1. Foreign Affairs, Trade andAffaires étrangères, Commerce Development Canadaet Développement Canada Corporate social responsibility (CSR) aspects of mining safety and the Enhanced Canadian CSR Strategy Foreign Affairs, Trade and Development Canada

2. 2 Overview of CSR Corporate Social Responsibility is demonstrated in the voluntary activities undertaken by a company to operate in an economically, socially and environmentally sustainable manner Should be company-wide: Consider local impact of all business functions, including health and safety Relevant for all sectors, all sizes of firms operating internationally

3. 3 Overview of CSR Purchasing Procurement Human Resources Hiring Practices Marketing Philanthropy Corporate Social Responsibility is demonstrated in the voluntary activities undertaken by a company to operate in an economically, socially and environmentally sustainable manner

4. 4 Canada’s Longstanding Commitment 1976 - Founding adherent to the OECD Declaration that included the Guidelines for Multinational Enterprises (MNEs) 2009 - Released its CSR Strategy for the Canadian International Extractive Sector

5. 5 Canada’s Expectations of Companies Benefit Do no harm Follow the law Canadian companies active outside Canada are:  Expected to follow legal requirements  Encouraged to go beyond requirements  Encouraged to seek long-term success that brings lasting local benefits

6. 6 Strong Business Case for CSR Long-term Business Success Mitigate risks, avoid costly problems Attract & Retain Talent Access to Capital Strengthen Reputation (incl. of Canada)

7. 7 Canada’s Comprehensive Approach Business CommunityGovernments Multilateral, Bilateral & Local Levels: G8, OECD, OAS, etc. CSR text in FTAs, FIPAs Building Local Networks Goals: Stable Business Environment Broad-based Benefits >>>Employment and Poverty Reduction

8. 8 Overview of Activities Advice and Guidance Foster Networks & Partnerships Assist Dispute Resolution Strengthen Environment

9. 9 Canada’s CSR Strategy Doing Business the Canadian Way: A Strategy to Advance CSR in Canada’s Extractive Sector Abroad Announced in 2009, enhanced in 2014* Advice and Guidance Foster Networks & Partnerships Strengthen Environment Assist Dispute Resolution  International Guidelines (OECD x 2, GPs, VPs, IFC PS, GRI)  Initiated Centre for Excellence in CSR (CfE)  Established Office of the Extractive Sector CSR Counsellor and strengthened advisory role to bolster problem prevention  Promote engagement and respect for human rights  Bring stakeholders together, create networks & partnerships  Strengthened, clarified dialogue facilitation mechanisms: a) CSR Counsellor’s Review Process: early stage disputes b) National Contact Point (NCP):complex / longstanding disputes  Consequences for companies refusing to participate: TCS Service  EITI, Mandatory Reporting  Build governance capacity, IGF * This colour denotes enhancements made in 2014

10. 10 BOTH: Globally Respected Models Role: Bring Parties Together Timely, Flexible, Accessible Encourage Local Options First Canada’s Two Non-Judicial Dialogue Facilitation Mechanisms: National Contact Point (NCP) Created in 2000 as per OECD Guidelines All sectors 7 GoC Departments Office of the CSR Counsellor CSR Strategy Innovation in 2009 Extractives only Advice & Review WHEN TO USE: By TCS for events, to advise companies on establishing good community relations Early stage problem resolution Review Process – early stage disputes Complex or multi-disciplinary issues Longstanding disputes

11. 11 Thank You! www.csr.gc.ca Glen McPherson Senior Trade Commissioner and Consul, Dubai, UAE International Trade Portfolio and Responsible Business Practice, includes Canada’s National Contact Point Secretariat (NCP) Foreign Affairs, Trade and Development Canada