CSR Vietnam Handout Ok
Transcript of CSR Vietnam Handout Ok
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CSR Training Workshop for IndustriesCSR Training Workshop for Industries
Mller, Opierzynski, Blobner
CSR Training for Industries, 2009
Corporate Social Responsibility Training Workshop for IndustriesCorporate Social Responsibility Training Workshop for Industries
Cost cutting and performance improvement through CSRCost cutting and performance improvement through CSR
As part of the European Commission supported SME business develoAs part of the European Commission supported SME business development project onpment project on
Empowering Asian Business Intermediaries through KnowledgeEmpowering Asian Business Intermediaries through Knowledge--based Networkingbased NetworkingFocused on Sustainability Management (EMPASIA)Focused on Sustainability Management (EMPASIA)
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CSR Training Workshop for IndustriesCSR Training Workshop for Industries
Mller, Opierzynski, Blobner
CSR Training for Industries, 2009
1. Becoming familiar with the concept of CSR
2. Become familiar with systematic integration of CSR
3. Create awareness on how CSR issues can create value for businesses
4. Understanding the interrelation of CSR issues in organisations
Learning objectives of the CSR trainingLearning objectives of the CSR training
Corporate Social Responsibility (CSR) background and business context
Getting started with CSR Interactive Group Work
Systematic integration of CSR process model and tools
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CSR Training Workshop for IndustriesCSR Training Workshop for Industries
Mller, Opierzynski, Blobner
CSR Training for Industries, 2009
CSRCSR Just a trend or a substantial change in doing business?Just a trend or a substantial change in doing business?
What is it?What is it?
What drives the development and wWhat drives the development and what do we want?hat do we want?
How can we do it?How can we do it?
Are there some tools to help us?Are there some tools to help us?
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CSR Training Workshop for IndustriesCSR Training Workshop for Industries
Mller, Opierzynski, Blobner
CSR Training for Industries, 2009
I think many people assume, wrongly, that a company exists simply to make money. While
this is an important result of a companys existence, we have to go deeper and find the realreasons for our being.
As we investigate this, we inevitably come to the conclusion that a group of people get
together and exist as an institution that we call a company so that theyare able to accomplish something collectively that they could not accomplish separately
they make a contribution to society,
a phrase which sounds trite but is fundamental.
Dave Packard, Co-founder of Hewlett Packard Company in 1939
CSRCSR is it new?is it new?
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CSR Training Workshop for IndustriesCSR Training Workshop for Industries
Mller, Opierzynski, Blobner
CSR Training for Industries, 2009
Way of managing all our resources and its impact in an environmentallyfriendly,sociallyresponsible and economicallywise way (The triple Bottom Line)
social handling of community,customer and stakeholder
relations focus on human rights andglobal environmental protection
SustainabilityManagement
Corporate
Social
Responsibility
Approach to give a frame for businesses to express their commitment to society.
Support to voluntarilyintegrate social and environmental issues into all business
activities beyond regulations
Internal perspective
health and safety at work
management of human resources
responsible use of resources adaptation to change (innovation)
External perspective
Humanity has the ability to make development sustainable - to ensure that it meets the needs ofthe present without compromising the ability of future generations to meet their needs.
What does CSR stand for?What does CSR stand for?
European framework, Green Paper on corporate social responsibility
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CSR Training Workshop for IndustriesCSR Training Workshop for Industries
Mller, Opierzynski, Blobner
CSR Training for Industries, 2009
Social Responsibility working draft 4.1 ISO 26.000
responsibility of an organization for the impacts of its decisions and activities (products, servicesand processes ) on society and the environment, through transparent and ethical behavior that:
contributes to sustainable development, health and the welfare of society; takes into account the expectations of stakeholders;
is in compliance with applicable law and consistent with international norms ofbehavior;
is integrated throughout the organization and practiced in its relationships
(an organizations activities within its sphere of influence).www.sustain-asia.org/pg/bookmarks/Frank/read/337/iso-draft-26000
Dow Jones Sustainability Index definition of CSR
a business approach that creates long-term shareholder value by embracing
opportunities and managing risks deriving from economic, environmental and socialdevelopments
http://www.sustainability-index.com/
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CSR Training Workshop for IndustriesCSR Training Workshop for Industries
Mller, Opierzynski, Blobner
CSR Training for Industries, 2009
CSR encompasses not only what companies do with theirprofits, but also
how they make them. It goes beyond philanthropy and compliance and
addresses how companies manage theireconomic, social, andenvironmental impacts, as well as their relationships in all key spheres of
influence: the workplace, the marketplace, the supply chain, the community,
and the public policy realm.
In order for corporate social responsibility programs to work, government and
the private sector must construct a new understanding of the balance of
public and private responsibility and develop new governance and business
models for creating social value.
Harvard CSR Initiative, 2004
Other CSR definitionsOther CSR definitions -- exampleexample
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CSR Training Workshop for IndustriesCSR Training Workshop for Industries
Mller, Opierzynski, Blobner
CSR Training for Industries, 2009
CSRCSR Just a trend or a substantial change in doing business?Just a trend or a substantial change in doing business?
What is it?What is it?
What drives the development and wWhat drives the development and what do we want?hat do we want?
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CSR Training Workshop for IndustriesCSR Training Workshop for Industries
Mller, Opierzynski, Blobner
CSR Training for Industries, 2009
The Future of CSR, How to Align Values for Profit, CanadianManufacturers & Exporters, 2007, David Crawford
What drives the development, risksWhat drives the development, risks opportunitiesopportunities values?values?
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CSR Training Workshop for IndustriesCSR Training Workshop for Industries
Mller, Opierzynski, Blobner
CSR Training for Industries, 2009
KPMG's International Survey of CSR Reporting (2005). This report surveyed more than 1,600 companies worldwide anddocumented the top ten motivators driving corporations to engage in CSR for competitive reasons.
1. Economic considerations1. Economic considerations
2. Ethical considerations2. Ethical considerations
3. Innovation and learning3. Innovation and learning
4. Employee motivation4. Employee motivation
5. Risk management or risk reduction5. Risk management or risk reduction
6. Access to capital or increased shareholder value6. Access to capital or increased shareholder value
7. Reputation or brand7. Reputation or brand8. Market position or share8. Market position or share
9. Strengthened supplier relationships9. Strengthened supplier relationships
10. Cost savings10. Cost savings
Market forces that are driving the need for organizations to addMarket forces that are driving the need for organizations to address CSRress CSR
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CSR Training Workshop for IndustriesCSR Training Workshop for Industries
Mller, Opierzynski, Blobner
CSR Training for Industries, 2009
Company - CSR Driver
0% 10% 20% 30% 40% 50% 60% 70% 80%
Improving Business Performance
Social concerns relating to products or service
Environmental concerns relating to products or service
Legal- or regulatory obligations
Differentiation opportunities
Information demand by stakeholders
Philanthropy
Competitive pressure
Attraction of new investors or customers
Community pressure
Why is your company interested in applying CSR? EU project EMIT CSR, Malaysia
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CSR Training Workshop for IndustriesCSR Training Workshop for Industries
Mller, Opierzynski, Blobner
CSR Training for Industries, 2009
Which areas are covered by CSR?Which areas are covered by CSR? ISO 26.000, GRIISO 26.000, GRI
Guideline Social Responsibility working draft 4.1 ISO 26.000 Reporting Framework for sustainability reporting,Global Reporting Initiative
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CSR Training Workshop for IndustriesCSR Training Workshop for Industries
Mller, Opierzynski, Blobner
CSR Training for Industries, 2009
Which areas are covered by CSR? Consumer group Stiftung WarentesWhich areas are covered by CSR? Consumer group Stiftung Warentestt
The Environment
1. Guiding principles and corporate policy2. Management3. Measures and implementation4. Reporting
Consumers and Society1. Willingness to provide information2. Community involvement
Social Issues / Employees
1. Guiding principles and corporate policy2. Management and measures3. Implementation4. Reporting
Social Issues / Production and Supplier1. Guiding principles and corporate policy2. Management and measures3. Implementation
4. Reporting
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CSR Training Workshop for IndustriesCSR Training Workshop for Industries
Mller, Opierzynski, BlobnerCSR Training for Industries, 2009
Workplace
Data
%
Score
Marketplace
Data
%
Score
Management and Governance Stakeholder engagement CCompany structure and governance A Supplier standards - -Financial stability and risk management A Investor relations ATransparency and reporting practice A Consumer relations APlanning processes A International Links A
Performance measurement and monitoring
A Domestic Sourcing
ACodes of conduct and enforcement - - Islamic Financing ACorruption and bribery policies and enforcement - - Joint Ventures & Partnerships - -
Management and Governance Score 84.4 A Marketplace Score 83.9 A
Employment Environment Data Score
Employee practice and engagement - - Environmental policy - -
Health and safety management - - Environmental management systems - -
Human capital development including: - A Performance measurement and monitoring - -
Graduate Recruitment
Environmental reporting - -Graduate Training Environment Score - -
Graduate Sponsorship/Scholarship Programmes Worker satisfaction monitoring B Community Data ScoreRemuneration policies - - Community and charity including:- AKnowledge management - - Adopt-a-charity Tolerance and diversity in the workplace - - Contributions in kind Employment Score 64.3 C Employee volunteering schemes -
Adopt-a-school -
Accreditation Key subjects sponsorships
Awards, acknowledgements A Contribution type and quantum B
Accreditation to international standards A Human Rights policies - -Membership/Signatory of international bodies A Rakyat Policies A
Accreditation Score 100 A Halal Accreditation AMedia monitoring and reporting A
Workplace Score 74.0 B Community Score 81.3 A
Which areas are covered by CSR?Which areas are covered by CSR? -- Consulting Firm OWW, MalaysiaConsulting Firm OWW, Malaysia
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CSR Training Workshop for IndustriesCSR Training Workshop for Industries
Mller, Opierzynski, BlobnerCSR Training for Industries, 2009
OPI
Input
Output
energy
water
materialschemicals
raw materials
products
waste
semi products volume
rate
number
cost
waste water
e-power
fuel
rejects
scrap
sludge
household
other
legalrequirements
qualification &training
air quality law
MPIsafety
waste water law
complaintsaccidents
maintenance costsdowntime
number ofincidents
number
number of
offences
number
EPI
OPI
Input
Output
energy
water
materialschemicals
raw materials
products
waste
semi products volume
rate
number
cost
volume
rate
number
cost
waste water
e-power
fuel
rejects
scrap
sludge
household
other
legalrequirements
qualification &training
air quality law
MPIsafety
waste water law
complaintsaccidents
maintenance costsdowntime
number ofincidents
number
number of
offences
number
EPI
Social Aspects(SA8000 indicators)
Efficiency
Holistic view:
Maintenance
Ecological Aspects(ISO 14000 indicators)
Which areas are covered by CSR?Which areas are covered by CSR? Enterprise Performance Indicator SystemsEnterprise Performance Indicator Systems
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CSR Training Workshop for IndustriesCSR Training Workshop for Industries
Mller, Opierzynski, BlobnerCSR Training for Industries, 2009
Management Standards Environmental Management
ISO 14000 Family (International Organization for Standardization) ECO-Management and Audit Scheme EMAS (European Union)
Quality Management ISO 9000 Family (International Organization for Standardization)
EFQM model for Business Excellence (European Foundation for QualityManagement)
Workplace Standards SA8000 (Social Accountability International) ILO-OSH-2001 (International Labor Organization)
OHSAS 18001 (various worldwide Standardization Bodies)
Which areas are covered by CSR?Which areas are covered by CSR? StandardsStandards
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CSR Training Workshop for IndustriesCSR Training Workshop for Industries
Mller, Opierzynski, BlobnerCSR Training for Industries, 2009
Reporting Standards- GRI - www.globalreporting.orgwww.globalreporting.org
Social Standards ISO 26000 forthcoming 2008 (International
Organization for Standardization)
AA1000 (AccountAbility) TransFair Fair Trade Labeling Organization Business Social Compliance Initiative
Industrial Standards
Textile Code of Labour practices for the apparel
industry including sportswear RUGMARK Purewear European Eco-Label Green Cotton LamuLamu koTex Standard 100Plus
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CSR Training Workshop for IndustriesCSR Training Workshop for Industries
Mller, Opierzynski, BlobnerCSR Training for Industries, 2009
Information and NetworkingInformation and Networking www.sustainwww.sustain--asia.orgasia.org
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CSR Training Workshop for IndustriesCSR Training Workshop for Industries
Mller, Opierzynski, BlobnerCSR Training for Industries, 2009
CSRCSR making profit with a clear conscience!making profit with a clear conscience!
Involves every aspect of an organization, like
Governance
Environmental sustainability
Risk management
Workplace issues
Cultural norms
Local laws and customs
.
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CSR Training Workshop for IndustriesCSR Training Workshop for Industries
Mller, Opierzynski, BlobnerCSR Training for Industries, 2009
CSRCSR Just a trend or a substantial change in doing business?Just a trend or a substantial change in doing business?
What is it?What is it?
What drives the development and wWhat drives the development and what do we want?hat do we want?
How can we do it?How can we do it?
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CSR Training Workshop for IndustriesCSR Training Workshop for Industries
Mller, Opierzynski, BlobnerCSR Training for Industries, 2009
PerformanceControlling
Reporting
Assessment
Continuous Improvement
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CSR Training Workshop for IndustriesCSR Training Workshop for Industries
Mller, Opierzynski, BlobnerCSR Training for Industries, 2009
Internally directed analysis of ownInternally directed analysis of owncompany (e.g. SWOT)company (e.g. SWOT)
Externally directed analysis ofExternally directed analysis of-- IndustryIndustry
-- MarketsMarkets-- EnvironmentEnvironment
Formulation of the companyFormulation of the companys cores corereason to be.reason to be.
Definition of corporate valuesDefinition of corporate values
Definition of corporate cultureDefinition of corporate culture
Formulation of midFormulation of mid-- and longand long--termtermplan of action toplan of action to-- fulfill the companyfulfill the companys mission,s mission,-- while taking account the companywhile taking account the companysscapabilities (internal analysis) and itcapabilities (internal analysis) and itsscompetitive environment (externalcompetitive environment (external
analysis)analysis)
StrategyDevelopment
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CSR Training Workshop for IndustriesCSR Training Workshop for Industries
Mller, Opierzynski, BlobnerCSR Training for Industries, 2009
Implementation
Planning
Tool Balanced Scorecard Approach
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Fraunhofer IFFProf. Dr.-Ing. habil. Dr.-Ing. E.h. Michael SchenkMagdeburg 2009
Seite 24
Financial Perspective
Customer Perspective
Internal Process Perspective
People an Knowledge Perspective
Move products upmarket to increase profitmargin for own branded
products.
Be recognizedas sustainable
company
Provide(own-branded)
products tailored tocustomers needs
and tastes
Develop andintroduce rightproducts to theright markets
Greenproduction
process
Increaseflexibility ofproduction
Increasebusiness
transparency
Improve business
communication
Ensure production staff
can perform tasksadequately andenvironmentally
responsibly
Foster acompany culture of
sustainability
Move to knowledgebased value creation
Company Medium-Term Strategy
Increase the company profits through expansion in Asia and differentiationusing sustainability as differentiating factor .
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Fraunhofer IFFProf. Dr.-Ing. habil. Dr.-Ing. E.h. Michael SchenkMagdeburg 2009
Seite 25
Financial Perspective
Goal KPIs Target Activity
Increase profitmargin for own-branded products
Profit marginProduction costsSelling priceOverhead costs
+50 percent -10 percent+60 percent -5 percent
Align company processes tosustainability principles todifferentiate products andcreate added value forcustomers
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Fraunhofer IFFProf. Dr.-Ing. habil. Dr.-Ing. E.h. Michael SchenkMagdeburg 2009
Seite 26
Financial Perspective
Goal KPIs Target Activity
Increase profitmargin for own-branded products
Profit marginProduction costsSelling priceOverhead costs
+50 percent -10 percent+60 percent -5 percent
Align company processes tosustainability principles todifferentiate products andcreate added value forcustomers
Customer Perspective
Goal KPIs Target Activity
Be recognized asa sustainable
company
Positive mediareports
Consumer surveyscore
Marketing budget
6 reports inlocal, 3 in
internationalmedia
+35 percent+25 percent
Use PR instruments tocommunicate companys
commitment to sustainability.Develop co-branding/co-sellingstrategy with sustainableproducts.
Provide productstailored tocustomers needs
Customersatisfaction
Loyalty ratio (re-buy rate)
+50 percent
50 percent
Engage customers to surveyneeds and identify trends, focusalso on buying habits.
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Fraunhofer IFFProf. Dr.-Ing. habil. Dr.-Ing. E.h. Michael SchenkMagdeburg 2009
Seite 27
Financial Perspective
Goal KPIs Target Activity
Increase profitmargin for own-branded products
Profit marginProduction costsSelling priceOverhead costs
+50 percent -10 percent+60 percent -5 percent
Align company processes tosustainability principles todifferentiate products andcreate added value forcustomers
Customer Perspective
Goal KPIs Target Activity
Be recognized asa sustainable
company
Positive mediareports
Consumer surveyscore
Marketing budget
6 reports inlocal, 3 in
internationalmedia
+35 percent+25 percent
Use PR instruments tocommunicate companys
commitment to sustainability.Develop co-branding/co-sellingstrategy with sustainableproducts.
Provide productstailored tocustomers needs
Customersatisfaction
Loyalty ratio (re-buy rate)
+50 percent
50 percent
Engage customers to surveyneeds and identify trends, focusalso on buying habits.
Process Perspective
Goal KPIs Target Activity
Green production
processes
Recycled materials
as inputHazardousmaterials
Energy
consumption
40 percent
Decrease orsubstitute to 10percent
Use 40 percent
from RES
Analyze production process
from a holistic perspective andidentify potential to green theproduction process, e.g.through substitution, reductionand avoidance .
Flexibility ofproductionprocesses
Lead-timeSet-up timeTime to customer
-10 percent -15 percent -20 percent
Improve order planning througheffective customers involvement(design)Training of staff,Optimization of internal andexternal logistic, optimizesupplier management
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Fraunhofer IFFProf. Dr.-Ing. habil. Dr.-Ing. E.h. Michael SchenkMagdeburg 2009
Seite 28
Financial Perspective
Goal KPIs Target Activity
Increase profitmargin for own-branded products
Profit marginProduction costsSelling priceOverhead costs
+50 percent -10 percent+60 percent -5 percent
Align company processes tosustainability principles todifferentiate products andcreate added value forcustomers
Customer Perspective
Goal KPIs Target Activity
Be recognized asa sustainable
company
Positive mediareports
Consumer surveyscore
Marketing budget
6 reports inlocal, 3 in
internationalmedia
+35 percent+25 percent
Use PR instruments tocommunicate companys
commitment to sustainability.Develop co-branding/co-sellingstrategy with sustainableproducts.
Provide productstailored tocustomers needs
Customersatisfaction
Loyalty ratio (re-buy rate)
+50 percent
50 percent
Engage customers to surveyneeds and identify trends, focusalso on buying habits.
Process Perspective
Goal KPIs Target Activity
Green production
processes
Recycled materials
as inputHazardousmaterials
Energy
consumption
40 percent
Decrease orsubstitute to 10percent
Use 40 percent
from RES
Analyze production process
from a holistic perspective andidentify potential to green theproduction process, e.g.through substitution, reductionand avoidance .
Flexibility ofproductionprocesses
Lead-timeSet-up timeTime to customer
-10 percent -15 percent -20 percent
Improve order planning througheffective customers involvement(design)Training of staff,Optimization of internal andexternal logistic, optimizesupplier management
People and Knowledge Perspective
Goal KPIs Target Activity
Improveknowledge basedvalue creation
Training of staff
R&D costs
6 hours / month2 courses / year30% increasesof CIP impact
25 % increase to
production cost
Provide production relatedtraining, set up of knowledgemanagement system, Valueadded products through newdesigns
Culture ofsustainability
Employeesatisfaction
Improvement byemployees
Recruitment ofUniv. Gradates
85 percent
15 suggestionsper quarter
+20 percentapplications
Anonymous employee survey toidentify problems, set up ofincentive schema, networkingevents, communication
platform, improving workingatmosphere
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CSR Training Workshop for IndustriesCSR Training Workshop for Industries
Mller, Opierzynski, BlobnerCSR Training for Industries, 2009
PerformanceControlling
Reporting
Assessment
Continuous Improvement
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CSR Training Workshop for IndustriesCSR Training Workshop for Industries
Mller, Opierzynski, BlobnerCSR Training for Industries, 2009
Established management structures and processesEstablished management structures and processes
Hierarchical power, prestige, career related interests of emploHierarchical power, prestige, career related interests of employees etc.yees etc.
Assumptions, thoughts and beliefs of employees regarding goalsAssumptions, thoughts and beliefs of employees regarding goals and activitiesand activities
Insecurity and rejection caused by transparency and quantitativInsecurity and rejection caused by transparency and quantitative controllinge controlling etc.etc.
Strong commitment from top managementStrong commitment from top management
Creation of awareness and open mindCreation of awareness and open mind--set of employees (internal acceptance)set of employees (internal acceptance)
Proactive approach to tackle potential mental reservations of eProactive approach to tackle potential mental reservations of employeesmployees
Establishing a discourseEstablishing a discourse--oriented infrastructure (e.g. internal discussion on activitiesoriented infrastructure (e.g. internal discussion on activities
before implementation)before implementation)
Involvement of various functions and departmentsInvolvement of various functions and departments
Consideration of microConsideration of micro--political issues (influence and hierarchical power)political issues (influence and hierarchical power)
Integration into general management (avoid separation of manageIntegration into general management (avoid separation of management systems!)ment systems!)
Regular revision according to performance and changes in corporRegular revision according to performance and changes in corporate strategyate strategy
Challenges and critical aspects for implementation & performanceChallenges and critical aspects for implementation & performance controllingcontrolling
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CSR Training Workshop for IndustriesCSR Training Workshop for Industries
Mller, Opierzynski, BlobnerCSR Training for Industries, 2009
Information flow and communicationInformation flow and communication
External
GovernmentCommunity Investors Customer, Supplier Etc.
Demands, RequirementsPerformance, Reporting
Company
Internal
Management
Employees
Owner
Performance,Reporting
Demands,Requirements
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CSR Training Workshop for IndustriesCSR Training Workshop for Industries
Mller, Opierzynski, BlobnerCSR Training for Industries, 2009
Department
Production AreaArea 1 Area 2 Area n
Closed LoopClosed Loop Closed Loop
Department 1 Department 2 Department nMaterial FlowMaterial Flow
CompanyTop Management
Information
flow
Information
flow
Performance assessment / closedPerformance assessment / closed--loop controlsloop controls
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CSR Training Workshop for IndustriesCSR Training Workshop for Industries
Mller, Opierzynski, BlobnerCSR Training for Industries, 2009
What gets measured gets managed?
What gets evaluated gets managed?
What gets systematic controlled will improve?
If You Dont Measure itYou Cant Manage it.
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CSR Training Workshop for IndustriesCSR Training Workshop for Industries
Mller, Opierzynski, BlobnerCSR Training for Industries, 2009
A B
CEOCEO
ManagerManager
FormanForman
EmployeeEmployee
DirectorDirector
MasterMaster
levels
Ways of decisionsWays of decisions Ways of communicationWays of communication
Procedures, Responsibility and CompetencesProcedures, Responsibility and Competences
graengdjaigraengdjai ???? InterfacesInterfaces
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CSR Training Workshop for IndustriesCSR Training Workshop for Industries
Mller, Opierzynski, BlobnerCSR Training for Industries, 2009
Development of a CSR Performance Assessment SystemsDevelopment of a CSR Performance Assessment Systems
Assessment Plan Goal system for the companyActivity specification
Stakeholder engagement
Assessment Procedure Defined procedure (reporting cycles, assessment meetings)Responsibilities / competencesStandard key performance indicatorsChange management plan for improvements
Communication planReview procedure
Types Monitoring, benchmarking, audit / internal/externalContent KPIs, benchmarks, goal achievement, improvement monitoring
Structure Specific definition, graphics, resultsReporting Publication, frequency, work flow
Assessment Reports
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CSR Training Workshop for IndustriesCSR Training Workshop for Industries
Mller, Opierzynski, BlobnerCSR Training for Industries, 2009
What are the benefits?
Creation of transparency
Installing a systematic process of monitoring & reporting as well as evaluating & improving important
business aspects in a continuous way
Improving decision making through an holistic view
Support and integration of different management systems (EMS, Quality, OHS etc.)
Efficient data management (collection and use!)
...
Consequences
Cost and recource saving
Improved management procedures
Compliance and business enhancement Change of attitude towards learning organisations
i i k h f d i
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CSR Training Workshop for IndustriesCSR Training Workshop for Industries
Mller, Opierzynski, BlobnerCSR Training for Industries, 2009
CSRCSR Just a trend or a substantial change in doing business?Just a trend or a substantial change in doing business?
What is it?What is it?
What drives the development and wWhat drives the development and what do we want?hat do we want?
How can we do it?How can we do it?
Are there some tools to help us?Are there some tools to help us?
i i k h f d iCSR T i i W k h f I d i
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0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 55
Internal communication
Process monitoring with indicators
Internal documentationProcess / business assessment based on indicators
External reports communication
In-house gap analysis
Benchmarking
Representation and analysis of material flows
Simulation of processes
Definition of CSR orientated objectives
Preparation of material and energy balances
ICT for business managementICT for business management
EC project EMIT CSR, Malaysia
CSR T i i W k h f I d t iCSR T i i W k h f I d t i
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0%5%10%15%20%25%30%35%
in use / food in use / textile in use / general
Preparation of material and energy balances
In-house gap analysis
Representation and analysis of material flows
Simulation of processes
Process monitoring with indicator
Process/business assessment based on indicator
Internal documentation
External documentation/communication
recycling or waste exchange
IT systems used to support controlling and management tasks andIT systems used to support controlling and management tasks and real benefit (or benefit from future use)real benefit (or benefit from future use)
Process and performance monitoring in a large number of companies is inadequate to needs! ?
EC project Asia ITC FORCE, Thailand
CSR T i i W k h f I d t iCSR T i i W k h f I d t i
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Indicator Management Process Management
CSR Training Workshop for Ind striesCSR Training Workshop for Industries
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Mller, Opierzynski, BlobnerCSR Training for Industries, 2009
www.modiconsult.comwww.modiconsult.com
CSR Training Workshop for IndustriesCSR Training Workshop for Industries
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Combining tools and services for industriesCombining tools and services for industries
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Specific objectives:
To develop a portfolio of efficient ICT-based sustainability management tools and solutions tailored tothe local conditions in Southeast Asia and needs of local SMEs across various industrial sectors
To stimulate and facilitate an uptake of ICT-based sustainability management methods and tools insignificant number of regional SMEs and to improve their competitiveness and local environmentsituation
To establish a service infrastructure for fostering sustainability management culture and capacity
To encourage uptake of sustainability management tools and practices on national/regional levelthrough active dissemination and promotion activities
Transition of SMEs and supply chain networks in Southeast Asiatowards sustainable production processes through an active uptake of ICT
solutions for sustainability management ICT4SM
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Setting up company specific controlling systemsfor continuous monitoring and assessment
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Green Productivity Project (GPP I / II)(Indonesia, Thailand, Philippines, Vietnam / 1999 - 2005)
Training on Cleaner Production Technology (CPT I / II / III / IV)(Indonesia, Thailand, Philippines, Vietnam / 2000 - 2004)
Web Based Training: Life Cycle Oriented Plant Management(LCPM) / Vietnam, Indonesia, Thailand / 2001 - 2005)
Information Technology and Communication in the Fieldof Sustainable Environmental Protection for ResourceIntensive Enterprises (ASIA IT&C FORCE)(Thailand / 2002 - 2004)
Combining tools and services for industriesCombining tools and services for industries -- selected project references Iselected project references I
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Company - CSR Objectives (qualitatively)
0% 10% 20% 30% 40% 50% 60% 70% 80%
Strengthening of the corporate culture
Enhance employee commitment
Establish a continous improvement process
Enhance innovation potential and creativity
Create / adapt company wide values system
Internal and external information provision
Issue- and risk management
Enhance internal and external communication tool
Enabling company- / industry wide comparable performance assessments
Input on strategy formulation and assessment
What will be the objective of the CSR activities with respect to your company?
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Technology Partnership and Training Cooperation in EuropeanManagement Information Systems to Enhance theCompetitiveness of Thai SMEs(SPF TEAMS SME; Thailand / 2006 2007, www.teams-sme.de)
European-Malaysian Alliance and Capacity Building ofMalaysian Intermediary Institutions in European MIS toEnhance Corporate Social Responsibility in Export Oriented
Malaysian SMEs (EMIT CSR (Malaysia / 2007 2008, www.emit-csr.de)
Empowering Asian Business Intermediaries throughKnowledge-based Networking focused on Sustainability
Management (EMP-ASIA; Thailand, Vietnam / 2007 2009, www.empasia.org)
Selected Project References Asia IISelected Project References Asia II
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Reduction of heating time by 50% - consequentlyreduction of gas consumption by 50% andincrease of productivity; annual savings for all lines:3.445 mil. pesos
Implementation of measures forpreventive maintenance, cleaning of theboiler
Unusually high energy consumption inpeanut pretreatment (heating of peanutsin a water bath on gas basis [LPG])
Increase of product output by 10% on average(various product groups); clear reduction ofemployee illness and accident rate (difficult to
estimate financially)
Installation of a new ventilation systemHigh employee dissatisfaction in individualproduction areas (difficult work conditionscaused by climate)
Savings thus far:approx. 100,000 pesos (for all lines); reduction ofthe downtimes (indirect savings: 91,000 pesos)
Selection of an alternative spare part forvibration damping
Long downtimes on the production lines(esp. peanut line 2)
Savings thus far:395,000 pesos
Consistent and sorted separation ofdifferent waste fraction
High disposal costs
Savings Potential / ImpactMeasureIdentified Potential
Totel savings per year: US$ 180,000 (March 2005)
EPA Project ResultsEPA Project Results -- JBC Food Corporation,JBC Food Corporation, CaloocanCaloocan, Philippines, Philippines
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Annual saving: 401,760,000 Rupiah,payout time based on investment costs:approximately 4 years
Installation of new piping at the end of2003
High losses in the distribution of drinkingwater (leaks in pipe system)
Savings thus far: approximately 96,000,000Rupiah
Installation of special equipment (loadshading system) in September 2004
High failure rates in the power plant
Savings thus far (minus investment):256,000 Rupiah
Successive replacement of the old filter presssegments
Obsolete filter presses in the wax plant
Savings Potential / ImpactMeasureIdentified Potential
Totel savings per year: US$ 220,000 (March 2005)
EPA Project ResultsEPA Project Results -- PusdiklatPusdiklat MigasMigas,, CepuCepu, Indonesia, Indonesia
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12 Information workshops
16 Local case studies
Development of training materials
12 Training seminars Computer-based training
5 Training of Trainers (TOT)
Goals
Activities
CSM-Centre for Sustainability Management, Germany ASEP- Asian Society for Environmental Protection
TEI-Thailand Environment Institute
DurationTarget region Indonesia, Philippines,Indonesia, Philippines, ThailandThailand, Vietnam, Vietnam 10/ 2003 - 10/ 2007
Know how transfer and dissemination of EMA
Adaptation of EMA methods to the specific needs of South-East Asian companies
Promotion of sustainable business development by showing economical and ecological savings
Strengthening of capability and institution building
Main projectpartner
www.environmentalwww.environmental--accounting.orgaccounting.org
Environmental Management Accounting for SME in SouthEnvironmental Management Accounting for SME in South
--East AsiaEast Asia
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What can we offer? Individual IT based performance controlling solutions for businesses based on EPA /EPI
methodology for businesses (any size: micro, SME, big sized, supply chains)
- Business performance management (e.g.KPI management)
- Compliance management & reporting (Environmental e.g. Proper, OHS)- CSR monitoring & reporting
- Continuous improvement process
Systems implementation & qualification of industries
Building up and interlinking business support infrastructure Development and operation of service provider models
Changing direction of businesses towards Sustainability ManagemeChanging direction of businesses towards Sustainability Manageme
ntnt
Individual company implementation and support projectsIndividual company implementation and support projects
Branch solutionsBranch solutions
Qualification and institution buildingQualification and institution building
Development and operation of service on demand solutionsDevelopment and operation of service on demand solutions
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www.sustain-asia.org