Iso tmb wg sr iso 26000 plenary meeting may 15 19 2006 lisbon see on brodhag org
This presentation is the property of its rightful owner.
Sponsored Links
1 / 19

ISO/TMB/WG SR : ISO 26000 Plenary meeting May 15-19, 2006, Lisbon see on brodhag PowerPoint PPT Presentation


  • 64 Views
  • Uploaded on
  • Presentation posted in: General

Some general concepts and the French experience on social responsibility and sustainable development Cristian Brodhag Interministerial delegates for sustainable development, FRANCE. ISO/TMB/WG SR : ISO 26000 Plenary meeting May 15-19, 2006, Lisbon see on brodhag.org.

Download Presentation

ISO/TMB/WG SR : ISO 26000 Plenary meeting May 15-19, 2006, Lisbon see on brodhag

An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -

Presentation Transcript


Iso tmb wg sr iso 26000 plenary meeting may 15 19 2006 lisbon see on brodhag org

Some general concepts and the French experience on social responsibility and sustainable developmentCristian BrodhagInterministerial delegates for sustainable development, FRANCE

ISO/TMB/WG SR : ISO 26000

Plenary meeting May 15-19, 2006, Lisbon

see on brodhag.org


Int gration difficulties

intégration difficulties

Rio Negro

Amazon

Rio Solimoes


Two communities which have not the same historics references

Community of ethics and social responsibility

environment

economic

social

CSR

PCP

Community of sustainable development

environment

social

economic

changing unsustainable patterns of consumption and production

two communities which have not the same historics references

?

social and environnemental responsibility


European view of csr

European view of CSR

  • A common European understanding of what CSR means has emerged on the basis of the Commission definition of CSR as a concept whereby companies integrate social and environmental concerns in their business operations and in their interaction with their stakeholders on a voluntary basis.

  • In its contribution to the March 2005 Spring Council, the Commission recognised that “voluntary business initiatives, in the form of corporate social responsibility (CSR) practices, can play a key role in contributing to sustainable development while enhancing Europe’s innovative potential and competitiveness”.

  • In the Social Agenda, the Commission announced that it would, in co-operation with Member States and stakeholders, present initiatives to further enhance the development and transparency of CSR.

  • In « Implementing the partnership for growth and jobs : making Europe a pole of excellence on corporate social responsibility », Communication from the Commission to the European Parliament, the Council and the European economic and social committee


Mandatory volontary approaches

Parlement, law, States

cooperation, consensus,

standardization bodies :

(CEN, ISO…)

market share

economic tools

(tax, market)

law & regulation

contrain

valorisation of volontary approaches :

labels, information

public procurements

sustainability

sustainability indicators

(environnemental and social criteria)

mandatory / volontary approaches


Two roles of csr

Two roles of CSR

outwards looking

  • accountibility

  • formal communication to stakeholders

  • problem of the perimeter of the reports (range of responsibility)

  • verification certification of information.

    inwards looking

  • mobilizing company and staff to answer new issues

  • consider expectations of stakeholders and future market

  • allows the identification of way of progress (ie. informations on best practices or techniques, in France SD 21000 guidelines)


Sustainable development regulation and corporations

international institutions

international norms

principes

Global Compact

(volontary)

multinational

corporations

GRI

notation

agencies

french law NRE (mandatory sustainable development reporting)

in stock exchange

stakeholders

indicators

ISO 26000?

national and

local entities

SME’s

National strategies of SD

Local Agenda 21

sensitization

sustainable development regulation and corporations


Global compact number of signature

global compact number of signature

Sri Lanka, Egypt, Japan ;

<30 Sweden, Cameroon, Canada, Macedonia ;

<20 Danmark, Russia, Australia, Swizerland, Portugal, Thaïland, Latwa, Chili, Norvege, Nepal, Netherland ;

<10 South Africa, Poland, Ghana, Malawi, Belgium, Ethiopia, Finland, Austria, Greece, Pakistan;

<5 Bengladesh, Colombie, Paraguay, Antica Barbuda, Lesotho, Qatar, Albany, Bosnia Herzegovin, Costa Rica, Equator, Guyana, Indonesia, Lituania, Mexico, Mozambique, Zambia, Armenia, Bahreïn, Chyprus, United Arab Emirates, Georgia, Irland, Israël, Kenya, Luxemburg, Malaisia, New Zeland, Romania, Senegal, Singapor, Tanzania, Uganda, Ukrain, Vietnam

18%

Other

(62 pays)

21%

France

375

Germany

37

2%

11%

China

2%

Spain

Turkey

2%

2%

Peru

3%

Panama

9%

3%

Italy

Argentina

3%

United Kingdom

3%

6%

Bulgaria

4%

Philippines

6%

5%

USA

Brasil

India

22 mai 2005


Legislative framework on corporate governance and sustainable development nre law

Legislative framework on corporate governance and sustainable development : NRE law

  • Law n° 2001-420 of May 15, 2001 on the new economic regulations (J.O. of May 16, 2001) on corporate governance and sustainable development

  • Various subjects are treated and it is difficult to have an overall picture owing to the fact that the majority of the articles bring amendments to other texts: commercial law, monetary and financial codes, code of consumption, codes of insurances, penal code and General tax code.

  • Treated topics: organization of the authorities of regulation, modernization of the fight against the money bleaching, reforms code of cinematographic industry and installation of the capacities within companies.


Role of french guidelines sd 21000

Role of french guidelines SD 21000

  • identify principal stakes, stakeholders and stakeholders’ expectation

  • design a strategic vision on sustainable development

  • define an action plan including external partnerships

  • implemented in around two hundred SMEs (results on 80)


Strategy management systems

Models of

management systèmes

demonstration standards

ISO

9001

ISO

9004

quality

management system of

the entreprise

ISO 14001

ISO 14004

environ- nment

fair

EMAS

society

economy

strategy and politicy of the entreprise

sustainable

health security

work cond.

OHSAS 18001

BS

8800

liveable

viable

social/ societal

environment

SA

8000

AA

1000

EFQM

excellence

etc…

Guide for taking in account SD 21000sustainable development

Strategy / management systems

d’après Alain JOUNOT, Groupe de Travail« Entreprise et développement durable »AFNOR, document n°20, Cartographie des référentiels de management


Implementation of sd 21000

Choices and priorities

Identification of stakes

Social responsibility strategy

Implementation

Vision and entreprise values

Sustainable development reporting

Sustainable development principles

Integration of existing actions

Significant stakes

Industrial sites/shops

Product and services

Purchasing/ subcontracting

Policy Programme

Objectives

Indicators

Economic

Environmental

Ethical/social

Societal

Good sectorial pratices

Communication of performances

Sincerity

Completness

Relevance

Transparency

Management system

Training

Communication

Indicators

Regulations and standards

  • Stakeholder expectations

    • Local / global Product life cycle Internal / external Upstream down- stream activities

Feedback from stakeholders

and updating of the

identification of the stakes

Implementation of SD 21000


Identification of significant stakes

identification of significant stakes

substantive and procedural

  • exchanges on stakes for supply chain :

    • contractors / sub-contractors

    • « global » stakeholders

sector

substantive and procedural

hierarchization

& transactions

between actors

national, local

significant

stakes

  • exchanges on stakes at the local level :

    • national and local partners

    • «  national and local » stakeholders


Choice of significant stakes combining importance and performance

Importance of stakes

1 – low importance

2 – medium importance

3 – no mastership will impede some processes of the enterprise

4 – no mastership will impede important and strategic process of the enterprise

5 – no mastership will impede the existence of the enterprise

Correction through stakeholders expectations

5

enhance

react

5

4

Importance

act

3

4

first stage:

correction of path

implementation of state of the art (in context)

second stage:

towards a new production

and consumer model,

innovative approach in rupture

3

2

SD and long term stackes

no priority

innovation path

1

2

Performance

1

state of the art path

1

2

3

4

5

Performance

Need to identify « best practices »

Choice of significant stakes : combining importance and performance

http://www.brodhag.org


Stakes indicators

Stakes # indicators

  • Avoid a “carpet bombing” of information, to many information kills information.

  • To work on the significant stakes with tools allowing the adaptation of their hierarchisation and the levels of performance in the context with stakeholders involvement (SD 21000).

  • Quantitative indicators and qualitative information on mechanism: according to the stakes and contexts' one has either or others. SD 21000 approach propose to use a single scale of performance (1 to 5 : 3 is state of the art, 4 innovative approaches and 5 excellence).

  • It is a “universal” notation that can be openly discused in different context


Four key elements of any csr strategy and management system

four key elements of any CSR strategy and management system

  • Values and Principles for CSR – the guiding principles shaping an organisation’s overall approach to CSR and orientating its decision-making processes;

  • CSR Management Process – an overall organisation process linking together values and principles for CSR, CSR Management Tools and the organisation’s core strategy, policies and procedures;

  • CSR Management Tools – a number of management tools helping the organisation to address specific issues and ‘themes’ linked with CSR performance, e.g. stakeholder engagement, reporting etc.; and

  • Assurance – procedures of internal audit (self-governed by the organisation) and external verification (provided by independent third parties) aimed to raise the credibility of the system.


Csr general framework

CSR general framework

explicit

explicit

Values

and

vision

implicit

implicit

identification of substantive

i

dentification of substantive

identification of stakeholders

identification of stakeholders

stakes

stakes

expectations

expectations

hierarchical organization of stakes

objectives on substantive stakes

Commitments on values and vision

objectives on substantive stakes

commitments values visions

actions decision & implementation

Pl

Plan

an

verification

Do

Do

Check

Check

reporting and communication

Act

Act


Iso context

stakeholders’ expectations

consumers

workers

corporate

NGO

standardization

bodies

others (academic,…)

States

SR works

ISO

existing conventions and frameworks

« on the shelf »

voluntary standards negociated in national , and regional frameworks

international convention and accords

private tools

Human Right Declaration

Labor Convention (ILO)

Conventions Env. (UN)

Global Compact

GRI

Guidelines (OCDE)…

CERES principles

CSR man.sys. Veritas (DNV)

QRES (Italy)

Ethos CSR indicators

SA 8000 (Social Account. Int.)

AA1000 (Acountablity)

SIGMA (UK)

PNE 1650(01) (10) Sp

SD21000 (Fr)

Draft IMNC (Mex)

EMAS, Ecolabel (EU)…

type 2

type 3

type 1

ISO context


Coherence between strategies

international governance

conventions, accords…

mandatory regulations

peer review

national sustainable

development strategies

corporate sustainable

development strategies

vertical integration

local Agenda 21

Coherence between strategies


  • Login