1. © 2011 Deloitte Global Services Limited United Nations Global Compact Management Model Signatory Training

2. © 2011 Deloitte Global Services Limited 2 Agenda Welcome & Introductions Deloitte Trainer/CR Staff 30 sec Intro by Participants 2:05 – 2:25 pm “Call to Action: UN Global Compact Background” UNGC Representative2:25 – 2:35 pm UN Global Compact Management Model Deloitte Trainer2:35– 3:45 pm Communicating on Progress UNGC Representative3:45 – 3:55 pm Wrap-Up & Training Survey Deloitte Trainer3:55 – 4:00 pm Networking Reception Hosted by Deloitte4:00 -5:00 pm

3. © 2011 Deloitte Global Services Limited 3 Call to Action: UN Global Compact

4. © 2011 Deloitte Global Services Limited 4 United Nations Global Compact Overview The United Nations Global Compact is a voluntary international corporate citizenship network initiated to advance responsible corporate citizenship and universal social and environmental principles in the areas of human rights, labour standards, the environment and anti-corruption. It is the world’s largest corporate citizenship and sustainability initiative with more than 8000 signatories and stakeholders from over 135 countries The Global Compact is… …a voluntary initiative to promote and advance responsible business. …a universal value framework to help business get organized. …a global network of like-minded businesses and other stakeholders. …a platform for innovation. The Global Compact is not… …a regulatory body. …a substitute for regulation at the national or international level. …a PR exercise.

5. © 2011 Deloitte Global Services Limited 5 United Nations Global Compact Expectations of Signatories Leadership Commitment (CEO and Board) Commitment to transparency, accountability & public disclosure Openness to dialogue and learning around critical issues Willingness to engage in continuous performance improvement Letter from Chief Executive to UN Secretary-General Ban Ki-moon Setting strategic and operational goals, measuring results, communicating internally and externally Participate in events at local (and global), engage in stakeholder dialogue Annual Communication on Progress (COP)

6. © 2011 Deloitte Global Services Limited 6 United Nations Global Compact Adoption Challenges: The Importance of Management Processes The Global Compact is a learning platform focused on diffusing best practices in the process or management systems that companies use to integrate the 10 principles. 1.Management systems are strong indicators of future performance. The strength of management systems in place will determine a company’s future ability to manage sustainability-associated risk and opportunities. 2.Best practices as benchmarks for performance. Management processes that are considered best practices can be used as benchmarks to evaluate sustainability performance and identify extra-financial opportunities and risks.

7. © 2011 Deloitte Global Services Limited 7 United Nations Global Compact Management Model and Training Objectives Improve adoption of the UNGC Management Model amongst signatories Improve performance of UNGC signatories against the ten principles Training Objectives Help companies through the process of implementing the UN Global Compact Principles Improve the UN Global Compact’s ability to equip companies to address sustainability and generate positive impacts for shareholders and other stakeholders. UNGC Management Model Objectives

8. © 2011 Deloitte Global Services Limited 8 UN Global Compact Management Model

9. © 2011 Deloitte Global Services Limited UN Global Compact Management Model Overview 9 Each step of the Management Model has one or more suggested activities and areas of focus. Recommendations for each step are defined and described in detail. In addition, ideas both for how to get started and examples of what leadership practices look like are provided for each step.

10. © 2011 Deloitte Global Services Limited UN Global Compact Management Model Step 1 – Commit 10 Company leadership publicly signals its commitment to stakeholders. Specifically, leadership commits to supporting the Global Compact and making the ten principles part of the strategy, culture and day-to-day operations of the company, with oversight provided by transparent governance structures. COMMIT Leadership Commits to: Global Compact and its ten principles Engaging in partnerships to advance broad UN Goals Annual submission of the Communication on Progress (COP) Take Action

11. © 2011 Deloitte Global Services Limited Getting Started CEO and Board (if applicable) sign the UN Global Compact Letter of Commitment Leadership commits to adhering to the ten principles, submitting a Communication on Progress (COP) annually, and taking action in broader UN goals Leadership plans to put resources aside to carry out commitment Leadership Practices Leadership team commits to adopting and promoting sustainability within its industry and communities Company promotes its commitment by communicating it to shareholders and other stakeholders UN Global Compact Management Model Step 1 – Commit 11 How did your company get started? What are some leading practices you have seen? Reflection

12. © 2011 Deloitte Global Services Limited UN Global Compact Management Model Step 2 - Assess 12 The company assesses its risks and opportunities on an ongoing basis—in financial and extra-financial terms—as well as the impact of its operations on the issue areas, in order to develop and refine its goals, strategies, and policies. ASSESS Assess Risks Forecast Opportunities Calculate Impact Take Action

13. © 2011 Deloitte Global Services Limited Getting Started Company makes sure it understands the ten principles and reviews appropriate issue area information and tools Considers owned operations at a high level to see if it is in alignment with the principles Prioritizes risks and opportunities to address Leadership Practices Prioritizes risks, proactively identifies opportunities, and calculates impacts at both the enterprise and product level regularly across issue areas Forecasts future operating context scenarios, based on review of data and trends Engages stakeholders in assessments and shares best practices with business partners UN Global Compact Management Model Step 2 – Assess 13 How did your company assess risks and opportunities? What are some leading practices for measuring your company’s impact? Reflection

14. © 2011 Deloitte Global Services Limited UN Global Compact Management Model Step 3 – Define 14 Based on its assessment of risks, opportunities and impacts, the company develops and refines goals and metrics specific to its operating context to meet its goals, and creates a roadmap to carry out its program. DEFINE Establish Clear Goals Develop Strategy Refine Policies Take Action

15. © 2011 Deloitte Global Services Limited Getting Started Starts by prioritizing high-level and achievable goals to address top risks, impacts, and opportunities identified in the Assess step Sets high-level strategy and action plan to achieve goals Leadership Practices Integrates sustainability into corporate strategy planning process Develops strategy in consultation with stakeholders Develops roadmap of actions and investments to improve sustainability performance Encourages or requires suppliers and business partners to operate in ways consistent with the ten principles UN Global Compact Management Model Step 3 – Define 15 How has your company aligned business strategy against the ten principles? How did your company establish specific and measurable goals? Reflection

16. © 2011 Deloitte Global Services Limited The company establishes and ensures ongoing adjustments to core processes, engages and educates employees, builds capacity and resources, and works with supply chain partners to address and implement its strategy. IMPLEMENT UN Global Compact Management Model Step 4 – Implement 16 Adjust Core Processes Engage and Empower Employees Leverage Information Technology (IT) Suppliers and Business Partners Take Action

17. © 2011 Deloitte Global Services Limited Getting Started Adjusts relevant processes and educates employees on the actions and behaviors that will help the company achieve its goals Leadership Practices Adjusts core processes to align with Global Compact principles and drive value for shareholders, stakeholders, and society Equips and empowers subsidiaries, value chain partners to carry out its sustainability strategies “Sustainability mindset,” is adopted throughout the organization UN Global Compact Management Model Step 4 – Implement 17 How does your company engage business partners in support of sustainability objectives? How does your company engage employees to drive implementation of the ten principles? Reflection

18. © 2011 Deloitte Global Services Limited The organization adjusts its performance management systems to capture, analyze, and monitor the performance metrics established in the Define step. Progress is monitored against goals and adjustments are made to improve performance. MEASURE UN Global Compact Management Model Step 5 – Measure 18 Measure and Monitor – Develop ability to measure, monitor, and interpret impacts and progress towards goals (e.g., calculate performance of each operational facility) Take Action

19. © 2011 Deloitte Global Services Limited Getting Started Starts to measure and monitor corporate sustainability metrics set up in the Assess and Define steps Collects all available data, noting source of data and data it does not yet have; data will be refined and expanded over time to extract insights that will enable the company to continuously improve Leadership Practices Implements system to measure and report performance towards achieving goals Makes performance broadly visible, regularly uses performance data to guide decisions and investments, and seek to translate sustainability impact to financial impact Works within industry and government to develop industry standards for impact metrics UN Global Compact Management Model Step 5 – Measure 19 How did your company identify the key metrics to measure on? What IT solution does your company to track performance? Reflection

20. © 2011 Deloitte Global Services Limited The company communicates its progress and forward-looking strategies for implementing its commitment by developing a Communication on Progress (COP), and engages with stakeholders to identify ways to continuously improve performance. COMMUNICATE UN Global Compact Management Model Step 6 – Communicate 20 Communication on Progress Stakeholder Dialogue for Continuous Improvement Take Action

21. © 2011 Deloitte Global Services Limited Getting Started Documents progress toward completing action plan in its COP Reconfirms commitment to the Global Compact Leadership Practices Documents sustainability goals, strategies, and performance into annual financial report and supporting documentation Receives Board approval and third party verification of COP Engages stakeholders to capture feedback to improve sustainability performance and promote alignment with current and emerging regulations and trends UN Global Compact Management Model Step 6 – Communicate 21 How does your company communicate on progress? How does your company engage stakeholders to capture feedback on sustainability progress? Reflection

22. © 2011 Deloitte Global Services Limited 22 Communication on Progress

23. © 2011 Deloitte Global Services Limited Communication on Progress Overview The COP is a tool for transparency and disclosure on the internal management steps companies have taken to implement the principles. It is required every year from every business participant. The COP has no prescribed format so long it is broadly communicated with stakeholders and includes: A statement of continued support by the chief executive A description of practical actions addressing all four issue areas A measurement of outcomes.

24. © 2011 Deloitte Global Services Limited Communication on Progress Differentiation In order to promote continued progress, the Global Compact will start categorizing companies at different levels of performance and disclosure Source: United Nations Global Compact

25. © 2011 Deloitte Global Services Limited 25 Concluding Thoughts

26. © 2011 Deloitte Global Services Limited 26 Available Tools and Resources

27. © 2011 Deloitte Global Services Limited 27 Deloitte Sustainability Management Model Diagnostic Tool Sustainability Management Model Diagnostic Diagnostic – Scoring & Feedback Results Diagnostic – Assessment Framework The diagnostic tool, based on the UN Global Compact Management Model, that is designed to help organizations assess their sustainability maturity Source: Deloitte Consulting LLP

28. © 2011 Deloitte Global Services Limited 28 For More Information Key Contacts For questions about the UN Global Compact Management Model, contact: David Linich Senior Manager, Sustainability Deloitte Consulting LLP Email: dlinich@deloitte.comdlinich@deloitte.com For questions about Global CR or the purpose of this effort, contact: Julie Engerran Director, Corporate Responsibility Deloitte Touche Tohmatsu Limited Email: jengerran@deloitte.comjengerran@deloitte.com To download a copy of the UN Global Compact Management Model: UN Global Compact Management Model PDF To learn about Deloitte’s partnership with the United Nations Global Compact: www.deloitte.com/globalcompact

29. © 2011 Deloitte Global Services Limited Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee, and its network of member firms, each of which is a legally separate and independent entity. Please see www.deloitte.com/about for a detailed description of the legal structure of Deloitte Touche Tohmatsu Limited and its member firms.www.deloitte.com/about Deloitte provides audit, tax, consulting, and financial advisory services to public and private clients spanning multiple industries. With a globally connected network of member firms in more than 150 countries, Deloitte brings world-class capabilities and deep local expertise to help clients succeed wherever they operate. Deloitte's approximately 170,000 professionals are committed to becoming the standard of excellence. This publication contains general information only, and none of Deloitte Touche Tohmatsu Limited, its member firms, or their related entities (collectively, the “Deloitte Network”) is, by means of this publication, rendering professional advice or services. Before making any decision or taking any action that may affect your finances or your business, you should consult a qualified professional adviser. No entity in the Deloitte Network shall be responsible for any loss whatsoever sustained by any person who relies on this publication. © 2011 Deloitte Global Services Limited