Good Practices

The UN Global Compact regards itself as a dialogue and learning forum for different stakeholders but mainly for companies – a forum that promotes the discussion of activities regarding Corporate Social Responsibility and the networking of all participating institutions.

Learning is mainly achieved through good examples. Our database encompasses many projects and suggestions on how others incorporate sustainability issues into their business practices.

Good Practices are sorted by topics.

Human Rights & Labour

  • Best Practice – Children’s and Labour Rights

    Children’s and Labour Rights

    Any activity which is too dangerous for children because of their age, which affects their physical and mental development and which prevents them from going to school is known as child labour. The worst forms include slavery or forced labour. According to estimates by UNICEF, ILO and the World Bank, approximately 170 million children are affected worldwide. 85 million of these suffer from working conditions that are dangerous and exploitative. German companies can also encounter child labour within their more ramified supply chains; the mining of raw materials in developing countries and emerging markets is one example of this. What companies can do to eliminate child labour in their value creation process is ideally shown by the measures that Merck takes within its mica supply chain.

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  • Best Practice – From the Supply Chain – with the WE project as an example

    Best Practice – From the Supply Chain – with the WE project as an example

    Many Tchibo articles are manufactured in the factories of emerging and developing countries. The enforcement of social standards such as fair wages, work health and safety and freedom of assembly is a major challenge. Factory inspections alone – so-called social audits – are not sufficient to improve working conditions in the long term. The implementation of social standards also fails in many cases because of the lack of employee involvement. This is where Tchibo’s ‘Worldwide Enhancement of Social Quality’ supplier training program (‘WE’) comes in – it moves the dialogue of all the relevant stakeholders into the spotlight.

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  • Sustainable Water Management at Bayer

    Sustainable Water Management at Bayer

    The private sector is the world’s largest consumer of water. Global value chains and investments mean that local water problems can also become water risks for multinational companies.

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  • Best Practice – Climate Management

    Best Practice – Climate Management

    To achieve effective environmental management, companies should first identify and measure the main sources of emissions along their entire value chains. Carbon Accounting helps them to systematically capture greenhouse gas emissions and create a greenhouse gas balance, or a Corporate Carbon Footprint, which can be used for sustainability reporting and emission management. Companies can also use the recommendations of the Greenhouse Gas Protocol as guidelines.

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  • Best Practice – Circular Economy

    Best Practice – Circular Economy

    The availability of non-renewable raw materials is limited and acquiring them costs a lot of energy, so the recycling of used materials back to the beginning of the manufacturing process is extremely rewarding – the product cycle thus closes, minimising waste. This circular economy pursues the vision of “zero waste” production. However, it is not enough to simply recycle the materials after they have been used – products must be designed for durability, easy repair and the replacement of components from the outset.

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Sustainable Development Goals

  • Step 1 Understand SDGs (sustainable development goals)

    Step 1 Understand SDGs (sustainable development goals)

    Global risks and challenges are created by the global trends of population growth, distribution of wealth, consumption of resources and climate change. The SDGs establish clear goals at global, regional and local levels to counteract the greatest of these risks. These global changes initially exert enormous pressure on companies to adapt – however, adapting can also provide completely new fields of action and opportunities. The megatrends give companies numerous possibilities to position themselves and to contribute to sustainable development. The SDGs are not simply a political framework – they offer approaches for aligning corporate actions along the SDGs.

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  • Steps 2 and 3 Define priorities and set goals

    Steps 2 and 3 Define priorities and set goals

    After companies have made themselves familiar with the SDGs in Step 1, Steps 2 and 3 of the SDG Compass deal with the identification of the individual action priorities of the companies and giving these priorities goals.

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  • Step 4 Integration of the SDGs into the corporate strategy

    Step 4 Integration of the SDGs into the corporate strategy

    To make the entry into the implementation of the SDGs easier for companies, the UN Global Compact and several of its partners have jointly developed various tools such as the ‘SDG Compass’ and the ‘SDG Industry Matrix’. Objective of the ‘SDG Industry Matrix’ is to provide information about measures for the attainment of the sustainable development goals and to encourage ideas on the implementation. The matrix was created in the knowledge that the opportunities for companies to contribute to a sustainable development vary from industry to industry, so it contains several publications with examples of the best and most effective possibilities for implementing the SDGs from specific industry perspectives.

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  • Step 5 SDG Reporting

    Step 5 SDG Reporting

    Classic sustainability reporting cannot be transferred to SDG reporting on a one-to-one basis. To do this, transfer steps are necessary. The ‘SDG Compass’ provides valuable orientation in this respect, because it encourages companies to continue to report in accordance with the principles of existing standards such as GRI, but it also gives additional tips on SDG-specific reporting.

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Supply Chain

  • Best Practice – From the Supply Chain – with Bosch as an example

    Best Practice – From the Supply Chain – with Bosch as an example

    In 2012, Bosch started a supplier programme in China together with four companies – ResQ. The goal was to promote sustainability along the entire value-added chain. To bring transparency and sustainability to the supply chain, contracts to regulate the procurement activities were first concluded between suppliers and Bosch. The International Labour Organisation (ILO) regulation and certain environmental standards were deemed to be minimum requirements (this was checked by audits). The programme has meanwhile become binding for all suppliers.

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CSR Management

  • Best Practice – Stakeholder Dialogue – with DAW and BASF as examples

    BASF traditionally maintains a close contact with its stakeholders. In addition to the still-important ‘classical’ forms of dialogue, the company has also developed new approaches over time and different forms of these are used to involve stakeholders at different levels.

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  • Best Practice – Tone from the Top – How Guiding Principles ‘work’

    Best Practice – Tone from the Top – How Guiding Principles ‘work’

    Sustainability as a management task is increasingly being used in the formulation of corporate guiding principles. To prevent this from simply remaining a lip service, it is important that all managers and employees internalise the coordinates of the corporate culture and that they know if their work is consistent with the company’s values and principles – so guiding principles first promote credibility. Above all, however, they also provide room to manoeuvre in everyday management, viz. they create internal certainty and clarity about potential risks and opportunities for the reputation and the success of the company – and they make the company outwardly predictable.

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  • Best Practice: Sustainability as a Business Case

    Best Practice: Sustainability as a Business Case

    To implement this corporate philosophy, the Executive Board set up the Sustainability Management department. It monitors the integrated management system and takes over consulting, coordination and the support of functional areas for all sustainability-related topics. As a staff unit, it is directly responsible to the Board and organisationally independent of other functional areas. The Sustainability Management department is based on the principle of continuous improvement of all processes and activities. The system can be anchored in all business divisions thanks to the active participation of all the employees, who are responsible for quality assurance and environmental protection in their individual areas of responsibility.

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