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

1. 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

2. intégration difficulties Rio Negro Amazon Rio Solimoes

3. 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

4. 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

5. 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

6. 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)

7. 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

8. 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

9. 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.

10. 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)

11. 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

12. 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

13. 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

14. 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

15. 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

16. 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.

17. 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

18. 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

19. international governance conventions, accords… mandatory regulations peer review national sustainable development strategies corporate sustainable development strategies vertical integration local Agenda 21 Coherence between strategies