We are committed to help organisations drive improvement through the EFQM Excellence Model, a comprehensive management framework used by over

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2 We are committed to help organisations drive improvement through the EFQM Excellence Model, a comprehensive management framework used by over organisations in Europe. To help you implement our Model, we provide training and assessment tools as well as recognition for high performing organisations. But our real talent comes from gathering good practices and integrating those within our portfolio. We at EFQM, a not-for-profit membership Foundation, aim to share what works, through case studies, online seminars, working groups, conferences and thematic events. Sharing our member s enthusiasm, their motivation and the results they achieve; that is what we work for. 2

3 About EFQM... 2 Contents... 3 Introduction... 4 Creating a Sustainable Future... 5 Bosch Tecnologie Diesel e sistemi Frenanti S.p.A... 6 Comarca Bilbao de Osakidetza... 9 EFQM Ricoh Belgium Robert Bosch GmbH, Bamberg Plant Umicore Getting Involved Acknowledgements

4 Ever since the EFQM Excellence Model was first issued in 1992, people have looked at criterion 8 and thought "what do we put in there?" Since 1992, the knowledge and understanding of topics like Corporate Social Responsibility and Sustainability have progressed significantly. Most organisations have some sort of CSR activities. But still, people struggle with finding relevant results for criterion 8. The problem arises when people start in the wrong place. They start by reading criterion 8. This doesn t make sense. With the other result areas, you start with the strategic plan and the management scorecard. The trouble is, in most cases, there is little here to go on regarding Society. And that's the heart of the issue. If corporate responsibilities aren't articulated and integrated in the strategy, you'll always struggle to find relevant results for criterion 8. During the financial downturn, starting for most in 2009, we saw a number of organisations cutting budgets for their CSR activities. They were often seen as "something else we do". However, a number of organisations not only maintained budgets in this area, they increased them. CSR wasn't "something else they did", it was what they did. It was an integral part of their strategy. In this User Guide we have provided 6 examples of how different organisations from different sectors have approached this area. 5 of these examples come from organisations who have been externally assessed through the EFQM Excellence Award or EFQM Recognised for Excellence process and have score above average in this criterion. We have asked them to share their approaches and decided to share what we do here at EFQM in this area also. 4

5 Excellent organisations have a positive impact on the world around them by enhancing their performance whilst simultaneously advancing the economic, environmental and social conditions within the communities they touch. In practice, we find that excellent organisations: Secure their future by defining and communicating a core purpose that provides the basis for their overall Vision, Mission, values, ethics and corporate behaviour. Understand their key competencies and how they can generate shared value to benefit wider society. Integrate the concepts of sustainability within their core strategy, value chain and process design and allocate the resources required to deliver these goals. Consider People, Planet and Profit as a reference when balancing the sometimes conflicting imperatives that they face. Encourage their stakeholders to participate in activities that contribute to wider society. Allocate resources to provide for long-range needs rather than just short-term gain and, where relevant, become and remain competitive. Design their product and service portfolio and actively manage the full product lifecycle in a responsible way. Are able to demonstrate that they measure and optimise the impact of their operations, product lifecycle and services on public health, safety and the environment. Actively advance the economic, environmental and social standards within their sector. 5

6 Profit for Bari Bosch Plant Winning by Social Responsibility is one of our company s Key Success factors. Regarding CSR, we developed a Social Charter; a framework that helps us recognizing and achieving our CSR key objectives. We identified 5 main clusters: Environment Local Community Suppliers Associates Health and Safety For each cluster, we identified a direct link between the actions that provide simultaneous benefits for People and the Planet, and Profit for Bosch Bari Plant. The dark arrow shows what we do, the light one what we receive. Environmental savings $ Empowerment ext. institutions More qualified suppliers Sponsorship - Donations Associates proudness Lower absenteeism Green School Employer Branding Linea Verde Voluntary Teams Best practice sharing Saving by reducing logistic costs Associates empowerment Innovative solutions University Internship Partnership w. Uni a. Schools Voluntary Teams Partnership w. Uni and Schools Buy local + 0km Customised and quick solutions Increase associates competence and qualification Safety & Health conditions Near Miss Better performance by healthy and safe people Employer branding Voluntary Teams Emissions reduction Waste Collection BxE Bari Group Best practice transfer Green School Green School Environment,Energy and water resources Local Community, Citizen, Associations Skilled and reliable Suppliers Motivated, aware and skilled associates Associates and Citizens H&S Benefits for People and Planet Our Society charter is based on a win-win principle between the company and society stakeholders. The Social Charter is based on the 3P. (People, Planet, Profit). This approach helped us to identify the key society stakeholders and understand / define our benefits and commitments. The result is that our key society stakeholders are the People that obtain benefits from the social activities of the company (as shown in the chart above). 6

7 CO2 [t] Accidents per million hours [Nr.] Once we have identified our key business drivers, we found the best way of measuring them, crossing the expected benefits for the company with the possible KPI s (see matrix below). Indicators Profits CO2 / km reduction measurement AS result Social Survey Competence matrix Index IDEA WS/Conferenc e participation Nr. project s with universiti es Near Miss report Occupation safety (accident rate -lost working day) Environmental savings x x x Employer Branding x x x x Associates empowerment External institutions Empowerment x x x x x x x x Best practice sharing x x Innovative solutions x x x More qualified suppliers x Saving by reducing logistic costs x Customised and quick solutions x Associates proudness x x Increase HR competence a. qualification x x Lower absenteeism x Better performance by healthy and safe people x x Below are some examples of indicators we use to monitor trends: BarP BM1 Target Actual Target CO 2 reduction Accident Rate There are two main tools we use to collect perception and data from our Society Stakeholders: Associates Survey Green School Survey We evaluate the effectiveness of the Green School Training project by asking the participants whether they have changed their behaviours towards environment, applying what they learned during the training. The Social Survey, first established in 2007, is designed to chart the perception of a more differentiated sample of stakeholders (university, schools, suppliers, institutions/authorities, professionals ). The survey is short (11 questions) and can either be completed as a paper form or during a telephone interview. 7

8 The results are regularly reviewed in internal management meetings (some of them are included in our BSC). Besides that, based also on the feedback received in the EEA Assessment 2012, we started to work more in the direction of sustainable mobility; therefore, for instance, we are systematically monitoring and reviewing the activities that produce evidence of CO 2 reduction related to mobility. In this context logistic internal units number has been reduced and logistic transport suppliers have been chosen according to their environmental performance. Moreover we identified the need for a tool that makes possible the car pooling among our associates. Besides the benefits for environment and local community by reducing CO 2 emission, and traffic, this 3P Project will bring both benefits for associates and advantages for the company: Benefits for employees: Share and save costs for the home <-> work journey Reduce the risks of driving alone (sleep attacks, accidents, car damage, etc.) Expand / improve the relationship with colleagues Advantages for the company: Increase the associates proudness of belonging to the company Reducing parking areas problems Share best practices with nearby companies (ExB) 8

9 Comarca Bilbao is a public sector organisation with the mission to improve the health of our citizens, so it logically follows that all our objectives are focused accordingly. Although the global objective of the organisation is to improve the health of our citizens, all the initiatives we roll out in the economic, social and environmental field cut across the whole organisation, and we balance and give the same value to the objectives related to these dimensions of our activity as to others. In fact, these same dimensions are included within our first level balanced scorecard. Our mission as an organisation providing universal public healthcare means that stakeholder opinion can be equated to customer opinion. The organisations with which we are in contact on a constant basis bring together and represent the interests of our citizens, and have effectively become the voice of the needs and expectations of local society. Therefore, key players within this stakeholder group are considered as those healthcare organisations which ensure continuity of care (hospitals, mental health services, etc.) public institutions such as local town councils (with whom we conduct health promotion and prevention activities) and Patient Associations which provide us with access to specific service user groups. All these players enable us to deliver our Mission and Vision more efficiently. As explained above, improving the health of our citizens is in itself a CSR-related objective. Apart from the typical indicators related to budget efficiency and environmental impact, if we had to select and highlight one measure it would be the indicator on the number of stakeholder-related actions included in the Business Plan which have been addressed and completed. This is considered a basic, or key, indicator as it reflects our commitment to enhance and build on our relationships with our stakeholders to add value to our initiatives and to further boost our corporate philosophy of ethical management and good governance. Year No. of planned actions % Actions completed Target ,5% (65) ,03% (65) ,87% (71) 75% ,50% (77) ,17% (81) 9

10 Firstly, as well as being in continuous direct contact with these stakeholders, we conduct different surveys to measure their satisfaction with Comarca Bilbao. Our specific Society Satisfaction Survey is actually conducted on over 40 different organisations, and new are being added to this every year. Excellence rating of the work done by Comarca Bilbao in the course of delivering its mission Excellence rating of Comarca Bilbao s success in meeting the needs of the target population Additionally, as a way to gather information to draw up our Strategy Plan , and in line with our philosophy of good governance as a core management issue, the decision was taken in 2011 to conduct a Research/ Participation/ Action Project entitled Esto me da Vidilla: reinventing habits for a healthy life and general well-being in Bilbao, one key aspect of which was citizen participation. Why did we decide to do this? Because the information our citizens give us is fundamental to a better understanding of the reality around us and to improving our day-to-day healthcare services, particularly primary care. Who better than our citizens to tell us what we need and must do better as an organisation in terms of delivering health and welfare? Feedback is analysed by the leaders of Comarca Bilbao, and the findings not only shed light on the effectiveness of our strategies but also enable us to identify new challenges. It also enables us to further customise our services to citizens needs and improve our governance, going beyond legal requirements and contributing to the generation of wealth and welfare in our community. 10

11 Our Vision statement is "A world striving for sustainable excellence". Since the Model was introduced in 1991, we have promoted the need for all organisations to act in a socially responsible manner. This objective remains at the heart of what our Foundation stands for. We have identified a number of key groups, as identified in our stakeholder map: These include the European Commission, Business Leaders, academics and other NGOs. They are important as what they think and say about EFQM influences our current users and potential users. Effectively gathering their feedback can support the development of the Model, ensure it continues to reflect the issues that really matter for future sustainability and, ultimately, affect the number of organisations adopting the Model. 11

12 The main measures we use focus on our ability to effectively communicate with the wider community. This includes web presence, social media activities, invitations to speak at "non- EFQM" events and media coverage. We also track the gap between scores for Society Results and the other results criteria for Award applicants. This indicates how EFQM is influencing the CSR strategies adopted by our members. Over the years we have seen this gap closing, demonstrating organisations are increasingly active in this field. We conduct an annual "Stakeholder Survey" to understand perception of both the Model and the EFQM itself. We started this in This survey is segmented by EFQM members, Members of our Partners and non-members to provide comparisons. The survey is electronic and is distributed to the target audience through and social media. The questions focus on how effective we are at promoting the concepts of business excellence and social responsibility. The feedback is used to review our communications strategy. The results received so far show there is a significant gap between the perception of the Model and the effectiveness of the Foundation; something we're obviously working to address. We're actively pursuing opportunities to speak to audiences beyond our "traditional users", engaging in EU Projects and increasing the contact we have with business leaders. These actions should help increase both the awareness and profile of the Foundation and the Model. In 2013, we will increase the number of people we contact directly through to increase the sample size and increase the range of opinions we collect. 12

13 Our CSR strategy and supporting policies are derived from the Ricoh CSR Charter. This was first developed in 2003 and refined in 2008 when Ricoh signed up to the UN global Compact. There are 4 key Management Principles defined in the charter: Integrity in Corporate Activities Harmony with the Environment Respect for People Harmony with Society In addition to clear policies on the Environment, we have developed policies relating to Compliance Management, Health & Safety, International Movements and Employee Relations. These are summarised in our CSR Charter. Our CEO and all managers are personally involved in championing our CSR strategy across the company. At Ricoh we use the EFQM Excellence Model as a holistic framework to help coordinate the implementation of our CSR strategy, measure the impact and drive improvement The strategic objectives with regard to environment are: 1. Prevent pollution and promote efficient use of energy and raw materials 2. Energy saving and environmental pollution prevention 3. Waste disposal in an environmentally friendly way particularly for electronic and electrical equipment or related articles. 4. Biodiversity 13

14 A Ring Fence Diagram is used to determine all key stakeholders: The strategic objectives with regard to environment are: Prevent pollution and promote efficient use of energy and raw materials. Energy saving and environmental pollution prevention. Waste disposal in an environmentally friendly way particularly for electronic and electrical equipment or related articles. Biodiversity 14

15 Under the motto of Practice what you preach, Ricoh has applied in Carbon Balanced Printing Program. It is the remaining CO 2 emissions after optimization that can be neutralised by purchasing, for its total remaining carbon footprint, Ricoh Carbon Credit Certificates. The analysis of the CO 2 emissions of its prints led to optimization. To neutralize the remaining emissions carbon credits are bought what leads to a Certificate of Carbon Balanced Printing. At the end of FY2012 our car park consisted of 465 company cars in Belgium and 40 company cars in Luxembourg. Each month, the average of the CO 2 emission of cars proposed in the car list is calculated. The monthly average CO 2 decreases systematically since begin FY

16 At the end of FY2011 our car park consisted of 469 company cars in Belgium and 38 company cars in Luxembourg. Each month, the average of the CO 2 emission of cars proposed in the car list is calculated. Year after year, the average shows a steady decreasing trend. As part of our CSR efforts, our employees can nominate and get involved in raising funds for charities. This has increased, despite the tough economic climate. Ricoh are committed to promoting CSR, Environmental Awareness and Business Excellence at various conferences and events. In 2006, we began surveying attendees of these events to gain feedback. We do this by collecting business cards and contact information from people at these events. Once a year, we send an electronic survey to all the contacts we have collected in the previous 12 months. The survey questions are based on the 4 pillars of our CSR strategy. The questions focus on their awareness of what we do and whether they see us as a role model for the different elements. There are also openquestions which allow stakeholders to give specific feedback and ideas. When our employees are involved in a specific CSR project, we have a short event-driven survey that we send to the organiser and/or attendees to gain immediate feedback. The first survey in 2006 showed there was limited awareness of what we do regarding CSR and the environment. Whilst we were doing a lot in this area, we were not effectively communicating to our stakeholders. The feedback, especially the comments, were general and initially not that relevant because of this lack of awareness. We have therefore focused on better communications with the groups highlighted in our stakeholder map. The information we now gather enables us to tailor the content of our presentations and communications to better meet the needs and expectations of the audience. We have found that using this approach gives more value-adding feedback from the community as they make suggestions on how we could improve specific actions relating to them. We also use this to prioritise which events and conferences we speak at and who is the best person to represent us. 16

17 Here you see our concept for Social Responsibility of Bamberg Plant. The key objectives are image and attractiveness of our plant as an employer, to support our strategic challenge to face the demographic chance and to stay best performing and highly innovative in the future. Below you see the society stakeholders most important to us, as they have high influence on Bamberg Plant regarding different important topics like: attractiveness for new talent, legislation with impact on our products and business activities collectively bargained regulations (tariff partners) Image of the plant (media) attractiveness of the region to allure potential employees 17

18 Image survey (society stakeholder survey): Care for associates: o Accident frequency o Educational partnerships o Newly recruited apprentices o Newly recruited interns and working students o Newly started theses Protect the environment: o BUX (internal environmental index) o Relative CO2 emissions o Waste recycling rate Commitment in the region o Donations and expenditures for enhancing image and publicity o External visits and events regarding public o Press articles about BaP and Bosch o Memberships in business associations and external committees o Turnover with Lebenshilfe (organization offering opportunities for handicapped people to work) 18

19 We conduct an image survey of our stakeholders (about 75 people working at stakeholder organisations in the society). The questions are: Image of the plant: o Bosch Bamberg is an attractive employer in the region o Bosch Bamberg is a modern and technically high developed corporation o Bosch Bamberg offers secure employment Public information: o Bosch Bamberg informs public about important changes o Contribution to the attractiveness of the region: o Bosch Bamberg has a high economic importance for the region o Bosch Bamberg supports social and charitable facilities and events in the region o Bosch Bamberg maintains a good relationship to his partners (business associations and committees, public institutions, schools etc.) Support of technical junior staff in the region: o Bosch Bamberg offers good apprenticeship opportunities o Bosch Bamberg cooperates with universities, academies and schools o Bosch Bamberg supports natural science projects with children and teenagers Environmental awareness: o Bosch Bamberg is an environmentally aware corporation o Bosch Bamberg aims to reduce CO 2 emissions continuously We use the measures and the feedback from the survey once a year to review our Concept for CSR (see above) and the derived guidelines of BaP s social responsibility: If a result shows a negative trend or doesn t reach the target we discuss reasons and possible countermeasures in a CSR working group and propose a list of actions to the plant management who follow them up using PDCA approach. 19

20 The strap line Materials for a better world expresses the Umicore vision. It clearly indicates that our long term objective is to go for added value beyond the economic target: an added value about well-being. We see 4 megatrends where we can realize that added value and we have set up our business segments according to these megatrends. Umicore has developed a strategic vision for the period This vision links our growth focus to those areas where we feel we can make the most significant difference in addressing the global megatrends of materials scarcity, more stringent emission control, electrification of the automobile and the need for clean energy. We have defined about 35 key society stakeholders. For each stakeholder we have: Identification of stakeholder Role or relationship Name of contact owner within Umicore What is the perception of the stakeholder? How do we know about that perception? N.B. In society we defined several official stakeholders who cannot always express their perception (orally; certainly not in writing). The table below shows 2 examples to illustrate this: Stakeholder Aminal Environmental permits Antwerpen Vlaamse Milieumaatschap pij (Flemish Environmental Authority) Contact Perception about stakeholder owner J. Kegels In our opinion quite positive, certainly improved compared to the past. The external pressure that often UM files (*) rest is definitely stressful for Aminal (*) UM: the old Umicore, before J. Kegels Smooth and good cooperation, as with all public services, this can only be maintained if we continuously make progress on the environment results. Yet they are critical when something goes a little less smoother How do we know? Personal contacts; positive advices about our permit requests. Personal contacts; reporting by VMM 20

21 We will reduce our CO2 emissions vs 2006 levels We will reduce the impact of metal emissions to water and air vs 2009 levels We will invest in tools to better understand and measure the life cycles and impacts of our many products We will implement the new Sustainable Procurement Charter in all Business Units and Corporate Purchasing & Transportation Sustainable purchasing: suppliers are assessed on 21 social, ethical, and environmental indicators by an independent organization, inclusive 360 feedback about the supplier, information from the media, NGOs etc. Supply Chain: Environment Labor Practices & Human Rights Social: Employee Health & Safety Working Conditions Labor Relations Career Management Child & Forced Labor Non Discrimination Fundamental Human Rights Ethics: Corruption & Bribery Anti-competitive practices Fair Marketing Environment: Energy Consumption & CO2 Water Biodiversity Local Pollutions Materials, Chemicals & Waste Air Emissions Product Use / End of Life Products Customer Health & Safety Sustainable Consumption Business partner screening: raw material suppliers are assessed on ethical governance indicators All our sites will be expected to make further steps in identifying key stakeholders and engaging with the local community We aim to have ZERO lost time accidents We will reduce the body concentrations of specific metals to which our employees have an exposure (Cadmium, Lead, Cobalt, Nickel, Arsenic, Platinum) All employees will receive an annual appraisal to discuss individual development We will target our actions based on the results of the 2010 People Survey. Subsequent surveys will be used as the benchmark to measure future performance 21

22 Authorities and other official stakeholders: our perception of the atmosphere during meetings, their willingness to be flexible and respond to our comments. Organizations watchdogging sustainability: recognitions granted (e.g. Most sustainable company in the world (Knight); Sustainable Game Changer (WWF UK). Feedback forms filled out after plant visits by all kinds of visitors (social & cultural organisations, schools & universities) Each process is reviewed using the perception & performance indicators and using benchmarking. 22

23 EFQM is a membership organisation. We rely on input, ideas and suggestions from you to create a vibrant community. Without the contributions of our members, the network would not work. These are some of the ways you can contribute: We created The EFQM Network for Sustainable Excellence to facilitate a dialogue between our peers and the wider community. The group is open to anyone with an interest in this area. Over 4000 individuals have already joined our group and shared their experiences. If you ve got a question, it s a great place to start. Organisations can join the EFQM member community and enjoy some exclusive benefits such as access to free assessment and improvement tools, participation to events, themed webinars and good practice visits. To learn more about our member community, feel free to contact us or to join one of the free introduction meetings at our offices in Brussels. Member benefits include: Expert advice to plan & support your organisation s journey towards excellence. Access to the EFQM Knowledge Base with free-to-download assessment-, management- and improvement tools; as well as Case Studies & Good Practices from award winning organisations. Learning from peers through webinars, conferences and visits. Extending your professional network. Gaining recognition for your organisation s achievements. 20% discount on EFQM Products & Services, including Training, Events, Publications and Assessments. Regular newsletters, giving the latest information on what s happening in and around the excellence community. For more information, please us at info@efqm.org EFQM would like to thank the following people for their contributions to developing this document: Ehrtfried Beaumel, Bosch Bamberg Fabio Giuliani, Bosch Bari Mia Goetvinck, Ricoh Belgium Mikel Mujika Orellana, Comarca Bilbao de Osakidetza Remy Ruel, Umicore 23

24 Avenue des Olympiades Brussels, Belgium Tel: info@efqm.org EFQM 2013 No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means (be this electronically, mechanically, through photocopy, or recording or otherwise) without either the prior written permission of, or a licence 24 permitting restricted copying, and use for a third party, from the publisher.