Getting Started in Corporate Social Responsibility: A Practical Guide

Transcription

1 Getting Started in Corporate Social Responsibility: A Practical Guide Presenters Jeff Allar, Vice President Human Resources, Stonyfield Farm Amanda Osmer, General Manager, Collision Center, Grappone Automotive Group Facilitated by Robin Eichert, Principal, PeopleSense Consulting LLC

2 Agenda What is CSR? Acronyms Getting Started Two local case studies

3 Defining CSR CSR: a company's commitment to operating in an economically, socially and environmentally sustainable manner, while recognizing the interests of its stakeholders, including investors, customers, employees, business partners, local communities, the environment and society at large. Source:

4 Or said another way: If mama ain t happy, ain t nobody happy. Perhaps that was my children s first lesson in systems thinking. Source: Awakening Social Responsibility, Chapter 5, p. 28.

5 The need for a CSR program One main reason for pursuing a CSR program is that, simply put, CSR is good for both business and the community. Outcomes can include the following: Increased financial performance. Improved image to investors. Increased employee commitment. Improved stakeholder relations. Enhanced branding. Source: Pollution Prevention Assistance Division;

6 Issues to be address in a program Environment Human rights Workforce/labor relations Community involvement Ethics/anti-corruption Strategic vision

7 Acronyms BSR TBL GRI

8 Acronyms BSR: Businesses for Social Responsibility At BSR, our mission is clear: We work with business to create a just and sustainable world.

9 Acronyms TBL: Triple Bottom Line In practical terms, TBL accounting means expanding the traditional reporting framework to take into account ecological and social performance in addition to financial performance. Source: Wikipedia

10 Acronyms GRI: Global Reporting Initiative World s leading benchmark for measuring, monitoring, and reporting corporate sustainability efforts.

11 CSR & Sustainability At the 2005 World Summit it was noted that [sustainability] requires the reconciliation of environmental, social and economic demands - the "three pillars" of sustainability. The triple bottom line (abbreviated as "TBL" or "3BL", and also known as "people, planet, profit" or "the three pillars"[1]) captures an expanded spectrum of values and criteria for measuring organizational (and societal) success: economic, ecological and social. Source:Wikipedia

12 Getting Started Integrate CSR into business-as-usual Clarity of intent Business alignment Executive ownership True intent

13 Common mistakes when starting a CSR initiative? attempt too many initiatives focus on issues that are too far removed from core competencies Source:The Business & Legal Quarterly Corporate Social Responsibility: Getting Started and Getting It Right, Mats Lederhausen of BECAUSE, LLC

14 Value of Reporting What gets measured gets managed. Source: Maggie Kohn, Merck s Director of Corporate Responsibility, quoted from CSR Reporting: When is Enough, Enough? TriplePundit

15 Advice on Reporting Place performance data in context. Link metrics and discussions back to the business strategy. Maintain a robust, ongoing process to determine which issues are most important to the company and its stakeholders. Be courageous enough to report when you fail to reach a goal. Source:

16 Assessing where you are NHBSR self-assessment tool Organizational information collected online Questions are in four areas: 1. Practices / Governance 2. Community 3. Workplace / Employees 4. Environment

17 Resources Literally everywhere Formal literature Examples in your own network Recommendations: town hall recording entitled Building a CSR program from the ground up. =wqu5gfm5uwujrvo0qvfrupz5xyg4uwqmg4dxfss0pxuqm9gr47xw7vjqsvr MvGwxG

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23 TOYOTA PRODUCTION SYSTEM The fifth generation: a long-term solution The Respect for Humanity system Improving others processes (i.e., vendors) Commitment to bettering society

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29 grappone.com

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31 NHBSR Presentation Welcome to Stonyfield!

32 Company Overview Stonyfield s Sustainability Efforts

33 Company Overview

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36 Stonyfield Executive Team CEO and President Gary Hirshberg Special Projects Mgr Chandra Carson President s Office Asst. Sue Andersen Vice President Natural Resources Nancy Hirshberg Chief Operating Officer Diane Carhart Vice President Marketing Erik Drake Vice President Communications Alice Markowitz Vice President Sales Mike Johnson Vice President Manufacturing Javier Ribas Vice President Purchasing & R&D Rolf Carlson Vice President Supply Chain, Logistics, Quality & Food Safety Steve Inamorati Vice President Human Resources Jeff Allar General Manager Brown Cow Steve Jerkins Confidential & Proprietary

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39 Stonyfield s Sustainability Efforts

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41 Our Approach Five Main Themes Human Rights Human Relations Environment Consumers Governance & Relations with External Partners

42 Human Rights Respect fundamental principles to ensure trust where we operate. Equal Opportunity and Diversity Safety at Work Health at Work

43 Human Relations Build a solid base for our dual commitment to business success and social progress. Social Dialogue Working Time Compensation & Benefits Learning and People Development

44 Environment Integrate environment protection in operations and supply chain Environmental Footprint Environmental Risks Raw Materials Production / Supply Packaging Impacts

45 Consumer Be in tune with consumer s needs. Quality Management Nutrition & Health

46 Governance & Relations With External Partners Provide a clear reference system that throws light on the way to conduct business Business Conduct Policies Suppliers and Business Partner CSR Local Communities

47 Approach Assessment

48 Management Ownership E. T. Responsible for the whole assessment HR Vice President Coordinator of Assessment V. P. Natural Resources V.P. Corp. Quality V.P. R&D V.P. SSD Internal Controls

49 RH3 : COMPENSATION AND BENEFITS Has the CBU deployed Compensation & Benefits policy in conformity with Group guidelines? Policy and Means Level & Points Level Definition Supporting Documents & Proofs Level level 1 0 points We apply local legislation and is aware of guidelines on Compensation and Benefits (C&B). * Evidence of treating existing cases of non-conformity if any C level 2 10 points * For Directors: we have implemented C&B Policy * For Managers: we have defined C&B Policy * For Employees: the CBU has the C&B practices compliant with local legislation (minimum wage, minimum legal social insurance). * For Directors: HRIS internal equity report and HRIS admin report * For Managers: written C&B Policy * For Employees: pay slips C Level 3 20 points * For Directors & Managers: we have implemented C&B Policy * For Employees: the we have a defined C&B Policy that provides guarantees above local legal requirements * For Directors & Managers: internal equity report and admin report * For Employees: written C&B Policy (benefits include: health care, disability, maternity, life, etc) C Level 4 30 points * We have implemented C&B Policy for all the employees and communicated it. A system, either to participate in the company's profits or to be associated to improving the performance is set up for all employees (collective reward which could be by type of function). For all employees: * procedures in place describing the functioning of the C&B policy * C&B communication documents (booklets, deployment plans, meeting minutes, etc) C

50 Assessment Approach Results

51 RH3 : COMPENSATION AND BENEFITS Deployed Compensation & Benefits policy in conformity with guidelines? Results Indicators Indicator Indicator definition Objective Result level 1 ( 0 point ) level 2 ( 10 points ) level 3 ( 20 points ) level 4 ( 30 points ) % of employees with remuneration (total cash) in line with at least the salary band minimum of their position (at least lower third of salary band based on benchmark positions and external surveys) % of employees benefiting from social coverage for major risks (death, disability) % of Directors and Managers paid within total cash bands 100% 100% >=95% For all the indicators, "Result" does NOT conform to "Objective" Status (C/NC) "Result" conforms to "Objective" for less than half or half of the indicators "Result" conforms to "Objective" for more than half of the indicators. "Result" conforms to "Objective" for all the indicators.

52 Assessment Approach Results Conducted Annually with Action Plans

53 Keys to Success Leadership Commitment Consistency Pick a Model, Keep It and Get On With It It s a Tool For Improvement

54 Thank You!