Implementing, monitoring, and reporting CSR requires identifying a company's CSR level, key requirements like commitment and resources, and operational steps. CSR should be operationalized through forming a motivated core group to identify focus areas, design action plans, monitor impacts, and report initiatives. Measuring, monitoring, and reporting CSR ensures accountability, avoids risks, and improves reputation and performance. It involves using tools like ratings, principles, and indices to benchmark performance across areas like workplace, environment, and community initiatives. Reporting provides transparency and drives progress through methods like descriptive, quantitative, full cost, and triple bottom line reporting.
Safety 2012 producing a sustainability report session 654FayFeeney
Presentation delivered at the ASSE 2012 Professional Development Conference. Not for commercial use. Please email fay@riskforgood.com with any questions.
Safety 2012 producing a sustainability report session 654FayFeeney
Presentation delivered at the ASSE 2012 Professional Development Conference. Not for commercial use. Please email fay@riskforgood.com with any questions.
A CSR Thoughtpiece from the CSR Training Institute
-by Wayne Dunn
CSR and Sustainability are continually getting more complex and more costly but often
without a corresponding increase in value for shareholders and society.
Sometimes it seems like it simply gets more complex and more costly and produces less value.
To keep updated on postings and events go to www.csrtraininginstitute.com and sign up for the newsletter
What is Social Responsibility
Contrast the classical and socioeconomic views of social responsibility.
Discuss the role that stakeholders play in the four stages of social responsibility.
List and explain the arguments for and against social responsibility.
Differentiate between social obligation, social responsiveness, and social responsibility.
Social Responsibility and Economic Performance
Explain what research studies have shown about the relationship between an organization’s social involvement and its economic performance.
Brief idea about what actually Business Environment mean and the types of Environment viz internal and external environment and limiting factors that affect BE. Add on is the Case study of Nokia giving an overview of business environment factors that led to its failure.
What is socially responsible investment?dean771100
Socially Responsible Investments
Socially responsible investing is one of several similar approaches and concepts that impact how asset managers invest, in a socially responsible way. SRI's have been around for over 30 years in one form or another, and take the desire to make money and use it to create a better world. Companies which generate positive, measurable social and environmental change alongside a financial return. Keep in mind that it is a developing niche and therefore not without hiccups.
Chapter 9: Social Behavior and Good GovernanceKimber Palada
Chapter 9: Organization's Vision, Values & Mission from the book of Corporate Social Responsibility and Good Governance by Samuel Mejia Salvador, Gloria J. Toletino-Baysa & Ellinor C. Fua-Geronimo
Ethics & environmental issues in operationSandeep Bhat
Some cases are shared in this ppt that describes the ethics and environmental issues that are faced by companies. and some solution to those problems. cases of international brands are shared here.
What is the global reporting initiative?dean771100
What is the Global Reporting Initiative?
The GRI is a global standard for sustainability reporting designed by organizations and investors to measure business performance. The GRI has been adopted as a requirement by leading institutional investors, government regulators and development organizations around the world. It sets out a universal framework for sustainability reporting based on the shared understanding that such information can provide new insights into how companies operate and their contribution to sustainable development.
The word ESG or Environmental, Social, and Governance Metrics are used to describe the environmental, social, and governance performance of a company. This can be done in many ways- via surveys that are sent to members of the public who then weigh in on what they believe are the most important factors for measuring environmental impacts or by performing research into how companies rank when it comes to key issues. Some people would argue that this is not necessary while others would argue that if you want your business to succeed then these metrics should be taken into consideration.
A CSR Thoughtpiece from the CSR Training Institute
-by Wayne Dunn
CSR and Sustainability are continually getting more complex and more costly but often
without a corresponding increase in value for shareholders and society.
Sometimes it seems like it simply gets more complex and more costly and produces less value.
To keep updated on postings and events go to www.csrtraininginstitute.com and sign up for the newsletter
What is Social Responsibility
Contrast the classical and socioeconomic views of social responsibility.
Discuss the role that stakeholders play in the four stages of social responsibility.
List and explain the arguments for and against social responsibility.
Differentiate between social obligation, social responsiveness, and social responsibility.
Social Responsibility and Economic Performance
Explain what research studies have shown about the relationship between an organization’s social involvement and its economic performance.
Brief idea about what actually Business Environment mean and the types of Environment viz internal and external environment and limiting factors that affect BE. Add on is the Case study of Nokia giving an overview of business environment factors that led to its failure.
What is socially responsible investment?dean771100
Socially Responsible Investments
Socially responsible investing is one of several similar approaches and concepts that impact how asset managers invest, in a socially responsible way. SRI's have been around for over 30 years in one form or another, and take the desire to make money and use it to create a better world. Companies which generate positive, measurable social and environmental change alongside a financial return. Keep in mind that it is a developing niche and therefore not without hiccups.
Chapter 9: Social Behavior and Good GovernanceKimber Palada
Chapter 9: Organization's Vision, Values & Mission from the book of Corporate Social Responsibility and Good Governance by Samuel Mejia Salvador, Gloria J. Toletino-Baysa & Ellinor C. Fua-Geronimo
Ethics & environmental issues in operationSandeep Bhat
Some cases are shared in this ppt that describes the ethics and environmental issues that are faced by companies. and some solution to those problems. cases of international brands are shared here.
What is the global reporting initiative?dean771100
What is the Global Reporting Initiative?
The GRI is a global standard for sustainability reporting designed by organizations and investors to measure business performance. The GRI has been adopted as a requirement by leading institutional investors, government regulators and development organizations around the world. It sets out a universal framework for sustainability reporting based on the shared understanding that such information can provide new insights into how companies operate and their contribution to sustainable development.
The word ESG or Environmental, Social, and Governance Metrics are used to describe the environmental, social, and governance performance of a company. This can be done in many ways- via surveys that are sent to members of the public who then weigh in on what they believe are the most important factors for measuring environmental impacts or by performing research into how companies rank when it comes to key issues. Some people would argue that this is not necessary while others would argue that if you want your business to succeed then these metrics should be taken into consideration.
A Rede Cultural BrokerTM é uma Equipe de Projetos que reúne profissionais oriundos das diversas AREAS DE CONHECIMENTO1 (profissionais liberais, de empresas privadas, de instituições acadêmicas e também instituições públicas no Brasil e no exterior), cujas DIVERSAS ORIGENS, agregam valor a projetos de COMPETITIVIDADE INTERNACIONAL em todas as suas fases, desde o PLANEJAMENTO, até a fase de EXECUÇÃO do projeto.
Take Charge of Your Data to Meet Fundraising Goalsfundchat
A presentation delivered at the annual AFP-NNE Conference on Nov. 8, 2013 by Chris Bicknell of Little Green Light, Kathy Howrigan of Marts & Lundy, and Brendan Kinney of Vermont Public Radio.
CSR is an increasingly important topic for business students. This revision presentation explains the basic theory behind CSR and outlines the main arguments for and against implementing CSR. Various case studies are also provided together with links to further research.
Challenges Of Corporate Social ResponsibilityElijah Ezendu
Issues in development of workable corporate social responsibility strategy and resolution of awe-inspiring stance for championing effective governance.
Corporate Social Responsibility, or CSR, has received growing attention in the past decade. We’ll take a look at the roots of the concept, what it involves and some of the benefits which include lowered costs, improved employee satisfaction and a more positive impact on our world. We’ll also briefly discuss how many external vendors, from local energy auditors to FrontStream with our portfolio of tools, can help you accomplish CSR goals.
Finance and professions totally are all dominant areas in business world, financial industry includes many more informations related to business organizations..
Community relations creating value for industry and communityWayne Dunn
Keynote presentation to the International Congress on Community Relations’ Global Forum in Lima, Peru, Aug. 2014. Discusses how community relations and CSR can create value for industry and community
To keep updated on postings and events go to www.csrtraininginstitute.com and sign up for the newsletter
Slides from an Executive Masterclass I taught (with support from incredible guest lecturers) at Ta'atheer 2017, the Middle East, North Africa CSR and Social Impact Summit. The one-day program gave participants a quick dive into theory, practice and application of strategic CSR Impact Measurement and Management
.
Follow, engage, learn, perform
LinkedIn Profile http://bit.ly/Wayne-Profile
LinkedIn Author Page http://bit.ly/Wayne-LinkedIn
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Strategic CSR Video Playlist: http://bit.ly/Strategic-CSR
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Practical Models for Effective Employee Engagement in Support of Evolving Sus...Sustainable Brands
The intersection of sustainability programs and employee engagement is a critical component of any company's sustainability or CSR agenda. So much work is being done and demanded at this intersection that we can confidently say it is one of the few hottest topics – if not THE hottest one – in the global Sustainable Brands community this year. This workshop will piece together a compilation of best-in-class approaches to effective employee engagement to date, highlighting practical conceptual frameworks, tools and case studies that are proving especially valuable.
TOO4TO Module 2 / Corporate Social and Environmental Responsibility: Part 1TOO4TO
This presentation is part of the Sustainable Management: Tools for Tomorrow (TOO4TO) learning materials. It covers the following topic: Corporate Social and Environmental Responsibility (Module 2). The material consists of 2 parts. This presentation covers Part 1.
You can find all TOO4TO Modules and their presentations here: https://too4to.eu/e-learning-course/
TOO4TO was a 35-month EU-funded Erasmus+ project, running until August 2023 in co-operation with European strategic partner institutions of the Gdańsk University of Technology (Poland), the Kaunas University of Technology (Lithuania), Turku University of Applied Sciences (Finland) and Global Impact Grid (Germany).
TOO4TO aims to increase the skills, competencies and awareness of future managers and employees with available tools and methods that can provide sustainable management and, as a result, support sustainable development in the EU and beyond.
Read more about the project here: https://too4to.eu/
This project has been funded with support from the European Commission. Its whole content reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein. PROJECT NUMBER 2020-1-PL01-KA203-082076
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
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. 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. 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. 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. 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. 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. 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. 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. Which are the areas where a
company can implement CSR
activities?
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. 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. 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. 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
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. 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. 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. 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. 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. 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. 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)
29. 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.
30. The Equator Principles
(www.equator-principles.com).
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
31. 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 (
www.sustainability-indexes.com) sustainability
provides information on the quality of
management—a basic consideration for an
investor making long-term decisions
32. 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.
33. FTSE4
The Financial Times and the London Stock Exchange.
(FTSE4)Good (www.ftse.com/ftse4good/index.jsp).
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.
34. Reporting of CSR
What gets measured and monitored
needs to be reported.
To whom should you report CSR?
And How?
35. 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
36. Reporting methods
Key methods of accounting are as
follows:
- Descriptive performance reporting
- Quantitative reporting
- Full cost reporting
- Triple bottom line reporting
37. 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
38. Descriptive performance reporting
The inventory commonly includes:
- Physical resources and
environmental contributions
- Energy
- Human resources
- Product or service contribution
- Community involvement
- Other
39.
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
40. 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
41. 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
42. Impediments to Full Cost Reporting
-
Measurement of financial values
Data availability
Additivity of measurement unit
Reliability of measurement
Suitability of certain estimates
43. 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
44.
“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
45. 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
46. 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