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CSR & HR - Presentation Stefan Crets


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CSR & HR - Presentation Stefan Crets

  1. 1. Conference  “CSR:  s.ll  a  challenge  for  HR?”   22  October  2013  in  Brussels   Stefan  Crets,  Director,  CSR  Europe   1  
  2. 2. What  is  CSR?    “The  responsibility  of  enterprises  for  their  impacts  on  society”   IT  IS  ABOUT  MANAGEMENT  PROCESSES     Respect  for  applicable  legisla.on,  and  for  collec8ve  agreements   between  social  partners,  is  a  prerequisite     •  CSR  =  a  process  for  companies  to  integrate  social,  environmental,   ethical  and  human  rights  concerns  into  their  opera8ons  and  core   strategy,    in  close  collabora.on  with  their  stakeholders     •  Maximising  the  crea8on  of  shared  value  through  a  long-­‐term  strategic   approach  to  CSR,  the  development  of  innova8ve  products,  services   and  business  models…     FOCUS  ON  MID  AND  LONG  TERM  SUSTAINABLE  GROWTH  
  3. 3. Corporate  strategies  for  building  shareholder   and  societal  value-­‐added    
  4. 4. Role  of  CSR  with  regards  to     HR  stakeholder  requirements   Improve   HR  admin   services   HR  stakeholder   requirements   Provide   worklife   balance   programs   Clarify  and   leverage   social   mission   Develop   Green   Teams   Provide   dental   insurance   Strategic   business   partnership   Gender   equality   prog   Win  the   talent  war   Increase   employee   engagement   Reduce  HR   costs   Improve   internal   comms   Employee   sa.sfac.on   survey   Low  carbon   skills   recruitment   Embed  human   rights  policy   Assess  HR   Employee   Sustainability   Volunteering   risks   Program   HR  func.onal  success  and  contribu.on  to  a  sustainable  business   Source:  CSR  for  HR:   hGp://­‐going-­‐ global.html&docid=anLxIOdYG3pmcM&imgurl=hGp://­‐G5vJVZwiRu8/TgT-­‐t61b-­‐xI/AAAAAAAAAbo/MAyTuf2fFgw/s400/CSR%252Bfor%252BHR %252BMateriality.JPG&w=400&h=327&ei=uJ5DUt3jOYeFhQevn4HoBg&zoom=1&iact=hc&vpx=649&vpy=146&dur=4309&hovh=203&hovw=248&tx=150&ty=105&page=1&tbnh=131&tbnw=160&start=
  5. 5. Enterprise  2020:     It  is  about  business  not  mere  compliance       Social  innova*on     =  new  ideas,  business  models,  products  &  services  that  resolve  exis*ng  sustainability  challenges   5  
  6. 6. Enterprise  2020   The  way  ahead   2013-­‐2015       Sustainable   Living  in   Skills  for  Jobs  
  7. 7. Nine  campaign  projects   Areas   Project   Leaders/Partners   Rethinking  Careers   Workplace     Innova.on   Health  and  Wellbeing   Supplier  Diversity  (‘14)   Changing  Lives   Entrepre-­‐ neurship   Intrapreneurship   Programme   Entrepreneurship  Boost   Deploy  Your  Talents   (STEM)   Skills  for   Employability   Quality  Internships  &   Appren.ceships   Inclusion     Fostering  Inclusion      
  8. 8. Rethinking  careers:  longer  working   lives  into  all  HR  opera.ons  
  9. 9. CSR  Europe’s  project  on  Rethinking  Careers       Purpose   Deliverables   Iden8fied  Issue/Gap   •  New  legisla8ons  for  prolonged  re8rement  age   •  Beyond  focusing  on  senior  wokers,  companies   need  to  take  a  holis8c  approach  à  rethink   careers     Proposed  solu8on   •  Understand  the  levers  and  obstacles  of  lifelong   HR  Management   •  Share  knowledge     •  Support  in  shaping  the  necessary  policy   framework   •  Assessment  of  lifelong   employability   à  Assessment  Report  +   Benchmark     •  Knowledge  sharing     à  Publica8on,  incl.  lessons   learned  +  best  prac8ces     •  Policy  dialogue     à  Policy  recommenda8ons   •  Rethinking  careers  publica.on   •  Lifelong   Employability   Assessment   (LEA-­‐Tool):    CSR  Europe  is  offering  a   Rethinking   Careers   Assessment   to   measure   a   company’s   ability   to   i n t e g r a t e   a g e -­‐ m a n a g e m e n t   processes   into   HR   opera8ons   across   life-­‐stages   •  12-­‐13   November   2013   in   Brussels:   European  Employment  Forum   For  more  informa+on  on   the  publica+on  and  how   to  par+cipate  in  the   assessment,  please   contact  Sarah  Dekkiche   (      
  10. 10. The  Business  case  of  Health  Literacy   Health  literacy  ac8vi8es  in  the  business  context  create   value  not  only  for  employees,  but  also  for  businesses   Improved   brand   Reduced   sickness   Fewer   accidents   Improved   reten.on   Business   benefits  of   a  healthy   workforce   Higher   produc.vity   Higher   commitment   Improved   resilience  
  11. 11. • To  evaluate  the  22  process  requirements  on  their  level  of  maturity  and  assign  a  score  to   company’s  practice   • Draw   Individual   benchmark   graphics   to   provide   company   with   their   position   against   and  allows  to  identify  gaps   • Compile  a  set  of  good  practices  for  each  of  the  effectiveness  criteria.   each   peers   Business  and  Human  Rights   What  is  available  for  companies  now:       • 22  indicators  to  support  HuRis  practitioners  in  decision  making  process  à  the  8  effective  criteria  were  broken  down  to   identify  key  elements  of  a  grievance  mechanism  operating  principles     Two  work  streams   • Matrix:  ”beginners  “–  “advanced”  –  “effective”  maturity  level  à  3  levels  of  maturity  of  grievance  mechanism  were   identified;  explanation  of  each  of  them  and  practical  examples  are  available  (Please  note  that  the  “effective”  level  is  limited  to   the  group  of  companies  we  have  been  interviewed)   (2)  Management  of  Complaints         Matrix  -­‐  Assessment  sheet  with  practical   examples  for  each  of  the  levels  of  maturity     Why  par.cipate:   •  Assess  the  effec8veness  of  current  company   processes  for  addressing  complaints  from   employees  and/or  communi8es.   •  Learn  from  a  set  of  best  prac8ces  and  tools   Score  on  the  8  UN  criteria   Total  score  benchmark   against  other  companies   Available  tools   •  MOC-­‐A:  Management  of  Complaints   Assessment  tool     •  Publica8on  on  company  mechanisms  for   Addressing  Human  Rights  Complaints     Individual  benchmark  graphics  provide  company  with   their  position  against  peers  and  allows  to  identify  gaps              8  Criteria   benchmark   21  processes   requirements   Gaps  in  specific  processes   requirements     more  informa8on       within  one  network  on  business  and  human  rights   11  
  12. 12. Business  and  Human  Rights   Two  work  streams   (1)  Embedding  Human  Rights   Why  par.cipate:   •  Understand  the  relevance  of   human  rights  across  departments   –  HR,  procurement  and  legal/  risk   management   •  Translate  human  rights  into   func8on-­‐specific  processes   Upcoming  tools:   •  Department-­‐specific  tools  e.g.   training,  guidance  materials     Link  to  Human  Rights   Day-­‐to-­‐Day   • Human  rights  risks  throughout   the  supply  chain  (eg.  child/ forced  labor,  working  hours,   freedom  of  associa8on,   con8ngent  labor)     • Linkage  situa8ons:  human   rights  risks  further  down  the   supply  chain  (eg.  conflict   minerals)   • Outsourcing  of  produc8on  to  low   cost  countries     • Sourcing  of  raw  materials,   agricultural  products,  chemicals,     • Procurement  decisions  (eg.  lead   8mes,  contract  terms,  margins)   • Monitoring  and  improvements   Risks   • Sole  focus  on  labor  rights   • Biggest  suppliers  vs.  highest  risks   • Parallel  vs.  integrated  processes   • Sole  approach  is  compliance   and/or  cut  and  run   • Respect  for  human  rights   correlates  with  high   performance  in  other  areas   • Risk-­‐based  approach   • Working  with  others  (eg.   Bangladesh  Accord)   within  one  network  on  business  and  human  rights   12  
  13. 13. EU  proposal  on  Non-­‐financial  Informa.on   Scope  and   Requirements  I     •  COMPANIES  CONCERNED   •  Large  companies:   •   Average  number  of   •  •  •  employees  exceeds  500   AND    The  balance  sheet  total   exceeds  €20million  OR  the   net  turnover  exceeds   €40million   These  companies  must   include  in  their  annual  report   OR  in  the  review  within  a   consolidated  annual  report,  a   non-­‐financial  statement      →   CONTENTS  of  non-­‐financial  statement   Informa8on  must   relate  to  the   company’s   policies,  results   and  risk-­‐related   aspects  on  at   least...   May  rely  on   Include  statutory   na.onal,  EU-­‐based   audits...   or  interna.onal   frameworks,  such   as   •   Environmental   aspects;   •   Social  &   employee-­‐related   maders;   •   Respect  of   human  rights;   •   An8-­‐corrup8on   and  bribery   aspects   •   UNGC   •   ISO  26000   •   ILO  Declara+on   •   GRI   • EMAS   • German   Sustainability  Code   (DNK)   • .....   Should  contain  an   opinion  concerning   the  consistency  or   otherwise  of  the   annual  report,   including  non-­‐ financial  informa8on,   with  the  annual   accounts  for  the  same   financial  year   COMPLY  or  EXPLAIN   Where  a  company  does  not  apply  policies  in  one  or  more     of  these  areas,  the  company  shall  provide  a  reasoned  explana8on   for  not  doing  so.  
  14. 14. EU  proposal  on  Non-­‐financial  Informa.on   Scope  and  Requirements  II   These  companies  should  disclose  as  part   of  their  corporate  governance  statement     Informa.on  on  the  objec.ves,  the  implementa.on  and   results  obtained  from  their  diversity  policies  for  their,  management  and  supervisory  bodies...     Large  listed  companies:     •   Large  companies  are  taken  to   mean  companies  which  exceed   the  given  threshold  values  for  any   two  of  three  variables:  balance   sheet  total,  annual  turnover  and   average  number  of  employees.     •   Listed  companies  are  taken  to   mean  companies  which  are  listed   on  the  Main  Stock  Exchanges  in   European  Economic  Area  (EEA)   Member  Countries.   With  regards,  in  par.cular,  to  aspects  such  as:     -­‐   Age   -­‐   Gender   -­‐   Na.onality   -­‐   Educa.onal  and  professional  background   -­‐   Other  aspects  companies  may  consider  relevant     COMPLY  OR  EXPLAIN   Companies  not  having  a  diversity  policy  should  not  be  obliged   to  put  one  in  place  but  they  should  clearly  explain  why  this  is   the  case  
  15. 15. Thank  you  very  much     for  your  aden.on!   For  more  informa8on  contact  Stefan  Crets  (       Connect   Share   Innovate   15