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ESG & Brands Forum 2025 Champions Inclusive and Sustainable Branding
The 2nd edition of the ESG & Brands Forum (EBF) 2025, presented by BitQuest Sdn Bhd in conjunction with the G100 Brand Leadership Summit, successfully took place at the AICB Centre of Excellence, Kuala Lumpur. Carrying the theme “Smart Growth: Inclusive & Sustainable Branding”, the forum brought together senior decision-makers, regulators, investors, and ESG professionals to explore strategies…
Review of the implementation of commitments made towards Africa's development.
The Interactive multi-stakeholder dialogue on the review of the implementation of commitments made towards Africa's development will consist of an opening segment, a panel discussion, an interactive session, and a closing segment.
The panel discussion will be composed of key stakeholders involved in Africa. It will be followed immediately by statements from United Nations Member States and interventions from other relevant stakeholders, including representatives of academia, think tanks, civil society, and youth organizations.
Objectives
To foster a dialogue around the progress made in the implementation of commitments made toward Africa's development in the areas of financing for development and energy access.
To identify opportunities and policy implications of the interlocking global crises on the continent's development, and their impact on the achievement of the 2030 Agenda for Sustainable Development
To promote a comprehensive and open exchange on reaffirming the pertinence of the UNMM as a mechanism for tracking and monitoring the implementation of commitments towards Africa's development and call attention to the need for full and timely implementation of development commitments towards Africa by the UN Member States.
Related Sites and Documents
Resolution 76/297
Letter (12 June 2023) from the President of the General Assembly
The Interactive multi-stakeholder dialogue on the review of the implementation of commitments made towards Africa's development will consist
Open, safe and equal – Shaping a feminist digital future - Side event.
This event will bring together high-level leaders from Governments, civil society organizations, youth, and UN agencies to draw attention to the CSW67 priority theme and the “once-in-a-generation” opportunity to place gender equality at the heart of the digital revolution. The discussion will focus on reaffirming Generation Equality’s shared principles for a feminist digital future, on the role of multi-stakeholder partnership cooperation in advancing gender equality in technology, and on demonstrating how technology and innovation can provide transformative solutions to achieve gender equality and the empowerment of all women and girls.
Open, safe and equal – Shaping a feminist digital future, 7 March 2023, 1.15–2.30pm EST, Conference Room 4, UN Headquarters,
The event will be webcast UN Web TV.
Corruption: the business and human rights dimension.
Corruption: the business and human rights dimension
This session is a kick-off for a consultation process led by the Working Group on Business and Human Rights to inform its report to the UN Human Rights Council in 2020, which will address the connection between anti-corruption efforts and implementation of the UN Guiding Principles on Business and Human Rights. It will involve perspectives from governments and multi-stakeholder panel. The panel discussion focused on a range of key questions for the intersection between these two agendas, including:
• How governments in different regions see the connection between both agendas and how policy and regulatory efforts to advance anti-corruption can extend to promoting corporate respect for human rights
• Lessons from business on how integrating respect for human rights and human rights due diligence enhances overall supply chain risk management and the importance of a people-centred approach
• Lessons for the business and human rights agenda from various civil society-led efforts to address corporate-related corruption, including: work done to address beneficial ownership and anonymous shell companies; initiatives to promote integrity pacts and clean contracting in procurement; and efforts to seek remedy for victims of corporate-related corruption through legal avenues.
5 Tips To Manage Multi-Stakeholder Corporate Social Responsibility Initiatives
5 Tips To Manage Multi-Stakeholder Corporate Social Responsibility Initiatives
The opportunities to create a tangible distinction to the communities around U.S. are currently even additional among the reach of organizations. With the recent a pair of CSR tips coming back into play in Republic of India additional and additional organizations are involving stakeholders to have interaction and implement solutions on the bottom that bear on the lives of the many. but once…
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Focus on security also under new Net governance model: Ravi Shankar Prasad "Focus on security is the primary responsibility of governments." Reiterating India's support to multi-stakeholder model for governing Internet, Telecom Minister Ravi Shankar Prasad on Monday said there should be focus on security also which is the primary responsibility of governments.
Digital Disruption (and how it affects multi-stakeholder organisations)
In this our first post in a series about multi-stakeholder organisations we look at how digital disruption affects such organisations.
Digital disruption is all around us. Social media break down the relationships between individuals and firms, Blippar will change how we look and interact with the world and Uber might yet change our view on getting between meetings. But what does this mean for organisations that are complex, have multiple stakeholder groups and have embedded cultures that are the sum of those individuals?
LinkedIn has changed how we recruit. Here at Panlogic we no longer use recruitment companies. Our recent hires have either found us through our digital presence or we have sought out specialists using LinkedIn. Digital disruption for recruitment companies has meant a greater effort on service, more personal contact with their clients and less of the ‘spray and pray’ approach to their cold calling. That’s all to the good.
Inside an organisation rules and best practice around social media usage have needed to be developed. Does the CEO of a multi-national run their own ‘rogue’ Twitter account (“views expressed are purely my own...”) or is this run by the comms team? Do employees have open access to Facebook from their work computers and if so, how does this impact on their working day?
But beyond the more consumer end of digital disruption the way in which we work with digital media is disrupting our normal work patterns and norms. The 1990’s transformation from an Information Systems department to IT (Information Technology) has now been replaced by a similar migration of power and influence to digital comms. This macro departmental change signifies the move from fixed hardware to mobile and cloud systems, greater penetration of Google Docs, Dropbox, MailChimp and Salesforce.com.
The loss of hierarchical control has been noted by many but in its place has come greater individual responsibility and autonomy. This in turn has impacts on how we mentor and train our employees to ensure they feel comfortable making decisions which will impact on the reputation and visibility of our organisations. The increase in individual responsibility also connects to what Hofstede[1] called the ‘power distance index’. Hofstede studied how power was distributed across organisational units be that a family or workplace and looked at this by countries and cultures. Perhaps it is not surprising that the internet has had most transformational impact on those countries where the power index is low (UK, USA, Israel) which present power relations that are more consultative or democratic.
In our next article we will look at how such multi-stakeholder organisations promote themselves externally using their web presence and the challenge this medium presents.
[1] http://en.wikipedia.org/wiki/Hofstede%27s_cultural_dimensions_theory
