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COP SEMINAR <ul><li>6 May 2010 </li></ul><ul><li>UN Global Compact Network Belgium </li></ul>Global Compact Network Belgiu...
Welcome Iris Van der Veken Chairman UN Global Compact Global Compact Network Belgium 05/07/10
Agenda <ul><li>Welcome: brief update </li></ul><ul><li>Introduction speaker by Stephan Vanhaverbeke </li></ul><ul><li>Sess...
United Nations Global Compact <ul><li>The United Nations Global Compact is the  world’s largest voluntary corporate citize...
United Nations Global Compact Global Compact Network Belgium 05/07/10 Principle 1: Businesses should support and respect t...
Main Objectives of our Network <ul><li>Global Compact Network Belgium (GCNB) </li></ul><ul><li>Connect  the  current Belgi...
Current Status Participants GCNB Global Compact Network Belgium 05/07/10 By end 2011 we aim to increase our membership by ...
Activities Q2 planned <ul><li>Today: COP Workshop </li></ul><ul><li>May 11th: Workshop Human Rights in cooperation with KA...
COP as part of your CSR implementation strategy Global Compact Network Belgium 05/07/10
About COP – Communication on progress <ul><li>Format for COP is flexible, but 3 key elements </li></ul><ul><ul><li>Stateme...
Notable COP <ul><li>Since 2004 to highlight and recognize outstanding  </li></ul><ul><li>Communications on Progress (COP) ...
<ul><li>COP Workshop by Yves Garenne </li></ul>Global Compact Network Belgium 05/07/10
Sustainable business <ul><li>Needs strategy including CSR </li></ul><ul><li>“ Sustainable development” compliant </li></ul...
The 3 systems Global Compact Network Belgium 05/04/10 Finance Operations  CSR © Ecophanie
Sustainable business Global Compact Network Belgium 05/04/10 Vision / mission Strategic review Market input Stakeholder ne...
CSR toolbox Global Compact Network Belgium 05/04/10 Repository  Guidelines  Standards  Management system Insurance protoco...
United Nations Global Compact Global Compact Network Belgium 05/07/10 Principle 1: Businesses should support and respect t...
Global compact does'n'donts <ul><li>It is not a communication tool </li></ul><ul><li>It is the result of a strategic appro...
Communication On Progress <ul><li>Looks like a mountain ? </li></ul><ul><li>Identify the key stakeholders inside your sphe...
Useful or not ? Global Compact Network Belgium 05/04/10 Values Business CEO and Board value system consistency Customer ex...
SEC guidelines and warnings <ul><li>“ These [GRI] and other reporting mechanisms can provide important information to inve...
Basic COP Global Compact Network Belgium 05/04/10
Basic COP <ul><li>Content </li></ul><ul><ul><li>Global compact implementation </li></ul></ul><ul><ul><li>Ideally strategie...
Basic COP (Cont’d) <ul><li>Minimum requirements </li></ul><ul><ul><li>CEO Statement </li></ul></ul><ul><ul><li>During the ...
Basic COP sharing <ul><li>Stakeholders </li></ul><ul><ul><li>A formal sharing with internal and external stakeholders </li...
Basic COP Sanctions <ul><li>Sanctions </li></ul><ul><ul><li>Fail to meet the COP deadline => “non communicating” participa...
Notable COP Global Compact Network Belgium 05/04/10
Notable COP Program <ul><li>At least : basic COP requirements </li></ul><ul><li>Statement for GC Support, at least 3 crite...
Notable COP Program (Cont’d) <ul><li>Clear and detailed description of practical actions taken in implementing the UN Glob...
Notable COP Program (Cont’d) <ul><li>Measurement of outcomes that allows for checking progress (a minimum of  four  criter...
Notable COP Program (Cont’d) <ul><li>Reporting process ensures reliability, clarity and timeliness of information and incl...
GRI and Global Compact Global Compact Network Belgium 05/04/10
GRI history Global Compact Network Belgium 05/04/10
GRI, a definition <ul><li>A reporting system based on the core issues of sustainable development : environment, social and...
What is GRI ? <ul><li>Comprehensive set of guidelines </li></ul><ul><li>Multi-stakeholder community </li></ul><ul><li>Glob...
Report criteria <ul><li>Report content </li></ul><ul><li>Materiality </li></ul><ul><li>Stakeholder Commitment </li></ul><u...
Application levels Global Compact Network Belgium 05/04/10 Management approach Performance indicator <ul><ul><li>C  C+  B ...
The indicators’ rules <ul><li>Materiality </li></ul><ul><li>Boundaries </li></ul><ul><li>Growth tolerance </li></ul><ul><l...
GRI procedure Global Compact Network Belgium 05/04/10 Goals / Action plan Stakeholders' needs Goals KPI Continuous Improve...
Rosy Blue Case Study
Our   Corporate   Structure  Group Associates CEO Audit Committee Corporate Affairs Committee AML & Anti-Corruption Commit...
<ul><li>“ To be a global leader in creating and fulfilling  </li></ul><ul><li>consumer desire for diamonds.” </li></ul><ul...
Our Core Values Accountability Integrity Diversity
Our global presence - 14 countries
Our people
Current business model RETAILER
<ul><li>Since we are client of the 4 main mining houses, we are among the largest buyers of rough diamonds in the market i...
<ul><li>CRITICAL  consumers </li></ul><ul><li>Diamonds are an ever lasting symbol of LOVE – EMOTIONS – TRUST  </li></ul><u...
Diamonds and intangible value <ul><li>Our today’s  ACTIONS  will  BUILD  tomorrow </li></ul><ul><li>The Industry has  EVOL...
Rosy Blue Commitment <ul><li>General CSR Initiatives </li></ul><ul><li>UN Global Compact </li></ul><ul><li>Industry wide I...
Key Initiatives Business responsibilities Social responsibilities Environmental responsibilities Product integrity
<ul><li>De Beers Best Practice Principles  </li></ul><ul><li>Rio Tinto Business Excellence Model </li></ul><ul><li>Wal-Mar...
<ul><li>Signifying our  COMMITMENT  to operate in  RESPONSIBLE  and  SUSTAINABLE  manner </li></ul>United Nations Global C...
<ul><li>ACTIONS: </li></ul><ul><li>JUNE 2008:  ROSY BLUE SIGNED THE UN GLOBAL COMPACT </li></ul><ul><li>December 10th 2008...
Global Corporate Compliance Team Local CSR-AML Compliance Officers North America (1) Europe (3) Africa (2) Asia (9) Global...
Strengthening the compliance model FOLLOW UP REPORTING COMMUNICATION & IMPLEMENTATION PLANNING Continuous follow up Rosy B...
CSR information management system
Key Performance Indicators Quantifiable and measurable results Environment Long term strategy CSR Business Partners Workpl...
<ul><li>CSR VISION  announced </li></ul><ul><li>CSR EXTRANET  developed across the Group </li></ul><ul><li>INTERNAL CONTRO...
<ul><li>ACTIVE INVOLVEMENT  in  RJC </li></ul><ul><li>STRONG AWARENESS  programme on  HEALTH & SAFETY </li></ul><ul><li>ST...
<ul><li>EXTERNAL CSR ADVISORY BOARD  established </li></ul><ul><ul><li>Mr. Thomas Leysen Chairman Umicore,  Chairman of th...
Internal CSR audits INTERNAL ON-SITE AUDITS 2007 2008 BELGIUM USA ARMENIA CHINA HONG KONG THAILAND SRI LANKA RUSSIA SOUTH ...
Internal CSR audit reporting PLANNING CSR Corporate Extranet Group Associates Develop & update Policies & Procedures CSR i...
External CSR audits by SGS BELGIUM USA ARMENIA CHINA HONG KONG THAILAND SRI LANKA RUSSIA SOUTH AFRICA INDIA ISRAEL JAPAN U...
<ul><li>“ Rosy Blue have been an active participant of the BPP programme since its inception in 2005.   NO MATERIAL BREACH...
<ul><li>Time of global  ECONOMIC UPHEAVAL  and  UNCERTAINTY </li></ul><ul><li>Eventhough we are in  TOUGH ECONOMICAL TIMES...
<ul><li>QUANTIFIABLE  and  MEASURABLE  results </li></ul><ul><li>A major challenge is to  WORK CLOSELY  with  ALL OUR STAK...
Time for Group Discussion Global Compact Network Belgium 05/07/10
Connecting to the Global Compact <ul><li>www.unglobalcompact.org </li></ul><ul><li>www.globalcompact.be </li></ul>Global C...
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How to start your COP (Global Compact Network Belgium workshop 6 may 2010)

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Presentation by Iris Van der Veken and Yves Garenne: "How to start your COP". Workshop organized for the members of the Global Compact Network Belgium on May 6th 2010.

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  • Why did Rosy Blue undersign the UN Global Compact? The Universal nature of the Principles definitely ALIGN with the VALUES of our family business – ACCOUNABILITY – DIVERSITY – INTEGRITY Motivates INTEGRATION of our CSR strategy into core business Improves TRUST Industry – Corporate REPUTATION Promotes INTERNAL and EXTERNAL information sharing
  • Diamonds are an everlasting symbol of love – emotions and trust. We are guardians of the reputation of our diamonds. Consumers, more than ever before, care about how and under which circumstances a product is made. We have responsibilities towards all our customers. Even though buying a diamond is often an emotional purchase, consumers are critical and they need to have confidence to make the decision. All players in the supply chain play a key role in building this trust and credibility.
  • The diamond industry has changed and is evolving continuously. Rosy Blue takes responsible business practices very seriously and that is why we have integrated our CSR strategy into our business strategy across the globe. Today, I, as COO, so someone who continuously works with figures, definitely want this process to continue, to improve and lead to measurable results.
  • As a company we are committed of course to international laws and regulations and local laws as we operate across the globe. Governments can set the framework and introduce control mechanisms, the actual implementation is largely dependent on the seriousness of the actions undertaken by the various actors, from mining to the retail chain. Public and private action are joining hands in establishing ethical business practices. So private and international voluntary initiatives are also key and together with the Governmental framework they contribute to gaining consumer confidence. Let me be very clear that our commitment as Rosy Blue is an ongoing commitment. The most important voluntary initiatives are summed up here: The United Nations Global Compact Responsible Jewellery Council Rosy Blue Internal CSR model – Iris will explain this model later Best Practice Principles from De Beers Business Excellence Model from Rio Tinto Wal-Mart
  • BEST PRACTICE PRINCIPLES S ince 2005 Rosy Blue has participated in the BPP programme and has been found compliant to date RIO TINTO BUSINESS EXCELLENCE MODEL Developed in India in 2003 for the Diamond and Jewellery industry Intergold India Pvt. Ltd. Is participant in the BEM certification programme and is BEM compliant since 2005 WAL-MART Wants to ensure that suppliers selling merchandise to Wal-Mart are manufacturing the products in a manner consistent with Wal-Mart’s Standards for Suppliers. Factories are assessed as “Green” if no or low-risk violations are observed by the auditors. Intergold India Pvt. Ltd. That supplies Wal-Mart is assessed “Green” compliant by the Wal-Mart auditors. RESPONSIBLE JEWELLERY COUNCIL May 2005 a group of 14 organizations from a cross section of the diamond and gold jewellery business came together to form the Council for Responsible Jewellery Practices. These founding organizations were ABN AMRO, BHP Billiton Diamonds, Cartier (part of Richemont), World Jewellery Confederation, Diamond Trading Company (a De Beers Group company), Diarough, Jewelers of America, National Association of Goldsmiths (UK), Newmont Mining, Rio Tinto, Rosy Blue, Signet Group, Tiffany &amp; Co., and Zale Corporation. The Council aims to build &apos;a community of confidence&apos; across every step of the diamond and gold jewellery supply chain in all geographies, and among businesses large and small. Today the Council’s Membership has grown from 14 to more than 80 organizations committed to advancing responsible jewellery practices. Rosy Blue is a founding Member and has been actively involved from the start both at Board and Committee levels. This year we are participating in several pilot projects to implement the RJC standards in our entities.
  • 2008 – milestone for Rosy Blue: we signed the United Nations Global Compact signifying our commitment to operate in a responsible and sustainable manner
  • JUNE 2008: Rosy Blue signed the UN Global Compact December 10th 2008: Baron Dilip Mehta and Mr. Amit Bhansali supported the STATEMENT published in the Financial Times worldwide at the occasion of the 60TH ANNIVERSARY OF THE UNIVERSAL DECLARATION OF HUMAN RIGHTS April 29th 2009: 2008 CSR Report is SUBMITTED as COP (Communication on Progress) on the UN Global Compact site. What is a COP? The Global Compact incorporates a transparancy and accountability policy known as the COMMUNICATION ON PROGRESS (COP) The annual posting of a COP is an important demonstration of a participant’s commitment to the UN Global Compact and its principles. Participating companies are REQUIRED to follow this policy, as a COMMITMENT to TRANSPARENCY and DISCLOSURE is critical to the success of the initiative. FAILURE to communicate will result in a change in participant status and POSSIBLE DELISTING May 1st 2009: Rosy Blue CSR report is RECOGNIZED as COP and published on the UN Global Compact website
  • The responsibilities are assigned at three main levels: Global Corporate Affairs Department and Local CSR-AML Compliance Officers. Global Corporate Affairs Committee The responsibilities of the Corporate Affairs and sustainability Committee include the following:   Review, discuss and monitor the Group’s Corporate Social Responsibility work , including all compliance standards (Rosy Blue compliance model, BPP, UNGC, RJC et al).   Monitor the Group’s progress on compliance against strategic objectives and KPI targets .   Review and discuss the Group’s CSR initiatives and goals in light of the Group’s overall business strategy , including impact of the initiatives on business objectives.   Review and discuss the Group’s CSR strategy , including discussion of applicable social, economic and environmental trends.   Ensure alignment between the Group Executive Management and the Group Associates and all the employees on the implementation of the Group’s CSR goals. 2. Global Corporate Affairs Department Accountable for managing overall compliance activities across the Group 3. Local Compliance Officers Adjustment and implementation of the Rosy Blue Group corporate standard guidelines, policies and procedures to the local laws and regulations    
  • To facilitate global reporting, a CSR extranet was developed in 2007. The Global Corporate Affairs Department in Antwerp manages all the reporting through this reporting platform to ensure that all entities carry out their duties in accordance with laws, regulations and global compliance standards. Each country has access to this online system. Every entity manages its reporting locally and uploads other relevant information on this extranet. Best practices within the Group are shared and explained on the information management system. This allows our entities to learn from each other. Random checks are done regularly on the reports of the local entities and follow up instructions are given if needed. The highlighted structure explains the content of the site.     Rosy Blue Induction Program—General   Compliance Standard Document Center   Best Practices Rosy Blue   Rosy Blue Academy   Best Practice Principles   Responsible Jewellery Council   UN Global Compact   CSR Reporting   Other Certifications   Marketing Material   Internal Communication   Industry News   Much attention is given to standards compliance documents but also to local legislation, training material, communication toolkits, policies and procedures, and updated information on evolving CSR issues.  
  • What do we expect from the implementation of this new CSR Strategy 2008-2011? QUANTIFIABLE AND MEASURABLE RESULTS . The CEO and the Group Associates, together with the Corporate Affairs Committee have established a strategy with Key Performance Indicators and targets on CSR for 2008-2011. The following areas of focus are defined: CSR, Business Partners, Workplace, Health &amp; Safety, Environment and Community. Since this is the first CSR report, we clearly want to state that this is just the initial stage of our CSR implementation efforts. We live in an ever changing world and therefore we have to adapt ourselves and we will continue to fine tune our compliance system in the future.  
  • CSR VISION announced CSR EXTRANET developed across the Group INTERNAL CONTROL SYSTEM through documentation review and pre-audit on-site visits MEMBERSHIP UN GLOBAL COMPACT Rosy Blue E-TRAINING ACADEMY established
  • ACTIVE INVOLVEMENT in RJC STRONG AWARENESS programme on HEALTH &amp; SAFETY START AWARENESS programme ON ENVIRONMENTAL IMPACT REVISED CODE OF CONDUCT and all policies and procedures CSR TRAINING across the Group
  • EXTERNAL CSR ADVISORY BOARD established Mr. Thomas Leysen Chairman Umicore, Chairman of the Federation of Enterprises in Belgium Baron Luc Bertrand, Chief Executive Officer, Ackermans &amp; van Haaren Mr. Sonjoy Chatterjee, Director, ICICI Bank Mr. Tony Phillips, Former Chief Executive Officer, Barloworld REVIEW MEETING APRIL 3RD External CSR Advisory Board – UAMS – CEO, COO, CFO Rosy Blue FIRST CSR REPORT ROSY BLUE GROUP published May 4th United Nations as COP
  • Our documentation review concentrates on determining how well an entity is managing the different areas of compliance (business, social and environmental) and what systems are in place to monitor the implementation of the policies and procedures. This review also allows us to pick up early indications of the areas on which the entity needs to focus. From this data, we can determine the possible risks that exist within the process or system under review that may affect the level of compliance and how best we can manage through the use of internal controls. The documentation and supporting documents of all entities have been reviewed since 2008 by the Global Corporate Affairs Department.   SCOPE OF WORK   Appropriate identification and management of risks.   Dissemination of accurate and reliable information in a timely manner.   Ensuring that actions are in compliance with legislation and policies, standards and procedures   Achievement of objectives through delivery against programs and plans.   Fostering continuous improvement in the culture of the organization  
  • Since 2007, we have conducted 13 pre-audits at the locations. Pre-audit visits are carefully planned. Our entity on-site visits include interviews with management, staff and production workers, personal records verification (age documentation, payroll and production hours) and a site inspection. At the end of the pre-audit visit we hold a feedback meeting with the executive management and the local CSR-AML compliance officer to summarize the audit results and possible recommendations. If corrective actions are required, the Global Corporate Affairs Department will closely follow this up within a strict timeframe in coordination with the local CSR-AML compliance officer. The information we have gathered on our CSR extranet is used in conjunction with other relevant data and supporting evidence from the on-site visit to prepare an internal audit report with all the significant findings for the Group Associates, Executive Management and the local CSR-AML compliance officer. The purpose of this audit report is to monitor the entity’s progress with the implementation of agreed audit recommendations.   ON-SITE INTERNAL AUDITS   Company tour + checklist   Process &amp; procedure control o AML procedure o Know Your Customer procedure o Cash transactions procedure o Business records relevant to AML/CFT compliance o Kimberley Process and System of Warranties procedure o Declaration on invoices o Disclosure procedure o Procedure for contractors o Employment practices o Health &amp; safety practices o Human rights practices o Open communication o Environmental practices   Documentation review: supporting documents   Interviews with management and staff   Training records   Conclusions   Corrective Actions   Follow up  
  • Since we are Sightholders of the DTC, we have been working hard on the implementation of the Best Practice Principles throughout the Group. Since 2005, we have had desktop reviews and on-site visits by the third party auditor SGS. In 2008 we had 7 minor infringements (INF)37 . Infringements of the BPP audits per country: see picture   * = SA 8000 compliant since 2005 ** = BEM &amp; Wal-Mart compliant since 2005   Main areas of improvement:   Time registration   Instructions how to use protective equipment   Policies and procedures implementation  
  • “ Rosy Blue have been an active participant of the BPP programme since its inception in 2005.   NO MATERIAL BREACHES HAVE BEEN FOUND TO DATE and they are COMPLIANT with the requirements of this programme, having taken PROMPT ACTION to close out any issues found in our sample assessments.“   Mrs. Effie Marinos CSR Solutions Manager - EAME
  • During a time of global economic upheaval and uncertainty, corporate social responsibility is stronger and more relevant than ever before. Circumstances around the financial crisis and global recession have put a spotlight on issues we have long advocated as corporate responsibilities. Even though we are in tough economical times and facing enormous pressure to control costs, we will continue to move forward in compliance – CSR is a long term endeavor.  
  • We as Rosy Blue will focus on results: quantifiable and measurable results. This is the beginning of our CSR journey. We cannot do this alone. Let me take this opportunity to express my sincere appreciation to the government, the governor and her team, to all our key stakeholders, to my management and all the staff. Only together we can make this CSR implementation a success. Today’s Report will certainly be followed by further steps as the horizon of CSR will widen and as new challenges will request innovative answers. I am however convinced that the basic ideas, contribution to society and economical sustainability, will guide also these future developments. Thank you for your attention.
  • Transcript of "How to start your COP (Global Compact Network Belgium workshop 6 may 2010)"

    1. 1. COP SEMINAR <ul><li>6 May 2010 </li></ul><ul><li>UN Global Compact Network Belgium </li></ul>Global Compact Network Belgium 6/5/2010
    2. 2. Welcome Iris Van der Veken Chairman UN Global Compact Global Compact Network Belgium 05/07/10
    3. 3. Agenda <ul><li>Welcome: brief update </li></ul><ul><li>Introduction speaker by Stephan Vanhaverbeke </li></ul><ul><li>Session on the challenge of implementing COP </li></ul><ul><li>Case Study Rosy Blue </li></ul><ul><li>Discussion – Q&A </li></ul>Global Compact Network Belgium 05/07/10
    4. 4. United Nations Global Compact <ul><li>The United Nations Global Compact is the world’s largest voluntary corporate citizenship initiative which is committed to aligning the operations and strategies for all type of organizations with the universally accepted principles of the UN covering human rights, environmental protection, labour standards and anti-corruption. </li></ul>What is United Nations Global Compact? 05/07/10 Global Compact Network Belgium
    5. 5. United Nations Global Compact Global Compact Network Belgium 05/07/10 Principle 1: Businesses should support and respect the protection of internationally proclaimed human rights , and Principle 2: Businesses should make sure they are not complicit in human rights abuses. Human rights Principle 3: Businesses should uphold the freedom of association and the effective recognition of the right to collective bargaining ; Principle 4: Businesses should uphold the elimination of all forms of forced and compulsory labour ; Principle 5: Businesses should uphold the effective abolition of child labour; and Principle 6: Businesses should uphold the elimination of discrimination in respect of employment and occupation . Labour standards Principle 7: Businesses should support a precautionary approach to environmental challenges; Principle 8: Businesses should undertake initiatives to promote greater environmental responsibility; and Principle 9: Businesses should encourage the development and diffusion of environmentally friendly technologies . Environment Anti-corruption Principle 10: Businesses should work against corruption in all its forms, including extortion and bribery .
    6. 6. Main Objectives of our Network <ul><li>Global Compact Network Belgium (GCNB) </li></ul><ul><li>Connect the current Belgian participants to the global network </li></ul><ul><li>Incorporate CSR practices based on the 4 pillars of UNGC with other initiatives: joined efforts </li></ul><ul><li>Improve CSR reporting standards </li></ul>Global Compact Network Belgium 05/07/10 Promote a culture of compliance and the rule of law by providing systematic ways to help improve day-to-day conduct of business
    7. 7. Current Status Participants GCNB Global Compact Network Belgium 05/07/10 By end 2011 we aim to increase our membership by at least 15 %
    8. 8. Activities Q2 planned <ul><li>Today: COP Workshop </li></ul><ul><li>May 11th: Workshop Human Rights in cooperation with KAURI </li></ul><ul><li>12.30 – 16.00, Location ONDD, Montoyerstraat, 3000 Brussel </li></ul><ul><li>June 1st: Launch new website </li></ul><ul><li>June 24-25th: Leaders Summit New York </li></ul><ul><li>July 5 or 6th: Debriefing and update of the results of the Summit to all the Belgian participants; date & location to be confirmed </li></ul>Global Compact Network Belgium 05/07/10
    9. 9. COP as part of your CSR implementation strategy Global Compact Network Belgium 05/07/10
    10. 10. About COP – Communication on progress <ul><li>Format for COP is flexible, but 3 key elements </li></ul><ul><ul><li>Statement by the CEO: clear commitment </li></ul></ul><ul><ul><li>Description of practical actions </li></ul></ul><ul><ul><ul><li>During the first five years of participation, each COP must address at least two of the UN Global Compact’s four principle issue areas, while all four must be addressed after five years. </li></ul></ul></ul><ul><ul><li>Measurement of outcomes </li></ul></ul><ul><ul><ul><li>Identify targets </li></ul></ul></ul><ul><ul><ul><li>Define performance indicators </li></ul></ul></ul>05/07/10 Global Compact Network Belgium
    11. 11. Notable COP <ul><li>Since 2004 to highlight and recognize outstanding </li></ul><ul><li>Communications on Progress (COP) with respect to the </li></ul><ul><li>quality and comprehensiveness of the information they </li></ul><ul><li>provide. </li></ul>Global Compact Network Belgium 05/07/10
    12. 12. <ul><li>COP Workshop by Yves Garenne </li></ul>Global Compact Network Belgium 05/07/10
    13. 13. Sustainable business <ul><li>Needs strategy including CSR </li></ul><ul><li>“ Sustainable development” compliant </li></ul><ul><li>Stakeholder dialogue capabilities </li></ul><ul><li>Value chain control </li></ul><ul><li>Long term commitment </li></ul><ul><li>An evaluation system </li></ul>Global Compact Network Belgium 05/04/10
    14. 14. The 3 systems Global Compact Network Belgium 05/04/10 Finance Operations CSR © Ecophanie
    15. 15. Sustainable business Global Compact Network Belgium 05/04/10 Vision / mission Strategic review Market input Stakeholder needs Stakeholder map Sphere of influence SD risks assessment Goals / Action plan CEO and board values CSR Toolbox © Ecophanie
    16. 16. CSR toolbox Global Compact Network Belgium 05/04/10 Repository Guidelines Standards Management system Insurance protocols Reporting Methodology Commitment GRI AA1000 ISO14000, ISO22000, OHSAS18000... Global Compact SA8000 ISO26000 SD21000 ILO OECD Agenda 21 © Ecophanie
    17. 17. United Nations Global Compact Global Compact Network Belgium 05/07/10 Principle 1: Businesses should support and respect the protection of internationally proclaimed human rights , and Principle 2: Businesses should make sure they are not complicit in human rights abuses. Human rights Principle 3: Businesses should uphold the freedom of association and the effective recognition of the right to collective bargaining ; Principle 4: Businesses should uphold the elimination of all forms of forced and compulsory labour ; Principle 5: Businesses should uphold the effective abolition of child labour; and Principle 6: Businesses should uphold the elimination of discrimination in respect of employment and occupation . Labour standards Principle 7: Businesses should support a precautionary approach to environmental challenges; Principle 8: Businesses should undertake initiatives to promote greater environmental responsibility; and Principle 9: Businesses should encourage the development and diffusion of environmentally friendly technologies . Environment Anti-corruption Principle 10: Businesses should work against corruption in all its forms, including extortion and bribery .
    18. 18. Global compact does'n'donts <ul><li>It is not a communication tool </li></ul><ul><li>It is the result of a strategic approach and one of the output of the strategic process </li></ul><ul><li>Be ambitious but realistic </li></ul><ul><li>Do not misuse transparency and communication </li></ul>Global Compact Network Belgium 05/04/10
    19. 19. Communication On Progress <ul><li>Looks like a mountain ? </li></ul><ul><li>Identify the key stakeholders inside your sphere of influence (ISO26000) </li></ul><ul><li>Stakeholder dialogue </li></ul><ul><li>Keep it simple, it’s just an output of your self assessment system </li></ul><ul><li>BtoC or BtoB adaptation </li></ul>Global Compact Network Belgium 05/04/10
    20. 20. Useful or not ? Global Compact Network Belgium 05/04/10 Values Business CEO and Board value system consistency Customer expectations Address UN MDG’s Public equity : sustainable index ? Private equity : SRI investors of LBO ? Profit
    21. 21. SEC guidelines and warnings <ul><li>“ These [GRI] and other reporting mechanisms can provide important information to investors outside of disclosure documents filed with the Commission. Although much of this reporting is provided voluntarily, registrants should be aware that some of the information they may be reporting pursuant to these mechanisms also may be required to be disclosed in filings made with the Commission pursuant to existing disclosure requirements. ” </li></ul><ul><li>SECURITIES AND EXCHANGE COMMISSION (Commission Guidance Regarding Disclosure Related to Climate Change) 2 february 2010 </li></ul>Global Compact Network Belgium 05/04/10
    22. 22. Basic COP Global Compact Network Belgium 05/04/10
    23. 23. Basic COP <ul><li>Content </li></ul><ul><ul><li>Global compact implementation </li></ul></ul><ul><ul><li>Ideally strategies and action plans </li></ul></ul><ul><ul><li>Encouragement to use GRI guidelines </li></ul></ul><ul><li>Format </li></ul><ul><ul><li>Preferably, integrated in CSR report or annual report </li></ul></ul><ul><ul><li>Written in the Stakeholders’ languages </li></ul></ul><ul><ul><li>Web based COP are welcome </li></ul></ul>Global Compact Network Belgium 05/04/10
    24. 24. Basic COP (Cont’d) <ul><li>Minimum requirements </li></ul><ul><ul><li>CEO Statement </li></ul></ul><ul><ul><li>During the first 5 years : activities or policies for at least 2 of the 4 issues (human rights, labour, environment, anti-corruption) </li></ul></ul><ul><ul><li>After 5 years : full implementation of the 4 issues. Otherwise you’ll have to explain… </li></ul></ul><ul><ul><li>Measurement of outcomes (targets, KPI, measure outcomes) </li></ul></ul>Global Compact Network Belgium 05/04/10
    25. 25. Basic COP sharing <ul><li>Stakeholders </li></ul><ul><ul><li>A formal sharing with internal and external stakeholders </li></ul></ul><ul><li>Global compact </li></ul><ul><ul><li>Submit electronic version </li></ul></ul><ul><ul><li>Acceptance </li></ul></ul><ul><ul><li>Publication on GC website </li></ul></ul><ul><li>Deadline </li></ul><ul><ul><li>One year to publish the 1st COP </li></ul></ul><ul><ul><li>Then 90 days, if necessary, to provide the missing information </li></ul></ul>Global Compact Network Belgium 05/04/10
    26. 26. Basic COP Sanctions <ul><li>Sanctions </li></ul><ul><ul><li>Fail to meet the COP deadline => “non communicating” participants </li></ul></ul><ul><ul><li>After one year of “non communicating” : publicly delisted </li></ul></ul>Global Compact Network Belgium 05/04/10
    27. 27. Notable COP Global Compact Network Belgium 05/04/10
    28. 28. Notable COP Program <ul><li>At least : basic COP requirements </li></ul><ul><li>Statement for GC Support, at least 3 criteria among : </li></ul><ul><ul><li>CEO statement or chairman </li></ul></ul><ul><ul><li>Statement is part of COP, not stand-alone </li></ul></ul><ul><ul><li>Reasons and/or benefits for GC Support </li></ul></ul><ul><ul><li>Statement is linked with major actions / outcomes in implementing the Global Compact principles and/or with major actions and outcomes in undertaking partnership projects. </li></ul></ul><ul><ul><li>Description of active participation at UN Global Compact events or in local networks and/or support for the initiative was expressed in public interviews or public speeches </li></ul></ul>Global Compact Network Belgium 05/04/10
    29. 29. Notable COP Program (Cont’d) <ul><li>Clear and detailed description of practical actions taken in implementing the UN Global Compact principles and/or in undertaking partnership projects in support of broader UN goals (a minimum of four criteria must be met in this category). </li></ul><ul><ul><li>Commitments and actions are linked to business relevance of UN Global Compact principles (“materiality”). </li></ul></ul><ul><ul><li>Reflection on the company’s sphere of influence, such as supply chain, customers, local communities, etc. and reporting boundary. </li></ul></ul><ul><ul><li>UN Global Compact principles are reflected in management systems, such as policy and strategy documents, monitoring system and daily processes. </li></ul></ul><ul><ul><li>Actions are integrated into core business processes (not a stand-alone project, not philanthropic). </li></ul></ul><ul><ul><li>Actions are fully described in a way that allows readers to learn from and replicate them (e.g. no bullet point or check box descriptions). </li></ul></ul><ul><ul><li>A future plan of action (for the following year) has been outlined. </li></ul></ul><ul><ul><li>Description of partnership projects in support of broad UN goals </li></ul></ul>Global Compact Network Belgium 05/04/10
    30. 30. Notable COP Program (Cont’d) <ul><li>Measurement of outcomes that allows for checking progress (a minimum of four criteria must be met in this category). </li></ul><ul><ul><li>Performance indicators are clearly defined or a full set of standard indicators is used (GRI, Ethos institute etc.). </li></ul></ul><ul><ul><li>Performance is shown for several years, allowing to check progress. </li></ul></ul><ul><ul><li>Performance is compared to peer companies or industry sector average. </li></ul></ul><ul><ul><li>The report presents positive and negative aspects of the organization’s performance to enable a reasoned assessment of overall performance. </li></ul></ul><ul><ul><li>Targets for the following year(s) are specified. </li></ul></ul><ul><ul><li>The business case is made, i.e. activities and outcomes are linked to financial data. </li></ul></ul><ul><ul><li>Performance relates to the ten principles of the UN Global Compact, even if the emphasis is placed in the implementation of some specific principles. </li></ul></ul>Global Compact Network Belgium 05/04/10
    31. 31. Notable COP Program (Cont’d) <ul><li>Reporting process ensures reliability, clarity and timeliness of information and includes stakeholder dialogue (a minimum of three criteria must be met in this category). </li></ul><ul><ul><li>Assurance: Information and processes used in the preparation of the COPs are externally assured by peer review, stakeholder audits/consultations, in-depth third party assurance based on standards, etc. </li></ul></ul><ul><ul><li>Dissemination and stakeholder engagement: COP is actively shared with relevant stakeholders such as employees, shareholders, suppliers, customers, local communities, financial analysts, civil society organizations etc. and special efforts for stakeholder engagement are described. </li></ul></ul><ul><ul><li>Clarity of COP: Information is made available in a manner that is understandable and accessible to stakeholders using the report. </li></ul></ul><ul><ul><li>Timeliness of COP: The publication of the COP is aligned with the sustainability reporting schedule or the COP is posted on the UN Global Compact website no later than six months after the end of reporting period. </li></ul></ul>Global Compact Network Belgium 05/04/10
    32. 32. GRI and Global Compact Global Compact Network Belgium 05/04/10
    33. 33. GRI history Global Compact Network Belgium 05/04/10
    34. 34. GRI, a definition <ul><li>A reporting system based on the core issues of sustainable development : environment, social and governance (eventually culture…) </li></ul>Global Compact Network Belgium 05/04/10
    35. 35. What is GRI ? <ul><li>Comprehensive set of guidelines </li></ul><ul><li>Multi-stakeholder community </li></ul><ul><li>Global credibility and acceptance </li></ul><ul><li>Widely-used </li></ul>Global Compact Network Belgium 05/04/10
    36. 36. Report criteria <ul><li>Report content </li></ul><ul><li>Materiality </li></ul><ul><li>Stakeholder Commitment </li></ul><ul><li>Contextual / boundaries </li></ul><ul><li>Comprehensive </li></ul><ul><li>Quality insurance </li></ul><ul><li>Balance </li></ul><ul><li>Benchmark </li></ul><ul><li>Precision </li></ul><ul><li>Timeliness (3 years) </li></ul><ul><li>Reliability </li></ul><ul><li>Clarity </li></ul>Global Compact Network Belgium 05/04/10
    37. 37. Application levels Global Compact Network Belgium 05/04/10 Management approach Performance indicator <ul><ul><li>C C+ B B+ A A+ </li></ul></ul>+ third party audit NA DMA for each indicator DMA for each indicator At least 10 At least 20 All the core indicators (41)
    38. 38. The indicators’ rules <ul><li>Materiality </li></ul><ul><li>Boundaries </li></ul><ul><li>Growth tolerance </li></ul><ul><li>Timeliness over 3 years </li></ul><ul><li>Long term commitment </li></ul><ul><li>And a reliable BI… </li></ul>Global Compact Network Belgium 05/04/10
    39. 39. GRI procedure Global Compact Network Belgium 05/04/10 Goals / Action plan Stakeholders' needs Goals KPI Continuous Improvement Stakeholder dialogue
    40. 40. Rosy Blue Case Study
    41. 41. Our Corporate Structure Group Associates CEO Audit Committee Corporate Affairs Committee AML & Anti-Corruption Committee CSR Advisory Board Family Council Belgium India UAE USA Hong Kong Israel Japan South Africa Thailand Sri Lanka Armenia China Russia Luxembourg Personal Advisor to the CEO Group Executive Management Manager Corporate Affairs Global Global AML Compliance Manager
    42. 42. <ul><li>“ To be a global leader in creating and fulfilling </li></ul><ul><li>consumer desire for diamonds.” </li></ul><ul><li>  </li></ul>Vision & Corporate Philosophy <ul><ul><ul><li>We value fair and transparent business practices. </li></ul></ul></ul><ul><ul><ul><li>We deliver trust throughout the supply chain. </li></ul></ul></ul><ul><ul><ul><li>We contribute to society where we work and live while respecting the local customs and cultures. </li></ul></ul></ul><ul><ul><ul><li>We promote diversity, accountability and human rights . </li></ul></ul></ul><ul><ul><ul><li>We continue to build health & safety programs – taking that extra step. </li></ul></ul></ul><ul><ul><ul><li>We acknowledge the seriousness of global environmental issues and act to protect the environment . </li></ul></ul></ul>
    43. 43. Our Core Values Accountability Integrity Diversity
    44. 44. Our global presence - 14 countries
    45. 45. Our people
    46. 46. Current business model RETAILER
    47. 47. <ul><li>Since we are client of the 4 main mining houses, we are among the largest buyers of rough diamonds in the market in terms of rough purchases. </li></ul>Sources of Rough Diamonds
    48. 48. <ul><li>CRITICAL consumers </li></ul><ul><li>Diamonds are an ever lasting symbol of LOVE – EMOTIONS – TRUST </li></ul><ul><li>It provides store of VALUE </li></ul><ul><li>CONTINUED CONSUMER CONFIDENCE in our products is essential </li></ul><ul><li>It’s all about doing things RIGHT! </li></ul>Within every change there is an opportunity for dynamics
    49. 49. Diamonds and intangible value <ul><li>Our today’s ACTIONS will BUILD tomorrow </li></ul><ul><li>The Industry has EVOLVED in the last decade </li></ul><ul><li>Gone are the days of CONFLICT DIAMONDS – that inflicted human pain – 180 degrees turn around </li></ul><ul><li>The Industry can take GREAT PRIDE in its ACHIEVEMENTS </li></ul><ul><li>At a very early stage RB REVIEWED all our business activities and processes. </li></ul><ul><li>Today: throughout the supply chain we are adopting MODERN ETHICAL STANDARDS </li></ul>
    50. 50. Rosy Blue Commitment <ul><li>General CSR Initiatives </li></ul><ul><li>UN Global Compact </li></ul><ul><li>Industry wide Initiatives </li></ul><ul><li>Responsible Jewellery Council </li></ul><ul><li>Proprietary Corporate Initiatives </li></ul><ul><li>Rosy Blue Internal CSR Model </li></ul><ul><li>Best Practice Principles </li></ul><ul><li>Business Excellence Model </li></ul><ul><li>Wal-Mart </li></ul>National Laws and Regulations International Laws and Regulations Kimberley Process & System of Warranties CONSUMER CONFIDENCE Voluntary Initiatives ONGOING COMMITMENT
    51. 51. Key Initiatives Business responsibilities Social responsibilities Environmental responsibilities Product integrity
    52. 52. <ul><li>De Beers Best Practice Principles </li></ul><ul><li>Rio Tinto Business Excellence Model </li></ul><ul><li>Wal-Mart </li></ul><ul><li>Responsible Jewelry Council </li></ul><ul><li>United Nations Global Compact </li></ul><ul><li>Rosy Blue Compliance model </li></ul>Key Initiatives
    53. 53. <ul><li>Signifying our COMMITMENT to operate in RESPONSIBLE and SUSTAINABLE manner </li></ul>United Nations Global Compact ROSY BLUE SIGNS UN GLOBAL COMPACT 2008
    54. 54. <ul><li>ACTIONS: </li></ul><ul><li>JUNE 2008: ROSY BLUE SIGNED THE UN GLOBAL COMPACT </li></ul><ul><li>December 10th 2008: Rosy Blue supports the 60TH ANNIVERSARY OF THE UNIVERSAL DECLARATION OF HUMAN RIGHTS </li></ul><ul><li>April 29th 2009: 2008 CSR Report is SUBMITTED as COP (Communication on Progress) on the UN Global Compact site </li></ul><ul><li>May 1st 2009: RECOGNIZED as COP </li></ul><ul><li>Second CSR Report June 18th 2010 </li></ul>United Nations Global Compact
    55. 55. Global Corporate Compliance Team Local CSR-AML Compliance Officers North America (1) Europe (3) Africa (2) Asia (9) Global Corporate Affairs Committee (5) Manager Corporate Affairs Global CEO Executive Management Group Associates Global AML Compliance Manager Global Corporate Affairs Department (4)
    56. 56. Strengthening the compliance model FOLLOW UP REPORTING COMMUNICATION & IMPLEMENTATION PLANNING Continuous follow up Rosy Blue CSR Strategy Dedicated Group Associates & Group Executive Mananagement Implementation of Corrective Actions Rosy Blue Standards Report to the Group Associates & Group Executive Management Corrective Actions Global Corporate Affairs Department Documentation review + Pre‑audit on‑site Implementation Local CSR-AML Compliance Officers Global Corporate Affairs Department Annual CSR Report Answer Compliance Questions Follow up on Legislation Collect Data & Statistics Organize Seminars & Training Sessions Top down Bottom up Communication Develop Training Manuals Develop & Update Policies & Procedures External Communication
    57. 57. CSR information management system
    58. 58. Key Performance Indicators Quantifiable and measurable results Environment Long term strategy CSR Business Partners Workplace Health & Safety Community
    59. 59. <ul><li>CSR VISION announced </li></ul><ul><li>CSR EXTRANET developed across the Group </li></ul><ul><li>INTERNAL CONTROL SYSTEM through documentation review and pre-audit on-site visits </li></ul><ul><li>MEMBERSHIP UN GLOBAL COMPACT </li></ul><ul><li>Rosy Blue E-TRAINING ACADEMY established </li></ul>Main achievements in 2008-2009
    60. 60. <ul><li>ACTIVE INVOLVEMENT in RJC </li></ul><ul><li>STRONG AWARENESS programme on HEALTH & SAFETY </li></ul><ul><li>START AWARENESS programme ON ENVIRONMENTAL IMPACT </li></ul><ul><li>REVISED CODE OF CONDUCT and all policies and procedures </li></ul><ul><li>CSR TRAINING across the Group </li></ul>Main achievements in 2008-2009
    61. 61. <ul><li>EXTERNAL CSR ADVISORY BOARD established </li></ul><ul><ul><li>Mr. Thomas Leysen Chairman Umicore, Chairman of the Federation of Enterprises in Belgium </li></ul></ul><ul><ul><li>Baron Luc Bertrand, Chief Executive Officer, Ackermans & van Haaren </li></ul></ul><ul><ul><li>Mr. Sonjoy Chatterjee, Director, ICICI Bank </li></ul></ul><ul><ul><li>Mr. Tony Phillips, Former Chief Executive Officer, Barloworld </li></ul></ul><ul><li>REVIEW MEETING APRIL 3RD External CSR Advisory Board – UAMS – CEO, COO, CFO Rosy Blue </li></ul><ul><li>FIRST CSR REPORT ROSY BLUE GROUP published May 4th </li></ul><ul><li>COP UNITED NATIONS </li></ul>Main achievements in 2008-2009
    62. 62. Internal CSR audits INTERNAL ON-SITE AUDITS 2007 2008 BELGIUM USA ARMENIA CHINA HONG KONG THAILAND SRI LANKA RUSSIA SOUTH AFRICA INDIA ISRAEL JAPAN UAE <ul><li>ON-SITE INTERNAL AUDITS </li></ul><ul><li>Company tour + checklist </li></ul><ul><li>Process & procedure control </li></ul><ul><ul><li>AML procedure </li></ul></ul><ul><ul><li>Know Your Customer procedure </li></ul></ul><ul><ul><li>Cash transactions procedure </li></ul></ul><ul><ul><li>Business records relevant to AML/CFT compliance </li></ul></ul><ul><ul><li>Kimberley process and System of </li></ul></ul><ul><ul><li>Warranties procedure </li></ul></ul><ul><ul><li>Declaration on invoices </li></ul></ul><ul><ul><li>Disclosure procedure </li></ul></ul><ul><ul><li>Procedure to contractors </li></ul></ul><ul><ul><li>Employment practices </li></ul></ul><ul><ul><li>Health & Safety practices </li></ul></ul><ul><ul><li>Human Rights practices </li></ul></ul><ul><ul><li>Open communication </li></ul></ul><ul><ul><li>Environmental Practices </li></ul></ul><ul><li>Documentation review: supporting documents </li></ul><ul><li>Interviews with Management and staff </li></ul><ul><li>Training records </li></ul><ul><li>Conclusion audit </li></ul><ul><li>Corrective Actions </li></ul><ul><li>Follow up </li></ul>
    63. 63. Internal CSR audit reporting PLANNING CSR Corporate Extranet Group Associates Develop & update Policies & Procedures CSR initiatives Global Corporate Affairs Department Collect Data & Statistics Follow up CSR Market Information Facilitation by local CSR-AML compliance officer Upload supporting documents Verification documentation by Corporate Team Compliant Corrective actions Pre-audit visits Offices & factories Report to Group Executive Management Report to Group Executive Management & Group Associates Follow up Legislation Training, Research & Development Follow up on corrective actions Final report issued by Group Associates Compliant Corrective actions External audits Report to Group Executive Management Report to Group Executive Management & Group Associates Follow up on corrective actions Final report issued by Group Associates Group Associates review PRE-AUDIT REPORTING MANAGEMENT REVIEW
    64. 64. External CSR audits by SGS BELGIUM USA ARMENIA CHINA HONG KONG THAILAND SRI LANKA RUSSIA SOUTH AFRICA INDIA ISRAEL JAPAN UAE CSR AUDITS ON-SITE ASSESSMENT 2005/2006 2007 2008 4 INF 2 INF 3 INF CSR AUDITS EXTERNAL DESKTOP REVIEW 2005/2006 2007 2008 1 INF 5 INF 1 INF 2 INF 4 INF 4 INF 1 INF
    65. 65. <ul><li>“ Rosy Blue have been an active participant of the BPP programme since its inception in 2005.   NO MATERIAL BREACHES HAVE BEEN FOUND TO DATE and they are COMPLIANT with the requirements of this programme, having taken PROMPT ACTION to close out any issues found in our sample assessments.“ </li></ul><ul><li>  </li></ul><ul><li>Mrs. Effie Marinos </li></ul><ul><li>CSR Solutions Manager - EAME </li></ul>SGS
    66. 66. <ul><li>Time of global ECONOMIC UPHEAVAL and UNCERTAINTY </li></ul><ul><li>Eventhough we are in TOUGH ECONOMICAL TIMES and facing enormous PRESSURE TO CONTROL COSTS , we will CONTINUE TO MOVE FORWARD in compliance – CSR IS A LONG TERM ENDEAVOR </li></ul><ul><li>AVOID DUPLICATION IN REPORTING! </li></ul>Challenges Ahead
    67. 67. <ul><li>QUANTIFIABLE and MEASURABLE results </li></ul><ul><li>A major challenge is to WORK CLOSELY with ALL OUR STAKEHOLDERS throughout the SUPPLY CHAIN to focus on CSR and EVOLVE to sustainable development. </li></ul><ul><li>Together we can achieve a more SUSTAINABLE FUTURE </li></ul><ul><li>WE WELCOME YOUR FEEDBACK </li></ul><ul><li>[email_address] </li></ul>Challenges Ahead
    68. 68. Time for Group Discussion Global Compact Network Belgium 05/07/10
    69. 69. Connecting to the Global Compact <ul><li>www.unglobalcompact.org </li></ul><ul><li>www.globalcompact.be </li></ul>Global Compact Network Belgium 05/07/10 Thank you for your attention
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