CSR & HR + ISO26000, Human Responsible Management

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  • Sustainable HR, HR & sustainability, HR & Corporate social responsibility
  • People Mensen Enthousiaste medewerkers Planet Milieu Maatschappij Voor de komende generaties Profit Markt Winstgevende activiteiten Prosperity
  • In a modern complex global & diverse society, expectations of company behavior is constantly changing and will ever be more demanding with time continuous process of awareness of : - changing views & priorities dependencies & relations impossibilities & opportunities - responsibilities & accountabilities balancing act int. & ext. interests
  • People Equity Employees Community Culture Human rights Planet E nvironment Eco-efficiencies Eco-effectiveness Profit Economy Growth Jobs Taxes Products Services Brand
  • Now more than ever, external stakeholders have access to, and participate in, a multitude of online & social media options to learn and communicate about the SR records of particular organizations This upward trend that is likely to continue
  • It helps what to address when starting with SR It Assists all organizations by establishing an international common guidance on social responsibility concepts, definitions, methods of evaluation etc. The aim is to provide 'harmonized, globally relevant guidance based on international consensus', and to 'so encourage the implementation of best practice in social responsibility worldwide'.
  • Important: It is an international guide not a traditional management standard! It is not intended for certification purposes Every organization is encouraged to become more socially responsible by using this International Standard The aim is to provide 'harmonized, globally relevant guidance based on international consensus', and to 'so encourage the implementation of best practice in social responsibility worldwide'.
  • Every organization is encouraged to become more socially responsible by using this International Standard,
  • People Mensen Enthousiaste medewerkers Planet Milieu Maatschappij Voor de komende generaties Profit Markt Winstgevende activiteiten Prosperity welvaart
  • People Mensen Enthousiaste medewerkers Planet Milieu Maatschappij Voor de komende generaties Profit Markt Winstgevende activiteiten Prosperity welvaart
  • People Mensen Enthousiaste medewerkers Planet Milieu Maatschappij Voor de komende generaties Profit Markt Winstgevende activiteiten Prosperity welvaart
  • People Mensen Enthousiaste medewerkers Planet Milieu Maatschappij Voor de komende generaties Profit Markt Winstgevende activiteiten Prosperity welvaart
  • This International Standard is intended to be useful to all types of organizations in the private, public and non profit sectors, whether large or small, and whether operating in developed or developing countries. While not all parts of this International Standard will be of equal use to all types of organizations, all core subjects are relevant to every organization. It is an individual organization's responsibility to identify what is relevant and significant for the organization to address, through its own considerations and through dialogue with stakeholders.
  • Een organisatie heeft geen eigen bewustzijn, maar bestaat wel uit mensen die in naam van de organisatie naar buiten treden en die moeten blijk geven van een morele verantwoordelijkheid die de cultuur van de organisatie representeert
  • Green washing can be defined as the misleading act of companies, industries, governments, organisations and individuals trying to promote unjustified environmentally friendly practices, products and services through branding, mislabeling, packaging or public relations. For the most part, environmentally friend claims that are actually greenwashing are easy to spot when you think skeptically. Signs that something may be a case of greenwashing include: Vague or confusing language The use of pseudoscientific terms Claims that are unable to be proven or disproved Petroleum based/reliant or obviously non-ecofriendly products claiming to be green
  • Waarom MVO structureel aandacht geven?
  • People Mensen Enthousiaste medewerkers Planet Milieu Maatschappij Voor de komende generaties Profit Markt Winstgevende activiteiten Prosperity welvaart
  • People Mensen Enthousiaste medewerkers Planet Milieu Maatschappij Voor de komende generaties Profit Markt Winstgevende activiteiten Prosperity welvaart

Transcript

  • 1. ISO 26000 Responsibility Social The next HR challenge by Alexander Crépin
  • 2. ISO 26000 ( C orporate ) S ocial R esponsibility
  • 3. “ It” is in our hands ISO 26000 ( C orporate) S ocial R esponsibility www.inHR.nl
  • 4. ‘ nachhaltige Entwicklung’ – Von Carlowitz (1713) www.inHR.nl Introduction of the idea that “production” activities should provide the best outcomes for the human & natural environments BOTH FOR THE PRESENT & FUTURE ISO 26000 & C orporate S ocial R esponsibility
  • 5. “ You can’t ignore the impact your company has on the community & the environment. CEO’s used to frame thoughts like these in the context of moral responsibility, but now, it’s also about growth and innovation In the future, it will be the only way we do business.” Paul Cescau, CEO, Unilever
  • 6. Social Responsibility is a complete no-brainer it is common sense for a business that understands what it really is to be part of a global sustainable society ……. anonymous ISO 26000 & C orporate S ocial R esponsibility
  • 7. I think that the world has reached a C SR tipping point now We’re beyond the debates over whether CSR is something that needs to be done or not—it’s now mostly about HOW DO WE DO IT ! It’s about creating sustainable value! Steve Fludder vice president, ecomagination, GE
  • 8. Social Responsibility is a moving target stakeholders expectations of company behavior is constantly changing and that cannot be fully achieved by a one-time set of activities and decisions Instead, social responsibility is a journey rather than a destination, an endpoint …………. Society’s expectations of business increase every year and no organization can hope to be successful without taking account of those expectations
  • 9. Stages of CSR Compliance Medium to high strategic & operational impact Fundamental strategic & operational impact Continuous innovation Sustainable business models Provide funding and skills Little strategic or operational impact
  • 10. People Planet Profit Triple Bottom Line (TBL) = 3P
  • 11. (Social) media provide stakeholders with a voice www.inHR.nl
  • 12.  
  • 13.  
  • 14. Strike Hits Vietnam Nike Factory April 1, 2008 Thousands of workers producing 10% of the 75 million pairs of shoes made annually for Nike have shut down a Vietnamese plant demanding higher pay, bonuses and cost of living allowances INTERNATIONAL: Bottom of the Barrel Mar 24, 2008 Millions of Asian workers producing goods sold are trapped in servitude. Shanghai China: Abusive Child Labor Ring Is Exposed May 1, 2008 Severe labor abuses extended into the heart of its export economy.
  • 15.
    • 1973 The club of Rome
    • 1987 Brundtland Commission
    • 1992 Rio Earth Summit
    • 2006 An inconvenient truth
    • 2010 ISO 26000
    SR milestones
  • 16. ISO 26000 international standard R esponsibility S ocial www.inHR.nl
  • 17. ISO 26000 An international guiding standard that intents to promote global common understanding in the field of social responsibility
  • 18. ISO 26000 A guide for making “first” steps in a holistic approach of social responsibility, FOR ALL ORGANIZATIONS , that is, all sizes and across all sectors around the globe
  • 19. SR ISO 26000 definition: responsibility of an organization for the impacts of its decisions & activities on society and the environment , - through transparent and ethical behavior that - contributes to sustainable development , including health & welfare of society - takes into account the expectations of stakeholders - is in compliance with applicable law & consistent with intrnl. norms of behavior - is integrated throughout the organization and practiced in its relationships
  • 20. ISO 26000 National member bodies of ISO are now invited to vote and comment on the final draft Participating liaison organizations can also comment Comments received by the Feb. 14, 2010, deadline will be discussed at the next ISO SR meeting in May 2010
  • 21.
    • ISO 2600 0 clauses
    • Scope
    • Terms and definitions
    • Understanding SR
    • SR principles
    • Recognizing SR and engaging with stakeholders
    • SR core subjects
    • Implementation of SR
  • 22.  
  • 23. 7 Social Responsibility principles
  • 24. 7 Social Responsibility core subjects
  • 25. Core subject: Human rights Issue 1 : Due diligence Issue 2 : Human rights risk situations Issue 3 : Avoidance of complicity Issue 4 : Resolving grievances Issue 5 : Discrimination and vulnerable groups Issue 6 : Civil and political rights Issue 7 : Economic, social and cultural rights Issue 8 : Fundamental rights at work Core subject: Organizational governance 7 Subjects Issues +
  • 26. Core subject: The environment Issue 1: Prevention of pollution Issue 2: Sustainable resource use Issue 3: Climate change mitigation and adaptation Issue 4: Protection and restoration of the natural environment Core subject: Fair operating practices Issue 1: Anti–corruption Issue 2: Responsible political involvement Issue 3: Fair competition Issue 4: Promoting social responsibility in the sphere of influence Issue 5: Respect for property rights Core subject: Consumer issues Issue 1: Fair marketing, information and contractual practices Issue 2: Protecting consumers’ health and safety Issue 3: Sustainable consumption Issue 4: Consumer service, support, and dispute resolution Issue 5: Consumer data protection and privacy Issue 6: Access to essential services Issue 7: Education and awareness Core subject: Labor Practices Issue 1: Employment and employment relationships Issue 2: Conditions of work and social protection Issue 3: Social dialogue Issue 4: Health and safety at work Issue 5: Human development & training in workplace Core subject: Community involvement & development Issue 1: Community involvement Issue 2: Education and culture Issue 3: Employment creation and skills development Issue 4: Technology development Issue 5: Wealth and income creation Issue 6: Health Issue 7: Social investment
  • 27. ISO 26000 all issues? It is an individual organization's responsibility to identify what is relevant & significant for their organization to address, through its own considerations AND THROUGH DIALOGUE WITH STAKEHOLDERS 7 Subjects Issues +
  • 28. c SR Customers Government Action groups Suppliers Talents Partners Banks Shareholders Internal External Personnel The public Unions Neighbors HR
  • 29. Corporate Social Responsibility is not what you communicate, not what you tell or write! It is about what you do It is about behavior! It is about the people! www.inHR.nl
  • 30. Clients & customers demanding CSR! Sustainable purchasing ambition / target of Dutch local & national government National : in 2010 100% of all government purchases is sustainable (suppliers prove ISO 26000 compliant ?!) Local : in 2010 50% of purchases sustainable ISO 26000 & C orporate S ocial R esponsibility
  • 31. Customers do want low prices, but not by sacrificing quality. They want products that are more efficient, that last longer and perform better. Increasingly, they want information about the entire life cycle of a product so that they can feel good about buying it! Mike Duke President and CEO, Wal-Mart
  • 32. Prove / Show SR management + employees should show SR behaviour
  • 33. Showing SR behaviour “ External” communication about SR “ Internal” behaviour of your people balans HR plays a key role
  • 34. PR balans www.inHR.nl
  • 35. CSR – HR = PR = window dressing CSR = green washing www.inHR.nl
  • 36. HR & CSR initiating, facilitating & coordinating role to make internally happen what is externally communicated about SR HR c/should ensure that management & employees are committed & able to show that SR in the organisation is more than a stakeholder statement HR CSR change master
  • 37.
    • C SR & HR (1)
    • CSR is opportunity++ for HR
    • - demonstrate a strategic focus
    • act as a professional business partner
    • CSR needs to be embedded in an organization's culture to make a change to actions and attitudes , and the support of the top team is critical to success
    • CIPD UK
    ISO 26000 & C orporate S ocial R esponsibility
  • 38.
    • Most HR domains connect to CSR
    • - Recruitment
    • Talent retention- & career management
    • - Training & development
    • - Performance management
    • Compensation & benefits
    • Industrial relations & diversity management
    • Organization development, process mngmnt
    • Change management
    • - Health & safety
    www.inHR.nl
  • 39.
    • HR policies & CSR
    • Integration of CSR in HR policies & processes
    • Developing CSR competencies & expertise
    • Recruit, train, learn, coach, develop talent on CSR
    • Organization of CSR knowledge management
    • Leadership development alignment with CSR
    • What & how & when to reward?
    • Organization of work is in HS&E perspectives OK
    • Stakeholder mngment, unions, work councils
    www.inHR.nl
  • 40. ISO 26000 principles
  • 41. ISO 26000 Core Subjects
  • 42. ISO 26000 & C orporate S ocial R esponsibility ISO 26000 HR challenge 1 Get, if this is not done yet, a very clear picture of the CSR intentions, ambitions & actions of the organization What & Why & How What is in the culture of the organization reflecting commitment to CSR? What in the strategy of the organization reflecting commitment to CSR? What in the systems & operations of the organization reflecting commitment to CSR? etcetc.
  • 43. ISO 26000 & C orporate S ocial R esponsibility ISO 26000 HR challenge 2 How does CSR / ISO 26000 affect HR strategically & operationally How does it vice versa ? Threat and/or opportunity?
  • 44. ISO 26000 & C orporate S ocial R esponsibility ISO 26000 HR challenge 3 Make visible how CSR is part of the organizations’ DNA by using the connection of your HR policies & operations with ISO 26000 principles and core subjects
  • 45. ISO 26000 & C orporate S ocial R esponsibility ISO 26000 HR challenge 4 Take/Get a role as change master in the evolution / transformation of an organization that is based on the traditional management concepts of the industrial age towards a contemporary one that operates more holistically, taking into account the idea of balance between People, Planet & Profit
  • 46. CSR: general HR focus areas
  • 47. Summary H uman R esponsible M anagement The world is in transition, CSR is one of the drivers CSR requires innovation meaning business development Important stakeholders’ expectations are rising ISO 26000 implies a global framework CSR can protect & enhance company value CSR is about what you do, it is about people HR plays key role helping to do the right things, the right way
  • 48. CSR doesn’t change the HR agenda! CSR illustrates the importance of proactive & interactive HR! H uman R esponsible M anagement
  • 49. CSR proactive & interactive HR! This is HR that is reflecting far more better that it is all about People (and not about Resources) working Planet & Profit consciously for the success of the organization H uman R esponsible M anagement
  • 50. time to re-position HR? From Human Resources to Human Responsible Management Human Relations & Results
  • 51. Questions ? Photo by jn2race
  • 52. Just call me + 31 653 641 905 Or e-mail me at info @ inhrm.nl Is CSR your HR challenge?
  • 53. Alexander Crépin HR & CSR, a world of opportunities www.inHR.nl
  • 54. Succes www.inHR.nl