AACCLA Best Practices Manual - Association of American

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Best Practices Manual
Association of American Chambers of Commerce in Latin America
2010
TABLE OF CONTENTS
ABOUT AACCLA.........................................................................................................................1
BOARDS OF DIRECTORS...........................................................................................................3
BUSINESS VISAS ........................................................................................................................13
COMMITTEES.............................................................................................................................17
CORPORATE SOCIAL RESPONSIBILITY .............................................................................22
DISPUTE RESOLUTION ...........................................................................................................29
EXTERNAL RELATIONSHIPS.................................................................................................31
MATCHMAKING SERVICES...................................................................................................34
MEMBERSHIP.............................................................................................................................39
OVERSEAS ADVISORY COMMITTEE (OSAC) ....................................................................44
STAFFING AND VOLUNTEER LEADERSHIP.....................................................................46
SUPPORTING THE CHAMBER...............................................................................................50
TRADECENTER / INFOCENTER ...........................................................................................54
WEBSITE ......................................................................................................................................57
MEMBER SERVICES ..................................................................................................................61
APPENDIX A: INTERNAL COMMITTEE RULES ................................................................64
APPENDIX B: MATCHMAKING BROCHURE....................................................................80
APPENDIX C: CORPORATE SOCIAL RESPONSIBILITY PROGRAMS...........................81
APPENDIX D: CODES OF CONDUCT..................................................................................88
ABOUT AACCLA
For nearly a century, the American Chambers of Commerce (AmChams) have been the most
influential voice of U.S. business in Latin America and the Caribbean. Today, joined together in
the Association of American Chambers of Commerce in Latin America, these 23 AmChams
represent more than 20,000 companies and over 80 percent of U.S. investment in the region.
Acting in partnership with the U.S. Chamber of Commerce — the world’s largest business
federation — AACCLA has become the premier advocate for U.S. business in the Americas.
MISSION STATEMENT
The Association of American Chambers of Commerce in Latin America advocates trade and
investment between the countries of the region and the United States through free trade, free
markets, and free enterprise.
CORE VALUES
AACCLA is guided by certain core values which form the foundation of both its mission and its
trade and investment advocacy. AACCLA believes that:
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The rule of law and freedom of choice, both in economics and politics, are basic
rights that every country in the hemisphere should grant to its citizens.
Economic growth is the key to improving social well-being — and therefore, the
continued health of democracy — throughout societies.
The economic activity of the private sector, including trade and investment, is the
principal instrument of economic growth.
Corporate social responsibility and sustainable development are vital to improving
long-term social and economic conditions.
AACCLA PROGRAMS
AACCLA organizes a variety of programs and services to member AmChams and companies
that are looking to the markets of the Latin American and Caribbean region. AACCLA serves
as:
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A reliable source of information on regional trade and investment issues.
A critical point of communication between the AmChams, members of the U.S.
Chamber of Commerce, as well as governments in the United States and Latin
America and the Caribbean.
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A vehicle for companies based in the United States to access a business network
throughout the Hemisphere.
AACCLA’s conferences provide an opportunity for face-to-face interaction with executives and
government officials across Latin America and the Caribbean.
Individual AmCham
membership directories also provide detailed information on companies throughout the region.
AACCLA’s member AmChams publish business magazines written by experts who provide
country-specific analysis of trade and investment opportunities — a valuable source of targeted
business intelligence.
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BEST PRACTICES MANUAL
BOARD OF DIRECTORS
These guidelines provide “best practices” arising from the experience of American Chambers of
Commerce (AmChams) throughout Latin America and the Caribbean, in order to assist all
AACCLA affiliated chambers in improving performance and increasing affiliate satisfaction.
I- GOVERNANCE
The Nature of an AmCham
An American Chamber of Commerce abroad is an independent, non-governmental and
nonpartisan, not-for-profit bilateral institution.
These voluntary associations consist of U.S. enterprises and individuals doing business in a
given country, firms and business executives of that country who operate in the United States,
and companies from third countries operating in the host country. As members of the U.S.
Chamber of Commerce, AmChams benefit from innumerable services and privileges adhering
to U.S. Chamber membership.
AmChams are formed to advance the interests and views of U.S. business overseas, to uphold
the highest standards of commercial practice, and to interpret the point of view of other
countries to the American business public. Through AmChams, business executives of the
United States and host countries come together to promote their mutual interests.
Mission
The mission of an overseas AmCham is to promote economic relations between the host
country and the U.S. through trade and free enterprise, and to further the legitimate general
interests of its members.
The typical major activity of an AmCham is to provide services to member firms and business
executives who support the organization. Typical AmCham services include:
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Advocacy activities before local and U.S. government on relevant issues impacting
members;
Business facilitation services, including business appointments, trade missions, and
market research;
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Business opportunities, including export-import trade leads, business and
government procurement information;
Seminars and workshops on relevant business themes;
Development of initiatives and policies to improve competitiveness and the business
environment in the host country;
Breakfast, lunch, and dinner meetings featuring U.S. and foreign business leaders
and officials;
Periodic news bulletins and other publications;
Information clearinghouse on trade, investment, and commerce;
Business visa services;
Information center for customs, duties, tariffs, and regulations;
Library and reference facilities for member use; and
Participation in activities of the U.S. Chamber.
Vision
AmChams believe economic development is essential to social progress and well-being.
AmChams consider that the key to economic development is individual effort and initiative by
each member of society. They consider the rule of law, respect for property, and individual
freedoms as basic human rights to be guaranteed by all authorities.
Incorporation
AmChams abroad incorporate under the laws of the host country, with which they must
comply. AmChams abroad must also comply with the “Principles to Govern American
Chambers of Commerce Abroad” as approved by the U.S. Chamber of Commerce in 1947 and
subsequently amended in 1981. These principles were developed at the request of, and in
cooperation with, the AmChams. Members of AACCLA must also comply with the standards
of the Association.
Membership
AmCham members are companies and individual business executives that operate on a
binational or multinational basis. They join efforts in order to promote trade and investment
between the host country and the United States as a source for increased economic
opportunities and equitable development, as well as reducing unemployment and poverty, to
the benefit of both nations.
Firms and business executives may join an AmCham to enhance community goodwill, without
expectation of immediate individual benefit. Others may join for the services they may expect
from the chamber, which vary according to their requirements. Most companies join AmChams
for the same reason they join local chambers in the United States—to meet people, make
business contacts, and exchange information useful to their business. In addition, U.S. concerns
often need special assistance in foreign countries where the language, laws, regulations, and
customs may be unfamiliar.
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Rules for Admission
Successful AmChams maintain transparent rules for member admission designed to
ensure quality membership and a community of shared values aligned with the
general objectives of the institution. Most AmChams prefer quality membership to
quantity and have established screening processes through Membership Committees
that ensure the participation of companies that add value to its operation and
maintain high ethical standards both in business and the community.
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Procedures for Expulsion
Membership in an AmCham is generally renewed annually with the payment of
dues, and AmChams usually have the ability to discontinue membership
automatically on an administrative basis. Other forms of expulsion generally involve
ethical issues that are decided in a fair and transparent manner by a Membership
Committee or similar committee of the Board of Directors.
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Differentiated Membership Guidelines
Some AmChams have different membership categories according to company origin
and type of activity. In establishing separate categories, rights and responsibilities,
AmChams set clear, transparent, and invariable rules for classification, and fully
disclose these rules to all interested parties. Active membership should consist of
American citizens and American controlled firms, and citizens and firms of other
countries who are engaged in commercial trade between the United States of
America and the country in which the AmCham is located, and who are in
agreement with the policies of the U.S. Chamber of Commerce.
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Relationship with the U.S. Government
Close contacts should be maintained by AmChams with the representatives of the
U.S. government. The sympathy and support of the U.S. government and its
representatives should be accorded to all American Chambers of Commerce abroad
that conform to the established standards in the conduct of their operations.
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Are Members Shareholders or Adherents?
Members of AmChams are companies and individuals that choose to support the
aims of the Chamber and derive the benefits of membership. They voluntarily join an
existing institution; they do not acquire stock and as such are considered adherents,
as opposed to proprietors.
II- OPERATIONS
AmChams represent the highest percentage of U.S. businesses operating in and with the host
country, and hold the interests of these members foremost in establishing policies and priorities.
AmCham operations maintain transparency, fairness, objectivity, and balance, while striving for
the highest possible degree of professionalism.
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III- FUNDING
AmCham financing is a product of member dues and Chamber operations. AmChams should
take careful consideration before accepting financial aid from any government, since such aid
inevitably carries a degree of governmental supervision and control, and such supervision and
control are neither desirable nor consistent with the independence considered essential for
American commercial organizations. No subsidies or contributions should be accepted from
any source which would tend to prevent AmChams abroad from having the freedom of action
which is necessary in the promotion of Chamber interests in general. In the event of accepting
funds from governments, AmChams should use the funding for specific projects and not to
support the general operations of the AmCham.
Each AmCham Board should determine the degree and conditions in which it accepts funding
from multilateral agencies or other institutions for joint projects or contractual responsibilities.
In any event, no project or contract should compromise the independence of the institution.
IV- AMCHAM STAFF AND VOLUNTEERS
AmChams are institutions made up of volunteer members, institutions, and, on an occasional
basis, individuals1, and managed by a professional staff. A clear understanding of the roles of
volunteers and the professional staff is the key to the success of an AmCham.
Chamber volunteer leaders and officers work with Chamber staff through the CEO / Executive
Director, or staff members designated by this individual, in order to carry out Chamber
strategies. It is a basic rule of AmChams that all volunteers adhere to an established chain of
command in order to guarantee efficiency, coordination, and balance in the execution of
Chamber policies.
V- VOLUNTEERS
Volunteers are all unpaid individuals who take an active part in Chamber activities.
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Roles and Responsibilities of Volunteers
The main role of an AmCham volunteer is to support the institution and its staff
through initiatives, ideas, and/or financial contributions. Successful AmChams have
a broad variety of members that contribute effectively to institutional development
with talent and initiatives. Ensuring genuine volunteer participation in Chamber
activity and rotating responsibilities are basic traits of a successful AmCham.
AmCham volunteer members, both business organizations and individuals, are
stakeholders as opposed to shareholders.
VI- BOARDS OF DIRECTORS
The Board of Directors is entrusted with the highest responsibility for Chamber affairs and full
representation of member interests; as such, it holds a position of trust that calls for the
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Unlike Chambers of Commerce in other parts of the world, membership is not limited to companies.
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strengthening of Chamber values and practices, maintaining transparency, fairness, objectivity,
and balance, and striving to obtain the highest possible degree of staff professionalism.
As the number of American citizens working for U.S. business abroad continues to decline, the
U.S. Chamber has taken into account the fact that today many American firms abroad are
represented by non-American citizens.
Therefore, the following organizational characteristics have been deemed acceptable in
accordance with the current interpretation of the “principles”:
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AmChams may have a majority of non-U.S. citizens on their Board of Directors as
long as a majority are representatives of U.S.-controlled firms;
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AmChams need not have U.S. citizens serving simultaneously as President and First
Vice President as long as the AmCham bylaws require alternating the citizenship of
the President (American vs. non-American) every other year; and
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AmChams may have non-U.S. citizens serving simultaneously as President and Vice
President as long as one is a representative of a U.S.-controlled firm and the Board
approves the nomination in advance.
The constitution and bylaws should provide that any questions of policy or any proposed
amendments should be approved by the Board of Directors before acted upon.
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Board Selection/Election Procedures
Selection of Board members is best achieved through transparent processes that lead
to the identification of individuals most closely aligned with Chamber values and
most able to contribute ideas, resources, and prestige to the achievement of Chamber
objectives. Procedures ensure the best and broadest identification of candidate
options within membership.
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Nomination Procedures for Board Members and Officers
AmChams generally entrust the nomination of new Board members and officers to
Nominating Committees that are designated by the Board of Directors and generally
comprised of current Board members and senior staff, as well as former officers.
Transparency in the selection of Directors and officers is the hallmark of AmCham
nominating procedures and requires that members of Nominating Committees fully
disclose to the Committee all business or other links to prospective nominees.
“Old-boy” networks within Chamber leadership are discouraged in order to achieve
the benefits of broadened volunteer participation.
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Voting Procedures
Voting procedures vary with Chamber bylaws. However, consensus is typically
sought for the selection of the best candidates to serve on Boards and as officers. As a
general rule, adversarial campaigns have a negative effect on Chamber activities, and
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volunteers who actively seek to obtain office either as Directors or officers are the
least suited for such responsibilities.
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Board Composition and Terms
The profile of companies most suitable for representation on an AmCham Board is a
key consideration in the selection of Board candidates. While the number of Board
members and the terms that they serve vary, most AmChams have specific
provisions outlining the specific numbers, as well as term limits, to ensure regular
rotation of Board members.
Keeping the “Am” in “AmCham” is fundamental. Accreditation guidelines for
AmChams established by the U.S. Chamber of Commerce require that a majority of
Directors represent U.S.-controlled firms as a reflection of the unique mission of
AmChams as representatives of U.S. investment overseas and promoters of closer
trade ties with the United States.
The ability to influence U.S. policymakers is particularly important, as influence in
Washington usually translates to credibility and clout in the AmCham’s host
country.
Given the strong advocacy focus of most AmChams, the ability of a company to
exert influence locally through official contacts, or a positive image in the media can
be a plus for the organization as a whole.
Former presidents are given appropriate recognition and their experience is a
valuable asset as advisors, but they have no proprietary rights, and their presence at
Board meetings should never “crowd out” renewed corporate leadership.
If regional offices exist, the branches’ Chairs or Presidents of the board should be
members of the national Board of Directors in order to ensure adequate
communication and coordination in strategies and policy development.
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Balance
The AmCham’s influence will benefit from the inclusion of companies drawn from a
diverse range of economic sectors. Having respected blue-chip U.S. and local
companies on their Board is the most important element in their success.
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Board of Directors or Board of Trustees?
Whatever the title, a member of an AmCham Board, although typically elected by
the general membership, holds a position of public trust as opposed to the
proprietary status accrued to Directors in a private company.
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Director Profiles
Attracting the best individuals to serve on an AmCham Board of Directors is just as
important as getting the right profile of companies. The willingness of corporate
executives to make a significant personal commitment to the AmCham is a key
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criterion for selection to a Board; and a Director’s willingness to assist in recruiting
new members or lead special projects can be a tremendous advantage.
It is imperative to attract highly ethical business leaders to serve on the AmCham
Board. Individuals with a political background or a partisan agenda are often
unsuitable for Board membership.
Consultants and other providers of professional services are often useful, but should
only be part of a Board of Directors when they have a demonstrable sensitivity to
issues involving conflicts of interest. As previously mentioned, as a general rule
members that campaign to obtain positions on a Board or as officers are the least
desirable choices for such positions.
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Chairperson and Officer Profiles
The Chairperson is generally the chief officer of the American Chamber and provides
the main operating link between the Board of Directors and the professional staff,
through the CEO.
AmCham Chairpersons and officers hold office for one and not more than two years,
and are therefore entrusted with the responsibility of upholding Chamber practices
and institutional culture during his or her tenure.
Elected officers in AmChams hold honorary responsibilities of trust, not proprietary
functions. Board membership is an honor that provides prestige, which often has
positive repercussions for the professional development of Directors.
VII– PRESIDENT
The AmCham President is in charge of providing leadership and visibility to the Chamber and
the CEO. Among his or her main responsibilities are:
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Establishing the strategic direction for the Chamber,
Setting the agenda for the Board and Executive Committee,
Maintaining and strengthening the image and visibility of the Chamber with the
media, authorities, and the U.S. and host country business communities, and
Providing leadership to the Board, the Executive Committee, and committee Chairs.
VIII- STRATEGIC PLANNING
AmChams have a clear identity and a mission that is periodically updated through a strategic
planning process that provides a level of focus beyond what appears in the bylaws. An
examination of the mission can be the ideal starting point for any discussion of what sort of
Director is most appropriate – or what exactly Directors should do.
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IX- STAFF
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Roles and Responsibilities of Staff
AmChams entrust the execution and continuity of operations and policies to
professional staffs that are fully qualified, empowered, and appointed by the Board
to carry out their mandate, following guidelines set during strategic planning
processes.
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CEO Profile
AmCham CEOs (sometimes called Executive Directors) have high community
prestige, administrative ability, and a talent for communication at all levels. The
ability to work well with professional staff and rotating volunteer officers is essential
to the success of an AmCham CEO. CEOs are usually ex officio members of the Board
of Directors and all Chamber committees.
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CEO Selection and Compensation Procedures
CEOs are appointed by the Board of Directors of an AmCham, usually on a
contractual basis, and serve at the discretion of the Board. Selection of CEOs is
generally entrusted to a Search Committee made of up of senior volunteers, often
assisted by professionals. Compensation policies are set at the outset and reviewed
periodically by the Board, or by a committee specifically charged with the
responsibility of executive retention. At no time is CEO retention or compensation
contingent on the decisions of individual volunteers who serve as officers on a
temporary basis.
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CEO Oversight Procedures
The correct balance between an adequately empowered and fully qualified CEO and
the Board of Directors is essential to the success of an AmCham.
Boards of Directors generally entrust oversight to Executive and/or Management
Committees that work closely with the CEO to ensure the best execution of priorities
established by strategic planning processes, as well as optimal administration of
Chamber resources.
The Chamber’s Chairperson is the principal officer charged with CEO oversight, and
best results are based on open and close teamwork between the Chairperson and the
CEO.
Boards of Directors are obligated to name external Auditors to monitor proper
administrative performance by the CEO and receive their reports.
X- EXTERNAL RELATIONS
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Relations with Host Country and U.S. Authorities
AmChams are completely independent of governments and domestic business
institutions. They do not take part in partisan politics of any nature in either the host
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country or the United States. In promoting bilateral economic objectives and member
interests, they at all times uphold the highest standards of commercial practice.
AmChams maintain permanent communication with authorities at all levels of both
nations in order to promote their objectives, acquire operating information for
member companies, and represent their legitimate interests. The AmCham facilitates
bilateral communication and understanding between both nations in order to ensure
a positive environment for economic development and further integration for
mutual benefit.
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Relations with U.S. Embassies
Although AmChams are independent of either government, the most successful
Chambers develop open cooperative relations with U.S. embassies in the host
country in representation of member interests. They often develop joint programs in
areas of practical interest, such as expedited issuance of business visas. In addition,
the U.S. Ambassador in the host country often sits on the AmCham’s Board of
Directors.
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Relations with Regional Offices
In larger countries, AmChams either operate or authorize the operation of regional
offices or committees that can best serve members in the different regions. Regional
operations or branches share the same objectives and priorities as the principal
Chamber. Except in special situations, the U.S. Chamber of Commerce recognizes
only one Chamber as the legitimate AmCham in each country. It is suggested to
develop a governance process for branches or regional offices, including strategic
and administrative/operational guidelines.
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Relations with Local Business Organizations
An effective AmCham transmits the most up-to-date “best practices” within U.S.
Chambers to the host community business organizations by setting examples in its
own operation and through programs directed at members and the community alike.
XI- ADVOCACY
AmChams contribute experience and information to the formation of public and economic
policies in a balanced and objective manner that is institutional, transparent, pragmatic, and
non-doctrinaire, in order to seek the best possible conditions for binational trade and
investment. AmChams seek practical solutions to structural and economic difficulties, and
strive to become a part of the solution instead of the problem.
Policy issues are set forward objectively, on the merits of each issue, with special care to avoid
political or personal controversy with other groups, organizations, or personalities.
AmChams should not be placed in, or assume, the role of a “special pleader” on behalf of a
particular industry or geographical area. In addition, AmChams should avoid intervention in
narrow issues of intra-industry nature, such as matters that concern only a particular group or
segment within an industry. If consensus cannot be reached among relevant committees or
members, a mechanism should be in place to make the decision to take on or abandon the issue.
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In reflecting member interests within the host country, AmChams give special attention to
compliance with established corporate standards in the United States in matters such as abiding
by laws, transparency, ethics, and corporate social responsibility. U.S.-based corporate values
always apply in operations abroad.
AmChams generally approach advocacy in areas of general policy and principle, and do not
engage in representing the interests of specific affiliates, except in matters of a general nature
and at the request of the member involved, preferably in writing and with the approval of
corporate headquarters wherever applicable. In representing specific cases, an AmCham should
avoid conflicts of interest with other members, and comply with legal and ethical standards. In
conflicts of interest between members, AmChams should either promote conciliation and
arbitration, or abstain.
XII- INFORMATION
An AmCham informs members, public opinion, and all business sectors on the benefits and
opportunities in bilateral economic relations and conditions that influence them. It generates
objective and balanced information on economic and operating conditions in both nations in
order to facilitate planning and evaluation of business decisions by member companies.
XIII- ARBITRATION AND CONCILIATION
AmChams promote improved legal systems that guarantee stable, predictable, equitable, and
transparent rules for business within the host country. In doing so, they promote and sponsor
arbitration and conciliation mechanisms that facilitate conflict resolution and diminish
inefficiencies.
XIV- CORPORATE RESPONSIBILITY
AmChams practice corporate social responsibility and good citizenship as institutions
throughout all of their activities and programs, and promote action by affiliates directed at the
local community. An AmCham is a catalyst for initiatives in these areas and uses its
institutional strength to create synergy between the local community, private enterprise, and
government in order to improve social and human conditions within the host country.
AmChams continually inform the community of achievements in corporate responsibility and
positive impacts of private social investment in the host country and the world.
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BUSINESS VISAS- CONSULAR RELATIONS
These guidelines provide “best practices” arising from the experience of many American
Chambers of Commerce (AmChams) throughout Latin America and the Caribbean, in order to
assist AACCLA-affiliated Chambers in improving performance and increasing member
satisfaction.
I- INTRODUCTION
For better or worse, AmCham member companies from Mexico to Argentina expect that their
local American Chamber will be able to expedite their dealings and solve their problems with
the Consular sections of their respective United States Embassies. In some cases, members and
non-members erroneously think that AmChams are a branch of the Embassy, which they are
not. Nonetheless, one of the many added value services that an AmCham should provide to the
best of its ability is a way for its affiliates to have improved access to visas for business travel.
Prior to September 11, 2001 it was, for the most part, relatively simple for legitimate business
travelers from AmCham member companies to apply for and obtain the visas they required.
Changes in U.S. immigration policy and new regulations put in place via the “Homeland
Security Act” have made the visa application process substantially more complicated. The U.S.
Visit Program, initiated in 2004, requires that applicants for visa renewal, as well as first-time
applicants, schedule interviews and provide biometric (fingerprint) data in order to complete
the process. Statutory and regulatory changes initiated in 2004 require all visa applicants to
have an in-person interview for all new visas, as well as for visa renewals. Consular offices are
also collecting biometric (fingerprint) data in order to complete the process. The changes
brought on significant delays. While many of these delays have been reduced with an increase
in staff at consular posts, better technology, and as travelers have become more familiar with
the process, obstacles and delays remain. The business traveler often looks to his/her local
AmCham for assistance in navigating an often confusing and frustrating system. In January
2006, the Secretaries of State and of Homeland Security created the Rice-Chertoff Joint Vision:
Secure Borders and Open Doors in the Information Age initiative as a commitment to both
facilitating the travel of legitimate international visitors to the United States and protecting U.S.
border security. In February 2007, the State Department established a worldwide customer
service goal by which every U.S. business visa is to be scheduled for an appointment in 15 days
or less. The State Department has also posted appointment wait times on the internet to
increase transparency and facilitate travel planning. You can find the information at
http://www.travel.state.gov/visa/temp/wait/wait_4638.html.
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One of the more confusing elements in the post 9/11 system lies in the fact that, although strong
general guidelines are in place for all U.S. Consulates, individual missions still have some
leeway regarding cooperation with organizations such as AmChams. The range of cooperation
goes from American Chambers being able to provide almost complete visa processing services
to not providing any special services at all for Chamber members, and everywhere in between.
This document attempts to glean the best practices of AmCham offices in the region as
compiled by a survey conducted by AACCLA and the U.S. Chamber of Commerce in late 2005.
This survey of AmChams worldwide helped the U.S. State Department to identify the most
effective diverse business visa facilitation programs in the world. As a result, a number of
significant improvements to visa procedures have been made, including posting interview wait
times online at Consulates, allowing visitors to make appointments online, and at some posts
reinstating business visa facilitation programs at AmChams.
II- COMMUNICATION WITH LOCAL U.S. CONSULATES
The first step toward being able to provide assistance to members with visa issues is to establish
and maintain excellent and open relations with Embassy staff. Meeting with the Consular staff
and the Consul General (CG) on a periodic and regular basis helps to maintain open and
friendly lines of communication. Where possible, and particularly in countries with larger
embassies, it is very helpful to establish a specific line of communication, designating one
AmCham staff member in particular to be the contact person for the Consular section and for
the CG and in turn designating one particular consular officer to deal with the AmCham and its
membership. In this way, when an issue or question arises regarding an appointment or the
visa status of an AmCham member, the lines of communication are clear and the member can
get an answer or solution in a timelier manner.
Due to the fact that U.S. Consulates experience frequent staff turnover, quarterly meetings
between the AmCham consular contact person and the consular staff (the non-immigrant
consular officers, in particular) are key. Oftentimes, junior consular officers have limited
knowledge as to the conditions in the new country to which they have been assigned, and it is
important to assist - where such assistance is welcomed by the CG or the Non-Immigrant Visa
(NIV) section chiefs - in acquainting them with the local cost of living (salaries levels, etc.),
neighborhoods, and how the business community operates locally. Many AmChams have
found that this sort of mini “cultural training” is very useful as it helps the officers in making
more informed visa decisions in the limited time that they have to conduct interviews. In some
countries, consular officers interview as many as 80 to 100 visa applicants on a daily basis and
as a result any additional insight that the AmCham can offer that will help expedite their
decision-making process is greatly appreciated. Periodic meetings are also useful to discuss any
new issues that may have arisen or clear up doubts regarding policy—both State Department
policy and AmCham policy—regarding business visa referrals.
The person in charge of visas at the AmCham should be as well-versed as possible regarding
visa application procedures, types of visas, required documentation, procedures for requesting
interviews (call center or direct), fees and fee payment procedures, and wait times for
interviews and final visa processing. The latter four elements vary—sometimes substantially—
from post to post, and an individual post can change policies without much prior notice.
Therefore, it is important that the visa staff member is up-to-date with the consular section’s
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business visa procedures. The basic information should be posted and updated continuously
on the AmCham’s website, as this is often the first point of reference for members—and nonmembers—in search of information.
It is also important that the point of contact at the AmCham be reachable, which may include
establishing a special e-mail or phone number, perhaps with designated hours.
III- AMCHAM VISA ASSISTANCE POLICIES
It is important that the AmCham formulate a specific policy regarding visa assistance for its
members. An established and consistently enforced policy not only keeps things clear for the
members, but also helps to maintain credibility with Consular staff. Regardless of the visa
policy chosen it should be well publicized, clear, predictable, and easy to follow. AmCham
executive administration should look at several factors when deciding its visa policy, including:

Local consular policies regarding interview scheduling. Although the State Department
and the Department of Homeland Security have strong policies and guidelines for
consular officers, there is some country-to-country leeway regarding cooperation with
organizations such as AmChams. For example, some posts assign the AmCham a set
number of interview slots with specific times. In other areas, applicants must make
appointments through a Call Center. And other consular sections allow for group
appointments or set aside a specific day or block of time to allow business visa
applicants to show up without an appointment.

Will the AmCham only assist with business related travel or will it also deal with other
types of travel as requested by its members?

Will the AmCham assist only executives and employees of member companies, or will
assistance extend to family members? This is where local Consulate policy is important
as some posts have Business Visa programs with benefits that can be extended to the
immediate family members of employees of participating companies.

Will the AmCham assist members in filling out visa forms and/or checking
documentation before the applicant submits it to the Embassy?

Will/can (depending on local post policy) the AmCham provide pickup/delivery
service of documents?

Will the AmCham charge a separate fee for visa consultation/assistance or will this
service be offered as an added value for membership? Factors to consider here would
include the extent of the services that AmChams can offer and the volume of work in
this area.

Will the AmCham impose a mandatory waiting period for new members before visa
assistance services can be solicited? It is an unfortunate fact that many AmChams have
found that some companies have applied for membership to the American Chamber
primarily—in some cases, solely—for visa purposes. To counter this, many AmChams
have adopted a six-month or one year waiting period, which is explained to the
15
companies before they apply for membership. One AmCham requires that the principal
executive of any new member company have a valid B1-B2 visa.

Will the AmCham have a policy to sanction a company or an individual employee of a
company when false or misleading information is provided on visa application
documents?
IV- COMMUNICATION WITH AMCHAM MEMBERS
Once the AmCham has established its policy on visa assistance, members and the Consulate
should be advised in writing. The policy should be clearly articulated and easily available on
the AmCham website and reinforced through the electronic bulletin. All AmCham staff should
be familiar with the policy, although specific member inquiries will be referred to the
designated visa assistance staff member.
It is also useful to have periodic meetings (working breakfasts or lunches) with members to
keep them abreast of visa policies and procedures. Consular officers should attend these
meetings, when possible, to answer questions. This type of interaction also allows consular
officers to get to know the membership and vice versa, overcoming boundaries and stereotypes.
The AmCham should, as always, serve as a bridge between members and the U.S. Consulate,
providing support to the individual member and facilitating the job of the consular officer.
16
COMMITTEES
I– INTRODUCTION
An AmCham committee is composed of CEOs or other executives from AmCham member
companies who meet regularly and who have a common set of interests or program of work.
Committees provide an excellent infrastructure for networking and benchmarking among
AmCham members. In addition, they provide a platform that strengthens the leadership skills
of young corporate executives who choose to take an active role within one or more committees.
An unofficial definition of committee might be “an inexpensive and practical leadership
school,” as they provide young executives with hands-on experience in the organization,
motivation, sensitivity, and communication skills needed by team leaders in today’s corporate
world.
The nature of committees within AACCLA member AmChams is as varied as the AmChams
themselves. However, it is typically noteworthy that active participation in function or task
work groups/committees is closely linked to member retention. Companies who participate in
committee initiatives, and who benefit from committee networking, are more likely to remain
AmCham members and to support their local AmCham through events, publications,
sponsorships, and other activities. Thus, because committees represent one of the primary
services in all AmChams, most Chambers choose to have an open door policy for participation
in committees without a cap on the number of executives from member companies that may
participate.
Following is an analysis of the committee work within AACCLA member AmChams, including
(I) the nature and scope of committees; (II) general rules of operation, including formation,
management, and dissolution of committees; (III) funding; (IV) communication; and (V) best &
worst practices.
II- NATURE AND SCOPE OF COMMITTEES
In general, smaller AmChams operate from 5 to 10 committees, while the largest AmChams
have more than 16 committees open to member participation.
International Trade and
Investment, Human Capital/Education, and Security Committees seem to be present in most
AmChams; working groups for these committees have between 10 and 30 participants
(sometimes more) and tend to meet on a monthly basis.
17
Because AmChams represent a wide array of economic sectors, it is common for committees to
represent specific industries (tourism, gas and energy, real estate, telecommunications, finance)
or specialized activities (legal, tax, environment, logistics, marketing).
Recently, current
challenges such as the protection of intellectual property rights, corporate governance, and
social responsibility have justified the formation of committees dedicated to these issues.
In general, committees work on specific projects when the committee Chair and the group
define a particular initiative according to a pre-defined program of work, or serve as a forum to
discuss issues of interest with authorities or other business leaders.
It is recommended that committees have a mixture of both lines of work (action orientation and
forum for discussion) and that an agenda for each meeting be prepared in advance. Also, it is
advisable that an annual program of work is prepared by the committee Chair and presented to
the Board of Directors specifying which deliverables will be handed out by the committee to the
rest of the membership. These deliverables could include a working paper, position paper,
white paper, surveys, findings, recommendations, lobbying actions, a particular campaign or
initiative, or a seminar/event.
III- GENERAL RULES OF OPERATION
AmChams generally allow member companies to admit any number of company
representatives into their committee structures. Exceptions include AmCham Venezuela, which
has a unique admission policy that requires the submission of a CV and an invitation from an
AmCham officer to participate.
In general, most AmChams assign the management of committees to staff members. A parttime staff person can usually handle up to one fairly large committee (more than 30
participants) or two to three smaller groups (10-15 participants). A full-time staff member
usually can handle up to 9 regular sized committees. Staff members perform tasks which
include (a) issuing invitations to committee members and speakers; (b) acting as a secretary,
preparing minutes and written materials; (c) handling the logistics and payment, if applicable,
of the meeting; (d) preparing the agenda of the meeting following the instructions of the
committee Chair; and (e) doing relevant research for the committee.
Most meetings last from one to one and a half hours and are held within AmCham premises;
the AmCham typically provides complimentary coffee. The role of the AmCham staff person in
charge of coordination varies from mere administrative support to providing leadership and
showing initiative in developing the committee’s program of work. AmCham Brazil-São Paulo
has established a different system for the staffing of and leadership development for committee
coordinators: committee members contribute to pay the salary of an intern (usually seniors in
college), who at the end of his/her internship (usually 6 months) is likely to be hired
permanently by one of the member companies. These interns go through a careful selection
process so that the committee is assigned a top-quality young professional that will be involved
closely with the committee Chair in leading the committee.
An important administrative task of committee coordinators involves registering attendance so
that proper records of active members are maintained; some AmChams may require that
committee members attend at least 80 percent of all meetings held throughout the year.
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Invitations are usually issued by e-mail and may be followed up by phone or fax. Some
AmChams also hold a no-show policy that requires billing committee members who do not
attend a breakfast /lunch meeting if they failed to send a cancellation notice 24 hours prior to
the meeting.
Committees are usually formed at the recommendation of the Board of Directors or the CEO,
following the requests of member companies. They usually include sub-committees in charge of
specific activities. Committees who are inactive or whose program of work does not reflect the
interest of member companies fade out or are naturally dissolved.
Some AmCham committee Chairs are formally appointed by the Board of Directors for a term
of one to three years; others are formally appointed by the CEO. About half of the AmChams
have a democratic process for electing committee Chairs, whereby committee members
nominate their leader; many also lean toward including at least one Board Member in all of the
committees to ensure better communication and leadership. The inclusion of committee Chairs
as part of the Board of Directors is not automatic. However, to assure a balance in governance,
committee Chairs should report to the Board periodically.
A final key aspect in the management of volunteers participating as committee members or
Chairs involves motivation, usually provided by the CEO and the AmCham President. Close
personal contact between the CEO and committee Chairs on a weekly or at least bi-monthly
basis is a must.
Attendance and involvement in committees by the CEO or President is motivating but usually,
for most AmChams, only takes place a few times a year on a rotating basis. Recognition of
participation is usually given once a year through a special event where committee Chairs or
volunteers receive an award, with the media and other members present. AmCham Trinidad &
Tobago organizes general committee networking cocktails twice a year.

Funding
Most AmCham committees are required to produce income through events or
activities and fund their breakfasts or luncheons by distributing costs among
participating members.
Some committee members act as sponsors of special events, generating revenue for
the Chamber. It is a common practice to have close financial control on the activities
organized by committee members so that these are self-funding or produce a
surplus for other Chamber activities.

Communication
A continuing challenge is communicating the achievements and activities of
committees to all the members and the business community.
A general
recommendation is that committee Chairs meet regularly with the CEO and
President to enhance coordination and communication. It is also advisable that
Chairs present a program of work to the Board and committee members at the
beginning of the year, and that press bulletins are released to the media periodically
when a committee has an important activity or deliverable.
19
In order to improve coordination and communication among committees, some
AmChams have established a Committees Steering Team chaired by a member of the
Executive Committee. The Steering Team is responsible for communication and
alignment with strategies and direction set by the Board of Directors and for
identifying synergies among the various committees’ programs of work and issues
being addressed.
The Chamber magazine and e-newsletter also provide a means to let member
companies know what is happening in each of the committees and to motivate
greater participation. Most Chambers have implemented periodic written reports
by committee Chairs to the Board, a practice that motivates leadership and assures
better follow-up (another continual challenge).
Finally, countries with multiple AmChams or with a number of regional offices or
branches (Brazil, Ecuador, Mexico, and Venezuela, for example) face additional
communication challenges.
This communication can be facilitated by
teleconferencing, as well as the sharing of leadership directories and minutes.
Posting minutes of meetings on the national Chamber’s website and sending
minutes by e-mail to committee members (attending or not) are other effective
techniques.

Best and Worst Practices
A good practice in committee management is to motivate leadership in committee
Chairs by providing recognition and freedom of action while providing input on
what initiatives may or may not be undertaken in order to protect the neutrality and
financial health of the Chamber.
It is recommended that a set of bylaws or code of rules be prepared in writing for
committee members and Chairs, specifying responsibilities for the staff and for
volunteers. A healthy rotation method of committee leaders should also be well
spelled out. Such committee rules are available in AmCham Mexico/Guadalajara
and VenAmCham, among others.
Another good practice is to know when and how to cancel a meeting if the content
of the agenda is undesirable or there is not a quorum. It is best that the CEO
expediently cancels any scheduled speakers, while the staff informs committee
members in writing and by phone.
In general, it is undesirable to have committee Chairs that are not committed to
designing a meaningful program of work or that use their position to gain personal
exposure. It is important that the CEO attend meetings to detect who is a natural
positive leader in each group, and to be prepared to facilitate change for the benefit
of the committee when this is not the case.
Committee members or Chairs sometimes attempt to use the committee structure to
promote their own business or to gain political exposure with authorities or clients.
If such an intention is detected, it is important to have another volunteer (and not
the CEO) address and resolve the problem. Usually a compromise can be reached
by balancing the agenda or modifying the content of a presentation. Staffers and
20
committee members alike need a clear understanding of what is permissible in
committee meetings, as compared to what is permitted in a sponsorship
opportunity.
In conclusion, committees are an extremely important service within the Chamber
structure because they provide an opportunity for companies to network, gain
strategic information, lobby with authorities, or simply make a positive change.
The key for committees to work effectively lies within the quality of their leadership,
the clarity of their focus, the motivation and management provided by the AmCham
staff and CEO, and the true service orientation of members toward the AmCham
membership.
A comprehensive manual on guidelines on the function of committees can be found in
Appendix A.
21
CORPORATE SOCIAL RESPONSIBILITY AND COMMUNITY
SUPPORT
- WHAT IS CORPORATE SOCIAL RESPONSIBILITY (CSR)?
Corporate Social Responsibility (CSR) is a crucial part of today’s business agenda and
Chambers have the role of promoting CSR concepts and practices.
There are several coexisting definitions of Corporate Social Responsibility. One of the most
popular definitions in the region is the one coined by the Ethos Institute from Brazil:
“Corporate Social Responsibility is the way of conducting business defined by ethical and
transparent relationships with all stakeholders, and the establishment of business goals which
are compatible with the sustainable development of society, preserving environmental and
cultural resources for future generations, respecting diversity, and promoting reduction of
social inequalities”.
Corporate Social Responsibility is the continuing commitment by business to behave ethically
and contribute to economic development while improving the quality of life of the workforce
and their families as well as of the local community and society at large.
AmChams practice corporate social responsibility and good citizenship as institutions
throughout all of their activities and programs, and promote action by its affiliates directed at
the local community. An AmCham is a catalyst for initiatives in these areas and uses its
institutional strength to create synergy between the local community, private enterprise, and
government in order to improve social conditions in the host country.
II- WHAT IS THE ROLE OF AN AMCHAM IN CSR?
The role of the AmCham is to represent the interests of its membership in general and, with
respect to CSR, to encourage member companies’ commitment to social responsibility by
acknowledging the key role that they play in society. Promoting the concept of Corporate Social
Responsibility and facilitating the sharing of ideas and best practices are also part of that role.
There are several ways that AmChams can work with companies in this sense. AmChams must
recognize that there will be different priorities and values and that it is essential to understand
the companies’ and the community’s needs through various stakeholders such as civil society
22
organizations, NGOs, governments, and other private sector business organizations. Some
examples of possible actions are:





Creating recognition or awards programs;
Organizing workshops and/or training programs;
Organizing conferences;
Organizing field programs; and
Providing information through the AmCham website.
1. Awards Programs
Awards Programs are a means by which the AmChams can motivate and encourage companies
and corporate foundations to implement CSR programs.
The award may be granted for a company’s global CSR strategy, i.e., operating its business in a
manner that meets or exceeds the ethical, legal, commercial and public expectations that society
has of business. Additionally, an award may be granted for the impact of the company´s
programs in the community.
The development of the selection criteria should be done by an expert in CSR and entries
should be judged by an independent, expert panel which can also include members of
academia. The jury cannot include representatives from any of the companies, corporations or
individuals that are competing for the award.
AmChams are encouraged to maintain a database or virtual library of all the projects submitted.
The information should also be posted on the AmCham website.
Example of Awards implemented by the AmChams:
ECO Award - AmCham Brazil-São Paulo
www.premioeco.com.br/
The Award for Corporate and Social Contribution - ECO Award - is in its 28th year. It is a purely
socio-cultural and not-for-profit initiative that annually recognizes the best citizenship practices
and actions that contribute to well-being in general and to the sustainability of societies,
conducted by Brazilian companies and corporate foundations.
Corporate Citizenship Award - AmCham Argentina
www.amchamar.com.ar/premiociudadania/index.htm
The Corporate Citizenship Award recognizes the work and commitment of those companies
and corporate foundations, members and non-members of the AmCham, that work for the
benefit of the community in which they operate.
The purpose is to acknowledge the commitment of the private sector that turns corporate social
responsibility stories into real facts, leading other companies to emulate their generous actions.
As usual, the prestige of presenting the award is given to the jury, which is called to perform
the task of selecting the winners and whose experience and reputation assure its autonomy and
independence.
23
Contribution to the Community Award - AmCham Costa Rica
www.amcham.co.cr/corporate_social_responsability.php
The "Contribution to the Community" award promotes the concept of Corporate Social
Responsibility by motivating and recognizing member companies that create outstanding and
on-going programs in their communities in the social, educational or environmental areas.
AmCham Award to the Good Citizen - AmCham Chile
http://www.amchamchile.cl/node/110772
The objective of this initiative is to commend those programs that target the community and
that deserve public recognition for the positive results obtained. Furthermore, it is intended to
promote these practices, assuming that the larger dissemination of these projects will facilitate
their reproduction in other institutions and communities.
2. Training Programs
Many AmChams organize seminars, lectures, symposiums, and courses on CSR. For example:
AmCham Chile organized a seminar called, “Leading the Challenge of CSR,” where
representatives of government, civil society, and companies spoke about their joint work on
social issues and contributions through CSR.
Beginning in 2000, AmCham Venezuela has organized a series of workshops with the goal of
promoting CSR among companies and civil society organizations. Some of the topics discussed
have included Social Investment and Corporate Responsibility Report and Indicators.
AmCham Venezuela organized a symposium on doing business with low income sectors.
Topics discussed included Business at the Bottom of the Pyramid presented by the Social
Enterprise Knowledge Network (SEKN), Social Entrepreneurship in association with Ashoka,
and Companies Social Commitment. Some companies, such as CEMEX, Electricidad Caracas,
Banesco, and Empresas Polar, also shared their good practices in CSR.
AmCham Brazil–São Paulo organizes seminars related to business sustainability. In 2007, they
organized a seminar with the winners of ECO Award, where companies share their projects and
practices with the audience. They also launched the Business Sustainability Committee, whose
purpose to function as a discussion forum where people from the private sector can share their
ideas and thoughts on business sustainability issues.
AmCham Paraguay’s ethics initiative Pacto Etico Comercial (PEC) recognizes companies for
doing the right thing through recognition and training programs. With a grant from the U.S.
Department of Commerce and in cooperation with a local chamber, the PEC offers training
opportunities for companies to implement ethics programs and develop ethics manuals. In
addition to the training programs, companies must demonstrate they pay taxes, pay at least the
minimum wage, and provide social security benefits. PEC certified companies are considered
trustworthy businesses in Paraguay.
24
Company – University
It is recommended to develop strategic alliances with local universities specializing in CSR
issues. The design of joint training programs with these players adds depth to the discussion of
CSR issues. For example, AmCham Argentina teams up with the University of San Andrés to
organize an annual training program called “Corporate Social Initiatives and Strategies in
Response to the Big Social Challenges in our Country” Given and designed by academic
institutions, this program is intended to go a step further in the training proposal. The program
includes four monthly modules covering the challenges that basic education, child
development, youth, and the generation of income through employment pose to the corporate
action committed to social development. The program includes presentations by specialists
describing the current status of each area, a discussion of successful models of social action
developed by companies and social organizations, and the analysis of strategies and tools that
may improve the social performance of companies in each of the areas addressed.
Program of lectures with U.S. speakers
The Information and Cultural Section of U.S. Embassies in the hemisphere frequently sponsor
meetings with well known U.S. lecturers specializing in CSR. In this respect, the AmChams
are encouraged to engage the cultural attachés and propose possible activities or events and
be aware of the speakers’ schedules.
Lectures on “Corporate Citizenship”
In association with local organizations, AmChams should visit the principal cities throughout
the country to communicate successful CSR stories. One suggested practice is for the
AmChams to visit cities along with the representatives from the companies that have won CSR
awards so that they can share their experiences and provide models and encouragement for
other companies.
3. Forums
AmChams should establish alliances with local social organizations to stimulate the discussion
of CSR issues with those who perform the work in the field.
One successful example of this has been the organization of an annual cycle of monthly
roundtables where company executives can share experiences amongst their peers from other
companies. These meetings should also include representatives from civil society and
academia. Topics may include: social balance sheets, indicators and measurements in CSR,
ethics, and transparency, among others.
Additionally, the AmCham–NGO alliance is useful when it comes to promoting joint actions in
third party environments such as sponsoring workshops, seminars, etc.
4. Field Programs
Each AmCham may replicate, as an organization, the model of responsible management and
being a good citizen. There are several ways of making a contribution to the community.
One of these is the possibility of generating public-private alliances to address the most
pressing problems in the communities where companies have their operations. The ability to
25
encourage actions by the government, the know-how of civil society organizations who
understand the challenges faced by the community, and the ability to facilitate discussion
amongst all these stakeholders are three of the most valuable contributions that an AmCham
can make.
AmChams can act as a bridge among the various actors in society, thus generating a very
valuable contribution to the community in terms of the creation of social capital. The employees
of the AmCham themselves, through their volunteer programs, may also work in social
programs managed by local NGOs.
5. Website / Printed Materials / Media

Website
Websites are a very useful source of information for any researcher. It is
recommended that the AmChams dedicate a section of their website exclusively to
CSR-related topics.
The website should provide all the information related to CSR topics available, thus
creating a space for the exchange of information and for accessing a network of civil
society organizations. A good practice is to open a “digital library” containing
information about the CSR programs conducted by the AmCham member
companies. Unified in a single format, this website would allow for the
dissemination of best practices and easy access to the information on sustainable
social projects that could be replicated elsewhere.

Printed Materials
It is recommended to include a section on CSR in AmCham publications. This
contributes to the dissemination of best practices and projects generated by the
companies.

Media
AmChams are also encouraged to partner with local media to promote the coverage
of the CSR work that U.S. companies are doing and their contribution to the local
communities in the host country.
For detailed information on AmCham programs in Corporate Social Responsibility, see
Appendix B.
III- WHO CONDUCTS THIS WORK WITHIN EACH AMCHAM?
Most AmChams have part-time or full-time staff such as committee coordinators or special
project coordinators responsible for CSR related activities. In some cases, CSR is managed by
the communication area of the Chambers.
The person coordinating these efforts within the AmCham should be familiar with the different
CSR players in the host country and should develop relationships with all them: NGOs,
specialized media, government officials and members of congress, companies. He/she should
be trained in social issues and be able to generate alliances.
26
In addition to the AmCham coordinator on CSR matters, AmChams are encouraged to create a
CSR group/committee with the objective of fomenting the participation of the CSR project
coordinators from member companies so that they can share best practices and experiences.
This committee usually provides input and support related to the organization of the “awards
program” established by the AmChams and acts as a source of generation for new projects.
Useful Links
BCLC - The Business Civic Leadership Center
www.uschamber.com/bclc/default
The BCLC addresses social issues that affect business including corporate social responsibility,
philanthropy, nonprofit and social service effectiveness, globalization, community investment,
and disaster assistance.
Business for Social Responsibility (BSR)
www.bsr.org/
BSR helps member companies to be successful respecting ethical values, the people, the
communities, and the environment. It provides information, tools, entertainment, and advisory
services to turn corporate social responsibility into an essential part of the company's operations
and strategies. The website offers several documents on topics related to corporate social
responsibility.
The Boston College Center for Corporate Citizenship
http://www.bcccc.net/
The Boston College Center for Corporate Citizenship is a membership-based research
organization. They work with global corporations to help them define, plan and operationalize
their corporate citizenship. Their goal is to help business leverage its social, economic and
human assets to ensure both its success and a more just and sustainable world.
Council of Foundations
www.cof.org
An organization that incorporates more than 2,000 donor institutions throughout the world. It
offers its leadership and experience, legal services, and contacts to its members and the general
public. Its website offers a number of resources on corporate contributions.
Ethos Group - Brazil
www.ethos.org.br
Ethos Institute is a leading CSR organization in Brazil and a global resource on the topic. Ethos’
mission is to mobilize, encourage, and help companies manage their business in a socially
responsible way, making them partners in building a sustainable and fair society.
27
FUNDES Chile
www.fundes.org
FUNDES promotes and encourages the competitive development of SMEs in Latin America.
Together with a team committed to itsthe mission and sustainability, FUNDES, as the
representative of SMEs in Latin America, promotes competitiveness and sustainable
development, with innovative and customized solutions, state-of-the-art technology, and a
network of offices and world class allies.
Grupo de Fundaciones Argentina
www.gdfe.org.ar/
This website belongs to donor foundations in Argentina and visitors may access the information
about their missions and projects.
Instituto Argentino de Responsabilidad Social Empresarial
www.iarse.org
This organization disseminates the concepts of Corporate Social Responsibility and Citizenship.
You may access a virtual library with introductory manuals for SMEs.
Social Enterprise Knowledge Network
www.sekn.org
The Social Enterprise Knowledge Network (SEKN) seeks to advance the frontiers of knowledge
and practice in social enterprise through collaborative research, shared learning, participantcentered teaching, and the strengthening of management education institutions' capabilities to
serve their communities.
U.S. Contribution to Economic Prosperity
www.aaccla.org
A joint project between the Association of American Chambers of Commerce in Latin America
(AACCLA) and the U.S. Department of Commerce that highlights the contributions of the U.S.
Government and U.S. businesses to the social and economic development of the region.
28
DISPUTE RESOLUTION
I– BACKGROUND
In September 2005, the Association of American Chambers of Commerce in Latin America
(AACCLA) entered into a cooperative agreement with the International Centre for Dispute
Resolution (ICDR), which is the international division of the American Arbitration Association,
the world’s largest provider of dispute resolution services. The purpose of this agreement was
for both organizations to work together to promote the use of Alternative Dispute Resolution
(ADR) in Latin America and to conduct joint-initiatives aimed at developing the arbitration
culture in the region. As AACCLA represents 80% of all U.S. investment in Latin America, it is
recognized that one of the essential components needed to enhance and increase U.S.
investment is to provide investors with a clear strategy and with mechanisms to resolve their
business disputes in a predictable manner. The ICDR/AAA has over 80 years of experience in
providing ADR services and is recognized in the United States and internationally as a leader in
the field. The AmChams are experts representing the needs of U.S. investors in their respective
countries and, to that end, have recognized that one of these needs is to be able to address and
offer the aforementioned ADR as one of their services. Recognizing that not all of the
AmChams of AACCLA currently provide ADR services and that a number of the AmChams
are new to the field the ICDR, a number of the AmChams of AACCLA have decided to build on
the 2005 cooperative agreement and leverage this important relationship in furtherance of U.S. Latin American trade and investment.
II- WORKING TOGETHER
A number of the AmChams from AACCLA and the ICDR have formed the AmCham/ICDR
international ADR Group to develop this initiative and achieve the goals that were established
by virtue of the cooperative agreement. The AmChams that are active in ADR understand that
the development of an ADR center is a long process involving a considerable financial
investment and building a reputation, and that it should not be expected to be self-sustaining in
the medium term and that it should be viewed as a service to its members. Furthermore, it is a
complicated process where there is the interplay of local laws, local politics, local custom,
29
knowledge and the disposition of the legal community and outsiders’ perception of the country.
International arbitration users will not select a particular country to hold its arbitrations if that
country does not have the appropriate laws and legal tradition to support arbitration and
enforce arbitration awards. Recognizing that these various issues lie ahead, the AmCham/ICDR
international ADR Group have agreed to meet periodically during the AmCham meetings to
discuss and plan their ADR initiatives for the future and to continue the development of the
arbitration culture in Latin America.
Training and promotional programs
The ICDR has conducted a number of programs with several of the AmChams aimed at
promoting international ADR in various countries. Programs have been conducted in Paraguay,
Venezuela, Ecuador, and Costa Rica where the ICDR and the local AmCham organized
arbitration conferences for attorneys and business users on various related topics including
drafting arbitration clauses, arbitration law, and how the administrative system works. New
programs are conducted each year.
In 2007, AACCLA/ICDR sponsored programs in coordination with AmChams in Ecuador and
Costa Rica to promote the development of ADR awareness, impart programs on commercial
arbitration and mediation and develop local knowledge of the benefits of ADR. Training was
done by representatives from the ICDR and experienced arbitrators/mediators. Additionally,
programs will be developed for the future, and as needed, in countries such as Paraguay, Peru,
and Nicaragua.
Exchanging Knowledge
The ICDR has also conducted an institutional exchange program where Executive Directors of
AmChams with ADR centers, as well as the Directors of the AmChams who are interested in
providing ADR services attended a program in New York to meet the department heads of the
American Arbitration Association and to learn about how the AAA operates on a daily basis.
Information such as business development, marketing, publications, sales, and a legal
department overview was provided. This program will also be repeated in the future.
This AmCham/ICDR International ADR Group has also determined to schedule periodic
conference calls to advance these initiatives in between the AACCLA meetings. Topics to be
discussed will include ADR updates by the participating countries, the scheduling of programs
and exchange of promotional ideas, review current AmChams/ICDR initiatives, plan future
programs and to explore funding for future AmChams initiatives.
Joint Promotional Activities
The AmCham/ICDR International ADR Group has determined to create a promotional
pamphlet that would feature our cooperative agreement. It would contain the ICDR model
arbitration clause and any model arbitration clauses from interested AmChams with ADR
centers. It would also contain a link to the ICDR and the AmChams. This pamphlet would also
contain an overview of the benefits of international ADR and be offered to prospective U.S.
clients that are negotiating contracts and wish to include an arbitration or mediation clause.
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EXTERNAL RELATIONSHIPS
I– BACKGROUND
As part of their daily activities, AmChams must interact and develop relationships with a
variety of actors in their host country. These include government officials, U.S. Embassies, local
business organizations, media, and the regional offices that some AmChams open to extend
their services throughout the host country.
These relationships can be vital and it is therefore very important for the AmChams to have a
clear vision of their role and objectives. The AmChams must recognize that some of these actors
will have different points of view but are nonetheless key partners on certain issues; and others,
like the local government, are critical on a multitude of issues that are important to the
AmChams, such as rule of law, ease of doing business, free enterprise, and free trade.
II- BEST PRACTICES
1. U.S. Embassies in the Host Country
Most AmChams have regular interaction with the U.S. Embassy, mainly through the
ambassador, the commercial attaché, the consul general, and the economic counselor. Some
also work with the Public Affairs office and USAID, although the latter is part of the U.S.
mission in the country and not directly part of the U.S. Embassy.
Some, but not all of the AmChams have a seat for one person from the embassy on the Board of
Directors. This person is usually the ambassador, the deputy chief of mission, or the
commercial attaché.
The relationship with the U.S. Embassy includes organization of events, participation in trade
missions (inbound or outbound), visa referral programs, and periodic meetings to discuss
issues of mutual interest and to foster good relations with U.S. business corporations, among
others.
It is important to note that not all AmChams consult with the U.S. Embassy before taking a
position on a particular issue and, as a private and independent entity, they are not obliged to
do so.
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2. Relations with Host Country Authorities
The majority of the relationships with host country officials tend to be with
secretaries/ministries of Foreign Affairs, Economy (Trade, Commerce), congressional members,
and the president, among others.
Main activities include inviting government officials to be speakers at events; these are usually
profitable and well-attended by AmCham members. The relationship also involves advocacy
work to solve problems or to pursue issues of concern to members, such as free trade,
intellectual property, taxes, customs, economy, and security.
AmChams enjoy a high level of respect from host government officials as their opinions are
valued as informed, serious, and non-biased. Government officials often ask the AmChams for
their opinion on specific issues of concern to the business community.
Committees will also invite government officials to their meetings when needed to discuss a
particular issue of interest to the members.
3. Relations with Local Associations
AmChams are encouraged to actively participate in other business-based organizations. These
relationships strengthen the AmChams and help advance their agendas.
Examples include
joining forces to lobby on issues of mutual interest and in cases involving sensitive issues where
the AmChams need to have a lower profile.
The AmChams’ participation usually takes place either through affiliation with another
organization, by invitation to be a part of another organization, or by simple participation
without any formal ties.
4. Relations with Branches or Regional Offices
To expand their services and outreach, AmChams may have branches or regional offices in
other cities of the host country.
The planning for these branches or regional offices is typically done by the main office. In some
cases, AmChams have branches or regional offices with their own member companies and
Boards of Directors. They develop their own activities and manage their own funds, with or
without supervision from the main office.
There is substantial collaboration between the main AmCham and the branches or regional
offices. Some events are organized jointly, there are periodic meetings between the staff, and
most AmCham presidents and CEOs regularly visit their branches or regional offices.
Typically they are self-supporting, though they may use the same website and may share
publications with the main office.
5. Relations with the Media
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It is extremely important and beneficial for an AmCham to develop good relations with the
local media. Through this relationship the AmChams are able to:
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Publicize the events that the AmCham organizes for its members and the general
public;
Communicate its position on issues;
Increase visibility; and
Send a wide-reaching message on important issues.
AmChams must maintain a close and constant relationship with the media with the objective of
being viewed as accessible, open, and cooperative.
Journalists are constantly looking for information and the AmChams can be a great source.
AmChams are encouraged to designate a public relations person responsible for coordinating
the relationship with the media; this person can be outsourced or hired as a permanent staff
member. He/ She should be experienced and fully briefed on the AmCham’s role, objectives,
and issues.
It is also recommended that only the President and the CEO provide statements and quotes to
the press to ensure that the right message is delivered and is delivered consistently. When
deemed appropriate a committee chairperson or Board member can be designated as
spokespersons on specific issues.
Following are some recommendations to help AmChams maintain a good relationship with the
media:
 Create a journalism award;
 Offer congratulatory notes on Journalism Day;
 When inviting the media to events, arrange special seating and serve the same menu
as the one served to the membership.
 Be available to the media at all times (including by cell phone and e-mail); and
 Always provide information and, when this is not possible, share something
valuable or useful or point them to another association or person who can give them
more information.
.
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MATCHMAKING SERVICE
INBOUND U.S. DELEGATIONS TO LATIN AMERICA
I– DEFINITION AND OBJECTIVES
Matchmaking services offered by AmChams consist of providing up-to-date, high quality
information about the country’s business and investment climate, in addition to planning,
organizing, and coordinating business meeting schedules for U.S. companies looking to
establish or expand their business in the region. The services are aimed at reducing the amount
of time and money businesses invest in locating and screening prospective trade partners in the
region.
The AmChams aim for quality of meetings and not for quantity. The AmCham contacts
potential clients, suppliers, representatives, and distributors in the host country, contrasting
each profile with the requirements of the U.S. client. In order to achieve a high level of
customer satisfaction, the client’s line of business, product description, and other relevant
company information are carefully analyzed in order to determine whether there may be
opportunities in the local market. These key aspects will determine if the matchmaking service
will be offered to the U.S. company.
The TradeCenter/InfoCenter/Commercial Department of each AmCham is in charge of
contacting potential clients, suppliers, representatives, and distributors, contrasting each profile
with the requirements of the American company until a final filtered list is delivered to the
client indicating time and location of each meeting.
In order to accomplish this, it is important to establish which employee or employees will be in
charge of offering this service in each AmCham. The staff involved with this effort should have
sufficient knowledge of the AmCham’s member companies and local industries.
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II- STANDARD MATCHMAKING SERVICES
AmChams often include the following basic services in the matchmaking fee:
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A detailed description of the meeting schedules indicating time, location, and route;
A minimum of 4 and a maximum of 6 meetings per day;
A company profile for each of the companies that will be visited;
A report indicating the work that has been done to identify the companies that will be
visited; and
Information regarding options for local transportation, hotels, and interpretation services.
A standardized brochure, providing an overview of Matchmaking services offered by AmChams in
the region, has been created and serves as a marketing tool for AmChams throughout the region. It
includes contact information for all AmChams that provide Matchmaking services. A copy of the
brochure is available online on the homepage at www.aaccla.org.
III- MATCHMAKING FEE
The fee is typically around US$450 per day of matchmaking appointments. However, fees vary
depending on the number of days and appointments scheduled and associated logistical costs.
IV- MATCHMAKING PROCEDURES
When a U.S. company requests assistance in locating local importers, exporters or
representatives, the following steps are recommended:
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Evaluation of the potential client. Is the request feasible? Will the product have demand?
Can AmCham respond during the time period proposed by the U.S. company for their
visit in-country?
Once it is determined that the AmCham can assist with the matchmaking request, the
company will receive an e-mail indicating the matchmaking service description and its
fee.
If the client accepts, he or she will be requested to send the AmCham a detailed profile of
their company, as well as information on the products or services they provide or
require. This information will be used to present the company to the potential importers,
suppliers, or distributors. The company will also be asked to confirm the proposed
timing of their visit.
In order to identify suitable companies for the match, the following is suggested:

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A number of local companies will be contacted by writing informing them of the
incoming visit of a representative of a U.S. company in a certain line of business (i.e.
manufacturer of office supplies). In this communication, the AmCham will ask the local
company if it is interested in receiving more information about the visit. Most
AmChams will give priority to their members who meet the requirements of the U.S.
company before contacting non-member companies.
A follow-up telephone call should be placed to confirm that the communication was
received (this also serves as a means of keeping the database current).
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Every local company that responds affirmatively will be sent more information on the
company and a questionnaire that will update their information in the AmCham’s
database. The basic purpose of the questionnaire is to indicate if the company matches
the profile indicated by the client.
The receipt of each questionnaire should also be confirmed by telephone.
All local companies that respond and that match the profile will be sent in writing a
communication indicating the time, date, and location of the scheduled meeting. The
meetings should take place in the offices of the local company.
The local AmCham should coordinate all arrangements and facilities (transportation,
translator, etc.) and provide permanent assistance during each meeting. If required, the
cost for these separate services will be added to the cost of the matchmaking service fee.
If requested by the client, the AmCham should be prepared to provide a final report that will
include the following information:
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The number of companies that were initially contacted; and
The number of companies that did not respond or responded that they were not
interested in receiving more information.
OUTBOUND DELEGATIONS TO THE UNITED STATES
I- DEFINITION AND OBJECTIVES
As with the inbound missions of U.S. companies to Latin America, AmCham’s Matchmaking
Service should work with local AmCham member companies willing to do business with U.S.
partners or potential clients in the United States.
The matching making service may be offered on an individual basis to member companies. In
addition, the AmCham may recruit and organize a delegation of member companies to carry
out a trade mission to the United States. In some cases, the trade mission/delegation may be
organized around a particular industry trade show.
The AmCham TradeCenter/InfoCenter/Commercial Department will be responsible for
arranging a schedule of business meetings with potential U.S. clients, suppliers, representatives,
or distributors, according to the requirements of the local AmCham member company(ies). The
value added of this service would be reflected in the selection of U.S. companies that match the
requested profile. For this purpose, there should be close coordination with the respective state
or local chamber in the United States with which the local AmCham member would like to do
business. Therefore, it is important to have an updated database with the contact information of
relevant persons or employees in each state or local chamber with whom to do the above
mentioned coordination.
In the case of the trade mission organized around an industry event, the AmCham will seek to
negotiate a special registration fee for delegation members. Some trade shows may provide
one-on-one meetings or matchmaking services as part of the event.
II- STANDARD MATCHMAKING SERVICES
AmChams will aim to offer basic services included in the matchmaking fee such as:
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A detailed description of the meeting schedules indicating time and location;
A minimum of 4 meetings per day;
A profile for each U.S. company with which meetings will be held;
A report indicating the work that has been done to identify the U.S. companies;
A briefing about the business climate or facts about the state’s economic sector in which
the member company would compete;
Information regarding options for local transportation and logistics for the business
meetings;
Information about options for accommodations for an individual member company. In
the event of a delegation, the AmCham will identify the hotel and seek to negotiate a
preferential rate for members of the delegation;
Information about interpretation services (if needed); and
Meetings with government authorities or visits to business facilities such as ports,
customs, etc. (if relevant).
III– MATCHMAKING FEE
Fees will vary depending on the number of appointments requested and the number of days.
Fees will be different for companies participating in a trade mission and for an individual
company seeking these services. Fees may also differ whether the companies are on an
exporting or importing mission. If the AmCham identifies a local chamber that will provide
meeting and other logistical support, these costs should be reflected in the matchmaking fee.
The AmCham will provide the member company(ies) with a list of potential hotels according to
the client’s preferred price range and information about local transportation. The client will
cover these expenses directly.
In the case of a delegation of companies participating in a trade mission/matchmaking services,
the AmCham will select the preferred hotel and arrange transportation for the delegation to the
meeting locations and offer a package rate that includes meetings, hotel, event registration and
transportation.
If possible, all meetings should take place in the office of the local or state chamber, which may
serve as a source of identifying most of the potential matching companies. In some cases, it
may be advisable for the customer to meet with the matching company at the company´s
offices.
If interpretation services are required, the AmCham will try to facilitate it through the local or
state chamber (which would involve a separate charge). In addition, the AmCham in
coordination with local or state chambers of commerce should gather information about
accommodation facilities and travel costs in order to arrange a special package with
promotional prices for the delegation members.
IV– MATCHMAKING PROCEDURES
When a local AmCham member company (the client) requests assistance in locating U.S.
importers, exporters, or representatives, the following steps are recommended:
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Determine whether the client requests a specific state’s target market or whether it is
looking for counterparts in a specific economic sector. In both cases an evaluation
should be done accordingly which will help to identify if the request is feasible and if
there would be a demand for the product or service offered by the client. This evaluation
can be done with the assistance of local or state chambers of commerce in the United
States.
Once decided that it is a feasible request, the client will receive an e-mail indicating the
matchmaking service description and the fee.
If the client accepts, he or she will be asked to send the AmCham a detailed profile of
their company, as well as information on the products or services they provide or
require. This information will be used when presenting the company to potential U.S.
matches.
In the case of requesting a specific state market, the local AmCham should consult the
database created and find out which local or state chambers of commerce should be
contacted. If the request is more general, the local AmCham should identify which states
have a major demand or offer for the services or products involved in the request. After
identifying them, correspondent local or state chambers should be contacted.
Once the contact is established, AmChams should send the local or state chambers of
commerce all the details of the request provided by the client to arrange at least 4
potential matches between their members, non-member companies, and the clients.
After identifying suitable companies for the match, the local or state chamber should
prepare a detailed profile of each matching company and send them to the local
AmChams as well as the report detailing the work that has been done to arrange the
meetings.
Local or state chambers of commerce will be asked to give a briefing about the state or
sector’s business climate, for which local AmCham would provide assistance if needed.
The AmCham may be asked to coordinate travel packages for the clients and the
transportation services in the United States. It is advisable to include local or state
chambers of commerce members as providers of these services, in order to secure special
rates or discounts. A final package will be presented to the client for their evaluation.
If the client requests interpretation services, these can be coordinated with local or state
chambers of commerce as well. Rates will be presented to the client as an additional
charge to the matchmaking fee. The AmCham may want to review the client’s
marketing material in English.
Local or state chambers of commerce involved may provide assistance during each
meeting and provide the facilities in case the client wishes to contact the local AmCham
for any purpose.
During the visit of the AmCham member company or delegation to the United States,
the AmCham and local or state chamber of commerce in the U.S. should stay in touch in
order to coordinate any issues.
Upon the return of the company or delegation to the country of origin, the AmCham
should contact the client and request their evaluation of the meetings and feedback
about the service provided by the partner local or state chamber of commerce in the
United States. This feedback will ensure that the service is improved in areas where
member companies deem necessary.
A sample Matchmaking Brochure can be found in Appendix B.
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MEMBERSHIP
I– MEMBERSHIP
AmChams are independent, non-governmental and nonpartisan, not-for-profit bilateral
institutions in their host countries and are widely respected for the quality of leadership and
involvement in the community. AmCham members are, for the most part, companies and
individual business executives that operate on a bi-national or multinational basis and are
engaged in activities related to investment, industry, and commerce, especially between the
United States and the host country. Membership can also include companies from third
countries with no U.S. business ties but operating in the host country.
In recent years, not-for-profit organizations seeking to enhance their visibility and outreach
have viewed AmCham membership as an excellent conduit to reach a targeted audience. In
general, there is a shared belief among the membership that enhanced relations between the
United States and the host country are beneficial to both nations.
There are several reasons that lead firms and business executives to join an AmCham. Some
wish to enhance community goodwill, without concern for immediate benefit to them. Others
may join for the services they may expect from the chamber, which varies according to their
requirements. Most companies join AmChams for the same reason they join local chambers in
the United States—to meet people, make business contacts, and exchange information useful to
their businesses. In addition, U.S. concerns often need special assistance in foreign countries
where the language, laws, regulations, and customs may be unfamiliar.
AmChams are encouraged to target U.S. companies for affiliation. Active membership should
consist of American citizens and American-controlled firms, and citizens and firms of other
countries who are engaged in commercial trade between the United States and the country in
which the Chamber is located, and who share the objectives of free enterprise and free trade and
other broad policy objectives of the U.S. Chamber of Commerce.
II- AFFILIATIONS
Successful AmChams maintain transparent rules for member admission, designed to ensure
quality membership and a community of shared values aligned with the general objectives of
the institution. Most AmChams prefer quality membership to quantity and have established
screening processes through membership committees that ensure the participation of
39
companies that add value to its operation and that maintain high ethical standards both within
their business and their community.
Categories
Most AmChams establish a membership structure based on some or all of the following criteria:
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A company’s annual gross revenues;
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Whether it is a U.S. or a multinational company;
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A company’s nationality;
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The sector the company belongs to;
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Whether it is an individual, business, or non-governmental organization; and
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Number of employees.
Fees
Membership fees vary by AmCham but are usually established according to the category
structure described above and are paid on an annual or semester basis. Members are under the
obligation to promptly pay the initiation fees and annual dues set by the Board of Directors.
Company Representation
Companies are allowed to designate a given number of representatives according to the
category of membership. Inevitably, the company chooses members from its top tier
management team, who have business related responsibilities that severely constrain their
active participation in Chamber activities. For this reason, AmChams are encouraged to
motivate the participation of second tier managers to ensure a strong connection with the
Chamber.
Applications
Membership applications should contain clear, transparent, and invariable rules for admission.
Most AmChams require membership applicants to provide banking references and
recommendations from member company representatives or client references. The staff person
responsible for membership must follow up with the applicants to make sure the information is
accurate and complete. For those companies and executives new to the business community
and where background information is scanty or insufficient, a careful screening should occur to
ascertain the company is not involved in illicit activities. Some AmChams may have additional
due diligence processes, such as reviewing various lists and databases (e.g., OFAC/SD) to check
the names of company officials. Some AmChams may require a visit to the company offices.
Code of Conduct
Some AmChams require potential new members to sign a Code of Conduct when applying for
membership.
A sample Code of Conduct can be found in Appendix C.
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Membership approval
The Board of Directors has the right to determine which companies are eligible or non-eligible
to become a member of the AmCham. In most AmChams, applications must be approved by a
simple majority of the members of the Board of Directors.
Rights of Members
a. To receive the Chamber’s support in any situation where their lawful activities are in
any way threatened or interfered with by institutions, organizations, firms, or
individuals. The Board of Directors shall decide the manner in which the defense
shall be taken, in which case, the member must submit verbal or written details of
the problem. To this end, the member or members can request a hearing at the next
Board meeting.
b. To receive copies of studies and publications issued by the Chamber.
c. To propose to the Board of Directors or the General Assembly any activity or
initiative that is pertinent and helpful to promoting the purposes for which the
Chamber was created.
d. To present complaints to the General Assembly or the Board of Directors about
actions of the aforementioned or of the staff that are considered inadequate or unfair.
e. To present complaints to the General Assembly or the Board of Directors if they feel
that the objectives of the Chamber are not being met.
f. Any other rights deemed appropriate by the AmCham.
Duties of Members
a. To offer the best possible assistance and cooperation in order to augment the
Chamber’s objectives.
b. To support all Chamber activities and cooperate in defending institutional attacks.
c. To make sure that all actions and decisions taken by the General Assembly and the
Board of Directors are implemented and respected.
d. To actively participate in all official meetings and assemblies.
Procedures for Expulsion
The Board of Directors can, by a simple majority vote, at an ordinary Board meeting, decree the
discharge of a member for the following reasons:
a. Failure to pay membership dues.
b. Engaging in activities that are against the Chamber’s objectives, as well as
defamation of its principles.
c. Acting in the name of the General Assembly or the Board of Directors without due
authorization.
d. Engaging in unlawful commercial activities or unbecoming moral conduct.
In this last case the member affected has the right to appeal through the Board of Directors.
Upon expulsion the company has the right to be reimbursed for the proportional amount of the
annual dues paid.
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Disaffiliations
Termination of membership may be requested by any member who deems it convenient. The
termination request should be made in writing to the Board of Directors.
Turn-Over
While a certain amount of turn-over occurs in any membership-driven organization, affiliations
and disaffiliations should be monitored constantly to control shrinkage and preferably achieve
net growth in the membership roster.
Membership Retention
It is a widely-held axiom that it is five times more expensive to affiliate a new member (get a
new customer) as it is to keep an old member (customer). Staff, and in some cases Board
members, are responsible for reaching out to member companies that have intentions to
disaffiliate.
Identifying the changing needs and expectations of the membership is critical to maintaining a
healthy membership roster. One way to do this is through yearly online membership surveys
that enable management and the Board of Directors to rate and review the services that the
AmCham offers and to obtain feedback regarding any new value added service.
Membership Recognition
In volunteer organizations the challenge is to find meaningful roles for as many dedicated
volunteers as are willing to make significant contributions to the organization. Giving public
recognition to volunteers for the valuable time and effort they give to the organization is
critically important. The Annual Meeting or General Assembly is an appropriate venue for
acknowledging the contributions of those members that have positively impacted the
Chamber’s strategic goals and objectives.
Membership Recruitment
Most AmChams establish an annual quota for new affiliations with the prime responsibility for
achieving the quota falling to the Chief Executive Officer/Executive Director along with the
Membership Relations staff person. A list of target companies is compiled with emphasis on
those U.S. and local companies doing business with the U.S. The Membership Relations staff
person initiates contact with targeted companies and follows up on a periodic basis. In some
cases, a Board member is enlisted to lobby the targeted company on the AmCham’s behalf.
The AmCham membership is the nerve center that allows AmChams to exist and to meet its
objectives. Staff members, particularly those who are in close contact with the public, must
possess excellent public relations, communications, and problem-solving skills.
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Ways to Engage and Retain Members
1. Create account managers. Establish “account managers” within your membership
department who are tasked with managing the relationship with a set number of
companies. These assignments may be based on sectors, which also allow staff to
develop knowledge of industry relevant issues that impact members.
2. Phone and Site Visits. Account Managers and the CEO maintain contact with members to
stay informed of their issues and concerns in order to ensure that AmCham services are
relevant to members’ needs. These also provide an opportunity to share information
about relevant AmCham activities.
3. Fact letters. Send personalized letters as an interactive tool to communicate with members
and make them more aware and knowledgeable of the services and benefits AmCham
offers.
4. Advocacy activities. Assist the U.S. Embassy in trying to solve companies’ problems as
well as lobby the national government on common problems or sector-specific issues.
5. The power of words. Regular and effective communication of AmCham´s services,
products and achievements are essential.
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OSAC
I– OSAC COMMITTEES
The Overseas Security Advisory Council (OSAC) was established by the U.S. Department of
State in 1985 at the request of U.S. companies to foster the exchange of information between
American companies with overseas operations, other AmCham members, and the U.S.
Government. Since then, OSAC has become an outstanding joint venture and effective vehicle
for security cooperation.
Among their other accomplishments, government and business representatives have joined to
use OSAC as a forum for producing a series of publications providing guidance, suggestions,
and planning techniques on a variety of security-related issues, including terrorism and crime.
Personal security abroad is a major concern for individuals and companies and, thus, a natural
forum for an OSAC exists within the AmChams. It is recommended that OSAC also address
issues such as monitoring crime rates, document and financial fraud, inventory and warehouse
theft, and computer security.
II- STRUCTURE & COMPOSITION OF OSAC COMMITTEES
Typically, membership in the OSAC Committee is open to representatives of all U.S.-owned
private sector enterprises operating in the host country, regardless of citizenship or nationality.
Some AmChams have also extended the membership on this committee to representatives of
local companies. The Regional Security Officer [RSO], who represents the Chief of Mission or
Principal Officer at the U.S. Embassy, must be a member of this committee and will be the
liaison to OSAC headquarters in Washington, D.C. The chairman of the committee is generally
restricted to a U.S. citizen or a local representative of a U.S.-owned company.
Some OSAC Committees often have sub-committees to deal with specific issues such as
training, communications, crisis management, and legislation.
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III- TERMS OF REFERENCE OF THE OSAC COMMITTEES
The Terms of Reference of AmCham OSAC Committees often include the following:
1. To promote security cooperation and timely exchange of security information between
the U.S. Embassy and the U.S. private sector and other member companies in the host
country.
2. To provide guidance for design/implementation of security programs and plans for the
benefit of the wider AmCham membership.
3. To encourage American investment abroad by facilitating a dynamic exchange of
information which can be used to make informed corporate decisions on the best means
of protecting assets in an increasingly competitive and global economy.
IV- MEETINGS
OSAC Committees meet with varied frequency, ranging from once per month to once per
quarter, depending on the [security] environment of the host country and their work programs.
V- WORK PROGRAMS
OSAC Committees typically engage in the following activities:
1. Meetings, seminars, and conferences on issues such as company, community, school and
personal security, fire protection, fire prevention, IT security, kidnapping, disaster
prevention and management, port security, first aid, defensive driving, etc.
2. Preparation of security bulletins and newsletters for circulation to members.
3. Fundraising and other contributions to boost the effectiveness of host country national
security forces.
4. Quarterly updates for members from host country national security agencies.
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STAFFING AND VOLUNTEER LEADERSHIP
AmChams are organizations made up of member companies, volunteer private sector
representatives from those companies, and other private sector individuals. AmChams are
managed by a professional staff that implements the strategic vision they help to create in
consensus with the volunteer leadership. A clear understanding and effective management of
the roles and interaction between the professional staff and the volunteer leadership are
important components for ensuring the success of an AmCham.
I- STAFF ROLES AND INTERACTION WITH VOLUNTEERS
AmChams entrust the execution and continuity of operations and policies to professional staffs
that are fully qualified, empowered, and appointed by the Board of Directors to carry out their
mandate following the guidelines set in the strategic planning process.
In broad terms, the smaller AmChams usually employ a staff of five to 15 people; mid-size
AmChams may employ up to 25 people; the largest AmChams typically employ a staff of up to
70 people. In general, the great majority of staff is hired on a full-time basis. AmCham BrazilSão Paulo is a clear exception, employing nearly 200 people including 127 part-time trainees
who often work with AmCham committees and are frequently hired at a later date by member
companies.
Important qualities and characteristics of AmCham professional staff are service- and teamoriented skills. Good communications and sales skills are preferred and technical proficiency is
also desirable.
AmCham staff are often hired for their leadership abilities, as the AmChams seek goal-oriented
and self-motivated individuals who are creative and are visionaries. These qualities are key
since it is the professional staff that builds and strengthens their AmCham. They are the drivers
and the ones responsible for keeping others, including but not limited to volunteers, engaged
and motivated.
AmCham staff responsibilities include offering high quality service to the membership,
responding to members’ needs and inquiries, and promoting trade and investment between the
host country and the United States. An additional responsibility is to develop and produce
products and services for the members who function as clients of the AmCham.
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To comply with these responsibilities, the professional staff is tasked with several duties that
add dimension to their strategic vision, vision which is a must-have. The duties are:
1) Organize the leadership, including meetings and events;
2) Communicate with the membership and broader audiences (including external
audiences);
3) Maintain and continually improve the AmCham’s finances and administration;
4) Involve more members and prospective members in activities and programs and sell
products, sponsorships, etc.; and
5) Facilitate the volunteers’ (clients) input in the AmCham.
The most common way that the staff determines the needs of the members is through direct
contact with them at AmCham forums and other opportunities, such as face-to-face meetings.
Formal electronic or telephone surveys are good, but typically do not have the same effect as
face-to-face meetings.
II- STAFF MANAGEMENT AND EVALUATION
Effective management and evaluation of professional staff are highly important in
accomplishing the strategic goals of an AmCham and have their foundations in clear and
relevant communication with the AmCham CEO. Like any organization, AmChams deal with
internal and external stakeholders; employees, then, should be considered internal stakeholders
of the organization. To achieve this, the great majority of AmChams have established a formal
mechanism to receive feedback from their staff, usually accomplished through planned periodic
staff meetings or the implementation of an open-door policy by the CEO. For example,
AmCham Mexico employs a number of mechanisms to promote this communication including
a bi-weekly coffee with the CEO, weekly e-mail communications top-down, comment boxes in
different areas, monthly meetings with management, and other opportunities.
The development and performance of professional staff members are measured primarily
through periodic performance evaluations by the immediate manager, budget results, and
evaluations and comments from the membership. Salaries are most often determined through
salary and compensation studies but in many cases are simply determined by what the budget
allows.
III- VOLUNTEER LEADERSHIP
Volunteers are executives from member companies who dedicate their time and expertise to
AmCham activities on an unpaid basis. They may serve on the board of directors or on
committees. The wealth of knowledge and practical experience that these executives bring to an
AmCham’s strategic and tactical activities is immense. To effectively leverage this resource,
volunteer leadership must be carefully selected, managed, and motivated.
To identify appropriate volunteer leadership it is important to analyze the executive’s
background and capabilities before making a decision. This is usually carried out by a small
committee - perhaps a special nominating committee comprised of members of the Board of
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Directors and the AmCham CEO. In many cases, the AmCham professional staff and CEO
make recommendations to the committee about proposed volunteer leaders.
The requisite that is most often required of a volunteer leader is that he or she have the
appropriate level of commitment to and interest in the AmCham’s mission and objectives. The
volunteer private sector representative should ideally represent an important and influential
company and should have a high-level position within that company to be able to make
autonomous decisions about the use of his or her time and commitment to the AmCham.
One of the characteristics of a volunteer leader most appreciated by AmCham CEOs is a team
player and consensus builder.
Once a volunteer leader is selected, it is important to manage his or her interaction with the
AmCham staff and other volunteers. It is desirable that a volunteer not be demanded to invest
more than five hours per week of his or her service to the AmCham. Some type of formal
communication mechanism with volunteer leaders is also essential. This may take place
through planned periodic meetings with the AmCham President and Board members, or
through formal questionnaires and surveys.
Properly motivating a volunteer leader to more actively participate in AmCham activities is a
task that, more often than not, requires the time and attention of the AmCham staff through
personal visits and phone calls. Public recognition of the efforts provided by volunteer leaders
during events and/or meetings is also effective. Finally, it is important to remind volunteers of
the benefits their companies receive from participation in AmCham activities and, more
importantly, make sure that those benefits are delivered as promised.
Many AmChams consider that volunteer leaders should be replaced periodically to ensure
motivation and new perspectives in the Chamber’s activities. The majority of AmChams replace
or rotate volunteer leaders every one to two years.
IV- AMCHAM CEOS AND THE RELATIONSHIP WITH VOLUNTEERS
Striking a healthy balance between a staff-driven AmCham and a volunteer-driven AmCham is
one of the CEOs’ most delicate responsibilities. Most AmChams find it more efficient to be a
staff-driven organization, but do not fail to recognize the essential contributions of volunteers.
Some of the areas where conflict may arise between volunteer leaders and AmCham CEOs
concern the allocation of resources, funding and budget activities, allocation of duties, and
redundant oversight. The most effective method of dealing with these conflicts usually lies in
diplomatic negotiation among the parties in private meetings on a case-by-case basis.
However, it is important to maintain constant communication with volunteer leaders. Most
AmCham CEOs report that they personally communicate with key leaders often and report to
their Board at least once a month, and a few even communicate on a daily basis with key Board
members. Both phone calls and e-mails are used, but personal meetings are preferred for
important issues.
CEOs sometimes find themselves caught in the middle when there are differences of opinion
between volunteers. Most AmChams feel that the CEO should be a facilitator of consensus in
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these situations. This implies holding meetings, having the President decide when there are
differences of opinion, not taking sides, holding off-the-record discussions, and removing
personalities from the equation.
Role of AmCham CEOs
AmCham CEOs (sometimes called Executive Directors) are fully committed individuals
entrusted with the daily executive direction and administration of the institution, upholding its
values, impartially avoiding conflicts of interest, and ensuring fair and equitable treatment of all
member issues. As full-time Chamber representatives, they hold no economic interests in
conflict with those of members and are the primary spokespersons for Chamber positions.
The AmCham CEOs are usually charged with the following responsibilities:
1. Personnel: Hiring and firing, compensation, personnel benefits & insurance, organizational
chart, evaluations, job descriptions, policies, safety.
2. Finance: Budgeting, financial controls, financial reports, investment plans (all in
coordination with the Finance Committee or Treasurer).
3. Maintenance of assets, office equipment, vehicles, office space, and purchases.
4. Communication with AmCham members and media.
5. Maintaining visibility and relationships with business organizations (both within the United
States and host country) and with AACCLA.
6. Negotiation of cooperation agreements with members, public authorities, or other
institutions.
7. Implementation of decisions made by the Board, Executive Committee, and President.
8. Oversight of the operation of services, membership sales, publications, securing
sponsorship, etc.
9. Oversight and coordination with committee Chairs, their agenda, and program of work.
10. Assuring that the mission of the Chamber and its strategic plan is carried out.
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SUPPORTING THE CHAMBER
I- CORE BUSINESS
The bilateral relationship between the host country and the United States consists of the core
business of the Chambers, but this alone is not enough to guarantee AmCham growth or even
support daily operations. It is necessary to always strive for an ever-closer relationship in order
to address the needs of present and potential members and to support the chamber and
guarantee its development. The development of the relationship with the United States can be
achieved through a number of initiatives:
a) Lobby for U.S. companies already in the host country or for companies interested in
moving into the host country. This can be achieved in a number of ways but the most
efficient is through the promotion of direct contact between private sector
representatives and local authorities. This can be implemented at events in general, from
small closed gatherings to large seminars, or simply with “door knocks.”
b) Market studies that identify interesting opportunities in the host country for new
investments or new international deals. A small group of staff members and member
volunteers should promote regular meetings to discuss and identify possibilities and
outline possible interested investors to whom these possibilities could be offered.
c) Out-bound and in-bound commercial missions with or without the participation of
government officials, which may focus on a given geographical area or a given business
sector. Chambers should have an International Business Committee to regularly
examine the possibilities in this area.
d) Professional training exchanges to be implemented by taking private sector representatives
and/or employees of member companies to the United States, or vice versa, for
professional development. Agreements with training institutes and business schools are
often the best route for the success of this activity.
e) Facilitation of international transactions and legal matters either in the host country or in the
United States is a service very useful to member companies. Many times there is a
natural barrier for a foreign company dealing with some of the peculiarities of the local
legislation and procedures. The local AmCham staff usually has the necessary
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connections to facilitate the process. An extension of this alternative is the U.S. business
visa service that many AmChams provide throughout the world.
II– MEMBERSHIP
Because of its nature, an AmCham cannot exist without members. Members are the core
supporters of AmChams and many AmChams rely on the dues revenue they receive from
members for their existence. Establishing the desired and adequate membership guidelines and
rules is paramount to any AmCham’s success. There is no ideal method for success. Some
Chambers thrive on being very strict in their membership rules, thus leading to low
membership, while others that have a large membership accept almost every company or
person that is willing to join. Both methods may lead to good results. However, there is one
paradigm common to both possibilities: a Chamber has to constantly grow or else it can go out
of business. Here are some of the important techniques to search for new members:
a) The Board membership officer is a key position and should always be filled by an energetic
marketing-minded person. Its objective is to increase membership at all times, within the
framework determined in the bylaws or by the Board. In practice, it should be the
second most important position on the Board. There should also be a membershipexclusive staff person. In a small Chamber, this position is often filled by the CEO.
b) Membership campaigns should be conducted at least once a year. A successful Chamber
should not have difficulty in acquiring new members. The more successful a Chamber
is, the more companies will want to join it. However, a Chamber will only be successful
if its membership is constantly growing; therefore, it should promote successive
membership campaigns through several means, including advertisements in the media,
in which new members are encouraged to join the Chamber.
c) Why should a company join a Chamber? This is a question without a simple answer, and the
motivation may vary widely from country to country and from company to company,
but none will join if this question is not correctly answered by the AmCham. This relates
closely to the services that should be rendered by Chambers and that could be of interest
to potential members. Therefore, there is a strong link between membership and
Chamber activities. Having an attractive and diverse list of activities and services is the
basis for maintaining and increasing high levels of membership.
III– VISIBILITY
There are circumstances in which it might be better for a Chamber to have low visibility, but
because of its nature a Chamber is bound to always be in the limelight; therefore, the best
alternative is to take advantage of its visibility at all times, ensuring a positive public image.
This can be achieved through a number of practices, including:
a) Media relations: A Chamber should have the best possible relationship with local media
institutions. A public relations firm, possibly a member working pro bono, is very useful.
An AmCham may have staff members dedicated to these functions or may outsource
them. All PR activities should have the full support of the President and/or of the
Board.
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b) Visibility should be used to promote Chamber interests and/or member interests. The better
the public image, the easier it will be for the Chamber to achieve its goals. The
AmChams should continuously strive to guarantee their exposure in the right media
outlets and on the right issues.
c) Internal marketing with member companies is just as important as maintaining a good
public image. As the member companies are the life and support of the Chamber, it is
important that they are happy and proud to belong to the association. Thus, the ability
to regularly communicate with members is of utmost importance. If an outright monthly
magazine is not feasible, the AmCham should create an activities bulletin and/or an
Internet newsletter. Even though a monthly magazine can be expensive and often not
profitable, it is also a way to achieve visibility and to offer members an opinion forum.
IV- SERVICES AND ACTIVITIES
A Chamber must provide a number of services and activities in order to fulfill its role and
membership expectations. There are a number of activities that most Chambers should include
as their core business, including:
a) Events of all types usually lead to a variety of related activities. Lobbying, visibility,
membership, and business deals, among others, are activities that may take place
successfully at an event. In addition, events are excellent opportunities to practice
government relations, when well-known government authorities are among the main
guests.
b) Member services such as discount cards, private restaurants, social gatherings, and
celebrations, among others, are attractive to members and make them feel they belong to
a special group, enhancing the aggregated value of the Chamber.
c) TradeCenters / InfoCenters/Commercial Departments that provide information to member
companies are useful tools to foster new business and other activities. A good
TradeCenter/InfoCenter/Commercial Department should work both ways, providing
business information on the United States to host countries and vice versa. It may also be
a good source of revenue.
d) Committees are smaller groups dedicated to specific interests. AmChams usually handle
diverse interests covered through the various committees. Committees are like subchambers in that they help to organize interest groups within the Chamber. Committee
meetings to discuss common issues are an extremely powerful tool for member
retention. This gives members with differing viewpoints a chance to voice their opinions
in a relevant forum.
V- FINANCES
If a Chamber’s behavior is not aligned with its original objectives but maintains a healthy
financial state, with a permanent cash surplus, chances are that it will continue to operate well.
However, if a Chamber follows its objectives but has a poor financial performance, with
members having to frequently cover financial losses, chances are that sooner or later the
majority of members are going to drift away towards other institutions and the Chamber may
52
have to close. Some important guidelines to maintaining a Chamber on the right financial track
are:
a) Overall revenue has to exceed expenses. This is an obvious statement but is often ignored,
producing dire consequences. Since AmChams are not-for-profit institutions, some
outsiders think that it should not charge for its activities. Chambers should not perform
activities free-of-charge, unless they cover their expenses through sponsorships or there
is a long-term value to the Chamber that justifies the expense. Fees may and should be
as small as costs allow. Since naturally everything has a cost, each time a service is
rendered to a member for free it is paid by all other members, which is not fair. Not all
the activities and services of AmChams must earn revenue as long as they bring value to
the members and the overall operations make up for any revenue loss.
b) The ratio between dues and other product revenues is very important. Once a sizable
membership is in place, in principle, the minimum financial needs of a Chamber should
be satisfied. However, the larger the percentage of dues revenue in relation to the total
revenue, the more dependent the Chamber is on direct members for financial support.
Other types of revenue, on the other hand, represent the value of services and products
sold to members and non-members, and have less direct dependency on membership.
AmChams should achieve a comfortable balance between dues and other product
revenue. Usually, the less dependent a Chamber is on dues for its total revenue, the
more efficient it is.
c) Cash reserves are of utmost importance since the Chamber revenue may vary widely as
AmCham activities may be affected by the political climate in the host country. Foreign
capital inflow has a direct impact on most Chambers’ performance. Once foreign capital
starts leaving a country, it is probable that the particular Chamber is going to have a
downturn in its finances. There are two ways of preparing for harsher times. First, a
reserve fund of no less than the equivalent of 6 months of operating expenses should be
created. Second, the AmCham should ensure that the average monthly dues cover the
average payroll expenses, which is usually the largest expense. In addition, AmChams
should try to structure their finances on a flexible cost structure in order to avoid deficits
when revenue is lower than expected.
VI– CONCLUSION
In order to correctly support a Chamber, its management, Board, and staff have to proceed as if
the Chamber were a for-profit enterprise. “Not-for-profit” does not mean for-loss. It is almost
impossible to conduct activities of any nature in a way that margins are zeroed. There are
always unpredictable events which rarely bring positive results, so the best strategy is to hope
for the best and manage the surplus. In an increasingly competitive world and an ever faster
business environment, it is no longer possible to support any institution, especially a Chamber
of Commerce, without applying sound business principles that lead to high earnings, member
retention, diversified activities and services, positive visibility, and cash reserves. The best way
to support a Chamber is to maintain its activities, development, growth, and positive results at
all times.
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TRADECENTER – INFOCENTER – COMMERCIAL DEPARTMENT
I- FUNCTION
AmCham TradeCenters/InfoCenters/Commercial Departments are service centers of added
value that provide members and non-members information on commercial matters to promote
multilateral trade and investment.
II- INFORMATION RESOURCES
AmChams have extensive information resources counting on 104 AmCham offices in 91
countries throughout the world. Some of the information resources include the U.S. Chamber of
Commerce, U.S. state and local chambers, World Trade Centers, membership directories,
business directories, internal and/or external databases, commercial libraries, and commercial
newsletters. These help facilitate the flow of information that members or clients request
regarding commercial inquiries.
Aside from worldwide resources, there are 23 AmChams in 21 countries in Latin America and
the Caribbean that are members of AACCLA and work closely together to contribute to growth
of trade and investment to and from the United States of America.
III- SERVICES
AmChams provide several services of commercial function to members and non-members. The
major functions of TradeCenters/InfoCenters/Commercial Departments include business
searches, organizing trade missions, market / economic briefs, publications and materials about
trade fairs, local events, expositions, and events in the United States, as well as materials
received for the commercial library.
Business Searches
The business search service provides an insightful list of companies, organization, associations,
etc. The information typically includes the company name, economic activity, year established,
number of employees, contact person, address, telephone, fax, e-mail address, and website (if
available).
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Outbound Trade Missions and Business Visits
AmChams work with other organizations to provide the necessary tools for a successful trade
mission or business visit by coordinating all business appointments as well as other logistics
that might include hotel accommodations, transportation, interpreters, and meals (please refer
to separate section on Matchmaking Services for more details).
Inbound Trade Missions and Business Visits
AmChams organize inbound trade missions and business visits by coordinating business
appointments as well as other logistics that might include hotel accommodations,
transportations, interpreters, and meals (please refer to separate section on Matchmaking
Services for more details).
Market Briefs
Market briefs are concise market reports covering selected markets and products. They include
the elements of trade information required to best approach and penetrate international
markets.
AmChams offer general market briefs for specific industries for businesses planning, selling, or
investing in new markets. The information found in the overview of the market typically
includes statistics, commercial tendencies, market behavior, industry rankings, industry
growth, major products and services and their receptivity, key competitors, and general
profiles.
Trade Fairs
Inbound and outbound trade fairs help open up trade opportunities, allowing businesses to
participate as exhibitors or buyers. AmChams can coordinate logistics and provide the
necessary assistance for the participation in commercial fairs.
Trade and Investment Publications
Membership directories provide contact information on AmCham’s members, as well as a series
of business tools for both domestic and international investors. An up-to-date membership
directory is not only an important tool for members, but it also serves as a business directory for
non-members, and can therefore be a source of revenue from non-members.
Many AmChams publish a “Doing Business” information guide that helps international
investors establish a business and/or commercial ties by indicating a step-by-step legal
procedure as well as economic and commercial information on the host country.
In addition, many AmChams publish business magazines that provide information on
economic, social, and commercial matters from various points of view. They include articles on
topics of interest for both investors and business leaders.
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Newsletters are an important tool to keep membership and associated organizations wellinformed on current national or international news and events of interest held by AmChams or
other institutions. They may also include information on business opportunities.
Government Referrals
AmChams usually have good government relations with the highest ranking government
officials. These ties are used to act as a liaison between private commercial investors and the
government sector.
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WEBSITE
I– INTRODUCTION
These guidelines provide “best practices” based on the experience of American Chambers of
Commerce (AmChams) in Latin America and the Caribbean in regards to the content and
effectiveness of their websites. The main purpose of an AmCham website is to serve as an
effective tool of communication between the AmCham and its current and prospective
members.
II- WEBSITE CONTENT
It is recommended that AmChams hire an outside website design company to design their
website. In the event that a staff member is not available, on a part-time or full-time basis, to
update the website daily, weekly, or monthly, a website company should be hired as well.
It is important that the AmChams update their websites regularly - every week, if possible with accurate and relevant information. In order to maximize the content and value for visitors
and members, it is recommended that the website is either tracked or that it contains a survey to
determine which pages are visited the most and are of the most interest to visitors.
The objective of the website is to:
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Provide information about the AmCham, including events and activities;
Inform visitors about trade, investment, and commercial opportunities in the host
country;
Facilitate trade through customs, duties, regulations, and tariff information, services,
and support;
Provide information on members, membership, and member services;
Give members and the general public access to publications, documents, committees’
minutes, and other relevant information; and
Create a forum for export-import trade leads and business opportunities in the host
country.
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Content features that can be useful include:
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a list of relevant links;
online event registration;
access to publications such as the AmCham magazine;
membership information;
the AmCham mission statement;
job bank service; and
research information, such as data and statistics.
III- MEMBERS’ AREA
Member-exclusive content is an added benefit that AmChams can make available on their
website. These areas should be password protected if they contain sensitive information such as
contact information for members. It would be useful to survey members to determine what type
of information they would like to have exclusive access to on the website. One of the most
important online tools for member access is the membership directory. Additional information
that would be useful on members-only-pages includes the following:
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A complete list of member services and how to access them;
Online membership renewal and dues payment system;
Member profile page;
Discounts or partnerships for members only;
The ability to contact AmCham staff via e-mail;
Committee pages with information on the committees and minutes; and
Pages with information related to trade and investment for Board members
IV- USER INTERACTION
AmChams can offer website users a feature that gives them the opportunity to participate in an
interactive forum such as a blog. This feature can be regulated by the website staff, and the
AmChams can decide if they would like the postings to be member-exclusive or open to the
general public.
Should your AmCham decide to use the blog feature it should take certain precautions, such as
providing a disclaimer that requires users to accept the terms of blog participation before using
the feature. The AmCham does not wish to be legally responsible for any blog comments nor be
held responsible by third parties for the communications. Therefore, the AmCham should
require that blog users who blog on a topic about the AmCham or AmCham-related matters
and/or who identify themselves as an AmCham employee on any website must make it clear
that they are writing on their behalf and not on behalf of the AmCham. An example of a
disclaimer is: “The views expressed are mine alone and do not reflect the views of my
employer.”
In addition, the AmCham should not discuss or reveal any AmCham confidential or
proprietary information. This information includes internal business matters or decisions that
are not generally known outside the AmCham as well as information about employees,
individuals, or companies. Lastly, the AmCham should be aware that blog postings may
generate media coverage.
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Another way to encourage member involvement with the website is to have a section for
member news and testimonials. It is also important to have a filter system or set criteria for
information or discussions that are posted on the website.
V- MARKETING
There are several effective marketing tools that can be used to reach out to current and
prospective members and to promote the AmCham’s website, including:
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Distribute newsletters electronically by e-mail;
Create a user registration area on the website for non-members whereby AmChams are
able to obtain prospective members’ and visitors’ information for a database;
Offer online event information and registration;
Place sponsor/vendor advertising on the website;
Publish the AmCham’s magazine or other publications online;
Place the AmCham’s brochures, banners, and advertising on websites related to trade,
investments, or the U.S. in general;
Allow users to view membership information and learn how to join the AmCham;
Locate the AmCham’s website URL in all communications and on e-mails sent out from
staff;
Encourage members to visit the website by posting useful information such as
committee meeting minutes; and
Submit the AmCham’s website to search engines.
VI- TECHNOLOGY
Technology plays a key role in the outreach and effectiveness of AmChams in Latin America
and the Caribbean. AmChams should strive to make the best use of the technology that is
available to them. Based on the results of a survey completed by AmChams in the region, the
AmChams should:
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Create a strategic plan outlining goals and budget for the expenses related to
technology, including the website;
Use website tracking software to have regular statistics on website visitors. This
information can help AmChams understand what information is useful to the users, and
which pages they visit most frequently;
Integrate a search tool into AmCham’s website so that users can access information
more efficiently;
Include a site map on the website to help users navigate more easily;
Ensure that the AmCham’s website is compatible with all browsers including foxfire,
flock, and non-Microsoft explorer browsers;
Integrate E-Commerce technology so that the AmCham’s website can accept credit card
payments for the sales of services and products and event registration; and
Create two versions of the website: one in English and one in Spanish and/or
Portuguese.
Use online communication tools such as Facebook, RSS and Twitter to communicate
AmCham information, programs and events etc. This can be another way to encourage
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discussion on key issues, raise the profile of the AmChams, encourage new members
and increase traffic on the main website.
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AMCHAM MEMBER SERVICES
AmChams offer a variety of services to their memberships. The principal services offered by
AmChams are briefly described below.
1. Membership Directory: A valuable tool for members and non-members. Includes a list
of all member companies, contact information, and a brief description of their products
or services. The directory can be classified in different ways: in alphabetical order, by
product or service, among others.
2. Events: Events on a variety of topics such as the economy, finance, investment, trade,
and politics where government officials and policymakers are invited as keynote
speakers and guests. Open to members and nonmembers, these events offer an
opportunity to discuss important issues and provide high-visibility for AmChams.
3. Training seminars or workshops: A service offered by most AmChams, which provides
training for employees of member companies, usually given by a member company with
expertise in a particular area.
4. Committees: These are the backbone of the AmChams and are made up of
representatives from member companies. Most AmChams have, at a minimum, human
resources, trade and investment, economic/finance, legislative, environmental,
corporate responsibility and membership committees. Committees contribute to
executing the plan of work of the AmCham and provide valuable input in drafting
position papers on various issues. Committees also provide an excellent way to network
and share best practices, and are considered a value-added for the membership.
5. Magazine: An excellent way to communicate the Chamber’s position on issues of
concern for the binational business community as well as disseminate information on
chamber events and activities. The magazine is either printed, electronic or both.
6. Events with government officials: As mentioned above (2).
7. Support on commercial or other issues: AmChams are an invaluable resource by acting
as the collective voice for their membership, often on sensitive issues when companies
themselves are reluctant to go public.
8. Organization of outbound trade missions: Trade missions provide an excellent way to
fulfill one of the AmCham’s core objectives: to promote trade between the host country
and the United States. Trade missions are usually composed of small and medium
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9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
enterprises who need help in exploring new markets and seek to promote exports from
the host country.
Organization of inbound trade missions: These provide an important opportunity to
promote binational trade and investment.
Trade center: This is a basic service aimed at promoting trade and investment with the
United States by providing information related to doing business in both countries.
AmChams vary in the size of their trade center, but the most important aspect is having
access to up to date information on trade, statistics, both from the United States and the
host country. Additionally, it is highly recommended to work in collaboration with the
Commercial and Agricultural Sections of the U.S. Embassy, which are valuable sources
of information.
Networking opportunities: Provide a great way to promote business amongst members
in an informal setting. AmChams organize these events in different ways; some
organize expositions and other have sponsors who use the event to promote products or
services.
Discount card for members: Another great way to promote business amongst members.
Participating companies usually pay a fee to appear on the card, and offer discount for
their products or services. In return, they receive marketing services for a year (or a preestablished time), every time the AmCham promotes the card.
Publications with advertisement or promotion: Although expensive to produce because
of printing and distribution costs, publications can also be a good source of income.
Examples are the Membership Directory, the magazine, and a variety of others like
Doing Business and Investment guides, salary surveys or employment information,
economic facts and figures, etc.
Use of AmCham facilities: This is a value added for members when they require a
private place, out of the office, for special meetings, training sessions, or other functions.
This is especially useful for small member companies who might not have a meeting
room. It is a source of income, although not significant for many AmChams.
Economic Analysis: This is a key service for members and nonmembers. AmCham are
seen as a reliable source of information. It can be a source of income also.
Advisory or consulting services: This is a service frequently requested by medium or
small size members. It is supports members by facilitating a solution to their problems,
legal, financial or other. It can be a source of income for the chamber. It also promotes
the services of member companies providing the advisory services and generates
business between members.
Job search center: The center provides an inexpensive way to for jobseekers to gain
employment in member companies and also helps member companies recruit personnel.
Most AmChams charge the applicant a small fee to appear in a database of people
seeking jobs. The member companies usually have unlimited and free access to all the
resumes available in the database.
Country or city employment information: This is a valuable tool which provides timely
and reliable information on private sector job categories and salaries, allowing
companies to benchmark within their given sectors. Additionally, information on
62
employment trends is a valuable resource for the media and business in general. It can
also be a source of income--Information on salaries is expensive to obtain and therefore,
companies are willing to pay for it.
19. Other services
a. Visa facilitation: This service, which facilitates acquirement of visas and visa
renewals with the U.S. consulate, varies from chamber to chamber. The service
provides assistance and information to the members on how to get a visa
(procedures), relevant information to present at the interview, etc.
b. Conciliation and Arbitration Centers: Several AmChams have Alternative
Dispute Resolution centers. This is a service which provides businesses with a
clear strategy and mechanisms to resolve their business disputes in a predictable
manner.
c. Corporate Social Responsibility: Please refer to the chapter on awards and
programs on corporate social responsibility for more information.
d. Money laundering prevention service: AmChams can offer a basic due diligence
for members on potential business partners. In the case of Colombia, they offer a
discounted rate for members for World Compliance.
e. Matchmaking service: This service is usually offered through the trade center
staff and consists of setting up an agenda of meetings for company executives
coming from the United States, or vice versa. Please refer to the chapter on
matchmaking for more information.
63
APPENDIX A
REGLAMENTO INTERNO DE COMITES
Septiembre 2008
INDICE
1.-
Misión y Objetivos
2.-
Capítulo I - Disposiciones Generales
3.-
Capítulo II - Integración del Comité
4.-
Capítulo III - Funciones del Comité
5.-
Capítulo IV - Operación del Comité
6.-
Capítulo V - Funciones de la Mesa Directiva del Comité
7.-
Capítulo VI - Obligaciones de los miembros del Comité
8.-
Capítulo VII - Funciones del Committee Representative
9.-
Anexo I - Políticas Generales de los Comités
10.-
Anexo II - Recomendaciones y Mejores Prácticas
64
Misión y Objetivos de los Comités
El sistema de Comités de AmCham representa la columna vertebral del trabajo que realizan los
voluntarios que dedican una importante parte de su tiempo a generar valor agregado para la
membresía.
Por medio de una dinámica interactiva, los comités permiten una participación más amplia de
la membresía de AMERICAN CHAMBER/MEXICO y son una forma de lograr que las metas y objetivos
de la Cámara sean alcanzados al abordar directamente los intereses y preocupaciones de sus
miembros.
Los Comités están diseñados para permitir una interacción directa entre los socios que propicie
el trabajo conjunto en aquellos temas que sean de interés común para compartir mejores
practicas, intercambiar experiencias, abordar problemáticas, elaborar posicionamientos públicos
y proponer nuevas políticas públicas o cambios a la legislación existente al Gobierno, al
Congreso, a los medios de comunicación o a la sociedad en general.
Capítulo I
Disposiciones Generales
Artículo 1.- El presente Reglamento tiene como objeto establecer la organización y
funcionamiento interno de los Comités de AMERICAN CHAMBER/MEXICO, así como establecer los
mecanismos que promuevan la participación individual de sus integrantes y una mejor sinergia
entre los distintos Comités de AMERICAN CHAMBER/MEXICO, para promover la divulgación del
conocimiento en el campo de especialización de cada uno.
Artículo 2.- Para los efectos de este Reglamento se entenderá por:

Comité: Es un grupo de trabajo conformado por representantes profesionales de las
empresas socias de AMERICAN CHAMBER/MEXICO interesados en discutir y analizar un
tema particular con el fin de compartir experiencias y mejores prácticas, mejorar el
ambiente de negocios de una industria o sector, abordar una problemática específica,
buscar nuevas oportunidades de inversión y/o elaborar un posicionamiento sobre
algún tema que como Cámara se desee posicionar en la agenda pública.

Task Force o grupo de trabajo: Conformado por representantes profesionales de las
empresas socias de AMERICAN CHAMBER/MEXICO con un objetivo similar al de un
Comité pero que requiere una participación más especializada de sus integrantes y con
objetivos más definidos en el corto plazo.

Subcomité: Subgrupos de trabajo dentro de los Comités o Task Forces que dirigen sus
esfuerzos a desarrollar alguna parte del programa de trabajo del mismo.

Reglamento: El documento estatutario que establece la organización, derechos y
obligaciones de los miembros de la red de Comités de AMERICAN CHAMBER/MEXICO.
65
Artículo 3.- La interpretación del presente Reglamento Interno corresponde al Comité Ejecutivo
de AmCham, al Committees Steering Group (CSG) y/o a la Coordinación de Comités de
AmCham.
Capítulo II
Integración de un Comité
Artículo 4.- El Comité estará integrado de la siguiente forma:
I.
El Chair del Comité quien es designado por el Presidente de AMERICAN
CHAMBER/MEXICO.
II.
Los Vice Chairs, quienes son propuestos por el Chair del Comité y deben ser
ratificados por el Presidente de AmCham.
III.
Los Líderes de los Subcomités, se voluntarían entre los miembros del Comité para
ser los representantes y/o coordinadores del subgrupo de trabajo correspondiente y
serán ratificados por mayoría de votos de los miembros del Comité.
IV.
Los miembros del Comité, son todos los representantes de las empresas socias de
AMERICAN CHAMBER/MEXICO que participan en el Comité.
V.
Miembros honorarios del Comité, son aquellos representantes de instituciones y
organismos gubernamentales y sociales que tienen plenos derechos en el comité pero
no son socios de AmCham. Son incorporados con la intención de enriquecer los
trabajos del Comité y su participación esta sujeta a votación del comité y previa
autorización del Comité Ejecutivo y/o el CSG. Los miembros honorarios se
comprometen a seguir todos los lineamientos marcados en este reglamento y los
estatutos de American Chamber/México.
VI.
Los Invitados son cualquier persona socia o no socia de AmCham que sea invitada a
una junta del Comité que tiene voz pero no voto. Los invitados pueden asistir
máximo a 2 reuniones sin ser miembros y para poder participar en una tercera
ocasión tendrían que ser socios de AmCham e inscribirse en el comité como
miembro activo.
VII.
Committee Representative (CR). Son designados por la Coordinación de Comités de
AMERICAN CHAMBER/MEXICO para fungir como apoyo administrativo y de
planeación y organización de reuniones del Comité por un periodo indefinido.
VIII.
Mesa Directiva. Grupo integrado por el Chair, los Vice Chairs y los Líderes de los
Subcomités.
IX.
Oradores invitados.- El Comité, con previa autorización de la Coordinación de
Comités de AmCham, podrá invitar a sus sesiones a profesionistas especialistas en el
tema que aborda el Comité, así como a compañías y asociaciones e instituciones
relacionadas, quienes asistirán con voz pero sin voto.
66
Capítulo III
Funciones de un Comité
Artículo 5.- El Comité tendrá las siguientes funciones:
I.
Desarrollar un programa anual de trabajo para el Comité que deberá incluir la
misión y objetivos del mismo así como las líneas de acción para llevarlo a cabo, el
cuál deberá será presentado por la Mesa Directiva del Comité entre octubre y
noviembre del año en curso a la Coordinación de Comités de AmCham para su
revisión y posterior aprobación del CSG y/o del Comité Ejecutivo.
II.
Incluir como parte de su plan de trabajo la elaboración de un documento de
posicionamiento o whitepaper sobre el tema primordial de su interés, el cuál podrá
actualizarse en caso de que el tema siga siendo vigente para la membresía.
III.
Fungir como foro de discusión para el intercambio dinámico de experiencias entre
las empresas que lo integran.
IV.
Discutir y plantear las estrategias que contribuyan a fortalecer la presencia de
AmCham en el ámbito empresarial, académico, gubernamental y social relativas a
los temas que sean de la especialidad del Comité.
V.
Complementar su plan de trabajo proponiendo la realización de un evento anual que
contribuya a promover y difundir sus temas de interés.
VI.
Proponer la participación individual o conjunta con otros Comités en eventos,
seminarios, foros o proyectos externos relacionados con el sector y/o que
complementen sus actividades previo aviso a la Coordinación de Comités y
autorización del Comité Ejecutivo y/o del CSG.
VII.
Proponer y acordar la participación de oradores o ponentes en sesiones plenarias,
sujeto a aprobación de la Coordinación de Comités de AmCham, el CSG y/o el
Comité Ejecutivo según sea el caso.
VIII.
Confirmar, modificar o revocar los acuerdos que se den en la operación del Comité,
fundando y motivando dichas resoluciones con el acuerdo de la mayoría de sus
integrantes.
IX.
Supervisar y actualizar periódicamente los avances del Programa de Trabajo del
Comité y de los Subcomités.
X.
Elaborar y enviar a la Coordinación de Comités un informe anual de actividades en
el mes de enero para revisión de la Coordinación de Comités y del CSG y
presentación al Comité Ejecutivo y/o al Board de AmCham.
67
Capítulo IV
Operación de un Comité
Artículo 6.- El Comité sesionará en formato plenario un mínimo de 8 veces al año sin incluir las
reuniones de los subcomités y/o las reuniones extraordinarias que convoquen el Chair o la
Presidencia de AmCham.
En ausencia del Chair la reunión será presidida por el Vicechair y en su defecto por el líder de
alguno de los Subcomités o por algún miembro del Comité designado por el propio Chair o por
la Coordinación de Comités.
Artículo 7.- Cada miembro del Comité tendrá derecho a voz y voto y los acuerdos que surjan
del Comité se tomarán por mayoría de votos y serán obligatorios para todos sus integrantes.
Artículo 8.- Para la celebración de las sesiones ordinarias del Comité, el CR enviará a sus
miembros e invitados, la convocatoria y el orden del día correspondiente, con una anticipación
de al menos siete días hábiles, indicando la fecha, hora y lugar en que se llevará a cabo.
Tratándose de sesiones extraordinarias, dicha documentación se enviará con al menos tres días
de anticipación.
Artículo 9.- De cada sesión plenaria que celebre el Comité se deberá realizar una minuta la cual
contendrá el nombre y empresa a la que pertenece el miembro asistente a la sesión, el desarrollo
de la reunión y los acuerdos tomados en la misma;
La programación y organización de las sesiones de los Subcomités es libre y también deben
generarse minutas de las sesiones para ser integradas al expediente del subgrupo de trabajo
respectivo y las originales serán archivadas por el CR.
Artículo 10.- La Mesa Directiva del Comité podrá invitar a miembros de otros Comités u
organizar reuniones conjuntas e incluso eventos con uno o varios Comités cuando el tema sea
relevante con el propósito de crear sinergias en temas de interés común previa notificación a la
Coordinación de Comités y autorización del CSG y/o del Comité Ejecutivo.
Capítulo V
Funciones de la Mesa Directiva del Comité
Artículo 11.- Son funciones del Chair:
I.
Conformar la Mesa Directiva del Comité.
II.
Elaborar junto con la Mesa Directiva del Comité la propuesta del plan de trabajo
anual misma que deberá ser aprobada por la mayoría de los integrantes del Comité.
III.
Enviar a la Coordinación de Comités de AMERICAN CHAMBER/MEXICO, el programa
de trabajo anual entre octubre y noviembre del año en curso para revisión de la
68
Coordinación de Comités y presentación y aprobación del CSG y/o el Comité
Ejecutivo de AmCham.
IV.
Elaborar junto con la Mesa Directiva el reporte o informe de actividades y resultados
del año anterior durante el mes de enero para presentar al Consejo Directivo en
febrero, previa revisión de la Coordinación de Comités y aprobación del CSG.
V.
Dar seguimiento a los objetivos de los planes de trabajo y actividades de los comités.
VI.
Proponer la colaboración de AmCham con instituciones, organismos, empresas, etc.
que contribuyan a la mejor ejecución de las actividades del Plan de Trabajo del
Comité;
VII.
Presidir al menos el 80% de las sesiones del Comité;
VIII.
Procurar a oradores invitados cuando así lo requiera el comité con al menos 2
semanas de anticipación a la realización de la siguiente reunión.
IX.
Revisar, comentar y aprobar la invitación y agendas para la realización de las
reuniones con al menos 2 semanas de anticipación a la fecha de la reunión.
X.
Revisar, comentar y aprobar las minutas realizadas por el CR a más tardar una
semana después de haberlas recibido. En caso contrario la Coordinación de Comités
se reserva el derecho de darles el visto bueno y enviarlas.
XI.
Contribuir a la difusión de las actividades del Comité así como de los beneficios que
se obtienen por pertenecer al mismo con el fin de reclutar nuevos socios o
integrantes.
XII.
Asistir mensualmente a las reuniones del Committee Steering Group (CSG) de
AMERICAN CHAMBER/MEXICO e informar a los integrantes del Comité sobre los
acuerdos más relevantes que se tomen en dichas reuniones y/o que afecten al
Comité en cuestión.
XIII.
Fungir como vocero de AmCham en aquellos temas que sean de la competencia y
especialidad del Comité en caso de contar con la autorización expresa del Consejo
Directivo y/o del Presidente de AmCham así como con el visto bueno de la
Dirección de Relaciones Externas en cuanto al tipo de foro a participar y el contenido
del mensaje.
Artículo 12.- Son funciones del Vice Chair suplir al Chair en caso de ausencia y en general
apoyarlo en las funciones establecidas en los párrafos I al XII.
Artículo 13.- Son funciones de los Líderes de los Subcomités suplir al Chair y al Vicechair en
caso de ausencia y en general apoyarlos en las funciones establecidas en los párrafos I al XI.
Artículo 14.- La Mesa Directiva del Comité, vigilará en el ámbito de su competencia, el debido
cumplimiento del presente Reglamento.
69
Capítulo VI
Obligaciones de los miembros de un Comité
Artículo 14.- Son obligaciones y atribuciones de los miembros de un Comité:
I.
Asistir a las sesiones del Comité o designar a un suplente para las sesiones en que no
pueda participar, sin faltar a más del 70% de las reuniones en el transcurso de un año
o acumular más de 2 reuniones consecutivas sin suplente. En caso de incumplir con
este compromiso, la Coordinación de Comités de AmCham evaluaría el caso y
podría determinar la baja de dicho integrante del comité.
II.
Proponer al Presidente del Comité los asuntos que deban tratarse en las sesiones
plenarias del Comité, en las reuniones de los Subcomités y/o en las extraordinarias;
III.
Intervenir en las discusiones del Comité y emitir su voto respecto a los asuntos
tratados en las sesiones.
IV.
Proponer la asistencia de servidores públicos, representantes de Instituciones,
organismos u otras compañías que por la naturaleza de los asuntos a tratar, deban
asistir a las sesiones del Comité;
V.
Participar activamente en los trabajos del Comité y/o de los Subcomités y cumplir
con las tareas individuales acordadas y asignadas por los mismos.
VI.
Cubrir la cuota de recuperación correspondiente antes de cada reunión o la cuota de
NO SHOW cuando haya confirmado su asistencia a una reunión y no se haya
presentado sin haber cancelado al CR o a la Coordinación de Comités con 24 horas
de anticipación.
Capítulo VII
Funciones del Committee Representative
Artículo 15.- Son funciones del Committee Representative (CR):
I. Fungir como representante de AMERICAN CHAMBER/MEXICO y seguir sus políticas y
procedimientos durante las juntas de comité.
II. Proveer ideas a la Mesa Directiva del Comité para la elaboración de los programas de
trabajo anuales así como colaborar con la elaboración del informe de actividades
correspondiente.
III. Trabajar con el Chair de su Comité para desarrollar la agenda de cada junta.
IV. En caso de que el Comité tenga pensado invitar a un orador, deberá de notificar a la
Coordinación de Comités la persona que se piensa invitar para que en caso de ser
70
necesario se elabore la carta de invitación formal. El CR dará seguimiento a la invitación
y coordinará los requerimientos para la presentación del orador.
V. Avisar a la Coordinación de Comités el número de confirmaciones y requerimientos
para la junta cuando menos dos días hábiles antes de cada reunión quien se encargará
de dar la garantía al hotel, preparar el certificado para los oradores y hacer los arreglos
para el equipo audiovisual.
VI. Enviar la invitación a todos los miembros del comité con copia a la Coordinación de
Comités con 2 semanas de anticipación al día de la reunión utilizando el machote de
invitaciones vigente.
VII. Asegurarse de que todos los miembros del comité hayan sido notificados de la fecha de
la junta por lo menos con una semana de anticipación.
VIII. Mantener un récord de asistencias de las juntas registrando las asistencias de los
miembros en el módulo de comités y notificar mensualmente a la Coordinación de
Comités las altas (nuevos integrantes) y bajas (socios que dejarán de asistir al comité) de
los ejecutivos que integran el Comité.
IX. Enviar al Chair del comité la minuta de la ultima reunión a más tardar 2 días hábiles
después de la junta y darle seguimiento para que el Chair o el Vice Chair la apruebe en
un plazo no mayor a dos días hábiles después de haberla recibido para enviarla a los
integrantes del Comité.
X. Enviar la agenda de la próxima junta del comité cuando menos 2 semanas antes de la
junta marcando copia a la Coordinación de Comités.
XI. Verificar, antes de cada reunión que todo está en orden para el buen desempeño de la
misma como el numero de lugares dispuestos, la comida, el equipo audiovisual, la
presentación, el certificado de agradecimiento para el orador y cualquier otro material o
requerimiento particular y en caso de haber algún problema notificar al Gerente de
Banquetes del Hotel y/o a la Coordinación de Comités para su solución.
XII. Hacer algunos anuncios de carácter informativo/administrativo sobre AMCHAM sin
excederse de cinco minutos.
XIII. Trabajar con el Chair del comité para dar seguimiento a las acciones acordadas en cada
junta.
XIV. Involucrar y trabajar en conjunto con la Coordinación de Comités en todos los aspectos
relacionados con la planeación y organización de las reuniones o eventos públicos que
se desarrollen en el comité.
XV. Dar aviso a la Coordinación de Comités cuando se quiera generar alguna postura o
white paper dentro de un comité para trabajar conjuntamente en la misma.
71
XVI. Tener contacto permanente con el departamento de Eventos y Comités sobre el
desempeño del comité así como de sus avances, requerimientos y cualquier anomalía
que se presente relacionada con el mismo.
XVII. Ceder siempre su lugar a los integrantes del comité en las reuniones que sea necesario.
XVIII. Se asegurará de que el Chair del comité cumpla y se apegue a los horarios y tiempos
establecidos para las juntas mensuales.
XIX. Deberá de completar las llamadas de confirmación para cada reunión de comité por lo
menos dos días hábiles antes de la junta y deberá dar aviso a la Coordinación de
Comités de los resultados de las mismas. Asimismo, deberá de recordarles a los socios
que deben de realizar el pago de su cuota de recuperación con anticipación para poder
proporcionarles sus facturas correspondientes y deberá de dar aviso a la Coordinación
de Comités sobre las formas de pago o número de tarjeta en la que se debe de realizar
dicho cobro.
XX. Enviar el último día de cada mes, un reporte al departamento de Eventos y comités
sobre el desempeño del comité durante ese mes y el estatus en cuanto a los objetivos y
actividades que se establecieron en el plan de trabajo.
XXI. Deberá enviar las cartas de No Show en los casos que sea necesario.
XXII. Elaborar y mantener actualizado el directorio de miembros del Comité y difundir y
contactar entre potenciales interesados los aspectos relevantes sobre el Comité en
coordinación con la Dirección de Desarrollo de Negocios a través de los Key Account
Managers (KAMs).
Anexo I
Políticas Generales de los Comités
I. Nombramiento del los Chairs de Comités
1.
El Presidente de la Cámara tiene la facultad exclusiva de nombrar o remover a todos los
Chairs, Vicechairs y Líderes de subgrupos de trabajo de los Comités así como de
confirmar a los Vicechairs que propongan los Chairs de cada Comité.
2.
Los Chairs de un comité son elegidos para desempeñar sus funciones durante por lo
menos un año que comienza y termina en las mismas fechas en las que el Presidente
electo de AMERICAN CHAMBER/MEXICO desempeña su cargo. De acuerdo con su
desempeño en el comité y las necesidades de la membresía, el Presidente de la Cámara
puede tomar la decisión de que algún Chair de comité siga ejerciendo su función por
varios periodos consecutivos.
3.
Los Chairs de cada comité continuarán ejerciendo su puesto hasta que se les notifique
que se ha designado a un sucesor para asumir sus deberes.
72
4.
En caso de que el Chair de algún Comité decida dejar el cargo antes de la conclusión del
año de gestión del Presidente en funciones, este podrá presentar su renuncia al mismo y
proponer a un sucesor que provenga del mismo Comité, ya sea un Vicechair, Líder de
Subcomité o algún otro integrante que considere tenga las cualidades para liderar al
Comité. Dicho candidato podrá ser tomado en consideración, o no, por la Presidencia
para sucederlo.
II.- Creación, fusión, disolución o transformación de un Comité o Task Force
1.
Un comité puede formarse si se determina que su misión y objetivos tienen un propósito
significativo y consistente con la misión de AMCHAM y que pueden aportar un
importante valor agregado para la membresía.
2.
Para considerar la creación de un nuevo comité, cualquier socio puede presentar a la
Coordinación de Comités una propuesta formal incluyendo su misión, objetivos y
programa de trabajo para estudiar la viabilidad del proyecto y posteriormente presentar
la propuesta al CSG y al Comité Ejecutivo para su aprobación.
3.
Una vez aprobada la creación de un grupo de trabajo nuevo deberá considerarse si será
un Comité abierto a toda la membresía o si será un Task Force reservado a empresas con
un perfil más específico como por ejemplo el Energy Task Force.
4.
En el caso de un Comité abierto, AmCham lanzaría una convocatoria a toda su
membresía para determinar si existe el mínimo de empresas interesadas en conformarlo
de entre 20/25.
5.
Para conformar un Task Force se puede hacer con la participación de un mínimo de 10
empresas que respondan por medio de una convocatoria dirigida al sector, industria o
tema particular en el que se va a especializar el grupo de trabajo.
6.
El Presidente en turno de AmCham nombrará al Chair del Comité o Task Force para
proceder a la conformación de la Mesa Directiva del mismo y la Coordinación de
Comités coordinará la convocatoria de la primera reunión de la Mesa Directiva con el fin
de elaborar el plan de trabajo anual.
7.
Si el Comité Ejecutivo, el CSG, o la Coordinación de Comités determinan que el Comité
o Task Force ya cumplió con sus objetivos, no alcanzó sus metas, no produce
información relevante a la membresía o está funcionando adecuadamente, si existe
alguna duplicidad de esfuerzos u oportunidad de sinergia o por algún otro motivo
sustentado, pueden proponer al Comité Ejecutivo o CSG la disolución, la fusión o
transformación del grupo de trabajo.
III.- Programas de Trabajo y Proyectos de Comités
1.
Cada comité de AMERICAN CHAMBER/MEXICO es responsable de desarrollar un
programa de trabajo anual. Desarrollar este programa de trabajo significa establecer
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objetivos durante el mismo periodo de tiempo, especificando las actividades a
desempeñar para cumplir con los mismos y delimitando a la vez, las fechas en las que
dichas actividades deben llevarse a cabo.
2.
El programa de trabajo anual deberá ser desarrollado en el mes de Octubre o Noviembre
por el Chair y el Vice Chair del comité con el apoyo del CR de AMCHAM responsable,
contemplando las aportaciones de los miembros del comité. Una vez obtenida la versión
final del programa de trabajo, deberá ser revisada y aprobada por el resto del comité. El
programa de trabajo de cada comité debe de contemplar las actividades necesarias para
cumplir con su misión y objetivos.
3.
Cada comité deberá llenar un formato en donde se especificará su programa de trabajo.
Los objetivos deberán ser lo suficientemente retadores para mantener a los socios
interesados e involucrados. Estos deberán ser relevantes, específicos y, en la medida en
la que sea posible, cuantificables.
4.
Finalmente, los programas de trabajo de todos los comités son revisados y aprobados en
primera instancia por la Coordinación de Comités y finalmente por el CSG y el Comité
Ejecutivo para asegurar su congruencia con la misión de AMCHAM y evitar la duplicidad
de esfuerzos entre los comités.
5.
Todos los proyectos de los comités (tales como eventos, encuestas, publicaciones, etc.)
deberán ser sustentados con un presupuesto proyectado que busque cuando menos
alcanzar un punto de equilibrio. Si los ingresos no cubren los gastos, el CSG y el Comité
Ejecutivo deberán autorizar el proyecto.
6.
Los Chairs y Vice Chairs del Comité deberán concentrar los esfuerzos del comité de
acuerdo a lo establecido en su plan de trabajo, asegurándose de involucrar a todos los
participantes del comité en los proyectos que se estén desarrollando.
IV.- Membresía, juntas de comité y asistencia
1.
Para poder ser candidato a participar en algún comité de AMERICAN CHAMBER/MEXICO,
el ejecutivo debe pertenecer a una compañía socia de AMCHAM.
2.
No existe un límite de comités en los que un ejecutivo pueda participar.
3.
Para poder ser socio de un comité cerrado, refiérase a los procedimientos relativos a
Comités cerrados o Task Forces descritos en la fracción IX de este anexo.
4.
Una vez que el socio haya sido aceptado en un comité, deberá comprometerse a asistir
regularmente a las reuniones mensuales del comité.
5.
En caso de no poder asistir a alguna reunión, se podrá enviar a un ejecutivo de la misma
compañía como sustituto.
6.
Las decisiones de los comités se tomarán por mayoría absoluta de los miembros
presentes en la reunión.
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7.
El Presidente de AMCHAM y/o la Coordinación de Comités pueden cancelar o
reprogramar una reunión de algún Comité así como convocar a reuniones o juntas
extraordinarias en cualquier momento que lo consideren necesario previo aviso al Chair
y/o Vicechairs del mismo.
8.
Todos los asistentes a las juntas de comité deberán acatar las disposiciones y acuerdos
contenidos en el Código de Ética de American Chamber, disponible a través de la
coordinación de comités.
V.- Política de Invitados
1.
Un invitado que es socio de la Cámara, puede asistir a cualquier junta de comité, sin
embargo, deberá darse de alta en el comité si asiste regularmente a las juntas.
2.
Un no-socio invitado puede asistir durante un año a dos juntas de comité como máximo,
(ya sea dos juntas de un mismo comité o una junta de dos comités diferentes). Los nosocios invitados interesados en continuar asistiendo a un comité, deberán de convertirse
en socios de la Cámara.
3.
En caso de que un miembro de comité tenga interés en traer a un invitado no/socio
deberá solicitarlo a través del CR encargado del Comité para obtener el visto bueno de la
Coordinación de Comités de AMCHAM. A los invitados se les necesita recordar que
participan en las juntas con un papel de observadores y que su voto no es válido durante
la junta. Los invitados deberán también de cubrir la cuota de recuperación
correspondiente al comité al que asistieron.
4.
Los oradores de una junta de comité son considerados como invitados especiales por lo
que no deberán pagar cuota de recuperación y tienen derecho a llevar a un acompañante
para que los asista. En caso de que necesiten llevar a más de un acompañante, se le
pedirá que éste cubra la cuota de recuperación correspondiente y deberá de dar aviso
con anterioridad al CR de AMCHAM responsable del comité.
5.
El Chair, Vice Chair y CR de AMCHAM de cada comité son los responsables de que se
cumpla la política que tiene AMCHAM para los invitados. Tanto el Chair como el CR de
AMCHAM deben informar a la Coordinación de Comités sobre cualquier problema que
se haya experimentado al momento de querer ejercer la política de invitados.
6.
Cuando un miembro del comité desee invitar a un funcionario del gobierno a participar
en una reunión del comité, aún cuando no se le invite en calidad de orador, deberá
solicitar autorización al Presidente Ejecutivo, al Consejo Ejecutivo o al CSG, por medio
del CR encargado del Comité.
7.
Empleados de AMCHAM que no sean de la Dirección de Relaciones Externas podrán
asistir a alguna reunión de un comité abierto a la membresía, previa autorización del
Director de su departamento y con la aprobación de la Coordinación de Comités.
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VI.- Política de inasistencia (No show)
1.
A todos los socios que asistan a una junta de comité se les pedirá que cubran una cuota
de recuperación por asistir a dicha junta con la finalidad de cubrir los costos necesarios
para llegar al punto de equilibrio.
2.
Debido a que AMERICAN CHAMBER/MEXICO garantiza a todos los socios que confirman
su participación a un comité su lugar en la reunión y que se les sirvan sus alimentos, en
caso de que un socio confirme su participación pero no asista a la junta, AMCHAM está
obligada, a cubrir el cargo de la persona que no asistió. Por esta razón, todos los
integrantes de un comité deberán confirmar su participación o bien avisar que no les
será posible asistir a la reunión cuando menos 24 horas antes de la junta del comité; de lo
contrario, se les solicitará cubrir su cuota de recuperación.
3.
A todas aquellas personas que hayan confirmado su participación y que no se presenten
a la junta del comité, se les pedirá que cubran en su totalidad la cuota de recuperación o
NO SHOW.
4.
La participación de un miembro de comité que no haya confirmado su asistencia y se
presente a la junta del comité correspondiente estará sujeta a la capacidad del salón.
VII.- Responsabilidades de la Coordinación de Comités
1. Monitorear y dar seguimiento a las propuestas e inquietudes del comité y dar apoyo
para que este cumpla con los objetivos establecidos.
2. Supervisar que se cumplan los lineamientos generales establecidos para los comités en el
reglamento interno.
3. Dar apoyo al CR de AmCham para satisfacer las necesidades y requerimientos de los
comités.
4. Informar a la Dirección de Relaciones Externas de American Chamber/Mexico sobre
cualquier anomalía que se presente en un comité.
5. Dar seguimiento a las propuestas para la creación / disolución de algún comité.
6. Proponer iniciativas y proyectos que puedan impulsar el desarrollo de los comités.
7. Verificar que se registre en el módulo de Comités cualquier alta o baja de los miembros
del Comité.
8. Supervisar que se esté invitando a los oradores e integrantes del comité cuando menos 2
semanas antes de la junta, que se estén realizando las llamadas de confirmación y que la
agenda y la minuta se entreguen y distribuyan en los tiempos establecidos.
9. En caso, de que un CR no pueda realizar sus funciones, la coordinación elegirá otro
representante o en su defecto remplazará al CR.
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10. Realizar la facturación correspondiente a los asistentes de cada junta y dar apoyo
durante la junta de comité para la realización de cobros. Dar seguimiento a todos los
cobros de la cuota de recuperación de los ejecutivos que asisten a un comité.
11. Fungir como enlace interno con la Dirección de Desarrollo de Negocios y los KAMs para
difundir las actividades de los Comités y atraer nuevos socios o integrantes a los
mismos.
VIII.- Procedimiento de inscripción de nuevos integrantes a un Comité
1. Los socios de AMCHAM deberán manifestar a los KAMs y/o al personal de la
Coordinación de Comités el nombre del comité al que les gustaría pertenecer.
2. La Coordinación de Comités tomará nota de los datos de la empresa y de su
representante y de considerarse necesario le solicitará al socio llenar la solicitud de
inscripción y entregarla a la misma área cuando esté completa. El personal de Comités
revisará la información recibida, dará de alta al ejecutivo en el comité de su interés y
dará aviso al CR de AMCHAM responsable del mismo sobre el nombre del ejecutivo que
se integra al grupo para que se le incluya en las llamadas de confirmación de las juntas
de comité.
3. Cubrir con la cuota de recuperación correspondiente y presentarse en el día y horario
indicado a la junta del comité.
4. La Coordinación de Comités le entregará al nuevo integrante del Comité una carta de
bienvenida junto con un paquete de información básico sobre Amcham y el Comité en
cuestión.
IX.- Proceso de inscripción de nuevos integrantes a un Task Force
1. Algunos comités o grupos de trabajo de membresía cerrada pueden recibir nuevos
ejecutivos durante su existencia, cuando exista el consentimiento previo de sus
miembros.
2. Para poder ingresar a dichos comités, es necesario llenar un formato de inscripción que
deberá incluir una semblanza de la empresa solicitante e información curricular del
ejecutivo. Esta información se proporcionará a través del Committee Representative
(CR) de dicho comité.
3. El CR presentará a los miembros del Task Force la información mencionada para su
evaluación.
4. Los miembros del Task Force votarán para determinar si se acepta a la
empresa/candidato en cuestión como nuevo integrante del Comité. El comité tendrá 2
semanas para tomar una decisión, de lo contrario, esta facultad recaerá en la
Coordinación de Comités.
5. El resultado se le hará saber al ejecutivo/ empresa candidatos.
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6. En caso de ser aceptado se le enviará un paquete de bienvenida con información
relevante del comité y copia del reglamento interno de comités.
X.- Lineamientos para la elaboración de “white papers”
1. Los white papers fungirán como documentos de consulta para que el grueso de la
membresía de American Chamber/ Mexico y personajes externos puedan conocer la
postura de su comité en cuanto los temas que el comité consideré relevante.
2. Los white papers desarrollaran propuestas, planes de acción o diagnósticos de los temas
o sectores que sean de la incumbencia de cada comité.
3. No existe una extensión definida para la realización de un white paper. Estos pueden ser
tan cortos o largos como se desee. Sin embargo, se debe recordar que deben de ser
concisos y suficientemente informativos para ejemplificar la postura del comité.
4. Se recomienda que al seno del comité se elija a un grupo de voluntarios para redactar el
white paper. Debido a que la posición externada en el documento, debe de ser
representativa, la versión final deberá de contar con el visto bueno del pleno del comité.
5. El white paper puede tener un contenido educativo además de revelar el
posicionamiento de cada comité.
6. Dentro del contenido del documento se puede incluir, una perspectiva histórica del
tema/sector; la situación actual; posicionamiento del comité; solución de problemáticas;
beneficios de las propuestas; ejemplos; y una situación ideal para el tema/sector.
7. La inserción de datos, tablas, imágenes y graficas permite fundamentar el contenido y
crear una lectura dinámica para el lector.
8. Los datos contenidos dentro del white paper deben de ser fácilmente actualizables año
con año. Con el fin de no tener que crear un documento cada año.
9. Es fundamental otorgar el debido reconocimiento a todo contenido que no sea de
creación original de los miembros del comité.
10. Dado que el documento será de carácter público, es necesario que refleje y sea
congruente con los valores y políticas de American Chamber/Mexico.
11. El Comité Ejecutivo y/o el CSG de American Chamber/Mexico tendrá el derecho de
solicitar revisiones del white paper cuando así lo considere necesario.
Anexo II
Recomendaciones y Mejores Prácticas para Comités
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1.
Evitar cancelar o cambiar de fecha una junta de comité previamente calendarizada. En
caso de que el Chair no pueda asistir, es muy importante el apoyo del Vice Chair para no
perder la continuidad de la misma. Sin embargo, Amcham se reserva el derecho de
cancelar o posponer alguna reunión en casos excepcionales.
2.
Asegurarse de que el comité comience y termine a la hora establecida y de que las
reuniones no excedan de una hora y media salvo por alguna circunstancia especial.
3.
Asignar diversas funciones y responsabilidades a todos los integrantes del comité y
asegurarse de que se estén cumpliendo. Apuntar en la minuta de la junta el nombre de la
persona y la función que va a estar desarrollando para poder darle seguimiento
fácilmente.
4.
Crear grupos de trabajo para trabajar en actividades específicas.
5.
Hacer juntas proactivas e involucrar la participación de todos los integrantes en la junta.
Pedirles a todos los participantes que se presenten antes de cada reunión, especialmente
cuando hay nuevos integrantes.
6.
Incluir en la agenda discusiones sobre los últimos acontecimientos y temas de actualidad
de acuerdo con el área de interés del comité.
7.
Invitar de vez en cuando a oradores expertos en la materia, que puedan complementar
los temas que se estén tratando en el comité.
8.
Involucrar a todos los integrantes del comité en los proyectos y planes en los que se
piense trabajar y pedirles su retroalimentación.
NOTA IMPORTANTE / El presente reglamento es una guía para el buen funcionamiento de la
red de Comités de AmCham y su contenido será revisado anualmente pero podrá ser
actualizado o modificado en cualquier momento a solicitud de cualquier integrante de un
Comité que haya contado con el visto bueno de la Coordinación de Comités, puesta a discusión
en el Committee Steering Group y aprobada por el Comité Ejecutivo.
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APPENDIX C
AmChams’ Work in Corporate Social Responsibility
Awards Programs
AmCham Argentina: The Ciudadania Empresaria Award features two categories: a) CSR
projects or practices in areas related to internal human resources, environment, community and
suppliers and b) Sustainability Oriented Company Management, which recognizes the degree
to which company management and governance are aligned to sustainability in the
environmental, social and economic dimensions. More than 870 companies have participated in
this program since it was founded in 1999.
The winners are selected by an independent jury composed of recognized national and
international academics in CSR area. The jury selects one winner for the Practices/Projects
category and one for the Sustainability-Oriented Company Management category. The award
is a presented at an event where participants, the jury, and the members of AmCham Argentina
have the opportunity to share their experiences in CSR. The winners and the jury are recognized
and share their programs with the audience.
AmCham Chile: The Corporate Good Citizen Award seeks to recognize the CSR programs of
companies, both U.S.-owned and local, for their contributions to the community in which they
are located. The award recognizes specific programs, rather than a company since companies
may have more than one program. In 2009, AmCham Chile received 28 program submissions
from 26 companies.
AmCham Chile’s CSR committee designated a jury composed of renowned leaders involved in
social responsibility from a variety of private, public, and religious institutions. The applications
are first reviewed by a specialized NGO, SustentaRSE, hired specifically for the selection of the
award recipient. The jury then selects four winning programs in the categories of Innovation;
Association, and Corporate Commitment, and global achievement in the three aforementioned
categories.
The award is presented at an event in which all participants were given a space to showcase
their programs. The award, its objectives, and news related to the recognition are published in
the AmCham’s magazine and in the local media. Moreover, all 28 programs submitted in 2009
were featured in a special publication (Buen Ciudadano Empresarial). Also, Business Chile and
our internal website published full information about the ceremony and the programs.
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After the presentation of the award, the NGO that reviewed the programs conducted a special
meeting with those in charge of each company in order to explain the criteria. After the
ceremony, each of them received an extensive analysis of their programs, along with
suggestions for improving the programs.
AmCham Costa Rica: AmCham Costa Rica is the first private sector organization in Costa Rica
and one of the first AmChams in the hemisphere to promote the concept of Corporate Social
Responsibility by motivating and recognizing member companies that create on-going
programs that have a lasting impact in their communities in the social, educational or
environmental areas. The Contribution to the Community Award was created in 1997 and to
date over one hundred companies have participated with their projects. A panel chosen from
active members of the Chamber’s committees and who possess expertise in the social,
educational and environmental areas is responsible for evaluating the programs, strictly
adhering to a previously established set of criteria. The award has become a much-coveted
recognition for member companies and the awards luncheon attracts an impressive gathering of
business leaders from the bi-national business community. Participating companies set up
stands to showcase their projects in the areas outside the main salon where the event is held.
The President of Costa Rica is the keynote speaker and is usually accompanied by several of his
Ministers. As companies begin to be more proactive in their communities by identifying and
executing projects that improve people’s lives, they also see the value added of becoming
members of AmCham as a promoter of the concept of CSR.
AmCham Costa Rica: In 2006 Amcham Costa Rica created the Alberto Martén Chavarría
Award which recognizes journalists for outstanding investigative work related on the topic of
Corporate Social Responsibility. The award is presented in conjunction with the annual
Contribution to the Community Awards event which takes place in late November. The award
is given to a journalist or group of journalists (providing they represent the same media outlet)
and requires the submission of a minimum of seven articles which have been written over the
course of one year. A panel composed of experts in the field of CSR along with the President of
the College of Journalism evaluates the articles on their extension, analysis, depth of
information, capacity to generate opinion and creativity. Participating journalists must obtain
permission from the media outlet he or she works for in order to participate. The winning
journalist receives a laptop computer and a one year course in English, both of which are
donated to AmCham specifically for this event. Additionally, the media outlet receives
recognition in the form of a glass sculpture for encouraging the coverage of corporate social
responsibility.
AmCham Guatemala: The Contribution to the Community Award seeks to recognize
companies, both U.S. owned and local, for their contributions to economic and social
development in the country. In 2009, AmCham Guatemala received 20 applications from U.S.
and local companies. The award serves as motivation for companies to develop projects, and
foster and promote CSR in Guatemala.
AmCham members serve as judges in each of the 4 categories: environment, social, employee
development, and education. The grand prize is awarded to the company that develops
projects in two or more of these categories. Journalists attend and publish information on the
winning projects in newspapers, radio, TV, and internet media.
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The award is presented after the Annual General Assembly. This has increased attendance at
the General Assembly and combining the two events is financially beneficial.
AmCham Jamaica: The AmCham Business & Civic Leadership Awards Gala will highlight the
important role that arts, culture, and activities of individuals and non-profits in Jamaica who
are involved in important initiatives on the island. The Awards program includes three (3)
categories:
Civic – Artist
This award is designated for an under-recognized, mature artist who has made a
significant and ongoing contribution to/in Jamaica. Artists from the performing,
literacy, media and visual arts to include craft, folk and traditional forms could be
considered.
Civic – Individuals and Nonprofit Organization
Individuals from all sectors – from government agencies, nonprofit organizations,
Government officials; individuals would be eligible for this award. Nominations for
emerging and innovative leadership roles are also encouraged.
Business Leadership:
Private Sector and Government Ministries/Agencies– Corporate Social Responsibility in
areas such as: Environment, Education, Health, Community Development, etc.
AmCham Panama: PanAmCham’s Good Corporate Citizen Award increases awareness of CSR
responsibilities and successes through dissemination of information on projects currently being
developed by AmCham members
There are award categories for both large and small companies based on their CSR projects.
A panel of 5 judges, which includes 3 AmCham members and 2 independent judges with ample
experience in the field of CSR, selects the award recipients. Projects are judged on the following
criteria: creativity, relevance, results, participation, alignment with business model,
management, and replicability. The award is presented at a gala dinner.
Awareness Campaigns
AmCham El Salvador: Aims to educate about CSR and its strategic role in the business model
through its BUSINESS magazine in a permanent section about CSR, an electronic bulletin about
CSR, events, and surveys. The last issue of our magazine is entirely dedicated to CSR this year.
AmCham El Salvador’s goal is to educate its members about the importance of CSR, how to
practice CSR, and to show them success stories from companies that have strong CSR programs
in the country.
AmCham Mexico: The National Social Responsibility Survey seeks to identify the corporate
social responsibility programs of the AmCham Mexico’s member companies in order to classify
the priority issues on which they focus their efforts and integrate a catalog of programs to
inform and connect the membership of the Chamber.
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This survey will also make an estimate of the level of investment that firms associated with
AmCham Mexico spent in CSR programs in 2009. With this data, the AmCham’s CSR
committee can have the data available to boost its image as an association of corporate
citizenship, as well as a business ally.
AmCham Peru: The Sustainable Development Committee organizes an annual forum and
contributes articles to AmCham Peru’s Contact magazine.
Strategic Partnerships
AmCham Colombia: In June 2009, AmCham Colombia (Bogota, Barranquilla, Cali, Cartagena
and Medellin) signed a Memorandum of understanding (MOU) with the USAID Mission in
Colombia with the overall goal of promoting synergies between AmCham affiliates´ CSR
activities and USAID development projects in Colombia.
The specific objectives of the MOU are to:
1. Combine efforts to promote public-private alliances and increase visibility of AMCHAM
affiliates Corporate Social Responsibility (CSR) projects and USAID programs
implemented in Colombia.
2. Align the CSR goals of AmCham affiliates with USAID objectives and promote synergies
between the parties to expand the number, scope and efficiency of public-private
partnerships.
3. Support USAID´s efforts to commercialize high quality, socially-responsible products
made by beneficiaries of U.S. Government foreign assistance programs to expand legal
business opportunities for Colombians, enable Colombia to become more competitive in
the global economy, improve the image of Colombia overseas, and raise awareness of
USAID.
4. Link USAID-supported small and medium enterprises (SMEs) and AmCham affiliates to
create licit economic opportunities.
AmCham Paraguay: In 2004, AmCham started a project promoted by the U.S. Department of
Commerce called Pacto Etico Comercial (PEC). PEC encourages and trains companies in ethical
corporate behavior. The project continues and contains a novel element in that companies must
subject themselves to outside audits in order to be certified as being in compliance with
business ethics as defined in the PEC Charter, written by the founding organizations of
AmCham Paraguay and the Chamber of Advertisers.
The Charter is available at
www.pactoetico.com.py.
Training is conducted by a special committee whose leader was trained by the Department of
Commerce in 2006. The Committee later developed its own checklist for the audits. One
hundred forty companies have associated themselves to the project. Eighty of them have
received training for introducing the ethics program in their businesses and more than 30 are in
the final phases of editing their own code of conduct. Five companies have been certified by
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outside auditors as complying with the PEC Charter. Two are local companies and three are
multinationals.
The PEC program was initially funded by the Embassy through the Department of Commerce
and later by the Multilateral Investment Fund of the IADB and by annual dues paid by the
members.
AmCham Paraguay: In 2010, AmCham partnered with the U.S. Embassy to highlight how U.S.
companies in Paraguay contribute to the local economy at Paraguay´s yearly Expo of
agriculture, commerce and industry -- the largest event of its type in the country. The pavilion
at the Expo was set up like a museum where the public could walk through 480 square meters
of space designed to educate the public on what U.S. companies are contributing to the
development and growth of Paraguay by showing the number of jobs created, taxes paid, CSR
programs supported and technology transferred. The Expo was visited by school children and
executives, as well as the President and members of his Cabinet. .Over 750,000 people visited
the 15 day event.
Exhibits linked how seeds were developed by Monsanto, then transported by Cargill and ADM
to ports for export and to local factories for further processing, and then distributed by
Continental Grain (Conti Paraguay) to the local market. Additional U.S. companies had
individual stands to showcase information about the companies, their contribution to the well
being of the country, etc.
The U.S. companies paid for their participation in the event together with a donation by the U.S.
Embassy equivalent to one of the major four contributing companies. A total of 18 U.S.
companies participated with stands in the pavilion rented by the AmCham with the support of
the four major contributors.
The U.S. companies were very pleased to show what they
contributed to the country and were especially pleased with the USG support.
Member-funded/AmCham-led Projects
AmCham Brazil-São Paulo: The “Projeto Escola Legal: combating piracy starts in school”
program is an initiative of AmCham and its partners, created to educate elementary and middle
school students in public and private schools on the problems caused by piracy in Brazil and
worldwide. The project focuses on the school community, teachers, and students as multipliers
of the Escola Legal concept to the Brazilian society.
This project intends to raise awareness in public and private schools about the effects caused by
the lack of innovation and Intellectual Property Rights (IPR) protection, in addition to the harms
caused by pirated goods to individuals and society. Throughout 2009, the project was
developed in 50 schools in two Brazilian cities, reaching 8,500 students. In 2010, it will be
extended to three more cities. The goals are 1) to create a program that can be taken to a large
number of schools, both public and private, educating children between the ages of 7 and 14 on
the consequences of illegal practices that occur in the country; 2) to provide notions of
important issues of the economy, politics, law, public safety, health and sustainable growth
through the discussion of piracy, and bring light to how this generation is called upon to be
well informed and understand the problems faced by society in the 21st century; 3) to engage
governmental entities, as well as other organizations and companies in the support of public
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policies that aim to reduce pirate consumption and educate children about the social and
economic losses caused by piracy.
AmCham Colombia: The Equal Opportunities Declaration is a voluntary agreement by which
a company can affirm its commitment to the principles of equality and non-discrimination. The
Declaration is intended to serve as a tool to help companies assess their existing policies and
continue to improve by implementing dynamic policies that promote diversity in the
workplace. Companies will undergo an internal diagnosis carried out by an Evaluation Body
(PriceWaterhouseCoopers) and commit to implement steps to achieve continued improvements
based on the equal opportunity indicators.
The Declaration is open to AmCham affiliates. Although the Declaration is based on Colombian
law and international best practices, the Declaration is not intended to serve as a guide for legal
compliance.
This project is developed jointly with the Pan American Development Foundation in Colombia,
AmCham member Semilla Consultores, and Pricewaterhouse Coopers.
AmCham Dominican Republic: Developed with the technical and financial support of USAID,
AMCHAMDR’s Education Program works to improve the quality of basic education in public
schools in the Dominican Republic, with the active participation of the private sector. The
program works on providing technical assistance focused on analyzing and detecting the
priorities that need to be addressed in specific schools across the country that will be sponsored
by private companies. This aid is focused in helping the teaching staff and the community to
establish joint initiatives that strengthen the end result. For each U.S. dollar that the company
provides, the program matches it with U.S. $0.50.
The Education Program hopes to contribute to a better education system and a better
foundation for our youth which, in turn will transform the Dominican Republic into a more
competitive country in the future, with more prepared human resources to compete in a global
economy.
AmCham Dominican Republic: The Community Development Program looks to develop the
competitiveness of the communities so that they can become more productive and self
sustainable. It works with annual Donation Cycles with the support of the Inter-American
Foundation that contributes with one dollar for each dollar that AMCHAMDR is able to raise
through its various benefit activities throughout the year, plus direct contributions from private
companies.
In cooperation with USAID, the Inter-American Foundation and the Pan-American
Development Foundation (PADF) and funded through special events and contributions from
private companies, the program hopes to empower local communities to work with their skills
and resources for both their development and that of their communities.
AmCham Nicaragua: Since 1999, AmCham Nicaragua has been committed to the social and
economic development of the country, and has worked towards the strengthening of the quality
of the national education system through its Schools Sponsorship Program. The main focus of
the program is to transform rural and suburban primary schools of Nicaragua into
economically sustainable centers that do not depend solely on scarce and insufficient
86
government funding. It also seeks to build entrepreneurship, leadership and democratic
thinking skills starting in the early grades, decrease malnutrition levels, promote computer
classes, administrative know-how, sales abilities, tech support skills, and business ethics
As part of this program, AmCham members directly support a low income school. Using this
‘Godparent’ model, the Education Committee has promoted active and holistic learning,
management and other practical skills as integral lessons in the classrooms and autonomy and
sustainability in each school that is ‘adopted.’
Most recently, a new component has been included to the program, the “one laptop per child”
component, which seeks to create educational opportunities for the country's poorest children
by providing each child with a rugged, low-cost, low-power, connected laptop with content and
software designed for collaborative, self-empowered learning.
AmCham Trinidad and Tobago: AmCham T&T’s National Youth Productivity Forum
challenges T&T’s youth to promote and develop improved consciousness of the value of
leading productive lives, resulting in increased personal responsibility at school, home and
work. The unique forum features 20 schools across Trinidad and Tobago discussing the theme,
‘Towards a Productive Trinidad and Tobago - A Roadmap for National Competitiveness.’ A
primary goal of the program is the enhancement of national competitiveness by aiding in
identifying opportunities presented by globalization. Key to success in a global environment is
productivity and it is our intent to educate young people about its critical importance for
sustainable national competitiveness. AmCham T&T partnered with the Institute of Critical
Thinking of the University of the West Indies to expose students to critical thinking training.
All secondary schools in Trinidad and Tobago were invited to participate, and the first 20
schools were selected on the basis of “first come, first served”. These schools participate in five
zones – North, South, East, Central and Tobago. At each round a school represents the
perspective of government, private sector, civil society and labor respectively. After five rounds,
four outstanding teams are selected to participate in a final, at which they develop a position
paper to present to the government of T&T with recommendations on how each component of
society contributes to enhanced productivity and sustainable national competitiveness. They
also develop a student’s pledge on how they intend to lead productive lives.
Awards are presented to the students and a legacy award is given to the schools in the final.
The productivity paper is featured in AmCham’s Trade, a quarterly magazine, “Linkage”, and
published in daily newspapers
87
Política de Etica Comercial
de AmCham.
La Cámara de Comercio de los Estados Unidos en la República Argentina
Viamonte 1133 - 8° piso
-C1053ABW- Buenos Aires - Argentina
Tel.: 4371-4500 Fax: 4371-8400
E-mail: [email protected]
Web site: www.amchamar.com.ar
La Cámara Americana
The American Chamber
The AmCham
Business Ethics
Policy
K
eeping in mind that the fight against
corruption in both the public and private
sectors is one of the most important
demands of our society, the Board of
Directors of the American Chamber
recommends the following code of conduct.
Their object is to provide Chamber members with a list of rules that have proved their
efficacy both locally and in the United States. They can be used as a simple and clear
guide for your own internal operations and serve as a model for a company´s ethics
policy if one does not already exist.
The following Rules of Conduct are intended as a method of self-regulation for all
members of this Chamber:
Política de
Etica Comercial
de AmCham
L
as siguientes Reglas de Conducta
son un método de autorregulación
para todos los miembros de esta
Cámara:
•
Para los propósitos de estas Reglas de Conducta, el término "miembro" se refiere
a cualquier persona física o jurídica miembro de esta Cámara y a sus
representantes organizada o no con fines de lucro.
•
Todos los miembros deben adecuar su actividad a las leyes y reglamentos que
les resulten aplicables de la República Argentina, cuidando de observar tanto la
letra como el espíritu de estas Reglas de Conducta.
•
Ningún miembro debe requerir, demandar, ofrecer o hacer un pago indebido en
ninguna forma, u otorgar cualquier otra ventaja o para beneficio de cualquier
funcionario público o de empresas privadas, o de acuerdo a lo que él o ella pueda
indicar (directa o indirectamente), para inducirlo a tomar una acción u omisión.
•
All members should conform to the relevant laws and regulations of Argentina
and should observe both the letter and the spirit of these Rules of Conduct.
•
No member should request, demand, offer or make an undue payment in any
form, or extend any other advantage to, or for the benefit of, any public or private
official (whether directly or indirectly) as an inducement to action or inaction by
said official.
•
Members should not (1) return any portion of a contract payment, or (2) utilize
other techniques, such as subcontracts, purchase orders, or consulting
agreements, to channel payments to such officials, their relatives or business
associates.
Los miembros no deben: (1) devolver ninguna porción de un pago contractual
o (2) utilizar otros procedimientos, tales como subcontratos, órdenes de compra
o acuerdos de consultoría, para canalizar pagos a tales funcionarios, sus
parientes o personas asociadas a tales funcionarios.
•
Members should take measures reasonably within their power to ensure that any
payment made to any agent represents no more than an appropriate
remuneration for legitimate services rendered by such agent.
Los miembros deben tomar las medidas que se encuentren bajo su razonable
control para asegurar que ningún pago realizado a cualquier agente represente
no más que la contraprestación apropiada por los servicios legítimos que dicho
agente les preste.
•
•
Donations, contributions and advertising expenses should be managed in a
manner that will not indirectly contravene these Rules of Conduct.
Donaciones, contribuciones y gastos de publicidad deben ser manejados de
manera que no se violen indirectamente estas Reglas de Conducta.
•
•
Members should maintain accounting systems in accordance with the best
accounting practices under which all financial transactions are properly and fairly
recorded in appropriate accounting books available for inspection by the Board
of Directors, independent auditors and other authorized persons.
Los miembros deben mantener un sistema contable de acuerdo con las mejores
prácticas contables y conforme a las cuales todas sus operaciones sean
registradas en forma correcta en sus correspondientes libros de contabilidad,
para su inspección por el Directorio, auditores independientes y otras personas
autorizadas.
•
•
Association of American Chambers of Commerce in Latin America
1615 H Street, NW
Washington, DC 20062
[email protected] – www.aaccla.org
Tel. 202-463-5485
Fax 202-463-3126

AACCLA Best Practices Manual - Association of American

Transcripción

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