The Sustainability Learning Forum

SME Integrity in Egypt

Jennifer Schoeberlein
Quasay Salama
Egyptian Junior Business Association

The Integrity Network Initiative was established as a business-driven collective action network to strengthen integrity standards in the Egyptian business environment, to build the capacity of small and medium-sized enterprises (SMEs), and to tackle some of the most pressing corruption challenges affecting businesses in Egypt. It is implemented by the Egyptian Junior Business Association in cooperation with the United Nations Global Compact. more[...]

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AIA's Approach to Corporate Responsibility: Embedding the SDGs

Pakis Papademetriou, Athens International Airport
Athens International Airport Eleftherios Venizelos

With a corporate goal to create sustainable value to all stakeholders by offering value-for-money services, AIA has implemented a successful development strategy in both its aeronautical and non-aeronautical sectors. With AIA’s operational success being based on stakeholder cooperation, the company operates in a socially and environmentally responsible way, providing stakeholders with an operating and working environment that meets the increasing demands regarding quality, safety, and security issues. more[...]

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Sustainability: Value beyond Costs

Alcantara S.p.A.

The registered trademark Alcantara® is the result of the unique and proprietary technology of Alcantara S.p.A., founded in 1972. Alcantara is a highly innovative material applied in various fields: fashion and accessories, automotive, interior design and home décor, as well as consumer electronics. Since the very beginning, the approach of Alcantara to sustainability has been “value beyond costs.” more[...]

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Stakeholder Engagement: A Key Strength for the Success of Our Projects

EDF Group

Consultation does not happen spontaneously. But without it, we believe that it would no longer be possible to imagine the smallest project – even more so if it is an industrial project and a host region needs to be found. Rather, what is needed is the willingness to create – through consensus – the conditions under which a project can be sustainable, in accordance with a region’s own development aims. more[...]

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Stakeholder Relations – Invest in Them Before You Need to Rely on Them

Thorsten Pinkepank
BASF SE

A fixed component of our sustainability management is the continuous exchange with our stakeholders. more[...]

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Creating Sustainable Value Through Stakeholder Engagement

Prof. Dr. Christof Ehrhart, Deutsche Post DHL Group
Deutsche Post DHL

We are living in an era that has seen the key factors for corporate success change markedly in the span of just a few years. The boundary between business and society is fading, and the consequences are penetrating into the very core of corporate decision-making. A shift in attitude can already be observed in the higher echelons of many companies. Instead of placing their primary focus on shareholders, companies increasingly understand the importance of addressing the needs and expectations of a broader stakeholder base. The shift away from the classic shareholder value paradigm has made way for a new and more sustainable approach: stakeholder value. more[...]

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MOSTADAM: More Than Just Finance

Perihan Abdel Ghaly, Arab African International Bank
Maha Hasebou, Arab African International Bank
Arab African International Bank

Since 2004, privatization and economic reforms in Egypt, especially in the banking sector, have spurred active engagement and responsibility toward communities and in the country at large. The banking sector’s current capacity and capital remain significant when comparing its role in social and environment development. The Arab African International Bank (AAIB)’s experience offers a successful trendsetting model concerning the role of banks in affecting the growth of new industries and the economy at large. more[...]

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World Savings Day

Mara Simonini, Banca Popolare di Sondrio
Banca Popolare di Sondrio

Banca Popolare di Sondrio celebrates each year the concept of saving and the importance of good management of money – not only for individuals, but for the whole community. 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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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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Which Form of Dialogue Is Suitable for Which Purpose?

Deutsche Gesellschaft für internationale Zusammenarbeit (GIZ)

A broad distinction can be made between stakeholder dialogues that are geared toward consultation and those that focus more strongly on cooperation during implementation. In consultative stakeholder dialogues, actors contribute their expertise, viewpoints, and experience. Initiators of the stakeholder dialogue are usually responsible for the further use of recommendations and lessons learned. Consultative and cooperative forms of stakeholder dialogues subsume the following variants: more[...]

The Author

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[...]

The Author

Managing Corporate Legitimacy and the UN Global Compact

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

In this article, we explain why managing legitimacy is vital for corporations and how business firms can employ strategies to maintain their legitimacy. We then discuss the organizational capacities that each legitimacy strategy implies and point out their inherent tensions. Based on the results of an empirical study, we show how two large corporations have handled these tensions and successfully introduced organizational prerequisites for managing legitimacy. In the final part of this article we elaborate on how participants of the UN Global Compact can use the initiative to strengthen their legitimacy. more[...]

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Keynote Roman Dashkov

Roman Dashkov, Sakhalin Energy Investment Company Ltd.

more[...]

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