Some general concepts and the French experience on social responsibility and sustainable development...
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Transcript of Some general concepts and the French experience on social responsibility and sustainable development...
Some general concepts and the French experience on social responsibility
and sustainable development
Cristian BrodhagInterministerial delegates for
sustainable development, FRANCE
ISO/TMB/WG SR : ISO 26000Plenary meeting May 15-19, 2006,
Lisbonsee on brodhag.org
two communities which have not the same historics references
?social and
environnemental responsibility
economic
social
environment
CSR
Community of ethics and social
responsibility
economic social
environment
PCPCommunity of
sustainable development
changing unsustainable patterns of consumption and production
European view of CSR• A common European understanding of what CSR means has
emerged on the basis of the Commission definition of CSR as a concept whereby companies integrate social and environmental concerns in their business operations and in their interaction with their stakeholders on a voluntary basis.
• In its contribution to the March 2005 Spring Council, the Commission recognised that “voluntary business initiatives, in the form of corporate social responsibility (CSR) practices, can play a key role in contributing to sustainable development while enhancing Europe’s innovative potential and competitiveness”.
• In the Social Agenda, the Commission announced that it would, in co-operation with Member States and stakeholders, present initiatives to further enhance the development and transparency of CSR.
• In « Implementing the partnership for growth and jobs : making Europe a pole of excellence on corporate social responsibility », Communication from the Commission to the European Parliament, the Council and the European economic and social committee
mandatory / volontary approachesParlement, law, States
cooperation, consensus, standardization bodies :
(CEN, ISO…)
valorisation of volontary approaches :
labels, informationpublic procurements
law & regulationcontrain
economic tools (tax, market)
market share
sustainability
sustainability indicators(environnemental and social criteria)
Two roles of CSR
outwards looking– accountibility – formal communication to stakeholders– problem of the perimeter of the reports (range of
responsibility) – verification certification of information.
inwards looking– mobilizing company and staff to answer new issues– consider expectations of stakeholders and future market– allows the identification of way of progress (ie. informations
on best practices or techniques, in France SD 21000 guidelines)
sustainable development regulation and corporations
international institutionsinternational norms
principes
multinationalcorporations
Global Compact(volontary)
stakeholders ISO 26000? indicators
in stock exchangefrench law NRE
(mandatory sustainable development reporting)
GRInotation agencies
sensitization
national and local entities
SME’s
National strategies of SDLocal Agenda 21
global compact number of signature
18%
11%
9%
6%6%5%
4%3%
3%
3%
3%
2%
2%
2%
2%
21% France
Spain
Argentina
PhilippinesBrasilIndia
USA
Bulgaria
United Kingdom
Italy
Panama
Peru
Turkey
China
Germany
Other (62 pays)
22 mai 2005
375
37
Sri Lanka, Egypt, Japan ; <30 Sweden, Cameroon, Canada, Macedonia ; <20 Danmark, Russia, Australia, Swizerland, Portugal, Thaïland, Latwa, Chili, Norvege, Nepal, Netherland ; <10 South Africa, Poland, Ghana, Malawi, Belgium, Ethiopia, Finland, Austria, Greece, Pakistan; <5 Bengladesh, Colombie, Paraguay, Antica Barbuda, Lesotho, Qatar, Albany, Bosnia Herzegovin, Costa Rica, Equator, Guyana, Indonesia, Lituania, Mexico, Mozambique, Zambia, Armenia, Bahreïn, Chyprus, United Arab Emirates, Georgia, Irland, Israël, Kenya, Luxemburg, Malaisia, New Zeland, Romania, Senegal, Singapor, Tanzania, Uganda, Ukrain, Vietnam
Legislative framework on corporate governance and sustainable development : NRE law
• Law n° 2001-420 of May 15, 2001 on the new economic regulations (J.O. of May 16, 2001) on corporate governance and sustainable development
• Various subjects are treated and it is difficult to have an overall picture owing to the fact that the majority of the articles bring amendments to other texts: commercial law, monetary and financial codes, code of consumption, codes of insurances, penal code and General tax code.
• Treated topics: organization of the authorities of regulation, modernization of the fight against the money bleaching, reforms code of cinematographic industry and installation of the capacities within companies.
Role of french guidelines SD 21000
• identify principal stakes, stakeholders and stakeholders’ expectation
• design a strategic vision on sustainable development
• define an action plan including external partnerships
• implemented in around two hundred SMEs (results on 80)
health security
work cond.
management system of
the entreprise
demonstration standards
etc…
Models of management
systèmes
environ- nment
ISO 14001
ISO 14004
quality ISO 9001
ISO 9004
OHSAS 18001
BS 8800
SA8000
AA1000
social/ societal
EMAS
excellence EFQM
Strategy / management systems
Guide for taking in account SD 21000 sustainable development
d’après Alain JOUNOT, Groupe de Travail « Entreprise et développement durable » AFNOR, document n°20, Cartographie des référentiels de management
strategy and politicy of the
entreprise
economy
environment
society
liveable viable
fair
sustainable
Feedback from stakeholders
and updating of the
identification of the stakes
Communication of performances
Sincerity Completness
RelevanceTransparency
Sustainable development
reporting
Regulations and standards
Good sectorial pratices
Stakeholder expectationsLocal / global Product life cycle Internal / external Upstream down- stream activities
Sustainable development
principles
Identification of stakes
Policy Programme
Objectives
IndicatorsEconomic
Environmental
Ethical/social
Societal
Social responsibility
strategy
Implementation of SD 21000
Implementation
Management systemTraining
CommunicationIndicators
Integration of existing actions
Choices and priorities
Significant stakes
Industrial sites/shops
Product and services
Purchasing/ subcontracting
Vision and entreprise values
national, local
exchanges on stakes at the local level :• national and local partners• « national and local » stakeholders
identification of significant stakes
sector
hierarchization & transactionsbetween actors
exchanges on stakes for supply chain :
• contractors / sub-contractors• « global » stakeholders
significantstakes
substantive and procedural
substantive and procedural
state of the art path
1 2
3
first stage:correction of pathimplementation of state of
the art (in context)
Per
form
ance
Choice of significant stakes : combining importance and performance
second stage:towards a new production
and consumer model, innovative approach in rupture
5 innovation path
Need to identify « best practices »
4
http://www.brodhag.org
Importance of stakes1 – low importance2 – medium importance 3 – no mastership will impede some
processes of the enterprise 4 – no mastership will impede important
and strategic process of the enterprise
5 – no mastership will impede the existence of the enterprise
Performance
Impo
rtan
ce
5
4
3
2
1
54321
react
act
enhance
no prioritySD and long term stackes
Correction through stakeholders expectations
Stakes # indicators
• Avoid a “carpet bombing” of information, to many information kills information.
• To work on the significant stakes with tools allowing the adaptation of their hierarchisation and the levels of performance in the context with stakeholders involvement (SD 21000).
• Quantitative indicators and qualitative information on mechanism: according to the stakes and contexts' one has either or others. SD 21000 approach propose to use a single scale of performance (1 to 5 : 3 is state of the art, 4 innovative approaches and 5 excellence).
• It is a “universal” notation that can be openly discused in different context
four key elements of any CSR strategy and management system
• Values and Principles for CSR – the guiding principles shaping an organisation’s overall approach to CSR and orientating its decision-making processes;
• CSR Management Process – an overall organisation process linking together values and principles for CSR, CSR Management Tools and the organisation’s core strategy, policies and procedures;
• CSR Management Tools – a number of management tools helping the organisation to address specific issues and ‘themes’ linked with CSR performance, e.g. stakeholder engagement, reporting etc.; and
• Assurance – procedures of internal audit (self-governed by the organisation) and external verification (provided by independent third parties) aimed to raise the credibility of the system.
CSR general framework
implicit explicit implicit explicit
identification of substantive stakes
identification of stakeholders expectations
identification of substantive stakes
identification of stakeholders expectations
commitments values visions Commitments on values and vision objectives on substantive stakes objectives on substantive stakes
hierarchical organization of stakes
Plan
Act Check Do Plan
Act Check Do
Values and vision
actions decision & implementation
verification
reporting and communication
ISO context
SR works
ISO
States
corporate
workers consumers
NGO
others (academic,…)
stakeholders’ expectations
standardizationbodies
private tools
CERES principlesCSR man.sys. Veritas (DNV)QRES (Italy)Ethos CSR indicatorsSA 8000 (Social Account. Int.)AA1000 (Acountablity)
type 3
voluntary standards negociated in national ,
and regional frameworks
SIGMA (UK)PNE 1650(01) (10) SpSD21000 (Fr)Draft IMNC (Mex)EMAS, Ecolabel (EU)…
type 2
Human Right Declaration Labor Convention (ILO)Conventions Env. (UN)Global CompactGRIGuidelines (OCDE)…
international convention and accords
existing conventions and frameworks « on the shelf »
type 1