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6 March 2013

Best Corporate Responsibility Practices – Cases Dr. Thomas Streiff, Head Engagement Team and Andrea Gaeumann, Sustainability Expert. 6 March 2013. Overview. Part A Methods and criteria for the evaluation of corporate responsibility Best corporate practices – examples Part B

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6 March 2013

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  1. Best Corporate Responsibility Practices – CasesDr. Thomas Streiff, Head Engagement Team and Andrea Gaeumann, Sustainability Expert 6 March 2013

  2. Overview Part A Methods and criteria for the evaluation of corporate responsibility Best corporate practices – examples Part B Good – Bad Corporate Responsibility Practices: instruction and criteria grid for workshop

  3. Methods and criteria for the evaluation of corporate responsibilityMost common methodologies (often in combination) • Questionnaires (e.g. Dow Jones Sustainability Index) • Surveys with consultation of experts (e.g. GlobeScan) • Analysis of annual and sustainability reports and other information concerning the integration of corporate responsibility principles and practices published by the company (e.g. Fondation Guilé, Inrate) • Systematic review of third-party information (e.g. RepRisk Tool) • Interviews (mainly for verification of assessment results) Useful links:Dow Jones Sustainability Index: www.sustainability-index.com GlobeScan: www.globscan.comFondation Guilé: www.guile.org Inrate: www.inrate.comRepRisk: www.reprisk.com

  4. Corporate Responsibility Best practice Corporate governance Differentiation Obligation Regulation &standards Compliance & (sector specific) good practice Corporate philosophy: values and mission Methods and criteria for the evaluation of corporate responsibilityConceptual framework (1/3) Stakeholder expectations Source: Fondation Guilé / T. Streiff

  5. Methods and criteria for the evaluation of corporate responsibilityConceptual framework (2/3) Differentiation concerning image, products, markets Protection of opportunitiesand reputation Prevention of damages and claims Best Practice Compliance Development Good Practice Legal requirements Source: Fondation Guilé / T. Streiff

  6. Methods and criteria for the evaluation of corporate responsibilityConceptual framework (3/3) Vision Mission Values Company planning Charta / Code Controlling Company strategy Communication strategy Strategic goals and measures (BSC)and management guidelines Individual agreement on objectives (MbO) Source: Fondation Guilé / T. Streiff

  7. Methods and criteria for the evaluation of corporate responsibilityAssessment aspects • A) „Normative“ approach • Rating of depth of the ESG* criteria consideration in corporate reporting • B) „Systemic“ approach • Rating of the consideration of corporate responsibility criteria in • Vision, value and strategy • Management systems, organisation und processes • Products and services • Resource and environment management • Stakeholder management • Communication and reporting Source: Fondation Guilé / T. Streiff

  8. 1. Vision, values and strategyExample of Novo Nordisk Every year, the Board of Directors reviews the company’s long-term strategy and outlook. (…)The strategy is characterized by a strong focus on a few diseases, five core capabilities and a deeply rooted values based management system. The Board remains confident that these strategic choices provide a solid basis for a continued positive development for Novo Nordisk in the coming years. Novo Nordisk Annual Report 2012, p. 1

  9. 1. Vision, values and strategyExample of Novo Nordisk In such difficult times, it is crucial that we – industry, politicians and payers – rethink the approach to managing diabetes and other chronic diseases, ensuring more sustainable healthcare solutions. All of these investments serve one purpose: To help patients live better lives. That is what drives us. We know there are millions of people with diabetes who could be living their lives in full if only they got the necessary medical treatment and care, and we are determined to contribute to closing that gap. We have set an ambition that by 2020 we will provide medical treatment to an estimated 40 million patients.. Novo Nordisk Novo Nordisk Annual Report 2012, p. 2

  10. 2. Management systems, organization and processes:Example of British Telecom Key indicators BT Sustainability Review 2011, p. 20

  11. 2. Management systems, organization and processes:Example of Samsung Objectives and monitoring Samsung Samsung Sustainability Report 2011, p. 45

  12. 2. Management systems, organization and processes:Example of Samsung Data collection Samsung Sustainability Report 2011, p. 45-78

  13. 3. Products and servicesExample of Philips www.lighting-a-greener-future.com

  14. 4. Resource and environmental managementExample of Swiss Re 14 14 Swiss Re CR Report 2011, p. 39

  15. 5. Stakeholder management Example of Unilever India: Creating rural entrepreneurs Rojamma is a single parent living in Kurumurthy (…). When her husband left her, she earned a few rupees working in her mother's field but found it difficult to support her two daughters. Then she joined a women's self-help group and found out about Project Shakti. "From that moment my life changed", recalls Rojamma. To expand its markets, the challenge for Hindustan Lever (Unilever's business in India) was how to reach millions of potential consumers in small remote villages where there is no retail distribution network, no advertising coverage, and poor roads and transport. The solution wasProject Shakti, launched in 2000 in partnership with non governmental organisations, banks and government. Women in self-help groups across India are invited to become direct-to-consumer sales distributors for Hindustan Lever’s soaps and shampoos. The company provides training in selling, commercial knowledge and bookkeeping to help them become micro-entrepreneurs. http://www.unilever.com/sustainable-living

  16. 5. Stakeholder management Example of Unilever Unilever Sustainable Living Plan, Progress Report 2011, p. 35

  17. 6. Communication and reportingExample of Telefónica Our reporting model has evolved this year under the perspective of the triple results account – the economic, environmental and social dimension. With the new scheme, in the Corporate Sustainability Report for 2011 we have responded integrally to the Dow Jones Sustainability Index or DJSI and to the indicators included in the GRI A+ guide. http://www.crandsustainability.telefonica.com/en/transparency_dialogue/cr_report.php

  18. 6. Communication and reportingExample of Telefónica • Principles for defining report quality: • Balance • Comparability • Accuracy • Timeliness • Clarity • Reliability / assurance • According to AA1000 (APS) • Inclusivity • Materiality • Responsiveness Telefónica Telefónica 2011 Sustainability Report, p. 9

  19. 6. Communication and reportingExample of Telefónica Telefónica Telefónica 2011 Sustainability Report, p. 9

  20. Good – Bad Corporate Responsibility Practices: Exercise • Methodological instruction for assessment • All 6 main assessment components are equally weighted (each 16.6 %) • For the ranking of the individual criteria the following scores will be applied: • 0 = no information found: aspect / criteria seems not to be of relevance for company • 1 = general information found: unclear if aspect / • criteria is of relevance for company • 2 = comprehensive information found: aspect / criteria seems to be of relevance for company • Max scoring: 72

  21. Assessment component 1: Vision, values and strategy

  22. Assessment component 2:Management systems, organi­za­tion and processes

  23. Assessment component 3:Products and services

  24. Assessment component 4:Resource and environmental management

  25. Assessment component 5:Stakeholder management (internal & external)

  26. Assessment component 6:Communication and reporting

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