1 / 12

Partnership 2020 Seminar 04 June 2012

Taking CSR to the next level through collaboration Stefan Crets, Executive Director, CSR Europe. Partnership 2020 Seminar 04 June 2012. www.csreurope.org. Connect. Share. Innovate. Crisis and increased attention for sustainability. European competitiveness. Decreased confidence

korbin
Download Presentation

Partnership 2020 Seminar 04 June 2012

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. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Taking CSR to the next level through collaboration Stefan Crets, Executive Director, CSR Europe Partnership 2020 Seminar 04 June 2012 www.csreurope.org Connect Share Innovate

  2. Crisis and increased attention for sustainability European competitiveness Decreased confidence and trust Turbulence, uncertainty Looking for new opportunities Sustainability urgency Two key requirements Increased capability on managing the impact of business operations & transparency Sustainability as driver to systems change and value creation through social innovation

  3. Enterprise 2020: Smart, Sustainable and Inclusive Social innovation = new ideas, business models, products & services that resolve existing sustainability challenges

  4. Highly developed CSR management and transparency Performance areas to be managed • Customers • Employees • Shareholders • Environment • Communities Management requirements • Capacity: to manage and measure non-financial performance • Governance: Review of non-financial performance at Board level • Information: Non-financial data are integrated in the business planning process • Incentives: remuneration of (top-) management link to non-financial performance

  5. Social innovation as business strategy Performance areas to be managed • Business model: bringing to the market of new products and services that target major sustainability challenges and create positive environmental and social outcomes • Priority areas: transformation of cities, (re-)building energy infrastructure, transforminglifestyles through sustainable products and services; improving biocapacity (WBCSD, Vision 2050) Management requirements • Time focus:mid- and long term business growth • Collaboration: issues are tackled through more complex partnerships

  6. Examples in the automotive sector www.csreurope.org Connect Share Innovate

  7. Business Innovation Project • Deliver value-add projects that deliver business practice change in CSR Hyundai Motor Europe – “Skills for the Future” programme Develop, in collaboration with Hyundai Motor Group, a Pan-European Social Contribution Strategies for Hyundai Motor Europe Step 1 Analysis of current status Step 2 Interviews/workshops Step 3 Strategy development Step 4 Implementation/result • Comprehensive analyse of social contribution status • Social contribution survey to subsidiaries to understand expectations • Analysis of current social contribution status in Europe vs. US • Onsite company focus interviews/workshop • Top management • Head of HR & PA • PR manager manufacturing plant • 1 day company workshop • W/S with+10 people from HME subsidiaries mgmt to get input on stategy development • Development of pan-European social contribution programme • Defined scope and content based on step 1 & 2 • Thorough benchmark and identification of external collarboration partner • Programme launched by Hyundai at EBS 26th of April • €1,2 million three year programme • Focusing on technical education in voacational schools • Programme reaches 10000 students in 15 countries October 2011 April 2012

  8. Toyota/ecolife – Eco driving Initiative Project objectives: (1) Engage employees, (2) cultivate an eco driving mindset, (3) stimulate an optimized driving performance and (4) stimulate eco-driving through NGO’s Description: Training on Eco-driving via simulator workshops Project outcomes: • Over 300 employees have joined the project • Programme rolled out in 5 European countries • Collection & measurement of fuel consumption significant fuel savings

  9. "The Environment Program" by Volkswagen Leasing GmbH and NABU (Nature & Biodiversity Conservation Union) • Project objectives: Fighting greenhous emissions and fiancincing the restoration of the German Moorlands • Description: • • Engagement in joint projects such as; the Environmental Award for innovative start-ups and ongoing fuel-saving driver trainings. • • The provision of vehicles on permanent loan to NABU. • • Volkswagen and NABU work closely on publicity. Project outcomes: A win-win situation • NABU has improved its reputation as a professional political advisor • Volkswagen has improved its reputation of being a dialogue- and CSR-oriented company

  10. Making it Work: Identifying the Challenges of Collaboration BITC Report: Collaboration for a sustainable future: • Identified more and more businesses working together collaboratively on core material issues • Looks at how companies can work together most effectively • Includes over 60 case studies of collaborations • Details competition law implications with the first guidance of competition law in relation to social and environmental business collaborations available in the UK

  11. Thank you very much for your attention! More information can be found on www.csreurope.org or by contacting Stefan Crets at sc@csreurope.org Connect Share Innovate www.csreurope.org

More Related