Business Practices in Compliance to Global Compact;Nike Company as a Member of Global Compact Local Network
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Nike Company as a Member of Global Compact Local Network
Business Practices in Compliance to Global Compact
The United Nations Global Compact initiative seeks to encourage firms globally to adopt sustainable and socially responsible policies as well as reporting their implementation. It is a principle-based framework for organizations through the ten principles in the fields of anti-corruption, environment, human rights, and labor[1]. Nike is a firm compliance of the global compact especially in terms of initiatives and issues concerning workers, environmental sustainability, partnerships with the Fair Labor Association, commitment to increasing physical activity aiming youths, and contract factories.
There are a number of strategies and practices that would work in improving compliance with principles of the global compact. One of the most effective practices is for the companies to commit in improving working conditions for their workers in their factories as well as in their contract factories[2]. This can be achieved by having compliance staff tasked with the responsibility of monitoring workplace conditions through a series of audits conducted. In addition, the companies can supplement overall contract factory compensation through sponsoring after hour’s education, mobile health clinics, health education, and management and life skills training.
Nike is one of the founding members of the Global Alliance for Workers and Communities (GA), an initiative that strives to respond to the concerns and needs of factory workers in the global manufacturing chains. The main goal of the GA is to improve the lives and future of workers in the global production through assessing of their needs and those of the community, developing and implementing programs that address these needs, as well as reporting publically about these activities[3]. This way the company is able to give a voice to the workers allowing them articulate their own needs and interests. More importantly, it is imperative that companies establish a code of conduct that encompasses labor standards that are related to the nine principles of global compact. The code of conduct should then be implemented throughout the factories linked to the company and audited on a regular basis.
Concerning the principle on environment, businesses should support approaches to environment challenges, undertake initiatives to enhance greater environmental responsibility, and encourage the establishment of environmentally friendly technologies. Corporate social responsibility initiatives should be a core part of companies’ business strategy. However, a company’s social responsibility program is likely to succeed if there is a company-wide support and action to sustain it. This calls for comprehensive involvement of all the stakeholders and other players. For instance, the assessment, development, and training should engage the different independent organizations. In a case where unions exist they should also be engaged as part of the program.
Positive and Negative Lessons
Companies that practice better working conditions and relations with workers and responsible environmental programs have numerous advantages over those that do not. For instance, they can realize improved relationships with stakeholders, partners, and communities. Consequently, they realize better communication between workers and managers. CSR programs acts as a forum for dialogue and learning for businesses enabling firms to network with other similar enterprises[4]. It is a platform for fostering of civic participation and social commitment. The initiatives can be viewed as realizations that solutions to the most fundamental challenges facing businesses and societies can only be addressed through extraordinary collaborations. The main focus of businesses should, therefore, be on supporting the alignment of the various initiatives and programs as well as in facilitating cooperation among all the actors to integrate the diverse efforts and skills.
In complying with the principles of global compact, firms should seek to share their business culture and cognition of social responsibility with other stakeholders and those around them. They can achieve this by consistently improving on their corporate structure, social responsibility, and operations.
Business Practice Recommendations
To comply to global compact principle on labor standards and conditions in contract factories, companies should detail monitoring process and criteria to assess its factory’s compliance on a wide array of issues. The company should lay down a strategic relationship with manufacturers that are focused on a more integrated supply chain[5]. The strong relationship that the company has developed with suppliers and factories would then enable it to have influence over processes.
By and large, the design of these initiatives should be based on the fundamental respect for workers being accorded better working conditions and a voice in ways they are invested in and treated. The initiatives should be focused on according workers an active role in determining investments that are made in their work and living places[6]. As such, the initiative allows the company and its partners including government agencies, unions, NGOs, and factory managers to take positive, proactive action in addressing the needs of the workers such as improved health, workplace conditions, and education. Transparency of the program is paramount in all aspects as well as allowing public discussions which can then be used to inform decisions.
Benefits, Challenges, and Risks for Stakeholders
The company implementing the initiatives is likely to attract and retain more qualified personnel as a result of the improved working conditions and reputation of the company. Most employees are motivated to work for companies that respect worker’s rights and standards. Companies that practice better working conditions and CSR are held at high regard by partners including investors, partners, suppliers, employees, and customers[7].
Despite the numerous benefits in these initiatives, stakeholders are likely to experience some challenges and issues in implementation. For instance, there are always demands for greater corporate disclosure from other parties and stakeholders such as customers, communities, and investors[8]. Again, the company is likely to garner greater customer interest seeking the status of the activities of the company especially concerning CSR. The stakeholders are also likely to face pressure from the competitive markets in terms of cost and responsibility. The main risk in practicing these initiatives lies in increasing the cost of production for the company which is a main concern for the stakeholders. Improved standards for suppliers mean meeting more costs and impacting on revenues. Equally, CSR is an extra cost for investors and partners[9].
Bibliography
Baumann-Pauly, Dorothée, and Andreas Scherer. 2013. “The Organizational Implementation of Corporate Citizenship: An Assessment Tool and its Application at UN Global Compact Participants.” Journal Of Business Ethics 117, no. 1: 1-17.
Berliner, Daniel, and Aseem Prakash. “From norms to programs: The United Nations Global Compact and global governance.” Regulation & Governance 6, no. 2 (June 2012): 149-166.
Berliner, Daniel, and Aseem Prakash. “The United Nations Global Compact: An Institutionalist Perspective.” Journal Of Business Ethics 122, no. 2 (June 26, 2014): 217-223.
Bigge, david m. “Bring on the Bluewash: A Social Constructivist Argument Against Using Nike v. Kasky to Attack the UN Global Compact.” International Legal Perspectives 14, (April 1, 2004): 6. LexisNexis Academic: Law Reviews
Hoessle, Ulrike. “The contribution of the UN global compact towards the compliance of international regimes: a comparative study of businesses from the USA, Mozambique, United Arab Emirates and Germany.” The Journal Of Corporate Citizenship no. 53 (2014): 27. https://www.jstor.org/stable/jcorpciti.53.27
Rasche, Andreas, and Dirk Ulrich Gilbert. “Institutionalizing global governance: the role of the United Nations Global Compact.” Business Ethics: A European Review 21, no. 1 (January 2012): 100-114.
Rasche, Andreas, and Sandra Waddock. “Global Sustainability Governance and the UN Global Compact: A Rejoinder to Critics.” Journal Of Business Ethics 122, no. 2 (June 26, 2014): 209-216.
Williams, Oliver F. “THE UN GLOBAL COMPACT: THE CHALLENGE AND THE PROMISE.” Business Ethics Quarterly 14, no. 4 (October 2004): 755-774.
Williams, Oliver. “The United Nations Global Compact: What Did It Promise?.” Journal Of Business Ethics122, no. 2 (June 26, 2014): 241-251.
[1] Williams, Oliver F. “THE UN GLOBAL COMPACT: THE CHALLENGE AND THE PROMISE.” Business Ethics Quarterly 14, no. 4 (October 2004): 755-774.
[2] Bigge, david m. “Bring on the Bluewash: A Social Constructivist Argument Against Using Nike v. Kasky to Attack the UN Global Compact.” International Legal Perspectives 14, (April 1, 2004): 6. LexisNexis Academic: Law Reviews
[3] Berliner, Daniel, and Aseem Prakash. “The United Nations Global Compact: An Institutionalist Perspective.” Journal Of Business Ethics 122, no. 2 (June 26, 2014): 217-223.
[4] Williams, Oliver. “The United Nations Global Compact: What Did It Promise?.” Journal Of Business Ethics122, no. 2 (June 26, 2014): 241-251.
[5] Hoessle, Ulrike. “The contribution of the UN global compact towards the compliance of international regimes: a comparative study of businesses from the USA, Mozambique, United Arab Emirates and Germany.” The Journal Of Corporate Citizenship no. 53 (2014): 27.
[6] Rasche, Andreas, and Sandra Waddock. “Global Sustainability Governance and the UN Global Compact: A Rejoinder to Critics.” Journal Of Business Ethics 122, no. 2 (June 26, 2014): 209-216.
[7] Baumann-Pauly, Dorothée, and Andreas Scherer. 2013. “The Organizational Implementation of Corporate Citizenship: An Assessment Tool and its Application at UN Global Compact Participants.” Journal Of Business Ethics 117, no. 1: 1-17.
[8] Berliner, Daniel, and Aseem Prakash. “From norms to programs: The United Nations Global Compact and global governance.” Regulation & Governance 6, no. 2 (June 2012): 149-166.
[9] Rasche, Andreas, and Sandra Waddock, 2014.
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