csr & hr measure and review csr management system part 5
TRANSCRIPT
Measure and review
1 - Policy, code of conduct and mapping interested parties (2) 1 - Objectives and mastering indicators
2 - Interactive présentation
3 - Continual improvement & strategy4 - Synthesis
Interested PartiesMapping relationships
CSR can enable enterprises
“to identify all stakeholders and their interests through research and analysis, to make the strategy to fulfill their needs, to set the structure and culture to enable the fulfilling of all stakeholders’ interests, and to set institutions for monitoring and control”.
Shall we map them ? your company or your case
studyStakeholders template
Objectives et KPIthey must be SMART 1- Set the scene with a group brainstorm discussion about what ethics and the Triple Bottom Line actually means to people, staff, customers, and its significance for the organisation/industry sector concerned….2 - Each of the initiatives must focus on one of the Triple Bottom Line areas , and at the same time must support the other two TBL areas.3 - The extent to which profit is affected by ethical initiatives is a matter for discussion and consideration of the wider and long-term view. « Within this view are the wider benefits achieved by improving the ethical behaviour of the organisation, which ultimately will improve profits far more than ignoring ethical issues ? »
Specific - Measurable - Achievable - Relevant -
Time bound
ISO 26000 : 2010Guideline for corporate social responsability
Continual Improvement and CSR KPI
ACTION PLAN is defined including
Objective and KPI
IMPLEMENT at all
levels
CONTROL MEASURE KPI
REPORT KPI FOR ACTIONS
General company Strategy & CSR Strategy
CSR STRATEGY
GOVERNANCESOCIAL ENVIRONME
NT
1. Company’s activities
2. Sisters companies( controlled or in-dependent )
3. CSR Scope for all activities associated
SGS E
General company Strategy & CSR Strategy
4. Design CSR Strategy
© 2014 INDR
Value chain
IF D CCo
Contractors / Suppliers > Intermediary > Company >Distributors > Consumers / Customers
C/ F
© 2014 INDR
Transparency
Co
C/S C/S C/S C/S
C/S
100% 50% 5% 100% USA
Contractors Suppliers Co
Risks
RISK MANAGEMENT VERSUS AUDIT MANAGEMENT
STRATEGIC - PLANNING & RISK
Strategic Risk Management
Analyze risks
Assess Risks/ Risk
Objectives
Monitor Risks
Report Risks
Strategic PlanningAnalyz
e contex
t
Formulate Plan/
Define Objective
s
Execute &
Control
Report Performance
ecoDa webinar on Corporate Culture, Jan 29th, 2016, Mynttinen
Case study
Continuel improvement for all units
Organizational Learning
G O V E R N A N C E A C T I O N S S T R A T E G Y C O N S E Q U E N C E S
Single LoopDouble LoopObserve,Reflect, Decide, DoReconsider, Reconnect, Reframe
Creating Shared Value
Michael Porter & Mark Kramer
corporate policies and practices that enhance thecompetitiveness of a company while simultaneously
advancing social and economic conditions in thecommunities in which the company sells and operates.
Copyright © EML Executive Development – la filiale de formation continue d’EMLYON Business School
Syntheses of the learning outcomes
CSR as Value Creation
CSR as Risk Management
CSR as Corporate Philanthropy
Why should companies spend CSR resources ?
Purpose
Impact
Innovate and promote sustainable business model
Purpose
Impact
Purpose
Impact
ComplianceProvide funding pilote and skills
Operational impact Image Strategic & operationalStrategic & operational, known but not always used
Purpose
Impact
Purpose
Impact
• Shared value (business, institution, communities)
• Promote competitiveness and innovation
• promote sustainability• integrate business into the
community• develop human capital • incorporated into the strategy
• Mitigate operational impacts• Mitigate operational risks • Support external relationships
• Philanthropy and sponsorships• Short term benefits but not
always sustainable • Limited funds available, limited
impact • Misalignment between
business and social responsibility strategies and functions
• Corporate competencies and others business assets not fully utilized
• Result in minimal social and business impact of social programmes