CSR/RSE

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Monday 6 and Tuesday 7 october 2014

Constant CALVO

WHAT IS CSR ?

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WHAT IS CSR ?

The objective of CSR is to contribute to sustainable development. Organizations around the world, and their stakeholders, are becoming increasingly aware of the need for and benefits of socially responsible behaviour.

https://www.youtube.com/watch?v=GggyVO21hw8

 

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SUSTAINABLE DEVELOPMENT

Development that meets the needs of the present without compromising the ability of future generations to meet their own needs.

from the World Commission on Environment and Development’s(the Brundtland Commission) report Our Common Future

(Oxford: Oxford University Press, 1987).

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Organizations around the world, and their stakeholders, are becoming increasingly aware of the need for and benefits of socially responsible behaviour.

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SOCIALLY RESPONSABLE BEHAVIOUR

WHAT IS SOCIALLY RESPONSABLE BEHAVIOUR ?

Decisions and Actions by Indiduals/Groups aimed at enhancing social well-being.

https://www.youtube.com/watch?v=GggyVO21hw8 9

DEFINITION OF CSR

Despite numerous efforts to bring about a clear and unbiased definition of CSR, there is still some confusion as to how CSR should be defined.

There is no universal definition of CSR. Altogether, 37 definitions of CSR were found. The definitions originated from 27 authors and covered a time span from 1980 to 2003, although most definitions were published from 1998 onwards.

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DEFINITION BY ISO 26000

The responsibility of an organization for the impacts of its decisions and activities on society and the environment, through transparent and ethical behaviour that :

• contributes to sustainable development, health and the welfare of society;

• takes into account the expectations of stakeholders;• is in compliance with applicable law and consistent

with international norms of behaviour; • And is integrated throughout the organization and

practiced in its relationships. 11

IMPLEMENTING CORPORATE SOCIAL RESPONSIBILITY

There is no one-size-fits-all method for implementing a corporate social responsibility (CSR) approach:

Each firm has unique characteristics and circumstances that will affect how it views its social responsibilities; and each will vary in its awareness of CSR issues and how much work it has already done towards implementing a CSR approach.

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DEVELOPPEMENT DURABLELe développement durable en entreprise, c'est

l'intégration des systèmes économique, social et environnemental afin de créer des organisations résilientes. 

Les entreprises durables sont des entreprises résilientes, qui créent de la valeur économique, des écosystèmes en bonne santé et des communautés solides.

Ces entreprises survivent aux crises externes car elles sont intimement liées à des systèmes économiques, sociaux et environnementaux sains.

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BUSINESS SUSTAINABILITY Business sustainability is often defined as managing the

triple bottom line – a process by which firms manage their financial, social, and environmental risks, obligations and opportunities.

These three impacts are sometimes referred to as profits, people and planet. We extend this definition to capture more than just accounting for environmental and social impacts. We believe that sustainable businesses are resilient and that they create economic value, healthy ecosystems and strong communities.

Sustainable businesses survive external shocks because they are intimately connected to healthy economic, social and environmental systems. 14

STAKEHOLDERS (PARTIES PRENANTES)

Tout groupe ou individu qui peut affecter ou être affecté par la réalisation des objectifs d’une organisation.

les parties prenantes internes : actionnaires, employés, etc.

les parties prenantes externes : fournisseurs, clients, etc.

les autorités coordonnatrices : gouvernements, associations professionnelles, etc.

ONG et les communautés locales.

https://www.youtube.com/watch?v=bIRUaLcvPe8&feature=related

https://www.youtube.com/watch?v=VHGTsEwbOJY

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Le développement durable est atteint lorsque le développement industriel souscrit aux trois principes de l’efficience économique, de l’équité sociale et de la responsabilité environnementale. Ces trois enjeux peuvent être désignés par les termes: profits, personnes et planète.

Au niveau de l’entreprise, le développement durable est souvent défini comme l’atteinte d’un triple bilan équilibré – une façon de gérer à la fois les risques, les obligations et les opportunités dans les domaines financier, social et environnemental.

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CSR IN THE AGRIFOOD SECTOR

Corporate social responsibility is of high relevance for food companies as this sector has a strong impact and a high dependence on the economy, the environment and on society.

CSR's threats and opportunities are increasingly shifting from the single-firm level to food supply chains and food networks.

Corporate Social Responsibility in the agri-food sector is harnessing innovations for a sustainable development. The key focus of the initiatives undertaken is socio-economic well being of farmers while protecting the ecological diversity.

http://www.bel-group.com/en/sustainability/csr-approach http://www.bonduelle.com/fr/developpement-durable/engagement-longue-date.html

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RISQUES ET OPPORTUNITÉS

Les géants de l’agroalimentaire

pressés par les investisseurs de renforcer la transparence.

http://www.rse-et-ped.info/les-geants-de-lagroalimentaire-presses-par-les-investisseurs-de-renforcer-la-transparence

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DÉVELOPPEMENT DURABLE Le développement durable en entreprise, c'est

l'intégration des systèmes économique, social et environnemental afin de créer des organisations résilientes. 

Les entreprises durables sont des entreprises résilientes, qui créent de la valeur économique, des écosystèmes en bonne santé et des communautés solides. Ces entreprises survivent aux crises externes car elles sont intimement liées à des systèmes économiques, sociaux et environnementaux sains.

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SUSTAINABLE MANAGEMENT

The ability to direct the course of a company,

community, organization, or country in ways that

restore and enhance all forms of capital (human,

natural, manufactured, and financial) to generate

stakeholder value and contribute to the well-being of

current and future generations.20

SUSTAINABILITY CHAMPION An individual who seeks to lead change in an

organization to transform that organization into a smarter, more successful, and more sustainable enterprise.  

This individual may exist at any level within an organization and in any type of organization, from the Chief Executive Officer to administrative assistant, from Mayor to city staffer, from university president to student leader.

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CORPORATE CITIZENSHIP The expectation that drives companies to interact with their

wider communities in an ethical and socially-responsible manner.

Increasingly organizations are reconciling their corporate goals with those of their stakeholders, including local communities and their customers’ values.

Good corporate citizenship involves : legal compliance, employee relations, environmental performance, transparency, human rights, product stewardship, stakeholder communication, profitability, strategy integration, and community involvement.

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3 PILLARS

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SUSTAINABILITY PERFORMANCE

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Économiquement viables :

Socialement responsables :

Respectueuses de

l’environnement :

• Les résultats financiers• L’efficacité des processus internes et externes

• La satisfaction des clients / fournisseurs• Le développement des collaborateurs

• La qualité de la gouvernance• La loyauté des pratiques• Les relations et conditions de travail• La satisfaction du client/usager• Le respect des droits de l’Homme• Le respect de l’environnement• La participation au développement

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7 PRINCIPLES OF SOCIAL RESPONSIBILITY(ISO 26000 )

1) Accountability : being answerable for decisions and activities and their impacts on society, the economy and the environment

2) Transparency : openness about decisions and activities that impact on society and the environment

3) Ethical behavior : in accordance with accepted principles of right or good conduct

4) Respect for stakeholder interest : respect, consider and respond to the interests of its stakeholders

5) Respect for rule of law : mandatory6) Respect for international norms of behavior7) Respect for Human Rights

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7 CORES SUBJEC TS

Organisational GovernanceHuman Rights

Labour PractisesEnvironment

Fair operating practisesConsumers issues

Community involvment and development

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ISO 26000

According to ISO 26000, social responsibility is not merely a “neutralizing” action applied at the end of production/distribution to fix what has been generated or displaced.

Rather, it is a proactive mind-set that should be incorporated across all levels of planning, execution, and stakeholder interaction.

  ISO 26000 acknowledges that applying a lens of social

responsibility can be complex. Competing priorities, cultural differences, and other unique variables can create a muddied picture concerning “right” action.

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LEADERSHIP

The task of creating a more equitable and sustainable world is both a serious challenge and an enormous opportunity.

Without bold and effective leadership – at a political, institutional and individual level – companies might fail to resolve their most serious social and environmental crises.

They will also miss out on the vast business opportunities presented by society’s transition to a sustainable economy.

Over the past few years, in response to these global challenges and opportunities, we have seen more and more evidence of CSR leadership emerging. 28

BUSINESS CASE

What is a business case ?

A “business case” is a pitch for investment in a project or initiative that promises to yield a suitably significant return to justify the expenditure (ROI).

In what has become known as the “business case for CSR ” the pitch is that a company can “do well by doing good”: that is, can perform better financially by attending not only to its core business operations, but also to its responsibilities toward creating a better society.

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DOING BUSINESS

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PERFORMANCE ORGANIZATIONAn organization's performance on social responsibility

can influence, among other things :Its competitive advantageIts reputationIts ability to attract and retain workers or members, customers, clients or usersThe maintenance of employees' morale, commitment and productivityThe view of investors, owners, donors, sponsors and the financial communityIts relationship with companies, governments, the media, suppliers, peers, customers and the community in which it operates

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CSR SYSTEMIC APPROACH

Organization

Communication

Décision making

Performance management

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Vision

Mindset

Team spirit/work

Personal empowerment

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GLOBAL COMPETITIVENESS EMPOWERMENT

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CSR FUTURE What will CSR look like in 2052 ?

By 2052, we will see most large international companies having moved through the first four types of CSR

(defensive, charitable, promotional, and strategic) and practicing, to varying degrees, CSR 2.0.

By 2052, reliance on CSR codes, standards, and guidelines will be seen as a necessary but insufficient

way to practice CSR. Instead, companies will be judged on how innovative they are in using their

products and processes to tackle social and environmental problems.

(Wayne Visser (South African, born 1970) is an author, poet, social entrepreneur, speaker, researcher, and lecturer in sustainability, corporate social responsibility. He is founder and director of the think tank CSR International.)

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