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Csr13 5(imple)


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Csr13 5(imple)

  1. 1. Implementing, Monitoring Measuring & Reporting CSR
  2. 2. Important Websites         
  3. 3. Identifying the Company’s CSR level Value Creation Harm Minimization Compliance
  4. 4. Key Requirement for Implementation of CSR activities Motivation and commitment Budget for the CSR Activities Human resources
  5. 5. Steps for Operationalizing CSR
  6. 6. Operationalising Corporate Social Responsibility Trigger Motivate Management Form CSR Core Group Identify Focus Areas Design and Implement CSR Action Plan Monitor and Evaluate CSR Action Report and Communicate CSR Initiatives
  7. 7. Operationalizing CSR • Trigger : The process normally begins with a trigger or an event that requires management attention and action. This trigger or motivation can come from a product, workplace crisis, from external pressures or from inner values and principles. • Motivated Management : Motivated management formulates the CSR Policy and describes the Vision and Mission Statement of the Company. •Written CSR Policy ensures a common understanding amongst Board members, will define how much and what a company wants to achieve and will ensure effective implementation. •The CSR Policy of the company should clearly define the key stakeholders and their level of involvement.
  8. 8. Operationalizing CSR (Contd.)  Forming a CSR Core Group : Management should form a Core Group or a Committee. A core group will be responsible to plan, execute, monitor, evaluate, report and communicate the progress and impact of CSR programmes.  The Core Group will be responsible to identify the resources, execute planned activities and sustain the commitment for motivation to responsible business practices.
  9. 9. Operationalizing CSR (Contd.)      CSR CORE GROUP MEMBERS CEO or MD should be the Chairman of CSR Core Group and responsible for overall coordination and decision making. CSR Personnel Human resource personnel : Employee Welfare, Employee Volunteering Corporate Communication and Public Relations Personnel Finance Personnel
  10. 10. Operationalizing CSR (Contd.) Identify the Focus Area  The CSR core group must identify the focus area of the company. The focus area will be based on the CSR Policy, Vision and Mission of the Company.  For example: Orchid Hotel, CSR action is focussed around environmental issues.  Tata Group thru’ TCCI focuses on community & environmental issues in Tata Companies.
  11. 11. Operationalizing CSR (Contd.) Design and Implement CSR Action Plan  The CSR core group will design and implement the CSR action plan for the company, integrating company values, focus areas and resources.
  12. 12. Operationalizing CSR (Contd.) •Monitor and Evaluate CSR Action :Monitoring and evaluating CSR action helps to analyze the impact of CSR action and plan future actions. •This step is critically important to boost the morale and sustain motivation of the core group and employees to sustain CSR action. • Report and Communicate CSR Initiatives: The impact of CSR initiatives should be reported and communicated under different focus area like employee welfare, environment, community, etc. •Communicating CSR action to all stakeholders can act as an incentive to broaden the CSR initiative.
  13. 13. Emerging Areas of Corporate Social Responsibility Social Responsibility • Respect for Human Rights • Socio-economic development Business Responsibility • Tax Compliance • Employee Welfare • Corporate Governance • Consumer Protection • Investment in R & D • Respect for National Sovereignty • Academic Research • Resource Sharing • Corporate Community Investment • Socially Responsible Investments. Environmental Responsibility • Environmental Friendly Technology • Ecofriendly Waste Disposal • Preventive and Precautionary control of environment pollution • Rectifying environmental damage • Bio-diversity Preservation Stakeholder Involvement • Proporgation of principles and ethical values enshried in the organisation to all stakeholders
  14. 14. Which are the areas where a company can implement CSR activities?
  15. 15. Typology of Corporate Programmes to Promote CSR Workplace Initiatives Labour & Human Rights Human Resources Corporate Structure & Governance Marketplace Initiatives Environmental Management Community Involvement & Economic Development CSR PROGRAMS
  16. 16. Labour and Human Rights Initiatives     Engagement with unions and adherence to union standards Codes of conduct that set standards for a company or entire industry on labour treatment Responsible supply chain management ensuring that suppliers adhere to company’s code of conduct Product design and development
  17. 17. Human Resources Initiatives        Health and other insurance benefits Employee recognition and rewards Equal opportunity, diversity, diversity training and religious freedom Work/life balance and wellness programs Employee compensation for downsizing, plant closing and reengineering measures Volunteering in local communities Health and safety of the job
  18. 18. Environment Management Initiatives          Environment supply chain management Consumption reduction Natural resource stewardship Alternative energy Green real estate development and ecological building design Clean technology innovation Product and packaging design End-of-life-cycle product stewardship Philanthropy and sponsorships
  19. 19. Why measure, monitor and report CSR?
  20. 20. Measuring , Monitoring & Reporting CSR         Satisfy regulators To determine the level of compliance with statutory requirements Accountability Avoiding action from pressure groups and local communities Avoid reputation (and hence business) risk Improve brand (targeted at customers, employees, investors and suppliers) Improve financial performance Plan future actions
  21. 21. Measurement through extra-financial ratings Company’s fitness to manage risks in Four Categories: a) Governance/Business Ethics: code of conduct, bribery & corruption a) Environment: emissions, resources, climate change, ecosystems c) Social: product safety, marketplace, community, human rights d) Employment: diversity, recruitment, strategy, workplace condition
  22. 22. Measurement of Community Initiatives         Cash value of community support as a percentage of pretax profit. Impact evaluations carried out on community programmes such as improved educational attainment, number of jobs created, professional support for community organizations etc. Project progress and achievement measures Perception measures of the company as a Good Corporate citizen Positive and negative media comment on community activities Individual value of staff time, gifts in kind and management costs Frequency of formal and informal dialogue between the stakeholders Measuring impact on the beneficiaries.
  23. 23. Measurement of Workplace Initiatives            Workplace profile (race, gender, disability, age, etc) Staff absenteeism Number of legal non-compliance (on health and safety, equal opportunities and other legislation) Number of staff grievances Upheld cases of corrupt or unprofessional behavior Staff turnover Training and development provided to staff Pay and conditions compared against local equivalent averages Workplace profile compared to the community profile for the travel to work area or equivalent Evaluating impact as a result of downsizing, re-skilling, etc Perception measures of the company (eg: equal opportunities, work/life balance)
  24. 24. Measurement of Environment Initiatives • Overall energy consumption • Water Usage • Quantity of solid waste produced (measured by weight/volume) • Upheld cases of prosecution for environmental offences • CO2 / Greenhouse gas emissions • Use of recycled material • Positive and negative media comment for environmental activities • Environmental impact over the supply chain. • Level of waste that is recyclable.
  25. 25. Measurement of Marketplace Initiatives              Number of products complaints regarding products and services Advertising complaints upheld Complaints about late payment of bills Upheld cases of anti-corruptive behavior Customer satisfaction levels Customer retention Provision for customers with special needs Average time to pay bills to suppliers Extra sales gained attributable to social policy/ cause related marketing Customer loyalty measures Recognizing and catering for diversity in advertising and product labeling Perception of a company as a desirable commercial partner Social impact, costs or benefits of core products / services
  26. 26. Measuring CSR Different measures for different purposes Internal Performance Management Types of Measures • Internal operational measures • External reports (auditable) • Performance Standards Measurement • Accreditation External Reporting CSR Measurement Table • Self Assessment / Audit tools (for internal or external use)
  27. 27. Few Measurement Tools
  28. 28. The Global Sullivan Principles  In 1971, Reverend Leon H. Sullivan, a Human & Civil Rights, leader was appointed to the Board of Directors of General Motors, becoming the first African-American to serve on the board of a major corporation.  Six years after joining the board of General Motors, Sullivan developed the Sullivan Principles, which became an international standard for businesses operating throughout the world. The Global Sullivan Principles of Social Responsibility is a voluntary code of conduct built on a vision of aspiration and inclusion.  The aspiration of the Principles is to have companies and organizations of all sizes, and cultures, working toward the common goals of human rights, social justice and economic opportunity.
  29. 29. The Equator Principles (  For a number of years, banks working in the project finance sector had been seeking ways to develop a common and coherent set of environmental and social policies and guidelines that could be applied globally and across all industry sectors.  In October 2002, a small number of banks convened in London, together with the World Bank Group's International Finance Corporation (IFC), to discuss these issues.  The Banks present decided jointly to try and develop a banking industry framework for addressing environmental and social risks in project financing. This led to the drafting of the first set of Equator Principles by these banks which were then launched in Washington, DC on June 4 2003 and updated in July 2006
  30. 30. Rating Indices  Rating indices are generated to compare companies on specific aspects of CSR and can produce pressure on companies to improve their performance in those areas. Participants in indices such as the Great Place to Work annual index select themselves to showcase their human resources achievements.  Investment indices such as the Dow Jones Sustainability Indexes ( sustainability provides information on the quality of management—a basic consideration for an investor making long-term decisions
  31. 31. DJSI    Launched in 1999, the Dow Jones Sustainability Indexes are the first global indexes tracking the financial performance of the leading sustainabilitydriven companies worldwide . The Dow Jones Sustainability Indexes are a cooperation of Dow Jones Indexes, STOXX Limited and SAM Group. Currently 66 DJSI licenses are held by asset managers in 16 countries to manage a variety of financial products including active and passive funds, certificates and segregated accounts.
  32. 32. FTSE4  The Financial Times and the London Stock Exchange. (FTSE4)Good (  The FTSE4Good Index Series has been designed to measure the performance of companies that meet globally recognised corporate responsibility standards, and to facilitate investment in those companies.  FTSE brand make FTSE4Good the index of choice for the creation of Socially Responsible Investment products.
  33. 33. Reporting of CSR  What gets measured and monitored needs to be reported.  To whom should you report CSR? And How?
  34. 34. Importance of Reporting •To build trust • To demonstrate clear purpose, vision and mission • To enhance business reputation • To provide information to interested stakeholders • To demonstrate commitment to operate business in a responsible ways • Drive forward change and stimulate dialogue • Reward employee volunteering • To create awareness
  35. 35. Reporting methods  Key methods of accounting are as follows: - Descriptive performance reporting - Quantitative reporting - Full cost reporting - Triple bottom line reporting
  36. 36. Descriptive performance reporting      Such disclosures are the most commonly made by entities They appear in a stand-alone report Take the form of an “inventory” of CSR Typically contains “good” news May be regarded as the “smiling faces” approach to CSR
  37. 37. Descriptive performance reporting  The inventory commonly includes: - Physical resources and environmental contributions - Energy - Human resources - Product or service contribution - Community involvement - Other
  38. 38.  Problems with this approach: - The list of headings and related issues is virtually limitless - Difficulty in obtaining benchmarks by which to compare and contrast an entity’s performance - Captured by marketing departments and reflects a “feel good” (i.e. soft) approach
  39. 39. Quantitative reporting Reporting is based on attempts to quantify an entity’s social and environmental interactions An entity may, for example, attempt the quantify the environmental impacts of its products over their life cycles
  40. 40. Full cost reporting  Such systems are intended to include in accounting and economic numbers all the potential/actual costs and benefits including environmental and social externalities
  41. 41. Impediments to Full Cost Reporting - Measurement of financial values Data availability Additivity of measurement unit Reliability of measurement Suitability of certain estimates
  42. 42. Triple bottom line reporting (TBL reporting)  “Triple bottom line” or “sustainability reporting”, the focus is widen to embrace the economic, environmental and social performance of entities  Economic bottom line” refers to the traditional bottom line as well as to issues relating to the long-term sustainability of an entity’s costs, of the demand for its product, profit margins and so on  “Environmental bottom line” encompasses the sustainability of the entity’s use of natural, renewable or substitutable resources and its restoration performance
  43. 43.  “Social bottom line” is concerned broadly with social capital with a focus on human capital, such as in the form of public health, skills and education, and more generally with society’s health and wealth creation capabilities
  44. 44. TBL reporting method  The implementation of a TBL reporting approach to CSR is an incremental process, dealing with the complex and contestable issues involved in attempting to effectively integrate economic, environmental and social performance measurement into a single report
  45. 45. Ways of Reporting Ways of External Ways of Internal Reporting Reporting • Team briefings • Annual reports • Procedural notes • Websites • Training sessions • Stand alone reports • Internal magazines • External magazines • Internal compliance or audit • AGMs reports • Media outlets • Intranet • Corporate videos • Notice boards • Speaking platforms for • Site locations senior managers • Specific reports