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Corporate Responsibility Award

Business for SDGs in Georgia

Objective of the CR Award

CR Award aims to support and promote Corporate Responsibility in Georgia. The Award will enable companies to:
ü Gain recognition among the peers as leaders in corporate sustainability;
ü Increase their credibility and reputation among the consumers, partners and investors;
ü Showcase that they are motivated to support economic and social development in Georgia;
ü Influence CR development in Georgia, through sharing best practice.

Conditions of Entry

ü The applicant is a private sector company that has a business presence in Georgia;
ü The applicant submits application before the deadline;
ü Presented project corresponds to the categories of the Award;
ü Presented project is on-going, started or has been completed in 2019-2020.

! Applicants can submit more than one application.

Award will be given in the following categories:

No Poverty Quality Education Decent Work & Industry, Innovation Responsible Partnerships for SDG Pioneer Media for
Economic Growth & Infrastructure Consumption & Production the Goals Responsible Business

SDG 1: No Poverty
Business supports reducing poverty and access to goods and services.

 Projects / Programs aiming for poverty reduction

 Goods or services accessible for socially vulnerable individuals with low income
 Helping socially vulnerable group to overcome poverty with special projects (for example, promoting employment, vocational training,
procuring goods from such groups, and so on)
 Doing business in economically underdeveloped regions
 Reducing poverty in the country with the help of participating in state projects
 Implementing activities / projects promoting entrepreneurship

SDG 4: Quality Education

Business promotes and invests in quality education inside the company and in the community

 Investing in university and vocational education

 Supporting professional development of employees
 Creating affordable educational systems and products
 Advancing financial literacy of customers
 Providing trainings to suppliers
 Supporting professional development and employment of youth
SDG 8: Decent Work and Economic Growth
Business promotes sustainable economic growth, full and productive employment and decent work for all

 Creating decent working conditions for all

 Equal pay for equal work
 Ensuring safe and secure working environment
 Supporting young entrepreneurs
 Supporting micro-, small and medium-sized enterprises
 Promotion and development of social enterprises
 Employment of vulnerable groups

SDG 9: Industry, Innovation and Infrastructure

Creating sustainable infrastructure, Supporting Inclusive and Developed Industrialization and Innovations

 Supporting regional development with the help of investments

 Creating sustainable, energy efficient and accessible (for example, for persons with disabilities) infrastructure
 Promoting innovations in business, market and society
 Reinforcing innovative, sustainable and responsible development practices by partners and clients
 Investing in research and development centers / R&D infrastructure
 Offering affordable financial and credit services for small and medium size companies and entrepreneurs for their business growth
 Implementing green, social and sustainable funding programs by financial sector
 Supporting equal access to internet and new technologies

SDG 12: Responsible Consumption and Production

Business ensures reducing negative impact on environment in the process of producing and consuming goods and services

 Company has got a policy document and ensures sustainable consumption of natural resources and waste management
 Reducing waste generation in the production cycle
 Raising awareness on reducing waste, recycling, regeneration and environmental protection
 Supporting research, creating technologies and infrastructure aiming for reducing waste
 Developing sustainable tourism which supports creating employment opportunities at the local level, promoting local culture and realization of
locally produced goods
 Reducing usage of hazardous chemicals in the production cycle

SDG 17: Partnerships for the Goals

Business contributes to sustainable development through partnerships with different stakeholders

 Cooperation with different stakeholders – government, local authorities, civil society, academic institutions, media and other groups to achieve

SDG Pioneer
Each year the UN Global Compact celebrates a group of SDG Pioneers.

SDG Pioneer 2020 – a young professionals aged 35 or under, working in UN Global Compact participant or signatory company, who are doing an
exceptional job of making global goals local business.
The winner of the local round will participate in the global selection.

Media for Responsible Business in Georgia

Media which supports awareness raising in the society about corporate responsibility and media coverage of responsible actions taken by business.

à Two stage assessment process:
1. Assessment of compliance of application with the formal requirements;
2. Assessment by the judging panel.

Assessment Criteria
Project will be assessed according to the following criteria

1. Compliance with international 2.Compliance with company’s 3. Implementation (55%) 4. Results (30%)
standards (5%) strategy/ policy/ objectives
3.1. Management Process (35%) 4.1. Social Benefit (15%)
3.2. Activities (10%) 4.2. Business Benefit (15%)
3.3. Resources (5%)
3.4. Transparency (5%)
Assessment Criteria

Project will be assessed according to the following criteria:

(1) International standards include recognized standards of the corporate responsibility such as, 10 Principals of the UN Global Compact, UN
Guiding Principles on Business and Human Rights, OECD Guidelines for Multinational Enterprises, ILO Tripartite Declaration Concerning the
Multinational Enterprises and Social Policy, Guidance on Social Responsibility of the International Standardization Organisation (ISO 26 000),
Children’s Rights and Business Principals etc.

(2) The component aims to identify the nexus between the project and the company’s strategy/policy/objectives and the level of the nexus.

(3) Implementation: This component assesses the whole cycle of the project:

(3.1.) Management Process: This component seeks to assess how effectively the project is implemented and managed. Factors might include:

• The structures and processes exist to ensure effective planning and operational management to support the project achieving its
• How the necessity of the project was identified, whether or not the company assesses the baseline situation;
• How targets and performance indicators for the project are set;
• How the project is monitored, measured and evaluated against its KPIs/ targets and objectives;
• Does company assess the impact of the project on society and stakeholders, after the implementation of the project;
• How integration of lessons that have been learned, in on-going/ future activities is ensured;
• Innovative approach to the planning and implementation of the project;

(3.2.) Activities: This component looks for evidence that the activities implemented in the framework of the project are relevant to the objectives and
the targets, whether or not the indicators are met and the outputs are achieved.
(3.3) Resources: This component looks for evidence that appropriate resources have been used for the project, whether financial or people or in kind
etc. Factors to consider include:
• Relevance of the resources compared to the scale and objectives of the project and the value of resources (financial, human or in-kind).
(3.4) Transparency: This component aims to determine how the company reports on the projects, communicates and encourages dialogue with
partners and stakeholders. Factors you might consider include:

• Whether stakeholders and partners have been consulted during planning process and implementation of the project;
• How the good practice has been shared/communicated, both within the organisation and externally with other businesses;
• How results / achievement of the projects has been communicated by the company after the completion of the project.

(4) Result: This component seeks to assess the impact of the project on the society and on the business.

(4.1) Social Benefit: This component seeks to assess how and to what extent has the company achieved its purpose in terms of its impact on the
society (direct beneficiaries of the project, the wider community and the partners). Factors to consider include:

• Outcomes of the project for the target group;

• Impact of the project on the wider public;
• Benefits gained by the partner (s);

(4.2) Business Benefits: responsible business conduct should be beneficial for the company. The component aims to assess how the project has
benefited the company. Factors to consider include:

• Impacts on recruitment and retention, as well as on motivation and skills of staff;

• Increased positive reputation of the companies among stakeholders and customers;
• The development of new networks, business contacts, processes, ideas or products;
• Integration of the good practice identified as a result of the project in company’s activities;
• A reduction of costs.

Method of Assessment

Each member of the judging panel will assess each component with 4 range scoring system. The table below will be used to provide an overall score out
of 100 points.

Component Raw Score Scale Multiplier Scaled Score Range

Compliance with International Standards 0-4 1.25 0-5

Compliance with the company’s 0-4 2.5 0-10


Management Process 0-4 8,75 0-35

0-4 1.25 0-10
Resources 0-4 1.25 0-5

Transparency 0-4 1.25 0-5

Social Benefits 0-4 3,75 0-15

Business Benefits 0-4 3,75 0-15

Total 0-28 N/A 0-100

Assessment Scoring Guide
Poor (0) Basic (1) Satisfactory(2) Good (3) Very Good (4)
Compliance with International The compliance with The compliance with the There is general compliance with The compliance with international The company has a clear
Standards (5%) international standards is not international standards is not international standards but the company standards is plausibly demonstrated. understanding of the specific
demonstrated at all. clearly demonstrated. does not have a clear understanding of the standard the projects relates to
specific standard, the project relates to. and the compliance in clearly

Compliance with the company’s Poor (0) Basic (1) Satisfactory(2) Good (3) Very Good (4)
strategy/policy/objectives (10%) There is no nexus between the The nexus between the The nexus between the project and the The project complies with the Project fully complies with
project and the company’s project and the company’s company’s strategy/policy/ objectives exists company’s strategy/policy/ objectives the company’s
strategy/policy/ objectives. strategy/policy/ objectives is but is not demonstrated. strategy/policy/objectives.
very weak.
Implementation (55%) Poor (0) Basic (1) Satisfactory(2) Good (3) Very Good (4)

Management processes are Management processes are There is evidence of a reasonable approach There is evidence of effective The management processes
Management Process (35%) not effective. just enough to enable the to management and satisfactory levels of management processes in place and are well planned and
basic functioning. resource invested, but likely to be some levels of resource, appropriate to the executed. Implemented
areas of weakness. objectives of the project. activities are in total
Activities (10%) compliance with the
Implemented activities do not Implemented activities Implemented activities are relevant to the Implemented activities are relevant objectives and targets of the
Resources (5%) meet the objectives and generally match the objectives and targets of the project, but to the objectives and targets of the project, out-puts are achieved.
targets of the project. objectives and targets of the there is no evidence that the indictors project, out-puts are partially
Transparency (5%) project. were achieved. achieved. The types and levels of
resource are fully appropriate
There are not appropriate There are just appropriate There are good levels of investment of There are good levels of investment to the scale and objectives of
levels of investment of levels of investment of financial, human, marketing and other of financial, human, marketing and the project and are effectively
financial, human, marketing financial, human, marketing resources. other resources. managed to achieve the
and other and other resources. maximum results.
There is reasonable level of transparency There is high level of transparency; There are excellent levels of
There is insufficient level of The communication of the and communication of the impact of the there is evidence of effective investment of financial,
communication and project and among partners project and dialogue with partners and communication and dialogue with human, marketing and other
transparency. is basic. stakeholders. partners and stakeholders. resources.

There is an excellent level of

the transparency; there is
evidence of exemplary
and dialogue with partners
and stakeholders.
Results (30%) Poor (0) Basic (1) Satisfactory(2) Good (3) Very Good (4)
There is no evidence of the Some benefits to society Reasonable social benefits are shown Strong social benefits are shown The social benefits of the
Social Benefit company having achieved have been suggested but with good qualitative or quantitative with good qualitative and company's approach
(15%) any benefits for society. evidence is unconvincing. evidence or basic levels of both kinds quantitative evidence in all have been exceptional, with
of evidence. appropriate areas. strong, convincing and
appropriate qualitative and
Any numerical evidence is likely to be Numerical evidence relates not just quantitative
limited to social benefit ‘outputs’, e.g. to numbers of people engaged but evidence.
numbers of people engaged in the might include other metrics.
project. Some broader or longer-term
positive impacts on society
from the project have
been outlined.
Strong business benefits are shown The business benefits of the
Reasonable business benefits are with good qualitative and company's approach have
Business Benefit There is no evidence of the Some business benefits have shown with good qualitative or quantitative evidence. been exceptional, with strong,
company having achieved been suggested but evidence quantitative evidence or satisfactory convincing and appropriate
any business benefits. is unconvincing. levels of both kinds of evidence. qualitative and quantitative
Evidence relates not just to numbers of evidence.
Any evidence is likely to be limited to people engaged but might include
business benefit ‘outputs’. analysis of cost savings, skills There may also be evidence of
developed, reputation, etc. how the company has
incorporated learning from
project into the wider business
to increase business benefits.

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