This document outlines steps for measuring and reviewing corporate social responsibility (CSR). It discusses mapping interested parties and their relationships. Objectives and key performance indicators (KPIs) should be specific, measurable, achievable, relevant and time-bound. Continual improvement involves implementing an action plan with objectives and KPIs, monitoring and controlling progress, and reporting KPI results to drive further actions. The CSR strategy should be integrated with the company's overall strategy. Risk management is also important for CSR. Creating shared value by enhancing competitiveness and advancing social conditions is discussed as a purpose of CSR.

1. Measure and review
1 - Policy, code of conduct and mapping interested
parties (2)
1 - Objectives and mastering indicators
2 - Interactive présentation
3 - Continual improvement & strategy
4 - Synthesis

2. Interested Parties
Mapping relationships
CSR can enable enterprises
“to identify all stakeholders and their interests through research and analysis,
to make the strategy to fulfill their needs, to set the structure and culture to
enable the fulfilling of all stakeholders’ interests, and to set institutions for
monitoring and control”.
Shall we map them ?
your company or your case
study
Stakeholders template

3. Objectives et KPI
they must be SMART
1- Set the scene with a group brainstorm discussion about what ethics and the
Triple Bottom Line actually means to people, staff, customers, and its
significance for the organisation/industry sector concerned….
2 - Each of the initiatives must focus on one of the Triple Bottom Line areas ,
and at the same time must support the other two TBL areas.
3 - The extent to which profit is affected by ethical initiatives is a matter for
discussion and consideration of the wider and long-term view. « Within this
view are the wider benefits achieved by improving the ethical behaviour of the
organisation, which ultimately will improve profits far more than ignoring ethical
issues ? »
Specific - Measurable -
Achievable - Relevant - Time
bound

4. ISO 26000 : 2010
Guideline for corporate social responsability
Continual Improvement and CSR KPI
ACTION PLAN is defined including
Objective and KPI
IMPLEMENT at all
levels
CONTROL MEASURE KPI
REPORT KPI FOR ACTIONS

5. General company Strategy & CSR Strategy
CSR STRATEGY
GOVERNAN
CE
SOCIAL
ENVIRONME
NT

6. 1. Company’s activities
2. Sisters companies( controlled or in-depende
3. CSR Scope for all activities assoc
S
GS E
General company Strategy & CSR Strategy
4. Design CSR Strateg

7. © 2014 INDR
Value chain
IF D CCo
Contractors / Suppliers > Intermediary >
Company >Distributors > Consumers /
Customers
C/ F

8. © 2014 INDR
Transparency
Co
C/S C/S C/S C/S
C/S
100% 50% 5% 100% USA
Contractors
Suppliers
Co

9. Risks

10. RISK MANAGEMENT VERSUS AUDIT MANAGEMENT
STRATEGIC - PLANNING & RISK
Strategic Risk
Management
Analyz
e risks
Assess
Risks/ Risk
Objectives
Monitor
Risks
Report
Risks
Strategic Planning
Analyz
e
context
Formulate
Plan/
Define
Objectives
Execut
e &
Control
Report
Performance

11. ecoDa webinar on Corporate Culture, Jan 29th, 2016, Mynttinen
Case study

12. Continuel improvement for all units

13. Organizational Learning
G O V E RNANCE
A CTI O NS
S TRA TE G Y
C O N S E Q U E N C E S
Single LoopDouble Loop
Observe,Reflect, Decide, DoReconsider, Reconnect, Reframe

14. Creating Shared Value
Michael Porter & Mark Kramer
corporate policies and practices that enhance the
competitiveness of a company while simultaneously
advancing social and economic conditions in the
communities in which the company sells and operates.

15. Copyright © EML Executive Development – la filiale de formation continue d’EMLYON Business School
Syntheses of the learning
outcomes

17. CSR as Value Creatio
CSR as Risk Management
CSR as Corporate Philanthropy
Why should companies spend CSR resources ?
Purpose
Impact
Innovate and promote
sustainable business model
Purpose
Impact
Purpose
Impact
ComplianceProvide funding pilote and skills
Operational impact Image Strategic & operationalStrategic & operational,
known but not always used
Purpose
Impact
Purpose
Impact
• Shared value (business,
institution, communities)
• Promote competitiveness and
innovation
• promote sustainability
• integrate business into the
community
• develop human capital
• incorporated into the strategy
• Mitigate operational impacts
• Mitigate operational risks
• Support external relationships
• Philanthropy and sponsorships
• Short term benefits but not
always sustainable
• Limited funds available, limited
impact
• Misalignment between
business and social
responsibility strategies and
functions
• Corporate competencies and
others business assets not fully
utilized
• Result in minimal social and
business impact of social
programmes