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Knowlede Manaement

Concivd nd orgnizd by

Ae Luee

SustainabilityCompendiumSocal and Envronmental

Responsblty Management Tools

publisher


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Should you have any doubts, please contact Anne Louette [email protected]

A NOTE FOR READERS

Teonline Sustainability Compendium makes the content o this publication available on the Internet inan organized and periodically revised manner, allowing or the management tools to be always updated with themost relevant social and environmental responsibility issues in the country and in the world.

Te online compendium will enable::

Updatng o ntatves by the organzatons responsble or the tools (man reerence centers n the theme), duly regsteredn the system;

Permanent registration o new organizations to submit and share their tools;

The dalogue between organzatons and tool users, thus ensurng the exchange o successul procedures among countres.

INVITATION

We would like to invite the authors o CSR management tools, pioneers both in the development and in theadvance o the SR movement, to update their works:

Already avalable or use, amng at enhancng eectve socal and envronmental solutons;

Stll beng developed or ploted, pursung the dalogue wthn the SR movement to legtmze them.

Te online Sustainability Compendium is, thereore, part o a collective eort o managers and mentorso CSR management tools to broaden their use in Brazil and abroad. Its ultimate purpose is sustainabledevelopment and that Corporate Social Responsibility practices become embedded in all levels o rst, secondand third sector organizations.

WArNINg

Tis guide, Social Responsibility Management ools A Contribution to Sustainability provides inormation romvarious public sources. All reerences appropriate to the source(s) o inormation were made, and permission todata disclosure was sought during the development phase. Tis survey aimed to keep the integrity o inormationand respect the way the contents are presented by their creators, so as to provide the reader with an accuratepicture o how these tools have been conceived and what they are used or. Te proximity to the actual eventsand accuracy o the inormation must be credited to the source they have been taken rom. In the event theauthorship o any piece o inormation has been incorrectly attributed or can be enhanced with useul data andcomments, we would be glad to be contacted about it. Reproduction o the contents is permitted provided thesource o the text reproduced is mentioned. Tank you.

LAUNCH IN 008

We would like to recommend to our readers the publication entitled Sustainability Indicators o Nations AContribution to Dialogue. It is a presentation o 25 Sustainability Indicators o Nations that measure, monitorand assess our planets sustainability. Undergoing application in Brazil and abroad, these indicators take intoaccount environmental, economic, social, ethic and cultural aspects . Te search or new indicators that can helpcompanies, governments and people to see the world accurately is necessary so that the social useulness o theactivities can be truly assessed. Tat is the only way to build the grounds or political decisions and developmento business strategies aligned with the current state o scarcity and unsustainability in the world. .

Inormation, sponsorship and institutional support: [email protected]

www.compendiosustentabilidade.com.b


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Knowlede Manaement

Sustainability Compendium

Socal and EnvronmentalResponsblty Management Tools

1s E

S Paul, SP

007

PrODUCED BY

Anne [email protected]

Team

rESEArCH AND FUND-rAISINg

Claudia Cardenette

Silvia Micelli Laudisio

Aron Belinky

EDITINg AND TEXTS

Fernando Felcio Pachi Filho

rEVISION

Rubens oledo

ENgLISH TrANSLATION

Andr Alonso Machado Marinho

Alberto Bezerril

Martha Villac

grAPHICS AND ArT EDITINg

Estdio Cachola

PrOjECT DEVELOPMENT AND APPLICATIONUNDEr THE rOUANET ACT

Agncia de Cultura

grAPHICS AND ArT EDITINg

Estdio Cachola

PUBLISHEr

Antakarana Cultura Arte Cincia Ltda.

/ Willis Harman House

PrINT rUN

3.000 copies


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Knowlede Manaement

Sustainability CompendiumSocal and Envronmental Responsblty Management Tools

BrAZILIAN COLLABOrATOrS

Business and Social Developmentwww.bsd-net.com

INSTITUTIONAL SUPPOrT

WHH - Willis Harman House / AntaKaranA

CEBDS - Brazilian Business Councilor Sustainable Development

CES - FGV Center or

Sustainability Studies

EHOS - Ethos Institute - Businessand Social Responsibility

FDC - Dom Cabral Foundation

GIFE - Group o Institutes,Foundations and Companies

FIDES - Social and BusinessDevelopment Institute Foundation

AKAU-Akatu Institute orConscious Consumption

Ncleo Andrade Gutierrez de Sustentabilidade

e Responsabilidade CorporativaFundao Dom Cabral

Report Communicationwww.reportcomunicacao.com.br

SPONSOrED BY

LEI rOUANET

Lei de Incentivo Cultura

Ministrio da Cultura

CULTUrAL SPONSOrSHIP

CREDiTS


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SUMARY

. PrESENTATION

1.1 introducton 25

1.2 CSR Movement n the European Unon 26

1.3 CSR Movement n Latn Amerca 28

1.4 Socal and Corporate Socal Responsblty Networks 301.5 HDi vs. Ecologcal Footprnt 32

1.6 Warnngs 34

. INTErNATIONAL PrINCIPLES AND gUIDELINES

2.1 introducton 37

2.2 OCDE - Gudelnes or Multnatonal Enterprses 38

2.3 UN 40

2.4 ILO - Declaraton on Fundamental Prncples and Rghts at Work and ts Follow-up 42

2.5 ILO - Trpartte Declaraton o Prncples Concernng Multnatonal Enterprses and Socal Polcy 43

2.6 ILO - Gude to internatonal Labour Standards 44

2.7 UNDP - Global Compact 46

2.8 UNDP - Mllennum Development Goals 48

2.9 UNDP - Earth Charter 50

2.10 UNDP - Agenda 21 52

. COrPOrATE gOVErNANCE PrINCIPLES AND gUIDELINES

3.1 OECD - Prncples o Corporate Governance and Economc Development 55

3.2 IBgC - Code o Best Practces or Corporate Governance 56

3.3 CVM - Gude o Best Practces or Corporate Governance 573.4 FDC - Sustanablty and Corporate Governance Assessment Tool 58

. SECTOrAL PrINCIPLES AND gUIDELINES

4.1 introducton 61

4.2 IFC - Equator Prncples 62

4.3 UN - Kyoto Protocol 64

4.4 BOVESPA 66

Corporate Sustanablty index n the Stock Markets

Brazl and the SRi sector

The So Paulo Stock Exchange and the iSE

4.5 ICMM - iCMM Prncples 71

4.6 WBCSD - Cement Sustanablty intatve (CSi) 72

4.7 ABrAPP - Basc Prncples o Socal Responsblty 74

EnvironmEntALSoCiALEConomiC

going bEyond thE triPLE bottom LinE


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. MANAgEMENT TOOLS AMErICAS

5.1 introducton 77SOUTH AMERICA

5.2 Argentna - IArSE indcators 78

5.3 Bolva - COBOrSE indcators 80

5.4 Brazl - IBASE Socal Audt 81

5.5 Brazl - AKATU Scale 82

5.6 Brazl - BOVESPA Envronmental and Socal investment Exchange 84

5.7 Brazl - ETHOS indcators, Matrx o Essental CSR Crtera, and Matrx o Evdence 86

5.8 Brazl - gIFE indcators 90

5.9 Brazl - FIDES/OCESP/SESCOOP indcators 91

5.10 Brazl - FDC Sustanablty and Corporate Governance Assessment Tool 925.11 Chle - ACCIN indcators 94

5.12 Chle - PrOHUMANA indcators 95

5.13 Colomba - rI Management System 96

5.14 Colomba - CCrE index 98

5.15 Ecuador - CErES indcators 99

5.16 Uruguay - DErES indcators 100

5.17 Peru - Peu0 indcators 101

CENTRAL AMERICA

5.18 Costa Rca - indcators AED 102

5.19 El Salvador - indcators FUNDEMAS 1035.20 Guatemala - indcators CENTrArSE 104

5.21 Panam - indcators CEDIS 105

NORTH AMERICA

5.22 Canada - The Good Company CBSr 106

5.23 USA - SD Planner gEMI 107

5.24 USA + Japan - GC 360 FUTUrE 00 108

5.25 Mexco - CEMEFI indcators 110

.MANAgEMENT TOOLS EUrOPE6.1 introducton 113

6.2 Austra - iMS do ECOWArD 114

6.3 Belgum - Albatroz BUSINESS & SOCIETY BELgIUM 115

6.4 Fnland - Vastuun Askeleta FINNISH BUSINESS & SOCIETY 116

6.5 France - CSR Europe ALLIANCES Gude 117

6.6 France - CjD Gude de la Perormance Global 118

6.7 Unted Kngdom - BITC CR index 120

6.8 France - CjDES Blan Soctal 120

6.9 Unted Kngdom -Sima PoectBrITISH STANDArDS, FOrUM FOr THE FUTUrE e ACCOUNTABILITY 122

6.10 The Netherlands - G3 grI 1266.11 Unted Kngdom - SBC Small Busness Journey e Better Busness Journey 128

6.12 Unted Kngdom - ACCOUNTABILITYResponsble Compettveness index 130

6.13 Sweden - THE NATURAL STEP WHH 133

6.14 Germany, italy, Belgum and Portugal - COSOrE CSR Toolkt or SME COSOrE 136

SUMARY


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7. STANDArDS AND CErTIFICATIONS

7.1 introducton 139

7.2 Sweden - internatonal Organzaton or Standardzaton - iSO 26000 ISO 140

7.3 Sweden - internatonal Organzaton or Standardzaton - iSO 14064/5 ISO 142

7.4 Germany - Forest Stewardshp Councl FSC-IC 144

7.5 Germany - ValuesManagementSystemZFW - VMS DNWE/ZFW 146

7.6 Australa - Australan Standards - AS 800 ASCSr 148

7.7 israel - Standard israel - Si 10000 SII 149

7.8 Brazl - Assocao Braslera de Normas Tcncas - ABNT NBR 16001ABNT 150

7.9 European Commsson - Eco Management and Audt Scheme - EMAS CE 1527.10 Denmark - Det Socal index DSI 154

7.11 Span - Sstema de Gestn tca Y Responsabldad Socal - SGE 21 FOrTICA 156

7.12 USA - Occupatonal Saety & Health Admnstraton - OHSAS 18001OHSAS 158

7.13 USA - Socal Accountablty - SA 8000 SAi 159

7.14 France - Sustanable Development - SD 21000 AFNOr 161

7.15 italy - QRES CELE 162

7.16 Japan - Ethcs Complance Management System Standard - ECS2000 jSBES 164

7.17 Unted Kngdom - AccounAblty - AA 1000 ACCOUNTABILITY 166

7.18 Unted Kngdom - Brtsh Standards - BS 8555 BSI 168

7.19 Unted Kngdom - Brtsh Standards - BS 8800 BSI 1707.20 Unted Kngdom - Brtsh Standards - BS 8900 BSI 171

7.21 Unted Kngdom - good Copoation good Copoation Ltd 172

7.22 Unted Kngdom - Comunty Mark BITC 173

7.23 Unted Kngdom - investors n People Standard / Investos in People UK 174

8. FINAL COMMENTS:SPIrITUALITY, VALUES AND OrgANIZATIONAL CONSCIOUSNESS

8.1 introducton 177Management Tools Mappng

Byond econoic efcincy, Socil equity nd environntl Blnc...

8.2 A Busness Value depends on ts Values 180

8.3 FDCs Tool to AssessLeaders Sustanablty Development Program 182

8.4 Readng Lst 184

SUMARY


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Dear Businessperson,

Tis publication aims to broaden the use o CSR management tools by organizations o all sectors, thus meeting theirneeds or guidance and incorporation o CSR/SD concepts and practices into the several stages o their management

processes.

It is a continuous process o learning and evolution towards the planets sustainability.

We would like to invite your company, certainly engaged in the cause o social and environmental responsibility, to

participate in and support this process by sponsoring the online version o this compendium.

Te online Compendium will make the whole content o this publication available on the Internet in a structured

and constantly revised way, enabling the management tools to be always up-to-date with the most relevant social and

environmental responsibility issues in the country and abroad.

Your company will contribute to and boost sustainable development by:

Lnkng the company name to the ntatves that gude the advance o the movement wthn the busness sector;

Takng a leadng role concernng benchmark practces;

Renorcng the network wth the other organzatons wllng to boost the movement n the busness world.

CONCEPT

Dynamic, interactive website using several technologies that allow easy navigation through the content o the

publication.

It also seeks networking among the collaborators who will periodically update the content, valuing the interchange

and encouraging interactivity in the relationship between managers o the dierent tools and website users.

TOOLS BrOWSEr (STrUCTUrE)1. Restrcted area (access wth logn and password) to update the content o the management tools.

2. Reerence and dagnoss area to let the user know hs postonng as to the content o the compendum.

3. interacton area, where users can ask questons and make comments on the content.

ArEAS TO ADVErTISE BrANDS/PrODUCTS1. Home page (random) Sponsors > Banner / Logo

2. Man Pages o the Edtorals

3. Reerence and dagnoss area

4. interacton area

OTHEr FOrMATS (FEES NEgOTIATED ON AN INDIVIDUAL BASIS)- Varous campagns

- Surveys

- Newsletters

- Emal Marketng

- Others

Your support will make a dierence or it will broaden the range o tools leading us to the planets sustainabledevelopment.

Sincerely yours,

Anne Louette

[email protected]


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COMGS SPONSOR

COMgS

www.comgas.com.br

Comgs is the largest distributor o natural gas in Brazil and aims to be the largest and the best in LatinAmerica. It serves the residential, industrial, commercial and NGV segments, as well as thermal gene-

ration and cogeneration projects. Te company is licensed to operate in the metropolitan areas o SoPaulo, Campinas, Baixada Santista and Vale do Paraba, which account or 25% o the Brazilian GDP.Comgs has invested in the expansion and upgrade o natural gas pipeline distribution networks. Teconstruction o pipeline networks create jobs or sectors such as steel pipes, polyethylene, valves andconstruction, and the material used is almost 100% national.

Te changes in the business environment are as quick as those we can currently see in the Earths ecosys-tems and climate; acts that will substantially change the way we live in the world.

Nowadays organizations must rethink the way they conduct their businesses targeting only prot. Aroundtwo decades ago businesspeople did not think environmental issues could prevail as a challenge or thesurvival o organizations and the community in which they operate.

Although serious, this is only one aspect o the problems. Tere are huge social challenges that are stillar rom being resolved. Countries like ours experience diculties in doing away with hunger, oering

appropriate level o basic education to their populations, as well as sanitation and saety.

All these topics are not ar rom companies. Tey are part o their management, because they directlycompromise the environment where they operate their businesses. Economic success has increasinglybecome dependent on these actors.

Tis is why the social responsibility themes, which have been broadly diused in Brazil, have attractedspecial attention, and are not limited to an ethical issue advocated by some business groups. It is a broa-der movement. Countless tools have been developed in recent years to give consistency and reality to theso-called socially responsible management, integrating the economic, social and environmental aspects.Many o these instruments are still under development, but are beginning to show their ecacy to busi-ness.

Te rst task or managers who have bought into the idea is to learn the possibilities and tools or the cre-ation o their social responsibility projects. In this sense, we believe a publication like this one is useul.

Here we can get to know a wide range o experiences and learn how the CSR movement is evolving. Inthis guide, it is also possible to nd the necessary inspiration to act, because we see CSR has been su-ciently developed and translated into instruments that are perectly compatible with the traditional ormso business management.

We can not help surrendering to this evidence, and attentively analyzing the many and varied optionsoered in this publication that we are pleased to support.

Angelica Pereira Pinto

Comgas social responsibility leader


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AES TetSPONSOR

Te companies search or balance in their economic, environmental and social actions aiming at theirsustainability and an increasingly eective contribution to society is, nowadays, a reality. In order to me-asure this balance, some globally accepted management models and tools have been used in the business

daily routine to improve processes and actions.Trough these tools and models, an organization can disclose its strategies, report on its economic, envi-ronmental and social perormance, and, above all, show how its values are put into practice.

Te companies o the AES Group in Brazil make use o some o these tools and models, such as the GlobalReporting Initiatives G3, the Ethos Indicators, the Social Audit Ibase Model, and the Fundao Nacio-nal da Qualidades Management Report, which have contributed a great deal to the continuous search orimprovement and, consequently, or the sustainability o AES businesses in the country.

For this reason, AES iet believes in the relevance o disseminating these models and tools, and sup-ports this important publication.

Britaldo Soares

Grupo AES Brasil Director-President

Tools and models

to suppot the seachfo Sustainability

A AES TIET S.A.www.aestete.com.br

AES iet S.A. is one o the main electric power generators in Brazil, rated by the Brazilian ElectricityRegulatory Agency (Aneel) as the 9th largest utility in the country in terms o installed capacity. It isresponsible or the operation o ten hydroelectric power plants located in our rivers iet, Pardo, Mogi-

Guau and Rio Grande in the Central, Northeastern and Northwestern areas o the State o So Paulo.Te AES iet is controlled by Companhia Brasiliana de Energia, holding ormed by the AES Corp, one othe largest global investors in electric power, present in 26 countries, and the Brazilian Development Bank(BNDES). Brasiliana also holds control o Eletropaulo Metropolitana Eletricidade de So Paulo S.A. (AES-Eletropaulo) and AES Uruguaiana Empreendimentos S.A. (AES Uruguaiana).


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PETROBRAS SPONSOR

PETrOBrASwww.petrobras.com.br

Petrobras is an integrated energy company present in 27 countries, where the quality o its work is bro-adly recognized. Te international prestige has been gained as a result o a business management that

respects the environment and seeks to grow with protability and social/environmental responsibility.

Te Company is aware o its social and environmental responsibility and accomplishes its mission oCorporate Citizen, acting as an agent o human sustainable development.

Acting in line with the new scenario o challenges or the corporate world and or the society re-quires a sustainable development-driven management. For this purpose, companies should perormwith social responsibility in all their activities, combining economic progress with environmentalrespect and social justice.

In this context, organizations, both individually and through their class associations, are seeking waysto guide their internal social and environmental responsibility management processes. Tis project canguide and even enable small, medium-sized and large companies to nd their way, once it is going togather in a single publication/website the main management tools being used in Brazil and abroad.

As Petrobras denes in its Social Responsibility Policy: SR is the integrated, ethical and transparentmanagement o business, activities and stakeholder relations, ostering human rights and citizenship,respecting human and cultural diversity, orbidding discrimination, degrading labor, child and orcedlabor, thus contributing to sustainable development and reducing social inequality.

Te Companys perormance is totally infuenced by its Social Responsibility Policy, so Petrobrasparticipates in the main world SER and SD discussion orums, in many o them as sitting member, asis the case with the Global Compact, where it is represented by its President in the Global CompactBoard. Another very relevant world orum the Company is a member is the World Business Councilor Sustainable Development (WBCSD).

Among the objectives/principles that guide the work o these orums are contributing to the diu-sion o RSA and Sustainable Development practices in the world. Tereore, supporting this projectis totally aligned with the Companys objectives/principles.

Petrleo Brasileiro S. A. Petrobras


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CULTURAL SPONSORSHiP ANGLO

AMERiCAN

Te eeling that the development model in orce has created huge imbalances became global as o the1970s as a result o new scientic discoveries about the impact o industrialization on climate, on ecosys-tems and on regional economies. An enormous eort at consensus to change this scenario resulted inthe 1992 United Nations Conerence on Environment and Development (Rio-92): the idea o sustainabledevelopment. In the document entitled Agenda 21, sustainable development was dened as that whichcan meet the needs o the present without compromising the needs o uture generations.

A new business management strategy became necessary, able to incorporate these new and growingconcerns o industrial society, now known as Corporate Social Responsibility. Anchored in the con-

cepts o ethics and transparency, and applicable to a whole set o interested parties called stakeholders(shareholders, customers, suppliers, employees, environment, government and communities), this stra-tegy brings specic challenges or companies and governments as it demands signicant changes in theway to conceive o business and the res publica.

We at Anglo American know that this is a continuous eort and must be embedded in all our actions.We seek to oster this refection in our employees and contractors at all levels o our operations; atglobal level the organization has developed a powerul social and environmental impact assessmenttoolkit, the SEA, the best in the world according to the 2006 Global Accountability Report issued byOne World rust.

We also know that changing the mentalities requires commitment, willingness to take some chances and

conscious leaders; work tools, methodologies and convictions. We have noticed these values in the eortto make this Sustainability Compendium, and this is why we are sponsoring this publication.

We truly believe that, in order or an increasing number o organizations to adopt socially responsiblebusiness strategies, a growing number o them must have access to tools able to provide them with con-sistency and eectiveness. And the eectiveness o our stakeholders, in terms o sustainability, no matteri they are our employees, suppliers or customers, public agencies or communities where we operate, isan integral part o our own eorts in this direction.

Juliana Rudich Rehfeld

Gerente Corporativa de Desenvolvimento Sustentvel

ANgLO AMErICAN grOUPwww.angloamercan.com.br www.angloamercan.co.uk

Anglo American plc is one o the largest mining and natural resources groups in the world. With its subsi-diaries, joint ventures and associates, it is a global leader in platinum and diamonds, and has a signicantinterest in base metals, errous metals and coal. Tese ve business units, which make products present inthe daily lie and that are essential to modern lie, are ocused on the One Anglo vision, that is, are globallyoriented by the same mission, values and guidelines. Te group operates in the ve continents (64 coun-tries), speaks 20 languages and generates over 120 thousand direct jobs.

In Brazil, the Anglo American Group is responsible or the operation o mining companies Catalo, Co-demin and Copebrs, being present in the states o Gois (Catalo, Ouvidor, Niquelndia and Barro Alto)and So Paulo (Cubato). Te company has been in the Brazilian market since 1973 and employs over 4,000people among employees and contractors.


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WHH

Instituto AntakaanA

iNSTiTUTiONAL SUPPORT

First o all, we are very grateul or the opportunity o this publication and the courage o Anne Louette to con-ceive and develop it. I would like the sub-title to be a contribution to lie!

Speaking o sustainability nowadays is both a great challenge and a great responsibility. Te number o limitingdenitions and the lack o recognition o its reach lead us, at rst, to mistake sustainability or the riple BottomLine concept, which, although important and indispensable, is only part o sustainability.

Sustainability is a lot broader and deeper and comprises the knowledge and understanding o social and envi-ronmental, cultural, organizational processes, as well as scientic knowledge to uniy and interconnect all thesesegments. It also includes human, cultural and historical values. It recognizes the human being with its chal-

lenges, strengths and weaknesses as the great responsible or and victim o this planetary process.

We must consider how much this context is understood in its broadest, most comprehensive and organic senseso that the whole can become truly sustainable And sustained! Let us all understand this dierence and usewell these two absolutely complementary expressions. All the possible steps and actions in this direction arerelevant and have become urgent. Only wishing to change brings immobility. Aspiring to change leads us tosome movement.

Acting to change is critical. It will be an endless process, or it involves lie! We can not think or believe thatsome measures will be enough to solve this state o emergency. It is and will be a never-ending process. Some arealready participating in it; others will participate as they understand its need and urgency. Tis process must betaught at school, at work, in the society, guiding each one according to his/her condition to assimilate each stepthat comprises it. It is useless to impose, punish, restrict, and righten: the motto is EDUCAING AND GUI-DING, with patience and responsibility, by those who already know and work or the purpose o lie, o lives.

Bringing this compendium and presenting it as steps already taken is part o this eort. It is a starting point, amoment o recognition and assessment o what has been done; a oundation or the next steps.

Our organization uses backcasting in its strategic planning process: it represents the uture, the priority, theorder, and the right actions or the success o our existence. It studies the systemic conditions o our universe,what is possible now so that the uture can be better. In other words, a step by step approach towards this un-derstanding, responsibility and cooperation with the whole, which is where everything starts and is renewed.

Congratulations to everyone or this example, or this one more step we are taking together, or getting to knowone another! May we continue together.

Simone Ramounoulou - Te Natural Step Brazil - Instituto AntaKaranA/ Willis Harman House

ANTAKArANA INSTITUTEwww.nstttutoatkwhh.org.br

Te AntaKaranA Institut is a non-governmental organization based in So Paulo. It was created romthe need to implement and expand the activities o Antakarana Cultura, Arte e Cincia.

Te institutes objective is to encourage and oster activities, consultancies and publications that con-tribute to the expansion o global awareness and the development o human relations through the in-tegration o knowledge, methodologies and projects that lead to social, economic, educational, culturaland environmental adjustments.

Te institute is a meeting point o convergence and synthesis inspired mainly by Willis Harmansthinking, and works, both locally and internationally, on the diusion o his philosophy as well as othersaimed at global sustainability.


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iNSTiTUTiONAL SUPPORT WHH

Willis Haman House / AntaKaanA

We are living through one o the most undamental shits in history - a change in the actual belie system o Western so-

ciety. No economic, political, or military power can compare with the power o a change o mind. By deliberately changing

their images o reality, people are changing the world.

Willis Harman

Willis Harman House/AntaKaranA is the natural headquarters o IONS INSIUE OF NOEIC SCIENCES,WBA WORLD BUSINESS ACADEMY and COB HE CLUB OF BUDAPES, whose missions, besides beinginspired by Willis Harman, have a lot in common.

Willis Harman was a remarkable and multiaceted person widely known as uturist and one o the most practical andinfuential visionaries o our times. He was deeply engaged with the global transormation process. Besides being aphilosopher, scientist, visionary and uturist, he was most o all a never-ending source o inspiration.

Willis Harman was the president o the Institute o Noetic Sciences IONS rom 1977 until his death in 1997, andcoounder o the WBA World Business Academy in 1987. He was also an honorary member o the Club o Budapest COB, ounded in 1993.

IONS - INSIUE OF NOEIC SCIENCES

Institution ounded in 1973 with the aim o expanding the knowledge inherent in the human minds natureand potential, contributing to the change o values and visions o the world, thus making it more equitable,compassionate and sustainable.

WBA - WORLD BUSINESS ACADEMY

Institution established by entrepreneurs and consultants in 1986 to develop and enhance the role o entre-preneurs and their organizations, turning them into agents o social change.

COB - HE CLUB OF BUDAPES

Organization comprising international leaders, teachers, artists and humanists who are globally poweruland locally active, and whose activities include making the necessary agreements or ecological, educatio-nal and environmental issues o the 21st century.

Each institution is a remarkable commitment towards a more sustainable uture, based on the synergy and eort onetworks, on cooperation, co-evolution, systems thinking principles, and deep ecology. Te organizations operate inthree core areas: organizational (World Business Academy), scientic (Institute o Noetic Sciences), and educational(Club o Budapest).

In 2003, the international license o HE NAURAL SEP, a undamental step towards sustainable development ba-sed on scientic, ecological and social principles towards a universe o more meaningul results, completed the actionplatorm. Tis way, Willis Harman House/AntaKaranA is Te Natural Step NSs representative in Brazil.

HE NAURAL SEP (NS)

Te Natural Step is an international consulting and research organization that works with some o the largestresource users o the planet to create solutions, models and tools designed to accelerate global sustainability.It addresses the challenges so as to turn them into opportunities or innovation. It was ounded in Sweden in1989 and currently operates in 10 countries.

For all these reasons, the Willis Harman House wishes to become a meeting place or refection, reerence and inspira-tion or all those seeking to contribute to the process o global transormation envisioned by Willis Harman.


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CEBDS

Sustainability Leades


Te latest scientic warnings about the reduction in environmental services and the increasing raying o thesocial abric witnessed in the Brazilian cities, in Paris or in the East show how dramatic and urgent a radicalrupture o the traditional development model has become.

Tis rupture may occur by means o tragedies o in a structured manner, in case we all manage to nd the trans-parent and productive path to understanding.

Te ability o articulation among the three main actors companies, governments and the civil society will

dene how long the change will take. In all these years o debates, global conerences, approval o standards,etc., we have not created a critical mass or the emergence o enough leaders to take the society to the newplatorm.

In spite o acing internal conficts and contradictions, the business sector is the one that has advanced the mostin the last 20 years. Due to its discipline, aversion to red tape, and investment capacity, companies that are ma-rket leaders have been successul in implementing ecoeciency and corporate social responsibility programs.

However, we know that the desired changes demand even more. Tey demand, or instance, that the companieslearn how to oresee the social and environmental risks o their activities, to act beore institutional regulations,to leave the comort zone and do business with a large part o the population that is currently out o the market,among other innovative actions.

I hope this initiative o launching such an important tool Knowledge Management Social and Environmen-

tal Responsibility Management ools, a contribution to Sustainability, will ll a signicant part o this gap. Inother words, I hope it will oster the education o new sustainability leaders able to act inside the companies andinfuence and interact with the other sectors o society.

Fernando Almeida -Executive President o the Brazilian Business Council or Sustainable Development

CEBDSwww.cebds.org.br

Founded in 1997 and representing the World Business Council or Sustainable Development (WBCSD),the Conselho Empresarial Brasileiro para o Desenvolvimento Sustentvel (CEBDS) has the missionto integrate the principles and practices o sustainable development into the business context, reconcilingthe economic, social and environmental dimensions. Te CEBDS is part o a global network o over 50national councils that are working to disseminate a new way to do business around the world.


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7

CES

The new citical instuments fo

business manaement


Te need or a broad discussion about the eects o human activities on the planet has become urgent in the endo the last century. Empirical and scientic evidence in several areas o knowledge have shown we indubitablyneed to shape a new orm o individual and collective action.

Even within this context, infuenced by the daily voracity o the business world, the social and environmentalvariables do not triumph over the business logic as a postulate to be ollowed. On the contrary, sustainability isthe result o accumulated collective knowledge built along decades o study and analysis o experiences o scien-tists, business leaders, government technicians and activists rom several countries.

Pioneers that have searched or innovation to ace new challenges. People who can envision opportunities whe-re many see constraints. Te Corporate Business Responsibility initiatives are led by people with this prole.Leaders who do not see their corporations as isolated islands in the society, but as actors who encourage theeconomic, social and environmental development o their neighborhood, city, state and country.

Te ragmentation o this knowledge into various segments goes together with the systematization o learning.Its compartmentalization is necessary or deepening and improving the newly-created tools.

Sticking to the commitment to pushing out the rontiers o knowledge o applied social sciences, the FundaoGetlio Vargas has set orth eorts towards developing technologies and processes that can provide backgroundor the actions o companies in this new business environment.

Consequently, the Centro de Estudos em Sustentabilidade welcomes the publication o this Social Responsibility

Management ools guide, or we understand that the duties o sustainability can be summarized as a sum oeorts to generate learning

Mario Monzoni - Coordinator o the Center or Sustainability Studies

CESwww.ces.gvsp.br

Te Centro de Estudos em Sustentabilidade (GVces) is an initiative o the So Paulo School o Busi-ness Administration o the Fundao Getlio Vargas (FGV-EAESP) dedicated to promote the sustainabi-lity concept. Its mission is to contribute to the implementation o sustainable development in its various

dimensions equity, social justice, ecological balance, and economic eciency through the study anddissemination o concepts and practices. GVces ocuses its activities on three main areas: Research, rai-ning and Communication.


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8

The constuction of a new

development model

ETHOS iNSTiTUTiONAL SUPPORT

Some years ago, corporate social responsibility was still conused with private social invest-ment. It was necessary to explain that it was some kind o superior level o management.Nevertheless, this explanation would most likely mean nothing because there were ewtools to provide this type o management with consistency and reliability.

Tese tools were actually being developed while discussion was taking place. As the themesadvanced, new indicators or reports came up to cover the several aspects o socially res-ponsible management. Currently there are countless management tools and instruments,refecting principles and initiatives developed worldwide.

Tey also represent the consolidation and materialization o the corporate social responsi-bility movement or they make the organized civil society business sectors, multilateralsystem, government sectors and nancial system gather to discuss what a sustainablecompany is and what rames o reerence are required or a socially responsible and sustai-nable management.

Tis is a globalized world phenomenon. Tis group and these national initiatives have notbeen called by the United Nations. Tey are a result o the growing and urgent awareness thatit is no longer possible to live in a world whose unsustainable model is taking the civilizationand the lie in the planet to the brink o extinction as never one had imagined beore.

Tis restlessness and indignation o whole sectors o several societies and the various mo-vements have led to a gathering around the development o tools that show the managersthat the socially responsible management is a must, and no longer an option. Such toolsalso cause managers to change their education towards a vision o systems management,which requires the practice o relationship with all stakeholders and acknowledges that thebusiness activity must create value beyond the nancial value and result, leading the com-pany to another role that o social transormation agent.

In 2000, the Kyoto Protocol seemed to represent the great confuence o countries lookingor a more sustainable economic model through the reduction in carbon emission and globalwarming. Seven years later, it was noticed that, even i all the countries had signed the com-mitment, at that time, the impact on global warming would not have been higher than 11%.

We are beore one o the greatest challenges mankind has ever aced. Every moment lostexposes us and all living things in the planet to extremely high risks because we do not payenough and proper attention to the warning signs that have reached us along the years.

Tat is why the business community and the governments have, nowadays, a great respon-

sibility: conceiving a new development model; one that will not merely mitigate the eectso global warming, but also provide mankind and the planet with an alternative or actualdevelopment, or an equitable, inclusive and environmentally-riendly society. Tis is theresponsibility we all have.


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ETHOS

ETHOSwww.ethos.org.br

Founded in 1998, the Instituto Ethos de Empresas e Responsabilidade Social is a non-governmen-tal organization aiming to mobilize, create awareness in and help companies to manage their businessin a socially responsible manner, turning them into partners in the construction o a sustainable and

equitable society. Te Instituto Ethos is a center or knowledge organization, exchange o experiencesand development o tools to help companies analyze their management practices and strengthen theircommitment to corporate social responsibility.


Some years ago this society we dreamed o could even be deemed utopian and unattainable.It was still possible to argue that there were no conditions to make it come true. oday weknow it is possible to change. Te same development model that produced the disaster weare about to ace also created the objective and subjective conditions, the awareness andthe technologies that will enable mankind to make the necessary and urgent transorma-

tion that will save the species . We must learn how to deal with this new toolkit and take theonly possible path to the uture, i.e., the construction o a sustainable development model.

Te Brazilian society and particularly the businesspeople, or representing one o themost powerul and organized sectors has a key role to play in the construction o thisnew model, due to our countrys characteristics in terms o natural resources, populationdensity, and advances o the corporate social responsibility movement. However, the Bra-zilians must be aware o the countrys responsibilities when it comes to impacts on theplanet. Our country has a large area, vast natural resources, and rich biodiversity, as wellas the South American continent. Any successul solution here can set an example or theother countries.

Te companies that have chosen corporate responsibility as a business strategy are pione-ers. And, nowadays, they are social transormation drivers. Tey will certainly be recog-nized by the market and History. Ater all, by adopting socially responsible management,these companies have decided to change the course o things. In the short or medium term,they will make the necessary dierence so that we can reach the year 2050 sae and sound.

Ricardo Young

Director-President o the Ethos Institute -Business and Social Responsibility


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0

FDC

Manae to eoient

FDC

www.dc.org.br

Created in 1976, Fundao Dom Cabral is a center or executive and company development that hasbeen maintaining a dialogue and the practice o committed listening with organizations, thus buildingintegrated educational solutions together with them. Its mission is to contribute to societys develop-ment through the education o executives, businessmen and companies. Having trained thousands o

executives in constant integration with their companies FDC has become the national benchmarkin its industry, being an active participant in the enhancement o the managerial capabilities and overalldevelopment o Brazilian businesses.

Ncleo Andrade Gutierrez de Sustentabilidadee Responsabilidade Corporativa

Fundao Dom Cabral


We, at Ncleo Andrade Gutierrez de Sustentabilidade e Responsabilidade Corporativa Funda-o Dom Cabral (Dom Cabral Foundation) are very glad to support and participate in this initiativeor mapping the social responsibility management tools or we consider it very timely in the delicatehistorical moment we are living.

Te great challenges related to economic, geopolitical, technological or social and environmental im-balances, broadly diused by the various media, lead us to the commitment to a behavior consistentwith the level o inormation we have.

Te relevant question that comes up is: how to reorient a cultural inertia that, although having brou-ght a number o advances in lie conditions or many, has let a trace o wounds or the great majorityo the world population and the natural biosystems?

We have already noticed an enormous eort to hold meetings, which avor the understanding, legiti-macy and appropriate answers to the demands, or better, to the screaming o those excluded romthe undamental premises o a decent, humanely ethical and healthy existence, including the pleas oNature itsel.

Rethinking the educational contents and structures in all its levels, revising laws and codes o conductthat govern the behavior o all marketing and community agents (nationally and internationally), andtools that allow the assessment o the actualization and evolution o results, as part o the sectoral andcollective eort to create a global reasonability, are basic enterprises or the correction o the collisioncourse with good sense we are on.

Finally, we understand this document is a sort o radar, a special contribution that illustrates severalpossibilities worldwide that allow the identication and management the cultural transormationsthat are so necessary nowadays.

Cludio Boechat

Paulo Darien Possas

Maria Raquel Grassi

Nsia WerneckRaimundo Soares

Roberta Paro


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FiDES

Manaement with knowlede:

a citical document

FIDESwww.des.org.br

FIDES, Fundao Instituto Empresarial e Social, created in 1986, is a nonprot private educationaland cultural entity aiming to humanize companies and integrate them into society, based on ethical

principles that govern the relations between the company and its stakeholders. FIDES had the honor tostart in Brazil the diusion and implementation o the Social Report concept, supporting the rst publi-cation, by Nitrortil, in 1986.


Te Fundao Instituto de Desenvolvimento Empresarial e Social FIDES is involved in the develo-pment o management tools aimed at corporate social responsibility. Since the 1970s, the Instituto deDesenvolvimento Empresarial, predecessor o FIDES, led the implementation o the Corporate SocialReport in Brazil, having organized the 1st Latin American Congress on the theme and published abook, organized by one o its ounders, Mr. Ernesto Lima Gonalves, entitled Balano Social da Em-presa na Amrica Latina (Corporate Social Report in Latin America) (Livraria Pioneira Editora, SoPaulo, 1980).

Most recently, in partnership with the Ocesp-Sescoop/SP system, the Fundao FIDES has developedthe Manual de Indicadores de Responsabilidade Social das Cooperativas (Cooperatives Social Res-ponsibility Indicators Guide) an important management tool or Cooperatives relations with theirstakeholders.

Tereore, the FIDES is eager to compliment and support the present initiative o publishing this bookSustainability Compendium Social and Environmental Responsibility Management ools.

We believe it is an important contribution to all businesspeople and business leaders that, by realizingthe key role companies play in the development o society, seek to actively participate in the processo economic and social growth o all Brazilian population. FIDES understand that the companies sus-tainability is directly linked to the uture o all society, and that all initiatives like this one that aim

to improve the knowledge in this area are a undamental step towards the progress o the Nation.

Alberto Augusto Perazzo

Elso Raimondi

Peter Nadas

Anita Viana Stein


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GiFE

Tools fo responsible and

Sustainable Manaement

gIFEwww.ge.org.br

Founded in 1995, GIFE is the rst association in South America to gather privately held companies,institutes and oundations that make private social investment voluntary giving o private unds ina planned, monitored and systematic manner or social, cultural and environmental projects o public

interest. Its objective is to contribute to the promotion o sustainable development in Brazil throughpolitical-institutional strengthening and support to strategic activities o privately held institutes andoundations, as well as o private entities that engage in voluntary and systematic social investment opublic interest.


Akin to the name o this book, GIFE Grupo de Institutos, Fundaes e Empresas has developedor 7 years the course Management ools. Although its program has ocused on social programs,the context o its creation is the same as this publications: the growing demand or knowledge andproessionalization o actions developed by the private sector in the social area.

Civil society organizations increasingly need to learn how to deal with administrative and legalissues, planning and project assessment practices, marketing tools and relations with partners andvolunteers. Likewise, companies ace the challenge o dealing with practices that were previouslylimited to the social and public spheres. In this sense, the tools described in this document make up

a valuable guide or those who need to nd these new paths. Tese dierent instruments treaties,principles, indicators and standards work as an organizational GPS by helping the manager toidentiy where he/she is, where he/she can go, and some o the several possible ways to ollow.

For acknowledging the relevance and urgency o these tools, GIFE makes its contribution by su-pporting this initiative and also by introducing, although in a drat ormat, its own Private SocialInvestment management tool. Tis support is totally aligned with our mission to perect and diuseconcepts and practices o use o private unds or the development o well-being.

In the previously mentioned course, we oer to teachers and students the challenge o not stickingto the expression Management ools in its literal sense. Te techniques taught can surely be use-ul or administrative daily problems in the short and medium terms. However, it is also critical todiscuss the concepts behind the tools and the attitudes and values on which they are based. In anever-changing and ercely competitive world, it is easy although dangerous to disregard deeperissues and try to resolve everything with readymade measures and cake recipes.

Tis is also the risk run by a manager who starts using tools in a mechanic way, blindly ollowingmarket trends or pressures. Te result in these cases is only a little more than a nice report to beput away or orgotten in a link somewhere in the companys website. When they are correctly used,however, they lead to a healthy practice o sel-assessment and refection. Te rich dialogue pro-cess established between the company and its several stakeholders can lead to a review in the dailypractices and challenge the executives to plan and implement new orms o management: moretransparent, democratic and sustainable.

Fernando Rossetti - Secretary-General o GIFEGrupo de Institutos, Fundaes e Empresas


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AKATU

A step towads the matuity

of CSr in Bazil

AKATUwww. www.akatu.org.br

Te Akatu Institute is a nonprot, non-governmental organization. It was set up on March 15 (WorldConsumer Rights Day) 2001, within the Instituto Ethos de Empresas e Responsabilidade Social, toeducate and mobilize the society or conscious consumption. Te word Akatu is originally rom the

indigenous upi language and means, at the same time, good seed and better world. It translatesthe idea that a better world is related to the actions o each person. For urther inormation, access.


According to the bylaws o the Instituto Akatu pelo Consumo Consciente, its purpose is to enhance the citizensawareness so that they can take into account how their consumption behavior impact on the economy, the society,and the environment. With that in mind, Akatu carries out activities in several areas, especially corporate socialresponsibility, aiming to let the consumer know and value companies attitude and positive actions in the social andenvironmental areas.

Tereore, the corporate social responsibility (CSR) issue is in Akatus DNA. As a result, we were very glad to learnabout the development o the Sustainability Compendium Social and Environmental Responsibility Managementools. Te compilation and assessment o available social responsibility management tools enable an important step

towards the maturity o CSR in Brazil so as to act in this area with proessionalism, measurements and targets. Teavailability o social responsibility management tools will help the consumer to include in his/her buying criteria thecompanies social and environmental responsibility practices.

Te publication o the Management ools is also an opportunity or Akatu to diuse and assess its Escala Akatu deResponsabilidade Social Empresarial (Akatu Corporate Social Responsibility Scale), an instrument that enables thedisclosure to the consumer o the social responsibility level o the participating companies. Dierently rom othertools, the Akatu Scale inserts corporate social responsibility indicators that start rom the current level o Braziliancompanies in this area. Tis allows the establishment o a baseline or companies that wish to enhance their per-ormance in this area.

On account o all this, we would like to give our support to this important initiative, which will certainly become areerence guide or all those who directly or indirectly work in the CSR area.

Helio Mattar -Director-President o the Akatu Institute or Conscious Consumption


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Susaal Cpeu Scal a Eeal respsl maaee tls

Pesentation

1.1 introducton

1.2 CSR Movement n the European Unon

1.3 CSR Movement n Latn Amerca

1.4 Socal and Corporate Socal Responsblty Networks

1.5 HDi vs. Ecologcal Footprnt

1.6 Warnngs


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Copoate Social responsibility

Movement in the EU Euopean UnionMakng Europe a pole o excellence center on CSR

RS n Europe.

Under the title Implementing the Partnership orGrowth and Jobs: Making Europe A Pole o Excel-

lence on Corporate Social Responsibility, the docu-ment published by the European Commission to the

Council and European Economic and Social Com-mittee in March 2006 announces support to an Eu-ropean alliance or CSR.

Te 13 page document is not a legal instrument, buta maniestation o encouragement and stimulus tothe adoption o CSR by European companies and themobilization o resources o stakeholders or sustai-nable development and job creation. It acknowledgescompanies as the primary actors in CSR, but stressesthe relevance o stakeholders contribution.

Te Commission states that it continues to attach

utmost importance to dialogue with and betweenall stakeholders, and recognizes that CSR will notfourish without the active support and constructivecriticism o non-business stakeholders .

In its letter to the Parliament, the European Commis-sion emphasizes the potential contribution o CSR tosustainable development and the European strategyor growth and jobs. It also deends that, althoughthey are not a substitute or public policy, employ-ment CRS practices can contribute to a number opublic policy objectives, especially competency-

building, a more rational use o natural resources,better innovation perormance, poverty reductionand greater respect or human rights.

Te document lists eight aspects the Commission willemphasize in urther promoting CSR:

1. Awareness-rasng and best practce exchange;

2. Support to mult-stakeholder ntatves;

3. Cooperaton wth Member States;

4. Consumer normaton and transparency;

5. Research;

6. Educaton;

7. SMEs;8. The nternatonal dmenson o CSR.

Tis document and the support it gives to the launch othe European alliance show a new and crucial phase inthe European CSR policy evolution.

PrEVIOUS POLITICAL INITIATIVESAT EU LEVEL

Communcaton rom the Commsson concernngCorporate Socal Responsblty: a busness contrbuton toSustanable Development

(http://eur-lex.europa.eu/LexUrServ/ste/en/com/2002/com2002_0347en01.pd)

In this document, published in 2002 and totaling 24pages, the Commission presents a strategy based onthe ollowing aspects:

increasng knowledge about the postve mpact oCSR on busness and socetes n Europe and abroad, n

partcular n developng countres; Developng the exchange o experence and goodpractce on CSR between enterprses;

Promotng the development o CSR management sklls;

Fosterng CSR among SMEs;

Facltatng convergence and transparency o CSRpractces and tools;

Launchng a Mult-Stakeholder Forum on CSR at EUlevel;

integratng CSR nto communty polces.

Euopean Multi-Stakeholde Foum on CSr

Te European Multi-Stakeholder Forum was laun-ched in October 2002 and produced its nal reportin July 2004.

http://ec.europa.eu/enterprse/csr/ndex_orum.htm

Te document was written urther to a consultationprocess launched by the Commissions Green Paper inJuly 2001 entitled Green Paper Promoting a EuropeanFramework or Corporate Social Responsibility.(Promovendo um quadro europeu para a responsabilidadesocial das empresas).

Te 32 page document opened the discussion aboutthe concept o CSR and sought to determine the wayto establish a partnership or the development o a Eu-ropean approach to the theme.


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7

RS n Europe .

http://eur-lex.europa.eu/LexUrServ/ste/en/com/2001/

com2001_0366en01.pd

Over 250 responses to this document were recorded,

and more than hal o them came rom Europeancompanies.

http://ec.europa.eu/employment_socal/soc-dal/csr/csr_responses.htm

Te Forum oered a platorm or discussion betweenthe main stakeholder groups in Europe employers,trade unions, proessional organizations and networks,and civil society organizations and the Commissionthat plays the role o acilitator/articulator.

Almost 30 organizations, permanent members andobservers participated in the plenary meetings o theForum, approving its objectives, its composition, andits operational aspects. Its objective is to periodicallyassess progress.

http://ec.europa.eu/enterprse/csr/documents.htm#Basc

Countless organizations and companies were invitedto participate in our thematic round tables in orderto present their experience in CSR.

With the stated overall objective o encouragingcorporate social responsibility, the European Multi-Stakeholder Forum ocused its actions on promotinginnovation, convergence and transparency in CSRpractices and tools by:

improvng knowledge about the relatonshp betweenCSR and sustanable development (ncludng ts mpacton compettveness, socal coheson and envronmentalprotecton);

acltatng the exchange o experence andgood practces and brngng together exstng CSRnstruments and ntatves, wth a specal emphass onSME specc aspects;

explorng the approprateness o establshngcommon gudng prncples or CSR practces andnstruments, takng nto account exstng EU ntatvesand legslaton and nternatonally agreed nstruments

such as OECD Gudelnes or Multnatonal Enterprses,Councl o Europe Socal Charter, iLO undamental laborconventons and the internatonal Bll o Human Rghts.

Te European Commission has called meetings withstakeholders in order to assess progress and develo-pments achieved since the publication o the Forumreport in 2004.

THE EUrOPEAN COMMISSION AND THE SMES

http://europa.eu.nt/comm/enterprse/csr/campagn/ndex_pt.htm

Intoduction to Copoate Social responsibility foSmall and Medium-Sized Entepises

A brie introduction to some o the simple steps com-panies can take to integrate corporate social responsi-bility into their daily business practices. It emphasizeshow corporate social responsibility can enhance thecompanys economic success.

http://ec.europa.eu/enterprse/csr/campagn/documentaton/download/ntroducton_pt.pd

STUDIES

Collection o ten real case studies o small and me-dium-sized companies throughout Europe. It showshow they have become more successul thanks totheir social responsibility eorts.

http://ec.europa.eu/enterprse/csr/campagn/documentaton/download/cases_pt.pd

Awaeness questionnaie

Conceived to help identiy steps that can be useul and

relevant or the company.http://ec.europa.eu/enterprse/csr/campagn/documentaton/download/questonare_pt.pd

guide to Communicatin about CSr

Communicating about corporate social responsibilityshould not be a complex task. Tis Guide can help tak-ing the most out o the steps.

http://ec.europa.eu/enterprse/csr/campagn/documentaton/download/gude_pt.pd

rEFErENCEhttp://ec.europa.eu

http://ec.europa.eu/enterprse/csr/ndex_en.htmhttp://ec.europa.eu/enterprse/csr/campagn/lnks/ndex_pt.htm


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Copoate Social responsibility

Movement in Latin Ameica

RS n Amrca Latna.

While countries rom other continents such as, orinstance, England, have been strongly infuenced bythe government to adopt CSR, in Latin Americancountries the momentum towards the theme has ori-ginated rom the mobilization o the business com-

munity and the organized civil society.oday practically all Latin American countries haveorganizations that promote and oster CSR.

Aiming to enhance the joint CSR-oriented action othese organizations, important organizations havebeen set up in the Americas:

Busness sector networks such as the Rede Frum Em-presa Responsabilidad Social Empresarial de las Am-ricas (www.empresa.org) with over 20 business organi-zations representing 16 countries in the region.

Natonal Busness Councls or Sustanable Development,operating under the World Business Council or Sustai-nable Development (www.wbcsd.org), which is a coali-tion o 175 international companies rom 35 countrieso 20 industrial sectors that has a network o 50 businessnational and international councils connected with in-ternational agencies, universities, NGOs, business orga-nizations, oundations, and the media.

Cvl socety networks, such as the Red Puentes (www.redpuentes.org), with members in 20 countries.

Networks o Organzatons that promote the Global

Compact principles and the UN Millennium Develop-ment Goals.

The interamercan Development Bank (iDB) / Multlateral

investment Fund (MiF) in the promotion o CSR on a re-gional level (Argentina, Colombia, Chile, Uruguay, Pa-raguay, Peru, Mxico and Brazil) aimed at incorporatingCSR concepts into SMEs (www.iadb.org/mi).

The Rede interamercana (www.responsabilidadsocial.org) comprised o 13 organizations ocusing on resear-ch and capacity-building in the CSR eld.

Unverstes start to structure research centers to study

the theme. start to structure research centers to studythe theme.

Tis means that nowadays there are over 100 organi-zations among these initiatives discussing and ostering

CSR in the region and, little by little, the society is put-ting more pressure on the market.

In the Latin American business arena, companiessocial perormance has their historical origin in phi-lanthropy. When the theme came up, most business

organizations stated that companies had been sociallyresponsible or over 150 years and that this was a newway to name the social contribution o companies tothe community. Te companies were considering onesingle dimension o CSR: the company-communityrelationship, infuenced by a catholic ethics-orientedculture in which charity and relie was the way com-panies related to the society and were committed toits development.

Te understanding o CSR as a new orm o companymanagement that seeks an ethical, transparent andquality relationship with all stakeholders and incorpo-rates the three sustainability dimensions environ-mental, economic and social in an integrated man-ner is very recent.

Gradually, more and more companies are adoptingthis broader concept o CSR, seeking to apply it intheir management and embed it into their culture, butthe number o Latin companies that have actually ma-naged to make this shit is still small.

It is not possible to make an analysis without unders-tanding the context in which the companies o thisregion operate: the lack o transparency o public andprivate actions, the great social inequality and the ter-rible income distribution cause institutional instabili-ties and social demands that increase their long-termcompetitive gaps.

Tis is the scenario where companies must operateand devise their commercial strategies.

Tis political, economic and social reality leads com-panies not only to accept the challenge o being glo-bally protable, competitive, and ecient to generatethe necessary wealth, but also to live up to the societysexpectations regarding their responsibility to overco-me these social constraints.

In this sense, it is indispensable to strengthen the jointactions among the civil society, the public power andthe business community.


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RS n Amrca Latna .

Another key actor to leverage all organizations (whe-ther rom the 1st, 2nd or 3rd sector) to a more sociallyresponsible management is the diusion o existingCSR tools so as to prepare them or the change.

It is also indispensable to structure a broad educationprocess o sustainability-driven education. In this sen-se, the academic sector also has a lot to contribute, in-cluding CSR in its syllabuses, providing this educationto the uture business leaders.

Tese challenges, i met, will certainly boost the re-sults in Latin America, enabling the necessary speedor an eective shit to be made.

We can not talk about a specic Latin American CSRmodel, diering rom a European or US model, but wecan not orget that CSR has more outstanding impactshere due to a very dierent context.

Brazil can be considered a CSR leader in the region,concentrating the greatest advances.

It is worth mentioning, or instance:

its outstandng role n the eld o natonal standardza-

ton o Socal Responsblty -Te ABN Brazilian As-sociation o echnical Standards launched in 2004 theBrazilian SR standard ABN NBR 16001 one o the

ew national SR standards in the world. Te United King-dom (BS8900), Australia (AS8003), France (SD21000),Israel (SI10000), Japan (ECS2000), Italy (Q-Res), andGermany (VMS) also have CSR standards;

its outstandng coordnaton role n the development o

the uture nternatonal SR standard: iSO 26000 -Terecognition or ABNs leadership and to Brazilsadvances in the eld o CSR has contributed tothe choice o ABN, together with the Swedishstandards organization, or leading the ISO SR WorkGroup, responsible or coordinating the development

o the uture international SR standard: ISO 26000. The role o the Brazlan nancal sector n promotng CSR

- launch in 2005 o the Bovespa (So Paulo StockExchange) Corporate Sustainability Index ISE the ourth index o this kind in the world, ollowingthe Dow Jones Sustainability Index DJSI (USA 1999), the FS4Good (England 2001), and theJSE SRI (South Arica 2004).

- leadership in the adoption o the Equator Prin-ciples. Tree years ater the launch o the EquatorPrinciples, Brazil is still the only emerging country

represented in the agreement, with the adoption othe Principles by our national banks last year.

- creation o ethical investment unds, such asUnibancos Fundo Verde and the Banco Real/ABN

Amros Fundos Ethical, as well as the adoption osocial and environmental criteria or loan approval.

Brazl is also among the our countries with most SA8000 certications in the world, ater Italy and China,and alternates with India the third place.

its role n the busness communty osterng he Millen-nium Development Goals and the UN Global Com-pact (Brazil has the most signatory companies) theappointment by the UN Secretary-General o twoBrazilians (the president o Petrobras and the presi-dent o Instituto Ethos) to the Global Compact Board,among its 20 members.

The growng number o reports published containingsocial and environmental inormation by an increa-sing number o Brazilian companies.

The growng number o Latn Amercan countres thathave adjusted the Ethos CSR Indicators (as a sel-as-sessment tool or socially responsible management oits associates) to the reality o their countries. Argenti-na was the rst country to translate the indicators intoSpanish, acilitating the task or the other Latin Ame-rican countries (see Chapter 7). In 2006 in Brazil, 642companies reported on the Ethos Indicators.

Among the many moblzaton projects n Brazl, the Ins-tituto Ethos has organized or seven years a capaci-ty-building program or journalists the Rede Ethosde Jornalistas which periodically provides journa-lists with inormation, workshops and publications.In addition, Ethos annually organizes the journalismaward Prmio Ethos de Jornalismo. Tese initiativesaim to diuse and explain the concept o social res-ponsibility to a mainstream audience.

The Premo Ethos-Valor is a competition or univer-sity students and teachers on corporate social res-ponsibility and sustainable development. Launched

in 2000, it awards the best academic (undergradu-ate and graduate) papers in the country. It aims toencourage and enhance the debate on corporatesocial responsibility and sustainable developmentwithin the academic community, involving scholarsand undergraduate and graduate students o all are-as throughout the country. In spite o the advancespresented, there are still great challenges to be metin Latin America.

Apesar dos avanos apresentados, h, ainda, grandesdesaos a serem alcanados na Amrica Latina.

rEFErENCEHugo Vergara (Frum Empresa)

Gulana Ortega Bruno and Tarcla Res Ursn (UnEthos)


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0

Social and Business Social

responsibility Netwoks

CSR Networks.

Te social networks are systems that gather individu-als and organizations around common objectives orthemes.

Teir work dynamics is collaboration and participa-tion with fexible structures and horizontal relations.

Te networks are, thereore, a characteristic o thecontemporary social movements, which have beenboosted in the last decades by the communication te-chnologies, enhancing their actions on a global scale,allowing inormation exchange, solution nding andshared knowledge.

Te organization in networks also contributes to thecorporate social responsibility movement, infuencingactions and the ideological debate on the theme.

Historically, North-American and European com-panies pioneered the creation o networks aimed at

encouraging the business community to adopt socialresponsibility in their businesses.

Te rst network o this kind was the Business orSocial Responsibility (BSR), created in 1992 in theUnited States, initially with 50 associated companies.In Europe, the Fundacin Empresa y Sociedad, romSpain, started o in 1995. Te movement reached La-tin America with the creation o Peru 2021 in 1994.However, it has only grown substantially in the ollo-wing years with the creation o other organizations,which have created links with each other, such as:

Ceme n Mexco and insttuto Ethos n Brazl n 1998.

Accn Empresaral de Chle n 1999.

Fundemas n El Salvador and Deres n Uruguay n 2000.

insttuto Argentno de Responsabldad Socal Empresara(iarse) n 2003.

Etc.

At the same time, business networks have been glo-bally organized. Tey are:

World Busness Councl or Sustanable Development

(WBCSD - Created in 1991, the WBCSD has todaysome 180 multinational companies drawn rom more

than 35 countries and 20 major industrial sectors.Te Council also comprises a Regional Network o50 national and regional partner organizations cal-led Business Councils or Sustainable Development

(BCSDs) linked with international agencies, univer-sities, NGOs and oundations, and aimed at sharingexperiences and promoting business leaders that en-courage sustainable development in their countries orregions. By joining the WBCSD, organizations can ac-cess the worlds best practices on socioeconomic and

environmental management. Te WBCSD activitiesshow that business is good or sustainable develop-ment. www.wbcsd.org.

CSR Europe Created in 1996, this organization cur-rently gathers members rom 18 European countries.Its mission is to help companies achieve protability,sustainable growth and human progress by placingcorporate social responsibility in the mainstream obusiness practice. www.csreurope.org

Forum Empresa It is an alliance o CSR businessorganizations that promotes corporate social respon-

sibility in the Americas. Created in 1997, with its headoce in Santiago, Chile, its purpose is to gather lea-ders rom American countries to strengthen the roleo CSR. It currently gathers members rom 20 coun-tries: Argentina, Brazil, Canada, Chile, Colombia, ElSalvador, United States, Guatemala, Honduras, Me-xico, Nicaragua, Panama, Paraguay, Peru, Uruguay,Venezuela, Costa Rica, Bolivia, Puerto Rico, and Ecu-ador. www.empresa.org

Rede interamercana de RSE Founded in 2003, thenetwork aims to develop knowledge to speed up theadoption o a social responsibility culture that con-tributes to competitiveness and sustainable develop-ment. It has ounders rom 13 institutions in ten Ame-rican countries: Argentina, Brazil, Chile, El Salvador,United States, Mexico, Peru, El Salvador, Uruguay,and Costa Rica. www.responsabilidadsocial.org.

We can not underestimate the role o civil societyorganizations, which also create networks and leadcompanies to adopt responsible practices. Tis expan-sion has become more rapid in the last 30 years throu-gh movements led by enrironmentalists, consumersand workers, who demand that companies ulll their

responsibilities or legal obligations and human rightsduties. Tese movements can lead to the creation onew standards and improvement in and control overexisting ones.


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CSR Networks .

Frends o the Earth internatonal Founded in 1971by our organizations rom France, Sweden, Englandand the USA, it is the worlds largest network o eco-

logical groups. It currently comprises 70 units that ga-ther around 5 thousand groups o environmentalistsin all continents. Te Amigos da erra Internacional,as it is known in Brazil, organizes campaigns againstthe excessive power o large corporations. Tey disse-minate the most important contemporary social andenvironmental themes and criticize the current eco-nomic model o business globalization. Its objective isto present solutions to create equitable and environ-mentally sustainable societies. www.oei.org

Clean Clothes Campagn (CCC) It started its activities in 1989 in the Netherlands ocused on im-proving working conditions in the global garment

and sportswear industries. Tere is a Clean ClothesCampaign in 9 European countries (Austria, Belgium,France, Germany, the Netherlands, Spain, Sweden,Switzerland and the United Kingdom) ormed by a co-alition o trade unions and approximately 200 NGOs.www.cleanclothes.org/cccs.htm

BankTrack - It is a network o 14 civil society organi-zations rom ten countries (Argentina, Australia, Bel-gium, France, Germany, Italy, the Netherlands, Swit-zerland, the United Kingdom and the United States)tracking the operations o the private nancial sector(commercial banks, investors, insurance companies,

pension unds) and its eect on the society and theenvironment. Its purpose is to make these operationscontribute to creating healthy and just societies andpreserve the ecological well being o the planet. Tereare members in Brazil, France, Switzerland, Italy, theUnited Kingdom, the United States, the Netherlan-ds, Australia, Belgium, and Germany. Te Bankrackmembers intend to contribute to the nancial sector sothat it can improve its practices. www.banktrack.org

Recently, networks o NGOs and unions have beenstructured to promote critical viewpoints on CSR.

One o them is Core Coalition (www.corporate-res-ponsibility.org), which has gathered since 2002 some130 NGOs, unions, businesses and academic institu-tions. Core aims to have corporate social responsibilityparameters turned into laws, or it believes voluntaryadoption o these practices is not enough to ensurerespect or stakeholders.

In Chile and in Spain, the Observatorio de Responsa-bilidad Social Corporativa (www.observatoriorsc.org)is an association comprising 11 civil society organi-zations and aims to be a network that encourages theparticipation and cooperation among social organiza-

tions that work on social responsibility rom dierentpoints o view. Its objective is to cooperate with theprivate sector and prevent the concept o social res-ponsibility rom being misunderstood.

Tese networks progressively orm international allian-ces, among which we can highlight the ollowing:

Rede iberoRede ibero-amercana de Meos e Prosso-

nas de RSE - Launched during the III InteramericanConerence on Corporate Social Responsibility, orga-nized by the Interamerican Development Bank (IDB)in Chile in September 2006.

OECD Watch - It is in international network, establishedin 2003, which inorms NGOs rom Europe, the Ame-ricas, Australia, Arica and Asia about policies and ac-tivities o the Organisation or Economic Co-operationand Development (that can neither impose sanctionsnor oer compensations), and tests the eectiveness othe OECD Guidelines or Multinational Enterprises. It

comprises 47 organizations. www.oecdwatch.org

Red Puentes - Created in 2002. Tis network com-prises 42 NGOs and trade unions rom Mexico, Ar-gentina, Brazil, Chile, Uruguay, Peru, Spain and theNetherlands. Red Puentes wants to promote CSR inLatin America rom the perspective o the civil society.www.redpuentes.org

Coalton or Green and Socal Procurement It is a non-ormalized alliance among 15 European organizationsthat aim to include social, ethical and environmentalcriteria in public bids. It coordinates the lobby o civil

society organizations and trade unions in the Europe-an Parliament. www.eeb.org, www.eeb. org/activities/product_policy/main.htm

Te establishment o these networks shows contro-versy about social responsibility and the best ways orthe company to reach it. Tis controversy can be seenin the action o these networks, and it is possible tonotice some dierences among them, such as:

Business netwoks usually hghlght the voluntary nature o CSR; present CSR as a busness strategy or more prots and

perpetuty; emphasze the best practces and award przes; have a strong presence n the meda.

Civil society netwoks deend the creaton o regulatons or CSR; also show the negatve practces; hold companes responsble or the mpact o ts supplychans; demand the relaton CSR must have wth thecompanys actvty; have dculty n lasng wth the meda.

rEFErENCE

Tis document has been translated and edited rom thedocument la necesidad de crear redes entre represen-tantes de la RSC en el norte y en el sur. BAR SLOB


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HDi x EcologcalFootprnt.

Sustainable Development, a coopeation:

envionment & development

*HDI - The Human Development index HDi s anndcatve, non-exhaustve measure o the humandevelopment created by the UNDP n 1990. itntegrates standard o lvng (GDP per capta), leexpectancy, level o educaton and access to knowledge(adult lteracy and chldrens educaton). An HDi o 0.8was set as a target by the Unted Natons. The HumanDevelopment index enables the assessment o socal

and economc sustanablty.

**Ecoloical footpint - The bologcally productve land andsee area (bass o the ecosystem and the manknd) s lmted.The Ecologcal Footprnt measures land and sea area neededto regenerate the resources a human populaton consumesand to absorb the correspondng waste. The land and sea areaon Earth avalable or development s 11.4 bllon hectares,.e., an average 1.9 ha per person. in 1999 t was 2.3 ha,that s, 20% hgher. The Ecologcal Footprnt enables the

assessment o envronmental sustanablty. ambental.

Needs ofcurrent

generations

1

0,9

0,8

0,7

0,6

0,5

0,4

0,3

0,2

0,1

0

11 10 9 8 7 6 5 4 3 2 1 0

Degraded environmentDeveloped economy = zero balanceCompetitive approach

Degraded environmentUnder-developed economy = negative balanceCompetitive approach

Needs of future generations

Ecological footprint** (ha/inhab)

HDI, average level

Sustainable DevelopmentProtected environment andDeveloped economy = positive balanceCooperative approach

Meio ambiente protegidoEconomia subdesenvolvida = saldo nuloAbordagem competitiva

Ecologicaldurabilitylevel

Huma

nDevelopmentIndex-

HDI*

AFNOR C. Brodhag, ENSM SE, www.brodhag.org


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Pefomance of nations Sustainable

Development: how many planets?

HDi x EcologcalFootprnt .

USA,Australia,

Canada

Northernand Western

Europe

SouthernEurope+ NIC

Emerging countries from Asiaand South America (+ Turkey)

Emerging countriesfrom Northern Africa,Middle East, and Asia

Developingcountries fromAsia and Africa

SustainableDevelopment

Currentgenerations

needs

1

0,9

0,8

0,7

0,6

0,5

0,4

0,3

0,2

0,1

0

10 9 8 7 6 5 4 3 2 1 0

Necessid. geraes futuras

Ecological footprint (ha/inhab)

ndicede

DesenvolvimentoHumano-

IDH

AFNOR C. Brodhag, ENSM SE, www.brodhag.org


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Warnngs.

Doesnt anybody hear the warnngs?

1936 - Winston Churchill - Te era o procrastinations, o hal-measures, o soothing and baing expedients, odelays is coming to its close. In its place we are entering a period o consequences.

1987 - Gro Brundtland. Nosso uturo comum. - Scientists bring to our attention urgent but complex problems bea-ring on our very survival: a warming globe, threats to the Earths ozone layer, deserts consuming agricultural land.

1992 - Rio 92. Maurice Strong. - ... it is our last opportunity to rethink the planetary routes, under penalty omankind decline.

1992 - Serven Suzuki 12 anos. Eco 92. -...you adults, you must change your ways I am here to speak or allgenerations to come All this is happening beore our eyes and yet we act as i we have all the time we want and

all the solutions. Im only a child and I dont have all the solutions, but I want you to realize, neither do you

Im only a child, yet I know we are all part o a amily, 5 billion strong, in act 30 million species strong sharing

the same air, water and soil. And borders and governments will never change that. Im only a child, yet I know weare all in this together and should act as one single world towards one single goal You are deciding what kind

o a world we are growing up in. Parents should be able to comort their children by saying Everything is going to

be all right, its not the end o the world, and we are doing the best we can. But I dont think you can say that to

us anymore. Are we even on your list o priorities? My dad always says, You are what you do, not what you say.

Well, what you do makes me cry at night. You grown-ups say you love us. But I challenge you, please, make your

actions reect your words.

1997 - Rio + 5. Maurice Strong. ...we must reinvent industrial-technological civilization.

1997- Mikhail Gorbachev sentenciava: We need a new paradigm; the current civilization has come to an end,exhausted its possibilities. We have to reach a consensus on new values. In 30 to 40 years the Earth may be living

without us.

1997 - Ko Annan voltou a advertir: I we do not get the climate under control, i we do not conront the challen-ges o the environment, every other eort we are making can be washed aside.

2002- Rio + 10. Chirac. - ...it is a global apartheid; our children and grandchildren will challenge us: you knewabout it and did nothing. We can not say we did not know! Let us be aware so that the 21st Century will not be-

come, or the uture generations, the century o the crime o mankind against lie.

2002 - Washington Novaes. A Dcada do Impasse, da Rio-92 Rio+10. (Te Decade o Dilemma: From Rio 92to Rio+10) - We have neither institutions nor universal rules that can change the situation on a planetary levelAt the same time, weve learned its not possible to pretend the so-called environmental problem is separated

rom the economic, the political, the social, and the cultural sides. All public and private enterprises either take

place in concrete reality in the soil, the water, the air we breathe, among the living things or have an impact

on it. Well have to reconsider everything, rethink the consumers patterns and logic , reinvent our ways o lie.

And, to do so, we need to take to the core and the beginning o our public policy and private planning the so-calledenvironmental issues which, I must repeat, are political, economic, social and cultural.

2002 - Oded Grajew - I people have the chance to see the gures, the social indicators, theyll certainly be sho-cked. with respect to levels o poverty and environmental degradation. We run the risk o seeing the human spe-

cies extinct within one single generation. Te orecasts are pessimistic about water, arable lands, global warming,

conicts, wars and large-scale poverty I everything goes on in the current direction, everything will happen as

orecast, that is, things will continue to worsen...

2002 - Eco 92 - Rio 92 - 1600 scientists, including 102 Nobel laureates, rom 70 countries launched the do-cument World Scientists Warning to Humanity. heir introduction stated: Human beings and the naturalworld are on a collision course. Human activities inict harsh and oten irreversible damage on the environment

and on critical resources. I not checked, many o our current practices put at serious risk the uture that we wish

or human society and the plant and animal kingdoms, and may so alter the living world that it will be unableto sustain lie in the manner that we know. Fundamental changes are urgent i we are to avoid the collision our

present course will bring about.


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Warnngs .

Collaboration and acknowledgments: Washington Novaes, journalist

2003 - Serge Latouche - In other words, it takes the unshakeable aith o the orthodox economists to think thatthe science o the uture will solve all the problems, and that the unlimited replacement o Nature by artiacts is

conceivable.

2003 - Manred Max Nee - Te economy is to serve the people and not the people to serve the economy. Deve-lopment is about people and not about objects. Growth is not the same as development, and development does

not necessarily require growth. No economy is possible in the absence o the ecosystems services. Te economy is

a subsystem o a larger and nite system, the biosphere, hence permanent growth is impossible. Under no cir-

cumstances whatsoever can an economic process or interest be above the reverence o lie. I believe we must

acknowledge we are part o a great sickness. Tere has never been in History a period in which everything we do is

so sel-destructive. And this is a gigantic collective pathology, and i we become aware o it, it will be the rst step

to reaching an adequ

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