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Frameworks for Implementing TBL Programs

Frameworks for Implementing TBL Programs. Presentation to: National Executive Forum on Public Property April 29, 2004 Toronto, ON. By: George Khoury. About the Conference Board What is CSR, SD and TBL Why organizations should pay attention TBL Framework examples

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Frameworks for Implementing TBL Programs

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  1. Frameworks for Implementing TBL Programs Presentation to: National Executive Forum on Public Property April 29, 2004 Toronto, ON By: George Khoury

  2. About the Conference Board What is CSR, SD and TBL Why organizations should pay attention TBL Framework examples Reporting trends and outlook CR Assessment Tool Presentation

  3. The Conference Board builds leadership capacity for a better Canada by creating and sharing insights on economic trends, public policy, and organizational performance About the Conference Board

  4. “…to meet the needs of the present without compromising the ability to meet the needs of the future” Ecological focus. More recently, social aspects considered through TBL Sustainability

  5. Corporate Social Responsibility • Most definitions of CSR address two fundamental aspects of business practice: 1.a company’s relations with its stakeholders 2.a company’s engagement with, and impacts on society, environment and the economy www.conferenceboard.ca

  6. It is good for business to be good Changing public expectations Evolving role of business Why Should Companies bother

  7. Value Creation Reputation Competitiveness Employee Relations Risk Management Business Case for CSR

  8. It is good for business to be good Changing public expectations Evolving role of business Why Should Companies bother

  9. To Be Socially Responsible a Large Company Has to Go Well Beyond What Laws Require (Canada 2002) Depends/DK/NA (5%) Strongly disagree (3%) Somewhat disagree (13%) Strongly agree (35%) Somewhat agree (43%)

  10. Expectations are high

  11. It is good for business to be good Changing public expectations Evolving role of business Why Should Companies bother

  12. Solving social problems Reducing human rights abuses Reducing gap between rich and poor Ensuring industry does not harm environment Reducing worker exploitation Reporting companies’ social practices Supporting charities / community projects Role of Companies Who should be Responsible for: (Canada 2002) Source: Corporate Social Responsibility Monitor 2002, Environics International

  13. Global Economies Country/ GDP/Sales Corporation ($ millions) Country/ GDP/Sales Corporation ($ millions) 1. U.S.A. 8,708,870 2. Japan 4,395,083 5. U.K. 1,373,612 11. Mexico 474,951 14. Australia 389,691 23. General Motors 176,558 24. Denmark 174,363 25. Wal-Mart 166,809 27. Ford Motor Co. 162,558 28. DaimlerChrysler 159,985 29. Poland 154,146 31. Indonesia 140,964 37. Mitsui 118,555 38. Mitsubishi 117,765 40. GE 111,630 42. Portugal 107,716 • Sources: Ranking based on corporate sales data from Fortune, July 31, 2000, and GDP data from the World Bank Development Report 2000; Mori Research for Royal Dutch/Shell, 2000; Everybody’s Business: Managing Links and Opportunities in Today’s Global Society.

  14. Why CSR in a Public Sector Context? • Shifting boundaries • Locality of issues and importance of local government • Importance of social, environmental and economic in decision-making • Communicating to stakeholders

  15. What Does CSR Mean in a Local Government Context? • Objective - widening and deepening of CSR • How • Agent of change • Catalyst of change

  16. Agent of Change • Issues • Philanthropy and Community involvement • Volunteering • Workplace health and safety (working conditions) • Human rights • Equality and diversity • Corporate ethics (ethical business practices) • Stakeholder engagement • Sustainability (balancing eco dev with soc/ envir issues)

  17. Catalyst of Change • Issues • Public-private partnerships (PPP) • Procurement (contracting/ purchasing) • Public consultation / Stakeholder engagement • Pension fund advocacy

  18. Confusion in the marketplace Need for process clarity Focus on outcome is key From Why to How

  19. The development of an integrated framework to achieve CSR and SD is known as the Triple Bottom Line approach Triple Bottom Line

  20. Reporting Process Services to community (external indicators) Internal management (internal indicators) Implementation Process Evaluation of the potential environmental, economic and social impacts associated with proposed projects or actions being considered by Council TBL Reporting and Implementation Framework

  21. Community indicators: Economic: Total city investment in Business incubation programs (target= x) Social: Rate of participation/engagement of residents in city funded community and cultural events/activities (target= +x%) Environmental: Total reduction of residential waste to landfill (target= +x%) External Indicators

  22. Economic: Achievement of financial plan targets Social: Overall employee satisfaction Environmental: Total reduction of energy consumption attributable to Council buildings Internal Indicators

  23. Falconbridge Ltd. (mining) Telus(telecommunications) Husky Injection Molding Systems (industrial) Abitibi Consolidated (paper & forestry) Company CSR/SD Reports TransAlta Corp. (utilities) Royal Bank (financial services) Dofasco Inc. (steel) Suncor Energy (oil & gas)

  24. One Hundred companies reporting in 2002 v/s 57 in 2000 Top Canadian reporters include*: Suncor VanCity Hydro-Quebec Crown corporations are reporting more Government catching up *Stratos 2003 More Canadian Companies are Reporting

  25. The Canadian Reporting Landscape • Research • CBOC Survey • Stratos Survey • Key Findings: • Range of issues being reported on Environmental reporting still leads the pack • Some movement towards integrated SD/ Triple Bottom Line reporting • “Feeling their way”--Gradual/ incremental approach to investment in reporting • Not sure of how to navigate Code/ Standard landscape

  26. CSR Reporting: Key Success Factors • Corporate commitment to transparency and accountability • Internal champion to ‘drive’ the reporting process • High internal awareness of the business case for CSR and TBL reporting • Dedicated human resources - “Get the right people to do the job” • Timeliness of information • Regularity of reporting - “You can’t stop reporting” • Strong internal management frameworks and information systems - accurate, clear, consistent and meaningful data • Stakeholder dialogue and involvement in the definition and development of KPIs • Continuous improvement- build “learning organizations”

  27. Shell’s SD Management Framework

  28. Developing a Report: Critical Questions • Are stakeholders (internal/external) interested in the report’s content? Is the content relevant? • Can the report be understood by a non-technical audience? • How can they benchmark good practice? • Is the report believable? • Are robust management/data collection/ information systems in place to support reporting? • Is the business case clear? What level of system development/reporting structure is most appropriate given your company size/operations? “Reports need to talk to issues that are close to the reader”

  29. Reporting Framework • Mostly individualized reports/websites, but increasing alignment with international standards such as GRI, AA1000, Global Compact • BUT…methodological issues around standardization vs company-specific issues • CBOC ‘CSR Benchmarking Framework’

  30. The Corporate Responsibility Assessment Tool (CR AT)

  31. Key Benefits • Enables comprehensive self assessment against leading international CR benchmarks • Centralized data base can easily generate custom reports for key external stakeholders eg MJRI • Resource centre provides ongoing assistance for continual self improvement

  32. CR Assessment Tool – Design • Integrated framework, simplifies and “digests” • Encourages and supports continual improvement • Benchmarking and reporting capability • Dynamic stakeholder consultative process to ensure relevance

  33. Pop up window for underlying codes

  34. User Feedback • The Co-operators Group Limited • “The tool prompted me to think about areas I might not of otherwise.” • “I like the fact that once you got used to the tool it was easy to navigate.” • Petro-Canada • “A good comprehensive electronic check list that will provide a useful ‘internal’ gap analysis as well as a comparison against external codes”

  35. khoury@conferenceboard.ca Tel: 613-526 3280 ext 308 THANK YOU

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