12.30 1:30 pm lunch · sales in 180 countries •sales (2011): usd 11.7 billion •stable...

12.30 – 1:30 pm

LUNCH

1:30pm – 2:15pm

GRI & ISO 26000 :

Top Corporate Initiatives

Eric MUGNIER - Moderator Partner Environment & Sustainability Services ERNST&YOUNG

Anne GADEGAARD Programme director, Corporate Sustainability NOVO NORDISK A/S

Guidelines to manage and evaluate the politics of big companies, SMEs and organisations What has been successful? What are ways to overcome inevitable obstacles? How can employees be involved in the process? Identifying key stakeholders and initiating a constructive dialogue Effective marketing of commitments to CSR standards: What matters most to clients and consumers?

Pierre MAZEAU President of an international Working Group for ISO 26000 and member of the Stakeholder council of GRI, CSR Manager EDF

GRI & ISO 26000

Top corporate

initiatives

Pierre Mazeau

AGRION, Brussels

30 January 2013

Two major initiatives in line with the approach of the

european commission regarding social responsibility

Same objective: help organizations adress their social

responsibility and enhance credibility of their communication

with a focus on the impacts supported by 2 shared principles:

Accountability: an organization should be accountable for its impacts on

society, the economy and the environment

Transparency: an organization should be transparent in its decisions and

activities that impact on society and the environment

Stakeholder engagement

Internationally recognized frameworks

Sectorial approach highly relevant

agrion brussels 30 january 2013

5

Basic Facts of ISO 26000

Title: Guidance on Social Responsibility

Target group: To be applied by all types of organizations, i.e not only companies

Date of publication: 1er November 2010

Type of standard: International standard providing guidance, not intended for third-party certification

Developped on a consensus basis by 99 countries represented by 6 categories of stakeholders


6

2 fundamental practices of social responsibility

impact of the activities stakeholder engagement


7

Labour practices

Fair operating practices

Consumer issues

The environment

Community Involvement and

development Human rights

ORGANIZATION

ISO 26000

CORE SUBJECTS

Reporting and communication

Information relating to social responsibility should be:

complete Information should address all significant activities and impacts related to social

responsibility;

understandable Information should be provided with regard for the knowledge and the cultural,

social, educational and economic background of those who will be involved in the communication.

responsive Information should be responsive to stakeholder interests; ⎯

accurate Information should be factually correct and should provide sufficient detail to be

useful and appropriate for its purpose;

balanced Information should be balanced and fair and should not omit relevant negative

information concerning the impacts of an organization's activities;

timely Out of date information can be misleading. Where information describes activities during a

specific period of time, identification of the period of time covered will allow stakeholders to compare

the performance of the organization with its earlier performance and with the performance of other

organizations; and

accessible Information on specific issues should be available to the stakeholders concerned.

Global Reporting Initiative


GRI’s Vision

A sustainable global economy where organizations manage

their economic, environmental, social and governance

performance and impacts responsibly and report

transparently.


Sustainability Reporting Framework

Guidelines

Indicator and Technical Protocols

Sector Guidance (e.g electric utilities, oil & gas)


Linkage documents

Guidance for using GRI Sustainability Reporting Framework

in combination with

other frameworks

UNGC, ISO26000, CDP..


Time for action !

How companies can use these standards ?

How to identify and report on material issues ?

How to identify and engage stakeholders ?

How did ISO 26000 and GRI help to improve SR in your company

?

Why ISO 26000 is not certifiable ; what kind of recognition when

using these satndards ?


Novo Nordisk on

GRI and ISO 26000

Anne Gadegaard

Programme director

Corporate Sustainability

Novo Nordisk

JONATHAN CHARLESWORTH South Africa Jonathan has type 1 diabetes

Novo Nordisk at a glance

North America: Market share 41%

International Operations: Market share 59%

Japan & Korea: Market share 56%

Europe: Market share 51%

China: Market share 62%

R&D facility Manufacturing Global/regional headquarter

A focused, biotech-based healthcare company

• Global leader in diabetes care, established in 1923

• Leading positions in haemophilia and growth disorders

• Approx. 33,000 employees • Production in 5 continents,

sales in 180 countries • Sales (2011): USD 11.7 billion • Stable double-digit sales growth

since 2002; operating profit growth in 2011 of 18%

• Listed on NASDAQ OMX CPH (NOVO B) and NYSE (NVO)

• Market cap: USD 52.5 billion • Values-based management system

Note: Monthly MAT, insulin volume Source: IMS

Slide no 15 30 January 2013 Novo Nordisk on GRI And ISO 26000

Annual results 2012 available tomorrow

GRI: What we do

Novo Nordisk on GRI And ISO 26000 Slide no 16 30 January 2013

Will be updated 4 February 2013

ISO26000: What we did


ISO2600: Experience

• Criteria's relating to ISO 26000 can only be subjective

• Follow the recommendations from ISO on how to

communicate

• Be accountable and transparent

• Use ISO 26000 as a natural part of building up a

reporting framework

• Keep in mind the stakeholders’ actual needs.


2:15pm – 3:15pm

Reporting & Measuring

Sustainability : How, What For, and What is Next?

Jamie RUSBY Sustainability Communicator IKEA

Marie-Claire DAVEU Chief Sustainability Officer and Head of International Institutional Affairs PPR

Lucinda HENSMAN Head of Stakeholder Engagement and Corporate Responsibility Reporting COCA-COLA

ENTERPRISES

What is the best way to report quantifiable metrics and targets as they relate to environmental, social and governance (ESG) performance? Based on what indicators and references? How can internal and external stakeholders be engaged in understanding how to improve reporting (consumers, NGOs, shareowners)? What do investors want from CSR reporting? How can a company differentiate itself beyond regulations and guidelines? What form should a CSR report take? How can a company improve interactivity and take advantage of website potential? How can ESG performance be integrated into a company’s accounting? What is the status of integrated reporting? When should the deadline be for enforcing integrated reporting in Europe?

Elisabeth LAVILLE Moderator President UTOPIES

Marie-Claire Daveu, Chief Sustainability Officer and Head of international institutional affairs

UNDERSTANDING YOUR REAL IMPACT: Environmental Profit & Loss

(E P&L)

Our brands

GUCCI BOTTEGA VENETA YVES SAINT LAURENT

ALEXANDER McQUEEN BALENCIAGA BRIONI

CHRISTOPHER KANE STELLA McCARTNEY SERGIO ROSSI

BOUCHERON GIRARD-PERREGAUX JEANRICHARD QEELIN

PUMA VOLCOM COBRA ELECTRIC TRETORN

What is an E P&L?

An Environmental P&L account is a means of placing a monetary value on the environmental impacts along the entire supply chain of a given

business.

the value to society lost/ gained from our

environmental impacts

Profits – benefits to the environment

Losses – damage to the environment

total impact of bringing products to market

What are the benefits of an E P&L ?

The E P&L is as a tool for deeper understanding & better decision-making: Strategic Tool The findings of an E P&L make transparent where a business needs to direct their sustainability initiatives to be effective & make real improvements in reducing their impacts. To find new solutions where it matters most such as: sourcing & innovating more sustainable materials, technologies, production processes, as well as environmental resource saving assessments within the supply chain. Risk Management Tool Understanding the value and nature of a companies environmental impacts in the supply chain provides an early view of emerging risks, enabling a company to incorporate these risks into their business planning and thus respond strategically to protect and enhance shareholder value. Transparency Tool By reporting the results of an E P&L a company is being transparent about the extent of their environmental impact, which provides a basis for a more meaningful and evidence based engagement with stakeholders and enables a company to clearly demonstrate the impact of activities to reduce impacts.

WATER CONSUMPTION

LAND USE AIR POLLUTION WASTE

GHG EMISSIONS

PUMA case study: What impacts are covered ?

137 M€

145 M€

8 M€

Outsourcing

Tier 2

Raw Materials

Tier 4 Processing

Tier 3 Manufacturing

Tier 1

Operations

PUMA case study: What processes are covered ?

WHAT’S NEXT: The Future of

Environmental Profit & Loss Accounting

3:15pm – 3:45 pm

BREAK

3:45pm – 4:30pm

A European Perspective on

Sustainable Innovation From Green Products to Communication

Michel BANDE Senior Executive Vice President & Corporate Sustainability Officer SOLVAY

Stephane

PETITJEAN - Moderator Business Manager ETHICITY -

GREENFLEX Group

Jean-Florent CAMPION Sustainable Development Manager, R&D L'OREAL

How can a company drive innovation internally? For research and development of marketing, how can collaborators be mobilised? How should a portfolio of sustainable offers be structured and marketed? How should the green portfolio be built and with what criteria? What are the effects of sustainable innovation on businesses and consumers? How can ROI generated by sustainable innovation and improvements in the environmental aspects of projects be evaluated? In July 2011, the French government launched a national experiment in which 150 companies displayed environmental information on their products. How have French consumers reacted to this experiment? Will it lead to regulation requiring companies to provide consumers with such information at the European level?

Ethicity - Groupe Greenflex © - Document Confidentiel - 2012 30

Eco-innovation: from green products to communication

Ethicity-Groupe Greenflex for AGRION

January,30th, 2013


What is at stake?

Growth

Impacts Decoupling natural resource use and

environmental impacts from economic growth


What is at stake?

Competitors Regulations (hard, soft)

Civil society: NGO, media, science…

(extra)financial pressure: upstream, downstream

Clients expectations

ORGANISATION Consumers

expectations


It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is most adaptable to change

Charles Darwin

“ ”

A pattern switch!

INNOVATION


A pattern switch?

LCA based?

What’s about SOCIAL innovation?

OPEN innovation?

Process?

Hurdles?

Beyond the offer/product… Foster sustainable behaviors. How?

INNOVATION

Agrion

A European Perspective

on Sustainable Innovation

M. Bande

January 30, 2013

Agrion - A European Perspective on Sustainable Innovation January 30th, 2013

36

How Sustainable Development will affect our

business?

What does that mean for us, Solvay?

"You can't manage what you can't measure."

P. Drucker

But not alone


37

Potential

vulnerability of our

operations and

upstream value

chain to rising costs

from sustainability

related issues

Operations

Vulnerability

Market Alignment

Products and solutions which

significantly and measurably help

customers and consumers to address

their own sustainable related needs

Sustainable Portfolio Management (SPM)

• Business

• Research, Development &

Innovation

• Capital Expenditures

• M&A


38

Engage along the value chain

to measure sustainability

performance; identify barriers

to implementing sustainability

solutions; and understand

success factors; in order to

reach the full potential of the

industry as a key enabler to

sustainability.

Reaching Full Potential Chemical Sector Project

Metrics & Reporting Creating Enabling

Environments

Communications & Awareness

CEO Co-Chairs

Working Group

Project Participants

Partners

http://www.kemira.com/en

www.solvay.com

ADVANCED RESEARCH DEPARTMENT

Sustainable Innovation

The Environnemental Footprint

Grenelle Experiment


L’Oreal Commitment

Research at the heart of Innovation

SUSTAINABLE INNOVATION •Consumer Protection •Protection of the Environment •Equity in trade •Ethics •Social Impact of our innovations

RESEARCH & INNOVATION 43


Protecting the environment with an emphasis on Water

Responsible promotion of Biodiversity

2 MAIN AREAS FOR FORMULAE ECODESIGN

Raw Material Production

Product production

Packaging Production

Transportation/Distribution

Usage

End of Life

Life Cycle Approach

BASED ON LIFE CYCLE ANALYSIS OF OUR PRODUCTS (RINSE OFF)

Research & Innovation


Consumer Survey with Carrefour retailer

Labelling in the Garnier Web-site with a nudge approach A full product line evaluation (10% of the French Market)

The Environnemental Footprint Grenelle Experiment


A generalization would be difficult in absence of

dedicated tools, checking procedure and shared and

validated data base.

It is necessary to pursue the work on the display format

to make the environmental stakes understandable by the

consumer.

The continuation under voluntary basis is desirable

but must be supervised at the methodological level.

Conclusion

4:30 – 5:30 pm

Integrating Sustainability

into Core Business

Functions How to mobilise personnel in the social and environmental performance of a company ?

Alban JACQUIN Sustainability Performance & Communities Director SCHNEIDER

ELECTRIC

Thomas

BUSUTTIL - Moderator President IMAGIN'ABLE -

DES ENJEUX &

DES HOMMES

What place does Corporate Sustainability have in the governance of a company? How can CSR policy be implemented at every decision making level? How can a company's CSR policy be implemented in various departments? How should CSR be introduced to employees from procurement, communications or marketing departments? In large and multinational firms, what efforts should be taken to mobilise all employees? What are the best tools? Do the panelists use a top down or a bottom up strategy? Should annual benefits be tied to sustainability performance? Is it a suitable tool to promote a CSR policy?

Michel BANDE Senior Executive Vice President & Corporate Sustainability Officer SOLVAY

Sustainability

at Schneider Electric

> Gilles Vermot Desroches

> January 30, 2013

> Agrion Energy & Sustainability European Summit

48

Understanding the world we live in

vs Energy

demand

CO2

emissions

The facts The need

Energy efficiency, resource

efficiency is a must

for the planet and the

bottom-line!!!!

The energy dilemma The rise of awareness

Regulation Customer

& public

Financial

ratings

Develop comprehensive

disclosure on environmental,

social and governance data

to go not only comply

but make it a

competitive advantage

and transformation

driver

The other side of energy

Need to find business solutions

for long-term development

collaborating with

public and private

actors

Billion people have no

access to energy

49

Ethics &

responsibility

Green products

and sites

People

well-being

Communities

support

Responsible practices

The Planet & Society Barometer Measuring sustainability

Communicating quarterly

Auditing annually

Measured

commitment

Access to energy -

BipBop

BoP* Innovation

Innovation

People

Business

Green business

Energy

efficiency

Renewables

connection

Electric vehicle

charging

Smart cities, smart

grids, sustainability

services

*Base of the Pyramid

Spreading access

to reliable,

affordable and

clean energy

through a

combined

approach of

training, offers,

business models

and investment

Building a consistent commitment in line with our vision, our business and our values

50

•Set the strategy , Manage innovative projects

•Lead the relationship with internal and external

stakeholders

Executive Committee

Supervisory board (1 member dedicated to sustainable

development)

Sustainable Development

Businesses

and geographies

A holistic governance

Strategy & Innovation

Corporate functions

Networks

• Sustainability performance

• Environment

• Purchasing

• Investor relations

• Access to energy (BipBop)

• Human resources

• Foundation

• Ethics

All employees

Executive Sustainability Committee

(Strategy & Innovation, Global Supply

Chain, Human Resources)

Deploy policies and programmes

Support awareness

Advise on strategy

Challenge and

align with strategy

Implement relevant action plans

Support awareness

External stakeholders

Exte

rnal s

takehold

ers

Exte

rnal sta

kehold

ers

51

A direct url schneider-electric.com/sri

A page designed by and for SRI analysts Division of the information according

to their recommendations

Annual A dedicated chapter in the registration

document “Financial and Sustainable

Development Annual Report”

Quarterly The Planet & Society Barometer Letter

A complement with pictures and videos “Strategy and Sustainability

Highlights”, 52 pages

A web version

An iPad app

Quarterly emails 800 internal and external

subscribers

Conference calls For SRI analysts & investors, and

journalists

A page dedicated to SRI analysts

36 ESG indicators audited in 2012 Conformity with Article 225 of French law Grenelle II

A broad communication towards

stakeholders, internally and externally

Agrion

SD Integration into

« Core Functions »

M. Bande

January 30, 2013

Agrion – SD Integration into « Core » Functions January 30th, 2013

53

SD Integration

SOLVAY

107 Objectives

40 Actions

10 Major Initiatives

+ 2012 / 2020 Special Targets

Metrics / Tools : S3S, SPM

+ RHODIA

Rhodia Way : Dissemination + mobilisation

Measurement of the “deployment of the process”

“SD Insemination”

Agrion – SD Integration into « Core » Functions January 30th, 2013

54

New Solvay

New Targets 2020 : Energy, CO2, …

SPM + S3S → all BU/Functions

Solvay Way

← Stakeholders (6)

← 46 Practices by Functions / GBU / Sites

← 4 levels of maturity

→ Yearly feedback with impact on bonuses

www.solvay.com

5:45 – 6:05 pm

CLOSING

REMARKS

12.30 1:30 pm lunch · sales in 180 countries •sales (2011): usd 11.7 billion •stable...

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