This product shows the business benefits of sustainability by helping companies be more strategic about the CSR activities they choose to undertake and to achieve the greatest benefits of these through effective communication. The program provides tools and guidance to companies in designing integrated strategies and action plans, and helps them improve their transparency through guidance on best practice sustainability reporting, such as the Global Reporting Initiative. In particular, the program aims to promote better performance and reporting around community development, gender, labor, human rights, biodiversity, and climate change and more effective harnessing of the potential of the SRI market to reward companies who do so successfully.
Partnership Defined Quality: A toolbook for Community and Health Provider Collaboration for Quality Improvement
Partnership Defined Quality is a methodology to improve the quality and accessibility of services with community involvement in defining, implementing, and monitoring the quality improvement process. This manual offers tools that can be used by project managers, health service managers, or facilitating agencies. It can also be used by health workers or community advocates, who would like to work to make a difference in the quality of health services available in their area. The tools in this manual can help the users to plan programs that will mobilize both health workers, and communities to work toward better service quality and availability.
This toolkit aims to give guidance to political, economic, commercial and development officers in overseas missions on how to promote good conduct by UK companies operating overseas.
Rationale-To promote economic development and attain the MDGs—especially the overarching poverty reduction MDG and the gender equality MDG—the global community must renew its attention to women’s economic empowerment and increase investments in women.6 Gains in women’s economic opportunities lag behind those in women’s capabilities. This is inefficient, since increased women’s labor force participation and earnings are associated with reduced poverty and faster growth;7 women will benefit from their economic empowerment, but so too will men, children and society as a whole. Women’s lack of economic empowerment, on the other hand, not only imperils growth and poverty reduction, but also has a host of other negative impacts, including less favorable education and health outcomes for children and a more rapid spread of HIV/AIDS.8 In sum, the business case for expanding women’s economic opportunities is becoming increasingly evident; this is nothing more than smart economics.
In this report, the Natural Value Initiative (NVI) reviews 30 companies in the mining and oil and gas sectors. It evaluates progress made by the sectors in addressing the issue of biodiversity, responding to emerging thinking on ecosystem services and developing robust systems to manage risk and realise opportunity associated with these issues. The report outlines company responses, identifies strengths and areas of common weakness, makes recommendations for improvement and offers further actions for investors, government and the industry. It is these suggestions for improvement that the investors involved in this study are using in their ongoing dialogue with companies identified as underperforming within the analysis.
Extractive industries projects have a medium to long-term presence in society. Questions therefore arise of how to achieve socially responsible closure of these projects. Three closure scenarios lend themselves to tri-sector partnerships: forward planning, retrofitting, and managing grievances.
This paper touches on opportunities and risks related to NGO/Mining Industry collaboration. But first, it will address some of the underlying community development issues a mining operation in the Third World may face. It will attempt to situate a mining operation in the larger economic and social life of the rural community in which it might be located.
This handbook is primarily targeted toward officials who are faced with the challenge of managing for results. Developing countries in particular have multiple obstacles to overcome in building M&E systems. However, results-based M&E systems are a continuous work in progress for both developed and developing countries. When implemented properly these systems provide a continuous flow of information feedback into the system, which can help guide policymakers toward achieving the desired results. Seasoned program managers in developed countries and international organizations—where results-based M&E systems are now in place—are using this approach to gain insight into the performance of their respective organizations.