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