The Sustainability Learning Forum

How to develop a waste management and disposal strategy

This booklet focuses on the management of solid wastes and contained liquids in UK businesses. more[...] login_required

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Supplier Assessment & Improvement Plans

Editorial Team

The following examples highlight a number of these activities that we engage in with our many suppliers as we work and continually encourage continuous improvement in order to meet these heightened expectations. more[...] login_required

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UNGC Supply Chain Assessment Tool

Editorial Team

This Quick Self-Assessment and Learning Tool will assist you to check quickly and anonymously your company’s supply chain sustainability strategy against suggested global guidance, and to identify both strengths and areas for improvement. more[...] login_required

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Self-Assessment Questionnaire on CSR/ Sustainability for Automotive Sector Suppliers

Editorial Team

Corporate Social Responsibility (CSR)/Sustainability is a process for companies to integrate social, governance, environmental and supply chain sustainability into operations and corporate strategy. This Self-Assessment Questionnaire is designed to be a first check of supplier performance on CSR/Sustainability. Use of the same questionnaire by all participating Automotive OEMs* is intended to avoid duplication and improve efficiency. more[...] login_required

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Gordon, Sherry R.

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Supplier Evaluation and Performance Excellence

Understanding supplier performance is vital to ensuring a well-functioning supply network. This how-to book will help you develop and implement an evaluation process to help you reduce costs, lower risk, and improve both the performance of your company and your suppliers. more[...] login_required

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Heyes, Vera

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Luz-Veloso, Antonio

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Sustainability in the Supply Chain: A Crucial Component of Corporate Responsibility

Antonio Luz-Veloso, Deutsche Telekom
Vera Heyes, Deutsche Telekom
Deutsche Telekom AG

Deutsche Telekom conducts business in more than 50 countries. This presents opportunities for companies, particularly in supplier management, but it also poses risks. To ensure that its supply chain has a sustainable focus, Deutsche Telekom has established a systematic supplier management system. As a founding member of the Joint Audit Cooperation (JAC), Deutsche Telekom is committed to shaping sustainable relationships with suppliers. Based on a standardized methodology, JAC examines shared suppliers worldwide, with a particular focus on Asia, South Korea, Eastern Europe, and South America. more[...]

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Cambodia and Vietnam: Linking Stakeholder Engagement to Corporate Social Responsibility Programs

Jeffrey Revels, TMS Group
TMS Group

For nearly three decades, the TMS Group has been at the forefront of the fashion industry as a globally-based fashion and apparel innovator, with core competencies in research and development, product design, fashion-trend analysis, and production sourcing / quality management. With operational offices in seven countries, the TMS Group customer-base spans every continent. In alignment with Mission and Vision Statements, in the first quarter of 2013, the TMS Group expanded its global presence and operations with the opening of the regional office in Phnom Penh, Cambodia. With a foothold in Cambodia, the operations for both Cambodia and Vietnam can be managed. more[...]

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Lygina, Anna

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Stakeholder Management

The landscape of business and enterprise policy is subject to almost unparalleled change. An ever-increasing majority of corporate and institutional management boards find themselves operating in a networked world of interests and opportunities for influence. In addition to primary stakeholders such as shareholders, customers, suppliers, and employees, secondary and tertiary stakeholder groups are increasingly making regulatory, social, political, and ethical demands on businesses. more[...]

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Managing Corporate Legitimacy and the UN Global Compact

Dr. Dorothée Baumann-Pauly, University of Zürich
Prof. Andreas Georg Scherer, University of Zurich

Corporations can no longer easily control their public image by means of public relations and marketing. Clearly defined corporate reporting requirements, rigorous third-party monitoring processes, and multiple media resources of watchdog organizations help to shed light on actual business practices. The increased transparency with regard to corporate conduct has also enabled a larger and more diverse group of corporate stakeholders to voice opinions and formulate demands. In particular, large brand name companies in sensitive consumer goods industries (like food or textiles) are now constantly under public scrutiny. For corporations, this situation creates new management challenges. To ensure the social acceptance of their business (corporate legitimacy), heterogeneous and often contradictory stakeholder demands need to be managed. more[...]

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The Strength of Loose Couplings – The UN Global Compact as a Multistakeholder Initiative

Prof. Andreas Rasche, Copenhagen Business School

Multistakeholder initiatives such as the UN Global Compact organize their participants in specific ways. Most importantly, they have to bridge global (universal) principles and local (contextualized) implementation practices. Some initiatives have responded to this need by creating a nested network structure – that is, local networks that are embedded into a wider global “network of networks.” The UN Global Compact, for instance, has more than 100 local networks, which are connected through regional hubs, the Annual Local Network Forum, and interactions with the Global Compact Office. Stakeholder dialogue and collective action are emerging both within and among such networks. more[...]

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Stakeholder Management – An Introduction

Klaus Lintemeier, Lintemeier Stakeholder Relations
Prof Lars Rademacher, MHMK Munich
Dr Ansgar Thiessen, Knobel Corporate Communications

The landscape of business and enterprise policy is subject to almost unparalleled change. An ever-increasing majority of corporate and institutional management boards find themselves operating in a networked world of interests and opportunities for influence. In addition to primary stakeholders such as shareholders, customers, suppliers, and employees, secondary and tertiary stakeholder groups are increasingly making regulatory, social, political, and ethical demands on businesses. more[...]

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