Suchergebnisse

Katja Schoenle and Reto Saurenmann from PvL Partners offer an insight on how to boost your sustainability journey in your company with a pragmatic bottom-up approach leveraging the intrinsic motivation of your people. “How can you as a company embark on the sustainability journey?” Many companies ask themselves this question, because they experience pressure of various stakeholders like customers, employees, regulators and shareholders, as they demand sustainability as an increased business focus. Furthermore, sustainability can also open new opportunities for innovation and improve the quality of decision-making. To deal with this new trend is everything but simple. It is a very complex issue and many questions do not (yet) have a clear or simple answer due to a lack of standards or guidelines. Additionally, the purely monetary benefits of sustainability initiatives tend to accure in the long term, which conflicts with the search for short-term profits. PvL Partners faced the same question. Motivated employees launched the topic in our company by organizing “sustainability breakfasts”. These breakfasts fostered the brainstorming and shaped the sustainability aspiration and approach we are following today. During this movement, we have discovered that we have the biggest impact, advising our client on how to operationalize sustainability leveraging our core-offering in strategy, structure and people. Sustainability is also about defining clear goals, translating them into a suitable mindset and culture, and creating the right structures to enable the transition into sustainability in the long term. Therefore, we have developed a pragmatic four-step approach, which addresses sustainability holistically and allows an effective implementation of sustainability strategies. The first step is to identify and activate intrinsically motivated employees . The goal is to stimulate their interest with specific brainstorming or ideation sessions leveraging the SDGs or UN global compact principles. The point is to bring the employees on a common level of knowledge and understanding of the problem. This group of people then form a taskforce and take on the responsibility for the implementation of sustainability within the company. In a second step, a concrete sustainability goal must be defined together with the management . There is no generally valid solution for sustainability goals. Net-zero targets are tempting, but usually lay relatively far in the future. We would therefore propose targets along the most important income streams in order to have the biggest possible impact. These targets are then broken down into concrete plans and individual contributions across all functions and departments. The goal is to create clarity and transparency. After this, it is a matter of defining responsibilities and operationalizing sustainability in the corporate structure and culture . At best, intrinsically motivated employees can play a role here again as sustainability ambassadors. In addition, it should be examined whether new mandates, KPIs or committees are necessary or whether the existing decision-makers can also be leveraged for sustainability-specific topics. In addition, the topic of sustainability can be made more tangible for the entire company, for example, by means of gamification nudges. In order to keep the momentum high and to ensure that the energy of the intrinsically motivated does not fade away after a few months, the topic should be constantly driven forward by a cross-functional community . These ambassadors or energizers can keep the sustainability drive going through various initiatives, events, nudges and by celebrating successes. In addition, the achievements and efforts regarding sustainability should of course be recognized and rewarded by management. This pragmatic approach will help you and your company embark on the sustainability journey. If you would like to learn more, please don’t hesitate to get in contact with our Sustainability Practice ( sustainability@pvlpartners.com ). We are convinced that this topic can be introduced and promoted pragmatically and effectively even in smaller companies. Identifying, mobilizing and encouraging intrinsically motivated employees in your company is a powerful tool to kick-off your path to sustainability. Who are we? We are PvL Partners, a Strategy consulting boutique that bridges the gap between strategy definition and the translation into corporate structure and culture. We attach great importance to a co-creative approach when developing solutions with clients. As business architects we try to approach our clients' problems in a very holistic and long-term way to have a sustainable impact.

The three finalists of the “Green Business Award” 2021 have been announced: Designwerk Products, Kern and Wingtra. We seize this moment to look back on the “Green Business Award” winner 2019 – HeiQ and how this award has helped them to evolve. As an advanced technology company in specialty chemicals and industrial biotechnology HeiQ is convinced that molecules and microbes will be part of the solution to save and preserve our planet for future generations. At HeiQ eco-sustainability, the development of eco-friendly products and the reduction of our negative impacts on the planet, is firmly anchored in the company purpose. It is part of the triple bottom line that we strive to maximize. Running a profitable business and improving the lives of billions by innovating their everyday products essentially summarizes what we do. Continuous improvement, doing better every day, is the essence of running a sustainable business. We create trust with our stakeholders via transparent communication and we celebrate diversity as a level for successful innovation. As an ingredient supplier, what we do is not only to be good ourselves, but to enable all others to be good, from mills to brands to consumers. Even though we are just a small company we amplify our impact infinitely via our business partners and direct marketing communication to consumers. We are, of course, very proud to have won "Green Business Award" in 2019, as for HeiQ it showed recognition of the positive connection between entrepreneurial success and sustainable action. Our Contributions to an Eco-Friendly Future For HeiQ, the future is unquestionably oriented towards continuing our pursuit of eco-friendly technologies. We use recycled and recyclable ingredients and ensure that the added functionality and ingredients that we offer do not impair recycling, upcycling nor circular use. We help to extend the lifetime and application area of everyday products by adding functionalities and preserving them from degradation and enabling reduced washing which equates to less water, less energy, lower detergent consumption. The Path Forward As we resolutely pursue the path we set-off on, we rely on our agility and ability to learn and adapt quickly. Where we encounter challenges and hurdles, we approach them as opportunities. With sustainability as our powerful driver for improvement and innovation, we have generated several sustainability initiatives in our company. We are currently collecting data and plan to publish our first Sustainability Report, following the guidance of the Global Reporting Initiative, in early 2022. About the “Green Business Award” The "Green Business Award" honours innovative companies that combine economic success with ecological impact. A unique selection process via national business associations and environmental organisations guarantees that the most convincing solutions are sought out each year. With the "Green Business Award" among other formats, "Green Business Switzerland" focuses on the positive connection between entrepreneurial success and sustainable action. Behind this forward-looking cooperation of key players from business and environmental protection are, among others, the FOEN, economiesuisse, öbu, Pusch, scienceindustries, Swissmem, Swiss Textiles, the Swiss Environmental Foundation and WWF Switzerland. This years three finalists of the "Green Business Award" were announced on 2 July 2021: Wingtra: WingtraOne - the mapping drone for the efficient use of resources Designwerk Products AG: Sustainably efficient, performing with certainty and economically worthwile - the Futuricum electric commercial vehicles Kern AG: PackOnTime 2box - tailor-made packages - quick and easy The award ceremony will take place on 22 September at "CE2 - Circular Economic Entrepreneurs" - a conference of the Swiss Economic Forum.

Jeanine Buzali, Changemaker Companies Director at Ashoka on why we should all start with embracing a culture of changemaking. Operating responsible businesses that positively contribute to society is increasingly becoming a necessity. The accelerated rate of change means organizations must learn to evolve from the inside out to respond and contribute to solving increasingly complex social problems. We know we need a profound transformation on how we do business, but there is no simple answer on the HOW. CSR won’t be enough. Kersia and Schneider Electric, supported by Ashoka, believe in the power of shifting mindsets, empowering employees to drive transformation from within, and be owners of change. For over 40 years, Ashoka has supported transformative journeys. We work with a network of 3,800+ systems-changing social entrepreneurs, as well as advise and partner with dozens of companies globally to advance social and environmental impact. Our Changemaker Companies Framework Anchored in this experience, our Changemaker Companies Framework, which is being incepted in partnership with business leaders and social entrepreneurs, puts people at the centre of this work. It is designed to help companies expand their impact. Deep shifts happen as a result. Companies find their purpose, connect it with their core business, and turn positive impact into a competitive advantage. Through a multi-prong approach in partnership with executives, HR, and internal impact champions, we work to develop an entrepreneurial culture, where employees are empowered to design socially relevant, innovative solutions that also contribute to business goals, and thus be owners of change. By going through this journey with impact partners focusing on systemic change, employees develop core skills such as empathy, creativity, systemic thinking, and smart risk taking that are crucial to adapting to and being able to drive change. The company then develops new ways of thinking about their role in society, as well as a cohesive impact framework that has clear ties to core business. It all starts with embracing a culture of changemaking A “culture of changemaking” is an environment where employees at every level of a company are empowered to think differently and use their skills to make a positive difference, transforming the organization and its priorities as a result. Creating this culture involves working to minimize siloed ways of working, including rigid roles and unnecessary hierarchies. People regularly come together, regardless of seniority, to reflect and learn from each other— allowing team members to adopt a mindset of possibility and problem solving for the common good. And when teams embrace changemaker skills, they take impact to another level. Ashoka’s Changemaker Skills After researching the skillsets of social entrepreneurs worldwide, Ashoka has identified four skills that lie at the heart of a culture of changemaking. CONSCIOUS EMPATHY Changemakers try to recognize and understand other people, groups and perspectives in all of their complexity. They spot and learn from patterns over time to act for the wellbeing of everyone. Based on a survey of 109 Ashoka Fellows and social impact leaders, McKinsey reported in 2019 that leaders who exhibit conscious empathy possess three key capabilities: they inspire others and build trust by finding common ground, develop a broader vision for the future, and lead by example towards this vision. Conscious empathy requires people to be open and self-aware and assume that others have good intentions. COLLABORATIVE TEAMWORK A changemaking organization operates in a constellation of non- hierarchical teams that come together around specific problems or opportunities. This fluid, ever-evolving way of working allows employees to break out of silos and play different roles in multiple teams, spreading knowledge and ideas across the organization. This approach also calls for collaboration across sectors, bringing down the walls between businesses, social enterprises, nonprofits, and other institutions to work towards a common goal. At Ashoka, 25% of all Fellows already focus on community participation and co-creation. SHARED LEADERSHIP Shared leadership encourages others to replicate models in order to achieve wider positive impact — an approach modeled by 90 percent of Ashoka’s Fellows. Collective leadership means that team members are invited to the table as co-creators. Leaders facilitate open dialogues that build shared purpose and instill ownership. This, in turn, allows businesses to envision new possibilities, particularly for those traditionally denied agency. PRACTICING CHANGEMAKING When changemakers examine social and environmental problems as complex ecosystems with the attitude that every problem can be solved, the answer often involves systemic action – the highest form of practicing changemaking. Since Ashoka selects its Fellows based on their systems-changing idea, we see 93% of Fellows successfully alter market systems by finding and addressing inefficiencies. They create novel solutions that are more effective, efficient, sustainable, or just. Why is a culture of changemaking important? Companies that champion changemaking skills play a leading role in addressing our collective challenges and advancing the common good. But there is also a strong business case: a culture of changemaking can be a powerful source of differentiation, helping companies attract top talent as well as clients and investors, in a world where delivering on purpose and impact goals increasingly matters to all stakeholders. With changemaking at the center, employees become more collaborative and entrepreneurial. Organizational models also become more flexible, allowing teams to quickly adapt and innovate. By collaborating with social entrepreneurs, companies gain a window into future market trends and can more easily identify the right impact goals that align with their core business missions. Companies can generate new value and build market power with new and untapped customers. Changemaking Culture in Practice The partnerships that Ashoka builds with companies are innovative in that we partner not only to drive profound systemic social and environmental impact in areas relevant to the company’s work, but we are also committed to supporting the internal journey of individuals inside the company, to unleash their potential for impact at work. Corporate leaders know their business best, therefore real impact goals tied to core business opportunities and externalities must come from them – in partnership with social entrepreneurs who have on-the-ground solutions to difficult problems. It is in this context that we then work towards reaching a tipping point of 10-15% of employees who understand this new way of working and have developed changemaking skills, and are able to work towards transforming internal priorities towards impact. About Ashoka: Ashoka identifies and supports the world's leading social entrepreneurs, learns from the patterns in their innovations, and mobilizes a global community that embraces these new frameworks to build an "everyone a changemaker world." Ashoka partners with companies to drive individual and organizational journeys of transformation that help deepen the impact work of social entrepreneurs as well as of companies themselves. The Global Compact Network Switzerland & Liechtenstein organized an event on "Transforming business into a force for good: Learning future skills from Social Entrepreneurs" in collaboration with Ashoka Europe in April 2021. Watch the whole event here:

Kaizen Institute realizes the importance of everyone being included every day and everywhere. They put strategy into practice through the implementation of two SDG initiatives and more to follow. Embracing our Environmental, Social, and Governance (ESG) journey at Kaizen Institute (KI) was a key strategic decision. We at Kaizen Institute believe that as a consulting firm, it is our duty and responsibility to work towards eliminating poverty, inequality, unrest, and environmental stress to reflect our core values. This commitment is demonstrated through the alignment of our code of conduct with the Ten Principles of the United Nations Global Compact (UNGC). Subsequently, we have been focusing on the establishment and advancement of two Sustainable Development Goals (SDGs): Quality Education (SDG 4) and Gender Equality (SDG 5). Stemming from SDG 4 was the development of a KAIZEN™ Foundations training course. The KAIZEN ™ Diversity and Inclusion (D&I) Program addresses the purposes of SDG 5. KI joined the SDG Ambition Accelerator programme to receive support in realizing our SDGs. The assistance given by the United Nations Global Compact and the Global Compact Network Switzerland and Liechtenstein enabled our two SDG initiatives, which were launched at our 2021 Annual Awards Event. KAIZEN™ Foundations This course includes customized Continuous Improvement content to equip people with the foundational KAIZEN™ knowledge and prepare them to contribute effectively within an organization through improved teamwork skills. This programme targets people in challenging situations such as vulnerable adults, e.g., being unemployed or living in developing countries, specifically the least-deprived countries and small island nations. The training also aims to support indigenous people and youth. Learn more about the programme here. KAIZEN ™ Diversity and Inclusion (D&I) Program This initiative delivers customized Continuous Improvement content to equip people with the cultural knowledge to empower them to contribute effectively within an organization. Respect, innovation, and gender balance through teamwork skills are being explored. Reducing inequalities and ensuring that no one is left behind, is integral to fulfilling the SDGs through this programme. Learn more about the programme here. To benchmark where Kaizen Institute is presently, a Diversity and Inclusion survey was distributed to the entire KI organization and responded to anonymously. The results will be analyzed, and the data reported back to the KI organization at our next D&I meeting, along with initiating our Women Empowerment programme. Our next two SDGs to be launched are Good Health and Well Being (SDG 3) and Promote Decent work and Economic Growth (SDG 8). For more information on Kaizen Institute’s journey towards achieving our Sustainable Development Goals please visit us at www.kaizen.com. About the SDG Ambition Accelerator SDG Ambition Accelerator is a six-month training programme designed to challenge and support participating UN Global Compact companies to set ambitious business goals. The aim is to accelerate the integration of the Sustainable Development Goals (SDGs) into core business management. SDG Ambition enables companies to move beyond incremental progress and step-up transformative change – unlocking business value, building business resilience, and enabling long-term growth. Registrations for the second round of the SDG Ambition Accelerator programme are open until the 30th September 2021.

Climeworks on the importance of reaching net-zero emissions and the role of the private sector in reaching this goal.The Direct Air Capture Summit 2021, hosted by Climeworks, is a platform for climate-conscious companies and their role in driving climate solutions, such as high-quality carbon removal, to achieve a net-zero future. Carbon dioxide is the biggest anthropogenic contributor to the greenhouse effect. In the most recent 2021 IPCC report, it demonstrates that net-emissions must be reduced to zero to stabilize global temperatures. Any scenario that does not involve a reduction to zero will not stop climate change [1]. What does it mean to reach net-zero emissions? Net-zero emissions means that anthropogenic emissions of greenhouse gases to the atmosphere are balanced by anthropogenic removals over a specified period [2]. To achieve this, firstly, all greenhouse gas emissions caused by human activity (such as those from fossil-fueled vehicles and factories) must be reduced as much as possible. Secondly, any remaining greenhouse gas emissions that are difficult to avoid must then be balanced with an equivalent amount of carbon dioxide removal. Carbon dioxide removal means removing CO₂ from the atmosphere. This can be done by either nature-based or technological solutions, such as Climeworks’ direct air capture technology. These practices or technologies are often described as achieving "negative emissions" or "carbon sinks”. Net-zero - pioneering companies leading the way To combat the climate crisis and accomplish a net-zero economy, the private sector has a vital role to play. In response to the increasingly urgent call for corporate climate action, more and more businesses have announced net-zero targets and are joining initiatives, such as the UN Global Compact or the Scienced Based Targets initiative (SBTi) [3], which provides a platform to meet the Paris Agreement goals. To date, approximately 1,700 businesses are already taking climate action in line with the SBTi targets [4] to reduce their emissions and limit global warming to 1.5°C. The number of commitments to reach net-zero emissions from businesses has roughly doubled in less than a year, and this increase is said to continue [5]. The first step towards a net-zero economy is to halt practices that emit carbon in the first place. Yet, climate science clearly states that emission reduction is not enough. To truly achieve net-zero emissions, companies not only need to integrate emissions reduction, but also emissions removal into their climate strategy. Some companies such as Swiss Re are already setting the example. Under the motto “do our best, remove the rest", carbon removal is used to compensate emissions that cannot yet be avoided, providing an essential bridge to a climate-positive future [6]. To meet public demands, more and more companies are looking to build significant sustainability portfolios and carbon removal roadmaps to meet their long-term climate goals. The Direct Air Capture Summit 2021: a platform for carbon removal solutions The carbon removal market is a quickly emerging industry that allows pioneering companies to achieve their mid- to long-term climate goals. Climeworks gives this market a platform: the Direct Air Capture Summit 2021. On September 14- 15th the summit will unite scientists, industry experts and the innovators behind pioneering carbon dioxide removal solutions to showcase best practices of companies with bold sustainability targets and carbon removal strategies. This pinnacle of innovation offers a path to progress, as we embark on what will be the most decisive decade for climate action. Learn about concrete steps and opportunities your company could take to contribute towards a net-zero future. There is no more time to waste. Register for the free Direct Air Capture Summit 2021 here. Sources: https://www.myclimate.org/information/faq/faq-detail/what-are-negative-emissions/ https://www.weforum.org/agenda/2020/09/carbon-emissions-net-zero-global-warming-climate-change https://www.compensate.com/articles/understanding-carbon-neutral-carbon-negative-net-zero-climate-positive?gclid=CjwKCAjwjdOIBhA_EiwAHz8xmwTWTFt4zeVgYUusrpJt1VFhuj1V_Oc5fJe2KEKksb7sLWDv0r3aQRoCMt4QAvD_BwE https://sciencebasedtargets.org/how-it-works https://sciencebasedtargets.org/news/sbti-raises-the-bar-to-1-5-c https://www.ipcc.ch/reports/ https://unfccc.int/ne Tips to Reduce Your Emissions | UNFCCC CO2NetZero Programme | Swiss Re

Was tun kleine und mittelgrosse Unternehmen (KMU) aus der Schweiz, um in Schwellen- und Entwicklungsländern nachhaltig zu wirken? Wie könnte der Bund sie in diesen Bemühungen (noch) besser unterstützen? Im Rahmen eines Forschungsprojekt hat das Global Compact Network Switzerland & Liechtenstein (GCNSL) mit fünf KMU sowie VertreterInnen von Bund, Wirtschaft, Zivilgesellschaft und Wissenschaft an einem Stakeholder-Dialog zu diesen Fragen teilgenommen. Antonio Hautle vom GCNSL und Dr. Alex Gertschen von der Universität Bern, einer der Moderatoren des Dialogs, fassen die wichtigsten Erkenntnisse zusammen. Einleitung von Antonio Hautle Grosse transnationale Unternehmen sehen sich vermehrt in der Pflicht, soziale und ökologische Nachhaltigkeit in ihren Geschäftsmodellen zu verankern. Insbesondere richten sie diese vermehrt an der Agenda 2030 und den 17 Nachhaltigkeitszielen (SDGs) der Vereinten Nationen aus. Der UN Global Compact fördert und unterstützt diese Prozesse seit gut zwanzig Jahren. Eine unserer grössten Herausforderung ist die Einbindung kleiner und mittelgrosser Unternehmen (KMU). Diese sehen sich einerseits mit den neuen Anforderungen von Gross- und Endkunden bezüglich verschiedener Nachhaltigkeitskriterien konfrontiert. Andererseits sind sie noch wenig mit den Fragestellungen vertraut und verfügen oft weder über das nötige Wissen noch die Ressourcen. Vor besonderen Herausforderungen stehen KMUs, wenn sie in sogenannt fragilen oder vulnerablen Kontexten in Entwicklungs- oder Schwellenländern aktiv sind oder werden wollen. Gleichzeitig könnte und sollte die Präsenz von KMU an solchen Orten einen wichtigen Beitrag zum Fortschritt und zur Umsetzung der Agenda 2030 leisten. Auch die DEZA will deshalb vermehrt mit KMU zusammenarbeiten. Schliesslich sind es überall kleinere Unternehmen, die am meisten Arbeitsplätze anbieten und damit das Rückgrat der Volkswirtschaften bilden. Was tun und brauchen KMU aus der Schweiz, um ihren Beitrag zu Fortschritt und nachhaltiger Entwicklung zu leisten? Im Rahmen eines Stakeholder-Dialogs wurden diese Fragen aufgegriffen. Wir erachten es als wichtig, in unserem Blog die ersten Resultate dieses Dialogs unseren Mitgliedern und einer weiteren Öffentlichkeit zugänglich zu machen. Wir werden die Thematik im Rahmen des Global Compact Network Switzerland&Liechtenstein weiterverfolgen. Und wir freuen uns auf Rückmeldungen und Anregungen, wie wir die Thematik zusammen mit Bund, Politik und Zivilgesellschaft weiterverfolgen und unsere KMU kompetent unterstützen können. Zusammenfassung von Alex Gertschen Link zum Bericht über den Stakeholder-Dialog Link zum Video über den Stakeholder-Dialog Die Erkenntnisse aus dem Stakeholder-Dialog – die aufgrund der Methodik exemplarisch und hypothesenartig sind, nicht repräsentativ –, lassen sich wie folgt zusammenfassen: Was tun KMU aus der Schweiz, um in vulnerablen Kontexten in Schwellen- und Entwicklungsländern nachhaltig zu wirken? Die Praxis hängt von der Branche und dem lokalen Kontext ab. Informatikunternehmen, die sich in Schwellenländern auf Arbeitsmärkten mit relativ gut ausgebildeten und bezahlten Arbeitnehmern bewegen, haben eine andere Wahrnehmung und entsprechend eine andere Praxis als Unternehmen, die in vulnerablen Kontexten tätig sind. Erstere handeln nachhaltig, um auf dem Arbeitsmarkt attraktiv zu sein. Letztere sind sowohl in der Eigen- als auch der Fremdwahrnehmung «starke» Akteure, die aus Gründen der Moral und der lokalen gesellschaftlichen Akzeptanz («licence to operate») nachhaltig handeln müssen. Die Praxis hängt von den Ressourcen und der Stellung des Unternehmens in der Wertschöpfungskette ab. Je mehr Ressourcen oder je einflussreicher die Position gegenüber vor- oder nachgelagerten Akteuren in der Wertschöpfungskette, umso eher orientieren sich Unternehmen an nachhaltigen Zielen. Lokale Partnerschaften sind unabdingbar. KMU müssen vor Ort mit unterschiedlichen Akteuren kooperieren – einerseits um zu verstehen, was nachhaltiges Handeln im betreffenden Kontext bedeutet, andererseits für die Ressourcen und Kompetenzen zur Umsetzung. Private Standards und Zertifikate sind wichtige Instrumente, um sich von nicht-nachhaltig operierenden Unternehmen abzuheben. Es mangelt jedoch oftmals an Transparenz, Kohärenz und Qualitätssicherung, damit KMU das Konsumentenverhalten effektiv beeinflussen und somit Anreize bekommen, um nachhaltige(re) Produkte und Dienstleistungen anzubieten. Wie könnte der Bund sie in diesen Bemühungen (noch) besser unterstützen? Der Bund kann für die Bereitschaft und Fähigkeit der KMU zu nachhaltigem Handeln sowohl vor Ort als auch mittels der Rahmenbedingungen des Heimmarktes eine positive Rolle spielen. Für die Unterstützung vor Ort sind Auslandvertretungen entscheidend. Probleme im Bereich nachhaltigen Handelns involvieren zumeist eine Mehrzahl von Stakeholdern, weshalb konkrete Lösungen (auch) der gesellschaftlichen Reputation und Netzwerke bedarf. Auslandvertretungen verfügen darüber eher als KMU. Deshalb wünschen sich KMUs eine verstärkte Präsenz und Möglichkeiten der Zusammenarbeit mit Bundesvertretern vor Ort. Die Rahmenbedingungen im Heimmarkt Schweiz sollte nachhaltiges Handeln auf verschiedenen Ebenen fördern. Beispiele: Sensibilisierungsmassnahmen, Nachhaltigkeitsstandards im Beschaffungswesen, Nachhaltigkeitsvorgaben in Handelsabkommen oder Steueranreize. Insbesondere sollte der Bund stärker und gesamtheitlicher als bisher die Qualität, Transparenz und Kohärenz von Standards und Zertifikaten fördern bzw. sicherstellen, auch indem er staatliche Anreize mit ausgewogenen Nachhaltigkeitskriterien verknüpft und allenfalls private Standards mit hoher Qualität empfiehlt oder verbindlich vorgibt. Hintergrund und Bedeutung des Stakeholder-Dialogs: Der Dialog ist von drei Forschenden der Universität Bern im Auftrag der Kommission für Forschungspartnerschaften mit Entwicklungsländern der Schweizerischen Akademie der Naturwissenschaften durchgeführt worden. Seine Bedeutung gewinnt er aus folgenden Gründen: Der Druck auf Unternehmen, einen (grösseren) Beitrag zu einer nachhaltigen Entwicklung zu leisten nimmt sowohl in der Schweiz als auch auf internationaler Ebene zu. Das bedeutet, dass sie nicht nur zur Erreichung ökonomischer, sondern auch sozialer und ökologischer Ziele beitragen sollen («triple bottom-line»). Unternehmen, die diesen Ansprüchen nicht gerecht werden, büssen zunehmend an gesellschaftlicher Legitimität ein. Zwar ist wissenschaftlich nicht gesichert aber plausibel, dass sich dadurch langfristig auch ihre Wettbewerbsfähigkeit verschlechtert. In vulnerablen Kontexten gibt es ausgeprägte Probleme bzgl. Gewalt, Rechtsstaatlichkeit (Justiz und Institutionen) sowie volkswirtschaftlichen Grundlagen (Armut, Arbeitslosigkeit, etc.). Oft ist die Anpassungs- und Widerstandsfähigkeit gegenüber äusseren Veränderungen schwach. Nachhaltiges unternehmerisches Handeln ist in solchen Kontexten besonders komplex und anspruchsvoll. Aus Schweizer-Perspektive erschweren kulturelle Unterschiede in Entwicklungs- und Schwellenländern des globalen Südens die Arbeit von KMUs zusätzlich. Der Druck zu nachhaltigem Handeln nimmt für kleine (10-49 Mitarbeitende) und mittelgrosse Unternehmen (50-249 Mitarbeitende) zu. Das ist aus Schweizer-Perspektive in dreifacher Hinsicht relevant. Erstens machen KMUs nur 10 Prozent aller Unternehmen aus, doch entfallen 40 Prozent aller Beschäftigten auf sie. Zweitens erwirtschaften Firmen 38 Prozent (kleine) bzw. 47 Prozent (mittelgrosse Unternehmen) ihres Einkommens auf ausländischen Märkten. Drittens sind KMU primär im angrenzenden, kulturell vertrauteren Ausland tätig sind. Eine wachsende Zahl expandiert aber in einem schnellen und «opportunitätsgesteuerten Prozess» auch oder nur auf andere Kontinente, also auch in vulnerable Kontexte. Grosse transnationale Unternehmen sind seit langem dem öffentlichen Druck ausgesetzt, in Entwicklungs- und Schwellenländern verantwortlich und nachhaltig(er) zu handeln. Während sie in den letzten Jahren entsprechende Kompetenzen aufgebaut und Ressourcen eingesetzt haben, stehen KMU oftmals erst am Anfang dieser Entwicklung. Aufgrund der enormen Bedeutung der KMUs für die schweizerische Volkswirtschaft und ihrer geringeren Ressourcen wünschen sich die im Projekt beteiligten Stakeholder, dass der Bund Mitverantwortung übernimmt und die KMU mit geeigneten Rahmenbedingungen, Massnahmen und Projekten in der Bewältigung der diversen Aufgaben im Bereich der Nachhaltigkeit unterstützt.

With global child labour estimates on the rise again, companies face increasing pressure to tackle child labour risks and impacts. A global consensus on a persistent problem At the beginning of 2020, 160 million children worldwide - almost one in ten - were in child labour. The latest global estimates by UNICEF and ILO show that the challenge of child labour persists: it has risen for the first time in two decades and is expected to further increase in the context of COVID-19. As the pandemic leads to school closures, rising poverty and shrinking national budgets, millions of additional children are at risk of being pushed into child labour in the coming months and years. Companies taking a proactive approach to responsible business conduct will be crucial to prevent this. While the need to tackle some global problems is subject to controversial disagreements, the need to fight child labour is clear: In August 2020, International Labour Organisation (ILO) Convention No.182 on the Worst Forms of Child Labour has become the first ILO convention ever to achieve universal ratification. This represents a rare global consensus of all 187 ILO member States, who have committed to protect children from the worst forms of child labour, including slavery, prostitution and trafficking. Need for renewed business action to eliminate child labour The gap between business aspiration and business action on ending child labour motivated the UN Global Compact (UNGC) to make the issue a priority. In 2021, the International Year for the Elimination of Child Labour, the UNGC is calling on its over 12,000 signatory companies to participate in an Action Pledge to step up their due diligence on human rights and take collective action on eliminating child labour. Every company, no matter in which industry and however large or small, can be part of the solution. A large variety of different tools and guidance are available to support businesses taking the most effective approach. At focusright, we recently published a Q&A for Companies looking to get started with identifying and addressing their child labour risks. Towards mandatory due diligence for child labour As lawmakers gain awareness that systematic due diligence is needed to end child labour, new legislation on mandatory human rights due diligence makes explicit reference to the issue. This includes the Swiss Counter-Proposal to the Responsible Business Initiative, which requires companies to put a management system in place to address child labour risks and impacts. The German Supply Chain Act also lists the international child labour conventions among the relevant standards covered by the law. As a consequence, companies will be more and more legally required to conduct due diligence for child labour in their own operations and value chain. Even businesses not directly covered by new legislation will face increasing pressure to tackle child labour risks, as business partners and B2B customers pass on duties along the value chain. Author: Regula Meng is a business & human rights consultant at focusright - a Zürich-based consultancy that supports companies from various sectors to strengthen their management systems to identify and address their human rights risks – both in their operations and extended value chains.

Holcim reflects on their journey to become the first global building materials company to sign the “Business Ambition for 1.5°C” pledge with intermediate targets approved by the Science-Based Targets initiative (SBTi) in alignment with net zero pathway. Box-ticking or greenwashing as a marketing exercise has no place in a low-carbon world, says Magali Anderson, Chief Sustainability and Innovation Officer (CSIO) for Holcim. Corporations must mainstream sustainability in their business strategies. And Holcim, a global building materials supplier, has a significant role to play in a global society where we need to build more sustainably. In September 2020, Holcim became the first global building materials company to sign the “Business Ambition for 1.5°C” pledge with intermediate targets approved by the Science-Based Targets initiative (SBTi) in alignment with net zero pathway. This commitment builds on Holcim’s leadership in green construction with cutting-edge solutions such as ECOPact, its green concrete, and Susteno, its leading circular cement. In October 2021, Holcim sets industry first 2050 net-zero targets, validated by the Science Based Targets initiative (SBTi), building on its 2030 commitments approved in September 2020. Setting a new milestone for its sector, Holcim’s targets cover the company’s entire value chain, including both direct and indirect emissions, following the three ‘scopes’ established by the Greenhouse Gas (GHG) Protocol. Magali brings both a personal and professional insight to her role. From her decades of experience, Magali understands that the future must be greener. She draws on her 32 years of experience as an engineer and in management to ensure that she approaches sustainability with a precise objectivity that is data-driven. “I am an extremely careful person and I would rather not do something than do it without the right science and rigor. Our sustainability strategy is embedded in everything we do at the company level. Making sustainability systematic is crucial. My job is not about making people or the company look good. I am going to put everything into helping to save life on our planet.” The route to signing the pledge wasn’t easy. While convinced that it was the right thing to do, many wondered whether the company could actually achieve the ambition. “Could we truly achieve it according to the science-based targets? We reached out to everybody to explain what we wanted to do and get our data and model validated. We wanted to be trail blazers,” she says. Holcim is not paying mere lip service. The company has rolled out green products which are central to its strategy to become a net zero company. Take ECOPact, the green concrete, which enables low carbon construction around the world. And, with its circular business model, Holcim is a global leader in recycling waste as a source of energy. It also has products like Susteno, a circular cement product that contains 20% recycled construction and demolition waste. “We have to have the right products. Our ECOPact product is absolutely key and central to our strategy and we have just launched a breakthrough green cement product. It’s important to have a vision when it comes to sustainability but you have to back this up with product innovation and products that you can deploy. If you don’t, it’s a waste of time.” She also believes collaboration within the built environment sector is vital if the world wants to build more with less material. “We are not a construction company, we are a supplier of building solutions. We need to find partners within our sector to make green building a reality at a much bigger scale.” Now, more than a year since making the pledge, Magali’s sustainability and innovation teams have established clear targets across the company to prove a measurable, positive impact within their four sustainability strategy pillars: Climate, Circular Economy, Nature and People. “If you truly believe in fighting climate change - and I truly believe in it - you have to put all your heart into finding a way to impact and doing this in a constructive way." About Holcim Holcim builds progress for people and the planet. As a global leader in innovative and sustainable building solutions, Holcim is enabling greener cities, smarter infrastructure and improving living standards around the world. With sustainability at the core of its strategy Holcim is becoming a net zero company, with its people and communities at the heart of its success. The company is driving the circular economy as a world leader in recycling to build more with less. Holcim is the company behind some of the world’s most trusted brands in the building sector including ACC, Aggregate Industries, Ambuja Cement, Disensa, Firestone Building Products, Geocycle, Holcim and Lafarge. Holcim is 70,000 people around the world who are passionate about building progress for people and the planet through four business segments: Cement, Ready-Mix Concrete, Aggregates and Solutions & Products.

The two Global Compact Local Networks, Ukraine and Switzerland & Liechtenstein have been working together since 2018. The goal of this partnership is to create synergies to support our member companies in Responsible Business Conduct (RBC) and economic sustainability. The Ukraine Reform Conference 2021-22 offers additional opportunities within the framework of the Ukraine Reform Conference, which is chaired by Switzerland. The international meetings aim to discuss reform priorities, which are essential for a peaceful and innovative Ukraine. This year, the Conference will be held in Lugano. The two Local Networks of the UN Global Compact are engaged in this process to involve and connect as many companies as possible. They make a significant contribution to local and international value creation and, through their example and vast knowledge , also have the opportunity to make a big difference with local companies and partners. Ukraine is far advanced from a technological point of view. It has a lot of talent and low costs to offer. Together, the two Global Compact Local Networks will offer and conduct various joint activities and events, also in consultation and partly in cooperation with the Swiss Foreign Ministry and the Ukrainian government. Anti-Corruption Week in Kiyv Antonio Hautle, Executive Director of the Global Compact Network Switzerland & Liechtenstein (GCNSL) was present at the Partnership for Sustainability Award 2021 ceremony in Kiyv in December 2021. Additionally, as part of the International Anti-Corruption Week, the Global Compact Networks Ukraine and Switzerland & Liechtenstein organized an event in Kyiv on December 7th with high-level business representatives, the United Nations Office in Ukraine, the Swiss Embassy in Ukraine and a number of NGOs. The private sector is crucial to achieving the goals of sustainable reform. 16 Ukrainian companies committed in a Memorandum on Collective Action Against Corruption to actively contribute to this. The meeting addressed the Anti-Corruption requirements faced by transnational and local companies in the Ukrainian context. Four CEOs of large transnational companies were able to demonstrate how important a strong Anti-Corruption policy is for business success. A zero-tolerance policy, regular training, education and well-functioning compliance systems are essential. However, a culture of integrity must be lived and exemplified in companies, because not all the employees can be monitored at all times. What is important is a culture of trust and responsibility, supported by a wide range of measures and controls. Only this way employees can react correctly in problematic situations and make good decisions. An essential element is the possibility of "speaking up". It should be possible to report irregularities and problematic processes; this creates trust and strengthens employees in their day-to-day work. It became clear that for Ukrainian companies the corruption issue is much more difficult because they cannot rely on clear international guidelines and directives as large transnational companies do. This is another reason why Global Compact Network Ukraine is launching Collective Action against Corruption. A large number of companies signed a Memorandum on Collective Action Against Corruption during the event and committed to actively engage in this process. Further joint activities At the World Economic Forum (WEF) Davos in January 2022, two events are planned on the topics "Going green" and "Banking for the Future". With Participants from the UN Global Compact, representatives of Switzerland, Ukraine and the two Local Networks, we would like to offer another platform for mutual meeting, exchange and hopefully, concrete steps. In the course of (the year) 2022, further activities on Anti-Corruption Collective Action will follow in cooperation with the Basel Institute on Governance, joint webinars on the UN Global Compact Ten Principles and the SDGs as well as exchange opportunities between companies from Switzerland and Ukraine. The conference in Lugano on July 4-5 will be the highlight and conclusion. However, both Global Compact Local Networks will continue to work together on Responsible Business Conduct, the Agenda 2030 and the SDGs. We invite all companies from Switzerland and Europe that are active in Ukraine to support these efforts and to actively contribute their knowledge. We also hope that as many transnational companies as possible will make their knowledge, experience and competence available to the extent possible via their subsidiaries in the local Global Compact Network Ukraine. The 2030 Agenda and the SDGs can only be achieved together with the private sector. The preparatory panel “On the road to Lugano” provided an opportunity to present the reform priorities of the Ukraine Reform Conference 2022 – focusing on 'Stability and Prosperity' – which will take place in July 2022. You can watch the full panel discussion here:

Today is Human Rights Day 2021. Gabriel Webber Ziero, Head of Regulatory Advisory at ECOFACT takes a moment to reflect on human rights and corporate responsibility. Every December 10th, the day the Universal Declaration of Human Rights was adopted, we reflect on the achievements made in the field of human rights as well as on the challenges still faced. One element that has evolved since 2011 when the UN Guiding Principles on Business and Human Rights (UNGPs) were adopted, is that corporate actors are increasingly expected to ensure that rights are respected throughout their operations. Due diligence is a key instrument available to corporate actors that look to fulfill these responsibilities. Stakeholder engagement How due diligence emerged as a cornerstone of corporate responsibility is an interesting example of what can materialize when multiple stakeholders work together. Initially proposed by corporate actors before the UNGPs were adopted, due diligence has been embraced by civil society actors, which use the concept to inform and frame what they expect from companies. In addition, governments and regulators have been looking to make mandatory human rights due diligence an obligation that companies must fulfill. In terms of due diligence regulation, 2021 has been a defining year that will serve as a foundation and inspiration for the years to come. Corporate due diligence in 2021 Throughout 2021, we witnessed mandatory human rights due diligence obligations develop and then become applicable. For example, on January 1, 2021, key provisions of the EU Regulation on Supply Chain Due Diligence Obligations for Union Importers of Conflict Minerals started to apply, and countries like Japan and Mexico have started processes that will potentially lead to mandatory human rights due diligence laws. Moreover, laws have been adopted in Norway, Germany, and Switzerland that include due diligence obligations to be observed soon. The reach of these laws and others being developed goes way beyond jurisdictional boundaries of the countries that implement them — the laws directly target the global value chains of companies’ operations. Considering this, it is not unreasonable to claim that human rights due diligence obligations are becoming a reality across the globe either via the direct actions of regulators or by these expectations being included in contractual obligations. A reason for optimism However, history demonstrates that legal obligations do not automatically lead to effective compliance. The 1930 ILO Forced Labour Convention is a striking example of this phenomenon; more than 90 years after the convention’s adoption, the scourge of modern slavery still plagues humanity. Enshrining human rights due diligence in law is only one step in a long and winding road toward making the world fairer and just for right holders. It is the effectiveness of the measures that is the compass to gauge success, not the mere existence of a law. There is reason for optimism though. Evaluating the efficacy of due diligence processes is a key feature of laws recently adopted in several countries. For companies that aim to comply with these evolving obligations, two things should be front-of-mind: placing the rights of impacted stakeholders at the center of due diligence efforts, particularly when designing compliance strategies, and engaging with stakeholders in an active and adequate manner. Doing so will improve companies’ ability to effectively meet mandatory human rights due diligence expectations. Dr. Gabriel Webber Ziero, LL.M. Head of Regulatory Advisory at ECOFACT. Gabriel is responsible for helping clients prepare and implement compliance strategies that address sustainable finance regulations, for example the EU Sustainability Taxonomy Regulation, as well as the mandatory due diligence obligations like those deriving from the German Act on Corporate Due Diligence in Supply Chains. He also leads the team that delivers ECOFACT’s Policy Outlook. Moreover, Gabriel has been a key player in drafting OECD due diligence guidance documents that focus on the financial sector and are frequently referenced by regulators. Gabriel is licensed to practice as a lawyer in Brazil and holds a doctorate in International and European Law from Roma Tre University (Italy), as well as an LL.M. from Leiden University (Netherlands). He is a lecturer at the Certificate of Advanced Studies in Sustainable Finance program of the University of Zurich. Gabriel has also published the book “Business, Compliance and Human Rights Law: The Effectiveness of Transnational Private Regulations for Vulnerable Stakeholders”.

For the UN International Day of Women and Girls in Science on February 11th, Noémie Moreau from Mantu reflects upon the current state of the nations as well as the importance of women in the STEM field and what is needed for them to feel more integrated in the workplace. As the Head of Risk, Audit and Compliance for an international ecosystem of brands, it’s my job to identify and mitigate potential threats to our people, organization, partners, and clients. As such, I can confirm that the past few years have been turbulent for everyone; the young, the old, workers, students, and everyone in between. All of us have recently experienced some significant disruptions to life as we knew it. The burden of this turmoil, however, has not affected us all equally. UN data show that violence against women and girls increased during the pandemic. One in four women considered leaving or downshifting their paid employment, versus one in five men. Women lost 64 million jobs and $800 billion in earnings in 2020, around 5% of total jobs held by women, while men lost 3.9%. Since the beginning of the pandemic, Oxfam estimates that 47 million women and girls have been pushed into extreme poverty. These statistics, though harrowing, can seem far removed from the daily routines of many of us. How could I, working on reports in an office on an ordinary street in Europe, possibly hope to affect the kind of change needed to aid the plight of millions of women around the world? Well, actually, as a woman working in a science, technology, engineering and mathematics (STEM) field, I can see plenty of ways that girls and women could benefit from a step change that could begin right here, right now. State of the Nations The Covid-19 crisis gave female leaders a platform like never before. Political figures like Jacinda Arden, Tsai-Ing Wen, Sanna Marin and Nicola Sturgeon have been hailed for their acknowledgement of the human cost of the pandemic, and much has been written of their determination to ensure that economic concerns did not overtake their commitment to public services. Research by Zenger and Folkman, 2020, for the Harvard Business Review explains why women are better leaders during a crisis, with women rated higher than men on all but two of 19 leadership competencies. In the context of the pandemic, one study confirmed that the number of infections and deaths were systematically better in countries led by women, with these findings echoed by another that focused on outcomes in US states with female leaders. We must therefore ask why, then, do 85% of 115 Covid-19 taskforces from 87 countries have a male majority? Just 3.5% of these taskforces have achieved gender parity. The answer may lie within the talent pools that the taskforce members are sourced from. Political science, research, policy, technology, and healthcare all suffer from the same problem: they are, or rely on, STEM fields, and there is a dearth of female talent at every level, across every STEM industry. A 2018 UNESCO report summarizes this issue: worldwide, just 33% of researchers, 28% of engineering graduates, 40% of computer science graduates, and 22% of artificial intelligence (AI) professionals are women. Fewer than one in four researchers in the business sphere are female. When considering that most university graduates are female – worldwide 41% of women and 36% of men attain a tertiary education, and 44% of PhD graduates are women – suddenly the numbers aren’t adding up. The evidence shows unambiguously that women are intelligent and committed enough to enter these fields, and yet, the “ crippling shortage ” of STEM professionals persists in nearly every country around the globe. Where are all the women? In her groundbreaking book, Invisible Women: Exposing Data Bias in a World Designed for Men (2019), Caroline Criado Perez addresses the ‘myth of meritocracy’; the pervasive theory that, regardless of circumstances or obstacles, the best of us will inevitably rise to the top, and that hard work and natural ability will trump bias, wealth, or social class. Perez explores this myth using a US study of primary school aged children. At age five, both boys and girls are equally as likely to think they can be ‘really, really smart’. By age six however, girls are more likely to describe boys this way, and will actively avoid participation in games they are told are intended for ‘really, really smart’ children. As children grow, this harmful stereotype is compounded. When asked to draw a picture of ‘a scientist’ at age five, roughly equal numbers of female and male scientists are drawn. By age seven, male scientists significantly outnumber females. By age 14, four times as many male scientists are drawn. “ Even today, in the 21st century, women and girls are being sidelined in science-related fields due to their gender. Women need to know that they have a place in science, technology, engineering, and mathematics, and that they have a right to share in scientific progress.” - Audrey Azoulay, UNESCO Director-General For the women who do eventually enter STEM fields despite this educational bias, many find their careers marked by the same barriers. UNESCO data show that female researchers, for example, tend to have shorter, less well-paid careers: while women represent one third of all researchers, just 12% of members of national science academies are women, men are invited to speak at scientific conferences twice as often as women, and their research grants are dwarfed by those awarded to men. A 2021 first-of-its-kind study of over one million patients published in the JAMA Surgery medical journal casts an uncomfortable spotlight on this issue. It found that women are 32% more likely to die, 15% more likely to suffer an adverse outcome, and 11% more likely to be readmitted to hospital after being operated on by a male surgeon versus a female one. Male outcomes did not differ on the basis of the surgeon’s sex. The study’s co-author, Dr Angela Jerath , said that the findings could not be explained by skill differences in surgeons, “as both sexes undergo the same technical medical training”. Rather, she continues, “implicit sex biases” where surgeons “act on subconscious, deeply ingrained biases, stereotypes and attitudes” or “differences between male and female physician work style, decision-making and judgment” are possible explanations. It’s clear that the lack of female representation that begins in academia should concern all of us: research is what powers government policy, medical practice, business priorities… in other words, data makes the world go round. But why should the world care that it isn’t spinning on its true axis, even if women are dying unnecessarily? In short, because holding women back holds the world back. Giving women the space and support to pursue and thrive in STEM careers, to be taken seriously, and to have their contributions valued will inevitably result in better outcomes for everyone. The gender pay gap will narrow, increasing countries’ GDP. Workplaces become more productive and competitive as women gain broader skillsets and become excellent leaders. Even traditionally tough-to-tackle issues like gender-based violence improve when women can support themselves economically. Change can start today It’s clear that women are missing from spaces where their contributions could make a world of difference, but how can we redress the balance? Since the repression of women’s skills and ambitions begins early, a concentrated effort must be made to ensure school-aged girls are given the same chances and encouragement as their male classmates: the damage done to the confidence and self-worth of girls in their formative years creates a domino effect that is nearly impossible to eradicate later. Change must therefore begin with a zero-tolerance approach to sexism and gender bias in schools, but this is just the tip of the iceberg. It’s often said that seeing is believing, and the more positive female role models girls are exposed to, the more they understand that it is possible for them too to achieve their dreams. A 2020 study in the Frontiers in Psychology journal confirms that exposure to “the professional and personal experiences” of women with “a successful trajectory in STEM fields” is an “optimal” way to encourage girls to not only enter STEM fields, but to thrive. While we must avoid making women entirely responsible for fixing the injustices they suffer, I believe that women currently working in STEM have a responsibility to make themselves visible. Taking the time to chat about professional and personal experiences with a young neighbor or a junior colleague, offering guidance and advice, or even simply acknowledging that achieving their ambition is not just possible, but probable , could be the start of a virtuous circle that changes one girl’s future. Those of us who have ‘made it’ into STEM careers, and indeed any career, should always question how we can smooth the road for those who come after. For organizations, this starts with asking women about their lived experiences. Part of my role at Mantu is the operational management of our Positive Impact department. Launched in 2020, one of our key goals is to ensure diversity and inclusion remain a reality as well as a priority. We are signatories of the UN’s Statement of Support for the Women’s Empowerment Principles , Principle Seven of which is ‘measurement and reporting’. Why? Because we believe in common actions and efforts to bring about change. We surveyed and interviewed Mantu women in different roles, functions, and departments to gather their feedback on what affects their professional evolution. It’s crucial that data such as this is acted upon and not simply acknowledged; we are using the results to make concrete improvements and to facilitate women’s ascension to management roles and beyond. Conscious of the influence our French origins may have on our company culture and structure, we are also paying particular attention to intersectional and cross-cultural empowerment. Our commitment to equality extends to our recruitment, onboarding, and promotion practices. All new team members are invited to participate in unconscious bias training, and we have made concentrated efforts to ensure our annual review process is objective, evidence-based, and peer reviewed for every single person working with us. A senior review committee then analyzes aggregated data to ensure no bias or discrimination can enter the process. Our UK entity is BS 76005 certified (BSI Valuing People Diversity and Inclusion), but we adhere to this standard across our global organization. We want Mantu to be a place where women feel welcome, supported, and valued, but also somewhere that they can find professional, economic, and personal success. Our male colleagues play an extremely important role in making this happen, and we’re mindful to ensure that we all rise together: we believe that when one of us succeeds, we all do. Fostering this kind of team spirit and collective awareness of the issues at hand helps to facilitate change on a daily basis: we’re witnessing teammates supporting one another, offering to lend a hand, and a general improvement in the camaraderie and morale we all want to see in our workplaces. Change may start with a supportive word or a small policy amendment today, but this seed will grow for generations to come. It’s up to us to water it. Noémie Moreau began her career with a professional license in engineering processes for chemicals, pharmaceuticals, the environment, and the promotion of agro-resources. She graduated from the Toulouse School of Management with a master’s degree in Business Administration with a Quality Safety and CSR specialization. Noémie joined Mantu in 2016 as an Information Security officer, going on to build its Risk, Audit & Compliance department. In 2020 she assumed responsibility for Mantu’s Positive Impact department, and recently formed the company’s Project Management Office. She defines her daily job as “making everybody’s life easier and more sustainable”.

For today's International Women's Day 2022, Elisabeth Ann Resch from the UN Global Compact discusses the importance of making gender equality everyone’s business, not only on International Women’s Day, but all year long. Today is International Women’s Day and with it comes the high-level stocktaking at the annual Commission on the Status of Women. Since the start of the pandemic, things have clearly been different. We have not been able to go to stock exchanges and physically ring the bell to mark the important role of the financial sector to drive gender equality. We have not been able to take these issues to the streets and march for our rights together with fellow women from our communities. And most importantly – we have not been able to celebrate with family members, friends and dear ones lost due to the pandemic. So what can we do? We can raise our voices to acknowledge the heightened urgency to act as COVID-19 has illuminated the systemic barriers and entrenched gender norms that must be overcome. We can gather virtually and share solutions together with colleagues that in other circumstances wouldn’t have the time or resources to travel to New York and share their thoughts at high-level events at UN Headquarters. And we can find creative ways to recognize fellow women that inspire us to push boundaries and motivate us in our daily struggles. What’s clear is that the talents, perspectives and leadership of all women are required to solve the world’s biggest challenges — from tackling climate change to rebuilding the economy after the pandemic. Women’s representation and leadership can’t just be discussed in March, but most be prioritized every day , all year long, until true gender balance is reached and inclusive decision-making becomes the norm. In the past two years, through the Target Gender Equality initiative we supported over 800 companies – from MNCs to SMEs – to set and meet ambitious targets for women’s representation and leadership. The initiative has been implemented by Global Compact Local Networks across all regions. This year, we are again increasing the geographic scale with Target Gender Equality being implemented in over 50 countries, including Switzerland and Liechtenstein. Key for success is the ability to provide room for unpacking issues of local importance as many global challenges require local solutions. We hope you will be able to join us virtually at TARGET GENDER EQUALITY LIVE on March 15 to share your solutions and be inspired by the plans and actions of your Target Gender Equality peers. We know that identifying an ambitious but realistic target for your company’s context takes time and depends on many internal and external factors. It is encouraging to see that more than 90% of Target Gender Equality participants either have targets for gender equality in place, are adapting existing targets or drafting new targets. Close to 70% of participants reported to have put in place KPIs in order to track progress towards the company's objectives to advance gender equality. Of equal importance, participating companies have committed to hundreds of actions and interventions enabling them to meet their targets. From launching a childcare facility, to tying leadership statistics to new loans, to preparing their female workforce for board positions. What we have learned is that to make gender equality everyone’s business, we need men to not shy away from these discussions. We need all men to speak up and help their colleagues understand that to be a true sustainability leader you have to champion equality in all its forms. Encourage your male colleagues, team members and supervisors to join us in March to unpack these issues of crucial importance as a first step to recognizing and implementing gender-sensitive practices – not only on International Women’s Day but all year long. We simply cannot wait for 268 years to close the economic gender gap. Elisabeth Anna Resch forms part of the United Nations Global Compact. Elisabeth previously managed workstreams on human rights and decent work, and is now driving implementation of impact-oriented initiatives with Global Compact Local Networks around the world. Currently, Elisabeth is focused on the global rollout of “Target Gender Equality” - an initiative encouraging corporate target setting for women’s representation and leadership in over 40 countries. Elisabeth was able to be a part of the SDG adoption in 2015 while working at the Executive Office of the Secretary General with Amina Mohammed, then led the development of a new SDG strategy within the Global Compact Network Canada, and gained experience at the World Bank and Global Citizen. In 2021, Elisabeth was recognized for her sustainability leadership as 30 under 30 honoree by GreenBiz. Elisabeth is admitted to the New York State Bar, fluent in German, English and Spanish and is currently learning Swahili. She is based in Santiago, Chile.