Your SlideShare is downloading. ×
Citizen act ang_csr_training
Upcoming SlideShare
Loading in...5

Thanks for flagging this SlideShare!

Oops! An error has occurred.


Introducing the official SlideShare app

Stunning, full-screen experience for iPhone and Android

Text the download link to your phone

Standard text messaging rates apply

Citizen act ang_csr_training


Published on

Published in: Business, Economy & Finance

1 Comment
  • Be the first to like this

No Downloads
Total Views
On Slideshare
From Embeds
Number of Embeds
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

No notes for slide
  • Sans commentaires
  • Transcript

    • 1. CITIZEN ACT - season 2011-2012 Increasing Corporate Social Responsibility Within Your Business Lines Saisir la classification sur la page CITIZEN ACT – SEASON 2011-2012
    • 2.
        • Before starting the training programme, try to answer the following questions to determine your profile:
        • What are the two main values you associate with sustainable development?
        • How is your work life affected by sustainable development?
        • With which character or “ hero ” do you associate sustainable development?
      What is your sustainable development “profile”? 15’ CITIZEN ACT – SEASON 2011-2012
    • 3.
      • The objectives of this training programme are to:
      • Consolidate your knowledge of sustainable development and Corporate Social Responsibility
      • Get to know Societe Generale’s CSR approach
      • Identify courses of action to implement
      CITIZEN ACT – SEASON 2011-2012
    • 4. Summary Sequences: 1. Validate and share one ’ s understanding of sustainable development: The sustainable development tribunal 2. Define the main CSR issues for a financial establishment (including corporate and investment banking, retail banking, asset management, investment management and services, specialised financial services): The “ sustainable development ” bank CITIZEN ACT – SEASON 2011-2012
    • 5. Sustainable development, facts and assessment …
        • Sequence 1
        • Validate and share one ’ s understanding of sustainable development:
        • The sustainable development tribunal
    • 6. Sustainable development: the stakes
      • The challenges of sustainable development are twofold:
        • They are a response to climate change.
        • We will see that degrowth is not the only solution to climate change.
        • They are a response to social inequality.
        • We will see that one of the challenges of sustainable development is also to fight social inequality as companies develop .
    • 7. 1. Responding to climate change
      • Do we need global degrowth? No, just economic growth in developing countries and global demographic growth.
      • Economic growth consumes excessive energy but is necessary for social progress. To soften the phenomenon requires development to be “dematerialised”, i.e. it needs to consume less resources.
      • IPCC objectives: halve global greenhouse gas emissions compared to 1990 levels
      • French objectives: Factor 4, i.e. cut greenhouse gas emissions by -75% (divide them by 4) by 2050, or -3% a year. In the USA, the target should be Factor 10.
      • Climate change is upon us, and society needs to adapt .
    • 8. 1. Responding to climate change P. Energy efficiency: using high-performance technologies Reduction in Greenhouse Gas (GHG) emissions: solutions do exist Positive Energy buildings LED lighting Factor 10 Cogeneration Factor 5 Wood burners Electric cars Soft mobility Heating: -1°C  -7% GHG Recycled paper: Factor 2 Moderation: inhabitants’ lifestyle Renewable energy All of these solutions have to be implemented; none of them are sufficient on their own .
    • 9. 2. Social inequality P.
      • The solutions?
      • Help developing counties with their infrastructure projects
      • Agricultural policies
      • Access to financial products would provide leverage for activity (microfinance)
      • Better global and national governance
      • Development policies (infrastructures, R&D, training, insertion, etc.)
      Economic development has, on average , improved social conditions. China and India are catching up with the most developed countries. Sub-Saharan Africa has not benefited from global growth (32% of the population are undernourished) In some developed countries , inequalities are increasing (USA: between 2000 and 2007, the number of people living in poverty increased from 31 million to 38 million) Worldwide average life expectancy Map showing UN member nations’ life expectancy at birth in 2006
    • 10. Corporate Social Responsibility
      • What are the main components of Corporate and Social Responsibility?
        • Corporate commitment
        • A company’s commitment and involvement should enable it to obtain sustainable profitability by paying more attention to the impacts of its activity
        • Governance
        • A company has to meet the demands of its stakeholders
    • 11.
      • CSR is not incompatible with profitability, on the contrary:
            • Energy savings
            • Customer satisfaction
            • Staff motivation and health
            • Innovation with suppliers
            • Job creation
      • Ignoring CSR means running the risk of losing everything!
      • It ’ s not a company ’ s job to “ save the planet ”
      • However, companies do have an impact on our planet
        • clients, employees, suppliers, local inhabitants, etc.
        • resources, ecosystems and biodiversity
      • Corporate Social Responsibility is about striving to reduce the negative impacts and develop the positive contributions
      1. Corporate involvement P. examples Risks & Opportunities approach
    • 12. 1. Corporate involvement P. Notion of the company’s wider responsibility Investors profitability, risk control Environment Reduction in impacts, preservation of natural resources Suppliers Responsible sourcing Clients, consumers Information, security, quality Staff, unions Employment, diversity, security Communities development, dialogue, security The company’s stakeholders express certain expectations For the company, these are Risks and Opportunities
      • Image, reputation
      • Innovation, anticipation
      • Competitiveness, costs
      • Loyalty, appeal
      • Team commitment
      • Territorial integration
      Kofi Annan said that companies aren’t being asked to change their business, just to carry out their business in a different way Government & local authorities compliance, reporting
    • 13. 2. Good Governance P. Instigating a CSR approach means seeking to take environmental, social and economic aspects into account
      • To take these aspects into account, the company has to implement management practices that focus on stakeholders:
        • Identification of stakeholders
        • Listening
        • Dialogue
        • Cooperation
        • Information
        • Assessment
      • The company retains the responsibility of its arbitrage
      clients employees suppliers local inhabitants charity associations unions schools & colleges media Economic efficiency Social equality Respecting the environment Fair Liveable Viable Sustainable
    • 14. CSR issues specific to banking
      • The CSR issues specific to a bank are twofold:
        • They firstly concern the responsibility of the financial sector.
        • The financial crisis has caused banking institutions to react in terms of CSR.
        • CSR is also present in all banking business lines.
        • The bank’s corporate social responsibility is not limited to its own premises and staff
    • 15. 1. The opportunities offered by the crisis P.
      • Put ethics back at the very heart of business
        • More transparent sales practices vis-à-vis clients (subprimes)
        • Risk management, taking the long term into account, which are at the very heart of a bank’s responsibility
      • Give banks back their pivotal role in the way the economy operates, re-legitimise their role
        • Equal treatment of stakeholders: make financial products accessible to all
        • Support for business development
      • Promote the development of responsible practices
        • Investments in “green” products, innovative products
        • Development of new markets
        • Support for more solidarity-based economic models
      • Restore the bank’s image
    • 16. 2. The bank’s responsibility P. A bank’s responsibility is not limited to its direct impacts… … it is a factor of market confidence … it includes the impact of products (financing, investments, etc.) … and access to products for people in difficulty
        • Domains internal to the company
          • Social policy (job management, diversity, etc.)
          • Environmental policy (equipment, energy, transport, etc.)
        • Establish business ethics
          • Compliance
          • Risk management
          • Controls
        • Incorporate social and environmental criteria into banking business lines
          • Financing policy
          • Investment policy, SRI
          • Products that promote virtuous behaviour
        • Contribute to strengthening social ties
          • Financial inclusion
          • Solidarity-based products
    • 17.
        • Sequence 2
        • Define the main CSR issues for a financial establishment:
        • The “ sustainable development ” bank
    • 18. Building the “sustainable development” bank
      • For the 4 following issues:
        • Incorporate social and environmental criteria into banking business lines
        • Establish business ethics
        • Contribute to strengthening social ties
        • Domains internal to the company:
            • Develop human capital
            • Control the environmental impact for its own behalf.
      • Imagine 2 innovative practices per issue
      • Once you have created your “ideal bank”, draw up your promotional document by answering the following questions:
        • Why make these choices?
        • In what way is this achievable?
      P. 45’
    • 19. The four challenges of the ideal “sustainable development” bank P.
        • Domains internal to the company
          • Social policy
          • Environmental policy
        • Establish business ethics
          • Ethics
          • Risk management
          • Controls
        • Incorporate social and environmental criteria into banking business lines
          • Investment policy, SRI
          • Financing policy
          • Products that promote virtuous behaviour
        • Contribute to strengthening social ties
          • Financial inclusion
          • Solidarity-based products
      Consumption, sourcing, waste, transport, CO 2 Employment, equal opportunities, insertion, stress, dialogue, health, etc. Indirect impacts, sectorial policies “ Responsible” products and services CSR criteria, etc. Microfinance, financial inclusion Sharing products, communities Corruption, image, corporate governance Commitment, stakeholders, fraud, risks, Ethics, transparency, exemplarity, money laundering
    • 20. Societe Generale group best practices P. The Group’s CSR strategy Dialogue with stakeholders Dynamic staff management Taking CSR issues into account in our businesses Optimising the impact of business on the environment and on society Values / Ethics History / Culture Corporate governance Internal control and risks Compliance setup
    • 21. Some Societe Generale group practices 1/4 P.
        • Domains internal to the company
          • Social policy
          • Environmental policy
          • Sourcing
      Diversity, equality, disability Staff development Carbon Neutrality project Responsible Paper Use project Ethical Sourcing Programme
    • 22. Some Societe Generale group practices 2/4 P.
        • Establish business ethics
          • Corporate governance
          • Risk management
          • Professional ethics
          • Internal control
      Internal control and risks, audit 570 compliance officers Code of conduct Separation of powers between the Chairman and the CEO A permanent surveillance setup
    • 23. Some Societe Generale group practices 3/4 P.
        • Incorporate social and environmental criteria into banking business lines
          • SRI
          • Responsible financing
          • Carbon market
      € 1.4 bn in green investments in 2007
      • Setup for the environmental assessment of project financing
      • Financing policies adapted to the risks inherent to certain sectors (arms, nuclear, etc.)
      € 13 bn invested in 2007 SRI research team
      • Development of Orbeo activities
      • SG is a member of the European Carbon Fund
    • 24. Some Societe Generale group practices 4/4 P.
        • Contribute to strengthening social ties
          • Financial inclusion
        • Support for 32 microfinance institutions (MFIs) in 15 countries and 3 French Overseas Regions
        • SG is a shareholder in 2 MFIs (in Cameroon and Madagascar)
        • France: partnership with ADIE
    • 25. Some Societe Generale group best practices P.
        • Managing sustainable development
      • An integrated CSR organisation
        • The Group Executive Committee defines the CSR approach’s strategic objectives
        • The Sustainable Development division runs and coordinates the approach
        • A network of around 60 contributors relays the Group’s policy and implements local actions
        • Managers and staff take action on a daily basis
      • Tools
        • The “Planethic©” sustainable development intranet : http://planethic.socgen
        • A site devoted to CSR:
    • 26. The key messages
        • Sustainable Development involves…
          • … taking Social and Environmental aspects into account
          • … management practices (stakeholders, long term, etc.)
        • But is also…
          • … a source of innovation and differentiation
          • … an opportunity to better meet clients’ expectations
          • … and therefore a strategic issue
        • Not a single response, but rather different perceptions and ambitions for each player, company.
        • An approach that requires transversality, opening up internally and externally
        • A development method
          • The need to steer change to anchor new practices
          • A long-term commitment (long and progressive approach)
          • A project in itself (management system, indicators, etc.)