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    Environmentaland socialmanual Environmentaland socialmanual Document Transcript

    • Managing Environmental and Social Impacts of Local Companies A Response Guide and Toolkit
    • AcknowledgmentsThis Response Guide and Toolkit was prepared by the World Bank Institute (WBI)Finance and Private Sector Development Division Business, Competitiveness andDevelopment (BCD) Program, with support from the African Capacity BuildingFoundation (ACBF) and the Norwegian and Finnish Governments through a World BankTrust Fund for Environmentally and Socially Sustainable Development (TF-ESSD), andwith input from the Danish Ministry of Economics and Business Affairs Commerce andCompanies Agency (DCCA) Centre for CSR. Parts of this resource were adapted and/ortaken from the DCCA “People and Profit: A Practical Guide to Corporate SocialResponsibility” publication.The Response Guide and Toolkit team was led by Amina El-Sharkawy (WBI), Jenny Gold(WBI) and Caroline Grunewald (WBI), in collaboration with George Oumo (EnterpriseUganda), and Martin Imalingat (Enterprise Uganda). Overall guidance was provided byDjordjija Petkoski (WBI), Edwin Forlemu (ACBF), and Ernest Etti (ACBF). The team alsoreceived valuable input from consultations with the Danish International DevelopmentAssistance (DANIDA) office in Uganda, and local companies and organizations in Uganda,Tanzania, Kenya, Ethiopia and Mozambique.WBI Business, Competitiveness, and Development (BCD) ProgramThe BCD Program works directly with the private and public sectors and their keystakeholders to integrate social and environmental responsibility, good governance,accountability, and transparency as vital components of corporate strategy, and toimplement responsible approaches for enhanced economic competitiveness at the firm,sector, and country level.www.developmentandbusiness.orgThe African Capacity Building FoundationThe African Capacity Building Foundation (ACBF), based in Harare, Zimbabwe, is anindependent, capacity-building institution established in 1991 through the collaborativeefforts of the African Development Bank (AfDB), the World Bank, and the UnitedNations Development Programme (UNDP)), African governments and bilateral donors.The current membership comprises the three sponsoring agencies (AfDB, UNDP and the
    • World Bank), the International Monetary Fund (IMF), which joined the Foundation inApril 2002, as well as 41 African countries and non-African countries and institutions.The establishment of ACBF was a response to the severity of Africas capacity problemand the challenge to invest in indigenous human capital and institutions in sub-SaharanAfrica.http://www.acbf-pact.org/Enterprise UgandaEnterprise Uganda aims at promoting private sector development and contributingindirectly to poverty reduction through the creation of new business ventures as well asbuilding the competitiveness of existing small and medium enterprises (SMEs). TheseSMEs will in turn contribute significantly to the creation of employment opportunitiesand the diversification of the Uganda economy.http://www.enterprise.co.ugCenter for Corporate GovernanceThe Center for Corporate Governance (CCG), formerly the Private Sector CorporateGovernance Trust, based in Nairobi, Kenya, was established as the Private SectorInitiative for Corporate Governance in 1999. CCG is an independent, not-for-profitorganization. The Centre is affiliated with the Commonwealth Association for CorporateGovernance (CACG). The values upon which CCG was founded and which guide itsoperations are to act in the best interest of society in promoting effective and efficientuse of resources, in a manner based on accountability, integrity, responsibility andtransparency.http://www.ccg.or.ke 2
    • The AIDS Business Coalition TanzaniaThe AIDS Business Coalition Tanzania (ABCT) is a coalition of Tanzanian employers whohave come together to fight HIV/AIDS at the workplace. ABCT is currently expanding itsmission to include a broader range of social and environmental issues. ABCT serves as aresource center, offers trainings, and acts as a pressure group. ABCT is run by aManagement Board consisting of 12 member companies: Coca cola Kwanza, TwigaCement, NBC Bank, Swiss Port, National Social Security Fund (NSSF), Unilever Tea,Scania, Mwananchi Communication, Holliday Inn Hotel, Standard Chartered Bank,Delloitte & Touché, Tanzania Cigarette Company (TCC).http://www.abctz.org/The Ethiopian Business Coalition Against AIDSThe Ethiopian Business Coalition on AIDS (EBCA), established in 2004, aims to respondto the challenges of HIV/AIDS in the workplace. The Coalition seeks to transform thebusiness response to HIV/AIDS, promoting HIV prevention, care and treatmentprograms for the workplace and innovative partnerships with governments and civilsociety. EBCA is currently expanding its mission to include a broader range of social andenvironmental issues in its programming.http://www.ebca-hiv.org/home.htm 3
    • Associação dos Empresários Contra o SIDA (ECOSIDA)The Mozambique Business Coalition Against HIV/AIDSThe mission of EcoSIDA, which was established in 2005, is for all formally registeredcompanies to embark on the Road Map designed by EcoSIDA, to fight HIV/AIDS in theworkplace, and that they execute the steps of the Road Map according to best practice,within the mutually agreed timings. ECOSIDA is currently expanding its mission toinclude a broader range of social and environmental issues in its programming.http://www.gbcimpact.org/live/involved/connections/mozambique.phpCentre for Corporate Social Responsibility (CSR), Danish Commerce and CompaniesAgency, Ministry of Economics and Business Affairs – Government of DenmarkThe Danish Commerce and Companies Agency (DCCA) is an Agency under the Ministerof Economic and Business Affairs. The DCCA is the official place of registration for Danishbusinesses. In parallel, the DCCA administers legislation regulating businesses, theCompanies Act and the Company Accounts Act, among others. Registration andpublication of business information favors the free market and provides businesses withgood basic conditions. An easy and quick access to registration and an effective butflexible administration of the legislation is at the same time the basis of the DCCA´simportant role in the national effort to reduce the administrative burdens. 4
    • Table of Contents Introduction 6 Framework for Business Action 11Part 1 Environmental and Social Leadership Commitment 13 Steps for Action 14 Part 1 Resources Section 20Part 2 Environmental and Social Focal Points, Places, and Target 27 Areas in the Workplace and or Environmental and Social Workplace Committee for larger companies Steps for Action 28 Part 2 Resources Section 34Part 3 Environmental and Social Response Planning and 45 Strategizing: Environmental and Social Issues Capabilities Assessment and Situation Analysis Steps for Action 46 Part 3i Resources Section (Environmental) 54 Part 3ii Resources Section (Social) 69Part 4 Environmental and Social Policy Development 79 Steps for Action 80 Part 4 Resources Section 87 Generic Environmental and Social Policy 89Part 5 Environmental and Social Response Planning and 98 Strategizing: Environmental and Social Response Action Planning Steps for Action 99 Part 5 Resources Section 102Part 6 Environmental and Social Reporting 108 Steps for Action 109 Part 6 Resources Section 118 Road Map for Business Action on Environmental Issues 137 Road Map for Business Action on Social Issues 143 Appendix 149 5
    • IntroductionEvery company has the power and ability to reduce their negative impacts on theenvironment and positively benefit their communities.What is an Environmental and Social Response?Definition: The policies, strategies, and actions taken by companies to addressenvironmental and social issues in the workplace, and among their customers, partners,and broader community.A Company Has Many Environmental and Social Impacts – Positive and Negative…..Examples of environmental and social impacts of business include: Environmental SocialAs a producer, a company has an impact As an employer, a company has an impacton its environment (e.g. through pollution on the lives of its employees (e.g. provisionand effluent, use/misuse/overuse of water of health services; mainstreaming genderand energy resources, misuse/overuse of and equal opportunity into the workplace;land and natural resources. occupational health and safety standards; treatment of migrant labor).As a consumer of raw materials, a As a neighbor, a company interacts withcompany has an impact on its physical other businesses and families which areenvironment (e.g. contamination of located in their community (e.g.drinking water, desertification, and awareness raising and educationaldegradation of land). campaigns; foundations for community projects and schools; contribution to conflict and land disputes; use/misuse of public goods, such as lake or river water).As an operation, a company has an impact By creating jobs and providing income, aon its community (e.g. odor; human, company contributes to the economicanimal, and plant effects from toxins and development of a communityhazardous wastes; indoor air quality; (contribution to wealth disparity;smog) addressing youth unemployment; raising standards of living).As a role model, an environmentally A company can act as an example of goodresponsible business can be an example of practice (e.g. human rights, culturalgood practice (e.g. waste management, diversity).use of alternative energy). 6
    • The diagram shows the relation between the companies’ economic, social andenvironmental performance issues and responsibilities.Source: UNIDOFor further information on the business case, please view Peter Raynard and MayaForstater and staff of UNIDO’s Small and Medium Enterprises Branch. Corporate SocialResponsibility: Implications for Small and Medium Enterprises in Developing Countries.United Nations Industrial Development Organization. Vienna, 2002Why is an Environmental and Social Response Program Important?The business environment has changed dramatically over the past few decades, andbusinesses must manage these changes. A business cannot limit itself to its financialimpact alone. Businesses not only contribute to employment and economic growth, butthey also impact the environment and the communities in which they operate.Increasingly, businesses must consider their environmental and social impacts, as well 7
    • as their financial impacts, in their workforce management, investment, and productionsdecisions.Businesses are now operating under new conditions, risks, market and stakeholderpressures, and challenges that they must consider and respond to in order to remainviable and stay competitive. This new business environment affects large, medium, andsmall companies through new export requirements and supply chain standards,community pressures, and responses from the media. New and emerging compliancestandards, as well as environmental, governance, and social (health, communityrelations, labor, and human rights) standards are being required by buyers, consumers,and governments.What are the Costs and Benefits to Businesses?All businesses, regardless of size, can benefit from developing and followingenvironmental and social policies. Some of these benefits include: □ Lower costs in the long-term (cost-savings on electricity bills; reduced fines for non-compliance or pollution/dumping; healthy, reliable, and skilled workforce). □ Increased revenues (expanded consumer base; more money to invest in marketing; greater output). □ Reduced operational risk (reduced occupational hazards; stronger community relations). □ Stimulated innovation (ability to hire more employees; ability to invest in new capital; new technologies). □ Increased access to markets (niche markets; broader customer appeal; compliance with international standards). □ Improved reputation (become known as a “good” company; pillar of the community; quality and integrity of products and services). □ Improved access to finance, capital, and resources (some banks look at environmental and social performance on financing applications; partnership opportunities leads to access to financial and in-kind resources).There are also, of course, some costs involved with the development andimplementation of environmental and social responses in a company. Some of theseinclude: □ Staff/employee time (information collection; understand the policy and operational response; Focal Points and or Environmental and Social Committee responsibilities). □ Technical resources to analyze environmental and social impacts and improvement options. □ Training of new employees and personnel. □ Possible external assistance (consultant; environmental or systems engineer; NGO). □ Resources required to make the changes 8
    • * Some of these costs and benefits were adapted from (1) Environmental ManagementSystems: A Design for the Environment Approach, U.S. Environmental Protection Agency;Office of Pollution Prevention and Toxics, March 1999, and (2) EnvironmentalManagement Systems: An Implementation Guide for Small and Medium-SizedOrganizations. Ann Arbor, MI: NSF International, November 1996.Focus of this ManualThis Manual is to help your company get organized and started on its Environmental andSocial Response Program. This Manual can be used as a practical guide or as a trainingresource. The materials offer concrete Steps for Action, as well as Resources, to assistyour company in developing a customized Environmental and Social Response Program.The Manual was developed based on consultations with businesses, these businesses’experiences, and national and international good practices.Getting Started and Organized: Management of the Environmental and SocialResponse ProgramWithout a strong initiation, preparation, and guidance for implementation, theEnvironmental and Social Response Program is unlikely to achieve its ultimate goal ofmitigating risk to and negative effects on your company, your workforce, and yourcommunity. In this priority area, your company develops and organizes themanagement of its Environmental and Social Response Program through leadershipcommitment, planning and strategizing, the establishment of Focal Points in theworkplace and or Environmental and Social Committees for larger companies,developing an Environmental and Social Response Policy and plan for action, andestablishing reporting practices for the company’s environmental and social response.This Manual is divided into six parts: • Part 1 is on developing environmental and social leadership commitment in your company. • Part 2 is a guide to establishing focal points, places, and target areas in the workplace and a guide to forming an environmental and social committee for larger companies. • Part 3 is on environmental and social situation analysis and capabilities assessment for accurate response planning and strategizing in your company. • Part 4 presents steps to develop a company environmental and social policy. • Part 5 is on developing an action plan for environmental and social response in your company. • Part 6 is on environmental and social reporting in your company.At the end of the Manual, you will find a Road Map for Business Action onEnvironmental Issues and a Road Map for Business Action on Social Issues. These are 9
    • practical tools that can help your company to plan, organize, report on, and follow itsenvironmental and social responses. 10
    • Framework for Business Action on Environmental and Social ResponseThe following framework includes typical components of a company levelenvironmental and social response. The content was developed based on a review ofexisting experiences and recommendations from local companies and partners in EastAfrica, collected in consultations held between 2006 and 2008. The consultationsshared good practices, challenges and lessons learnt by local companies in regards tomanaging environmental and social impacts.The framework can serve as a working resource to guide planning and learning fordeveloping an environmental and social response program in a company. The activities(or ‘program items’) in the framework can serve as examples of goals and/or choices toplan as components of your company’s environmental and social response. Companiesmay also think of other innovative actions to address environmental and social issues inthe context of their business. The framework is only a starting point to think about howto take action. Step-by-step, a company can learn about priority environmental andsocial issues, possible responses to these issues and relevant good practices for aneffective response. They can then plan how to take actions that fit the company.This working framework is a resource developed to guide the environmental and socialresponse of a company. Management of the Program • Leadership commitment and training • Environmental and social focal points and or environmental and social committee in the workplace • Environmental and social planning and strategizing • Environmental and social policy development in the company • Company reporting on environmental and social issues Implementation • Internal communication & awareness-raising • Training & education for behavioral change • Mainstreaming of environmental practices to reduce, re-use, re-design & recycle resources in the workplace • Provide health & social assistance programs & services in the workplace Business Linkages, Market Development & Extending the Program • Analysis of business networks & supply chain 11
    • • External communication & marketing of environmental & social responses• Development of partnerships with civil society, community groups, government, business groups & other companies• Community relations & outreach activities• Fund-raising and/or social fund development Documentation & Assessment• Documentation of environmental & social responses in a manual or resource guide• Write a case study• Monitoring & reporting of benchmarks, performance audits and checklists• Impact assessments, workplace studies, life cycle analysis, cost/benefit analysis• Regular review & improvement of the company’s response• Regular reporting to leadership 12
    • Part 1.Environmental and Social Leadership Commitment 13
    • Steps for ActionLeadership building is a dynamic process that needs to extend across your company.In environmental and social response program organization, as well as throughoutenvironmental and social response program development in your company, owners,board members, management, and employees need to commit to take action onenvironmental and social issues. Moreover, this commitment needs to bedemonstrated and communicated to all employees and staff at all levels in yourcompany, as well as external partners, such as customers.Below are Steps for Action to help you develop Environmental and Social LeadershipCommitment in your company: Step 1. Build Environmental and Social Response Commitment in your Company Step 2. Demonstrate your Company’s Environmental and Social Response Commitment Step 3. Communicate your Company’s Environmental and Social Response Commitment Step 4. Continuously Demonstrate your Company’s Environmental and Social Response Commitment 14
    • □ Step 1. Build Environmental and Social Response Commitment in your CompanyUnderstand the business case for environmental and social response:This can help senior management and leaders in your company to commit toenvironmental and social response. They can learn about environmental and socialissues affecting your company, the impacts that these environmental and social issuescan have on business, the workforce, and the community, as well as effectiveenvironmental and social response strategies.Materials on environmental and social issues and their impacts on business are availablefrom many sources, including your business association, the Internet, and local resourcecenters. Review publications on environmental and social issues and their impact on your business. Train your company’s managers on these issues, and how to mainstream responses into strategy and daily operations. Share experiences with other companies. Learn about the costs and benefits of environmental and social response development for your company.Useful websites to start your learning:Below is a list of useful web sites to help you learn more about addressingenvironmental and social issues and the business case for action. This list should not beconsidered exhaustive, but rather as a valuable starting point for your learning.Business Action for Africa: http://www.businessactionforafrica.org/Business and Sustainable Development, A Global Guide: http://www.bsdglobal.com/Corporate Council on Africa: http://www.africacncl.org/CSR Quest: http://www.csrquest.net/Global Business Coalition on HIV/AIDS, Tuberculosis and Malaria:http://www.gbcimpact.org/Global Environment Facility: http://www.gefweb.org/default.aspxIf People, NGO Guide to Tools for CSR:http://www.ifpeople.net/learn/resources/sustainability/tools 15
    • International Finance Corporation, Sustainability:http://www.ifc.org/ifcext/sustainability.nsf/Content/HomeInternational Labor Organization, Resource Guide on Corporate Social Responsibility:http://www.ilo.org/public/english/support/lib/resource/subject/csr.htmInternational Organization of Employees, CSR: http://www.ioe-emp.org/en/policy-areas/csr/index.htmlThe Global Reporting Initiative: http://www.globalreporting.org/WhoAreYou/SME/UNIDO, Corporate Social Responsibility: http://www.unido.org/index.php?id=876United National Environment Program, Business & Corporate Social Responsibility:http://www.unep.fr/scp/business/World Bank Institute Program on Business, Competitiveness and Development:www.developmentandbusiness.orgWorld Business council for Sustainable Development: http://www.wbcsd.org/World Economic Forum: http://www.weforum.org/en/initiatives/globalhealth/World Resource Institute: http://www.wri.org/Local resource include your National Cleaner Production Center, business associations,Business Coalitions on AIDS, your National Environmental Protection Agency, and civilsociety organizations with expertise in addressing environmental and social issues. What is your business case for environmental and social response program development?Assess your management commitment.Using the Management Survey (see the Part 1 Resources Section), hold a discussionwith the General Manager, Human Resource Manager, Health and Safety Officer, andLabor Union Representative. This survey can help you assess your current managementcommitment to environmental and social issues, and follow changes in this commitmentover time. 16
    • □ Step 2. Demonstrate your Company’s Environmental and Social Response CommitmentEven before you start an environmental and social response program, formalrecognition of environmental and social issues as CORE issues for your company bytop managers and workplace leaders is important.This commitment can initiate the program, build understanding of the business case andthe management’s goal of protecting your company, its workers and its communityfrom harmful environmental, health, and safety conditions. It can also empowerworkers to take action on environmental and social issues, as well as stimulate an opendialogue around these issues in your company. One way to start to develop yourcompany’s leadership commitment is to release a written statement.To do this, you can use the Environmental and Social Commitment Statement (see thePart 1 Resources Section) as a guide. Top management can sign the statement.Witnesses, or co-signers, might be from key groups that participate in programdevelopment, such as members from the labor union, your company’s focal points andor environmental and social committee, and/or you company’s health and safetycommittee. 17
    • □ Step 3. Communicate your Company’s Environmental and Social Response CommitmentThe formal commitment to address environmental and social issues in your companyshould also be communicated by top management and workplace leaders to the rest ofthe company. Communication can be internal to workers at all levels in your company,as well as to external audiences, such as shareholders, buyers, insurance companies,banks, customers, and the broader community. This communication can take place viadifferent channels, such as in a general assembly, lunch meetings, posters in theworkplace, media, and advertising. Moreover, communication should continue on aregular basis throughout program development. Communication of commitment maybe combined with education and other company activities on environmental and socialissues, as well.The resource on “How to Communicate Your Environmental and Social Commitment”,found in the Part 1 Resources Section, can help your company’s leadership to plan howto communicate its environmental and social commitment is attached. 18
    • □ Step 4. Continuously Demonstrate your Company’s Environmental and Social CommitmentLong-term demonstration of commitment can be shown through active managementparticipation and support of environmental and social activities in your company.Examples of activities that a manager or leader can regularly support are the focalpersons and or environmental and social committee (s), environmental and socialstrategic planning, policy development, adjustment of operational activities andequipment, and training/education. Further, a company leader can present and shareyour company’s environmental and social response experiences in meetings and atpublic events. In good practice, top management, as well as other workplace leaders,show commitment in a number of different ways on a regular and consistent basis.Regular review of the Environmental and Social Commitment is also very important tohelp your company successfully manage and adapt to change (this will be covered inPart 3). 19
    • Part 1.Resources Section 20
    • Step 1. Build Environmental and Social Response Commitment in your Company 1.1 Company Management Survey on Environmental and Social IssuesThis survey is used to assess the extent of your management commitment toenvironmental and social issues.The General Manager or CEO should complete the survey together with the HumanResource Manager, Health and Safety Officer, Environmental Officer, and Labor UnionRepresentative. This survey can be useful to start an open discussion on yourcompany’s commitment to environmental and social issues. Use the survey over timeto assess changes in your company’s top management commitment.Company Name: _________________________________________ Littl Very Not e Sure1. To what extent are you concerned about the impact of environmental 1 2 3 4 0 and social issues on your company?2. To what extent is management willing to participate in 1 2 3 4 0 environmental and social activities in your company?3. To what extent are you willing to delegate workers to lead all 1 2 3 4 0 environmental and social response decision-making in your company?4. To what extent are you willing to assign budget for environmental 1 2 3 4 0 and social response activities?5. To what extent are you willing to implement specific environmental 1 2 3 4 0 and social policies and standards in your company?6. To what extent do you think environmental and social issues 1 2 3 4 0 have already impacted your company? 21
    • 7. What types of technical guidance do you need to develop your environmental and social response? __________________________________________________________________ __________________________________________________________________ ______________________________________________________8. What measures do you intend to take to ensure continuity of your environmental and social response program at your business? __________________________________________________________________ __________________________________________________________________ ______________________________________________________9. To what extent do you think environmental and social issues will impact your company in the next 5 years? __________________________________________________________________ __________________________________________________________________ ______________________________________________________10. Which environmental and worker health and safety laws and regulations is your company required to follow? __________________________________________________________________ __________________________________________________________________ ______________________________________________________11. Does lack of time or resources prevent your company from developing and implementing environmental and social responses? __________________________________________________________________ __________________________________________________________________ ______________________________________________________12. Is your company aware of how environmental and social objectives relate to business objectives? __________________________________________________________________ __________________________________________________________________ ______________________________________________________13. Any other comments? __________________________________________________________________ __________________________________________________________________ ______________________________________________________ 22
    • *Some of these questions were adapted from (1) Environmental Management Systems:A Design for the Environment Approach, U.S. Environmental Protection Agency; Office ofPollution Prevention and Toxics, March 1999, and (2) Environmental ManagementSystems: An Implementation Guide for Small and Medium-Sized Organizations. AnnArbor, MI: NSF International, November 1996. 23
    • Step 2. Demonstrate your Company’s Environmental and Social Response Commitment1.2 Model Environmental and Social Commitment StatementThis statement is to commit to addressing environmental and social issues andconsiderations as part of the core business of _________________ (company name).We know that not managing or mismanaging the environment, natural resources,human resources, health and social issues can have many negative impacts on ourcompany, our workforce, their families, and the communities in which our businessoperates. Some possible impacts in our company include production inefficiencies,compromised product quality, increased work expenditures, and worker absenteeism.We also know that to protect the people in our work environment and in ourcommunity, it is essential at this time to organize and implement an environmental andsocial response. With this recognition, we further express our commitment to thedevelopment of a comprehensive environmental and social response program in ourcompany led by a focal point and or committee that represents workers at all levels.Our program will: □ Give attention to environmental and social issues as CORE issues in regular company work. □ Have a range of different program items to address specific environmental and social priority issues in our workplace. □ Promote good practice when implementing environmental and social responses. □ Implement environmental and social response activities in a sustainable way whenever possible. □ Involve different groups, internally and externally.Name:__________________ Signature:__________________General Manager/CEODate: ___________C0-signers: 1. Labor Union 2. Health and Safety 3. Environment and Social Focal Point and or Committee 4. Female worker 5. Other 24
    • Step 3. Communicate your Company’s Environmental and Social Response Commitment1.3 How to Communicate Your Environmental and Social CommitmentThis resource can help your company to plan the communication of its environmentaland social response commitment. Effective communication of your company’scommitment to environmental and social response is important for many reasons,including: □ It can motivate workers at all levels. □ It can involve top managers in environmental and social mainstreaming, operational changes, and decision-making. □ It can help to document your achievements and share your experiences. □ It can enhance your public reputation and attract new partners. □ It can help to tailor the program to the needs of your company.You need to make sure that company leaders and top management communicate bothinternally and externally. Internal and external communication is done in differentways.Responsible Persons or Groups:Who is responsible for communicating your company’s environmental and socialcommitment (e.g. the CEO, the General Manager, the Environmental and Social focalpoint and or the Committee chairperson, the Labor Union Leader, etc.)?________________________________________________________________________________________________________________________________________________________________________________________________________________________________Internal Communication:List how you intend to communicate your environmental and social commitment toyour workers at all levels (e.g. training, posters, management meetings, etc.):________________________________________________________________________________________________________________________________________________________________________________________________________________________________ 25
    • External Communication:Who are your external audiences (government officials, customers, the localcommunity, buyers, etc.)?________________________________________________________________________________________________________________________________________________________________________________________________________________________________Now think about how you would like to communicate your environmental and socialcommitment to external audiences (e.g. a public statement, advertising, presentations,a website, etc.). The modes of communication may be different for different audiences.List these ideas below:________________________________________________________________________________________________________________________________________________________________________________________________________________________________ 26
    • Part 2.Environmental and Social Focal Points, Places, and Target Areas in the Workplace and or Environmental and Social Workplace Committee for larger companies 27
    • Steps for ActionEnvironmental and Social Focal Points are typically people in your company. Forexample, Focal Points can be a specific person or groups responsible for environmental,health and gender activities. Focal Points serve as a “contact” point in your company forall environmental and social issues.Environmental and Social Focal Places and Target Areas are typically specific places usedfor environmental activities and community engagement, or are areas of your companythat are targeted for a specific environmental and/or social response.Having Focal Points, Places, and Target Areas can help link everyone working onenvironmental and social responses. Many of the ideas in the Environmental and SocialCommittee resources can also work for Focal Points. In all companies, Focal Points arekey and in a large company can be complemented by an Environmental and SocialCommittee.Below are Steps for Action to help you develop Environmental and Social Focal Points,Places, and Target Areas in your company: □ Step 1. Decide the Types of Environmental and Social Focal Points, Places, and Target Areas to Develop and engage Management in the Environmental and Social Response Commitment. □ Step 2. Assign the Focal Points, Places, and Target Areas in your Company and select Environmental and Social Committee Members. □ Step 3. Describe the Activities and Purposes of the Focal Points, Places, and Target Areas and describe the Environmental and Social Committee and Establish the Meeting Program for the Environmental and Social Committee. □ Step 4. Continuously Strengthen the Focal Points, Places, and Target Areas and strengthen the Environmental and Social Committee through Action.For larger companies a central Environmental and Social Committee (task force, group,team, etc.) with employees from all levels is important to lead, organize and implementthe entire environmental and social response program in your company, whereasworking groups and focal persons may have specific roles such as recycling, awareness-raising of environmental and/or occupational safety issues, communication of theenvironmental and social policy, and so forth. The Environmental and Social Committeealso serves as the critical link between the management and employees onenvironmental and social-related issues.Keep in mind that this is a guideline and the order of the steps may vary slightly fromcompany to company. 28
    • A. □ Step 1. Decide the Types of Environmental and Social Focal Points, Places, and Target Areas to Develop What types of Focal Points, Places, and Target Areas are important for your company? There are different types of Focal Persons and Places that your company can assign. Moreover, new Focal Points, Places, or Target Areas may be needed as the Environmental and Social Response Program grows. □ Focal Points are people or a group or a committee in the workplace whose job can include specific environmental and social responses, such as an environmental engineer, an auditor, a community relations manager, a line worker, a human resources officer, working groups, and/or a health and safety officer. □ Focal Places are common places that can be used for raising awareness, training, and communicating environmental and social responses in your company. These might include an office for Environmental and Social Focal Persons and or Committee meetings, a bulletin board for awareness raising materials, a cafeteria for showing related videos and holding informational and training sessions, or a community garden. □ Target Areas are the parts of your company that will be targeted for a specific environmental and/or social response. These might include the chemicals or fertilizers storage room, the wastewater treatment area, the kitchen, the waste room, the open space next to your company, or the community center. B. Engage Management in the Environmental and Social Focal Points and Response Commitment.Meet with Management to discuss forming the Environmental and Social Focal Point andor Committee. In good practice, top managers (the General Manager, ProductionManager, etc.) should provide written support for the development of an Environmentaland Social Focal Point and or workplace Committee, and a senior employee should begiven the responsibility of making a keeping the Focal Point and or Committee active. Asample Environmental and Social Committee Delegation Letter is included (Part 2Resources Section). Top management support of such a Focal Point and or Committee iscomplementary and additional to the Leadership Commitment (refer to Part 1 of thisManual).The regular involvement of a manager in the Environmental and Social Focal Point and orCommittee is important to lead decision-making and strategic change. It ensures that the 29
    • Focal Point and or Committee will become an effective guiding force for organizing andimplementing environmental and social actions in your company.Problem Solving: In some cases, an Environmental, Occupational Health and Safety, or Community Relations working group or club may already exist in your company without Management involvement. For example, your company may have a working group of only workers, auditors, or a few motivated people interested in environmental and/or social issues and causes. While these people are essential to bring environmental and social issues awareness and education into your company, the support of a formal Committee with direct access to Leadership and Top Management, may also be important. 30
    • □ Step 2. Assign the Focal Points, Places, and Target Areas in your CompanyThis step is to officially recognize selected persons, places, and target areas as importantfor environmental activities, health and safety information, and community engagement(please refer to the Part 2 Resources Section).For larger companies, select Environmental and Social Committee Members □ A Manager and workplace leader should be assigned as the Chair and Vice-Chair of the Committee. □ Other positions can be based on volunteerism and or election, taking into consideration the membership structure of the Committee and the capabilities of the person. All members should have a personal interest in working on environmental and social issues in the workplace. □ All positions should be formally recognized in writing by top management. □ The number of members in the central Committee will depend on your company; typically, it consists of about eight (8) people. The Committee should include at least one (1) person from each work area.Please refer to the resource “Environmental and Social Committee MembershipAssignment Form” in the Part 2 Resources Section. 31
    • □ Step 3. Describe the Activities and Purposes of the Focal Points, Places, and Target AreasThe environmental and social activities to take place in Focal Places and Target Areasshould be explained, and the work, activities, qualifications, and management of theFocal Persons should be described. This will help clarify the environmental and socialactivities that happen in Focal Places and Target Areas, as well as the responsibilities ofthe Focal Persons.A model terms of reference for Environmental and Social Focal Points is available in thePart 2 Resources Section. In good practice, the environmental and social activities ofFocal Points can also be added to existing company documents, such as job descriptions,employee evaluation procedures, and departmental functions.Describe the Environmental and Social Committee.For a larger company, after the decision to form an Environmental and SocialCommittee is made, a terms of reference is required for the Environmental and SocialCommittee (refer to the Part 2 Resources Section). This is simply a written documentthat describes the Committee, including its management, membership, activities, andstructure. □ The management section should define reporting lines and decision-making power of the Committee. □ The Committee members should include managers and employees, people from different departments, and people with specialized skills, such as planning, procurement, and occupational health and safety. □ The jobs of the Committee in your company should include environmental and social response activities, plans, meetings, and progress reports.In good practice, the terms of reference should be drafted in consultation with topmanagers, employees, and other stakeholders, such as auditors, people living in thecommunity that is affected negatively by the company’s operations, and safetyinspectors. Consensus among stakeholders on the description of the Committee will putthe Committee in the best position to implement environmental and social responseprogram items. 32
    • □ Step 4. Continuously Strengthen the Focal Points, Places, and Target Areas and the CommitteeJust like with other Environmental and Social Response Program items, the assignmentof Focal Points, Places, and Target Areas alone does not make an Environmental andSocial Response Program. Some ideas to strengthen Environmental and Social FocalPoints, Places, and Target Areas in your company:Establish the Meeting Program for the Environmental and Social CommitteeEstablish a regular meeting program during work hours, and at a convenient time andplace. The major reason for the Committee meetings is to continuously organize andimplement environmental and social response activities in the workplace. Regularmeetings are also essential for ongoing exchange among members, follow up, andteamwork. Some ideas to help you to get started with your Environmental and SocialCommittee’s meetings and activities are included in the Part 3 Resources Section.Strengthen the Environmental and Social Focal Point and or Committee throughAction and following a regular schedule □ Start discussion forums on environmental topics in the cafeteria each week. □ Have weekly or bi-monthly workshops on worker safety. □ Provide HIV/AIDS counseling services. □ Start a Family Day each quarter where you hold environmental education and community activities in your local community. □ Start a recycling program.Other strengthening actions can be innovative ideas to sustain and improve theCommittee. □ Register the Committee as an NGO or an association. Taking this step has helped some Committees to raise funds for acquiring new technologies, receiving specialized training, or paying for baseline assessments and follow up monitoring activities.Provide the Focal Point and or Committee with office space. Companies have used thisas a way to motivate the Focal Point and or Committee and allocate common space forenvironmental and social issue awareness-raising and training activities. 33
    • Part 2.Resources Section 34
    • Step 1. Decide the Types of Environmental and Social Focal Points, Places and TargetAreas to develop and engage Management in the Environmental and Social ResponseCommitment2.1. Environmental and Social Committee Delegation Letter Date___________To: Chair of the Environmental and Social CommitteeSubject: Management Support for the Company Environmental and Social CommitteeAn Environmental and Social Committee with employee members from all levels is abasic requirement of a workplace program to implement effective, sustainable, and costefficient environmental and social responses. It is required to lead, organize, andimplement all parts of the Environmental and Social Response Program in the company,including community relations, outreach, and partnerships. It also serves as the criticallink between management and employees on environmental and social issues.To organize and implement its Environmental and Social Response Program, ourcompany requires an Environmental and Social Committee. This letter is to fullyauthorize you to form the Environmental and Social Committee in the company withrepresentative worker membership according to the terms of reference, as well as toassign you to lead the Committee as Chairperson. In your absence, the Vice-Chairperson will lead the Committee.You will work according to the Committee’s program and report to the General Managereach month on activities, challenges, and progress.Thank you,Name_______________________General ManagerSignature_____________________General ManagerCCAll departments 35
    • Step 2. Assign the Focal Points, Places, and Target Areas in your Company and SelectEnvironmental and Social Committee Members2.2 Assignment of Environmental and Social Focal Points, Places, and Target Areas inyour CompanyThis resource assists you in formally assigning Environmental and Social Focal Points,Places, and Target Areas in your company. Add the appropriate number of Focal Points,Places, and Target Areas for your company, and remember more can be added overtime as the Program develops.Complete the names, job title, and location of your assigned Focal Points, Places, andTarget Areas, and give the reason for choosing that place, person, and target area.Company Name: _________________ Date: _________Focal Persons: Name Job Title Reason1234You can make your own assignment form and add more Focal Persons, as you require. 36
    • Focal Places: Location Reason1234Add more locations, as you require.Target Areas: Location Reason1234I recognize the above people and places as Focal Points, Places, and/or Target Area forenvironmental and social response activities in my company.Name: __________________________________ Date:_________General Manager 37
    • Step 2. Assign the Focal Points, Places, and Target Areas in your Company and SelectEnvironmental and Social Committee Members2.3 Environmental and Social Committee Member Assignment FormThis document can be used to formally assign Environmental and Social Committeemembers in your company.The main Environmental and Social Committee can include eight (8) to ten (10) people.In good practice, the members may include: managers, employees from alldepartments, interest groups, and people with specialized skills such as auditing andplanning. Examples are the Human Resources Manager, the Health and Safety Officer,the labor union representative, the company Head Engineer, a leader from thecommunity, the Budget Officer, and young workers.List your Environmental and Social Committee members here:Company Name:____________________________________Committee Name:___________________________________Members: Position in Name Job Title in Signature Committee Company 38
    • I hereby support the above individuals as members of our company’s Environmental andSocial Committee.Name_______________________ Signature_______________General Manager 39
    • Step 3. Describe the Activities and Purposes of the Focal Points, Places, and Target Areasand describe the Environmental and Social Committee and Establish the MeetingProgram for the Environmental and Social Committee2.4. Terms of Reference for Environmental and Social Focal PersonsThis resource is an example of a terms of reference, or a job description, of anEnvironmental and Social Focal Person in a Human Resources position. Thequalifications, management, and activities of the Focal Person will vary depending onthe type of Focal Person and your company’s situation. You can make a shortdescription like this for every Focal Person in your company. Qualifications: □ Background in accounting, auditing, environmental engineering, environmental and social standards, community outreach, or a related field. □ Interest to continue his/her professional development in business-related environmental and social impacts and responses, specifically in environmental management systems, environmental assessments, business- community relations, and health and safety workplace issues. □ Willing to engage in continuous self-learning on environmental, health and safety, and community issues affecting the workplace and the broader community. □ Good communication and leadership skills. Management: □ This position will be assigned in writing by management. □ Reports to and advises the Environmental and Social Committee on environmental and social issues related the company every month. □ Commits to providing updated communication and/or training material, as appropriate. Major Activities: □ Conduct an environmental and social impact assessment of the company and report back to the Environmental and Social Committee. □ Develop and conduct an environmental and/or worker health and safety training day. □ Develop an initiation program on the company’s environmental and social program, policy, and commitment for new employees. 40
    • Step 3. Describe the Activities and Purposes of the Focal Points, Places, and Target Areasand describe the Environmental and Social Committee and Establish the MeetingProgram for the Environmental and Social Committee2.5. Terms of Reference for the Environmental and Social CommitteeThis document is to help you describe the Environmental and Social Committee in yourworkplace, including its 1) membership, 2) management, and 3) major activities. Use itas a guideline to write the terms of reference for your company’s Environmental andSocial Committee.Company Name____________________________ Date__________1. Committee MembershipThe Committee has ____ number of members. The positions are (Chairperson, Vice-Chairperson, Secretary, Treasurer,etc.):____________________________________________________________________________________________________________________________________________________________________________________________________________________________Members represent persons from: □ Management □ Young workers □ All departments □ The community □ The labor union □ The Health and Safety Committee □ The Auditor Office □ The Budget Office □ Environmental engineers □ Other(s)___________________________________________________________ _____________________________________ 41
    • 2. Committee ManagementMembers are elected by ___________________________. Each member is assigned bymanagement, and his/her job description will be adjusted to consider theenvironmental and social responsibilities. The Committee Chairperson reports to theGeneral Management on a monthly basis, and is delegated to lead democratic decision-making on all environmental and social response issues in the company.Other____________________________________________________________________________________________________________________________________________________________________3. Committee Major ActivitiesThe Committee will meet _____ time(s) per month. It will organize and implement ALLenvironmental and social response activities in the company workplace and thecommunity. _______________ time is allocated per week to organize, implement, andmonitor environmental and social activities and decisions.Members will: prepare Action Plans, reports, and proposals for all environmental andsocial response activities; organize, implement and monitor different types of innovativeenvironmental and social activities, programs, or linkages that fit the company; followgood practice and make use of existing resources in the workplace and community;attend trainings and engage in self-learning on environmental and social issues; serve asrole models for environmental and social issues in the company; network to shareexperiences on environment, health, and community relations and business, and; serveas advisers to the company’s management, labor union, and community onenvironmental and social issues.Other____________________________________________________________________________________________________________________________________________________________________General Manager Name____________ Signature____________Labor Union Name____________ Signature____________Committee Name____________ Signature____________ 42
    • Step 4. Continuously Strengthen the Focal Points, Places, and Target Areas andStrengthen the Environmental and Social Committee through Action2.6. Getting the Environmental and Social Committee StartedBelow are discussion ideas, actions, and objectives to help you to start theEnvironmental and Social Committee in your company. Following the suggestions canhelp the Environmental and Social Committee to become an active force in thecompany. Results can evolve over time and with regular meetings and action.Getting Started: Discussion Idea Action Points AchievementDevelop a meeting Decide on a meeting The Environmental andschedule schedule to start the Social Committee has a Committee’s work. Include regular meeting schedule. the meeting time, place, duration, frequency, speakers, and an agenda (topics).Identify work activities The Committee can allocate The Environmental and monthly work assignments Social Committee has an to implement the active work plan. environmental and social responses in the company. Include timelines and specific tasks for each member.Develop a guideline for the The Committee guideline The Environmental andEnvironmental and Social can put together all the Social Committee has aCommittee information on the guideline that is followed operations of the for each of its activities. Committee, including its structure, meeting program, Subcommittees, member job descriptions, strategy, money handling, etc. 43
    • Develop your Partnerships Identify partners and other A list of partners andand Community Relations organization that can resources to start your support the work of your work. committeeMeetings of the Environmental and Social Committee:The Committee can use meetings to discuss how to take action on specificenvironmental and social responses in the company, such as environmental education,training for a new operational procedure, how to implement the company’sEnvironmental and Social Action Plan, inviting a guest expert on soil types, etc. Keep inmind that a Committee should try to problem-solve, rather than ONLY identifychallenging environmental and social issues.The Committee consists of ACTIVE PROBLEM-SOLVERS! 44
    • Part 3. Environmental and Social Response Planning and Strategizing:Environmental and Social Issues Capabilities Assessment and Situation Analysis 45
    • Steps for ActionIt is important to understand the environmental and social issues that are relevant toyour company. Then, you can plan, organize and implement actions to effectivelyaddress these issues and your situation.Key Steps for Action to analyze your company’s environmental and social situation are:Environmental issues: □ Step 1. Conduct an Environmental Self-Assessment.Social issues: □ Step 2. Conduct a Social Self-Assessment. 46
    • □ Step 1. Conduct an Environmental Self-AssessmentA. Identify Environmental Issues Affecting your CompanyB. Identify Environmental Response Gaps in your CompanyC. Capabilities AssessmentD. Review the Available Resources for your Environmental ResponseA. Identify Environmental Issues Affecting your Company In the beginning of your environmental response planning, you can use rapid methods to identify potential environmental risks and vulnerabilities facing your company. As the program grows, information on environmental vulnerabilities, risks and costs should also come from environmental response monitoring and evaluation activities and workplace studies. Identify the priority environmental issues to address in your company’s environmental response planning using the resource in the Part 3i Resources Section. It also helps you identify who your company wants to target with its environmental response. □ Group Discussion can provide a rapid analysis of the environmental situation in your company. Your company’s environmental response Action Plan can then include actions to help change identified issues. A tool in the Part 3i Resources Section can guide group exchange. It asks you to identify 3 priority issues to address in the next 6 months, as well as 3 priority issues to address in the next 1-2 years. □ Company Self-Assessment is another way to rapidly identify potential vulnerability and environmental risk factors facing your company (please refer to the Part 3i Resources Section).B. Identify Environmental Response Gaps in your Company Many companies have already implemented environmental responses. For example, some companies may already be recycling or using more energy efficient technology, and an Environmental and/or Occupational Health and Safety Committee may already be set up. Existing experiences, whether big or small, active or inactive, can inform planning by further helping you to identify program items to improve on, challenges to tackle, and gaps in your company’s environmental response planning. □ List some response gaps/needs to address in your company’s environmental response planning (refer to the resource in the Part 3i Resources Section). □ Group Discussion further helps you to think about environmental actions needed in your company. 47
    • Environmental o Does your company have an organized management structure for addressing environmental issues? o Does your company have an internal and external environmental awareness- raising and communication plan? o Are environmental issues and responses addressed in the daily operations in your company? o Has your company identified key partners to assist with resource and cost- sharing of environmental responses? What about technical assistance? o Has your company documented your environmental achievements and performance? o What is missing from your actions?C: Environmental Capabilities AssessmentThe objective of an Environmental Capabilities Assessment is to compile data that willprovide an overview of certain characteristics of your company. This allows yourcompany to identify risk factors regarding environmental issues, and to identify areas ofopportunity where environmental responses can be integrated and developed.The most effective programs will leverage existing capabilities, so answers should reflectthe current situation within your company, as this will form the basis for action for yourcompany’s environmental responses.You can conduct an environmental capabilities assessment for your company using theresource in the Part 3i Resources Section.Adapted from: International Finance Corporation, IFC Against AIDS, “HIV/AIDS and theWorkplace: Company Self-Assessment Form and Company Capabilities”.D. Review the Available Resources for your Environmental ResponseEnvironmental response planning should consider new and creative ways of usingexisting resources in your company and community. Improving how you use/accessresources can help your company to run, facilitate and support environmental responseprogram items, and make environmental response program development moresustainable and cost-effective. □ List resources for your company’s environmental response planning (refer to the Part 3i Resources Section). 48
    • □ Group Discussion: Use the questions below to further discuss how to best use/access resource to assist environmental response program development in your company. This activity will also build team work for planning. □ What resources will be needed for your company’s Environmental Response Program? Typically, this might be in terms of fund allocation, but companies also have many non-cash resources that can be used for environmental response program development. □ What resources can your company contribute to its Environmental Response Program? Think of resources already existing in your company for information capturing and awareness-raising, office space, material resources, expertise, budget lines, and existing standards and codes. How can these resources be used for your environmental response activities? □ What resources will you seek from partners? Think of your business partners, your business association, your labor union, and any partners from government, civil society and the community. Partnering can help a company to access additional or new expertise, knowledge and resources on new technologies or techniques, and important contacts for your Environmental Response Program development. 49
    • □ Step 2: Conduct a Social Self-AssessmentA. Identify Social and Community Issues Affecting your CompanyB. Identify Social Response Gaps in your CompanyC. Capabilities AssessmentD. Review the Available Resources for your Social ResponseA. Identify Social and Community Issues Affecting your Company In the beginning of your social response planning, you can use rapid methods to identify potential social risks and vulnerabilities facing your company. As the program grows, information on social vulnerabilities, risks and costs should also come from social response monitoring and evaluation activities and workplace studies. Identify the priority social and community issues to address in your company’s social response planning in the Part 3ii Resources Section. This also helps you identify who your company wants to target with its social response. □ Group Discussion can provide a rapid analysis of the social situation in your company. Your company’s social response Action Plan can then include actions to help change identified issues. A tool in the Part 3ii Resources Section can guide group exchange. It asks you to identify 3 priority issues to address in the next 6 months, as well as 3 priority issues to address in the next 1-2 years. □ A Company Self-Assessment is another way to rapidly identify potential vulnerability and risk factors facing your company (please refer to the Part 3ii Resources Section).B. Identify Social Response Gaps in your Company Many companies have already implemented social responses. For example, some companies may have set up an HIV/AIDS Committee, offer advanced training, or hold a community day. Existing experiences, whether big or small, active or inactive, can inform planning by further helping you to identify program items to improve on, challenges to tackle, and gaps in your company’s social response planning. □ List some response gaps/needs to address in your company’s social response planning (refer to the Part 3ii Resources Section). □ Group Discussion further helps you to think about social actions needed in your company. o Does your company have an organized management structure for addressing social issues? 50
    • o Does you company have an internal and external awareness-raising and communication plan for key social and community issues? o Are social issues and responses mainstreamed into daily operations in your company? o Has your company identified key partners to assist with resource and cost- sharing of social responses? What about for community outreach activities? o Has your company documented your community and social related achievements and performance? o What is missing from your actions?C: Social Capabilities AssessmentThe objective of a Social Capabilities Assessment is to compile data that will provide anoverview of certain characteristics of your company. This allows your company toidentify risk factors regarding social issues, and to identify areas of opportunity wheresocial responses can be integrated and developed.The most effective programs will leverage existing capabilities, so answers should reflectthe current situation within your company, as this will form the basis for action for yourcompany’s social responses.Conduct your company’s social capabilities assessment using the resource in the Part 3iiResources Section. D. Review the Available Resources for your Social ResponseSocial response planning should consider new and creative ways of using existingresources in your company and community. Improving how you use/access resourcescan help your company to run, facilitate and support social response program items,and make social response program development more sustainable and cost-effective. □ List resources for your company’s social response planning (refer to the Part 3ii Resources Section). □ Group Discussion: Use the questions below to further discuss how to best use/access resource to assist social response program development in your company. This activity will also build team work for planning. □ What resources will be needed for your company’s Social Response Program? Typically, this might be in terms of fund allocation, but companies also have many non-cash resources that can be used for social response program development. 51
    • □ What resources can your company contribute to its Social Response Program? Think of resources already existing in your company for information capturing and awareness-raising, office space, material resources, expertise, budget lines, and existing standards and codes. How can these resources be used for your social response activities?□ What resources will you seek from partners? Think of your business partners, your business association, your labor union, and any partners from government, civil society and the community. Partnering can help a company to access additional or new expertise, knowledge and resources on new technologies or techniques, and important contacts for your Social Response Program development. 52
    • Community ActivitiesCommunity activities stem from your company’s involvement in society at local,national, regional, and even international levels. You can work with communityactivities in many different ways.Your company may have many different reasons for wanting to get involved with itscommunity. For example, your company might want to engage in community activitiesto: • Make your company an attractive workplace for employees and make current employees proud of their workplace. • Create new business opportunities. • Contribute to compiling new experience and learning in your company through working with organizations and areas in which your company has not operated before. • Ensure the availability in your community of resources you need – qualified labor or development opportunities for partnership businesses.You can use the tools in part 3ii when you are considering engaging in communityactivities. 53
    • Part 3 i.Environmental Resources Section 54
    • Step 1. Conduct and Environmental Self-Assessment(A)3.1 i Identifying Priority Environmental Issues in your CompanyThis resource can help you to list priority environmental issues to address in yourcompany’s environmental response planning.Using the checklist below, formulate your individual priority list of environmental issuesfacing your company. Then, please check the items for which there is group consensusthat this is a key priority issue that needs to be addressed in your company.Individually, and then as a group, check the top four (4) issues that you identify aspriority environmental issues that your company should address. At the end, check allthe target groups that you want to reach.What environmental My Commonissues does your Choice Agreementcompany want toaddress? √ √ Sustainable Natural Resource Management Environmental Rehabilitation Biodiversity Conservation Pollution Abatement Global Warming Desertification Energy Issues Transportation Wastewater Solid Waste Management OtherWho does yourcompany want totarget with itsenvironmental 55
    • responses? Leaders and top management in the company All employees and staff Suppliers Buyers Consumers Local community Other Your choice:_________________________ _______________________________ _________________________ 56
    • Step 1. Conduct and Environmental Self-Assessment(A)3.2 i Group ExchangeThere are many environmental issues and activities for a company to consider. Whatare the most critical ones for your company? Please identify three (3) immediate orshort-term priorities (next 6 months) and three (3) long-term priorities (next 1-2 years).Short Term Priority 1 (Next 6 Months)________________________________________________________________________________________________________________________________________________________________________Short Term Priority 2 (Next 6 Months)________________________________________________________________________________________________________________________________________________________________________Short Term Priority 3 (Next 6 Months)________________________________________________________________________________________________________________________________________________________________________Long Term Priority 1 (Next 1-2 Years)________________________________________________________________________________________________________________________________________________________________________Long Term Priority 2 (Next 1-2 Years)________________________________________________________________________________________________________________________________________________________________________Long Term Priority 3 (Next 1-2 Years)________________________________________________________________________________________________________________________________________________________________________ 57
    • Step 1. Conduct and Environmental Self-Assessment(B)3.3 i Company Environmental Self-AssessmentCompany OperationsThis resource can help you to compile data on environmental risk factors in and/orfacing your company. It can assist you in identifying issues that can be addressed withinyour environmental response program. It serves as an assessment and analysis of yourcompany’s current situation. You will be able to use this as a baseline to measure theimpacts that your environmental response program has on these same issues onceimplementation begins.* The following resources are adapted from Integrated Environmental ManagementSystems: Company Manual Template for Small Businesses, United States EnvironmentalProtection Agency; Office of Pollution Prevention and Toxics, December 2000.Identification of Environmental, Health and Safety IssuesWhyIn order to understand and manage actual and potential environmental impacts, yourcompany needs to identify the basic manufacturing and supporting operations that arerelevant for your environmental response program. You should also, if relevant, identifythe health and environmental concerns related to particular chemicals used in yourcompany’s operations, if relevant.Who and how □ The company focal point and or committee chair (described in detail in Part 2 of this Manual): o Identify the basic manufacturing and supporting operations that are relevant for the environmental response program. o Develop an input/output diagram. o Assess the companies’ environmental impact and their actual or potential impacts (quantified to the extent possible) and list them by operation. o If an operation involves the use of a potentially harmful chemical (s) or substance (s), the focal point and or committee chair is responsible for researching the known health and environmental concerns, and then listing these.On the next pages you will find the resources to do all the suggested steps above. 58
    • How oftenThis procedure is repeated annually to ensure that any new environmental, health, andsafety issues are identified.ReportingRecords of all these information are maintained by the focal point and or committeechair. 59
    • Step 1. Conduct and Environmental Self-Assessment(B)3.4 i Basic and Supporting OperationsUse the space below to identify the basic (manufacturing) and supporting operations inyour company that are relevant to your environmental response program. List thembelow:Such as suppliers, distribution channel, etc.1.2.3.4.5.6.7.8.9.10.Contact Person: _____________________________Date Completed: _____________________________* From Integrated Environmental Management Systems: Company Manual Template forSmall Businesses, United States Environmental Protection Agency; Office of PollutionPrevention and Toxics, December 2000 60
    • Step 1. Conduct and Environmental Self-Assessment(B)3.5 i Input/Output DiagramsRecord your input/output flows of materials into diagrams to make the process easier.Use the sample diagrams below to help you– one for an office operation, and the otherfor a manufacturing operational activity in your company. These are meant as examplesand may be different in your company. Example: Input-Output Diagram for Office Operations Paper Printed Documents Energy Copying Waste Paper Toner Used Toner Odors Example: Input-Output Diagram for a Manufacturing OperationChemicals Chemical WasteMaterials Manufacturing Materials WasterEnergy Step Waste WaterWater Air Releases Product for Next Step 61
    • Can you draw an input/output diagram for a part of your company’s operations?Think of an important part. Product or Service Component Parts* From Integrated Environmental Management Systems: Company Manual Template forSmall Businesses, United States Environmental Protection Agency; Office of PollutionPrevention and Toxics, December 2000 62
    • Step 1. Conduct and Environmental Self-Assessment(C)3.6 i Company Environmental Self-AssessmentThink more about the environmental impacts of your operations.The environmental aspects of your operations can be listed in the following table: Environmental Concern Operation Input/Output (quantify if readily possible) Environmental Impact* From Integrated Environmental Management Systems: Company Manual Template for Small Businesses, United StatesEnvironmental Protection Agency; Office of Pollution Prevention and Toxics, December 2000 63
    • Step 1. Conduct and Environmental Self-Assessment(C)3.7 i Health, Safety, and Potential Environmental ConcernsIf an operation involves use of a potentially harmful chemical (s) or substance (s), the focal point and or committee chair isresponsible for researching the known health and environmental concerns. You can use this table to start your research: Regulatory Data Human Health Effects Effects on Wildlife or by Pathways Acute Other Environmental RankWork and Chronic EffectsActivity/Chemical Environmental Concern Information Source Carcinog en? Permissi ble E Volatile Organic C Toxic Releases ? Inhalatio n Dermal Ingestio n Air Water Land Safety Concerns Human Environ mentContact Person: ____________________ Date: _________________* From Integrated Environmental Management Systems: Company Manual Template for Small Businesses, United StatesEnvironmental Protection Agency; Office of Pollution Prevention and Toxics, December 2000 64
    • Step 1. Conduct and Environmental Self-Assessment(C)3.8 i Exposure to Chemicals and MaterialsIf an operation involves use of chemicals and materials, the focal point and or committee chair is responsible for researching theknown environmental concerns and their exposure. You can use this table to start your analysis: Exposure How are they exposed? Who is exposed?Operation Environmental Quantity Time Personal Concern Used Protective per Equipment Time How How Human Environmental Workers Community Environment Period long? often? (inhalation, (air, water, dermal, land) oral)Contact Person:________________________ Date: ___________________* From Integrated Environmental Management Systems: Company Manual Template for Small Businesses, United StatesEnvironmental Protection Agency; Office of Pollution Prevention and Toxics, December 2000 65
    • Step 1. Conduct and Environmental Self-Assessment(D)3.9 i Company Environmental Self-Assessment Company CapabilitiesLeadershipBy reviewing commitment to environmental management through leadership, your companycan ensure commitment at all levels and an “environmentally responsible” company culture. 1. Are senior managers involved in environmental issues and management? Are they involved in setting environmental objectives and monitoring targets? 2. Does senior management promote a positive company culture towards environmental issues? 3. Do senior managers communicate your company’s environmental performance to all levels?Organization and TrainingBy reviewing your company’s policies, training programs, resources and documentationprocesses, your company can ensure that your environmental goals are being met in the mostefficient way.1. Is there a document for employees describing your company’s policies? How/when is thisinformation communicated to employees?2. What are the training programs, if any, that already exist? What topics do they cover? Howlong does each training program take? Where does it take place? Are these group or individualtraining sessions? Are they for existing employees or new employees, or both?3. What are your company’s environmental programs, if any? Do all employees know aboutyour company’s environmental programs? What is the human resources capacity for theseprograms? Is there one person or a group of people, for example, who is responsible for yourcompany’s environmental programs and activities?Operations, Products, and ServicesBy reviewing your company’s operations and activities, you can ensure that environmental risksrelating to operations, products, and services are identified and evaluated, and that risk-reducing measures are developed. 1. Does your company have management processes for the identification, assessment, control, and mitigation of environmental hazards and effects associated with your activities? What are they? 66
    • 2. Does your company perform environmental risk assessments? Hazard assessments? 3. What is your company’s approach to waste management? Make sure to consider solid waste, energy, organic and inorganic chemicals/fertilizers, and water. 4. Does your company recycle? Does your company use recycled products or used products as its primary materials? 5. Has your company adopted an environmental management system (e.g. ISO 140001) or another type of voluntary regulation system? 6. Does your company maintain an environmental manual or operations manual that describes in detail your company-approved environmental practices related to work activities? 7. Does your company have an emergency response system in place? Does it cover environmental or hazardous waste disasters?Monitoring and Evaluation 2. Are there any systems in place to record and analyze environmental information? If so, what is that system, and could this system be used /extended to monitor and analyze additional environmental activities and responses? 3. Are there systems in place to investigate hazardous environmental incidents, accidents, or near-misses?Adapted from: • First Point Assessment (FPAL), http;//www.fpal.com • International Finance Corporation, IFC Against AIDS, “HIV/AIDS and the Workplace: Company Self-Assessment Form and Company Capabilities”. 67
    • Step 1. Conduct and Environmental Self-Assessment(D)3.10 i Response Needs/Gaps and Resources for Company Environmental Response PlanningUse the questions below to identify needs and gaps in your environmental responses, andavailable resources for environmental response program development. The examples are justto help you get started. Your answers can then inform your environmental response actionplanning.What are important environmental response needs/gaps in your company? E.g.: □ Leadership commitment to environmental issues and responses. □ Regular management involvement in environmental issues. □ An environmental policy. □ Awareness and procurement of more efficient, cleaner technologies and/or techniques. □ Awareness and sensitization among employees.What are some resources that you can use for your company’s environmental response? E.g.: □ Office space for your company’s focal point and or committee chair. □ A company budget line can be allocated for environmental response program development. □ The company can form a business linkage with another company to acquire needed skills. 68
    • Part 3ii.Social Resources Section 69
    • Step 2. Conduct a Social Self-Assessment(A)3.1. ii Identifying Priority Social Issues in your CompanyThis resource can help you to list priority social issues to address in your company’s socialresponse planning.Using the checklist below, formulate your individual priority list of social issues in yourcompany. Then, please check the items for which there is group consensus that this is a keypriority issue that needs to be addressed in your company.Individually, and then as a group, check the top eight (8) issues that you identify as prioritysocial issues that your company should address. At the end, check all the target groups thatyou want to reach.What social issues My Commondoes your company Choice Agreementwant to address? √ √ Transparency and Accountability Anti-corruption Supply Chain Standards Training and Educations HIV/AIDS Other Diseases Occupational Health and Safety Human Rights Labor Rights Child Labor Migrant Labor Gender Equality Equal Opportunity Worker Benefits Community Relations Indigenous Peoples Partnerships Community Health, Safety and Security 70
    • Cultural Heritage Land Acquisition and Involuntary ResettlementWho does yourcompany want totarget with its socialresponses? Leaders and top management in the company All employees and staff Suppliers Buyers Consumers Local community Other Your choice:_________________________ _______________________________ _________________________ 71
    • Step 2. Conduct a Social Self-Assessment(A)3.2 ii Group ExchangeThere are many social issues and activities for a company to consider. What are the mostcritical ones for your company? Please identify three (3) immediate or short-term priorities(next 6 months) and three (3) long-term priorities (next 1-2 years).Short Term Priority 1 (Next 6 Months)________________________________________________________________________________________________________________________________________________________________________Short Term Priority 2 (Next 6 Months)________________________________________________________________________________________________________________________________________________________________________Short Term Priority 3 (Next 6 Months)________________________________________________________________________________________________________________________________________________________________________Long Term Priority 1 (Next 1-2 Years)________________________________________________________________________________________________________________________________________________________________________Long Term Priority 2 (Next 1-2 Years)________________________________________________________________________________________________________________________________________________________________________Long Term Priority 3 (Next 1-2 Years)________________________________________________________________________________________________________________________________________________________________________ 72
    • Step 2. Conduct a Social Self-Assessment(B)3.3 ii Response Needs/Gaps and Resources for Company Social Response PlanningUse the questions below to identify needs and gaps in your social responses, andavailable resources for social response program development. The examples are just tohelp you get started. Your answers can then inform your social response actionplanning.What are important social response needs/gaps in your company? E.g.: □ Leadership commitment to social issues and responses. □ Regular management involvement in social issues. □ A company policy, such as on gender or HIV. □ Provision of social assistance for workers and their families. □ Awareness and sensitization among employees.What are some resources that you can use for your company’s social response? E.g.: □ Office space for your company’s focal point and or committee chair. □ A company budget line can be allocated for social response program development. □ The company can form a business linkage with another company to acquire needed skills and/or infrastructure. 73
    • Step 2. Conduct a Social Self-Assessment(C)3.4 ii Capabilities Assessment (Social)Human Resources Processes & CapacityBy reviewing current Human Resources processes and activities, your company can gaina better understanding of existing or new activities in which social responses can beincluded. 1. Is there a document for staff describing your company’s policies? How/when is this information communicated to employees? 2. What are the training programs, if any, that already exist? What topics do they cover? How long does each training program take? Where does it take place? Are these group or individual training sessions? 3. What are the social and community programs of your company, if any? Do all employees know about your company’s social and community programs? What is the human resources capacity for social and community programs? Is there one person or a group of people, for example, who is responsible for the social and community programs and activities in your company? 4. Are there any systems in place to record and analyze staff data? If so, what is that system, and could this system be used/extended in order to monitor activities and progress of social and community activities and responses?Social: Internal and External EvaluationsBy performing an assessment of existing social and community-related responses andactivities, both internal and external, your company can begin to identify possibleactivities that can be extended or intensified. Additionally, your company can identifypotential partners within the community to act as service providers in terms ofdeveloping and implementing social and community services and activities within theframework of your company’s social response program. Also, the community in whichyour company operates may provide insight into opportunities and possible limitationsof implementing social responses and activities.Internal Evaluation 1. Does your company have a social and/or community relations policy? How is it communicated to employees? 2. What has your company done so far in terms of addressing on social issues? Is there a budget for incorporating social and community-related changes in your company’s operations and/or social responsibility activities? 74
    • 3. Does your company work with NGOs already? Does your company have business linkages to other companies that can provide technical assistance for social and community challenges?External Evaluation 1. What is the general awareness about social issues and community relations in the community in which your company operates? What is your basis for judgment/evaluation? 2. Are there any NGOs working on social and/or community issues in your community? Any public/government awareness-raising campaigns? What are they? 3. Is there another company in your area that has a social response program in place? Are there any social response programs in place at a mother or sister company? Are there any social or community initiatives that are supported by your business or industry associations or chamber of commerce? 4. What is the relationship with the community as a whole and how is your company seen by the community? 5. Are there any national/local laws or regulations that regulate emissions, worker safety, and social protection? If so, what are they? Are they regularly enforced? Are there incentives for compliance? What are these incentives?Adapted from: International Finance Corporation, IFC Against AIDS, “HIV/AIDS and theWorkplace: Company Self-Assessment Form and Company Capabilities”. 75
    • Step 2. Conduct a Social Self-Assessment(D)3.5 ii Clarification Form for Community ActivitiesWhen engaging in the community, your company should carefully select activities thatagree with your core business and values. This approach will ensure the most efficientuse of your resources, so that both the local community and your company will benefitmost from the work.Use the form below to get started. Comments 1. Consider the aim of engaging in the community: - Improve your company’s reputation in the community - Remedy specific problems in the community - Improve awareness of your company in the community - Influence the community - Network in the community - Create a new business models that benefit the community - Other 2. What are some of the ways your company is already active in the community? 3. Determine who should initiate the activities in the community: - Management - Specific employee or Focal Point - Other 4. Identify your options for community activities: - Specific problems in the community which your company is in a position to remedy. - Cooperate with NGOs on specific issues. - Support local sports clubs - Cooperate with local schools. - Other 76
    • 5. Assess and prioritize in which areas your company would best be able to support the community in light of the goal you wish to reach.6. Set up concrete goals for the support your company will give.7. Evaluate whether, by supporting the community, your company achieved the selected goals. 77
    • Step 2. Conduct a Social Self-Assessment(D)3.6 ii Assessment Model for Community ActivitiesYou can use the tool below to evaluate your community activities. You can also use thisfor reporting purposes, and to communicate what you have achieved. Input Output Resources from Resources from Benefit for the Benefit for your the company other sources community business (services, time, than your (e.g. number of or money) company people reached, etc.)Charity/DirectGivingInvestments inthe CommunityInitiativesin/Partnershipswith theCommunityActivities thatrelate tobusiness butalso benefit thecommunity 78
    • Part 4.Environmental and Social Policy Development 79
    • Steps for ActionThe objective of an Environmental and Social Policy is to agree on a framework for allactions in the workplace to address environmental and social issues and manage yourcompany’s responses. It is particularly important that the policy: • Fits with national regulations and requirements. • Explains the company’s environmental and social response. • Sets a standard of behavior for people in the company. • Sets a standard of operation for the company. • Informs and trains employees and relevant stakeholders about new procedures and operations. • Guides environmental and social response planning and program development in the company.Below are recommended Steps for Action for Environmental and Social PolicyDevelopment in a company: □ Step 1. Establish an Environmental and Social Policy Focal Point or Working Group. □ Step 2. Learn about Good Practices for Environmental and Social Policy Development. □ Step 3. Develop the Company’s Environmental and Social Policy. □ Step 4. Consult the Stakeholders on the Environmental and Social Policy. □ Step 5. Approve the Environmental and Social Policy. □ Step 6. Communicate and Implement the Environmental and Social Policy.An Environmental and Social Policy is a living document that should make thecompany proud. 80
    • □ Step 1. Establish an Environmental and Social Policy Focal Point or Working GroupThis is a workplace group assigned to develop the Environmental and Social Policy. Forlarge companies, members should include three (3) to five (5) persons with skills andexperiences that can help the policy development, such as an auditor, a companyengineer, a Human Resources representative, and a planning expert. Typically, thegroup includes a focal person led by the General Manager. A resource is provided in thePart 4 Resources Section to help you establish your Environmental and Social Policyworking group in your company.Idea: In the first meeting, the Environmental and Social Policy working group candevelop a work plan to identify the work activities, responsibilities, and timeline fordeveloping the company’s Environmental and Social Policy. Future meetings can be ona specific policy development activity or action. 81
    • □ Step 2. Learn about Good Practices for Environmental and Social Policy DevelopmentIt is important, useful, and time-saving to know what information, resources, and goodpractices are already available. The Policy working group should learn aboutenvironmental and social issues affecting their community, caused by their company’sand sector’s operations, and what can be done to mitigate negative effects. It isimportant to research environmental and social policy and program development inother companies; search the Internet for resources, and; ask other companies, expertsand your business associations for materials on environmental and social policy.You can also review the Generic Policy in the Part 4 Resources Section to help get youstarted. 82
    • Step 3. Develop the Company’s Environmental and Social PolicyThe policy should be drafted to fit your company’s situation. Sections can be adaptedfrom international guidelines and other companies’ examples. There is no single policytype that works for all companies.The policy may include the following sections: • Background information • A general statement • Guiding principles on environmental and social standards in the workplace • A framework for environmental and social program development in the company • Guidelines for implementation and monitoring of the policy and workplace program • A description of the budget and finances for the policy and workplace programThe language of the policy should be clear and understandable to all workers. You maywish to make the policy available in English and your local language. Refer to the Part 4Resources Section for further guidance in drafting your Environmental and Social Policy.Scope and content of the Policy: The scope and content of the Policy will depend on thecompany’s size, needs and resources. Beneficiaries of the Policy should be clearedspecified: workers, worker’s families, contractors, suppliers, and community members,for example. 83
    • Step 4. Consult the Stakeholders on the Environmental and Social PolicyShare the draft Environmental and Social Policy with managers, workers, and anyoneelse who can provide you with comments on the Policy. Consultation can happen byholding a group discussion on the Environmental and Social Policy, one-on-oneinterviews, or by asking key people for their input. It is also useful to hold a meeting onthe Policy with external experts, e.g. from your Business Association. 84
    • □ Step 5. Approve the Environmental and Social PolicyThe final draft of the Policy should, at this time, be presented for management approval.Management should approve the document by official stamp and signature. 85
    • □ Step 6. Communicate and Implement the Environmental and Social PolicyThe final Policy should be presented and communicated in different ways to all workers.For example, a Policy can be communicated over mini-media, in lunchroom discussiongroups, in a newsletter, on posters, and/or in a staff meeting. The responsible persons,typically the Policy working group and Focal Persons, should then start to implement theEnvironmental and Social Policy by taking action on the described principles, standards,and activities.The communication strategy should clarify:The target audiencessuch as the beneficiaries of the policy.The communication objectivese.g. to explain to employees and other beneficiaries the environmental and socialworkplace policy and the goals, objectives and activities of the environmental and socialprogram; to reassure them about company’s intentions; to guarantee employees’ rightsin relation to health, safety, etc.The communication messagescorresponding to each objective. The same messages should be conveyed to all,ensuring consistent communication.The modes, channels and sequences of communicatione.g. launch meeting, mini-media, billboard notice, mailing, newsletter article,discussions with supervisors, health and safety team, etc.The people responsible for communicating the policyand program at the various company levels (e.g. senior and middle management, focalpoints, union leaders, supervisors, health and safety team, etc.), and their trainingneeds.The workplace policy should be written and communicated in simple words, in order tobe easily understandable by its beneficiaries.The responsible persons, typically the focal person or working group, should then startto implement the policy by taking action on the described principles, rights andenvironmental and social activities. 86
    • Part 4.Resources Section 87
    • Step 1. Establish an Environmental and Social Policy Working Group4.1 Forming an Environmental and Social Policy Working GroupThis resource guides the process of assigning members of the Environmental and SocialPolicy working group in your company. □ The members of the Environmental and Social Policy working group should include three (3) – five (5) persons from your company. □ It is good practice for the leader of the group to be your company’s General Manager or someone who he/she delegates. Members may include an auditor, a company engineer, a Human Resources representative, or a planning expert. □ Typically, the selected persons are also Environmental and Social focal persons in the company, have an interest in environmental and social issues, and have relevant skills or experiences for participation in policy development.Complete the name and job title of the Environmental and Social Policy members, aswell as one reason for choosing each person.Company Name: ________________________________Policy Members: Name Job Title Reason for choosing person 1. Leader 2. Members 3. 4. 5.Signature: __________________________ Date:______________General Manager 88
    • Step 2. Learn about Good Practices for Environmental and Social Policy Development.4.2 Generic Policy1. Policy BackgroundToxic wastewater produced by Company ABC’s operations is a critical concern thatnegatively affects the health of Company ABC’s employees and community, as well as itssurrounding natural resources. Impacts on the company include low workplaceproductivity because of employee ill health and absenteeism, regulatory costs, medicalcosts, and poor relations with the surrounding community. Impacts on the communityinclude increased negative health problems, a polluted environment, lack of potablewater, and lowered local productivity because of adverse affects on agriculture.Company ABC’s Environmental and Social Policy is integrated into its business strategyand operations. The Policy will be in line with national requirements and regulations,including those of the National Environmental Management Agency, Ministry of NaturalResources, Ministry of Labor, Business Coalition, and organizations in the communitywhere the business operates. The Policy also follows international guidelines of theInternational Labour Organisation (ILO) and the Global Reporting Initiative (GRI).2. General StatementFrom: Gannett Co., Inc. http://www.gannett.com/investor/governance/environ.htmIt is Company ABC’s policy to operate its business as a responsible company committedto sound environmental management and with concern for the well-being of ourcommon environment and community. Our goal is to ensure that company facilities andoperations are in compliance with national and local environmental, health, and laborstandards. We believe that an appropriate balance can and should be achievedbetween environmental and social goals, and economic growth. We intend to be aleader in responsible environmental and social management. This requires eachCompany ABC employee to participate in and accept responsibility for achieving thefollowing goals: □ Operation of our facilities in an environmentally sound manner. □ Safe handling of production materials and byproducts. □ Conservation and recycling of raw materials and reduction in the amount of waste generated by the company’s production processes.The company’s commitment to these goals includes the following specific elements: □ All Company ABC facilities and offices will operate in an environmentally and socially responsible manner and in compliance with environment, health, and labor laws and regulations. 89
    • □ Company ABC will maintain compliance programs to inform and train employees in the performance of their duty to fulfill the company’s environmental and social policies. □ Through audits and other means, the company will monitor operations to help assure that practices in our workplace conform to our policies. □ Company ABC management will make environmental and social responsiveness and resource conservation an integral part of business management, and will support finding sound solutions to such environmental and social challenges as they arise.Company ABC us expected to manage its activities in a manner that will achieve thegoals of its Environmental and Social Policy. Each Company ABC employee is expectedto work towards these goals and is encouraged to advise his or her supervisor promptlyof any situation that may be in conflict with this Policy.3. Policy General Principles □ We will conduct our business in ways that protect, preserve and enhance the environment and our community. □ We are committed to integrating responsible environmental programs in daily operations. □ We will support a fair workplace that values diversity, inclusion, training and development, and human rights. □ We will engage with external stakeholders on environmental, social, health, labor, and community issues related to our company.4. Program ComponentsCompany ABC will implement appropriate and sustainable program items for theenvironmental and social response program. □ Create a strong management system through specific program items, such as leadership commitment and training, environmental and social planning and strategizing, creating and organizing an environmental and social focal point or committee in the workplace, and create a mode of reporting on environmental and social issues. □ Support implementation through specific program items, such as internal communication and awareness-raising; training and education; mainstreaming of environmental practices to reduce, re-use, re-design, and recycle resources in the workplace, and; provide health and social assistance programs and services in the workplace. □ Support the extension of the program, business linkages, and market development through activities such as analyzing business networks; external communication and marketing of environmental and social responses; 90
    • development of partnerships with civil society, community groups, government, business groups, and other companies; community relations and outreach activities, and; fund-raising and/or social fund development. □ Create programming for monitoring and documenting environmental and social responses through program items, such as creation of a manual or resource guide; writing a case study of your experience; monitoring and reporting of benchmarks, arranging performance audits and using checklists; conducting impact assessments, workplace studies, life cycle analysis, and cost/benefit analyses; regularly reviewing and improving your company’s responses, and; regularly reporting to leadership about the program activities.5. Implementation and MonitoringCompany ABC has established an Environmental and Social Committee to coordinateand implement the environmental and social policy and workplace response program.The management guides the focal point and leads the Committee, and members areemployees representing all constituents of the company. The Focal Point andCommittee will regularly report to the senior management.This policy will be reviewed annually and revised as necessary in light of changingconditions and priorities.6. Budget and FinanceCompany ABC will allocate X % of its annual budget to support its Environmental andSocial Response Program. Company ABC will also explore engaging in joint activitieswith identified business, government, and community partners. 91
    • Step 3. Develop the Company’s Environmental and Social Policy4.3. Environmental and Social Policy ChecklistUse this guide to understand typical content and sections of a company Environmentaland Social Policy. Check the items you want to include in your policy.Section 1: Policy BackgroundIn this section of the Environmental and Social Policy, you can include sentences on theenvironmental and social situation and concerns in your company and in the communitywhere your company operates. It is also important to include relevant legal frameworksand response guidelines.Key information in this section may include: □ The environmental situation and the social and community concerns in your company and in the broader community where your company operates. □ Links to other company policies, strategies, and practices (e.g. business strategy, technology, industry similarities). □ Links to national and local environmental and social programs and initiatives. □ Compliance with national and international laws, standards, and agreements.Section 2: General StatementThis section should introduce your company’s Environmental and Social Policy.Key information in this section may include: □ The environmental and social issues that your company wants to address. □ Why it is important/necessary for your company to address these environmental and social issues. □ How the policy was developed (e.g. by a working group of employees from all levels) □ How the policy will be implemented in your company (e.g. by annual action planning and by selecting environmental and social focal points, places, and target areas).Section 3: Policy General PrinciplesThis section of the Environmental and Social Policy sets principles in respect toenvironmental and social standards, regulations, and best practices in the workplace.Important principles to include in this section may include: □ Recognition of environmental and social concerns as workplace issues. 92
    • □ Protection of the environment. □ Occupational and environmental health. □ Diversity, inclusion, and gender equality. □ Social dialogue. □ Community relations and partnerships. □ Human rights.Section 4: Program ComponentsThis section describes the Environmental and Social Response program you will organizeand implement in your company. The framework on page 11 of this manual can helpyou as well.Key content for this section may include: □ Program items to manage the program. □ Program items to implement the program. □ Program items to extend the program. □ Program items to monitor and document the program.Section 5: Implementation and MonitoringIn this section, describe how the Policy will be implemented and monitored.Key information in this section may include: □ The responsibilities of the Focal Point and Environmental and Social Committee. □ Review and reporting procedures for the policy and response program implementation.Section 6: Budget and FinanceIn this section, describe the budget and finances for the Policy and the Environmentaland Social Response program.For example,The company will establish a budget for its environmental and social responses.For additional information on Social Policies for you Company, please visit: www.ilo.org 93
    • Step 3. Develop the Company’s Environmental and Social Policy4.4. Writing your Environmental and Social PolicyUse the space below to draft a Policy for your company. The Environmental and SocialPolicy Checklist and the Generic Policy in this Manual can serve as useful resources tohelp you.Writing your Environmental and Social PolicyUse the questions below to draft a Policy for your company. The Environmental andSocial Policy Checklist and Generic Policy in this module can also serve as usefulresources to help you.General Statement:Main Environmental and Social issues (1-3 sentences):Briefly describe Environmental and Social issues in your company and community.________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________Reason for policy (1-2 sentences):What are the reasons for implementing the company Policy and Environmental andSocial Company Program?________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________Goals and objectives (1-3 sentences):What does the Policy intend to achieve?________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________Policy beneficiaries (1-2 sentences):Who will be covered under the Policy? 94
    • ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________Policy development and implementation (1-3 sentences):Explain the role of the Environmental and Social Focal Point and or Committee and thecommitment of senior management.________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________General Principles:The General Principles section of the Environmental and Social Policy sets principles inrespect to Environmental and Social rights and behaviors in the workplace. Examplesfrom different companies and the General Environmental, Health and Safety Guidelinesfrom www.ilo.org)Discuss and decide on the principles to include in your company’s Environmental andSocial Policy.What principles are important for your company’s Policy (prepare 1-2 sentences foreach principle)?(For example: safety, health, gender)________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________Program Components: 95
    • This section of the Environmental and Social Policy is to describe the program items toplan in the company for the future Environmental and Social workplace program.What Environmental and Social program components will you implement (prepare 1-2sentences for each program component)?(For example: Environmental and Social education, chemical and material assessment,recycling, etc)________________________________________________________________________________________________________________________________________________Implementation and Monitoring:This section describes how the Environmental and Social Company Program and Policywill be implemented and monitored in the company over time.Responsibilities of focal persons, Committees and program leaders (1-3 sentences):(Describe their responsibilities for implementing the Environmental and Social Policyand Program in the company?)________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________Review and reporting procedures (2-3 sentences):How will you follow, review and report on the implementation of the Policy and itscomponents?________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________Budget and Resources (2-5 sentences):What budget and finances will be available for implementation of the Environmentaland Social Policy and Program in the company?________________________________________________________________________________________________________________________________________________ 96
    • ________________________________________________________________________________________________________________________________________________ 97
    • Part 5.Environmental and Social Response Planning and Strategizing: Environmental and Social Response Action Planning 98
    • Steps for ActionEnvironmental and social response planning, just like any other type of businessplanning, identifies specific environmental and social response-related activities toimplement in your company over time. These activities should be part of a broadercompany strategy. Planning will assist the company to move forward in an effectiveway.Key Steps for Action in your Environmental and Social Response action plandevelopment are: □ Step 1. Identify Priorities for Environmental and Social Response Action in your Company. □ Step 2. Develop your Environmental and Social Response Action Plan. 99
    • □ Step 1. Identify Priorities for Environmental and Social Response Action in your CompanyBased on the environmental, health and safety, and community issues facing yourcompany, your response needs, and available resources, identify the program items thatare a priority for implementation in your company in the next planning period. Refer tothe Part 5 Resources Section for guidance. The priority actions should be those that canhelp to improve your environmental and social response, and ultimately improve yourenvironmental and social situation. 100
    • □ Step 2. Develop your Environmental and Social Response Action PlanThe action plan should have different types of priority actions to develop the company’sEnvironmental and Social Response program, target indicators, dates, responsiblepersons, and budget sources. The Environmental and Social Response Planning Matrixin the Part 5 Resources Section can be used for guidance.Management Approval: In good practice, management should approve the final plan. Asample Letter for Management Approval is provided in the Part 5 Resources Section.Implementing your Action Plan: Implement the environmental and social responseactivities in the plan according to carefully selected timelines and targets. TheEnvironmental and Social focal points can lead the implementation of the activities, aswell as the monitoring and evaluation. Planning should take place regularly, such asevery six (6) months to one (1) year, and become part of the strategic planning process. 101
    • Part 5.Resources Section 102
    • Step 1. Identify Priorities for Environmental and Social Response Action in yourCompany5.1. Priority Environmental and Social Response Actions for your CompanySelect program items for your company’s Environmental and Social Response program.Check the top actions that you feel are most important to address environmental andsocial issues in your company. This list is just to help you get started. Add other actionsand innovation may fit best your company’s situation and environmental and socialresponse needs.Priority Environmental and Social Response Actions for theNext 1 Year: In My Action PlanProgram Items for your Company Environmental and Social √Response Action PlanManagement of the program1. Activities to show leadership commitment in the company2. Assignment of Focal Points or Persons responsible forenvironmental and social response activities in the company andfor larger companies assignment of Environmental and SocialCommittee (s) in the workplace to coordinate the company’senvironmental and social responses3. Environmental and Social Response action plan includingpriority issues, activities, timelines, responsible persons, andbudget allocations.4. Development of a company Environmental and SocialResponse Policy5. Development of company reporting on environmental andsocial responsesImplementation7. Internal communication and awareness-raising program in thecompany8. Organization of a workplace training and education programon new techniques and operations9. Mainstreaming of environmental practices to reduce, re-use,re-design & recycle resources in the workplace10. Development of health & social assistance programs &services in the workplace 103
    • Business Linkages, Market Development & Extending theProgram11. Conduct supply chain analysis12. Communication & marketing of environmental & socialresponses to an external audience13. Development of partnerships with civil society, communitygroups, government, business groups & other companies14. Development of a community relations and outreachprogram on environmental and social awareness and companyresponses15. Fund-raising and/or creation of a social fundDocumentation and Assessment16. Documentation of environmental & social responses in amanual or resource guide17. Write a case study of successful environmental and/or socialresponses18. Creation of benchmarks, performance audits and checklistsfor monitoring and evaluation19. Conduct impact assessments, workplace studies, life cycleanalysis, and/or cost/benefit analysis20. Create a timeline of meetings for regular review &improvement of the company’s environmental and socialresponses21. Create a timeline/schedule for regular reporting toleadershipOtherYour Choice: What are innovative activities you can implement? 104
    • Step 2. Develop your Environmental and Social Response Action Plan5.2. Your Company’s Environmental and Social Response Action PlanThis Environmental and Social Response Planning Matrix assists you in planning yourcompany’s specific environmental and social response activities. Fill in the informationon the program items you want to plan, the reason for planning each program item,how implementation of the program item will change the current situation, theresponsible persons, and the timeline. The first row shows an example of how to fill inthe Matrix.Goal: e.g. Reduce environmental impact_______________________________________________________________________________________________________________________________________________________________________________________________________________________Focus area: e.g. Recycling of solid waste________________________________________________________________________________________________________________________________________________________________________________________________________________________ Program Item Reasons Activity Responsibility Timeline Indicator What do you Why do you outcome Who will When of change want to need this What would organize it? will it implement? program be the take item? change? place?1. E.g. Develop E.g. Need to E.g. Approved E.g. Policy E.g. E.g. 100 % an guide Environmental working Within of workers Environmental company and Social group one (1) have and Social actions and Response together with month. sufficient Response address costly Policy the local knowledge Policy for the and harmful business of policy company environmental association issues 105
    • 106
    • Step 2. Develop your Environmental and Social Response Action Plan5.3. Letter for Management Approval of the Action Plan Date: _______________To: Focal Point and or Environmental and Social Policy CommitteeCompany Name: ______________________________Subject: Company Environmental and Social Response Action Plan ApprovalThis letter is to share and approve our company’s Environmental and Social ResponseAction Plan. The Plan is for a _________ month period, and is approved by themanagement in consultation with workers at different levels.The next step will be to start work to organize and implement the program items inour plan, according to the indicated timeline.Sincerely,Name: ____________________ Signature:_______________General ManagerCCAll departmentsFocal persons 107
    • Part 6.Environmental and Social Response Reporting 108
    • Steps for ActionWhen addressing environmental and social issues, it is important for the company toregularly report on, follow, and evaluate the Environmental and Social Responseprogram items implemented in the company. This is important to record successes, aswell as to identify any challenges or activities that may not be working as expected. Thecompany can collect indicators and use different resources to report on, and monitorand evaluate its environmental and social response.The below are Steps for Action and resources to help your company to start itsenvironmental and social response monitoring, evaluation and reporting. □ Step 1. Understand the Concepts. □ Step 2. Plan Environmental and Social Indicators. □ Step 3. Implement Information Collection and Environmental and Social Reporting in your Company. □ Step 4. Communicate the Successes and Challenges of your Company. □ Step 5. Periodically Review and Evaluate the Environmental and Social Changes in your Company.This practice of monitoring, evaluation and reporting can help a company to:• Strengthen communication with its stakeholders as well as working relationshipswithin the company;• Demonstrate its leadership and commitment to social and environmental issues;• Guide environmental and social planning and strategy development;• Provide information to support decision-making on environmental and socialissues, such as for the company’s management;• Understand environmental and social results and success stories, such aswhether changes are occurring to reduce environmental waste and costs.• Help identify activities or program items that may not be working as expected;• Build understanding, capacity and motivation among workers at all levels, as wellas other stakeholders to address environmental and social issues;• Ensure that resources, are being used effectively such as workers’ time, thebudget lines, and expert assistance to implement activities;• Share lessons learned, good practices and experiences with other companies andpartners 109
    • □ Step 1. Understand the ConceptsMonitoring is to regularly record and track the progress of the company’senvironmental and social response program. This is different from evaluation.Monitoring should regularly track: Resource inputs, such as work time, facilities and funds used for theimplementation of the company’s environmental and social program; The process of implementing the company’s environmental and social activities,including successes and challenges; The status of environmental and social activities carried out by the company.Evaluation should happen periodically to assess the overall achievements of thecompany’s environmental and social program.Evaluation should be conducted in relation to the outcomes and impact of the programor the resulting changes in the environmental and social situation. Examples mayinclude behavioral and attitude changes among workers, cost savings from newenvironmental practices, or increases in workforce productivity resulting from socialsupport activities.Reporting is the practice of compiling environmental and social information frommonitoring and evaluation for a company report. Progress or monitoring reports shouldbe developed regularly by a company, such as every quarter. Evaluation reports will beprepared from time-to-time, as needed.The questions in the Part 6 Resources Section can help you to think about monitoring,evaluation and reporting for your company’s environmental and social response. 110
    • □ Step 2. Plan Environmental and Social IndicatorsA company should plan ways to monitor, evaluate and report its environmental andsocial response in relation to its resource inputs, implementation process, activities, andoutcomes and impact.Indicators can help a company to collect information for its environmental and socialreporting. Indicators can be both quantitative and qualitative (number, percentages,descriptions, etc.), providing information on the progress of the program in relation toinputs, implementation processes, activities, outcomes, and impacts. In good practice,these indicators should be developed at the beginning of the environmental and socialresponse program. As the environmental and social response program grows, yourcompany can follow changes in these indicators from the start of the program.The indicators below are put forward as examples to help you to start to think aboutindicator tools for your company’s monitoring and evaluation. Monitoring: Resource -Budget allocated for environmental and social activities inputs -Percentage of work time allocated for environmental and social activities -Number and cost of supplies, new technology, and other materials, used for environmental and social activities Activities -Status of environmental and social activities carried out in the company -Feedback, such as from workers or other stakeholders, on the environmental and social activities carried out Outputs - Number of communication resources or other materials distributed - Number or percent of persons trained - Number of educational sessions held - Number of environmental updates - Number of partners or communities receiving support Evaluation: Outcomes - Percentage of workers with adequate knowledge of environmental and and impact social issues - Changes in the quality of life of workers and workers’ families - The estimate cost savings from environmental practices - Changes in discriminatory practices against workers living with HIV/AIDS, female employees - Changes in workplace productivity and community relations -Changes in environmental practices that reduce waste 111
    • Indicator Collection - Monitoring:A company can plan to use existing resources and simple tools to regularly collectinformation on identified environmental and social indicators.Companies may collect information from sources, such as:• Company records, such as administrative, financial and health service records;• Reports from environmental and social activities implemented in the company;• A company Report Card on the status of environmental and social activities inthe company (refer to the Part 6 Resources Section);• Workplace discussion forums and other collected feedback;• Questionnaires, such as for workers or customers.Indicator Collection - Evaluation:Workplace surveys and studies can be useful ways to periodically gather information onthe outcomes and impact of the environmental and social program. For example,companies may conduct workplace surveys and studies to collect information on: Changes in knowledge, attitudes, practices and behaviors of workers, customersand other stakeholders; and The cost savings of environmental and social interventions.The resource in the Part 6 Resources Section can help you to think about monitoring andevaluation indicators for your company to report on regularly and/or from time-to-time.It can also help you to think about possible sources to collect information on theseindicators. 112
    • □ Step 3. Implement Information Collection and Environmental and Social Reporting in your CompanyIt is important to implement your company’s environmental and social responsereporting following a schedule, such as reporting may be conducted quarterly orbiannually. This will allow your company to regularly follow changes in its environmentaland social response program, and identify ways to improve your responses.Implementation involves collecting and compiling information on environmental andsocial indicators, and reporting the findings, such as to the company’s management.Below are some suggested good practices:Use existing expertise:The implementation should, as much as possible, use the skills and resources alreadyavailable in the company, although it might draw on external expertise to get started orto conduct a workplace survey. Monitoring and evaluation tasks should also beintegrated into the usual reporting procedures of the company. For example, thecompany’s engineers may integrate reporting on environmental practices into quarterlyreporting procedures.Use simple tools to collect information:Develop simple tools to report and collect information on environmental and socialchanges in the company. The Part 6 Resources Section provides sample tools and ReportCards for company environmental and social reporting. A company may also developsimple tools, such as a workplace questionnaire which could be given to workers beforeand after implementing environmental and social activities. Another example is a wallchart to collect information on the use of water and other costly environmentalresources.Engage workers at all levels:Engaging workers at all levels in the implementation of monitoring and evaluation canbuild trust, and increase interest and engagement in the company’s environmental andsocial response.Assign a Monitoring and Evaluation Coordinator:Assign a focal person responsible to oversee the environmental and social responsereporting activities in your company.Roles and Responsibilities of the Company’s Environmental and Social ResponseMonitoring and Evaluation Coordinator: • Help to plan and implement regular monitoring and reporting of environmental and social activities. 113
    • • Coordinate the periodic evaluation of the company’s environmental and social activities.• Develop tools and guidelines for company environmental and social response reporting.• Supervise environmental and social information collection, and compile and analyze findings.• Write regular environmental and social response reports.• Participate in communicating your company’s environmental and social progress and achievements. 114
    • □ Step 4. Communicate the Successes and Challenges of your CompanyRegular communication of the environmental and social response findings is importantto recognize challenges and successes, and to keep everyone motivated. Even smallsuccesses are important. It further allows the Focal Point and or Environmental andSocial Committee to improve environmental and social response activities that may notbe working as planned.It is also important to communicate with other stakeholders, including partners,workers, the business association, and other authorities. Communicating your findingswill help to build and maintain partnerships, generate interest in the program at alllevels and externally, and ensure long-term commitment. 115
    • How will you communicate your successes?Target audience: Communication objectives: Methods:The Focal Point and or Discuss progress, Meetings, reportsEnvironmental and Social challenges, and ways toCommittee improve environmental and social responses.Management Informing on progress and Meetings, reports ensuring top leadership support for ongoing activities.Workers and other program Share achievements and Meetings, newsletters,beneficiaries obtain feedback to improve bulletin boards environmental and social responses.Business Association Share information and Meetings, Internet experience, obtain communication, technical support, and membership contribution, foster community workshops partnerships and links to other businesses.Partners Share achievements and Meetings, reports, Internet technical support needs communicationOther businesses Share your experiences, Workshops, Internet expertise, and lessons communication learned.National authorities Develop national Presentations, partnership partnerships and ensure meetings your action fits with national strategies.Media and international Share your experiences and Publication of case studies,partners lessons learned press releases, conferences 116
    • □ Step 5. Review and Evaluate the Environmental and Social Changes in your CompanyAs the environmental and social response program develops, activities will need to beadjusted and improved. Environmental and social response activities should beadjusted with support from management, and in communication with workers at alllevels, as well as relevant partners. 117
    • Part 6.Resources Section 118
    • Step 1. Understand Monitoring and Reporting Needs for your Company6.1 Questions on Environmental and Social Response Monitoring, Evaluation andReportingThe following questions can be used to think about monitoring, evaluation andreporting for your company’s environmental and social response. MONITORING:Resource Inputs: • What resources were used for the activities (staff time, budgets, supplies, facilities, etc.)? Were they enough? Is there a difference between planned and available resources?Implementation Process: • How has your company publicly demonstrated its leadership commitment? • Does your company have a Focal Point and or Environmental and Social Committee? Yes/No. If yes, what have been their environmental and social response roles and responsibilities? • Does your company have designated Focal Places and Target Areas? Yes/No. If yes, where are they, and why were they chosen? • Does your company have an Environmental and Social Policy? Yes/No. If yes, how has your company implemented the Policy? • How has your company benefited from sharing its experiences on environmental and social responses? • How has your company allocated funds for the Environmental and Social Response Program? • How has your company worked with partners on its environmental and social responses?Environmental and Social Activities: • What environmental and social response activities were implemented in the company? (type of activity, topic addressed, number of activities/events) • Approximately how many trainings and/or awareness-raising materials were used per month? • Approximately how much money was saved due to cleaner technology implementation? • How many community activities were held? How many meetings were held in which community members and other external parties were present? 119
    • EVALUATION:Outcomes and Impacts: • Were the environmental and social response activities successful to increase environmental and social leadership, bring about behavioral change, and increase knowledge of environmental and social issues? • How cleaner is the wastewater that you dispose? • How many partnerships were created? • What results do senior managers and the Environmental and Social Committee or Focal Persons want to see from the Environmental and Social Response Program? Are these being achieved? • If your company were to introduce, or enhance, environmental and social response activities, what specific areas do you think the program should focus on? • Have the environmental and social response activities had other impacts, such as changing cost impacts on the company, the environmental and/or social climate in the workplace, development in the community? What are these impacts? Environmental and Social Indicators for My CompanyUse the table below to help you think about which environmental and social indicatorsto use in your company’s monitoring and evaluation, and how you will collectinformation to report on the indicators. Resource Inputs Indicators for my company: Information sources: Implementation Indicators for my company: process Information sources: 120
    • Environmental and Indicators for my company: Social Activities Information sources: Outcome and Indicators for my company: impact indicators Information sources:Step 1. Understand Monitoring and Reporting Needs for your CompanySample Environmental and Social Reporting Tool1REASON FOR MONITORING:COMPANY’S ENVIRONMENTAL AND SOCIAL GOAL:COMPANY’S ENVIRONMENTAL AND SOCIAL OBJECTIVES:1-2-3-CURRENT DATE:PROGRESS AGAINST THE GOAL AND OBJECTIVES: (Please provide very brief answers tothe following questions: How has the company made progress towards itsenvironmental and social objectives?)1 Developed by the Ethiopian Business Coalition Against HIV/AIDS with input from the WorldBank Institute, local Companies and the Rapid Results Institute in March 2008 121
    • TEAM DYNAMICS:(How is the morale of the Focal Points and or Environmental and Social Committee?How can the company best support their development?)KEY ISSUES:(A brief explanation of challenges encountered and any potentially problematic areas.)POSSIBLE SOLUTIONS AND SUPPORT NEEDS:(What are possible ways to address challenges faced by the company?)TRACKING ACTIVITIES: (What new environmental and social activities have beenimplemented, or how have the activities been improved? Is the team implementing theactivities as planned? Attach any pictures, report cards or other materials from theenvironmental and social activities implemented.)RESOURCE REPORTING: (What resources were used to implement the company’senvironmental and social activities? For example: X amount of work time, X amount ofbudget, X company buildings, training resources from X partner.) 122
    • ACITIVITY INDICATORS AND SUCCESSES: (Please make it quantitative where possible,such as X number of workers trained in environmental education, X number of workershave increased knowledge; x amount of water was saved, X number of awarenessactivities implemented. How is the company tracking these successes? )OTHER COMMENTS OR EXPERIENCES: 123
    • Step 1. Understand Monitoring and Reporting Needs for your Company6.2 Environmental Response Report CardUse this checklist report card to rapidly assess your company’s environmental response.Instructions: Please read the questions below and circle the response box to the right that best describes the status of eachenvironmental checklist program item in the company: “not implemented in the company” (0); “not well developed in the company”(1); “well developed in the company (2); “developed to the point of best practice in the company (3); or “not sure”. Whencomplete, total your score for each checklist item, and check the stage of your company’s environmental response.The Road Map in this section can help to answer any questions you may have.Date: Response Response My Comments AreaQuestion Not Not well Well Developed to Not sure implemented developed in developed in the point of in the the company the company best practice company in the companyManagement of the Program1. Does yourcompany showleadership ( 0) (1) (2) (3) N/Acommitmenttoenvironmental 124
    • issues?2. Does yourcompany havean (0) (1) (2) (3) N/Aenvironmentalresponseaction plan?3. Does yourcompany haveenvironmental (0) (1) (2) (3) N/Afocal points(such as acommittee,people, orplaces) in theworkplace?4. Does yourcompany havean (0) (1) (2) (3) N/Aenvironmentalpolicy?5. Does yourcompanyconduct (0) (1) (2) (3) N/Aenvironmentalmonitoringandreporting?Implementation 125
    • 6. Does thecompanyconduct (0) (1) (2) (3) N/Aawareness-raising aboutenvironmentalresponses?7. Does thecompanyconduct (0) (1) (2) (3) N/Atraining andeducationaboutenvironmentalresponses?8. Does thecompanymainstream (0) (1) (2) (3) N/Aenvironmentalresponses intoits operations?Business Linkages, Market Development & Extending the Program9. Does yourcompanyshare (0) (1) (2) (3) N/Aexperiencesandcommunicate 126
    • externally onenvironmentalperformanceissues?10. Does yourcompanypartner with (0) (1) (2) (3) N/Acivil society,governmentagencies, orothercompanies(includingcompanies inits supplychain) onenvironmentalissues?11. Does yourcompanyengage with (0) (1) (2) (3) N/Athecommunitythroughenvironmentaloutreachactivities? 127
    • 12. Does yourcompanyconduct any (0) (1) (2) (3) N/Afundraising forenvironmentalaction?Documentation & Assessment13. Does yourcompanyanalyze (0) (1) (2) (3) N/Aenvironmentalcosts andimpacts, suchas on thecompany or inthe supplychain?14. Does yourcompany havea case study (0) (1) (2) (3) N/Aon yourenvironmentalresponse?15. Does yourcompanyconduct (0) (1) (2) (3) N/A 128
    • workplacestudies toinform itsenvironmentalaction?16. Does yourcompanyreview, (0) (1) (2) (3) N/Aevaluate andimprove itsenvironmentalresponse? 129
    • Step 1. Understand Monitoring and Reporting Needs for your Company6.3. Social Response Report CardUse this checklist report card to rapidly assess your company’s social response.Instructions: Please read the questions below and circle the response box to the right that best describes the status of each socialchecklist program item in the company: “not implemented in the company” (0); “not well developed in the company” (1); “welldeveloped in the company (2); “developed to the point of best practice in the company (3); or “not sure”. When complete, totalyour score for each checklist item, and check the stage of your company’s environmental response.The Road Map in this section can help to answer any questions you may have.Date: Response Response Your Comments AreaQuestion Not Not well Well Developed to Not sure implemented developed in developed in the point of in the the company the company best practice company in the companyManagement of the Program1. Does yourcompanyshow ( 0) (1) (2) (3) N/Aleadershipcommitmentto socialissues? 130
    • 2. Does yourcompany havea social (0) (1) (2) (3) N/Aresponseaction plan?3. Does yourcompany havesocial issue (0) (1) (2) (3) N/Afocal points(such as acommittee,people, orplaces) in theworkplace?4. Does yourcompany havea social policy (0) (1) (2) (3) N/A(such as ongender orhealthissues)?5. Does yourcompanyconduct (0) (1) (2) (3) N/Amonitoringand reportingon socialissues? 131
    • Implementation6. Does yourcompanyconduct (0) (1) (2) (3) N/Aawareness-raising aboutsocialresponses?7. Does yourcompanyconduct (0) (1) (2) (3) N/Atraining andeducation toemployeesabout socialresponses?8. Does yourcompanymainstream (0) (1) (2) (3) N/Asocialresponsesinto itsoperations? 132
    • 9. Does yourcompanyprovide (0) (1) (2) (3) N/Ahealth andsocialassistanceprograms andservices in theworkplace?Business Linkages, Market Development & Extending the Program10. Does yourcompanycommunicate (0) (1) (2) (3) N/Aits socialperformanceexternally andshare goodpractices andexperiencesaddressingsocial issues?11. Does yourcompanypartner with (0) (1) (2) (3) N/Acivil society,governmentagencies, or 133
    • othercompanies(including inits supplychain) onsocial issues?12. Does yourcompanyengage with (0) (1) (2) (3) N/Athecommunitythrough socialoutreachactivities?13. Does yourcompanyconduct any (0) (1) (2) (3) N/Afundraisingfor socialaction? 134
    • Documentation & Assessment14. Does yourcompanyanalyze social (0) (1) (2) (3) N/Acosts andimpacts, suchas in thecompany orsupply chain?15. Does yourcompany havea case study (0) (1) (2) (3) N/Aon your socialresponse?16. Does yourcompanyconduct (0) (1) (2) (3) N/Aworkplacesurveys onsocial issues,such as in theworkplace orin the supplychain?17. Does yourcompanyreview, (0) (1) (2) (3) N/Aevaluate andimprove its 135
    • socialperformanceandresponses?18. Does yourcompanyreport (0) (1) (2) (3) N/Aregularly toleadership onits socialresponse? 136
    • Step 2. Implement Monitoring and Reporting in your Company6.4 Road Map for Business Action on Environmental IssuesThe Road Map presents steps, program items, descriptions, scores, and status indicatorsthat can help direct a company to plan, organize, report on and follow its environmentalresponse. The program items and explanations describe key program items forenvironmental response program development in a company. The scores and statusindicators in the Road Map describe the extent that a program item may beimplemented in a company.Steps for Action: • Review the Road Map and think about how it can guide the environmental response in your company. • Create an adapted version of the Road Map for your company’s environmental response including the program items that you plan to implement in your company.Management of the Program Program Item & Description Score StatusLeadership Commitment No clear environmental leadershipTo executives and senior management commitment.need to understand the business case ☺ Environmental leadershipfor environmental response & commit commitment is informal.to take action on environmental issues ☺☺ Environmental leadershipin their company. They need to commitment is formal and clearlycommunicate this commitment communicated.internally & externally to their supply ☺☺ Environmental leadershipchain, shareholders, consumers, the ☺ commitment is formal, clearlycommunity, the government, and communicated, & demonstrated bypartners, e.g., by a public statement, regular leadership involvement inregular documentation, regular environmental activities.involvement in workplace activities, &meetings with the workers.Environmental Action Planning No environmental action plan in theThe environmental action plan should company.identify environmental issues & ☺ Environmental issues and responseresponse needs/gaps in your company, needs are identified, but not& identify priority actions to address mainstreamed.these challenges & develop an ☺☺ An approved and up-to-dateenvironmental response program. The environmental action plan exists, & istime frame of the plan can be 6 months followed monthly. 137
    • to 1 year. The plan should also include ☺☺ Environmental action planning is parttarget indicators, dates for planned ☺ of annual and strategic planning inactivities, responsible persons, & a the company.budget. It should become part ofannual & strategic planning in thecompany.Environmental Focal Point and or No environmental focal point and orCommittee committee in the company.A person and or group responsible for ☺ Environmental focal point and ororganizing & implementing the committee is formed, but not active,company’s environmental activities. or representative of all workersMembers should meet regularly, and/or departments.represent workers at all levels in all ☺☺ Environmental focal point and ordepartments, follow written committee is formed, meetsdocumentation &/or a plan of action, & regularly, organizes activities, &have management delegation on represents all workers in allenvironmental issues. departments. ☺☺ Environmental focal point and or ☺ committee is formed, meets regularly, organizes & oversees environmental activities, represents all workers, follows written documentation, & has required management delegation.Environmental Focal Points No environmental focal points in thePeople & places assigned for companyenvironmental activities in the ☺ Focal points are assigned, but theycompany, e.g., specific workers who may not be active or used.are go-to people on company ☺☺ Focal points are assigned, & active.environmental issues; places where ☺☺ Focal points are assigned, active, &positive environmental activities can be ☺ have required delegation from theshowcases, such as a chemicals storage management.room. New focal points can be assignedas the program grows.Environmental Policy No environmental policy document inAn environmental policy should the company.address environmental issues and ☺ Environmental policy exists or is inpriorities for your company & set a draft, but it is not yet approved.framework for environmental response ☺☺ An approved environmental policyprogram development. Policies should exists in the company. 138
    • be developed in consultation with all ☺☺ An approved and implementedworkers, approved by top leadership, ☺ environmental policy exists in theopenly communicated, & amended company, which was developed withover time. the workers, & is openly communicated.Environmental Monitoring, Evaluation No reporting on the company’s& Reporting environmental response andA company can collect indicators to performance.report on, & monitor & evaluate the ☺ Only selected reporting on thestatus & effectiveness of its company’s environmental responseenvironmental response program and and performance.its environmental performance. The ☺☺ Indicators, including successes andenvironmental focal point and or challenges are reported quarterly forcommittee can conduct the reporting environmental activities in thequarterly for management & other company.stakeholders. ☺☺ Indicators are reported quarterly & ☺ successes and challenges are evaluated and communicated, and used to improve the environmental response program.ImplementationProgram Item & Description Score StatusAwareness Creation Program No environmental awarenessA company can use different types of creation activities.tools & activities for environmental ☺ 1-2 activities are used each quarter.issue awareness-raising on a regular ☺☺ 3 or more activities are used eachbasis. E.g.: posters, events for Earth quarter.Day, and short informational ☺☺ 5 or more activities are used eachpresentations. ☺ quarter, according to a schedule, plan or guideline.Discussion Forums on Environmental No environmental discussion forumsIssues in the company.Discussions forums can take place ☺ Environmental discussion forums areduring work hours, lunch, meetings, sometimes held in the company.etc. The forums may engage different ☺☺ Environmental discussion forums aretypes of people or outside experts in regularly held in the companydialogue on environmental issues ☺☺ Environmental discussion forums arerelevant to the company. The ☺ quarterly held in the companydiscussion can follow learning modules according to a schedule, & engageor be informal. These discussions can workers at all levels.be useful ways to introduce a newissue to all workers, for example. 139
    • Formal Employee Training There is no formal employee trainingFormal training on specific handling, in the company.manufacturing and processing ☺ Formal training does exist, but it isprocedures and activities, should be not implemented.required for workers at all levels. This is ☺ ☺ Formal training is implementedimportant to ensure that all workers regularly, but not to all employees.are following the same procedures & ☺☺ Formal training is implementedstandards, and that health & safety is ☺ regularly to all employees.not compromised.Mainstream Environmental Practices No mainstreaming of environmentalIt is one thing to have an practices.environmental action plan, and quite ☺ Some environmental practices areanother to mainstream environmental mainstreamed.practices into company activities. By ☺☺ Environmental practices aremainstreaming, a company mainstreamed, but not in allincorporates practices to reduce, re- departments.use, re-design, and recycle resources in ☺ ☺ Environmental practices areits activities at all levels and across all ☺ mainstreamed in all departments.departments.Business Linkages, Market Development & Extending the ProgramProgram Item & Description Score StatusExperience Sharing & External No external communication andCommunication experience sharing on environmentalCommunication & experience sharing activities/performance.can help companies to build on their ☺ Activities identified.experiences, share their performance ☺☺ Company is often engaged in externaland good practices, extend their communication and experienceexpertise to other businesses in their sharing on its environmentalnetwork & increase their public activities/performance.reputation. This communication ☺☺ Company is engaged in quarterlyshould occur on a regular basis. ☺ external communication and experience sharing on its environmental activities/performance.Analysis of Business Networks & No analysis is conducted.Supply Chain ☺ Analysis has started, but is notAn analysis of your company’s businessnetwork and/or supply chain can be regularly conducted.useful in making sure that your raw ☺☺ Regular analysis is conducted, but notmaterials come from environmentally for all aspects of the company.responsible sources and your products ☺☺ Regular analysis is conducted for all ☺ aspects of the company. 140
    • or services are being used in anenvironmentally friendly manner. Thisanalysis should cover all aspects ofyour company.Partnerships on Environmental No partnerships on environmentalActivities activities.Partnerships, e.g., with environmental ☺ Partners are identified.NGOs, government agencies, business ☺☺ Short term activities take place inassociations, other businesses, and the partnership with other organizations.companys supply chain network can ☺☺ Joint environmental activities existincrease access to resources, skills & ☺ with partners.expertise for environmental activities.Allocate Funds for Environmental No company funds for environmentalActivities & Mainstreaming activities & mainstreaming.Fundraising & funds allocation, ☺ Funds are available, but not on acombined with proper financial planned basis.management, can help to ensure ☺☺ Funds are available from at least 1access to & the appropriate use of source.financial resources for specific ☺☺ Funds are available from at least 1 &environmental activities, new ☺ are managed by a trained person asequipment, and/or training in the per a company guideline.company. The environmental focalpoint and or committee can be trainedto manage the funds according to aguideline. Funds may come fromincome generating projects, sideprojects, budget re-allocation, ormatching funds.Environmental Activities in the No company activities in theCommunity community.The benefits of the companies ☺ Community activities are identified orenvironmental activities can also reach planned.and/or be extended to the community ☺☺ Short term activities take place in thein which the business operates, e.g., community.companies may plan trash pick-up ☺☺ Company activities are implementeddays, tree-planting events, community ☺ in the community every quarter.recycling, or environmental issueawareness-raising. Benefits ofcommunity activities may includeimproved company reputation andimproved community relations. 141
    • Documentation & AssessmentProgram Item & Description Score StatusSurvey of Environmental Issues & No survey conducted.Attitudes ☺ Tools or methodology identified.The company can collect qualitative ☺☺ Survey completed, & can informevidence on environmental awareness, environmental activities.attitudes, behaviors, practices, & risk ☺☺ Survey completed, with regularfactors. This is to understand how your ☺ follow-up surveys.company understands and prioritizesenvironmental issues, and to informsuccessful environmental actionplanning. Regular surveys canmeasure performance over time.Impact Assessments No assessment conducted.An evaluation of the cost of ☺ Tools or methodology identified.implementing and not implementing ☺☺ Assessment conducted, & reported toenvironmental activities in your the management.company is important. This provides ☺☺ Assessment conducted, reported, andquantitative data on which to base ☺ follow-up studies take place.operational and managementdecisions, and can show progress,performance, and challenges tomaximize efficiency.Review, Evaluation & Improvement No evaluation conducted.It is important for a company to ☺ Evaluation tools or methodologyconduct an evaluation of its monitoring identified.results. This should be done by an ☺☺ First evaluation completed.external party, and the evaluation ☺☺ Evaluation completed on a periodicshould be used to identify needs, gaps, ☺ basis and reported to topsuccesses, and challenges. Evaluation management.should be done on a periodic basis andreported to top management toimprove environmental activities.Add your own ideas... 142
    • Step 2. Implement Monitoring and Reporting in your Company6.5 Road Map for Business Action on Social IssuesThe Road Map presents steps, program items, descriptions, scores, and status indicatorsthat can help direct a company to plan, organize, report on and follow its socialresponse. The program items and explanations describe key program items for socialresponse program development in a company. The scores and status indicators in theRoad Map describe the extent that a program item may be implemented in a company.Steps for Action: • Review the Road Map and think about how it can guide the social response in your company. • Create an adapted version of the Road Map for your company’s social response including the program items that you plan to implement in your company.Management of the Program Program Item & Description Score StatusLeadership Commitment No clear leadership commitment toTo executives and senior management social issues.need to understand the business case ☺ Leadership commitment to socialfor social response & commit to take issues is informal.action on social issues in their ☺☺ Leadership commitment to socialcompany. They need to communicate issues is formal and clearlythis commitment internally & communicated.externally to their supply chain, ☺☺ Leadership commitment to socialshareholders, consumers, the ☺ issues is formal, clearlycommunity, the government, and communicated, & demonstrated bypartners, e.g., by a public statement, regular leadership involvement inregular documentation, regular socially responsible activities.involvement in workplace activities, &meetings with the workers.Social Action Planning No social action plan in the company.The social action plan should identify ☺ Social issues and response needs aresocial issues & response needs/gaps in identified, but not mainstreamed.your company, & identify priority ☺☺ An approved and up-to-date socialactions to address these challenges & action plan exists, & is followeddevelop a social response program. The monthly.time frame of the plan can be 6 months ☺☺ Social action planning is part ofto 1 year. The plan should also include ☺ annual and strategic planning in thetarget indicators, dates for planned company.activities, responsible persons, & abudget. It should become part of 143
    • annual & strategic planning in thecompany.Social Issue Focal Point and or No social issue focal point and orCommittee committee in the company.A group responsible for organizing & ☺ Social issue focal point and orimplementing the company’s social and committee is formed, but not active,community activities. Members should or representative of all workersmeet regularly, represent workers at all and/or departments.levels in all departments, follow written ☺ ☺ Social issue focal point and ordocumentation &/or a plan of action, & committee is formed, meetshave management delegation on social regularly, organizes activities, &issues. represents all workers in all departments. ☺☺ Social issue focal point and or ☺ committee is formed, meets regularly, organizes & oversees social issue & community activities, represents all workers, follows written documentation, & has required management delegation.Social Issue Focal Points No social issue focal points in thePeople & places assigned for social companyissue and community activities in the ☺ Focal points are assigned, but theycompany, e.g., specific workers who may not be active or used.are go-to people on specific social ☺☺ Focal points are assigned, & active.issues; an area in the company for ☺☺ Focal points are assigned, active, &community events and awareness- ☺ have required delegation from theraising activities. New focal points can management.be assigned as the program grows.Social Issue Policy No social issue policy document inA policy on social issues present in or the company.affecting your company should set a ☺ Social issue policy exists or is in draft,framework for social response program but it is not yet approved.development. Policies should be ☺☺ An approved social issue policy existsdeveloped in consultation with all in the company.workers, approved by top leadership, ☺☺ An approved and implemented socialopenly communicated, & amended ☺ issue policy exists in the company,over time. which was developed with the workers, & is openly communicated.Social Issue Reporting No reporting on the company’s social 144
    • A company can collect indicators to response and performance.report on, & monitor & evaluate the ☺ Only selected reporting on thestatus & effectiveness of its social company’s social response andresponse program and its social performance.performance. The social issue focal ☺☺ Indicators, including successes andpoint and or committee can conduct challenges are reported quarterly forthe reporting quarterly for social activities in the company.management & other stakeholders. ☺☺ Indicators are reported quarterly & ☺ successes and challenges are evaluated and communicated, and used to improve the social response program.ImplementationProgram Item & Description Score StatusAwareness Creation Program No social issue awareness creationA company can use different types of activities.tools & activities for social issue ☺ 1-2 activities are used each quarter.awareness-raising on a regular basis. ☺☺ 3 or more activities are used eachE.g.: posters on worker safety, quarter.HIV/AIDS testing and counseling, and ☺☺ 5 or more activities are used eachcommunity family days. ☺ quarter, according to a schedule, plan or guideline.Discussion Forums on Social Issues No social issue discussion forums inDiscussions forums can take place the company.during work hours, lunch, meetings, ☺ Social issue discussion forums areetc. The forums may engage different sometimes held in the company.types of people or outside experts in ☺☺ Social issue discussion forums aredialogue on social issues relevant to regularly held in the companythe company and employee well-being. ☺☺ Social issue discussion forums areThe discussion can follow learning ☺ quarterly held in the companymodules or be informal. These according to a schedule, & engagediscussions can be useful ways to workers at all levels.introduce a new issue to all workers,for example.Mainstream Socially Responsible No mainstreaming of sociallyPractices responsible practices.It is one thing to have a social issue ☺ Some socially responsible practicesaction plan, and quite another to are mainstreamed.mainstream socially responsible ☺☺ Socially responsible practices arepractices into company activities. By mainstreamed, but not in allmainstreaming, a company departments.incorporates practices in its activities at ☺☺ Socially responsible practices are 145
    • all levels and across all departments. ☺ mainstreamed in all departments.Socially responsible practices includegender equality, sexual harassmentpolicies, worker safety, etc.Business Linkages, Market Development & Extending the ProgramProgram Item & Description Score StatusExperience Sharing & External No external communication andCommunication experience sharing on socialCommunication & experience sharing activities/performance.can help companies to build on their ☺ Activities identified.experiences, share their performance ☺☺ Company is often engaged in externaland good practices, extend their communication and experienceexpertise to other businesses in their sharing on its socialnetwork & increase their public activities/performance.reputation. This communication ☺☺ Company is engaged in quarterlyshould occur on a regular basis. ☺ external communication and experience sharing on its social activities/performance.Analysis of Business Networks & No analysis is conducted.Supply Chain ☺ Analysis has started, but is notAn analysis of your company’s businessnetwork and/or supply chain can be regularly conducted.useful in making sure that your raw ☺☺ Regular analysis is conducted, but notmaterials come from socially for all aspects of the company.responsible sources (e.g. you are not ☺☺ Regular analysis is conducted for all ☺ aspects of the company.buying from a company that uses childlabor) and your products or servicesare being used in a socially responsiblemanner. This analysis should cover allaspects of your company.Partnerships on Social & Community No partnerships on social &Activities community activities.Partnerships, e.g., with NGOs, ☺ Partners are identified.government agencies, business ☺☺ Short term activities take place inassociations, other businesses, and the partnership with other organizations.companys supply chain network can ☺☺ Joint social & community activitiesincrease access to resources, skills & ☺ exist with partners.expertise for community outreach andactivities on specific social issues.Allocate Funds for Social & Community No company funds for social &Activities & Mainstreaming community activities &Fundraising & funds allocation, mainstreaming.combined with proper financial ☺ Funds are available, but not on a 146
    • management, can help to ensure planned basis.access to & the appropriate use of ☺☺ Funds are available from at least 1financial resources for specific socially source.responsible activities and community ☺☺ Funds are available from at least 1 &outreach. The social issue focal point ☺ are managed by a trained person asand or committee can be trained to per a company guideline.manage the funds according to aguideline. Funds may come fromincome generating projects, sideprojects, budget re-allocation, ormatching funds.Community Activities & Outreach No company activities in theThe benefits of the company’s community.community activities and outreach may ☺ Community activities are identified orinclude improved company reputation planned.and improved community relations. ☺☺ Short term activities take place in theFor example, companies may plan community.Family Days, company tours, ☺☺ Company activities are implementedsponsorships and scholarships, Health ☺ in the community every quarter.Awareness Days, etc. These activitiesshould happen on a regular basis. 147
    • Documentation & AssessmentProgram Item & Description Score StatusSurvey of Social Issues & Attitudes No survey conducted.The company can collect qualitative ☺ Tools or methodology identified.evidence on awareness of certain social ☺☺ Survey completed, & can informissues, attitudes, behaviors, practices, environmental activities.& risk factors. This is to understand ☺☺ Survey completed, with regularhow your company understands and ☺ follow-up surveys.prioritizes certain social issues, and toinform successful social issue actionplanning. Regular surveys canmeasure performance over time.Impact Assessments No assessment conducted.An evaluation of the cost of ☺ Tools or methodology identified.implementing and not implementing ☺☺ Assessment conducted, & reported tosocial issue & community activities in the management.your company is important. This ☺☺ Assessment conducted, reported, andprovides quantitative data on which to ☺ follow-up studies take place.base operational and managementdecisions, and can show progress,performance, and challenges tomaximize efficiency.Review, Evaluation & Improvement No evaluation conducted.It is important for a company to ☺ Evaluation tools or methodologyconduct an evaluation of its monitoring identified.results. This should be done by an ☺☺ First evaluation completed.external party, and the evaluation ☺☺ Evaluation completed on a periodicshould be used to identify needs, gaps, ☺ basis and reported to topsuccesses, and challenges. Evaluation management.should be done on a periodic basis andreported to top management toimprove social issue & communityactivities. Add your own ideas... 148
    • AppendixWhat is the Environmental and Social Impact Management Programme?The Environmental and Social Impact Management (ESIM) is a program designed toenhance understanding, knowledge and skills of entrepreneurs, managers andemployees of small and medium sized enterprises (SMEs) to more effectively developand implement policies and activities to address environmental and social issues in theircompanies.The main goal is to provide training and a practical “how-to” guide for SMEs to develop,implement and adjust their environmental and social responses to improve their bottomline, enhance their competitiveness, increase their market access, and affect theircommunities in positive ways.The Programme was jointly developed by the World Bank Institute (WBI), the AfricanCapacity Building Foundation (ACBF) and Enterprise Uganda with input from localcompanies across East Africa. The initial funding was provided by the Government ofNorway, the Government of Finland, and the ACBF. The Danish Ministry of Economicand Business Affairs Commerce and Companies Agency contributed content material.What Are Environmental and Social Response Issues?An environmental and social response is defined as the policies, strategies, and actionstaken by companies to address environmental and social issues in the workplace andamong their customers and the broader community.Environmental aspects to be addressed by SMEs may include solid waste management,energy efficiency, and the use of water and natural resources. Social aspects to beaddressed by SMEs may include health, HIV/AIDS, work conditions, human rights,poverty and other priority social issues in the workforce and surrounding communitieswhere the company operates.Why should you be concerned about ESIM?The constraints on development in Sub-Saharan Africa are many and varied, includingthe following: a difficult climate with frequent episodes of severe drought in the semi-arid lands; fragile soils prone to erosion and nutrient depletion; a very fast rate ofpopulation growth; a heavy external debt burden, and; a deepening environmentalcrisis. In the semi-arid regions, for example, recurrent droughts and population pressurehave led to serious destruction of vegetation cover, resulting in desertification, erosion,and depletion of soil fertility. Water, a high-value economic resource in the region, is 149
    • evidently becoming more and more scarce. In addition to high rates of evaporation andpoor management, more water is lost in runoff and less filters into the ground.Sustainable development advocates not only concern for the environment, but alsochanges in attitudes, behavior, philosophy, moral and ethical values, religious practices,and relationships among human beings and between humans on the one hand andorganisms or things on the other at the local, national, regional, and global levels.ESIM will enable you to protect human and environmental health, support the goal ofsustainable development and achieve your business growth ambitions.Benefits of ESIMMany businesses do not realize how much money they lose in wasted materials, energyand water, or through inappropriate handling, storage and disposal of waste materials.Both large and small enterprises can save money by adopting environmentally andsocially responsible production processes, which may result in: • Operational cost savings – these may derive from environmental efficiency measures such as waste reduction and energy efficiency, increases in productivity, reductions in absenteeism and staff turnover. • Improvements in productivity and quality – greater efficiency and better management encouraged by an environmental and social policy can help businesses to improve the quality and productivity of their outputs. • Access to new market and business opportunities – Environmental and social marketing and product development can assist companies to develop new business opportunities and tap new markets. • Access to supply chains – addressing environmental and social issues can enable companies to comply with standards and regulations for entry into regional and/ or international supply chains. • Learning and innovation – An environmental and social policy can help businesses find new ways to work, develop skills, manage risks, seize opportunities and solve problems. • Enhanced company image and relationships – even where businesses do not have nationally or internationally recognized brands, their reputation and relationships with the local pool of staff, suppliers and customers and with local government can be enhanced by better social and environmental performance. • Better alignment with consumer concerns – customers are becoming more environmentally and socially conscious. • Safer and better working environment – minimizing risks for workers in order to make the work place a cleaner, safer, and healthier environment, hence a more motivated workforce. 150
    • • Partnership opportunities for business development – companies can benefit from working together with other business counterparts, learning institutions, civil society and government to develop new and innovative environmental and social responses that are also good for business. • Improved profitability and competiveness - Businesses can achieve competitiveness by managing economic, social and environmental goals SIMULTANEOUSLY.Who is it for?The ESIM program targets local companies, including small and medium-sizedcompanies, as well as business associations. It may also be informative and useful forthe public sector and civil society too. The objective is to raise awareness aboutenvironmental and social issues, and to learn how to mainstream appropriate responsesinto business strategy and daily business operations at their own speed, and customizedand tailored to fit their own unique needs.Opportunities for Large Companies and Multi-National CompaniesThe ESIM program is resource to assist you to work with small and medium sizedcompanies in your business network or supply chain. 151
    • Environmental and Social Goal SettingNext 6 months: Example:• What environmental and/ Challenge: impact of hydro or social challenges are a lines on the environment. priority for the company? Goal: reduce environmental• What is your impacts from new lines environmental and social placed by the company. goal? Focus:• What are focus areas or - rural areas starting points for the next - Conservation of the 6 months? environment around the lines - One community where the company works.
    • Environmental and Social Action – Next 6 Months1. Activities: What are 2-3 activities that your company will organize, towards its environment and social goal?2. Difficulties: What are 2-3 difficulties you may encounter in organizing these activities?3. Innovations: What are 2-3 ways you may overcome these difficulties? Think about innovation and creative solutions to help your company to move forward successfully.
    • Monitoring and Evaluation• How will you report on the progress, challenges and achievements of your environmental and social responses?• What indicators will you use?• How will you collect information on these indicators?
    • Workshop on “Environmental and Social Impact Management: Building Understanding for Program and Policy Development by Local Companies” Date: XXX A joint partnership programThe workshop is for business owners, managers and senior representatives from localcompanies and business organizations. It will help to increase understanding and build skillsamong the local private sector to develop workplace and community-based programs andpolicies to address priority environmental and social issues.The content is customized to assist a company to fit their action planning and policy andprogram development to their specific needs, considering existing resources, business strategyand the opportunities and constraints of the business environment in which they operate. Day 1: Identifying Issues & Actions & Developing a Policy Time Activity8:30am –9:00am Registration9.00am– 9.15am Welcome9.15am – 10.15am Introduction -Presentation -Forming your company o Participants form company groups for the workshop activities based on real companies or other made-up organizations. These groups will complete the following group work together for their company of choice. -Group work – what are the issues & why? (resource section 3A) o Company groups identify priority environmental and social issues using guiding resources 3.1A, 3.2A, 3.1B and 3.2B.10.15am–10.30am Break10.30am – 11.15pm Framework for Business Action -Presentation – framework recommendations -Group work – what can a company do? o Company groups brainstorm on actions to respond to environmental and social issues using the framework as a guideline.11.15am – 12.00pm Environmental & Social Leadership in the Company -Presentation 152
    • -Group work – Environmental and social commitment statement o Company groups develop a commitment statement for their company of choice, using resource 1.2 as a guideline. -Group work – how to communicate & to who? o Company groups complete resource 1.3.12.00pm – 12.30pm Environmental & Social Focal Points, Places, & Target Areas in the Workplace -Presentation -Group work – Assignment of environmental and social focal points o Company groups complete resources 2.2. -Group work – Terms of reference for the environmental and social committee o Company group develops a terms of reference for a company- based environmental and social committee using resource 2.5 as a guideline.12:30pm–1:30pm Lunch1.30pm – 3.00pm Environmental & Social Response Planning & Strategizing in the Company -Presentation -Group work – environmental mapping (resources 3.4A and 3.5A) -Group work – report card o Company groups complete resources 6.2 and/or 6.3. -Group work – community activities o Company groups complete resources 3.5 and/or 3.6.3.00pm – 3.15pm Break3.15pm – 4.30pm Environmental & Social Policy Development -Presentation -Group work – writing your policy o Company groups complete resource 4.4 using resources 4.2 and 4.3 to guide their work.4.30pm – 5.30pm Review of Main Concepts from the Day -Summary of the day -Questions & answer -Preparation for tomorrow –case studies & experiences o Company groups are provided with case studies to read for the next day. 153
    • Day 2: Planning, Sharing Experiences & Strengthening the Way Forward Time Activity9.00 – 9.30 Welcome Recap of yesterday9.30pm – 10.15pm Company Experience Sharing Presentations from 2-3 local companies on their experiences addressing environmental and social issues.10.15am– 10.30am Break10.30 – 11.30 Local Partner Presentations Presentations from local partners on their programs and resources to address environmental and social issues in the private sector (such as 2-3 key partners from government, civil society, environmental firms, business organizations and/or others).11:30am – 12:30pm Group Exchange -Group work – case studies o Each company groups discusses one assigned case study and answers the following questions. − What was the environmental and social response of the company? − What were the benefits of the response for the company and the community? − How did the response become an integral component of the company’s business strategy? − What were key challenges and lessons learnt?12.30pm – 1.30pm Lunch1.30pm – 3.00pm Environmental & Social Response Action Planning -Presentation -Group work – action planning (resources 5.1 and 5.2)3.00pm – 3.15pm Break3.15 – 4.00 Environmental & Social Reporting in the Company -Group work – indicator development (resource 6.1)4.00pm – 5.30pm Closing Session Closing Discussion & presentations Evaluations 154
    • Managing Environmental and Social Impacts of Local Companies: Bank World Institute & GAIN An interactive training program for company focal Business Alliance persons and businesspeople to start and organize the management of their Environmental and Social Impacts.Djordjija Petkoski,Jenny GoldHead of Business, Competitiveness &jgold@worldbank.orgDevelopment; World Bank InstituteBusiness, Competitiveness & DevelopmentWorld Bank Institute, The World Bank Group Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal. Table of contents I. Introduction and Questions II. Framework for Business Action 1. Leadership Commitment 2. Focal Points, Places, and Target Areas in the Workplace and or Workplace Committee 3. Policy Development 4. Issues Capabilities Assessment and Situation Analysis 5. Response Action Planning 6. Reporting Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal. I. Introduction Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal. 1
    • Focus of this Training• Help to get organized and started on your Environmental and Social Response Program• Concrete Steps for Action, as well as Resources, to assist your company in developing a customized Environmental and Social Response Program• The content for the training was developed based on consultations with businesses, businesses’ experiences, and national and international good practices. Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal. Every company has the power and ability to reduce their negative impacts on the environment and positively benefit their communities. Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal. What is an Environmental and Social Response? The policies, strategies, and actions taken by companies to address environmental and social issues in the workplace, and among their customers, partners, and broader community. Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal. 2
    • Examples of environmental and social impacts of business Environmental SocialAs a producer, a company has an impact on its environment As an employer, a company has an impact on the lives of its(e.g. through pollution and effluent, use/misuse/overuse of water employees (e.g.) provision of health services; mainstreamingand energy resources, misuse/overuse of land and natural gender and equal opportunity into the workplace; occupationalresources health and safety standards; treatment of migrant labor).As a consumer of raw materials, a company has an impact on its As a neighbor, a company interacts with other businesses andphysical environment (e.g. contamination of drinking water, families which are located in their community (e.g. awarenessdesertification, degradation of land). raising and educational campaigns; foundations for community projects and schools; contribution to conflict and land disputes; use/ misuse of public goods, such as lake or river water.As an operation, a company has an impact on its community By creating jobs and providing income, a company contributes to(e.g. odor; human, animal, and plant effects from toxins and the economic development of a community (contribution tohazardous wastes; indoor air quality; smog) wealth disparity; addressing youth unemployment; raising standards of living).As a role model, an environmentally responsible business can be A company can act as an example of good practice (e.g. humanan example of good practices (e.g. waste management, use of rights, cultural diversity).alternative energy). Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal.Why is an Environmental and SocialResponse Program Important? • Business environment has changed – New conditions, risk, market and stakeholder pressures. • New export requirements and supply chain standards, community pressures, and responses from the media. • New and emerging compliance standards, as well as environmental, governance, and social standards (health, community relations, labor, and human rights) required by buyers, consumers, and governments. • Business cannot limit itself to its financial impact only. • Business must consider its environmental, social and financial impact in their workforce management, investment, and productions decisions. Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal. What are the Costs and Benefits to Businesses? 1. Lower costs in the long-term 2. Increased revenues 3. Reduced operational risk 4. Stimulated innovation 5. Increased access to markets 6. Improved reputation 7. Improved access to finance, capital, and resources Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal. 3
    • II. Framework for Business Action Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal.Management of the Program•Leadership commitment and training•Environmental and social focal points and or environmental and social committee in the workplace•Environmental and social planning and strategizing•Environmental and social policy development in the company•Company reporting on environmental and social issuesImplementation•Internal communication & awareness-raising•Training & education for behavioral change•Mainstreaming of environmental practices to reduce, re-use, re-design & recycle resources in theworkplace•Provide health & social assistance programs & services in the workplaceBusiness Linkages, Market Development & Extending the Program•Analysis of business networks & supply chain•External communication & marketing of environmental & social responses•Development of partnerships with civil society, community groups, government, business groups & othercompanies•Community relations & outreach activities•Fund-raising and/or social fund developmentDocumentation & Assessment•Documentation of environmental & social responses in a manual or resource guide•Write a case study•Monitoring & reporting of benchmarks, performance audits and checklists•Impact assessments, workplace studies, life cycle analysis, cost/benefit analysis•Regular review & improvement of the company’s response Jenny Gold jgold@worldbank.org•Regular reporting to leadership 2008 The World Bank Group, All Rights Reserved. Legal. 1. Leadership Commitment Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal. 4
    • Module 1. Environmental and Social Leadership Commitment Step 1. Build Environmental and Social Response Commitment in your Company Step 2. Demonstrate your Company’s Environmental and Social Response Commitment Step 3. Communicate your Company’s Environmental and Social Response Commitment Step 4. Continuously Demonstrate your Company’s Environmental and Social Response Commitment Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal.Step 1. Build Environmental and SocialResponse Commitment in your Company Understand the business case for environmental and social response. Materials on environmental and social issues and their impacts on business are available from many sources, including your business association, the Internet, and local resource centers. 1. Review publications on environmental and social issues and their impact on your business. 2. Train your company’s managers on these issues, and how to mainstream responses into strategy and daily operations. Cont. Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal.Step 1. Build Environmental and Social ResponseCommitment in your Company 3. Share experiences with other companies. 4. Learn about the costs and benefits of environmental and social response development for your company. What is your business case for environmental and social response program development? Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal. 5
    • Step 2. Demonstrate your Company’s Environmental and Social Response Commitment• Formal recognition of environmental and social issues as CORE issues for your company by top managers and workplace leaders is important.• Commitment can initiate the program, build understanding, empower workers, stimulate open dialogue. One way to start to develop your company’s leadership commitment is to release a written statement. Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal.Step 3. Communicate your Company’s Environmentaland Social Response Commitment • Top management and workplace leaders should communicate the formal commitment to address environmental and social issues to the rest of the company. • Communicate to the following stakeholders: • internal to workers at all levels • external to shareholders, buyers, insurance companies, banks, customers, and the broader community Cont. Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal.Step 3. Communicate your Company’s Environmentaland Social Response Commitment – Use communication channels such as • General assembly • Lunch meetings • Posters in the workplace • Media • Advertising Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal. 6
    • Step 4. Continuously Demonstrate your Company’sEnvironmental and Social Commitment Long-term demonstration of commitment can be shown through active management participation and support of environmental and social activities in your company:1. Environmental and social committee (s),2. Environmental and social strategic planning,3. Policy development,4. Adjustment of operational activities and equipment,5. Training/education. Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal. Resources Module 1. Leadership Commitment• Step 1. Build Environmental and Social Response Commitment in your Company 1.1 Company Management Survey on Environmental and Social Issues (page 21)• Step 2. Demonstrate your Company’s Environmental and Social Response Commitment 1.2 Model Environmental and Social Commitment Statement (page 24)• Step 3. Communicate your Company’s Environmental and Social Response Commitment 1.3 How to Communicate Your Environmental and Social Commitment (page 25) Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal. 2. Focal Points, Places, and Target Areas in theWorkplace and or Environmental and Social Workplace Committee for larger companies Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal. 7
    • Module 2. Focal Points, Places, and Target Areas in theWorkplace and or Environmental and Social WorkplaceCommittee for larger companies• Step 1. Decide the Types of Environmental and Social Focal Points, Places, and Target Areas to Develop• Step 2. Assign the Focal Points, Places, and Target Areas in your Company• Step 3. Describe the Activities and Purposes of the Focal Points, Places, and Target Areas• Step 4. Continuously Strengthen the Focal Points, Places, and Target Areas Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal.Module 2. Focal Points, Places, and Target Areas in theWorkplace and or Environmental and Social WorkplaceCommittee for larger companies Step 1. Decide the Types of Environmental and Social Focal Points, Places, and Target Areas to Develop• Focal Points are people or a group or a committee in the workplace whose job can include specific environmental and social responses.• Focal Places are common places that can be used for raising awareness, training, and communicating environmental and social responses in your company.• Target Areas are the parts of your company that will be targeted for a specific environmental and/or social response. Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal.Module 2. Focal Points, Places, and Target Areas in theWorkplace and or Environmental and Social WorkplaceCommittee for larger companiesStep 1. Decide the Types of Environmental and Social FocalPoints, Places, and Target Areas to DevelopEngage Management in the Environmental and Social FocalPoints and Response Commitment Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal. 8
    • Module 2. Focal Points, Places, and Target Areas in theWorkplace and or Environmental and Social WorkplaceCommittee for larger companies Step 2. Assign the Focal Points, Places, and Target Areas in your Company Recognize selected persons, places, and target areas as important for environmental activities, health and safety information, and community engagement. For larger companies, select Environmental and Social Committee Members Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal.Module 2. Focal Points, Places, and Target Areas in theWorkplace and or Environmental and Social WorkplaceCommittee for larger companiesStep 3. Describe the Activities and Purposes of the Focal Points,Places, and Target Areas• Explain the work, activities, qualifications, and management of theFocal Persons• Add the activities to existing company documents, such as jobdescriptions, employee evaluation procedures, and departmentalfunctions Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal. Module 2. Focal Points, Places, and Target Areas in the Workplace and or Environmental and Social Workplace Committee for larger companies Step 4. Continuously Strengthen the Focal Points, Places, and Target Areas and the Committee • Follow a regular schedule for Environmental and Social activities and meetings (e.g. every month) • Focal Persons can meet regularly to tackle challenges, implement activities, and monitor and report on existing activities • Start discussion forums on environmental topics Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal. 9
    • Module 2. Focal Points, Places, and Target Areas in theWorkplace and or Environmental and Social WorkplaceCommittee for larger companiesStep 4. Continuously Strengthen the Focal Points, Places, and TargetAreas and the Committee• Weekly or bi-monthly workshops on worker safety• Provide HIV/AIDS counseling services• Start a Family Day each quarter Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal.ResourcesModule 2. Focal Points, Places, and Target Areas in the Workplaceand or Environmental and Social Workplace Committee for largercompaniesStep 1. Decide the Types of Environmental and Social FocalPoints, Places and Target Areas to develop and engageManagement in the Environmental and Social ResponseCommitment2.1 Environmental and Social Committee Delegation Letter (page35)Step 2. Assign the Focal Points, Places, and Target Areas in yourCompany and Select Environmental and Social CommitteeMembers2.2 Assignment of Environmental and Social Focal Points,Places, and Target Areas in your Company (page 36)2.3 Environmental and Social Committee Member AssignmentForm (page 38) Cont. Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal.ResourcesModule 2. Focal Points, Places, and Target Areas in the Workplaceand or Environmental and Social Workplace Committee for largercompaniesStep 3. Describe the Activities and Purposes of the Focal Points,Places, and Target Areas and describe the Environmental andSocial Committee and Establish the Meeting Program for theEnvironmental and Social Committee2.4 Terms of Reference for Environmental and Social FocalPersons (page 40)2.5 Terms of Reference for the Environmental and SocialCommittee (page 42)Step 4. Continuously Strengthen the Focal Points, Places, andTarget Areas and Strengthen the Environmental and SocialCommittee through Action2.6 Getting the Environmental and Social Committee Started(page 43) Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal. 10
    • 3. Issues Capabilities Assessment and Situation Analysis Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal. Module 3. Environmental and Social Response Planning and Strategizing: Environmental and Social Issues Capabilities Assessment and Situation Analysis• Step 1. Conduct an Environmental Self-Assessment• Step 2. Conduct a Social Self-Assessment Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal. Step 1. Conduct an Environmental Self-Assessment A. Identify Environmental Issues Affecting your Company• Develop response monitoring, evaluation activities and workplace studies• Group Discussion can provide a rapid analysis of the environmental and social situation in your company. Your company’s environmental and social response Action Plan can then include actions to help change identified issues.• Company Self-Assessment is another way to rapidly identify potential vulnerability and environmental risk factors facing your company. Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal. 11
    • Step 1. Conduct an Environmental Self-Assessment B. Identify Environmental Response Gaps in your Company• Some companies are already recycling or using more energy efficient technology, and an Environmental and/or Occupational Health and Safety Committee may already be set up• Existing experiences, whether big or small, active or inactive, can inform planning by further helping you to identify program items to improve on, challenges to tackle, and gaps in the response planning. Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal. Reflect on these questions• Does your company have an organized management structure for addressing environmental issues?• Does your company have an internal and external environmental awareness-raising and communication plan?• Are environmental issues and responses mainstreamed into daily operations in your company?• Has your company identified key partners to assist with resource and cost-sharing of environmental responses? What about technical assistance?• Has your company documented your environmental achievements and performance?• What is missing from your actions? Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal. Step 1. Conduct an Environmental Self-Assessment C. Capabilities Assessment• Compile data to provide overview of your company• Identify risk factors regarding environmental issues, areas of opportunity where environmental response can be integrated and developed• Leverage existing capabilities – answers should reflect the current situation of your company• Basis for action Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal. 12
    • Step 1. Conduct an Environmental Self-Assessment D. Review the Available Resources for your Environmental Response • Consider new and creative ways of using existing resources in your company and community • List resources for your company’s environmental response planning Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal. Step 1. Conduct an Environmental Self-Assessment D. Review the Available Resources for your Environmental Response Group discussion 1. What resources will be needed for your company’s Environmental Response Program? 2. What resources can your company contribute to its Environmental Response Program? 3. What resources will you seek from partners? Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal. Resources Module 3. Issues Capabilities Assessment and Situation Analysis Step 1. Conduct an Environmental Self-AssessmentA. B. C D3.1 i Identifying 3.3 i Company 3.6 i Company 3.9 i CompanyPriority Environmental Self- Environmental Self- Environmental Self-Environmental Assessment Assessment (page Assessment CompanyIssues in your Company 63) Capabilities (page 66)Company (page 55) Operations (page 3.7 i Health, Safety, 3.10 i Response3.2 i Group 58) and Potential Needs/Gaps andExchange (page 57) 3.4 i Basic and Environmental Resources for Company Supporting Concerns (page 64) Environmental Response Operations (page 3.8 i Exposure to Planning (page 68) 60) Chemicals and 3.5 i Input/Output Materials (page 65) Diagrams (page 61) Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal. 13
    • Step 2. Conduct a Social Self-AssessmentA. Identify Social and Community Issues Affecting your Company• Receive information on social vulnerabilities, risks and costs from social response monitoring and evaluation activities and workplace studies• Group discussion can provide a rapid analysis of the social situation in your company• Company Self-Assessment is another way to rapidly identify potential vulnerability and risk factors facing your companyJenny Gold jgold@worldbank.org2008 The World Bank Group, All Rights Reserved. Legal. Step 2. Conduct a Social Self-Assessment B. Identify Social Response Gaps in your Company• Some companies may have set up an HIV/AIDS Committee, offer advanced training, or hold a community day.• Existing experiences, whether big or small, active or inactive, can inform planning by further helping you to identify program items to improve on, challenges to tackle, and gaps in the response planning.Jenny Gold jgold@worldbank.org2008 The World Bank Group, All Rights Reserved. Legal. Step 2. Conduct a Social Self-Assessment C. Social Capabilities Assessment • Compile data to provide an overview of certain characteristics of your company. • Identify risk factors regarding social issues, areas of opportunity where social response can be integrated and developed. • Leverage existing capabilities to reflect the current situation within your company, this will form the basis for action for your companies social responses.Jenny Gold jgold@worldbank.org2008 The World Bank Group, All Rights Reserved. Legal. 14
    • Step 2. Conduct a Social Self-Assessment D. Review the Available Resources for your Social Response• Consider new and creative ways of using existing resources in your company and community• Improve use/access to resources to run, facilitate and support social response program items and make the program development more sustainable and cost-effective• List resources for your company’s social response planning Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal. Step 2. Conduct a Social Self-Assessment D. Review the Available Resources for your Social Response Group discussion1. What resources will be needed for your company’s Social Response Program?2. What resources can your company contribute to its Social Response Program?3. What resources will you seek from partners? Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal. Step 2. Conduct a Social Self-Assessment E. Community Activities• Get engaged in community activities to make your company an attractive workplace for employees and make current employees proud of their workplace.• Contribute to compiling new experience and learning in your company through working with organizations and areas in which your company has not operated before.• Ensure the availability in your community of resources you need – qualified labor or development opportunities for partnership businesses. Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal. 15
    • Resources Module 3. Issues Capabilities Assessment and Situation Analysis Step 2. Conduct a Social Self-AssessmentA B C D3.1 ii Identifying 3.3 ii Response 3.4 ii Capabilities 3.5 ii ClarificationPriority Social Need/ Gaps and Assessment Form forIssues in your Resources for (Social) (page 74) CommunityCompany (page Company Social Activities (page 76)70) Response 3.6 ii Assessment3.2 ii Group Planning (page 73) Model forexchange (page Community72) Activities (page 78) Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal. 4. Policy Development Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal. Module 4. Environmental and Social Policy Development • Step 1. Establish an Environmental and Social Policy Subcommittee or Working Group • Step 2. Learn about Good practices for Environmental and Social Policy Development • Step 3. Develop the Company’s Environmental and Social Policy Cont. Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal. 16
    • Module 4. Environmental and Social Policy Development • Step 4. Consult the Stakeholders on the Environmental and Social Policy • Step 5. Approve the Environmental and Social Policy • Step 6. Communicate and Implement the Environmental and Social Policy Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal. Module 4. Environmental and Social Policy Development Step 1. Establish an Environmental and Social Policy Subcommittee or Working Group• Members should include three to five persons with skills and experiences that can help the policy development, such as an auditor, a company engineer, a Human Resource representative, and a planning expert.• Usually led by General Manager• Suggestion, develop a work plan in the first meeting, to identify work activities, responsibilities, and timeline. Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal. Module 4. Environmental and Social Policy Development Step 2. Learn about Good Practices for Environmental and Social Policy Development• The committee should learn about environmental and social issues affecting your company, caused by your company’s and sector’s operations, and what can be done to mitigate negative effects.• Research similar programs and other companies; search the Internet for resources; ask different organizations and your business associations for materials. Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal. 17
    • Module 4. Environmental and Social Policy Development Step 3. Develop the Company’s Environmental and Social Policy• Draft the policy to fit your company’s situation. Sections can be adapted from international guidelines and other companies’ examples.• The policy may include the following sections – background information; general statement; guiding principles on standards in the workplace; framework for environmental and social program development in the company; guidelines for implementation and monitoring; description of the budget and finances.• The language should be clear and understandable to all workers. Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal. Module 4. Environmental and Social Policy Development Step 4. Consult the Stakeholders on the Environmental and Social Policy• Share the draft with managers, workers and anyone else who can provide you with comments.• Consultation can happen by holding a group discussion, one- on-one interviews, simply asking key people for their input, hold a meeting with external experts. Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal. Module 4. Environmental and Social Policy Development Step 5. Approve the Environmental and Social Policy• The management should approve the final draft of the Policy by officially signing and stamping it. Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal. 18
    • Module 4. Environmental and Social Policy Development Step 6. Communicate and Implement the Environmental and Social Policy• Present final Policy over mini-media, lunchroom discussion groups, newsletter, posters, staff meeting• The responsible person should start to implement it, by taking action on the described principles, standards, and activities. Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal.Resources Module 4. Environmental and Social Policy DevelopmentStep 1. Establish an Environmental and Social PolicySubcommittee or Working Group4.1 Forming an Environmental and Social Policy Subcommittee(page 88)Step 2. Learn about Good Practices for Environmental and SocialPolicy Development.4.2 Generic Policy with Policy Background, General Statement,Policy General Principles, Program Framework, Implementationand Monitoring, Budget and Finance (page 89) Cont. Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal. Resources Module 4. Environmental and Social Policy Development Step 3. Develop the Company’s Environmental and Social Policy 4.3 Environmental and Social Policy Checklist (page 92) 4.4 Writing your Environmental and Social Policy (page 94) Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal. 19
    • 5. Response Action Planning Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal. Module 5. Environmental and Social Response Planning and Strategizing: Environmental and Social Response Action Planning• Step 1. Identify priorities for Environmental and Social Response Action in your Company• Step 2. Develop your Environmental and Social Response Action Plan Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal. Module 5. Environmental and Social Response Planning and Strategizing: Environmental and Social Response Action Planning Step 1. Identify priorities for Environmental and Social Response Action in your Company• Based on the identified environmental, health and safety, and community issues facing your company, your response needs and available resources, identify the program items that are a priority for implementation in your company. Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal. 20
    • Module 5. Environmental and Social Response Planning and Strategizing: Environmental and Social Response Action Planning Step 2. Develop your Environmental and Social Response Action Plan• Action plan should have different priority actions, target indicators, dates, responsible persons, and budget sources.• Management should approve the final plan.• Implement the plan according to selected timelines and targets. The committee can lead implementation, monitoring and evaluation. Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal. ResourcesModule 5. Environmental and Social Response Planning andStrategizing: Environmental and Social Response Action PlanningStep 1. Identify Priorities for Environmental and Social ResponseAction in your Company5.1 Priority Environmental and Social Response Actions for yourCompany (page 103)Step 2. Develop your Environmental and Social Response ActionPlan5.2 Your company’s Environmental and Social Response ActionPlan (page 105)5.3 Letter for Management Approval of the Action Plan (page 107) Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal. 6. Reporting Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal. 21
    • Module 6. Environmental and Social Response Reporting• Step 1. Understand Monitoring and Reporting Needs for your Company• Step 2. Implement Monitoring and Reporting in your Company• Step 3. Communicate the Successes and Challenges of your Company• Step 4. Review the Environmental and Social Changes in your Company Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal. Module 6. Environmental and Social Response Reporting Step 1. Understand Monitoring and Reporting Needs for your Company• Use Environmental and Social Report Cards (see resources)• Develop regular reporting on the challenges and successes of the activities• Provide quantitative and qualitative indicators (number, percentages, descriptions, etc.), progress of the program in relation to inputs, processes, outputs, outcomes, and impacts of environmental and social response activities• Develop indicators in the beginning of the program and follow changes Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal. Module 6. Environmental and Social Response Reporting Step 2. Implement Monitoring and Reporting in your Company• Report regularly (quarterly or biannually) to follow changes, evaluate successes and challenges of the response activities, and identify ways to improve your responses• Assign a Monitoring and Evaluation Coordinator responsible to oversee activities Cont. Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal. 22
    • Module 6. Environmental and Social Response Reporting Step 2. Implement Monitoring and Reporting in your Company• The coordinator should: – Help to plan reporting activities; – Participate in company reporting, monitoring, and evaluation; – Develop tools and guidelines for company environmental and social response reporting; – Supervise environmental and social response data collection Cont. Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal. Module 6. Environmental and Social Response Reporting Step 2. Implement Monitoring and Reporting in your Company• The coordinator should: – Ensure environmental and social response reporting is accurate and conducted in a timely manner – Analyze findings – Write the environmental and social response reports – Participate in communicating your company’s environmental and social response achievements. Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal. Module 6. Environmental and Social Response Reporting Step 3. Communicate the Successes and Challenges of your Company- Communicate regular to recognize challenges, successes, keep everyone motivated and to help build and maintain partnerships, generate interest in the program at all levels and externally, and ensure long-term commitment.- Communicate with other stakeholders, including partners, workers, the business association, and other authorities. Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal. 23
    • How will you communicate your successes?Target audience: Communication objectives: Methods:The Environmental and Discuss progress, challenges, Meetings, reportsSocial Committee and ways to improve environmental and social responses.Management Informing on progress and Meetings, reports ensuring top leadership support for ongoing activities.Workers and other Share achievements and Meetings, newsletters,program beneficiaries obtain feedback to improve bulletin boards environmental and social responses.Business Association Share information and Meetings, Internet experience, obtain technical communication, support, and foster community membership contribution, partnerships and links to other workshops Jenny Gold jgold@worldbank.org businesses. 2008 The World Bank Group, All Rights Reserved. Legal.How will you communicate your successes?Target audience: Communication Methods: objectives:Partners Share achievements and Meetings, reports, Internet technical support needs communicationOther businesses Share your experiences, Workshops, Internet expertise, and lessons communication learned.National authorities Develop national Presentations, partnership partnerships and ensure meetings your action fits with national strategies.Media and international Share your experiences and Publication of case studies,partners lessons learned press releases, conferences Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal. Module 6. Environmental and Social Response Reporting Step 4. Review the Environmental and Social Changes in your Company - Adjust and improve activities with support from management, and in communication with workers at all levels, as well as relevant partner. Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal. 24
    • Resources Module 6. Environmental and Social Response Reporting Step 1. Understand Monitoring and Reporting Needs for your Company 6.1 Environmental and Social Response Reporting in your company (page 119) 6.2 Environmental Response Report Card (page 124) 6.3 Social Response Report Card (page 130) Step 2. Implement Monitoring and Reporting in your Company 6.4 Road Map for Business Action on Environmental Issues (page 137) 6.5 Road Map for Business Action on Social Issues (page 143)Jenny Gold jgold@worldbank.org2008 The World Bank Group, All Rights Reserved. Legal. AcknowledgmentsJenny Gold jgold@worldbank.org2008 The World Bank Group, All Rights Reserved. Legal. AcknowledgmentsJenny Gold jgold@worldbank.org2008 The World Bank Group, All Rights Reserved. Legal. 25
    • World Bank Thank you Institute & GAIN Business AllianceJenny Goldjgold@worldbank.orgDjordjija Petkoski,Business, Competitiveness & DevelopmentHead of Business, Competitiveness & GroupWorld Bank Institute, The World BankDevelopment; World Bank Institutewww.devandbiz.org Jenny Gold jgold@worldbank.org 2008 The World Bank Group, All Rights Reserved. Legal. 26