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UNICEF Switzerland and Liechtenstein and the UN Global Compact Network Switzerland and Liechtenstein published the study "Addressing Children's Rights in Business - An Assessment from Switzerland and Liechtenstein". This baseline study examines what knowledge companies have regarding children's rights, how children's rights are considered and embedded in their daily activities and company policies, and what challenges companies face regarding children's rights. The study coincides with the 10th anniversary of the Children's Rights and Business Principles (CRBP). Based on the UN Guiding Principles on Business and Human Rights, the CRBP highlight the breadth of potential impacts for businesses on children and children's rights and provide guidance for businesses on how to fulfil their responsibility to respect children's rights. Challenges for children’s rights in business Companies see various challenges and opportunities for advancing children’s rights and most of them are related to tackling child labor risks. While companies are aware of child labor risks, interview partners report that insufficient capacity and expertise are key obstacles to effectively prohibiting child labor in value chains. “The main obstacle to advancing children’s rights in companies is the perceived low relevance of children’s rights to the company.” The current study highlights the diverse impacts of companies on children and their rights - both in their supply chains and in their own business activities in Switzerland and Liechtenstein. It is particularly striking that companies are mostly unaware of the breadth of child rights issues that may be relevant to them. Rather, they reduce children's rights in the value chain to the fight against child labour and made no connection to other commitments relevant to children's rights, such as in the environmental sector or family friendliness. Many companies indicate that they lack the capacities and knowledge to more deeply engage on children’s rights issues. In terms of opportunities, the survey responses suggest that gaining additional expertise through training or collaborations with expert organizations on children’s rights is considered most impactful. Key insights Most companies do not engage specifically with children’s rights but are generally committed to human rights. Companies’ awareness of children’s rights goes beyond child labor. However, in corporate policies, children’s rights are mostly reduced to child labor in the value chain. Companies prioritize three children’s rights and business principles: elimination of child labor, product safety, and safety of children on-site and in business facilities. Overall, companies have limited awareness of the full range of children’s rights in business. Most corporate activities in relation to children are philanthropic in nature. These activities focus mostly on providing for children (e.g., education or healthcare), and less on the protection and participation of children. Tools and management systems to implement children’s rights in business (e.g., governance, monitoring, remediation) require further development. Emerging due diligence legislations raise companies’ awareness of children’s rights and create momentum for advancing children's rights in business. The study was conducted by the Geneva Center for Business and Human Rights and the Centre for Children's Rights Studies at the University of Geneva. The results are based on a desk analysis of publicly available documents from 60 companies, an online survey with 54 participating companies and 15 in-depth interviews. Download the whole report here.

SSF und GCNSL set up a Swiss consultation group for the Taskforce on Nature-related Financial Disclosure (TNFD). We are all directly affected by the biodiversity crisis. Our different ecosystems supply us with food, raw materials and energy – but only if they are intact. Loss of biodiversity therefore threatens not only our livelihood, but also poses a major risk for businesses. To lay the foundation to identify and quantify the associated risks at an early stage – Swiss Sustainable Finance (SSF) and the UN Global Compact Network Switzerland & Liechtenstein (GCNSL) are collaborating with the Taskforce on Nature-related Financial Disclosure (TNFD). They established a Swiss TNFD consultation group to promote the TNFD frameworks for identifying nature-related risks in Switzerland and to actively support their continuous development. The financial risk of biodiversity loss Companies – not just in the financial services industry, but in other sectors too – do not have the necessary information to fully understand how the loss of biodiversity can impact their business activity and the resulting financial risks over the longer term. SSF CEO Sabine Döbeli comments: “Although biodiversity issues are remarkably well documented, financial institutions and companies still lack suitable data records and instruments to enable them to effectively incorporate nature-related risks and opportunities into their strategic planning and risk management, as well as their financing and investment decisions. By setting up the Swiss TNFD consultation group, Swiss Sustainable Finance is laying the groundwork with the intention of raising awareness of the topic within the financial services industry and supporting stakeholders in performing the necessary risk assessment.” However, the financial industry can only evaluate the associated risks if they have meaningful and comparable information available on the businesses they finance. The cooperation with GCNSL ensures that companies across all sectors have access to the same level of knowledge. “The purpose of local TNFD consultation groups is to raise awareness of the TNFD’s work and increase the number of institutions providing feedback on the beta version of the framework – through pilot testing as well. Over the longer term, local consultation groups play a pivotal role in disseminating the TNFD framework,” explains Antonio Hautle, Executive Director of GCNSL. The Swiss consultation group The objectives of the Swiss consultation group were presented at an event organised as part of the Building Bridges Week in Geneva. Representatives from the State Secretariat for International Finance (SIF), SSF, GCNSL, UBS, Nestlé and the World Business Council on Sustainable Development (WBCSD) discussed approaches for collecting the relevant data and studied examples of how such risks can be quantified, and how promoting biodiversity creates opportunities for all players in a supply chain. The TNFD was established in June 2021 with the aim of developing and providing a risk management and disclosure framework for organisations. TNFD is supported by G7 and G20 leaders and a wide range of market participants, and has a market-led taskforce of 34 members from business and finance, representing sectors with high natural risks on all continents, and more than 18 trillion US dollars in assets under management. Contact: Sabine Döbeli, CEO Swiss Sustainable Finance +41 44 515 60 52 sabine.doebeli@sustainablefinance.ch www.sustainablefinance.ch Antonio Hautle, Executive Director UN Global Compact Network Switzerland & Liechtenstein +41 44 421 35 75 antonio.hautle@globalcompact.ch www.globalcompact.ch Swiss Sustainable Finance (SSF) The mission of Swiss Sustainable Finance (SSF) is to strengthen Switzerland’s position as a leading voice and actor in sustainable finance, thereby contributing to a sustainable and prosperous economy. The association, founded in 2014, has representative offices in Zurich, Geneva and Lugano. Currently, SSF unites over 210 members and network partners from financial service providers, investors, universities and business schools, public-sector entities and other interested organisations. Through research, capacity-building and the development of practical tools and supportive frameworks, SSF fosters the integration of sustainability factors into all financial services. An overview of SSF’s current members and partners can be found on its website: sustainablefinance.ch UN Global Compact Network Switzerland & Liechtenstein The UN Global Compact Network Switzerland & Liechtenstein (GCNSL) is the official platform of the UN Global Compact in Switzerland and Liechtenstein. We seek to mobilize and motivate businesses to engage in corporate responsibility and sustainability. We support companies in aligning their corporate strategies, operations and their culture with the UN Global Compact Ten Principles (human rights, labor standards, environment, anti-corruption) and the UN Sustainable Development Goals (SDGs).

The Responsible Business Initiative - to protect people and the environment - was rejected. What exactly does this mean for Swiss Companies? On Sunday, 29.11.2020, the popular initiative "For responsible companies - to protect people and the environment" was rejected. The cantonal vote sealed the fate of the initiative. However, the initiative succeeded in capturing 50.7% of the popular vote. The counter-proposal will enter into force after the deadline of the optional referendum of 100 days, provided that no optional referendum is held. But what does this mean exactly for Swiss businesses? What does the counter-proposal entail? We have compiled the most important information for you. Please find it here . We believe that, in capturing the popular vote, corporate responsibility and sustainability as well as the respect of Human Rights Due Diligence in value chains is an important concern for the Swiss population. This gives us an even stronger incentive to support our current and potential members in their engagement for responsible and transparent business practices. We would like to join forces and invite companies and organisations to take this call very seriously, as our credibility will rely on our actions.

Reflections on the occasion of 50 years of women's suffrage in Switzerland by Véronique Goy Veenhuys Founder of Fondation EQUAL-SALARY On February 7, 1971, Swiss men voted to amend the Constitution, thus granting Swiss women the same political rights as Swiss men (65.7% yes against 34.2% no). Swiss women can now vote, elect, be elected and sign initiatives and referendums. A milestone in the history of Swiss women's rights, the result of a long list of unheeded demands [1] , the culmination of the perseverance of committed women and women's associations who demanded the same political rights for women. than those granted to Swiss men. Each amendment of the Constitution is a major milestone in the history of equality between women and men by bringing legitimacy to the highest level of what is right. In 1971, through the right to vote, women gained access to the sphere of political power. Women's access to the economic sphere followed with the inclusion of Equality between women and men in the Federal Constitution in 1981 and the Equality Act in 1991, which emphasizes equality in professional life. The prohibition on discrimination applies to hiring, assignment of tasks, working conditions, remuneration, training and development, promotions and dismissal. Sexual harassment at work is also considered to be discrimination [2] . The latest revision of the Equality Act, which came into force on July 1, 2020, requires all companies with more than 100 employees to carry out a wage analysis. As with the demonstration in Berne in 1969 which led to the women's vote in 1971, the pressure came from the streets on June 14, 2019 during the 2nd women's strike. Following the strike, women’s representation in the government increased from 32 to 42% for the National Council and from 15 to 26% in the Council of States in autumn 2019 election. These politicians finally tipped the balance by endorsing the reform in favor of equal pay reform. However, these legislative advances are struggling to have a significant effect on equality and more specifically on equal pay and equal opportunities between women and men in practice. Salary is the yardstick of recognition in our economic system. Ensuring equal pay means ensuring the fair distribution of income to enable everyone to assume their economic responsibilities. Ensuring equal pay means allowing women to evolve in the economic world in the same way as men do. It is giving them equal importance and a place at the negotiating and decision-making table. It also means recognizing that women have as much influence in our society as men. Ensuring equal pay is therefore the logical development of our society. More generally, in the world we live in, equality cannot exist without equal pay. Pay equality is the basis, the cornerstone towards equality between women and men in the broadest sense. Although most employers claim to practice equal pay for women and men, 15 years after the launch of EQUAL-SALARY certification, figures show that there is still a significant pay gap in all countries, of which – for Switzerland - around 40% is due to discrimination. According to OECD data, women were still earning 15.1% less than men in 2018 in Switzerland [3] . The responsibility for calculating wages lies with employers. Remuneration, which is strongly linked to recognition of work performed, is said to be fair when it is calculated according to objective factors. Otherwise, there is a risk of discrimination, when wages are established randomly or according to subjective criteria. Objective factors may vary from one company to another. In order to set fair pay, it is essential to recognize them, to determine which objective factors will be taken into account in defining wages and to be able to measure them. 50 years ... to obtain the right to vote, then the same rights as men and equal pay. 1971, 1981, 1996, 2020 are the milestones towards equality, dates that have contributed to the enhancement of women’s contribution to our country’s economy. Beyond the need for companies to attract and retain talent and demonstrate compliance with Good Governance, the macroeconomic balance is also at stakes (impact on tax revenues, social charges and pensions). Equal pay is a demonstration of respect, instills confidence, promotes confidence and stimulates motivation, and not only for women. More than ever the economy needs women. Because society and the economy simply cannot afford not to take full account of half of the population, both in terms of resources - to compensate for demographic factors such as the downward trend in male labor force participation or the challenge of traditional family organization – and for the diversity of points of view it brings. Every small step, every decision, every new measure helps to amplify the movement of equality for women and men. This movement feeds on itself and is irreversible. Over the years, many men have joined the movement because equality benefits men too. So, all together, women and men, onwards we go! Vevey, Jan 27, 2021 [1] https://ch2021.ch/fr/histoire/ [2] https://www.ekf.admin.ch/ekf/fr/home.html [3] https://data.oecd.org/fr/earnwage/ecart-salarial-femmes-hommes.htm

Benedikt Jaschke, Chief Quality Officer and Member of the Management Board, Kempinski Hotels on how Kempinski is building back better How has COVID impacted the way your customers research and book your services? We have seen an increase in demand for certification in regard to cleanliness and hygiene but also CSR commitment. Guests are far more sensitive to these topics than they used to be. To assure the highest level of hygiene and to protect guests and employees alike, we have established the Kempinski White Glove Service, taking into consideration all aspects of our daily operation. Guests reacted extremely positively as they were given full confidence in the cleanliness and disinfection of our premises. A good indicator of the shift in booking habits is that booking websites prominently display the standards hotels apply to assure safety for guests, even if in our segment, as I believe, it is expected by guests that, besides the local regulations, the hotels operate under the highest hygiene standards anyway. In addition, CSR plays a crucial role in the booking process and needs to meet the demands of today’s travellers. Our sustainability programmes consist of various initiatives directed towards reducing energy and water consumption, minimising waste, eliminating single-use plastic, maximising the engagement and wellbeing of employees, promoting the contribution to the health of local communities, preventing a breach of human rights, improving sustainable procurement practices in our supply chain and offering sustainable products and services, such as sustainable meetings. We work on a wide range of initiatives, such as EarthCheck, Clean the World, Soap for Hope and Linen for Masks and, wherever possible, implement these globally or at a local level. Do you believe this is a chance for a more sustainable tourism model? The latest tourism studies have shown that 70% of global travellers say they would be more likely to book accommodation knowing it was eco-friendly, and 55% of global travellers report being more determined to make sustainable travel choices compared to last year. I believe that in the corporate and leisure segment, the sustainability factor will become more and more important and offers a great chance for the industry to shift to a more sustainable way, concentrating again more on seasonality, locally produced goods, the support for local initiatives but, even more importantly, investing in education and training for the community, giving employment to the local population and embedding culture and traditions in the properties. In a few words, if customers demand a more sustainable way, we as hoteliers will follow and have the opportunity of gaining a higher market share by leading the change. How do you think tourism will evolve over the next few years? Leisure tourism will become more and more a way to explore the local culture and to get an understanding of the place we are travelling to. The integration of the hotels in the local community and the shift of mind to a more "giving back" mentality will happen as a necessity in response to the increased demand of the guests. Governmental regulations, a smaller amount of resources and the increase in cost of natural resources will force hospitality to adapt and change to be able to still operate in a profitable way. Guests want to enjoy a holiday guilt-free and not have to justify themselves, once home again. We are aware of this and constantly work on adjusting our offers. Picture: Benedikt Jaschke

Lena Melcher, Head of Marketing at Viatu on how Viatu is creating a long-term net positive impact in their destinations by prioritising the interests of people, wildlife & the environment Before the Coronavirus pandemic, crowded attractions and jam-packed destinations were a common sight. Overtourism was burdening destinations, communities and environments – being effectively unsustainable. Is this the opportunity to redesign travel as we know it? As the Coronavirus started waving across the globe, strict lockdowns and travel restrictions saw worn-out destinations regain their balance as travelling was no longer an option. Decreased tourists resulted in a reduction of crowds, pollution and adverse effects on local communities. And the current pandemic has largely affected travellers’ behaviours too. Nowadays, they are eager to explore remote destinations at a slower pace, seeking to immerse in local cultures. They are also likely to book last-minute trips because of fast-changing travel restrictions. This behaviour is enhanced by the pre-existing digital trend of booking with 52% of millennial travellers arranging trips online and 25% doing so from their mobile phones [1] . One thing is for sure though - not travelling at all is not the answer. Just because old-fashioned tourism was unsustainable does not mean that tourism as a whole can’t change. When managed, directed and guided with sustainability at its core, tourism has the capacity to create lasting effects on local communities and largely contribute to the conservation and preservation of the environment and wildlife. For this reason, we believe that this crisis is a chance to rethink travel. A recent study found that 76% of travellers are more concerned about sustainability after COVID proving that they believe the sector needs reform as well. However, the same study shows that only 55% of travel businesses implement a sustainability strategy – indicating an evident gap [2] . Travellers’ principles should be matched by the tourism industry, presenting a unique opportunity to redefine travel collaboratively. Current trends reveal that travellers desire to support local businesses and initiatives that are eco-friendly and look for sustainably managed travel options. Given consumer trends and the pandemic, travel in the future must become more conscious and sustainable - preserving destinations rather than exhausting them. To achieve this goal, the focus should be on promoting encounters and experiences with local people and the support of local businesses as well as the protection and conservation of nature and wildlife. Tourism stakeholders need to develop new strategies that incorporate sustainable practices to support this movement. This is the beginning of a new, more sustainable era of tourism. At Viatu, we aim to create a long-term net positive impact in our destinations by prioritising the interests of people, wildlife & the environment. If not now, when? Author: Lena Melcher, Head of Marketing at Viatu References: 1. Passport, December 2020, Digital Travel Innovation Across The Traveller Journey 2. Passport, December 2020, From Sustainability to Purpose: Roadmap to Recovery for Travel and Tourism

In 2019, Nestlé committed to reaching net zero emissions by no later than 2050. As the world’s largest food and beverage company this is no small undertaking. Following detailed and rigorous work across our company, in December 2020 we published out net zero roadmap , charting a course for reducing emissions over the next 30 years or so. This objective involves our whole company – with every business, brand and employee playing their part. Almost every week brings a new initiative or project designed to reduce, remove or compensate emissions across our value chain. This month we’ve joined other companies and partners in launching the ‘ Rimba Collective’ – safeguarding 500,000 hectares of tropical forests in South East Asia. And we’ve just announced that one of our biggest brands – KitKat – will reach carbon neutrality by 2025. No single company can go it alone on climate, of course. That’s why collective action is crucial in the effort to fast-track progress and avoid the worst scenarios indicated by science. Nestlé advocates for positive changes from policy makers to bring about the big system changes we need to see – from enabling access to electric and hydrogen trucks, to ensuring robust systems are in place to account for carbon reductions. Looking ahead, we’re focused on making an absolute cut in emissions of 20% by 2025, even as our company grows. By 2030, this objective rises to cutting emissions by 50% against our 2018 baseline. One major contributor is the introduction of regenerative agricultural practices for our key food ingredients. We look forward to working with our suppliers and farmers on this in the years to come. And finally, its essential for us to bring all our stakeholders along on the journey – including investors. At our Annual General Meeting on April 15, we received the backing of more than 95% of them for our roadmap, sending a strong signal of support for the work we are undertaking. You can see more on our plans in the following video, and be sure to check our Twitter and LinkedIn accounts for the latest climate news from Nestlé: Author: Owen Bethell, Senior Manager Environmental Impact, Global Public Affairs, Nestlé

According to Dr Alex Gertschen , Head of “Tourism for Sustainable Development. A Global Initiative for Public and Private Sector Executives”, we have witnessed that we are more capable of action and therefore more accountable than we (prefer to) believe. How to survive in the short run without neglecting the destination’s or company’s long-term resilience and sustainability? The Tourism Recovery and Resilience Dialogue took up this question in order to provide orientation and inspiration to decision-makers. It consisted of three virtual events between November 2020 and January 2021, brought together 15 executives from the public sector, business and civil society as panellists, and had an audience of more than 1500 people from all over the world. The Dialogue – organised by the Global Compact Network Switzerland & Liechtenstein , the Swiss State Secretariat for Economic Affairs , the UN World Tourism Organization , the University of Applied Sciences of the Grisons and the World Economic Forum as part of their common initiative Tourism for Sustainable Development – brought about several conclusions that are relevant for this blog series: 1. COVID-19 is more of a driver for than an obstacle to a sustainable transformation of tourism The COVID-19 pandemic has made tourism actors more aware of the sector’s and society’s vulnerability. According to the panellists, this has translated into an enhanced awareness of the importance of a sound environment and a more sustainable development in different dimensions. Examples are: Guests have come to appreciate detailed and objective information on safety and hygiene measures as a basis for their decision-making; in the future, they will increasingly ask for such information also on a destination’s or company’s sustainability; Employees’ engagement and contentment must be actively encouraged as they are key for providing meaningful guest experiences; Local businesses as well as natural and cultural assets form the basis of tourism and must be increasingly strengthened, protected and supported. Even though safety and hygiene have become the industry’s top priority in the short-run, the above-mentioned changes will likely boost its sustainable transformation in the long-run. 2. Destinations have to evolve in their understanding and measurement of “success” Destinations have not yet a conceptual understanding of what a successful tourism beyond the generation of investments, income and jobs means. The challenges are: To better understand the economic costs of tourism, including opportunity costs; To better understand the benefits and costs in the socio-cultural and ecological dimension. The panellists called for a new definition of what success means, and for key performance indicators that allow to measure it. Moreover, they agreed on two things: that the COVID-19 context, in which hitherto unquestioned assumptions are being discussed, can be fruitful for collective processes towards a more balanced tourism; and that such processes have to be “close to the people”, i.e. local and inclusive. 3. Sustainability reporting is key and should be made mandatory When asked whether reporting on destinations’ and businesses’ ecological and social performance should be mandatory, an overwhelming majority of the audience said yes. Only 17% were not sure or against it (see graph). The panellists said that a useful reporting was not just desirable, but also feasible. Most data as well as technical support for smaller businesses and destinations are available. In order to make the reporting relevant to the customer, it should lead to a comprehensive labelling and afterwards certification of tourism actors, in particular of tour operators and destinations. At the moment, this is only common for accommodations. According to the survey of the third event of the Tourism Recovery and Resilience Dialogue, only 7 out of 41 responses were ambivalent or negative towards mandatory sustainability reporting. In my personal opinion, there is one more fundamental conclusion to be drawn from the COVID-19 pandemic. Since its outbreak, society has proved – at the local, national and global level –, just how capable it is of reacting to a pressing and massive challenge. What seemed impossible, even unthinkable, was done virtually overnight. In tourism – like in other industries – it is common to refer to the market or other circumstances to explain the gap between what should be and what is actually being done in terms of sustainable development. The COVID-19 experience has made us aware that what is considered “context”, and therefore outside of our scope of influence, need not necessarily be so. As individuals and collectives at all levels, we are more capable of action and therefore more accountable than we (prefer to) believe. If you agree with the author’s conclusion and are interested in making the tourism sector, your destination, or your business more sustainable and competitive, you should participate in the Distinguished Education Course . Like the Recovery and Resilience Dialogue, this exclusive course is part of “ Tourism for Sustainable Development . A Global Initiative for Public and Private Sector Executives”, co-produced by the Global Compact Network Switzerland & Liechtenstein, the Swiss State Secretariat for Economic Affairs, the UN World Tourism Organization, the University of Applied Sciences of the Grisons and the World Economic Forum. Dr Alex Gertschen , Head of “Tourism for Sustainable Development. A Global Initiative for Public and Private Sector Executives”

Affective Advisory on how an empirical approach should be applied to motivate behavioural change, foster organisational learning and ensure that CSR initiatives truly have a positive impact With the participation in the UN Global Compact, Affective Advisory became the world’s first consultancy specialising in applied behavioural science that explicitly commits to the principles of sustainable business. This commitment originates from their deep conviction that meaningful and responsible entrepreneurship should pursue not only purely economic, but also ecological and social goals. It further reflects their view that the major societal challenges can only be solved in partnerships. Behavioural science has repeatedly shown that small, subtle, and sometimes counterintuitive changes to the way information is framed, or processes are structured, can have a tremendous impact on the choices we make and the actions we take. Behaviour never occurs in a vacuum. It is strongly context dependent. For example, in the realm of ethical behaviour and corruption, research has demonstrated that most people cheat a little, when given the opportunity to do so. However, they only do so to the extent that they can ensure the preservation of a positive self-image. For moral considerations to impact choice, the dimension of our decisions need to be clear when we take action. Likewise, studies demonstrate that climate change risk perceptions are greatly influenced by experiential and socio-cultural factors. Eliciting affective responses to actual or past experiences can offer an effective way to nudge stakeholders towards more pro-environmental behaviours. Practical applications in organisations can be as simple as helping employees make more sustainable choices. In an easily reproducible example , a public organisation leveraged insights about people’s tendency to stick with the status quo, in order to reduce its environmental footprint significantly. By simply changing the printer default from ‘single page‘ to ‘front and back‘ they were able to reduce paper consumption by 44%, or an equivalent of 55 million pages, over a three year period. A huge return for a small change. The above examples, like many more, demonstrate the power of behavioural insights as a catalyst for change. Moreover, they illustrate that an empirical approach should be applied to foster organisational learning and ensure that CSR initiatives truly have a positive impact. As a team of qualified behavioural scientists, they are on a mission to advance public policy and strategy with evidence-based models. Affective Advisory is a leading behavioural science consultancy, applying academic insights to design human-centered, data-driven and science-backed strategy and policy solutions. Its team supports organisations in tackling some of the most critical social, ecological, economic and organisational challenges of our time, focussing throughout on human judgement and decision-making.

On May 16, International Day of Living Together in Peace , the Basel Institute on Governance reflects on how Collective Action can help strengthen governance and contribute to bringing about peace – crucial preconditions for prosperity and sustainable development. The UN Global Compact in its work on governance has long recognised the complex relationship between corruption, peace, the rule of law and sustainable development. So too does the UN 2030 Agenda: Sustainable Development Goal 16 emphasises how peace, stability, human rights and effective governance rest on the rule of law and strong, accountable institutions. This connection between corruption, governance and peace is something that our anti-corruption work at the Basel Institute on Governance has demonstrated time and again over the last 18 years. Addressing corruption challenges helps directly to build state capacity, expand social inclusion and improve the management of natural resources. All are fundamental to sustainable development and the prosperity that underpins peaceful societies. The journey, not just the destination A peaceful world free from corruption is a goal that that drives our work, and a dream shared by many citizens and businesses. But the journey to get there is also important. As the UN says about peace , it is not just the absence of conflict but a “positive, dynamic participatory process, in which dialogue is encouraged and conflicts are resolved in a spirit of mutual understanding and cooperation”. This spirit is at the core of Collective Action. Collective Action takes many forms, but is essentially about bringing together diverse stakeholders with different perspectives and priorities to find a joint solution to a shared challenge. This process of dialogue and collaboration fosters mutual understanding that focuses on pragmatic solutions while respecting different opinions and perspectives. It builds relationships and strengthens institutions across sectors and borders. These are recipes for sustained and solid peace. The target of Collective Action could be issues arising from Covid-19 or climate change, or global peace and security as the Final Communiqué of the G7 recently emphasised. But it can also address barriers to peace, such as corruption. Tangible co-action for fairer, cleaner business environments Collective Action against corruption has been our focus at the Basel Institute since its foundation. Today, through our B20 Collective Action Hub and guidance services, we support dozens of practitioners working to enhance responsible and sustainable business practices in their countries and sectors. We are seeing increasing interest by businesses and others in the application of Collective Action as a tool to address a wider combination of risks where corruption is an underlying issue. Human rights , sustainable development and good governance practices are all undermined by corruption. Whether driven by investors, regulators or societal expectations, there is a growing sense of urgency that collaborative approaches are needed now more than ever to tackle these challenges that cross borders and ultimately affect us all. Collective Action tools such as the Integrity Pact and High Level Reporting Mechanism bring governments and businesses together to improve high-value procurement processes – a topic that has triggered social unrest in many countries due to allegations of corrupt practices in Covid-19 emergency procurement. Some local certification initiatives for anti-corruption compliance bring large companies together with their smaller suppliers to address integrity and corruption risks in their business relationships. These kinds of collaborations help to support working with integrity and contributing to sustainable business, economic growth and the prosperity that fosters stability and peace. Who is leading the way? Like the UN Global Compact itself, the Collective Action approach embraces differences, unites diversity and channels the collective energy of different actors towards achievements that benefit all. No wonder that Collective Action is at the heart of the UN Global Compact’s Strategy 2021-2023 . It has been a leader for many years in driving the concept and practice of Collective Action as a way for companies to foster a fair and enabling business environment. Others are following. One of our recent research papers revealed fresh endorsements and recommendations of anti-corruption Collective Action by around 20 governments in their national anti-corruption strategies as well as by the B20 , UNODC, OECD, World Bank, World Customs Organization and GRI Standards. So on this International Day of Living Together in Peace, spend a moment reflecting on how your institution could take up those calls and lead the way in deploying Collective Action against corruption and other barriers to peace and sustainable development. Find inspiration on our B20 Collective Action Hub and in the ongoing work of the Global Compact . The Basel Institute on Governance is an independent, non-profit organisation working around the world to strengthen governance and counter corruption and other financial crimes. Headquartered in Basel, Switzerland since 2003, its 90 staff work with public, private, third sector and academic partners on issues of asset recovery, public governance, public financial management, compliance and anti-corruption Collective Action. As a facilitator of anti-corruption Collective Action initiatives, the Basel Institute hosts the B20 Collective Action Hub and has guided companies in multiple sectors towards pragmatic self-regulatory standards and best practices in compliance. See baselgovernance.org or go straight to the B20 Collective Action Hub at baselgovernance.org/b20-collective-action-hub

On today's World Environment Day, INTERHOLCO reflects upon the importance of sustainably harvested wood to turn its products into a forest of solutions : for forest, people and planet. A forest is more than a question of trees. People live in and from it, shaping their survival, identity and beliefs around it. At the same time, a forest is home to hundreds of species of animals and trees; it feeds water basins, stocks carbon and regulates rain regimes which affect far away countries. A forest is thus a living body in which multiple interactions occur. The Ngombé forest that INTERHOLCO manages in the North of the Republic of Congo is no exception. Covering a surface of 11’600 km2, the Ngombé forest hosts more than 80 villages, with about 16’000 forest inhabitants. As verified by FSC auditors once a year, INTERHOLCO provides more than 1’400 workers with multiple benefits , extended to their families and communities. INTERHOLCO’s forest sits between two National Parks: Odzala-Kokoua (13’500 km2) and Ntokou-Pikounda (4’572 km2), two integrally protected areas that the Republic of Congo manages for conservation purposes. Despite the Route Nationale 2, the state-built highway cutting through Odzala Kokoua park and Ngombé, all one sees is a large, uninterrupted stretch of forest roughly the size of Belgium. Thousands of elephants and gorillas (to name but two emblematic species) cross back and forth, as the Wildlife Conservation Society (WCS) found out in a survey carried out in 2014 and the World Wide Fund for Nature (WWF) in a 2009 study . As agreed with the Congolese state, owner of the parks as well as of the Ngombé forest, INTERHOLCO is required to secure the area against unauthorised settlement, illegal harvesting, poaching, bushmeat trade and irreversible change. Mr. BOKANDZA coordinates the activities of 40 law-enforcing eco-guards in the Ngombé forest. “We patrol the forest against illegal activities,” affirms Mr. BOKANDZA . “Also, we ensure that company vehicles are not used by poachers. Regular checkpoints make sure that those that drive into the forest are not complicit in illegal activities.” No wonder the area is a biodiversity eden. As a forest is an eco-system and a public good, and millions depend on it, dealing with a forest means taking care of a social landscape, too. INTERHOLCO regularly cross-checks its actions with the expectations of employees, their immediate communities, indigenous peoples, civil society, customers, international organizations, government representatives, scientific experts and journalists. Sustainability is everyone’s business and INTERHOLCO’s contribution to the United Nations Sustainable Development Goals (SDGs) stretches far beyond UN SDG 15, Life on Land . In fact, ‘Sustainable Hardwood – Made in Africa’, INTERHOLCO’s core product, delivers a good many other co-products, such as biodiversity conservation, climate change mitigation, rural development, social well-being and economic growth. To walk the talk, INTERHOLCO has chosen to adhere to the 10 principles of the UN Global Compact as well as to the principles and criteria of FSC forest management certification, the most demanding currently available. Wood from sustainably harvested natural forests is a forever renewable, beautiful raw material, playing a key role in the CO2 capture and storage processes. ‘Sustainable Hardwood – Made in Africa’, INTERHOLCO’s flagship product is engineered to foster health and well-being and to satisfy the needs of future-minded consumers , via a solid commitment to turn it into a forest of solutions : for forest, people and planet. Celebrate World Environment Day responsibly, choose wood! INTERHOLCO offers Sustainable Hardwood 'Made in Africa' as a responsible solution to promote better living conditions (construction with wood), reduce climate change, and increase social justice. As FSC-certified producer specialized in producing and trading logs, sawn timber, glued laminated scantlings and other products, INTERHOLCO manages the entire chain, from forest to customers since 1962. Harvesting wood selectively, INTERHOLCO protects 1.1 million hectares of natural forest from permanent conversion to agricultural land, giving 16’000 local inhabitants access to quality basic services and keeping the habitat of thousands of gorillas and elephants. Communications contact Tullia Baldassarri Höger von Högersthal INTERHOLCO AG, Schutzengelstr. 36, 6340 Baar, Switzerland Tel.: +41 (0)41 767 03 82 E-mail: media@interholco.com Video links Building sustainably (FSC webinar, presentation delivered by Tom van Loon, INTERHOLCO’s Head of Sustainability) Video testimonial 1: ‘Life’s worth? In wood it can be found’ Video testimonial 2: ‘The forest is everything for me and my family’ Video testimonial 3: ‘Our task? To secure the forest and keep it safe’

Today is World Oceans Day 2021. MSC Mediterranean Shipping Company (MSC) takes a moment to reflect upon the importance of the Ocean and the lives and livelihoods it touches We are all citizens of the oceans. For shipping, the ocean is our workplace and we have a responsibility to ensure the ongoing health of our oceans. As highlighted by the theme of this year’s World Oceans Day , we live off the ocean and we depend on it for our livelihoods. At MSC Mediterranean Shipping Company (MSC), contributing to a sustainable ocean economy is a key component of our commitment to the Ten Principles of the UN Global Compact as well as to the achievement of the UN Sustainable Development Goals, including those on climate action ( SDG 13 ) and on life below water ( SDG 14 ). Sustainable Ocean Transportation Requires Decarbonisation Decarbonising logistics is a top priority for MSC, and we maintain our focus on finding long-term solutions to address the climate challenge in collaboration with our partners across and beyond the transportation industry through platforms such as the Getting to Zero Coalition and Clean Cargo , among others. MSC’s pathway to logistics decarbonisation includes working towards carbon neutrality, supporting logistics transitional solutions and consistently pursuing efficiency programmes – which together have resulted in progressively reducing our emissions over the last decade. Our MSC FEBE vessel was recently awarded ‘Ship of the Year’ at the Seatrade Maritime Awards International 2020 , recognising its state-of-the-art design and engineering that minimises wind resistance, resulting in lower fuel consumption and maximising energy efficiency. Understanding our Marine Environment In our first year of the United Nations Decade of Ocean Science (2021-2030) , we are reminded of the importance of the shipping sector’s role in understanding our oceans. With more than 80 per cent of the world’s oceans unexplored , we need to better understand the marine environment in which we operate through robust monitoring and research. An example of how shipping can contribute to ocean science is MSC’s support to Team Malizia and Boris Herrmann. A special laboratory was installed onboard the Seaexplorer yacht (used in the Vendée Globe Race 2020) to measure CO2 levels, temperature, salinity and PH, helping scientists to understand the impact of climate change on the ocean – particularly in remote areas where there is currently little data available. Team Malizia is also raising awareness on climate through its A Race We Must Win movement, highlighting the need for progress on decarbonisation and renewable energies (the Seaexplorer equipped with solar panels and hydro generators thereby eliminating any need for fossil fuels). Photo credit: Yvan Zedda Protecting our Oceans and Coastal Ecosystems MSC’s commitment to the achievement of SDG 14 is reflected by its activities focused on the conservation of oceans and protection of marine life. We avoid routes along vulnerable areas, maintaining a firm position to preserve the Arctive environment and not use the Northern Sea Route for commercial shipping. Part of MSC’s Cargo Division, Terminal Investment Limited (TIL) has been supporting the wellbeing of coastal ecosystems in Togo, working with Lomé Container Terminal and the local authorities to undertake a comprehensive mangrove plantation programme. Providing food, flood protection and financial security to coastal communities in the area, the programme has led to almost eight hectares of mangroves in Zalivé. On the occasion of World Oceans Day, we call for continued action to conserve and protect oceans. As maritime citizens of the ocean, our lives and our livelihoods depend on it. For more information on MSC Mediterranean Shipping Company’s sustainability activities, see www.msc.com/che/sustainability