TogeTher we are going To wipe ouT child and adolescenT sexual exploiTaTion alongside Brazilian roadways
Pact Compliance Follow-up Manual Together we are going to wipe out child and adolescent sexual exploitation alongside Brazilian roadways.
1 INTRODUCTION 3
2 BENCHMARK ROLE AND IMPORTANCE 5
3 ORIGIN OF BENCHMARKS 5
POLICIESANDMANAGEMENTPROCESSES 7
ENGAGINGDIVERSESEGMENTSOFTHEAUDIENCE 7
PRIVATESOCIALINVESTMENTANDCOMMUNICATIONPROCESSES 7
4 PROCESS OVERVIEW 8
5 STRUCTURE OF BENCHMARKS 10
MEASURINGSCALE 10
6 ENTERING BENCHMARKS 10
7 BENCHMARKS 11
7.1 MANAGEMENT POLICIES AND PROCESSES 11 1.CorporateValues 11 2.Mapsof“AtRisk”Areas 11 3.InternalPartnership 12 4.CorporateEducation 12
5.LearningProgram 12
7.2 ENGAGING DIFFERENT GROUPS IN THE AUDIENCE 12
6.EngagementfromTopManagement 12 7.FamilyInvolvement 13 8.EmployeeMotivationandParticipation 13
9.SupplierManagement 13
7.3 PRIVATE INVESTMENT AND COMMUNICATION PROCEDURES 14 10.Sensitivity 14 11.VisibilityofCommitment 14 12.Conselho de Direitos da Criança e do Adolescente (CDA)
[CouncilfortheRightsofChildrenandAdolescents] 14 13.PrivateSocialInvestment 15 14.ParticipationinPublicpolicies 15 15.CommunicationChannels 15 16.AudienceInterestCampaigns 15
TABLE OF CONTENTS
Benchmarksforcorporateparticipantsofthe“OntheRightTrackProgram”
Benchmark Manual
The Enfrentamento da Exploração Sexual de Crianças e Adolescentes (ESCA) [Fight Against Sexual Exploitation of Children and Adolescents] on Brazilian Roadways is the principal flagship of the Programa Na Mão Certa (OntheRightTrackProgram), which mobilizes companies and corporate entities to address this problem that affects thousands of children and ado-lescents in our country.
In order to accomplish this goal, the Corporate Pact Against Sexual Exploitation of Chil-dren and Adolescents on Brazilian Roadways has been established. It consists of seven com-mitments that companies/corporate entities will adopt upon adhering to it. By doing so, they will be contributing to eradicating this violation of human rights against children and adolescents.
A set of benchmarks has been created to support the companies/corporate entities in for-mulating a plan of action, define goals and follow up on the initiatives. It will also allow a general follow-up by the OntheRightTrackProgram, which will supervise the data and prepare confidential and consolidated reports that will be provided to all parties involved.
Apart from this evaluation, these benchmarks should also be looked at as a tool that may facilitate the systemization of initiatives, the exchange of experiences, and inspire others to join in the fight against child and adolescent sexual exploitation.
The reporting of benchmarks is a responsibility of the Focal Point, but it is a task that must be shared with the organization as a whole, and this shows the importance of promoting dialogue between all the different members of the audience with whom a company/corpo-rate entity is connected.
In order to begin this process of critical awareness enhancement, it is important that the company/corporate entity establish a dialog addressing the internal and external audience, in order to address the topic and the challenges it poses.
A good outline for this process is in the Commitment and Actions Guide: “Step by step – ten proposals to maintain the commitment with the Corporate Pact”. Other more detailed sug-gestions are offered in another document in the same Guide, entitled “Suggestions regard-ing each of the seven commitments of the Corporate Pact”.
1. INTRODUCTION
3
In order to facilitate this process, the model suggested is that the company/corporate entity form a committee made up of members representing various departments to support the Focal Point in putting into practice the commitments undertaken.
In addition to the Committee, it would be advisable to appoint a “re-editor” for each area, i.e., a person who can help improve dialog procedures and collect the data. This will contribute to implementing the actions, reinforcing the commitments undertaken under the Corporate Pact.
When the committee has been formed and the “re-editors” have been nominated, the company/corporate entity will then apply the benchmarks to define Ground Zero, which will signal the starting point for future actions and desired results.
Another hint is to follow the articles in the Electronic Bulletin of the OntheRightTrackProgram, which presents each commitment in more detail and offers both suggestions for actions and reflections on corporate management and the seven commitments of the Corporate Pact Against Sexual Exploitation of Children and Adolescents on Brazilian Roadways.
In addition to the documents mentioned above, the Guide contains a Glossary for a better understanding of the terms and expressions used as well as other materials that help to understand the topic.
The OntheRightTrackProgram wishes to know and acknowledge the good practices of your organization and share the learning with all the signatories.
This directly contributes to increase the fight against child and adolescent sexual exploitation along Brazilian roadways. We rely on your cooperation and commitment!
OntheRightTrackProgram.
* The Focal Point is the professional member of the company/corporate entity who, regardless of his/her area of activity, is respon-sible for the daily dialogue related to the On the Right Track Program. Some of his duties are: to advocate among the various areas and people involved so that the commitments assumed within the Program are carried out; to offer feedback to the different types of audience in the Program and to constantly interact with the Program’s team to resolve any question, need or suggestion originating from the company/corporate entity.
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2. BENCHMARK ROLE AND IMPORTANCE
The benchmarks of the OntheRightTrackProgram consist of pre-established parameters regarding the commitments undertaken by the signatory companies/corporate entities. Their main objective is to support them in developing assessment processes, systematizing the actions and initiatives performed, and also:
• Identifying “Ground Zero”, the stage at which the company/corporate entity was when it signed the CorporatePactAgainstSexualExploitationofChildrenandAdolescentsonBrazilianRoadways.
• Standardizing data, making it comparable, and assessing the actions, procedures and re-sults of the companies/corporate entities with respect to the commitments of the OntheRightTrackProgram.
• Being a supporting tool to the Focal Point in his/her managing and advocating the ac-tions based on the commitments undertaken by a company/corporate entity.
• Coordinating the reporting of the actions taken and the results obtained (systematiza-tion) by the company/corporate entity.
It is important to point out that upon becoming a signatory of the Program, the company/corporate entity must make an initial evaluation to define its Ground Zero. Afterwards, the best thing to do is to apply the benchmarks at least once a year.
3. ORIGIN OF THE BENCHMARKS
The benchmarks were based upon the following:
• The seven commitments of the OntheRightTrackProgram;
• The step-by-step rules found in chapter 3 of the Focal Point Guide;
• Relationship areas and audiences already existing in most companies/corporate entities;
• “Reference Sources” mentioned in chapter 8 of the Focal Point Index.
A set of 16 benchmarks was created based on this result, directly related to the various ar-eas and types of audience within the companies/corporate entities: Corporate guidelines, Management Processes, Employees, Suppliers, Consumers and Clients, Community, Gov-ernment and Society in a broader environment (see figure 3).
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Table1–BenchmarksReferenceMatrix
Apart from the relationship matrix, the benchmarks were grouped by topics, into three groups, according to the relation of the benchmark to structures within company/corpora-te entities (see Table 2).
Table2–Groupsofbenchmarkspertopic
Suppliers Community GovernmentandSociety
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
POLICIESANDMANAGEMENTPROCESSES
ENGAGEMENTOFDIFFERENTGROUPSWITHINTHEAUDIENCE
PRIVATESOCIALINVESTMENTANDCOMMUNICATIONPROCEDURES
SetofBenchmarksTopic
ConsumersandClientsEmployeesManagementCorporate
Guidelines
ReinforcescommitmentsunderthePact
Benchmark
1, 2, 3 and 4
1, 3 and 6
1, 2, 4 and 6
5
1, 2, 4 and 6
1
1, 2, 3 and 4
2 and 5
2 and 5
1, 2 and 5
1, 2 and 6
1, 2, 4 and 6
CorporateValues
Mapsof“AtRisk”AreasInternalPartnershipCorporateEducationLearningProgramEngagementbyTopManagementFamilyInvolvementEmployees’MotivationandParticipationSupplierManagement
Sensitivity
VisibilityofCommitments
PrivateSocialInvestments
CommunicationChannels
SupportfortheCDCA*
*Councils for the Rights of Children and Adolescents
ParticipationinPublicPolicies
AudienceInterestCampaigns
6
1, 2, 3, 4, 5 and 6
1, 2, 4, 5 and 6
1, 2, 3, 4, 5 and 6
1, 2, 3, 4, 5 and 6
1 - Corporate Values2 - Maps of At-Risk Areas3 - Internal Partnership 4 - Corporate Education 5 - Learning Program6 - Engagement by Top Management7 - Family Involvement8 - Employee Motivation and Participation 9 - Supplier management10 - Sensitivity 11 - Visibility of Commitments12 - Support for the CDCA* 13 - Private Social Investment 14 - Participation in Public Policies15 - Communication Channels16 - Campaigns of Interest to the Audience
Each group may guide the company/corporate entity on how to build and prioritize actions. This will help to establish the focus based on what the company/corporate entity does best or even to decide to prioritize to actions where it finds itself to be weakest.
Both ways are possible and will contribute in the fight of child and adolescent sexual exploitation along Brazil-ian roadways. What is really important is that is that the company/corporate entity has a focus and identifies the best way to organize and direct its actions based on its internal culture.
POLICIESANDMANAGEMENTPROCESSES
It is not possible to fight against child and adolescent sexual exploitation merely with public policies or actions by non-governmental organizations. Corporations must assume an important role in this challenge, and that is why it should include the topic in their corporate normative and management processes. This is crucial.
The more directly and clearly the problem is addressed, the clearer the stance and the capability to act and create procedures to influence decision-making will be. By doing so, companies/corporate entities will expand their possibilities of avoiding risks and incidents of child and adolescent sexual abuse in their value chain.*
By directly or indirectly including the topic in corporate education programs—generally passed on to em-ployees in training sessions, courses and other forms of professional qualification—is also an excellent tool to enhance awareness and help to fight the problem.
For example, during a training session on truck driver health and safety, the topic may be dealt with by pointing out the risks and problems caused by child and adolescent sexual exploitation along the roadways. The same line of thought applies to other areas, like marketing which, in addition to advertising the trademark, may also safeguard its reputation.
In this respect, multipliers play a strategic and fundamental role. In addition to delivering specific lectures on the subject, they may identify other forms of spreading efforts and influencing other areas.
ENGAGINGDIFFERENTGROUPSWITHINTHEAUDIENCE
The involvement of all types of audience relations within the company/corporate entity (employees and their families, third parties and suppliers) is a fundamental strategy in the process of confronting child and adolescent sexual exploitation.
Thus, creating procedures and ways to get closer to people and dialoguing with everyone is of utmost importance. There are many ways in which this can be achieved: lectures, meetings, and chat groups, among others.
PRIVATESOCIALINVESTMENTANDCOMMUNICATIONPROCEDURES
Communication is one of the main tools for drawing people’s attention to the problem, as it gives visibility to Program Com-mitments, and creates channels for a company/corporate entity to interact with the various groups within the audience.
Many companies are already investing in projects and social actions. By participating in the OntheRightTrackProgram, many of them will have the opportunity to align their investments and include the fight against child and adolescent exploitation in their private social investment strategies.
Besides making direct investments in social projects, participating in community forums, interacting with the Councils for the Rights of Children and Adolescents and supporting audience interest campaigns are other means for a company/corporate entity to significantly contribute to taking on the issue.
*In a broader context, the value chain must be understood as the set of related activities developed by the company/corporate entity to meet the needs of clients and stakeholders. This concept arises from the relationships between suppliers and production and sales cycles up to product distribution to the end consumer.
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4. PROCESS OVERVIEW
Figure1–ApplicationcycleandforwardingbenchmarkstotheOntheRightTrackProgram
The namaocerta.org.br website includes a restricted-use section in which the electronic form is available. All the Focal Point has to do is to duly complete the form with the bench-marks and send it to the OntheRightTrackProgram.
As mentioned previously, the information will be merely used in a consolidated and statisti-cal manner, thus ensuring confidentiality.
Apart from sending the result of the evaluation to the OntheRightTrackProgram, it is im-portant that the company/corporate entity also share its progress internally and externally.
This practice values the efforts of the company/corporate entity and also encourages others to take part in the fight against child and adolescent sexual exploitation along Brazilian roadways.
The cycle to apply the benchmarks is simple: Upon adhering to the pact, the company/corporate entity will have two months to organize and determine its Ground Zero. The company/corporate entity will have the total support the OntheRightTrackProgram staff in this process.
After identifying its Ground Zero, the company/corporate entity will be able to create an action plan including goals and objectives.
One year from Ground Zero, the Focal Point will conduct a new assessment, compare re-sults, and send it to the OntheRightTrackProgram (see Figure 2).
THECYCLEBEGINSAGAINPACT
SIGNATURE
GROUNDZEROISFORWARDEDWITHIN
TWOMONTHS
BASEDATEISDEFINED(EG.:JUN/2008)
ONEYEARTORUNTHEPROGRAM
JUL/2009NEWASSESSMENT
ISFORWARDED
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Figure2-CompleteViewofBenchmarksApplicationFlow
In reapplying the benchmarks, the company/corporate entity may note that certain initia-tives were de-centralized, reaching only certain regions/branches. Even though this may have occurred, it is important that these initiatives be identified and reported in the bench-mark forms, which have specific fields for this purpose.
•■Guidesthecompany•■Producesmaterial•■Supportstheorganization•■Supportstheactionplanpreparationprocess•■Accompaniesactionplanprogress
CompanysignsthePact
CompanyreportsresultsofbenchmarkstoProgram
Ayearlater,companyreappliesthebenchmarks
Programreturnsresultstocompanies,suppliers,clients,civilsociety,andmedia.
CompanyappliesbenchmarkstodetermineGroundZero
ONEYEARPERIOD
THEPROGRAMCompanylooksfortheProgram
CompanyimplementsactionsCompanydevelopsanactionplan
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5. BENCHMARK STRUCTURE
The benchmarks consist of four types of questions:
•Binary:made up exclusively of two alternative replies: YES or NO. These questions try to identify the existence of some type of action developed by the company/corporate entity, or any process or norm established by it.
• Multiple-choice:allows choosing one or more alternative/s for one question, and attempts to identify the diverse types of audience targeted by the actions, processes or norms.
•Selective:allows choosing only one option to identify the depth a certain action, process or norm is able to reach.
•Dissertative:allows producing a qualitative report of the action, process or norm, for reinforcing the assessment. They can also be used as guidelines to systemize the group of actions.
MEASURINGSCALE
The benchmarks are not meant for specifically focusing on the positive or negative evaluation of the results, but rather on actions process, so that companies/corporate entities may determine the progress made and determine which steps it is ready to take next.
Measurement result is based on a 4-stage evolution scale: Stage 1 (Initial); Stage 2 (Intermediate); Stage 3 (In progress) and Stage 4 (Advanced), including the general description of the situation in which the company/corpo-rate entity finds itself, according to the stage it reached.
6. ENTERING BENCHMARKS
Prior to entering the benchmarks, it is important that the Focal Point draw a map of the assistants directly involved in the process. This will help the company/corporate entity to have a historic memory that may be considerably helpful in future evaluations.
Evolutionarystages
Stage1 Stage2 Stage3 Stage4
Table3–Measuringscale
Table4–Mapoftheassistantsinvolvedintheprocess
NameBenchmarkFocalPoint
Assistantsinvolved
Area E-mail
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The company identifies the challenges of the Program and its forms of contribution.
The company understands the challenges and finds ways to contribute in meeting the commitments related to some initiatives at an initial stage.
The company understands its responsibility and begins to incorporate the challenges and also to structure some actions to confront child and adoles-cent sexual exploitation.
The company performs actions and initiatives in line with the commitments un-dertaken under the Program and incorporates them into management processes.
1.CorporateValuesDo the organization’s values, policies and/or norms include topics related to safeguarding the human rights of children and adolescents and stress the endeavors to fight against sexual exploitation?
Describe how the topic is handled within the organization and if guidelines and norms are
included.
If the topic is included in guidelines and norms, describe in which ones
it was included and in what manner.
If the guidelines and norms are included, also describe how they are handled: in an encompassing
manner, indiscriminately valid throughout the whole organization; or they are handled in a man-
ner specific to each region; or they only cover some branches/regional offices/specific areas.
2.Mapsof“AtRisk”AreasDoes the organization map and monitor the probability of sexual exploitation of children and adolescents in its value chain?
7.1MANAGEMENTPOLICIESANDPROCESSES
If the organization does not see the need to do so, what would the reason for that be?
If “at risk” areas are mapped and/or monitored, how is this done? Also specify whether the mapping or monitoring is made in all main units of the company/corporate entity or in specific regional offices/branches?
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The form is to be filled out on-line, directly on the www.namaocerta.org.br website. All com-panies that adhered to the Pact previously to 05/31/08 must have completed the form for the first time (Ground Zero) by 08/31/08. This step must be repeated after 12 months. For the new signatory companies, which have adhered to the Pact after 05/31/08, the first comple-tion must be made in no more than sixty (60) days after adhering to the Pact.
After forwarding the correctly completed on-line benchmark forms, the Program Coordinator sends an e-mail reply to the person in charge of reporting the measurement results.
Below are the benchmarks to be reported:
7. BENCHMARKS
No, the organization does not see the need to do so.No, the organization recognizes that it is important, but is not yet ready to deal with that.No, but it is already preparing a risk situation chart.Yes, but it only maps and/or monitors a few regions/branches.Yes, it maps and/or monitors all units, but only internally or externally.Yes, it maps and/or monitors all units, internally and externally.
Cannot see how this topic can be incorporated to values, policies and norms.No mention of the topic is made, but a discussion has already been started within the company and personnel seem to be interested in the matter.Yes, the rights of children and adolescents are expressed, but the fight against sexual exploitation of children and adolescents is not highlighted. Yes, the issue is discussed and efforts to fight child and adolescent sexual exploitation are reported.
6.EngagementbyTopManagementDo/does the Focal Point and/or the committee perform actions to make people sensitive to the problem, and mobilize its top management to realize how important it is to fight child and adolescent sexual exploitation?
4.CorporateEducationDoes the organization address the topic of the rights of children and adolescents including the question of sexual exploitation in its activities for the education, training and/or empowerment of its personnel?
TargetAudience
Quantityoftraining
sessionsheld.
If yes, for which audience?
5.LearningProgramDoes the Company comply with Brazil’s Learning Program (Law No. 10,097/2000) in such a way as to contribute to the fight against sexual exploitation of children and adolescents?
If yes, in what way is the Learning Program used to draw attention to the rights of the chil-dren and adolescents in a community to avoid sexual exploitation?
If the answer is yes, how is this dialog carried out?
What are the sectors of the audience that participate in it?
How is this dialog established? Is it regional or is done throughout the organization?
If possible, quantify the volume and quantity of actions. What results have been noticed?
3.InternalpartnershipDoes the organization promote internal dialogs with its different areas for a better under-standing of the theme and identify risks and opportunities to spread the fight against child and adolescent sexual exploitation?
Yes No
Howisenrollmentmade?
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Whatresultshavebeennoticed?
7.2ENGAGEMENTOFVARIOUSGROUPSWITHINTHEAUDIENCE
Yes No
Yes Not applicableNo
Assistants in generalOnly in some branches/ regional offices Specific areas ManagersSuppliers
If yes, how was top management made aware of the problem?
How many actions have been taken: ( ____ )
7.FamilyInvolvementHas the organization developed actions involving the truck drivers’ families in order to stress and strengthen family values and links?
If yes, how has this been done? What results have been noticed?
8.EmployeeMotivationandParticipationDoes the organization encourage or create initiatives in which employees can voluntarily participate so that they may also contribute to the crusade against child and adolescent sexual exploitation?
If yes, how is this done?
How many employees take part in them?
What is the result reported by employees?
9.SupplierManagementDoes the organization include the topic in administrative and decision-making processes and in its business relationship with suppliers?
If yes, how is this done?
Any other methods? Describe
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Yes No
Yes No
Yes Not applicableNo
How many transportation suppliers does the company
operate with?Out of these, how many are
signatories of the Pact?
No, top management is still not involved in the actions of the Program and is rather distant from the topic.No, but a strategy is being devised to involve top management.Yes, top management is aware of the problem, but has not yet contacted their peers or subor-dinates on this matter.Yes, top management is aware of the problem and has mobilized their peers and subordinates; it has included the topic on the agenda and has been following up on the actions developed, but it has not yet dialogued with other organizations within the company’s value chain.Yes, top management is aware of the problem, is committed, and is joining forces internally and externally to address this problem.
By including contract clauses textually expressing rejection child and adolescent sexual exploitation.In addition to contractual clauses, compliance with the clauses is periodically ascertained.Besides following up on compliance, dialog or suggestion channels have been made avail-able to suppliers which help to fight child and adolescent sexual exploitation in the chain of suppliers.In addition to following up on compliance and relying on dialog/suggestion channels, there is some incentive or special methods for assessing the actions and initiatives conducted by sup-pliers for protecting the human rights of children and adolescents.
12.SupporttotheConselhos de Direitos da Criança e do Adolescente (CDCA)[CouncilsfortheRightsofChildrenandAdolescents]:Does the Organization support the Councils for the Rights of Children and Adolescents in confronting sexual exploitation?
Any other methods. How?
11.CommitmentVisibilityDoes the organization publish its adherence to the Corporate Pact of the OntheRightTrackProgram?Ifso,towhattypeofaudience?
10.SensitivityDoes the organization develop initiatives to make people sensitive to and aware of the prob-lem? If yes, for what kind of audience?
Audience Howaretheyconducted?
Howfrequentlyarethey
conducted?
AudienceaddressedHowhasthisbeendone?
Howfrequentlyhasthisbeendone?
Whatresultshavebeennoticed?
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Whatresultshavebeennoticed?
Howmanypeopletook
partinthem?
7.3PRIVATESOCIALINVESTMENTANDCOMMUNICATIONPROCESSES
Yes No
Top ManagementAll employeesSpecific areasOnly with some branches/ or regional offices SuppliersTruck driversOthers
All employeesOnly in some branches/ regional offices Specific areasAdministratorsSuppliersCustomers and consumers CommunityTruck driversOthers
By donating monies to the Fund for the Rights of Children and Adolescents in order to support the initiatives against child and adolescent sexual abuse.By directly taking part in meetings or campaigns held by the Councils for the Rights of Children and Adolescents against child and adolescent sexual abuse.By mobilizing employees, communities, suppliers, customers and other partners and prompting them to donate monies to the Fund for the Rights of Children and Adolescents against child and adolescent sexual abuse.
16.AudienceInterestCampaignsDoes the organization support or take part in audience interest campaigns, apart from those al-ready promoted by the OntheRightTrackProgram in favor of children and adolescents subject to sexual violence?
15.CommunicationChannelsDoes the organization have or maintain channels to report incidents, suggestions or criti-cism in relation to child and adolescent sexual abuse?
All employeesOther companiesClients and consumers
All employeesCustomers and consumers
14.ParticipationinPublicpoliciesDoes the organization take part in forums, councils, associations or other forms of discussion on public policies that address the rights of children and adolescents?
If yes:
Which?
How?
Does it include the topic of confronting child and adolescent sexual exploitation?
If yes, what type of audience do they target?
If yes:
What channels are these?
How are they advertised and/or accessed?
What results have been noticed?
How many accesses or returns have you had?
Addressed to what kind of audience?
If yes, which ones? Describe the campaigns.
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If yes, what projects or initiatives are supported? What results have been noticed?
13.SocialPrivateInvestmentDoes the organization invest in projects or social actions that contribute to the fight against sexual violence to children and adolescents?
Yes No
Yes No
Yes No
Yes No
SuppliersCommunity
SuppliersCommunityTruck drivers
Strategic Partnership Technical Partnership
