Socially useful industrial enterprise – towards global sustainability from local responsibility

1. Socially useful industrial enterprise – towards global sustainability from local responsibility Student: Bc. Ľubomír Šmida Supervisor: prof. Ing. Peter Sakál, CSc. Moscow 2012

2. This paper was supported by the Slovak Research and Development Agency under the contract No. LPP-0384-09: “Concept HCS model 3E vs. Concept Corporate Social Responsibility (CSR).” The paper is also a part of submitted KEGA project No. 037STU-4/2012 “Implementation of the subject “Corporate Social Responsibility Entrepreneurship” into the study programme Industrial management in the second degree at MTF STU Trnava”.

3. IntegratedManagementSystem (IMS) • CorporateSocialResponsibility (CSR) • CorporateSustainability and Responsibility (CSR 2.0) • EFQM Model 2010 • Decentralizationofpower • Socially useful industrial enterprise STRUCTURE

4. The concentrationof activities of management systems under a common keeping through horizontal and vertical integration of separate systems built on the basis of their common features, characteristics and activities. 1. Integrated Management System • ISO 14001 • ISO • 9001 • OHSAS • 18001 • IMS • Anothermanagementsystem • ISO 26000 • The success of the enterprises is associated with efforts to developenterprisesactivitiesthroughTotal quality management and corporate social responsibility and do not stop for standards.

5. First efforts: • 19. century – RobertOwen (GreatBritain), AndrewCarnegie (USA). • 20. century – Baťa(Czechoslovakia). • The focus: • Increasingcompetitiveness and attractiveness of the entrepreneurship. 2. CorporateSocialResponsibility • The sense: • Keeping with statutory requirements and identifying and meeting the reasonable needs of all stakeholders. • The essence: • Fromtheperspectiveofthe “profit-only” to the level of “triple-bottom-line”. • Figure: Shareholders and stakeholders(Crowther and Aras)

6. 2. CorporateSocialResponsibility • Figure: Motives that lead SME to CSR in SR (FOCUS, 2010)

7. WayneVisser – CSR International. • Anew generation of entrepreneurial sustainability and responsibility through critical debate on the classic CSR. • The sense: • To design and adapt the entrepreneurship model of sustainability and responsibility. • The essence: • Making apositive impact on society. • Agesofsocialresponsiblity: • The ageofgreed. • The ageofphilanthropy. • The ageof marketing. • The ageofmanagement. • The ageofresponsibility. 3. CorporateSustainability and Responsibility • DNA CSR 2.0: • Strand of sustainability, which represents destination. Including challenges, vision, strategy and goals. • Strand of responsibility, which represents journey. Including solutions, responses, management and actions.

8. A tool that provides a holistic view of the organization. • Universalfor all types of organizations. • Excellentorganizations achieve and sustain permanently the highest level of performance, meeting or exceeding the expectations of all stakeholders. • ISO normcertification (thefirst step) → Theageofmanagement. • EFQM (thesecond step) → Theageofresponsibility. 4. EFQM Model 2010

9. Threeintegratedelements: • Thefirst: 4. EFQM Model 2010 • Figure: Fundamentalprinciples

10. Threeintegratedelements: • Thesecond: 4. EFQM Model 2010 • Figure: EFQM Excellence model

11. Threeintegratedelements: • Thethird: 4. EFQM Model 2010 • Figure: RADAR logic

12. 5. Decentralization of power (Empowerment) • „Youcannotteach a man anything, youcanonlyhelphimfinditwithinhimself.“ • Galileo Galilei • Represents transfer of central power to lower authorities. • The enterprise with integrated approach to managing should create process teamswith the ability to make autonomous decisions. • Learning, creativity, innovation (EFQM Model) → It is necessary to utilize staff´s potential and prepare for project team working, which is indispensable in conditions of permanent changes.

13. The philosophy of socially useful industrial enterprise can be applied toany entrepreneurship that keeps the idea of sustainability and responsibility as the key idea of entrepreneurship. 6. Socially useful industrial enterprise • CSR 2.0 • EFQM

14. 6. Socially useful industrial enterprise • IMS establishes requirements for enterprise activities. • EFQM determines enablers of excellent results. • CSR 2.0 gives a new dimension to the enterprise activitiesbecauseofability to supporttheuseofmanyexistingtools and techniques (Kaizen, TPM, etc.). • Usefull - benefits for shareholders. • Socially usefull - benefits for all stakeholders and shareholders. • Participatoryworkplace→ Open and directcommunication. • Processvs. projectteams. • Fromresponsibility to sustainability.

15. 6. Socially useful industrial enterprise www.mkem.sk

16. Sources [1] Crowther, D. Aras, G. Corporatesocialresponsibility. VentusPublishingApS, 2008. 144 s. ISBN 978-87-7681-415-1. [2] DOLANSKÝ, V., MĚKOTA, V., NĚMEC V. Projektový management. Praha: GradaPublishing, 1996. ISBN 80-7169-287-5 [3] EFQM. Model Excelence EFQM. Praha: CSJ, 2010. 32 strán. ISBN 978-90-5230-522-0. [4] FOCUS.Vnímanie konceptu a praktík spoločensky zodpovedného podnikania malými a strednými podnikmi na Slovensku. Bratislava: Národná agentúra pre rozvoj malého a stredného podnikania, 2010. 79 strán. [on-line]. [cit. 2011-10-20], dostupné na internete: http://www.nadsme.sk/files/Sprava_CSR_SME_2010_final.pdf [5]HRUBEC, J., VIRČÍKOVÁ, E. a kol. Integrovaný manažérsky systém. Nitra: SPU, 2009. 543 strán. ISBN 978-80-552-0231-0. [6] Chovanová, H. H. ŠUJANOVÁ, j.Vyššie formy projektového manažmentu. Trnava: AlumniPress, 2009. 95 strán. ISBN 978-80-8096-105-3.

17. Sources [7]KAŠŠA, M. Návrh modelu integrovaného manažérskeho systému. In Kvalita, 2010, roč. 18, č. 4, s. 12 - 15. ISSN 1335-9231. [8]MATEIDES, A. a kol. Manažérstvo kvality. Bratislava: EPOS, 2006. 751 strán. ISBN 80-8057-632-7. [9] KOŠTURIAK, J. Management plný pravd, kterénefungují. In Moderní řízení, 2011, roč. 46, č. 2, s. 27. ISSN 0026-8720. [10] KOŠTURIAK, J. CHAĽ. J. Inovace, vaše konkurenční výhoda. Brno: Computer Press, 2008. 164 strán. ISBN 978-80-251-1929-7. [11] KOŠTURIAK, J. a kol. Projektovanie výrobných systémov pre 21. storočie. Žilina: EDIS, 2000. 398 strán. ISBN 80-7100-553-3. [12] KOŠTURIAK, J. FROLÍK, Z. a kol. Štíhly a inovatívny podnik. Praha: Alfa Publishing, 2006. 240 strán. ISBN 80-86851-38-9.

18. Sources [13] Sakál, P. a kol. Strategický manažment v praxi manažéra. Trnava: Tripsoft, 2007. 703 strán. ISBN 978-80-89291-04-5. [14] VIRČÍKOVÁ. E. Integrované manažérske systémy. Košice: ELFA, 2007. 106 strán. ISBN 978-80-8073-761-0. [15] ZÁVADSKÝ, J. Procesný manažment v praxi manažéra. Trnava: Tripsoft, 2004. 238 strán. ISBN 80-968734-8-2. [16] ZELENÝ, J. a kol. Environmentálna politika a manažérstvo organizácií. Diel prvý – Environmentálna politika, manažérstvo a spoločenská zodpovednosť. Banská Bystrica: FPV UMB, 2010. 180 strán. ISBN 978-80-8083-972-7. [17]ZELENÝ, J. a kol. Environmentálna politika a manažérstvo organizácií. Diel druhý – Environmentálne a integrované manažérstvo. Banská Bystrica: FPV UMB, 2010. 182 strán. ISBN 978-80-8083-973-4. [18]Zelený, J. Environmentálne manažérstvo a spoločenská zodpovednosť (organizácií). Zvolen: Bratia Sabovci, s.r.o., 2008. 163 strán. ISBN 978-80-8083-690-0.

19. Sources [19] ISO 26000:2010 [20]ISO 9001:2009 [21]ISO 14001:2005 [22]OHSAS 18001:2008 [23]ISO 27001:2006 [24]http://www.youtube.com/watch?v=VSSx9HDgvt8 [25]http://www.cma.cz/Upload/Documents/aktuality/diskuse%20k%20HBR11-Porter.pdf [26]http://www.waynevisser.com/chapter_age_responsibility.pdf [27]http://www.waynevisser.com/inspiration_dna_model_csr_wvisser.pdf

20. Sources [28] http://www.unms.sk/?skolenie-model-vynimocnosti-efqm [29] http://www.mpc-edu.sk/library/files/paulova_pristupy_k_manazerstvu_kvality.pdf [30] http://en.wikiquote.org/wiki/Galileo_Galilei [31] http://publview.stuba.sk/view_publ.php?dv=1&kd=-2&roh=-1&a=96209&chb_pdr=-1&nz_typ=4

21. Thank you for your attention! lubosmida@gmail.com peter.sakal@stuba.sk WWW.SCSS.SK