Doing Business Socially Athens, 28 February 2011 “Enterprise 2020” Smart, Sustainable, Inclusive Jan Noterdaeme

1. Doing Business SociallyAthens, 28 February 2011“Enterprise 2020”Smart, Sustainable, InclusiveJan Noterdaeme

2. 15 Years of Business and Policy Engagement on CSR 2000 CSR Appeal 2002 EC Communication Multi-Stakeholder Forum EU leadership 2006 2nd EC Communication European Alliance for CSR 2010 Europe 2020 1993 Delors appeal 2000 Network renamed CSR Europe 1995 Business Declaration 2005 Roadmap First MarketPlace 2008 CSR Toolbox 2010 Enterprise 2020 Business leadership

3. CSR in support to “Europe 2020”

4. “We Need a New Culture of Ethics and Responsibility” “We need a new culture of ethics and responsibility. This is essential – not just to restore the brand image of particular enterprises – but to restore people's faith in the market economy itself. People still want markets – but they want markets with a conscience.” José Manuel Barroso President of the European Commission CSR Europe’s General Assembly, Brussels, 11 June 2009

5. Who We Are – Corporate Members

6. Who We Are – 27 National Partners Network

7. CSR EUROPE & Enterprise 2020 Our Mission «CSRe acts as the European platform for companies & their stakeholders to exchange & cooperate to make themselves and Europe global leaders in sustainable competitiveness & societal well being» Our Vision « By 2015, CSRe is internationally referred to as themost innovative business platform which provides leadership to companies & stakeholders on sustainable practice » Enterprise 2020 «The company of the future, Enterprise 2020, operates profitably through mainstreamed responsibility and transparency, and innovates solutions for the planet and its people in close cooperation with stakeholders. Together, they lead the transformation towards smart, sustainable and inclusive society »

8. What is Enterprise 2020? • Enterprise 2020 is a strategic initiative to • For companies and stakeholders, it is a unique opportunity to shape the future of CSR in Europe through dialogue and joint action. • Support companies in building sustainable competitiveness by providing a platform for exchange and innovation • Foster close cooperation between companies and their stakeholders by exploring new ways of working together towards a sustainable future • Strengthen Europe’s global leadership on CSR by engaging with EU institutions and other stakeholders

9. Who Supports Enterprise 2020? • Endorsed by all CSR Europe member companies and national partner organisations • Promoted by 7 national governments (BE, DK, FR, IT, PT, ES, NL) • Political and financial support from the Belgian EU Presidency (autumn 2010) • Financial support from the European Commission through PROGRESS grant

10. What is Enterprise 2020? Natural resource scarcity Technology acceleration Demographic change Social divide Climate change Global trade Society / Stakeholders Products and Services Organisations People Innovative company initiatives and thematic communities of practice Collaborative ventures between business and stakeholders Renewed EU partnerships and international outreach to strengthen Europe’s global leadership on CSR

11. Demographic Change Trends & drivers • Over 9 billion people on the Planet Earth in 2050; less than 3% of the population growth will occur in the West • Of the 20 oldest countries (people over 65), 19 are in Europe • 200 million people will be forced to migrate by 2050 Risks & opportunities • Older consumers spend more on a short term (good for business), but save less on a long term (reduced economic growth) • New markets of growth at the base of the pyramid

12. Climate change / Scarcity of natural resources • Trends & Drivers • Fast acceleration of climate change threatens global ecological stability and creates insecurity for millions of people • Total energy consumption will rise by about 50%by 2020 (34% from 1980 to 2000) • More than 80% of the money needed to respond to climate change would come from private investment • The demand for food will rise by 50% by 2030 while global food reserves have reached the lowest rate in the last 25 years • Losses from natural disasters are doubling approximately every ten years, generating an increase in spending for companies Risks & opportunities • High economic impact and costs increase some geo-specific • Global/ EU/ governmental regulations to punish and reward • High pressure to innovate the way current resources are being used but also to develop new sources and technologies

13. Accelerating technology (r)evolution Trends & Drivers • Accelerating technical (r)evolution (green, social, production, virtual, mobility, networks) leading to an ’ubiquitous’ environment / economy • The online worldwide market will face the growth of China, India and big African nations, ending the Western domination of the online market Risks & opportunities • Better knowledge and participation • Use of technological means by individuals to organize and conduct attacks • The corporations of 2020, encompassing the current large multinationals, will be increasingly outside the control of any state; they will be key agents of change in dispersing technology widely • Genetically modified organisms and increased food production could eliminate the threat of starvation and ameliorate basic quality of life issues for poor countries • Europe risks slipping behind Asia in some of these technologies

14. TR(AID) Trends &Drivers • The Top 50 companies of 2020 are not on the market yet • Global firms of tomorrow will be more Asian than Western oriented • Shift from todays top GDP countries to other countries that have distinct political and social models and who are ready to co-lead global trade agenda (e.g.: China, India, Brazil, Indonesia); this goes hand-in-hand with new protectionism and discontinuing globalization Risks & opportunities • Challenge for the EU and US models • CSR as ’national’ ideology and task • CSR as state driven support function • The world economy is projected to be about 80% larger in 2020 than it was in 2000 and average per capita income to be roughly 50% higher.

15. Competing for Trust Trends &Drivers • The vacuum in global governance and the financial crises lead to reduced trust in business, investors and governments to act responsibly in the interests of all stakeholders • The major enhancement of the state role in Western economies now under way as a result of the current financial crisis may reinforce the emerging countries’ preference for greater state control and distrust of an unregulated marketplace. • New forms of governance Risks & opportunities • Challenge to market systems and economies • More regulation of business by governments – standardisation and compliance • Stakeholder expectations become more complex and sometimes pulling in opposite directions • Business incentives to more self-regulation in particular in transparency and accountability • More NGO activism • More focus on investors – education and training to be more responsible investors

16. Mental health & well-being Trends & Drivers • Increase of Mental Health Diseases (2017 # 1 Disease in Europe) • Clash in business between business / management values and personal values • Job overload combined with low support, uncertainty and poor personal rewards are a source for higher work dissatisfaction, anxiety and depression, physical disorders and disease Risks & opportunities • Financial costs for business / corporations and society • Absenteeism and “Presenteeism” • Workforce Instability • Low productivity • High employment costs • Customer dissatisfaction

17. Evolving societies & Social divide Trend & Drivers • Evolving societies due to migrations and increasing social divide caused by countries becoming multi-ethnic and multi-religious • Inclusive market economy benfitting the people not only the shareholders • A numerically large middle class will be created for the first time in some formerly poor countries. • Although the living standards of many people in developing and underdeveloped countries will rise over the next 10 years, economic growth fueled by globalization will leave many countries in poverty (e.g.: only in 2050 per capita income in China will reach current rates in the developed economies) Risks & opportunities • Need for multiple business models to ensure differentiation of solutions • Diversified products and services to serve consumers with different cultural and religious identities • CSR as part of regular business models • Develop ’social entrepreneurs’ (Yunus: no loss – no dividend) – PPP models • New regulations

18. Communities of Practice Transforming Markets Driving sustainable internal and external markets Inclusive Societies People development and social inclusion Health and Wellbeing Improving quality of life • Exchange and networking • Joint projects • Stakeholder engagement Transparency for Trust Measuring and communicating ESG performance

19. Collaborative Ventures • 13 new projects addressing societal challenges through business/stakeholder cooperation • Transforming Markets • Managing Sustainable Supply Chains • Enabling Technologies for Environmental Sustainability • Inclusive Business Models at the Base of the Pyramid • Integrated Framework for Enterprises Energy and Environmental Policies • Inclusive Societies • Using Potential – Jointly Tackling Demographic Change in Europe • European Employee Volunteering Awards • Science in Schools • Transparency for Trust • Valuing Non-Financial Performance • Your Community Footprint – Measuring the Socio-Economic Impacts of Companies in Local Communities • Accelerating CSR in state-owned companies • Financial Capability for Europe's Youth and Retirees • Health and Wellbeing • Health Literacy • Business Contribution to the European Year for Active Ageing

20. Strategic Partnerships with Expert Stakeholders Eurasia Partnership Foundation The Volunteer centre, Poland Pontis Foundation Philias Foundation East Europe Foundation European Year on Active Ageing and Inter-Generational Solidarity International Longevity Center Maastricht University EFEB Work and Later Life Ministry of Labor and Immigración - Spain Co-leaders of Collaborative Ventures, so far EABIS IMS Imperial College John Hopkins University BSCI WTO CHINA + GTZ (MOU) UNGC (MOU) BITC Romania, Asociatia Pentru Relatii Comunitare (ARC) Czech Donors Forum FiBS UPJ

21. Strategic Partnerships with Expert Stakeholders • MEND • DG SANCO • Eurohealthnet • EU Platform on Healthy choices members • Standing Committee of European Doctors • WHO Europe • European Patients’ Forum • BEUC (European Consumers’ Organization) • European Medical Association (EMA) • Doctor-patient communication • Food Industry associations • Human resources Associations • European Health Forum Others Participants, so far DG Enterprise Ashoka Oxfam DG Development UNDP Africa Interactive WWF Tech America Europe DG Employment The Dublin Foundation European Network Workplace Health Promotion

22. CoP 1 – Transforming Markets For more information, please contact Jan Noterdaeme jn@csreurope.org

23. CoP 1 – Transforming Markets For more information, please contact Laura Maanavilja lm@csreurope.org

24. CoP 1 – Transforming Markets For more information, please contact Jan Noterdaeme jn@csreurope.org

25. CoP 1 – Transforming Markets For more information, please contact Sarah Dekkiche sd@csreurope.org

26. CoP 2 – Inclusive Societies For more information, please contact Jan Kopper jk@csreurope.org

27. CoP 2 – Inclusive Societies For more information, please contact Laura Maanavilja lm@csreurope.org

28. CoP 2 – Inclusive Societies For more information, please contact Susan Njoroge sn@csreurope.org

29. CoP 3 – Health and Wellbeing For more information, please contact Marion Birnstill mb@csreurope.org

30. CoP 3 – Health and Wellbeing For more information, please contact Marion Birnstill mb@csreurope.org

31. CoP 4 – Transparency for Trust For more information, please contact Colleen M. Fletcher cf@csreurope.org

32. CoP 4 – Transparency for Trust For more information, please contact Sarah Dekkiche sd@csreurope.org

33. CoP 4 – Transparency for Trust For more information, please contact Sarah Dekkiche sd@csreurope.org

34. CoP 4 – Transparency for Trust For more information, please contact Colleen M. Fletcher cf@csreurope.org

36. Thank you! More information www.csreurope.org Jan Noterdaeme, jn@csreurope.org +32 2 541 16 10 +32 497 48 43 47