Asia Best Practice

8/2/2019 Asia Best Practice

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Table of Contents Recycle of Used Lead Acid BatteryCompany name : Rahiafrooz Batteries Ltd. (Bangladesh) China Africa Business Council (CABC)

Company name: China Africa Business Coumcil (China) Indianon Scholarship SchemeCompanyName : IndianOil Corporation Ltd. (India) Establishmentof InternatnionalIntegrated Recycling SystemCompany Name: Fuji Xerox Co., Ltd. (Japan)

This booklet has been designedby theInterns of UNICTokyo100% recycledpaper

Insurance for the Planet - Mangrove Reforestatnion ProjectCompany Name :Millea Holdings, Inc./Tokio Marine & Nichido FireInsurance Col, Ltd . (Japan)FormationVillage-Hoste HainseCompany Name: FormationCarpets (Nepal)

ProjectHope- Telemedicine ProjectCompany Name : Engro Chemical Pakistan Ltd (Pakistan)Shell Live WIRE!" Tameer"Company Name : ShellPakistan (Pakistan)IndustrialPeace council- a venue for part icipative resolution of employeeissues andconcernsCompany Name: Mabuhay VinylCorporation (Philippines)NTUC FairPriceAnnualUsed Textbooks ProjectCompany Name: NTUC FairPrice Cooperative (Supermarket/ Retailer Chain)(Singapore)MAS Womengo beyondprogramCompany Name :Mas Holdings(PVT) Ltd. (Sri Lanka)BHEL' s Corporate Social Responsibility (CSR)- For Rural AreaDevelopmentCompany Name : BHARAT HEAVY ELECTRICALS LIMITED(BHEL)(India)Innovative Quality of Life ClubCompany Name :Thai Carbon Black Public Company Limited (TCB)(Thailand)


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About theCompany/Council

Partners/Participants

Global CompactPrinciple(s)

Best Practice From ChinaProjectName: ChinaAfrica Business Council(CABC)

Driven by the private sectorwithstrong public sectorsupport, CABC isbelievedto be the first Public-Private Partnerships (PPP) initiative betweenChina andAfrica underthe South-South CooperationFramework.

UNDP China Office, SU/TCDCof UNDP,six UNDPCountry Offices in Africaof Cameroon, Ghana, Mozambique, Nigeria, Tanzania and Kenya, ChinaGuangcai Programme, China InternationalCenter for Economic andTechnical Exchanges (CICETE) of the Chinesegov ernment.Human rights principles

Cha llengesFaced Chinahasa s trongpol it ic al commitment towards Africa, underlined by thehigh-level Sino-Africa Forumwhich represents the political support forSino-Africanrelations. Trade betweenChina and Africa is rapidlygrowing. In1999, it totaledonly 2 billion dollars,whilst in 2004it reached 30billiondollars. However, trade and investment levels between China and Africaremainwellbelow their potential. There isa needto better facilitateeconomiclinksbetween Chinaand Africa.

Impacts and Benefits CABC was launchedin March 2005 withbroad stakeholder participation. Inthe contextof the project, severalbusiness delegationshave alreadybeenconducted both in China and in Africa resulting in trade agreements andjoint ventures . MinisterHu Deping of ChinaGuangcai Programmeheaded ahigh level business delegationto visitAfricain August 2006. CABC will playakey role on the side of the upcoming Heads ofState SummitbetweenChinaand Africascheduled to take place this fall.Thiskey PPPinitiative isenvisaged to contributeto the strengtheningof the economiclinks betweenChina and Africa and to the attainment of the MDGs at the global levelthrough promotion offostering partnerships betweenChina and Africa.

Company Phone : +86-10-6517-9639 (Secretariat of China Africa BusinessCouncil)E-mail : zhiyang.luoeundp.orgE-mail: [email protected]

ProjectDuration January 2005-December 2007Background/Abstract In order to createan enabling environment for China-Africa economic and

technicalcooperation, a three-yearUNDPproject ofSupport to Establsihingthe China-Africa BusinessCouncil (CABC) was launched in 2005in Chinawithan initialfunding ofI million USDsupportedby UNDP.Ajoint initiativebetweenUNDPand ChinaSociety of Promotionfor the Guangcai Programme(Guangcai), a key linkbetweenChina' s Communist Party andthe privatesectorwith a membershipof more than 16,500 Chineseprivate sectorcompanies, CABC will be establishedbetween China and a first group ofsixAfricancountries: Cameroon, Ghana, Kenya, Mozambique, NigeriaandTanzania . .

FuturePlan

CompanyName:

CABC database is in the making at the current stageand six CABC AfricaOffices are expectedto be establishedin the relevant participating countriesin Africa.

ChinaAfrica Business Council (CABC)

Initiative Starting from early 2005, the three-yearproject aims to provide a practicalbusinesstool to facilitate Sino-Africa economiclinks focusingon investmentand trade. CABC will be a two-level mechanism working alongsidegovernmentministries ofparticipatingcountries but also as a practicalbusinesstool to assist Chinese and African companies further their interestsand achieve greatersuccess in tradeand investment objectives.The CABC Secretariatwas set up in Beijing in August 2005 and provides aneasilyaccessible source ofbusiness and economic information tailoredtowards the needs of Chinese and Africancompanies . The CABC websitewww.cabc.org.cn was launched in September 2005. TheS ecretariatwillconduct two-way trade missions, sectorstudies, workshops and seminars andwill provide consultancy services on specificissues.


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Best Practice From IndiaProject Name: IndianOil Scholarship Scheme

nos .) and MBA (30 nos.). This year IndianOilh as announced450Scholarships for meritorious students all over India, und er the IndianOilScholarsh ips Scheme for the academic year 200607. As part of the scheme,special encouragement is being given to girl students, physically challengedstudents, and students from J&Kas well as the North east States.

About the Company


GlobalCompactPrinciple(s)Project Durat ion

Indian Oil Corporat ion Ltd. was formedin 1964 th rough the merger ofIndian Oil CompanyLtd. (Estd.1959) and Indian Refineries Ltd. (Estd.1958).It is currently India's largest company by sales with a turnover of Rs.1,83,204crores ($ 3653 7 Millions) & profits of Rs.4,915 crores ($ 1115.3 millions) forfiscal2005 . Indian Oilisalso the highest ranked Indiancompany in theFortune 'Global 500' listing, at 153 positions. It isalsot he 18th largestpetroleum company in the world and the #1 Petroleum tradingcompanyamong the National Oil Companies in the AsiaPacificregion .

Students of 10+/ITI, Engineering,MBBS and MBAs , belonging to familieswith less than Rs.1 lakh (- $2290/-) as the gross joint annual income of thefamily.

Businesses should support and respect th e protection ofinternationallyproclaimed hum an rights within the ir sphere of influenceThescholarship is awarded @Rs.1000/ - per month (- $ 23) to 10+/ ITIstudents for twoyearsa nd e Rs.2000/ - perm onth (- $ 46) for the ent iretenure of professional courses i.e Engineering /MBBS/MBA. The scholarshipispayable for all the 12 months in a year.

Initiative

Challenges Faced

Impacts and Benefits

Future Plan

Initiativewas launched after assessing the need & the target group alla crossth e country in the year 2003. Thereafter the scheme has been continuedinsuccessiveyears with overwhelmingresponse.

India beingveryvast coun try . All the 35 States having their differentstandard of examination system. The no. of scholarship bagged by studentsoffew States ismuch higher then other states where marking system isrelatively conservative.

350 needy and meritorious students availscholarship every year, since 2003and who wereq ualified as pro fessional graduate, which would have beendifficult without the support . Thesponsor i.e. IndianOil in the process hadgenerated substantial goodwill, not only amongst the students and theirfamilymembers, but also in the society at large. The organization had beenable to crea tean image ofa responsible corporate, which cares for the wellbeing of younger generation in the society.

From the academic year 2006-07, our company has increased the numberscholarship, inprofessional courses from 100to 200. Therefore, from thisyear onward, "TheIndianOil Scholarshipwill be awarded 450 meritoriousstudents .Background /Abst ract As a par t of its Corporate Social Responsibility, IndianOil hadlaunched"INDIANOILSCHOLARSHIP " Scheme in August 2003 to help improvequality oflife ofpeople particularly ofthose of the underprivileged andeconomically weaker section. The ' Indian 'O il Scholarship' is awarded to 350meritorious students onMerit-cum-mean basis, to support & fulfill thedreams, belonging to families with less than Rs.l lakh ($ 2290per annum) as

the gross joint annual income of the family. The scholarship covers first yearstudents of 10+/ lTI, Engineering,MBBS and MBAs. The scholarships aredivided amongst General &Reserved Categories, which arefurth erdistributed to Girls and PhysicallyHandicapped student s and students fromJammu & Kashmir aswell as North East States. Of these 250 scholarshipsare for th e 10+/ITI students @Rs.1000/ - pe rmonth (- $ 23) for two years.Another 100 scholarships @Rs.2000/ - per month (- $46/-) are awarded forthe entire tenureofprofessional courses i.eEngineering (50 nos.), MBBS (20

Company Name: IndianOil Corporation Ltd.Company Phone : +91(124)2342983E-mail : bharatchoudha ry@ioc l.co.inURL : http:/ /www.iocl.com


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About the company

Partners/Participant s

Global CompactPrinciple(s )

Project Duration

Background/Abstract

Best Practice From JapanProjectName: Insurance for the Planet -

Mangrove Reforestation ProjectTokio Marine & Nichido Fire is the oldest andlargest generalinsurancecompany in J apan. Date of Establishment:August I , 1879 Capital:l 01.9 billion yen Location of Head Office:I-2-1 Marunouchi , Chiyoda-ku, Tokyo Net premiumswritt en:l .8927 trillion yen (as of March 31st, 2006) TotalAssets:l0.8147 trillion yen (as of March 31st, 2006) Number of employees : 15,879(asof March 31s t, 2006) Number of agents : 63,413 (as of March 31st, 2006)

We have been proceeding with thi s project in partn ershipwith th e followingtwo NGOs:CD TheOrganization for Industrial, Spiritual and Cultural Advancement(OISCA) Actionf or Mangrove Reforestation (ACTMANG) Principle 7 .. Business should support a precautionary approach toenvironment al challenges Principle 8 .. Undertake initiatives to promote greater environmen talresponsibilityWe have been operating thisp roject since19 99. 1st pha ze- .from April 1999 th rough March 2004 2ndphaze- .. from April 2004 thr ough March 2009CD Over the last 30 to 40 years,mangrove deforestation has so advancedthatabout 80% of mangroves had been lost in some countries within theSoutheast Asian region due to various human-induced causes.

Inrecent years th e role mangroves playin sequestering carbon dioxide,one of th e primarygases responsiblefor global warming, has drawn muchattention .@ We commenced thi s pro ject in 1999 with the aimsofcontributi ng to th eprevention of global warming and regenerating rapidly disappearingmangrove forests.@ This project was proposed by a member of our company and start ed aspart of th e company's commemorative activities on the occasion of th e 120thanniversary before its merger.@ We set a target of reforesting an area of3,000 hectares ofmangroves infive Southeast Asian countries (Indonesia, Thailand , the Philippines,Myanmar and Vietnam) overa five-year period.

@ Havings ucceeded in achieving our 3,000 hectare first phase target, we arenow in the secondphase which started in April 2004 with the target ofreforesting a furth er 2,000 hectares in th e next five years in the previous fiveSoutheast Asian nations plus the newly added nation of Fiji,where the nationis faced with the risk of sinking below sea level as a result of global warming.

Initiat ive CD We have been engaged proactivelyin environmental awareness raising bothinside andoutside our company through our mangrove reforestation activities.

Once or twice a year, we organize a tour for about one week for companymembers and retirees , agents, and their families a s "Green Volunteers"whoparticipate in the tour at their own expenses. Amanaging directoror above becomes the leader of every "VolunteerReforestation Tour".Our company president Kunio Ishihara also participated inthetour in February 2004.@Also,one of the major purposes of thi s proj ect is to offset the carbon dioxideemissions from the business activitiesof Tokio Marine & Nichido by replantinganarea ofmangrovess ufficient to absorb the same amount of carbon dioxide,neutralizing the global warming burden caused by our company.@ The area of 3,000 hectares ofmangrove forests is estimated to be a scalesufficient to absorb the emissions associatedwith thebusiness activites of TokioMarine & Nichido.@ Having achieved the target , wehavebecome a "carbon neutral" company,which is still uncommon in Japanese financial institutions.

Challenges Faced CD Before sta rting thi s project, we had difficulty in finding partn ers who hadexpertise in as large as 3,000 hectares of mangrove reforest ation andcooperated with us. Incarryingout the project, the establishm en t of t rustful relationshipsbetween local residents and us becomes very important. Some times weimprove road conditions and make conference halls locally and are alwaysready to give advicet o local people.We have been making efforts so that theycan appreciate the facts that mangrove forests provide resourcesindispensable to th eir daily lives andbring about improvements and greaterstability in their living environment.@ Also, th ere have been a lot of reforestation sites suffered from weatherconditions and th eft .@ We have had difficulty in selecting the kind of seeds suitable for eachreforesta tion site .

Impacts and Benefits CD Environmental protection and Prevention of global warmingThe areaof3,000 hectares of mangrove forest s is estimated to be a s cale sufficient toabsorb the emissions associated with the business activities of Tokio Marine& Nichido, Our aim is to balance th e volume of carbon dioxide emissionsresulting from ourbusiness activities with the volume of carbon dioxideabsorbedby reforested mangroves, so a s t o become "carbon neutral".


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r - - -

Initiative FujiXerox formeda companywideproject team to addressth e issue. The projectteam worked on the construction of a p lant aswell as training personnel whoactually work at the plant . FujiXeroxalso funded a subsidiary (Fuji XeroxEco-ManufacturingCo., Ltd.) that oversees th e day-to-dayoperation at theplant.

T

Future Plan FujiXeroxplans to further automate disassembly and separation forrecycling, along with decidingwhether ornot part s can be reused.Wealsoaspire to build the similar system in China .

Challenges Faced


1. Establishinga relationship of trustwith the Thai governmentThe Thai governmen t initially not enthusiastic forestablishing a recyclingcenter--- to accept usedgoodsfromoverseas, after the past incidents thatused personal computers importedfrom overseasfor reuse purposewereillegally dump ed.After waitingm ore than an year, Fuji Xeroxwas given anopportunity to pursuade the Thai government official in charge of theproject.President Toshio Arima himself met with the official and emphasized FujiXerox's past efforts in Japan aswell as enthusiasm with which the companyplanned to establish a recycling system of a similar level in Asia-Pacific. Afterone year, permission was finallygranted for the project in Thailand.2. Obtainingpermission to export end-of-Iife products from AustraliaAn Australian lawstipulates that in principle, waste material shall not beexported to non -OECD countries . To send waste material to Thailand,exporters must undergoexaminations by an advisory committee and obta inpermission from the Minister of the Environment. Thus, th e project teamsubmitted a 420-page repo rt to the committee that would examine the wholeproject in detail. However, after an year and a half, the committee was still indiscussions,with export permits pending. Fearing that it would be impossibleto operate a recycling system if the stalemate continued , the head of theproject team himself atte nded a committee meeting and urged for apermit,stressing that Fuji Xerox has done everything i tcan possiblely think of. Theappeal moved the committee members andthe perm it was finally granted.

Asnotedabove, the integrated recycling system in J apan turned black in2003 , and in FY2005, it generatedprofit of a pp roximately130 million yen.Thedisposaldata for the international integrate systemin FY2004 is asfollows; Number of end -of-lifemachines disassembled and separated for recycling:About 7,000 units Weight of materials recycled (including effective utiliza tionofenergy):About 1,000 tons Recyclingrate per machineby weight : 99.6% Landfillr at e per machine by weight: 0.4%

Company Name:FujiXerox Co., Ltd.Company Phone : 81-3-5573-2882E-mail : miki.watanabee fujixerox.cojp

hiroaki.furusee fujixerox.co.jpURL :http :/ / www.fujixerox.co.jp/


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About the company



Best Practice From NepalProjectName; Formation Village-Hoste Hainse

FormationCarpets isa carpetmanufacturing and exporting company. Themain concernof the management is to create exclusive carpet designs,ensuring outstanding qualityand assuringa soundworking environmentforemployees. Formation Carpets adheres to the principles on human rights,labour and environment.Total employees 228Administrat ive staff 36 (18 female and18male)CarpetWeavers 175 (female)Cutting Masters 4 (male)Wool Roller 13 (female)

Hoste Hainse(HH) actslikea partner of Formation Carpetsto implementitssocial welfare activities (especiallyEducation, Health Care and DayCarefacilities for employees) and its Formation Village project. Incomefrom 1%ofthe company'ssales goes to HH.

Human Rights Thecompany' s policy isto ensure the protection of humanrights. Thecompany's policies take into consideration the principle of humanrights, the constitution of Nepal, andthe LabourAct. Thecompany presidentisa recipientof the Human Rights Awardfrom Minnesota Advocates forHuman Rights, USAfor her significant contribution in reducing child labour.Labour Standards:There is no child labour involved in the companyFormationCarpetis a forerunner in the fight against childlabourincarpet factories.Memberof Nepal Rugrnark: all carpets obtain th e Rugmark label-Smaller children have access to a wellequipped Day Care CentreSchool goingchildren have access to a CoachingClass to help themwiththeir homework.Weavers and their childrenhave access to Health Care FacilityAll the employeesare informed of companypolicies; the processofdissemination is through quarterly meetings and interactions between theweavers andthe staff.Environment: The company has a well-ventilated and well-litenvironmentallysound workplace. All the employees have comfortablesitting arrangements . Employees come on time and have mutual cooperationand harmonyamongst themselves. They have access to clean toilet facilitiesand to drinkingwater. Occasionally training on health, sanitationand safetyare providedto the weavers.As for the environmental impacts, FormationCarpets is not involved in thedyeing andthe washingprocess directly. It has taken into consideration that

Background

Initiative

the dyeing is done throughthe treatmentplant as a precautionagainstenvironmentaldegradation.No Corruption or Discriminationis Practised: Theorganization hasalwaysworkedagainst all form of corruption and there isno discriminationin hiring, compensation, access to training, promotion, termination orretirement based on race, caste,nationalorigin, religion, age, disability,gender or politicalaffiliation.

FormationCarpets was founded in Kathmandu, Nepal, by Mrs. SuloShresthaShah, a Nepalibusiness entrepreneurand Mrs . Linda Gaenszle, aGermandesigner in 1991. The main concernof the managementwas tocreate exclusive carpet designs, ensure outstanding qualityand assure asoundworking environment forits employees.HosteHainse: Founded in 1990, Hoste Hainse had the initialpurpose ofensuring soundworking conditions for the employees of Formation Carpetsandtheir children. From its first effortsof providing a complimentaryday-care and pre-school facilityfor the weavers' children, HH is now involvedin providingeducational support to over 1,500 needy and underprivilegedchildren in differentparts of Nepalwiththe support of Nepalese andnon-Nepalese donors.Objectives - Hoste Hainse has taken up the followingnoble objectives: (a)educateneedy children, (b) eliminatechild labor through education, and (c)sustain educational programFunctions

Developing projects/proposals for th e benefit ofbackwardcommunities.Assisting the betterment of less privilegedcommunities throughcreative and service oriented programs.Creating awareness amongst the backwardcommunities about theimportance of education, health, sanitation and environmentdegradation.Introducingincome-generatingprogramsin ruralareas.

FormationCarpet hasbeen successful inbecominga paragon ofan idealcarpet factory. Preference hasbeen given to employingwomen. 90% of itsemployees are women. FormationCarpets also providesopportunitiesto lessprivilegedwomen.Thecompanyhasentrusted HosteHainsewith the responsibilities ofimplementation and monitoring of staff welfare activities. Thefollowingactivitieshave been initiated:Reporting System Hoste Hainse has also been assigned to do quarterlymonitoringof the company, its Day Care andthe coaching class. It inspectswork place conditions and interacts withemployees regarding their children .It has periodicallymonitored the company' s social responsibility andhasbeen providing the companywith yearly social auditreports.


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ChallengesFaced


DayCare CentreThe company runs a Day CareCentre under Hoste Hainse forinfants andpre-school children of weavers (21 children currently). Childrenare provided proper care and supervision with caretaker ayahs, fed milk andbiscuits in a clean environment , and adequate playthings for their physicaland mental growth .Scholarship and coachingclass facilityThecompany providesscholarshipsupport thr ough Hoste Hainse to the children of weavers in various boardingand government schools ofKathmandu.Apartfrom morechildren staying inschool and recording academicprogress because of after-school coachingclasses and helpwith their homework , children arealso involved inextracurricular activities like painting, singing and dancing. Currently 152children aregetting scholarships, and 60children are benefit ing fromcoaching class facilities. Over 15 children have already completed their highschool exams.Health InsuranceFormation Carpets provides health insurance and medicalfacilities to its employees th rough th e Blue Cross Nursing Home,Kathmandu. Currently 121 weavers and 32staffare insured. Normally,weavers get medical benefits up to Rs. 3000, and staff, up to Rs.5000 peryear(benefits arehi gherfor special cases). Upto two children of staff are alsoentitled to medical benefits.Canteen FacilitiesThe company ha s opened a canteen on its premises toprovide healthy and hygienic food at subsidised costs.ApproachingDonors:Hoste Hainse constantly seeks more donors to be ableto support more children. The number of childrensupportedby HH isincreasing every year.Other facilities-Provid ent fund for pennanent employees-Dashain festivalallowance-Bonus schemes: 10% of net profit provided to employees as abonus-Leave is provided as per the Labour Act of Nepal.Promotional ActivitiesLaunch of Peace Dove Carpet; Hoste Hainse (HH) organized the laun chingof Peace Dovecarpet, a special production of Formation Carpeton 1stDecember 2005 with Dr. Jan e Goodall, United Nations Messenger of Peace,as the chief guest . The carpet willbe auctioned in the USA through Dr.Goodall Foundation to raise funds for peaceworks.Honouring SLC (highschool) graduates:HH organized a program inhonour of SLCgraduate children of weavers on 11th Jun e 2006 in order tomotivate and encourage other students to concen tra te on th eir studies. Allthe graduating students each receive d a dictionaryas prize.It is very challenging to sustain the initiatives startedunderGC duringperiods of businessslowdown.!Because of the GCinitiatives undertaken by the company, peop le lookforward to work in the company, which is very encouraging to us. Changeshavebeen observed amongst theweavers andthey are more conscious abouttheir health, th eir children's education, andhuman rights . The image of thecompany has imp roved.

As the weavers ofFormation Carpets (FC)were deprived ofvariousopportunities required for the enhancement of theirlives r ightf rom theirearly age, FCwants to provide more facilities and opportunities for theirchildren so as to ensure theirbright future. FCalso provides guidance,facilities and opportunities to its weavers to enhance the quality of their life.In thi s regard, FC is planning to implement the followingprograms.Immediate planThe company will continueraising awareness, enhancing skills andknowledge, and ensuring the rights of the weavers and their families for asustainable livelihood.As many women weavers are abused by their families(or husbands) orare forsaken by themand deprived of their property rights,ensuring th eirrights willplay a pivotal rolein program formulati on anddesign. The program will also give priority to th e children of weavers throughtargeted programs focusingon education, health care, nourishmen t andproviding employment to tho se eligible. The immediate future plans are asfollows:1. Establishment of a l ibrary to disseminate relevant informati on ,2. Computer training to schoolgoing children3. Advancement and prot ection of right s ofwomen weaversSolicit support of a local lawyer' s organization engaged in women' s

right sSubmit a proposal to Minnesota Advocates for Human Rights(MAHR)which is an organization of lawyers and also a donor ofHosteHainse4. Health and environmental awareness program

5. Support and facilitate eligiblechildren of weavers to get jobs. HH andFCgives first preference to suchchildren during recruitment .6. Providecounselling and guidance to children to choose theirsubjects/ facultyin accordance with their interest and competence.7. Enhancement andupgrading of the existing daycare centre andtuition class roomsby make it morespacious and supplementing itwith more facilities and teaching aids.

Long-term planThe organization hasa long-termplan of establishing the model FormationVillagewhereall th e above programs will be implemented inspecializedpremisest hat are adequate and congenialfor this purpose. TheVillage willhave accommodation with all basic requirementsat subsidized rates andother facilities, such as, health clinic includingmedicalshop, playground,sports club, shopping centre ,t emple for religious and cultural functions ,communityh all,garden, sports ground, etc.Allexistingfacilities, day careand tuition classes will also be provided. TheVillage and all th e programs tobe implemented therein shallbe managed and administered by Hoste Hainse.

Company Name: Formation Carpets

Company Phone :977-1-5528473, 977 -1-5521071E-mail : infoeformationcarpets.comgeetaeh ostehalnse.org.npURL:www.engro .com


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Objective

Abou t the company

Partners/Part icipants

Best Practice From PakistanProject Name:ProjectHope

-TelemedidneProjectBringing terti ary he althcare free of cost, to the doorstepof ruralcommunities in which even basic healthcarei s either not available or notaffordable.Our name comes from "ENergy for GROwth " . As the na ti on ' s firstfertilizer brand , Engrohelpedm odernize traditionalfarming practices . Ourevolvingp roduct mixcontinues to boost farm yields, directly impacting thequali ty of life not onlyfor farmers and th eir famili es, but forall. Creatingvalue where others see little potential is the pioneering legacy that drivesEngro to thi s day. A ground-breaking business decision to harness Sindh' sabundant natural gas reserves for producing urea has evolved over th e yearsin to the mul tidimensional company that is Engro today. In 19 65, Esso ' sUSD42 million urea plan t in Daharki, then Pakistan' s largest private sectorforeig n investment , became the coun try 'sfirst chemical ferti lizer pla n t. In1991,following Exxon ' s exit from its global fertilizer business, thecompany' s Pakistan operations wereacquired through the country' s firstever employee-led buyout . Since then Engro has hadeven greatermotivationto pu t its pioneering values to work,seekingto conserve resources,optimizetechnology and innovate solutions thatnot onlyincreasep rofitability, butalso ensu re a light er environmen tal footprint and a moresensitive socialimpact. With production up four -fold since 1968, Engro's ongoinginves tment in people, process solutions and resource conservation initiativeshas reduced energyu se per ton of urea by a third . Not onlydoes thi s saveRs.2 billion annually, it stretches non-renewable energysources, mit igate sthe impact of waste on our neighbourhood. Our pioneering spirit continuesin our social investments, exemplified by th e only snake-bite treatm entfacility in the region an d the first telemedicine in tervention in th e coun try .Innovativelyo ptimizing our resources, Engro re-Iocatedfertilizer-manufacturing plant s from the UK and USto our Daharki plant site- an i nternationalfirst . We con tinue to expand investme nts in indus try thatcan directly boos to ur nation ' s inherent agro-economic strength. EngroVopak, Pakis t an ' s first chemical jetty terminaloptimizes raw materialhandling. PVCresins manufactured by Engro Asahia re the building blocksfor water conservation systems. Engro Foods capitalizes on the nation ' sstatus among th e world' s top six milk producing countries. EngroInnovative delivers industrial automation solutions . Engro Energy Limitedhascommencedwork towards set t ingup a 200-225 megawatt power plantusing permeate gas from the Qadirpur field.1. Government ofSindh, Pakistan - Health Department2. Jin n ah Postgraduate Medical Centre3. Telemedicine Association of Pakistan

Global CompactPrinciplefs)

Project Duration

AboutProject Hope

Background!Abstract

Human Right s: Principle Nos 1 & 2

Conceived in 2004 & Start ed in2005First Phase to be completed in December 200 6

Engro and i t s partnerssee ProjectHopeas the solution to a larger problem.The socio-economicupli ft of the people depends directly on the sta t eofhealth of the commun ity . The Telemedicine initiativeunder Project Hope isthe very first and the onlyone of its kind so far in the country,conductedbya corporate entity. As such it serves asa benchmark for other companies. Theproject is sustainablein its concept and its scope and is very much related tothe core mission of the company, providingas it does, qualityhealthcare tothe less fortunate members of society. The Project is the lat est of Engro ' ssocial investments in the healthcare secto r that have benefitedmanythousands at th e grassroots level for the past several years . Initiatives sta rt edpreviously and stillongoing, haveranged fr om a thallasaemia centre ,expanded dialysis facilities, eye camps, eye care centre and an oncology unitfor the less privileged in society to saving some 63,000 lives throughsnakebite treatment .

Since beginning operation s in Pakis tan in 1968, Engro' s int eractionwiththe local communities has steadilyincreased.One of the prime lessons learntthrough this engagement is that the lack of healthcare, coupled wi th aburgeoning population creates eno rmo us challenges for the localcommunityto access quality heath care services. The area is amongst the least developedareas in the country. Literacy is very low and poverty high, with many living abasic sub sistence farming existence. In a large percentage of the populationthe re i s a singleb readwinnerand sickness or death of this person can literallymean starvation for the whole family. The 'cur e' for al l types of diseases andailments is provided by quacks,faith-healers and at best, doctors with a basicmedical degree. In Pakistan the ratio of doctors to population is anunimpressive1:1310. In the Sindh province it becomes substantiallyworse at1:2915. ProjectHope was thereforeselected aft er a full analysis anduponreaching th e conclusion that tertiary healthcare was vitally required to savelives, assure workand earn ing abilities, arrest the spread of contagiousdiseases and in short , make a clear difference to the future of the communityon a sustainablebasis. The process began in 2004,with int ernalconsultationand agreement on th eway forward . The concept of introducing telemedicinein the are a seemed t oofantastic at first. In the months that followed, therewas in tensive consu lta tion and exchange of ideaswith the TelemedicineAssociation of Pakistan and the Health Department of the Government ofSindh province . The partnership th us developed by Eng ro with the seorganizations launched Project Hope in 2005, with th e objective of utilizingstate -of-the-ar t technology to provide tert iary healthcare and referral


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servicesfor ruralcommunities. ThisTelemedicine basedhealthcare initiativeestablisheda hub in Karachi and spokes at two distant locationsto startwith.Doctorslocatedin Karachi specialisingin no less than fifteenmedicalspecialtiesranging from neonatology to cardiologyare madeavailable to theproject areas on a daily basis and free ofcost , to the ruralpoor,locatedhundreds of kilometres away. TheProjectis conceived asa sustainableproject, planned to growon a steadilyris ing curvein the years to come in itsscope, applicabilityand long-lasting benefits. It aims to reduce and in somecases eveneliminatehealthcare problems in th e community throughadvanced diagnosis and preventivecure. A long-term commitment by Engroto the project isimplicitin itsvery concept.At th e sametime theGovernment of Sindh has committed to carryon and extend the project toother areas of the province, making it sustainable even ifEngro' sinvolvement tapers off.The team thatwas developed to implement ProjectHope comprisedof thefollowing:01. PublicAffairs Manager, Engro Chemical02. Advisor Information Technology, Engro Chemical03 . Public Affairs Advisor, Engro Chemical04. SeniorVicePresident ,Engro Chemica l05 . Head of Neurosurgery Department, Jinnah Post GraduateMedical

Centre of Health Department, Government of Sindh06. CEO, e-Health

Finding right kind of personnel to handle the computers, software, hardwareand connectivityissuesTelephone connectivity, datatransmission and speeddue to weakinfrastructureFrequent poweroutages

Reluctance oflocal medical practitioners to change for betterImpacts and Benefits Starting in August2005, ProjectHope providedtelemedicinehealthcare to

one hundred patients byyear end . During January to June 2006, thenumberof consultationsprovided increased substantiallyto 396 persons.Althoughthis number is still no t large, the percentage increaseis very encouraging andindicativeof the project implementation progressing in the right direction.Engro is confident that asprojectawarenessgrowsin the community and asthe number of spokes isalso increased,many more people willbenefit in thefuture. Based onthe success thegovernment isfirming up plans to establishunits following Engro' s model at all majorcitiesof Sindh. Engro thushasgiven a direction to the government. Project Hopehas also resulted insubstantial cost and time savings forthe patients as they andtheir relativesdo no t have to travelto the cities for tertiary healthcare.

Company Name: Engro Chemical Pakistan LtdCompany Phone: + 9221111 211 211E-mail : [email protected]:www.engro.comInitiative

ChallengesFaced

The first Phase of ProjectHope links rural spokes viavideo-conferencingsystems to specialist doctors located at the Hub. Using the system, thespecialists can access X-rays, electro-cardiograms and vital signs for real timeconsultation. Each spokeis currentlycapable of handling up to 10 cases perday. In coming phases the number of spokes willbe increased,makingavailable this healthcare to manyothers. The establishment ofa secondhubis also under consideration.

Proactivelyworked to educate the doctors in th e rural areasto use themodem technologyfor th e betterment of poor and needyin addit iontoimproving their own skills and level of knowledge.

Theold fashioned medicalpractitionerswere reluctant to use th e computersand software to create the electronic medicalrecords and seek specialistadvice from the doctors at larger cities.The patients werescaredto see high tech medicalequipment. Mostofthemthought that the cost of such treatment wouldbe very high and beyond theircapacityof payments

Future Plan Make a network of 6 spokes + 1 HubResolveconnectivity issues by getting a satellite linkAdd morespokes andhub ifrequired


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About the company

Our Principles

Our Values

Our Practice

Best Practice From PakistanProject Name: Shell LiveWIRE/ "Tameer"

The Shell brand name enjoysa 100-year history in th e subcontinent, datingbackto 1899when Asiatic Petroleum, the far easternmarketingarm of twocompanies: Shell Transport Companyand Royal Dutch Petroleum Companybegan importing kerosene oilfrom Azerbaijan into the subcontinent.Afterthe independenceof Pakistan in 1947, the name was changedto the BurmahShell Oil Distribution Company of Pakistan. Today, Shell isan industryleader, setting newstandards of efficiency and responsibilityin the Oil& Gassector.

Our GeneralBusinessPrinciples govern how weconduct our affairs. Theobjectivesof Shell Pakistan Ltd. are to engage efficiently, responsibly andprofitably in oil,gas,chemicals andother selectedbusinesses and toparticipatein the search forand developmentof other sources of energytomeet evolving customer needs andthe world' s growing demand for energy.We believe that oil and gas willbe integralto the globalenergy needsforeconomicdevelopment for many decades to come. Our roleis to ensure thatwe extract and deliver them profitablyand in environmentallyand sociallyresponsible ways .Weseek a highstandard of performance, maintainingastrong long-term and growing position in the competitiveenvironmentsinwhichwe choose to operate.We aim to work closely with our customers,partners and policy-makers to advancemore efficient and sustainable use ofenergy and natural resources.Our commitment to these principles ishighlighted inthe fact that Shellis a memberof the designate Boardof Directors of the Global Compact Foundation Pakistan.

Shell Pakistan Ltd. employees share a set ofcore values- honesty, integrityand respect for people. Wealso firmly believe in the fundamentalimportance of trust, openness, teamwork and professionalism, and prideinwhat wedo

Shell has always prided itself on its contributiontowards social and welfaredevelopment in Pakistan. Since 1993, the company hasdonated over Rs. 40mill ion to a number of worthy causes and established itself as a responsiblecorporate citizen.Our business practices draw upon ou r principles and valuesand wehave a strong commitment towards ensuring employee safety,sustainabledevelopment,eliminationof discrimination, encouraginginclusiveness and greater public disclosure on our activities . We work closelywith communities on 75 diverseprojectsranging from conservationof

Abstract

Our Initiative

Project Duration

Mangroveforests, to supporting education and health initiatives in the ruralareas by engagingwith communities and through civil societyorganizations.However, our flagship initiative isShell Tameer, which aimsto develop andpromote entrepreneurship amongst youth in Pakistan.

LiveWIREwas launched in 1982 in Scotland to address massiveunemployment statistics among theyouth . Following th e phenomenalsuccess of Shell LiveWIREUK,1998 saw the launch of Shell LiveWIREinternationally. LiveWlRE International works to promotethe spirit ofenterprise in youngp eople from all social strata. Working with localenterprisedevelopment organizationsas wellas NGOs,vocational /polytechnic institutions,governments, corporations andcommunity programmes, LiveWIRE delivers practical support to thosepeopleas they develop the skills needed to plan, launch and managenew businessenterprises. LiveWIREis currently operating programmes in 25 programs,with 7 moreprogramsin the launch process. LiveWIREIntern ational hasprovento bea great success, and this isowed to the fact that each LiveWIREprogram islocalised to cater to the specific needswithin that particularcountry.With th e planned expansion of the international programmes thissuccess can only grow, making Shell LiveWIREsynonymous with youthenterpriseon a global scale .

Shell Pakistan launched Shell LiveWIRE in 2003 , with the local name'Tameer' (which means 't obu il d' ), with the aim of helping youth across th ecountry towards their own socio-economic development bu t also of theircommunities and Pakistan as well. Shell Tameerencourages youngpeopleaged between 18-32 years to consider starting a business as a desirable andviable career option by providingfree information, counseling, support andtraining on entrepreneurship. Tameeris committed to helping youth from allfour provinces of the country, irrespective of socio-economic, educational,religiousbackgrounds; in Pakistan, thisinvolves a lot ofwork at thegrassrootslevel. Tameerdoes no t create entrepreneurs, it identifies themandprovides them with the toolsto start a business: from preparing for the risksinvolved to providing them access to avenues of business and financialsupport. Tameer'ssloganis "Building On Young BusinessIdeas". Tameeralsodevelops an individual's entrepreneurial skills needed to plan, launch andmanage newbusinessenterprises. Shell Tameerprovidespractical support tothese youngpeople through partnerships with business support, educational,financial and community organizations.

Tameer waslaunchedin 2003. In the initial three years, the projectwassupported by Shell international, afterwhich it isexpectedto buildpartnerships to further expand and grow.


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Company Name: SHELL PAKISTAN

T

LiveWIREschemes operate hand in handwith localand nat ional governmentto facilitate delivery of economic and social inclusion programmes. ShellTameer typicallyprovides the following services:1. Enquiry Service: Byprovi ding information young people are introducedto the ideao f starting a business: how to find and developa business idea,where to seek help, how to prepare a business plan and conductmarketresearch.2.Mentoring Service: Young people are offered the opportuni ty to belinked with a LiveWIREmentor and their particulararea of expertiseforfurther advice and training.3.Awareness Seminars:Theseseminars createawareness ofentrepreneur ship among students ofbusiness, professional, vocational andpolytechnic schools.4.Workshops:Tameer has localised two training workshops which itconducts, Module I -Bright Ideas Workshops conducted for groups of youngpeople to stimulate exchange of ideas and encouragegood plann ing pri or tostarting a business;and Module II - Becoming a Successful Owner Manager,forbest practicesfo r business expansion and process improvement .5.Awards:The awards programme recognizes and celebrates the success andeffort of 10 young people i n d eveloping th eir own businesses. This highprofileevent not only attracts good publicityfor the young entrepreneurs butalso provides an opportunity for dialogue with government. The awardsareto serve as motivationand inspiration for other potential young people.Award s are given for best progress in growing and developing the business inits first 2 or 3 years.In addition, Tameer is engaged in the followingactivities:6.Course revision and for Polytechnic and Vocational Ins ti tu tes:Tameer , alongside the SindhBoa rd of Technical Education has taken theinitiative to revise the courseoutline for the Technical Education andVocationalTraining Students and making entrepreneurship part of theircurriculum. The aim is to encourage these students to couple their technicalskill with entrepreneurshipf or a better livelihood.7.Tameer EntrepreneurshipClub [TEC]: ATameer Entrepreneurs Clubhas also been launched to act as a platform for exchange of ideas andexperiences. It hasbeen developed for students, youth who are currentlyemployeda nd aspire towards entrepreneurship, and those who are alreadyestablished as entrepreneurs. Itp rovides a l inkfor students withprofessionals and aspiring entrepreneurs.8. Providing Linkages: Through Tameer ' s extensive network,entrepreneurs gain linkages to the market, financialassista nce, businesslinkages and links with other ent repreneurs.

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Our Partners

Benefits, ImpactandSuccess

Challenges Faced

Future Plans

Inorder to implement th e project, Shell Tameer has entered into thefollowing partnerships: (a)Operational partnership with Small & MediumEnterprise Development Authority (SMEDA) to provide technical, advisoryand capacity buildingservices for young entrepreneurs; and for outreachthrough their infrastructure; (b) Developmental partnership with Institute ofBusiness Administration Karachi (IBA) to localize and develop materials forthe Pakistani context; (c) Delivery partnershipwith Small& MediumEnterprise [SME)Bank to assist entrepreneurs in acquiring funding; and (d)Delivery partn ership with Rotaract to tap their extensive member network toachieve grea ter reach in remote communities around the coun try . Each ofthese partnerships th rives on a sharedpurpose and enables Shell Tameer toextendi ts outreach.In addition, Tameer collaborates with the City District Governments,variousmicrofinance institutions and leasing companies, NGO' s, business,vocational and polytechnic educational institutions, and corporations tomaximize Tameer' s impact.Since its incept ion, the ShellTameer program has engaged more than27,000young people th rough Workshops, Seminars, Meetings and our website . 30workshops have been conducted for 1000 youngpeople, and 55 seminarshave provided awareness to over11,000 students. TheTameer program hashelped young entrepreneurs in establishing business ventures, network withpeers,an d benefit from identification of potential business opportunities andfor networkingwith financial and business support institutions. In addition,a Shell Tameer MentoringService has been initiatedt o further assist youngentrepreneurs in understanding the issues andchallenges theymay face andproviding guidancefrom established professionals, trainings and case studieson how to meet thesechallenges . Severalt oolkits and feasibility studieshavealso been preparedand areavailable for readyreference and use.Some of themain challenges faced by Tameer include the scope of thepro ject, a countrywide initiative,t his makes it crucial to build effectivepartnerships; managing follow ups and completing the entrepreneurshipcycle;With the massive growth of the program, financial suppo rt for theprogrami s needed to meet the expectations of the disillusioned youth.Based on oursuccess so far, ShellTameer intends to expand i ts outreach andtarget youth in the rural areas, collaborating with th e Government initiativeto promote rural ente rprise, especially ruralwomen' s ente rprise. In order toachieve th is,wewill be deepening our engagement with exist ing partn ersaswell as ident ifying new strategicpartnerships. Tameerwill work in theearthquake-affectedareas as part of the rehabilitation process. In the future,Tameer isalso lookingforward to buildingsynergies and partnershipstowards common goals to help grow and expand the project.

CompanyPhone : 021-5689525 ext 2519E-mail : shelltameerteyahoo .comURL: www.tameer.org.pk

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Best Practice From PhilippinesProject Name: Industrial Peace Council

- a venue forparticipative resolution of employee issuesand concerns

Initiative The Industrial Peace Councilmeets regularly tofoster harmoniousrelationships among employees, developmutual respect among employees,provide a venue for employeesto participate in problem solving and instillacommitment to quality and safety in alllevels of the organization.

About the company


Global CompactPrinciplefs)

Project Duration

Background/Abstract

MabuhayVinyl Corporation is the first and largest chlor-alkali producer inthe Philippines. It manufactures caustic soda, hydrochloric acid,liquidchlorine, and sodiumhypochlorite. Itwas incorporated and duly registeredwith the Philippine Securities and Exchange Commission asa rubbershoemanufacturer on July 20, 1934and subsequentlyreorganized in 1963 toengage in chemicaland resin manufacturing. Thecorporate name ofMabuhay Vinyl Corporation was adoptedin 1966.Today, MVCis the biggest domestic producerand importer of caustic sodaand enjoys a dominant position in the hydrochloric acid and chlorinemarkets. Thecompanyis backedby a team of technically skilledmanagerswith long and extensive experience in the field of chlor-alkali production. Thecompany is also engaged in the trading activities of caustic soda pearls,industrial salt , and Asahi-brand PVCvalves.MVC continues to affirm its commitment to quality by maintaining the ISO9000 certification through regular surveillancevisi ts of third party assessors.

MabuhayVinyl is a foundingmember of PSBP,Philippine Businessfor SocialProgress and a signatory to the UNGlobal Compact Initiative,which itformalized during the 23rd National Conference and Exhibition of EmployersinMay 2002

Principle 3 - Businesses should uphold freedom ofassociation & effectiverecognition of the right to collective bargaining

SinceApril 1998, on ongoing programme

ALabor-Managemen t Council was installed in 1987 and revived in 1995.InApril 1998, thi s was renamed as the Industrial Peace Council. Its Vision wasdefined as "The Mabuhay Family in a collective quest for industrial peace. ".Its Mission was defined asfollows:- to promote industrial peace through participative resolutionof issues andconcerns-to provide a venue for people empowermentan d continuous imp rovement- to address environment and community concerns in the contex t of caringand service

Challenges Faced The memberspride themselves as advocates of PEACE ... champions ofemployee empowerment. At the start ofevery meeting, they reiterate theirbelief that peace is a sharedresponsibility emanating from mutual respectand trust...and resolve to continuously workfor peace andharmony in theorganization to ensure the growth ofbusiness. This joint approach to facingbusiness challengeswas th e key to overcoming the seemingly inevitabledeadlocks in negotiations for the Collective BargainingAgreements.

Impacts and Benefits The negotiations for the current Collective Bargaining Agreement ( CBA)wasconcluded in only 6 meetings. This was a significant improvementconsidering that the previous negotiations resulted in a deadlockwhichnecessitated government intervention.The IndustrialPeace Council of MabuhayVinylwas given the 2003Out standing Labor-ManagementCooperationAward by th e PhilippineLeague of Labor - Management Cooperation Practitioners, in cooperationwith the government's Department of Labor & Employment.The 2004 Collective Bargaining negotiations with both employees' unionwere cordially concludedin just 8 meetings for the employees group and only2 meetings for the supervisors' group last November,without the need forgovernment mediation. The employees in Luzon participate in the Council ofSolidaritywhich serves as an employeerepresentation system forproductivity, welfare and social concerns.

Future Plan The company continues to work closely with its employeeunions to promoteindustrial peace through the participative resolution of issues, providing avenue for people empowerment and addressing communityconcerns in thecontext of caring & service.

Company Name: Mabuhay Vinyl CorporationCompany Phone : +(632) 817 8971 to 76E-mail : ejnabriamemvc.com.phURL: http ://www .mvc.com.ph


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Project Name: MASWOMENS GOBEYONDPROGRAMAbout the company



Project Duration

Background/Abstract

Initiative

Best Practice From Sri Lanka

MAS HOLDINGS (PVT) Ltd. is SouthAsiaRegions Largest Supplier ofIntimateApparel. Wepartnerwith the worlds leading brands such as-VICTORIA'S SECRET ,GAPInk. NIKE and a host ofother brands. MASHOLDINGS (PVT) Ltd. was established in 1987. Today, over 35,000employees work in over 10 countrieswhich include India, Vietnam with28world classmanufacturing facilities.GAP Ink., VICTORIA'S SECRET ,NIKE and UNILEVER - UNEP (YouthExchange Program) / UNdecade of sustainable development / ConsumerCitizenship Network, Women's EdgeCoalition (USA) and the MinistryofEducation to Champion Women's Empowerment and ReachSustainableDevelopmentThefocus principles are:Principle 6Theeliminat ion of discriminationin respect of employmentand occupationPrinciple 1Businesses should supportand respect the protection of internationallyproclaimed human rightsNovember 2003: with the commitment of the corporateexecutive council, allCEO's,GM's and HRDirectors to the Global Compact principlesand launchedin all apparel manufacturingplants between December2003 -May2005. It'san ongoing program.Since 1987MAS was a committedto providingallemployees withanexcellent working environment. Ofits 35,000 employees 90%are women andbased on its originalcommitmentit had manygoodpractices in the apparelmanufacturingplants. In June 2003 all these were studiedwith a viewtodevelopinga women's empowermentprogram to eradicatethe image that allapparel ismanufacturedin sweatshop conditionsworldwide withchildlabor(allemployees at MAS are above18 years withno letters ofappointment).Theprogram setout to empower the employees to develop themselves togobeyond their current circumstances.Theprogram was titled 'MAS WOMENGO BEYOND' and wasintroducedinDecember2003 with the following program framework:1)Career advancement -programs to help allemployees advance in theircareerslike Englishlanguageskills/ ITskill/ Leadership were developed tohelp them advance

2)Worklife balance programs -to encourage women to develop their sportingand artistic talent and also to impartknowledge on 'HEALTH ANDHYGIENEAND PERSONAL GROOMING'3)Rewarding excellence -allemployees in the organization were recognizedand celebrated in a plannedmannerwith a quarterlycertificate ofexcellenceand an annual empoweredwomen ofthe year award eventheldin everyDecember.

Challenges Faced I)The first challenge was to develop a networkin eachofplants with supportfrom top management-Todaywe have GOBEYOND teams in everyone of the plantswith thenetwork of 300 managing programs.2)Wehad to establish credibilitygloballyof the program.-In 2005, the programwas awarded the excellence CSRaward for women'sissues by the AmericanApparel and FootwearAssociation (MFA) and Marchof2006 insteadbusiness school in France had developeda case study. UNGlobalCompact recognized its HRguidelines in 2006 and GAP Ink. Investedin a jointprogramwithMAS titled GAP GO BEYOND to empowerwomenand youth in the community.

Impacts and Benefits l)In terms of employeeengagementand motivationwithover 90% ofemployees saying the program has had a positiveimpactin theirlives andmotivation to the organization as measuredby LMRB (research) AgencyinMay 2006.2)Theprogram is on average having 3-4 impacts per employee though itsprograms per annum.3)TheGO BEYOND PROGRAM was the basis on which the Sri Lanka apparelindustryin August2006 launchedin globalbrandingcampaigntitled'GARMENTS WITHOUTGUILT' the assurance every consumer in the USAandEUgets whenit buysa garment madein Sri Lanka.

Future Plan 1)TheGOBEYOND PROGRAM willbe expandedto impactallthe countriesMAS manufactures apparel in by 2007.2)Itwillchampion ofwomen's empowermentin the apparel industryworldwideby setting a benchmark for allcountry, regional (Indian/Chinese)apparel manufactures andplayamajorrole in driving advocacy ofwomen'sempowerment in the industry.3) Just like the GAP GO BEYOND PROGRAM in2007/2008 similarco-brandedprograms will commence with Victoria's secret / NIKE, MARKSand SPENCER.

Company Name: MAS HOLDINGS (PVT) LTDCompany Phone : 94777766884E-mail: [email protected] : http:/ /www.masholdings.com/news.html

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About the Company



Best Practice From IndiaProject Name: BHBL' s Corporate SodalResponsibility(CSR) -ForRuralAreaDevelopment

Bharat Heavy Electricals Limited (BHEL) establishedin 1956, is India 'slargest engineering and manufacturingenterprise andone of the leadinginternationalcompanies as power equipment manufacturer. While the corecompetenceof BHEL isin th e power sector, it has also established thetechnological infrastructure to caterto core sectors like; Industry,Transportation(includingrailways), Transmission, Oil& Gas, Defense,Non-conventional Energy Sources. BHELundertakes the entire gamut ofengineering, manufacturing, erectionand commissioning, even on turnkeybasis - an expertiseavailableonly with a few powerplant equipmentmanufacturers in the world. All the units/divisions of BHELhave beenawarded ISO-14001 Environmental ManagementSystem certification. Inaddition, as a responsiblecorporate citizen and to meet the exactinginternational standards in occupational health and safety, BHELhas securedtheprestigious OHSAS-18001 certificationfor allits major units/divisions.

The greatestst rength of BHELis its highly skilled and committedwork forceof 42,600 employees. UnderUNDPprogramme for specialized services in thearea of Environment, BHELhas set up a Pollution ControlResearch Institute(PCRI)at Haridwar. BHELalso has a Model Centre for Occupational HealthServices at Trichy, whichis a pioneerin thisfieldin India.BHELis a member of CoRE(Corporate Roundtable on DevelopmentofStrategies for Environment) launchedby TheEnergy Research Institute(TERI).CoREis now a partner organization to the WBCSD (World BusinessCouncil for SustainableDevelopment). It has signeda memorandum ofunderstandingwith WBCSD, now called as CoRE-BCSD, India. Interfacesbetweencompanies such as BHEL, TERI andtheWBCSD wouldprovideanimportant link to address issues ofsustainabledevelopment at a global leveland to learn and exchangeexperience of the participating companiesAs part of its CorporateSocial Responsibility, BHELundertook number ofwelfare projects at the Company' s 56 adoptedvillages locatedacross thecountry, benefitingover 80,000 people of thesevillages . Theactivitiescontinuously monitoredi ncluded;o Freemedicalcamps/charitable dispensaries,o Schools for the underprivileged and handicapped children,o Blood Donation Camps,o Health Check-ups Campso P rov idi ng street lightso Drink ingwater

Background/Abstract

ProjectDuration

o CommunityCentre Infrastructure support to schools, facilitatingvillagechildren in getting proper educationbeside encouraging adult education inthe villages.-BHELhas beencontributing to the nationaleffort for developmentof farflung/remote areas on a sustainedbasis & commissioned three'Stand-Alone' Solar Photovoltaic (SPV)powerplants in easternIndiaSunderbans.-In addition, India' s largestSolar-DieselHybrid Power Plant (50 KWpcapacity) wascommissioned- facilitatingavailabilityof un-interrupted&environmentfriendlypowerfor various applications at the world-famoustourist island ofBangaramin Lakshadweep.-150 sets ofsolarpoweredwaterpumpingsystemswere commissioned bythe company, catering to the power requirement of 2 H.P. pumps forirrigation purpose.Other activities included;installationof rain water harvesting systemstree plantation - over 30 lakhs trees alreadyplanted, around units, sites& townships.Schools for mentallychallengedchildren at fourBHELunitscaterto th especial training requirementsof under privilegedchildren.Inrecognition to BHEL s efforts, company receivedmanyational/international Environmental Conservation & Pollution ControlAwards & oneof its employee Mr. R.C. Parakh was conferred the 'NationalAward for Best Disabled Employee' for the year 2005, for his overalloutstanding performancein the face of alladversities.

Theconcept of Corporate SocialResponsibilityis deeply ingrained in BHEL'sculture. Company' s missionin the area ofCSRisto "Bea sociallyresponsible corporate entitywith thrust on environment protection,communitydevelopment, and energyconservation" .BHELhas adopted56 villages around the country for welfareactivities.BHEL' s approach to rural development isbasedon an in-depth study ofvarious socio-economicfactors in areas in the periphery of its unit/divisions.Thecompany's rural developmentprogrammeis based on four mainobjectives viz. ruraldevelopment, rural education, rural health &environmentand rural employmentgeneration. According to BHEL'sHealth, Safety & Environment Policy, Company is committed tobeanenvironmentfriendly company in allits activities, products and services,providing safe andhealthyworking environment to all its stakeholders, asanintegral ofbusiness performance. Primarily located in the vicinityof its majormanufacturing plants, around the country, these villages andtheir 80,000inhabitants arebenefiting from BHEL' s initiative aimed at all-roundgrass-root rural development. BHEL ' s contributions towards CorporateSocial Responsibility till date include;- adoption ofvillages,- ban on child labor,- Employmentfor handicapped, Ex-serviceman


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Initiative

- irrigationusing treated sewage,- pollutionchecking camps,- plantation ofmillions oftrees,- energysavingand conservation of natural resources through- environmental management,- disaster/naturalcalamityaid.BHELhas alwaystaken a lead and hasbeen playing a proactive role for theupliftment ofweakersections of society. Thecompany has taken up CSRactivities, notout ofemotion, compassionor as an act ofcharity but becauseit believes that development ofsocietyis an extensionof the role andfunction ofits business. As part of its CorporateSocialResponsibility and asan attempt to shareits success with oneof its key stakeholders - society,BHELhas adopted56 villages aroundthe countryfor welfare activities.BHEL' s approach to rural developmentis based on an in-depth study ofvarious socio-economicfactors in areasin the periphery ofits unit/divisions.Thecompany's ruraldevelopmentprogramme is basedon four mainobjectives viz. ruraldevelopment, ruraleducation, ruralhealth &environment and ruralemployment generation. BHEL hasjoined the "GlobalCompact" ofUnitedNations in 2001 and has committeditself to support itandthe set of corevalues enshrined in its ten principles on Human Rights,Labor Standards, Environment & Anti-Corruption.

- Enhancement of Environmental, Safety and OccupationalHealth awarenessamongst employees, customers and suppliersby proactive communicationand training-Periodical review of Occupational Health, Safety & Environmentalmanagement Systems to ensure its continuing suitability, adequacy andeffectiveness.- Communicationof this policyto all employees and interestedparties.- Coordination with concerned Government agencies/regulatory bodiesengagedin Occupational Health, Safety& Environmental activities.

Company Name: BHARAT HEAVY ELECTRICALS LIMITED (BHEL)Company Phone : +91-11-26001010 (multiplelines)Extn. 2943 & 26490714 (Direct)E-mail: akmitragcswyahoo.co.in,E-mail: [email protected]

Challenges Faced BHEL shares the growing concernon issuesrelatedto Environment andOccupational Health & Safety (OHS) and iscommitted to protectingEnvironmentin andaround its own establishment, and to providing safe andhealthy environmentto allits employees. Forfulfilling these obligations, aHealth, Safety& Environmental Policyhas been formulated andimplemented through management systems.

Impacts and Benefits Thecompany's rural development programme isbasedon fourmainobjectivesviz. ruraldevelopment, rural education, ruralhealth &environment and rural employmentgeneration. 80,000 inhabitants at BHELadopted 56 villages are benefitingfrom BHEL ' s initiative aimedat all-roundgrass-root ruraldevelopment. BHEL' s approach to rural developmentisbased on anin-depth study of various socio-economicfactors in areas in theperipheryof its unit/divisions.

Future Plan As per BHEL's CORPORATE HEALTH, SAFETY & ENVIRONMENT POLICY,Company iscommitted to being an environmentfriendlycompanyin all itsactivities, products, and services and to provide safe and healthyworkingenvironment to all employees as an integral ofbusiness performancethrough:- Compliancewith applicable Legislation and Regulations .- Continual improvementin the OccupationalHealth, Safety and EnvironmentalManagementSystemperformance.-Promotionof activities for conservation of resources by EnvironmentalManagement.

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Best Practice From ThailandProjectName: Innovative QualityofLife Club

About the Company ThaiCarbonBlackPublic Company Limited (TCB) , a memberof themultinationalAditya Birla Group (ABG) of India and the group's first carbonblack manufacturingoperation. TCBcommenced its first commercialproductionof furnace grade carbonblackin Thailandin 1980.

Partners/ 100% participationof all employeesin TCBParticipants

Impacts and Benefits TCBis locatedin AngthongProvince. Villages in the surrounding areas closeto TCB(2000families in 3 clusters) form oneof the key communities. Apartfrom this LocalGovernment Bodies e.g. RedCross Society, ProfessionalAssociationslike Thai Japan Association and Educational Institutes are thekey communities. TCB supports the communities on the principle of selfsufficiency. For the villages, the areasaddressedinclude Health, Hygiene &Sanitation,Adoption of Orphanage, Greeningand Agriculture in the locality,Sports, Cultural and Religious Events .Every Saturdayis made available for the purposeof support ing Govt. bodies,EducationalInstitutes etc. byinviting them to TCBand sharing our bestpractices. TCBalso assists institutes by teaching aboutTQM andManagement Concepts in action e.g.:Asian Institute of Technology/NationalInstitute of DevelopmentAdministration.


Project Duration

TCBhas blended all aspects ofGlobal Compactprinciplesto its initiative(Quality of LifeClub).

Projectoflifelong commitment Company Name:

Recognizingand rewarding its great societalinitiatives, TCBhas achievedBest EmployerAwardof Asia and Thailandin 2003 for its culture ofexcellence in caring, nurturing, developingemployees and providingtransparency and opennesstowards peoplemanagement.

Thai CarbonBlackPublic CompanyLimited (TCB)Background/Abstract The projectis implemented to reflectTCB'srich organizationcultureon

value-based, learning, sharing and earring organization. Also,TCB'svalueswhich compose of: Human dignity is uppermost in alltransactions; Ethicalpractices are no t to be compromised; Equityin allactions isto bedemonstrated; and Createa learningorganizationhave beenregarded as thefoundation of this initiative.

Company Phone : +66-2 253-6745-54E-mail: adminethaicarbon.comE-mail: [email protected]@ecot.or.thURL:www.thaicarbon.com

Initiative

Challenges Faced

Thai Carbon believes thatthe approach to beinga socially responsiblecorporate citizen is to integratewith the communityin which it operates.Existingactivities ofinnovative Qualityof Life clubs are extendedto covervarioussocietal responsibilities. The scope of the club is no t onlyto improvequality of life of employees but also to improvesocietyin which they live.There has been pioneeringwork done in th is areawith 100%employees beingmember ofone groupor another in the areas ofAgriculture, Buddhism,Gratitude, Punctuality, Healthy, Sacrifice.

Across-functionalteam visits the local community, interactswith the villagechiefs to understandthe needs. Some of the issues that are addressedare:Health, Hygiene & Sanitation,Adoption of Orphanage inWATBOTVORADITTemple, Greening and Agriculture in the locality, Sports, Culturaland Religious Events, Donation Camps: Blood, Food, Clothing, Support inEducational /Vocational Training Institution, Support Handicapped Homes.

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