This presentation by the Italian NCP was made during the Promoting Responsible Investment in Myanmar Conference (4 March 2014, Yangon) at the session the opportunities for RBC in Myanmar. Find out more at http://mneguidelines.oecd.org/2014-conference-promoting-responsible-investment-myanmar.htm

1. .
THE ITALIAN NCP
AND THE IMPLEMENTATION
OF THE
OECD GUIDELINES

2. ITALIAN NATIONAL CONTACT POINT (NCP)
The Italian NCP is a simple and streamlined structure, organised within the
Ministry of Economic Development (MED):
the General Director for the Industrial Policy and the Competitiveness
The Secretariat, composed by one manager and civil servants
the NCP Committee, composed by representatives of the interested Ministries
and major national business associations, trade unions and stakeholders.
Tasks: propose surveys and studied on relevant subject matters, analyse and
discuss submitted specific instances and express opinions on the programme
of the NCP

3. ITALIAN NCP’S PRIORITIES
Outreach in non adhering Countries
 Visibility of the NCP and awareness raising on the OECD
Guidelines
Due diligence in the global supply chain and focus SMEs
Effective management of the specific instances

4. OUTREACH:
oECD- italian NCP joint project on myanmar
A major objective for the OECD and for adhering countries: spread
responsible business conduct globally in order to favour inclusive growth,
avoid negative impacts of irresponsible conducts and promote a level playing
field at international level
MYANMAR Project of the Italian NCP with the OECD
Target
To promote responsible business conduct and the Guidelines in
Myanmar, raising awareness on the OECD Guidelines in the institutions
and economic operators and supporting Burmese and foreign investors –
and specifically Italian investors - in Myanmar

5. Outreach:
oECD-Italian NCP joint project on myanmar
Symposium: "Myanmar. The New Asian Frontier “
October 23, 2013 - IN COOPERATION WITH THE ITALIAN
MINISTRY OF FOREIGN AFFAIRS
 strengthened political and economic cooperation between
Italy and Myanmar
 analyze the positive steps and the challenges that
Myanmar faces to reintegrate fully into the international arena
and in the public perception
 promote RBC and the Guidelines
 review of the development scenarios of Myanmar
Events in Myanmar: 1 and 4 March 2014

6. Visibility and awareness raising
Strengthening of NCP’s communication instruments
(website, paper booklets, events, meetings, workshops… )
In 2013…
10 seminars (organised)
2 international meetings
(co-organsied)
1 national exhibition cofunded
15 meeetings/webinar
(joined)
On
l
RB ine to
C a olk
wit
it b
nd
h
Ital good the G ased
ian
o
u
Ind pract idelin n
ice
ust
ry B s fo es
ran r
d
.

7. due diligence in the global supply
chaIn: WHY?
1 ) The e nte rp ris e s a re re q uire d to im p le m e nt a d ue d ilig e nc e s y s te m to p re ve nt /
m itig a te the ir a d v e rs e im p a c ts o n the m a tte rs c o ve re d by the G uid e line s
2 ) The e nte rp ris e s a re re q uire d to re s p e c t inte rna tio na l re c o g nis e d hum a n rig hts
whe re v e r the y o p e ra te
3 ) The d ue d ilig e nc e s ho uld inc lud e the e nte rp ris e ’s re la tio ns hip s with bus ine s s
p a rtne rs , e ntitie s in the s up p ly c ha in a nd a ny o the r no n-Sta te o r Sta te e ntitie s d ire c tly
linke d to its bus ine s s o p e ra tio ns , p ro d uc ts o r s e rvic e s

8. The global supply chain: conflict minerals
.
BACKGROUND
 OECD Due Diligence Guidance for responsible Supply Chains of Minerals from
Conflict-Affected and High-Risk Areas -Supplement on Gold - Downstream supply
chain
 Memorandum of Understanding among the Italian Ministry of Economic
Development, the Responsible Jewellery Council and Confindustria-Federorafi.
signed in May 2012, to collaborate in order to advance partners’ shared objectives
of improving social, environmental and labour practices and good governance in
the jewellery sector.
TARGET
 Raise awareness among Italian jewellery companies (gold sector)
 Foster the implementation and management of due diligence
What we did
 Survey on the level of knowledge and implementation of RBC within the jewellery sector
(es SMEs) and interviews to virtuous companies in order to codify the best practices
 Awareness raising seminars addressed to actors in the gold industry and in technical
training schools
 Building the capacity to conduct due diligence: handbook aimed at SMEs helping them
to implement guidance and standards (simplify the message with examples, suggestions
of practical actions on how to assess the risk etc.)

9. The Global supply chain:
NCP’s Actiion plan on BangladesH
Rhana Plaza collapse (24
April 2013)
OECD Secretary-General
statement on events in
Bangladesh(4 June 2013)
Statement by the National
Contact Points (25 June 2013)
1st OECD Global Forum on RBC
(26-26 June 2013)
NCP’s Action Plan on
Bangladesh
The NCP, with the approval of its Advisory Committee (17 July
2013), adopts an Action Plan on Bangladesh.
target
embark on a path on due diligence in the supply chain of the
textile industry along with the Italian companies directly and / or
indirectly – by a business relationship - involved in the tragedy
of the collapse of the Rhana Plaza plant in Bangladesh and
extend the experience to the textile sector
operational lines:
•Collection of experiences of the companies involved and
experiences more in general in the textile sector
•Identification of the difficulties in the supply chain of the textile
industry
•Selection of examples of problem-solving practice for risk
management
•Recommendations for the textile industry by the NCP and
dissemination of best practices

10. NCP’S FOCUS AND TOOLS FOR SMEs
.
• The we ig ht o f the SM s e c to r in te rm s o f num be r
E
o f firm s , e m p lo y m e nt a nd v a lue -a d d e d is hig he r in I ly tha n in m o s t o the r O ECD
ta
c o untrie s
• SM p la y a n im p o rta nt ro le in g lo ba l s up p ly c ha in
Es
• Fo re ig n inve s tm e nt by SM e nte rp ris e s ha s inc re a s e d a nd the s e e nte rp ris e s
Es
no w p la y a s ig nific a nt ro le o n the inte rna tio na l s c e ne
• SM d o no t ha ve the s a m e re s o urc e s a nd c a p a c itie s a s la rg e c o m p a nie s
Es
Guidance for SMEs
Key indicators
GOLD SECTOR
Guidance for SMEs
on due diligence
in the supply chain
Guidance for SMEs
on due diligence
in the supply chain
STEEL SECTOR
Set of RBC indicators
for businesses and as
a criterion of
preference in public
procurement and
incentives to SMEs
- INTEREGIONAL
PROJECT -
10

11. HOW WE MANAGE THE SPECIFIC INSTANCES: OVERALL VIEW
Specific instance to the NCP
The specific instance is
admissible:
the issue merits further
examination
Examination of the case
Counterparties replies
Investigating activities
Conclusion of the
examination of the case
Committee’s advice
Initial assessment
Eventual contacts with the
parties
Impartiality,
predictability, equity,
compatibility with the
Guidelines
The
consensual
solution is
constantly
seek
The specific instance is
inadmissible:
the issue doesn’t merit
further examination
The proceeding will not
be carried on
Publication of a statement
Parties’ agreement
Publication of a report
Absence of agreement
Publication of the NCP’s
statement
In calculating the terms of this procedure the initial day is not computed. The public holidays are
computed in the term. If the expiration day is a public holiday, the deadline is extended to the following
working day. When a term is calculated by months and years, the ordinary calendar is followed.

12. SPECIFIC INSTANCES: CONCLUSION
Parties’ agreement
Absence of agreement
Normally within 12 months from the beginning of the examination of the case, after due consultation of the parties on
the publication the General Director of the NCP issues:
A report illustrating:
The issues raised - The procedures the NCP
initiated in assisting the parties - When the agreement
• A statement that contains:
The issues raised -- The eventual recommendations
to the parties - The reasons for NCP’s decision
was reached - Information on the content
of the agreement insofar as the parties involved
agree thereto..
taking into account the advice expressed by the Committee
Agreed follow-up
The parties may also agree to seek the assistance of
the NCP in following-up on the implementation of the
agreement and the NCP may do so on terms agreed
between the parties and the NCP.
Appropriate follow-up
The NCP, when making recommendations to the
parties, may hold as appropriate to follow-up with the
parties on their response to these recommendations.
In that case, the timeframe for doing so should be
addressed in the statement.
Transparency is a general principle of conduct of the NCP in dealing with the public. However, there are circumstances
in which confidentiality must be protected. The NCP shall take appropriate measures to protect sensitive information of
companies. Similarly, other information, such as the identity of the individuals involved in the proceedings, remain
confidential.
During the proceedings, the nature of the works, including the facts and arguments of the parties is kept confidential.
However, their outcomes are, as a rule, transparent.

13. .
THANK YOU
National Contact Point
General Directorate for Industrial Policy and
Competitiveness
Ministry of Economic Development
Via Molise 2
00187 Rome
Tel:(39-6) 47052561
Fax:(39-6) 47052109
Email:pcn1@mise.gov.it
Web: http://pcnitalia.sviluppoeconomico.gov.it