspective from a think-tank/professional association focused on this topic. As these tools continue to evolve, we envision this as primarily a web-based publication that is easy to update.

The Human Rights Compliance Assessment is a diagnostic tool designed to promote corporate social responsibility by providing companies with useful information about how to avoid human rights violations in all aspects of their operations.

There is a growing view among investment professionals that environmental, social and corporate governance (ESG) issues can affect the performance of investment portfolios. Investors fulfilling their fiduciary (or equivalent) duty therefore need to give appropriate consideration to these issues, but to date have lacked a framework for doing so. The Principles for Responsible Investment provide this framework.

This report sets out principles for the environmental and social dimension of impact assessment for E&P projects, emphasising the integration of social assessment.

This handbook aims to provide the reader with the good practice “essentials” for managing stakeholder relationships in a dynamic context, where unexpected events can and do occur, and facts on the ground change. The focus of this handbook is on stakeholder groups “external” to the core operation of the business, such as affected communities, local government authorities, non-governmental and other civil society organizations, local institutions and other interested or affected parties.

This briefing provides A Framework for Action on how companies and business coalitions can work with the UN system, governments, and civil society organisations to help achieve the Millennium Development Goals (MDGs), aimed at making globalisation a more positive force for more of the world’s people.

This report applies some basic business questions to Sustainable Livelihoods business projects. It shows how leading companies are answering them and innovating to overcome the barriers to doing business in this new territory.

This paper is about the development and use of Sustainability Performance Indicators (also referred to as Sustainability Indicators) to communicate to the internal and external stakeholders of mining companies the extent to which their mining activities are contributing to, or detracting from, sustainable development goals. In particular, it highlights the potential of such indicators to promote sustainable sound investment decisions.

Proving the 'business-case' for oil, gas and mining corporations to deliver social programmes through tri-sector partnerships is emerging as a priority. The first task is to design a dedicated method of analysis, identifying both metrics and methods. This was the subject of a half-day workshop held at BP Amoco on 4th May.

The oil and gas industry's Joint Corporate Reporting Task Force, led by API and IPIECA, sponsored the development of the Compendium of Sustainability Reporting Practices and Trends for the Oil and Gas Industry to better understand and communicate the industry's sustainability performance measurement and reporting practices.

The purpose of the Oil and Gas Industry Guidance on Voluntary Sustainability Reporting is to assist current and future oil and gas companies in improving the quality and consistency of voluntary reporting on their environmental, health and safety, social and economic performance.

Improving the management of the social and economic impacts of significant mining and industrial operations has become an increasingly important public policy issue in recent years. It is a critical element in the sustainable development agenda. This manual provides a process designed to assist Extractive Industry operations to identify and manage their social and economic impacts (both positive and negative). It also provides guidance on how to improve overall social performance where this is necessary.

The guide outlines the use of Social Impact Assessments by the oil and gas industry. It provides managers of existing oil and gas operations or new projects with an understanding of how to make the best use of SIAs.

The Framework provides guidance to users on how to establish a systematic stakeholder engagement process that generates the indicators, targets, and reporting systems needed to ensure to ensure greater transparency, effective responsiveness to stakeholders and improved overall organisational performance.

The Global Reporting Initiative “G3” Guidelines for Sustainability Reporting were released in October 2006 following several year’s ofresearch, development, and consensus-seeking by multi-stakeholder technical working groups, each assigned to focus on different parts of the Guidelines ending with a periodof public participation and comment.

This field report is one of a series of reports developed as part of the Corporate Engagement Project, directed by the CDA Collaborative Learning Projects (CDA) in Cambridge, Massachusetts. The objective of the Corporate Engagement Project (CEP) is to provide managers with clear ideas about how their work with communities relates to the broader socio-political environment and to develop practical management tools for supporting stable and productive relations in the societies where corporations operate.