CSR

CSR
Corporate Social Responsibility

Training Seminar
Trainer : Dr. Ossama Ismail
CSR Training Seminar ;Trainer : Dr. Ossama Ismail 1

The Contents & Index :
• Day 1:What is Corporate Social Responsibility and Why does
it Matter to us? : 6 → 37
• Day 2: Best practice in Corporate Social Responsibility :
38 →71
• Day 3 : Developing and implementing our CSR plan
72 → 96

• Day 1:What is Corporate Social Responsibility and Why does
it Matter to us? : 6 → 37
1. Topic Overview, Definitions and Vocabulary

2. Scope of corporate social responsibility
3. Application of CSR to the shipping /Telecommunications
industry and related services
4. Legal obligations, regulations and codes of practice
5. Identifying reputational and other risks
6. Identifying stakeholders that CSR should address

• Day Two: Best practice in Corporate Social Responsibility
38 →71
• 1. Business Ethics and anti-corruption measures
• 2. Impacting the marine environment
• 3. Working with indigenous and host communities
• 4. Sustainable Labour practices
• 5. Managing suppliers and contractors responsibly
• 6. Case studies on CSR in shipping / Telecommunications
companies

• Day Three: Developing and implementing our CSR plan
72 → 96
• 1. Making the business justification for sustainability
• 2. Creating a strategy for sustainable ways of working
• 3. Key steps to developing the plan
• 4. Effectively communicating the CSR programme
• 5. Measuring impact and results
• 6. Integrating sustainability into our business processes

Day One: What is Corporate Social Responsibility
and Why does it Matter to us?
“CSR : is the continuing commitment by businesses to behave
ethically and contribute to economic development while
improving the quality of life of the workforce and their families as
well as of the local community and society at large.”
• The World Business Council for Sustainable Development.
• ISO 26000:2010 : responsibility of an organization for the impacts
of its decisions and activities on society and the environment,
through transparent and ethical behaviour that :
• Contributes to sustainable development including health and the
welfare of society
• Takes into account the expectations of stakeholders
• Is in compliance with applicable law and consistent with
international norms of behaviour
• Is integrated throughout the organization and practised in its
relationships

Day One: What is Corporate Social Responsibility and Why
does it Matter to us?
• A concern for social responsibility can be traced back to the

1930s. Chester Barnard’s 1938 publication, The Functions of
the Executive, and Theodore Krep’s, Measurement of the
Social Performance of Business, published in 1940 were two
early references to the social responsibilities of executives
and business.
• The 1950s saw the start of the modern era of CSR when it
was more commonly known as SR or social responsibility.
• In 1953, Howard Bowen published his book, Social
Responsibilities of the Businessman, and is largely credited
with coining the phrase ‘corporate social responsibility’ and
is perhaps the Father of CSR.




1.1 Definitions and Vocabulary : SA 8000:2014
1. Shall: indicates a requirement
2. May: indicates a permission
3. Child: Any person under 15 years of age, unless the
minimum age for work or mandatory schooling is higher by
local law, in which case the stipulated higher age applies in
that locality.
4. Child labour: Any work performed by a child younger than
the age(s) specified in the above definition of a child, except
as provided for by ILO Recommendation.
5. Collective bargaining agreement: A contract specifying the
terms and conditions for work, negotiated between an
organisation (e.g. employer) or group of employers and one or
more worker organisation(s).
6. Corrective action: Action to eliminate the cause(s) and root
cause(s) of a detected non-conformance “to prevent
recurrence”.
1.1 Definitions and Vocabulary : SA 8000:2014
7.Preventive action: Action to eliminate the cause(s) and root cause(s) of a
potential non-conformance” to prevent occurrence”
8. Forced /compulsory labour: All work or service that a person has not
offered to do voluntarily and is made to do under the threat of
punishment or retaliation or that is demanded as a means of repayment
of debt.
9. Home worker: A person who is contracted by the organisation or by its
supplier, sub-supplier or subcontractor, but does not work on their
premises.
10. Human trafficking: The recruitment, transfer, harboring or receipt of
persons, by means of the use of threat, force, deception or other forms of
coercion, for the purpose of exploitation.
11. Interested parties: An individual or group concerned with or affected
by the social performance and/or activities of the organisation.
12. Living Wage: The remuneration received for a standard work week by a
worker in a particular place sufficient to afford a decent standard of living
for the worker and her or his family. Elements include : food, water,
housing, education, health care, transport, clothing, & other essential
needs including provision for unexpected events.

1.1 Definitions & Vocabulary: SA 8000:2014
13. Non-conformance: Non-compliance with a requirement.
14. Organisation: The entirety of any business or non-business
entity responsible for implementing the requirements of this
Standard, including all personnel employed by the
organisation.
15. Personnel: All individuals employed or contracted by an
organisation, including but not limited to directors,
executives, managers, supervisors, workers and contract
workers such as security guards, canteen workers, dormitory
workers and cleaning workers.
16. Worker: All non-management personnel.
17. Private employment agency: Any entity, independent of
the public authorities, which provides one or more of the
following labour market services: Selection / Matching /
Contracting.

18. Remediation of child laborers: All support and actions
necessary to ensure the safety, health , education and
development of children who have been subjected to child
labour, as defined above, and whose work has been
terminated.
19. Risk assessment: A process to identify the health, safety
and labour policies and practices of an organisation and to
prioritise associated risks.
20. SA8000 worker representative(s): 1 or more worker
representative(s) freely elected by workers to facilitate
communication with the management representative(s) and
senior management on matters related to SA8000.
21. Social performance: An organization's achievement of full
and sustained compliance with SA8000 while continually
improving.

22. Stakeholder engagement: The participation of interested
parties, including but not limited to the organisation, trade unions,
workers, worker organisations, suppliers, contractors, buyers,
consumers, investors, NGOs, media and local and national
government officials.
23. Supplier/subcontractor: Any entity or individual(s) in the supply
chain that directly provides the organisation with goods or services
integral to, utilized in or for the production of the organization's
goods or services.
24. Sub-supplier: Any entity or individual(s) in the supply chain that
provides the supplier with goods and/or services integral to, utilized
in or for the production of the supplier’s or the organization's goods
or services.
25. Worker organisation: An autonomous voluntary association of
workers organized for the purpose of furthering and defending the
rights and interests of workers.
26. Young worker: Any worker under the age of 18 but over the age
of a child, as defined above.

1.2.0 Scope of corporate social responsibility




1.2.4.1 Scope of corporate social responsibility

1.2.4.2 Scope of corporate social responsibility

• ISO 26000:2010, 7 Core • SA 8000:2014
Subjects 1. Child Labour
1. Organisational Governance 2. Forced or Compulsory
2. Human Rights Labour
3. Labour Practices 3. Health and Safety
4. The Environment 4. Freedom of Association &
5. Fair Operating Practices Right to Collective
Bargaining
6. Consumer issues
5. Discrimination
7. Community involvement
and development 6. Disciplinary Practices
Many of these are already 7. Working Hours
addressed by standards such as 8. Remuneration
ISO 14001 and OHSAS 18001. 9. Management System

1.3 Application of CSR to the shipping /
Telecommunications industry and related services
oZain / Sudan contributions to the community concentrate in
four major areas, namely: -
1. Education
2. Health
3. Community Development
4. Preservation of the environment.

1.3 Application of CSR to the Telecommunications industry

1.3 Application of CSR to the Telecommunications industry
1. Emissions : Telecom towers , Diesel Fuel & Cool towers
2. Waste / e-Waste : Phones, sim cards, wires, batteries and
assorted equipment : Heavy metals as Pb , Cd , Hg , As
3. Customer Health and Safety : safety, privacy and security +
Children safety + safety during driving + linkages between
exposure to EMFs radiations from mobile phones and
many health diseases
4. Impact on Biodiversity : radiation from towers but this also
affects birds, bees and other species that live nearby.

1.3 Application of CSR to the shipping
1 Shipping and the environment.
1.1 Marine pollution
1973 International Convention for the Prevention of
Pollution from Ships (MARPOL)
Pollution from ships by oil (Annex I)
Pollution by noxious liquid substances carried in bulk (Annex
II)
Pollution by harmful substances in packaged form (Annex
III)
Sewage (Annex IV)
Garbage (Annex V)
Air pollution from ships (Annex VI) : NOx , SOx , CO2

1.3 Application of CSR to the shipping
The ECAs : Emission Control Areas e.g. Sea area.
2004 Ballast Water Convention
2001 International Convention on the Control of Harmful
Anti-Fouling Systems on Ships
1.2 Dumping
2. Shipping and Human Rights
2.1 Business and Human Rights
2.2 The ILO Maritime Labour Convention ( MLC 2006)

1.4 Legal obligations, regulations and codes of
practice
1. OECD Guidelines For Multinational Enterprises Responsible
Business Conduct Matters :
http://mneguidelines.oecd.org/MNEguidelines_RBCmatters.pdf
The Guidance uses a 5-step risk-based due diligence framework to help
enterprises avoid and address risks of contributing to conflict.
Step 1: Establish strong company management systems
Step 2: Identify and assess risks in the supply chain
Step 3: Design and implement a strategy to respond to identified risks
Step 4: Carry out independent third-party audit of smelter/refiner’s due
diligence practices
Step 5: Report annually on supply chain due diligence

1.4 Legal obligations, regulations and codes of
practice
‫) حول المصطلحات‬1/2009-7055 ‫م‬.‫ق‬.‫ المواصفة القياسية المصرية (م‬.2
‫ وهى بصدد إصدار مواصفة قياسية‬،‫والتعاريف الخاصة بالمسؤولية المجتمعية‬
‫ لتتناول المبادئ والمواضيع المحورية والقضايا ذات الصلة‬: ‫مصرية أخرى‬
‫بالمسئولية المجتمعية وسبل التطبيق بما يتناسب مع األبعاد االقتصادية‬
.‫واالجتماعية والبيئية القومية‬
3. ISO 26000:2010 ; Guidance on social responsibility .
4. ISO / IWA 26-2017 : Using ISO 26000:2010 in management
systems.
5. ISO 26000 and the International Integrated Reporting (IR)
Framework briefing
https://www.iso.org/files/live/sites/isoorg/files/archive/pdf/e
n/iso_26000_and_ir_international_integrated_reporting.pdf

1.4 Legal obligations, regulations and codes of practice
6. ISO 26000 & OECD Guidelines: Practical overview of the
linkages.
https://www.iso.org/files/live/sites/isoorg/files/store/en/PUB
100418.pdf
7. How to use the GRI G4 Guidelines and ISO 26000 in
conjunction 2014: (Global Reporting Initiative-Sustainability)
https://www.iso.org/files/live/sites/isoorg/files/archive/pdf/e
n/iso-gri-26000_2014-01-28.pdf
8.SEDEX-SMETA(Sedex Members Ethical Trade Audit) version
6 ; Implementation 1.6.2017 :
2 Pillars audit : Mandatory – 1.Labour Standards & 2.Health /
Safety.
4 Pillar Audit : 2 Pillars audit + Environment + Business Ethics
3-pillar framework - “Protect, Respect & Remedy” in human
rights.

1.5 Identifying reputational and other risks
Reputational risk when organization fail to comply / adapt /
prevent the following risks :
1. Legal risks : Compliance
2. Risks of not being socially responsible
3. Risks of complicity : by integrating the common features of
legal and societal benchmarks into its due diligence
processes
4. Risks to workers health : implementation of OHSMS –
occupational health & safety management system as per
OHSAS 18001:2007 which will be replaced by ISO
45001:2018.
5. Environmental risk management: Implementation of ISO
14001:2015 ; requirements of EMS- environmental
management System

6. Engage with local communities regarding actual and
potential polluting emissions and waste: ISO 14001:2015
7. Identify risks and integrate climate change adaptation into
its decision making : ISO / FDIS 14080
8. Identify the risks of corruption / Bribery and implement
and maintain policies and practices that counter
corruption & extortion : ISO 37001:2016
9. Anti-competitive behaviour risks harming the reputation
of an organization with its stakeholders and may create
legal problems : Fair Competition.
10. Minimizing risks from the use of products and services,
through design ,manufacture , distribution, information
provision, support services and withdrawal and recall
procedures
11. Risks of human rights abuse : compliance to local labor
laws / regulations : Sudan Labor Law 1997 & Egypt Labor Law
12/2003 , ILO :2001 , ISO 26000:2010 & SA 8000:2014.


1.6 Identifying stakeholders that CSR should address
• To identify stakeholders an organization should ask itself the
following 8 questions:
1. To whom does the organization have legal obligations?
2. Who might be positively or negatively affected by the
organization's decisions or activities?
3. Who is likely to express concerns about the decisions and
activities of the organization?
4. Who has been involved in the past when similar concerns
needed to be addressed?
5. Who can help the organization address specific impacts?
6. Who can affect the organization's ability to meet its
responsibilities?
7. Who would be disadvantaged if excluded from the
engagement?
8. Who in the value chain is affected?

• Company’s key stakeholders: -
1. Shareholders—addressing the company’s business model and
corporate governance, including disclosing the role of the board
in risk management, in sustainability reporting and in
evaluating CSR performance.
2. Employees—addressing diversity, health and safety, training
and mentoring, employee relations, and wages and benefits.
3. Customers—addressing customer service and privacy.
4. Suppliers—addressing labor standards and whether suppliers
are required to implement their own CSR programs.
5. Communities—addressing corporate philanthropy and
charitable contributions, community investment and
partnerships, volunteerism and the environmental impact of
operations.
6. Governments and Regulators—addressing lobbying, public
policy and the effects of and compliance with environmental
regulation

Suppliers Inputs Process Outputs Customers
(What Are the High Level (Anyone who receives a
(Who Provides the Inputs?) (What Inputs are Provided?) Process Steps?) (What Outputs are Provided?) deliverable from the process)

Day Two: Best practice in Corporate Social
Responsibility
• 1. Business Ethics and anti-corruption measures
• 2. Impacting the marine environment
• 3. Working with indigenous and host communities
• 4. Sustainable Labour practices
• 5. Managing suppliers and contractors responsibly
• 6. Case studies on CSR in shipping companies

2.0 Best practice in Corporate Social Responsibility
1. Set Measurable Goals
2. Stakeholder Engagement
3. Sustainability Issues Mapping : Social / Environmental /
Economic
4. Sustainability Management Systems (SMS)
5. Lifecycle Assessment : PLM ( Product lifecycle
Management) / LCP (Lifecycle Perspective)
6. Sustainability/CSR Reporting
7. Sustainability Branding : Transparency is the key like :
“Clorox Green works” : potassium carbonate +
Preservative 0.5 %

2.0 Best practice in Corporate Social Responsibility:2013

2.0 Best practice in Corporate Social Responsibility

2.1 Business Ethics and anti-corruption measures
Business Ethics :The application of a moral code of conduct to the
decisions and actions of a business.
Corruption : The abuse of entrusted power for private gain.
Bribery : The offering, promising, giving, accepting or soliciting of
an advantage as an inducement for an action which is illegal or a
breach of trust.
Activities which may contribute to the problem of corruption :-
oColleagues pay bribes as a one off or as a matter of course –
including small bribes (also called facilitation payments).
oColleagues demand bribes of suppliers or customers.
oSuppliers / 3rd parties pay bribes on a company’s behalf.
oSuppliers / 3rd parties - or their suppliers - pay bribes or engage in
corrupt practices outside a company’s supply chain.
oBusiness owners do business with other companies that engage in
corrupt practices.

1. Site fails to comply with local/ national laws on Business Ethics
27.6%
2. Lack of, or inadequate, policy concerning bribery, corruption or
unethical business practice and/or communication to all
relevant parties 18.9%
3. Site has no transparent system in place for confidentially
reporting & dealing with unethical business practices 17.0%
4. Supplier sites unaware of the Business Ethics standards and/or
code requirements of the customers they supply to 15.9%
5. Site has no system to monitor Business Ethics standards against
relevant laws and customers' requirements 8.2%
6. Site has no procedures and training in place to avoid bribery
and corruption at all levels 7.7%
7. Site has no improvements measures/plans in place for bribery
and corruption 3.3%
8. Site does not take effective steps to prevent any misuse of
private and/or confidential data 1.5%

• 6 Steps Process practical guide for companies to assist them in
developing and implementing an anti-bribery policy:
1. Commit to an anti-corruption programme ‘from the top‘
2. Assess the current status and risk environment
3. Plan the anti-corruption programme
4. Act on the plan
5. Monitor controls and progress
6. Report internally and externally on the programme
The enterprise shall prohibit bribery in any form whether direct or
indirect.
The enterprise shall commit to implementing a programme to
counter bribery
 Values, code of conduct, policy & procedures, risk management,
internal & external communication, training & guidance, internal
controls, oversight, monitoring & assurance.



2.2 Impacting the marine environment
• Marine life depends in some way on the saltwater = sea .
• A habitat is an ecological or environmental area inhabited by
one or more living species.
• Marine habitats can be divided into coastal and open ocean
habitats.
• Human activities affect marine ecosystems as a result of
pollution, overfishing, the introduction of invasive species,
& acidification, which all impact on the marine food web
and may lead to largely unknown consequences for the
biodiversity and survival of marine life forms.
• Eutrophication is the result of a particular type of marine
pollution. It is caused by the release of excess nutrients into
coastal areas via streams and rivers. These nutrients come
from fertilizers used in intensive farming practices on land.

2.2.1 Telecommunications Co.s Impacting
1. Alteration of the earth habitation
2. Alteration of the aquatic habitation
3. Obstruction and Alteration of vision
4. Hazardous materials and waste
5. Emission of electromagnetic fields
6. Air pollution
7. Noise pollution
8. Occupational health and safety
Telecommunication installations include:
1. Towers/Masts
2. Antennas
3. Cables
4. BTS : Base Transceiver station
5. Power Generating Set/Backup battery
6. Air condition

2.3 Working with indigenous and host communities
UN ; Global Compact 2013 :Declaration on The rights of
indigenous peoples :
https://www.unglobalcompact.org/library/541
oArticle 1 : Indigenous peoples have the right to the full
enjoyment, as a collective or as individuals, of all human rights
and fundamental freedoms as recognized in the Charter of the
UN, the Universal Declaration of Human Rights 4 &
international human rights law.
oArticle 2 : Indigenous peoples and individuals are free
and equal to all other peoples and individuals and have the
right to be free from any kind of discrimination, in the exercise
of their rights, in particular that based on their indigenous
origin or identity.

 Kinross’ 2011 Corporate Responsibility Report : Mining in Africa for
2 years
1. Conducting due diligence to identify areas where our activities
may impact the lands, rights, or interests of indigenous peoples
2. Designing our projects to avoid any physical relocation
(Displacement) of indigenous peoples from their customary
lands, and following international standards for relocation when
it cannot be reasonably avoided
3. Consultation to seek mutually acceptable solutions to avoid,
minimize, or mitigate adverse impacts prior to beginning any
activities that would cause those impacts;
4. Ongoing engagement with indigenous communities near our
operations to understand the economic, social, and development
aspirations of those communities and to endeavour to contribute
to their self-sustainable capacity to attain those aspirations;

5. Encouraging opportunities for training and local business
development that enhance indigenous peoples’
participation in our activities as employees and suppliers
6. Providing training to employees and contractors
interacting with indigenous peoples to promote cross-
cultural understanding and respect for traditional
languages, customs, and practices.

2.4 Sustainable Labour practices : LA
LA : Labor Practices & Decent Work
Aspect: Employment
• LA1 Total workforce by employment type, employment
contract, and region.
• LA2 Total number and rate of employee turnover by age
group, gender, and region.
• LA3 Benefits provided to full-time employees that are not
provided to temporary or part-time employees, by major
operations.
Labor/ Management Relations
o LA4 Percentage of employees covered by collective
bargaining agreements

oLA5 Minimum notice period(s) regarding significant
operational changes, including whether it is specified in
collective agreements
Aspect: Occupational Health and Safety
LA6 Percentage of total workforce represented in formal
joint management-worker health and safety committees
that help monitor and advise on occupational health and
safety programs.
LA7 Rates of injury, occupational diseases, lost days, and
absenteeism, and total number of work-related fatalities by
region
LA 8 Education, training, counseling, prevention, and risk-
control programs in place to assist workforce members, their
families, or community members regarding serious diseases.

• LA9 Health and safety topics covered in formal agreements
with trade unions . Health and safety topics covered in
formal agreements with trade unions.
Aspect: Training and Education
 LA10 Average hours of training per year per employee by
employee category.
 LA11 Programs for skills management and lifelong learning
that support the continued employability of employees and
assist them in managing career endings.
 LA12 Percentage of employees receiving regular
performance and career development reviews

Aspect: Diversity and Equal Opportunity
oLA13 Composition of governance bodies and breakdown of
employees per category according to gender, age group,
minority group membership, and other indicators of
diversity.
oLA14 Ratio of basic salary of men to women by employee
category.

2.4 Sustainable Labour practices : 4 Labor Principles
 UN Global Compact 10 Principles
Labour Principles
Principle 3 Businesses should uphold the freedom of
association and the effective recognition of the right to
collective bargaining.
Principle 4 Businesses should uphold the elimination of
forced or compulsory labour.
Principle 5 Businesses should uphold the effective abolition
of child labour.
Principle 6 Businesses should uphold the elimination of
discrimination in respect of employment and occupation.

2.5 Managing suppliers and contractors responsibly
• Nestlé Responsible Sourcing Guideline : (RSG)
• General Principles :
1. Continuous improvement
2. Transparency along the value chain
3. Supplier accountability and supplier support
4. Credible verification : Audit , Remote Audit :
Questionnaire , MOU : Moment of Truth
General Requirements :
1. Legal compliance
2. Human rights and labour practices
a. No use of forced or child labour.
b. Workers’ pay and conditions meet at least legal or
mandatory industry standards.

c. Freedom of association and collective bargaining is
respected , unless prevented by law.
d. Provision of safe and healthy workplace.
e. No discrimination on the basis of gender, race, ethnicity,
age or religion.
3. Conversion of natural vegetation
a. No sourcing from areas converted from naturals forests
after 1 February 2013
b. Identification and protection of High Conservation Values
(HCVs)
4. Environmental impacts
a. Impacts on water are mitigated by implementation of water
management plans, and additional measures in water
stressed areas

b. Use of chemicals is consistent with best agricultural
practices.
c. Soil management is consistent with best agricultural
practices.
d. Suppliers identify and reduce their significant
environmental impacts
5. Food waste and Post-Harvest Losses Food waste and post-
harvest losses are minimized.
6. Land use rights : Legal ownership & not remove forest
7. Creation of shared value for society and local communities
and Rural Development ‫تطوير المناطق الريفية و الخلوية‬

8. Animal welfare ‫رفاهية‬
World Organisation for Animal Welfare (OIE) ; 5 Freedoms :
1. Freedom from hunger, thirst and malnutrition.
2. Freedom from fear and distress.
3. Freedom from physical and thermal discomfort.
4. Freedom from pain, injury and disease.
5. Freedom to express normal patterns of behaviour of
farmed animals.

Possible economic issues within your supply chain include:
1. supplier vulnerability – what is the financial health of your
supply base?
2. supplier dependence – what percentage of your suppliers
overall business does your contract account for?
3. supplier reliability – can you trust your supplier on quality
and time?
4. unfair or unreasonable payment terms
5. supplier diversity and local sourcing
6. bribery and corruption

Possible environmental impacts within the supply chain
include:
1. Carbon and other greenhouse gas emissions
2. Accidental pollution
3. Damage to biodiversity
4. Water and other resource usage
5. Energy efficiency : ISO 50001:2011 EnMS
6. Scarcity
7. Waste

• Key social issues in the supply chain :
1. Freedom of association and collective bargaining
2. Forced and compulsory labour
3. Child labour
4. Discrimination in the workplace‫التمييز العنصري‬
 Employment causes of bad supplier reputation are :-
1. Living wage - are suppliers paying workers enough for an
adequate standard of living?
2. Working hours
3. Working conditions including health and safety
4. Personal security
5. Adverse community impacts : displacement (relocation or
loss of shelter) ; damage to livelihood & health impacts
due to pollution
2.6 Case studies on CSR in shipping companies

2.6 Case studies on CSR in shipping companies : Nordic Tankers
Human and labour rights
• 2013: Implementation of Safety Leadership courses (SLC)
• 2014: Complete SLC and roll-out of TAKE 5 campaign
• 2013: Reduce LTI to 0.8 or below (1.05 achieved)
• 2014: Achieve LTI below 0.8
• 2013: Active use of e-TOTs (electronic Train of The Trainer)
for monitoring officer’s development
• 2014: Carry out crew seminars in all of our major sourcing
areas
• 2013: Obtain a retention rate of 90% off-shore (85.4%
achieved)
• 2014: Increase our retention rate to 90% or more
• 2013: Obtain a retention rate of 90% at sea (87.7% achieved)
• 2014: Increase our retention rate to 90% or more

Environment and climate
• 2013: Decide whether to implement flow meters across the
fleet
• 2014: Continue implementation of flow meter on selected
vessels
• 2013: Ensure that vessels reach their individual SEEMP (Ship
Energy Efficiency Management Plan) goals
• 2014: Identify fuel consumption monitoring system for
entire fleet
• 2013: Emissions (none)
• 2014: Establish baseline for emissions

Anti-corruption
• 2013: Establish a gift policy
• 2013: Sign full membership of MACN
• 2013: Elaborate our whistle-blowing system : Red Flag /
Imminent Risk
• 2014: Implement monitoring system for facilitation
payments
Across all areas
• 2013: Work safety and anti-corruption into the “Nordic Way”
• 2013: Initiate supplier management requirements
• 2014: Responsible supplier management
oCommunication on Progress 2013 – Nordic Tankers
ohttp://www.maritimecsr.com/files/reports/2013/REP-
1424339648.pdf
‫‪2.6.1 Case studies on CSR in Telecommunications‬‬
‫تتمحور سياسة التنمية المستدامة التصاالت المغرب حول األولويات األساسية‬
‫التالية ‪:‬‬
‫‪ .1‬جعل تقنيات اإلعالم و االتصال في متناول الجميع و تقليص الفجوة الرقمية‬
‫من خالل متابعة تغطية جميع المناطق بشبكات االتصال و خصوصا‬
‫المنعزلة منها و اقتراح عروض مناسبة للجميع بفضل سياسة االبتكار و‬
‫تخفيض األسعار‪.‬‬
‫‪ .2‬مواكبة التنمية االقتصادية واالجتماعية للبالد ‪ ،‬من خالل تشجيع التشغيل‬
‫وإنشاء المقاوالت‪ ،‬و عصرنة البنيات التحتية لوسائل االتصال و تسخيرها‬
‫كوسيلة لتعليم و تطوير المعرفة‪ ،‬و مرافقة الشباب ذوي المواهب الرياضية‬
‫و الفنية‪.‬‬
‫‪ .3‬العمل على تحسين الظروف المعيشية للساكنة‪ ،‬من خالل دعم مبادرات‬
‫إنسانية لفائدة األشخاص المحتاجين والمرضى‪ ،‬باإلضافة إلى المساهمات في‬
‫دعم الثقافة والرياضة األساسيتين لالزدهار االجتماعي‪.‬‬
‫‪ .4‬التعامل كمقاولة مسؤولة تسعى إلى المساهمة في حماية البيئة و إلى تطبيق‬
‫الممارسات الشفافة و أخالقيات المعامالت سواء تعلق األمر بعالقاتها مع‬
‫عمالئها وشركائها أو بتدبير مواردها البشرية‪.‬‬
‫‪CSR Training Seminar ;Trainer : Dr. Ossama Ismail‬‬ ‫‪68‬‬
‫‪ ‬االتفاق العالمي لألمم المتحدة ‪Global compact :‬‬
‫أكدت اتصاالت المغرب في سنة ‪ 2012‬التزامها بالمسؤولية االجتماعية‪ ،‬من‬
‫خالل انخراطها في االتفاق العالمي لألمم المتحدة‪ .‬وباتخاذها هذه الخطوة‬
‫الطوعية‪ ،‬تلتزم اتصاالت المغرب بالترويج لمبادئ االتفاق المتعلقة بحقوق‬
‫اإلنسان و ظروف التشغيل و حماية البيئة و محاربة الرشوة‪ .‬كما تلتزم بإدماج‬
‫هذه المبادئ في استراتيجيتها‪.‬‬
‫‪‬و في كل سنة‪ ٬‬تصدر اتصاالت المغرب تقريرها السنوي المتعارف عليه باسم‬
‫"التقرير المتعلق بالتقدم المحرز"‪ ،‬يتم من خالله التعريف عن التقدم الذي أحرز‬
‫في تنفيذ المبادئ العشرة لالتفاق‪ .‬و يُرفق هذا التقرير بتصريح حول تجديد‬
‫االلتزام موقّع من رئيس مجلس اإلدارة الجماعية‪.‬‬
‫‪‬تنشر التقارير على الموقع اإللكتروني لألمم المتحدة "‪compact" Global‬‬
‫وعلى الموقع اإللكتروني التصاالت المغرب "‪iam.ma".‬‬

‫• إنجازاتنا و مسؤوليتنا االجتماعية ‪:‬‬
‫‪ .1‬تقليص الفجوة الرقمية‬
‫‪ .2‬المساهمة في التنمية االقتصادية‬
‫‪ .3‬دعم الشباب‬
‫‪ .4‬دعم االبتكار و اإلبداع الرقمي‬
‫‪ .5‬دعم األعمال اإلنسانية‬
‫‪ .6‬النهوض بالثقافة و الفنون‬
‫‪ .7‬دعم الرياضة‬
‫‪ .8‬حماية البيئة‬
‫‪ .9‬واجب اليقظة و الشفافية‬
‫‪ .10‬مقاولة بدون تدخين‬

‫‪‬حماية البيئة ‪:‬‬
‫‪ .1‬استصالح حديقة عرصة موالي عبد السالم ←حديقة األنترنت ‪ADSL / Wi-Fi‬‬
‫‪ .2‬شواطئ نظيفة‬
‫‪ .3‬التعويض الطوعي عن الكربون ‪ :‬تشجيع المقاوالت والمؤسسات على تقليص‬
‫انبعاثات ثاني أكسيد الكربون ‪ Co2‬أو التعويض عنها إذا ما تعذّر تقليصها‪.‬‬
‫‪ .4‬المحافظة على التنوع البيولوجي ‪ :‬و تعد اتصاالت المغرب شريكا لمؤسسة محمد‬
‫السادس لحماية البيئة‬
‫ضل اتصاالت المغرب استعمال المواد‬ ‫‪ .5‬إنجازات للحد من التأثير على البيئة ‪ :‬تف ّ‬
‫القابلة للتحلّل و إعادة التصنيع و التخصيص كالورق المقوى المستعمل في صنع‬
‫بطاقات التعبئة بعد أن كانت تُنتج من البالستيك ‪ PVC‬و أكياس التسوق المصنوعة‬
‫روج لدى العاملين و زبائنها و شركائها‪،‬‬ ‫من النسيج والقابلة إلعادة االستخدام‪ .‬كما ت ُ ّ‬
‫سريعة‬‫لوسائل تقليص استعمال المواد األولية‪ ،‬كالفاتورة الرقمية أو التعبئة ال ّ‬
‫‪ Recharge express‬و هي عبارة عن دقائق من المكالمات تُشغّل مباشرة على‬
‫الهاتف المحمول أو عند البائع المعتمد فور األداء‬

Day Three: Developing and implementing our CSR plan
1. Making the business justification for sustainability
2. Creating a strategy for sustainable ways of working
3. Key steps to developing the plan
4. Effectively communicating the CSR programme
5. Measuring impact and results
6. Integrating sustainability into our business processes

3.0 Developing and implementing our CSR plan
PSR :
Partnership
Social
Responsibility

3.1 Making the business justification for sustainability
The Business Case for Sustainability :
How to get “ Buy In” / Commitment :
Those of us who intuitively care about the idea of “sustainability” have
no problem feeling good about it. It just feels like the right thing to do.
But at the end of the day, we need to convince hardnosed business
practitioners that there is a benefit to investing time and money in
sustainability initiatives. In the past few years more and more companies
have begun taking sustainability seriously and are even benefiting
financially from sustainable business practices.
1. Compliance to Laws & Regulations
2. Conformity to ISO Standards : ISO 20400:2017 Sustainable
procurement – Guidance
3. Competitive edge with competitors
4. Customer Requirements
5. Positive Financial results on long run : invest once & gain always
Example :* Refrigerant /Freon 134A instead of Bad Freon R 22 banned in
2020
* Not using Pb / Titanium Oxides Painting
3.1 Making the business justification for sustainability
 We go for “Sustainable Development” ‫ التنمية المستدامة‬to :
• ESG : environmental, social, and governance
• GRC : Governance , Risk & Compliance
Key Drivers For Investors To Invest In SRIS (socially
responsible investing) :

3.2 Creating a strategy for sustainable ways of working
CS - Corporate sustainability : is an approach that creates
long-term stakeholder value by implementing a business
strategy that considers every dimension of how a business
operates in the ethical, social, environmental, cultural, and
economic spheres.
TBL - Triple Bottom Line : Economic , Environmental & Social
= 3 Ps : Profit , Planet & People.


• 5 Key Steps to a Sustainable Corporate Strategy:
1. Understand sustainability and recognize what it means to the
company : Coca Cola case with Sugar Suppliers / TCCC – SGP
(The Coca Cola Co.– Supplier Guidance Principle).
2. Engage with stakeholders
3. Set goals and commitments
4. Establish systems and processes : URSA/ Unilever :
(Understanding the Responsible Sourcing Audit)
5. Track progress, communicate actions and meet expectations
• CS-Corporate Sustainability: Needs to adapt to the maturity of the
business and the company’s willingness to treat sustainability as a
strategic opportunity. These steps are only the beginning of a
process that can eventually transform a company’s entire business
strategy into a sustainable business strategy.

Five ways for businesses to integrate sustainable practice
into their operations and strategy :
1. Set ambitious targets
2. People are your power: engage with them!
3. Celebrate change and innovate
4. Create new partnerships, lead with others
5. Future-proof your business : Every business needs to
consider how climate-resilient their assets and operations
of today might be in the face of the climate changes of
tomorrow and how well-equipped they are to tackle the
threat to their operations.

Sustainability Strategy
1. Strategy: definition of Strategic Intersections, Sustainability
Vision/Mission, Stakeholder groups, Materiality and (long term)
Objectives
2. Approach: definition of Focus Area’s, Stakeholder approach,
Management approach, Key measures and Targets
3. Performance Management: definition of KPIs, PDCA cycle, Data
sources, Data collection processes and Performance Appraisal
process
4. Accountability: definition of RACI matrix, Remuneration
variables, Roles & Responsibilities, Performance Managerial
Remuneration and translation of targets into Remuneration
values
5. Reporting: definition of Sustainability Frameworks & Indexes,
Internal & External reporting requirements, Data quality
requirements, Performance visualization and Stakeholder
communication


3.2 Creating a strategy for sustainable ways of working : Vodafone

3.3 Key steps to developing the plan
1. Develop a vision , mission & strategy
2. Define Scope
3. Consider how well the programs fit with your current
Products , Services , Processes & Procedures = Integration
4. Express your CSR Programs as a series of goals.
5. Generate a list of Actions for each goal.
6. Prepare a timeline , Interim Deliverables & Milestone
7. Allocate resources.
8. Identify possible / potential problems / Constraints
9. Develop strategies for monitoring progress.
10. Assign tasks : RACI Model
11. Estimate costs
12. Create (Develop) CSR Plan

 Create (Develop) CSR Plan - Consider the following :
1. Business-based social purpose : Sector
2. Clear theory of change : Change Management
3. Quality and depth of information : References : Standards
& Guidelines
4. Concentrated effort : Team Work / Synergism /
Multidisciplinary
5. Partnering with experts : Consultants



3.4 Effectively communicating the CSR programme
1. Raising awareness both within and outside the
organization on its strategies and objectives, plans,
performance and challenges for social responsibility
2. Demonstrating respect for the social responsibility
principles in Clause 4 : Slide 56 .
3. Helping to engage and create dialogue with stakeholders;
4. Addressing legal and other requirements for the
disclosure of information related to social responsibility
5. Showing how the organization is meeting its commitments
on social responsibility and responding to the interests of
stakeholders and expectations of society in general

6. Providing information about the impacts of the
organization's activities, products and services, including
details of how the impacts change over time;
7. Helping to engage and motivate employees and others to
support the organization's activities in social
responsibility;
8. Facilitating comparison with peer organizations, which can
stimulate improvements in performance on social
responsibility : Benchmarking : GSCP – Global Social
Compliance Program
9. Enhancing an organization's reputation for socially
responsible action, openness, integrity and accountability,
to strengthen stakeholder trust in the organization:
Reputation Institute / ‫ال تنسي البند الرابع باستشارة المحامي‬
‫الشؤن القانونية‬

Principles of social responsibility :ISO 26000:2010 ; Slide 22
1. Accountability
2. Transparency
3. Ethical behaviour
4. Respect for stakeholder interests
5. Respect for the rule of law
6. Respect for international norms of behaviour
7. Respect for human rights

3.5 Measuring impact and results
1. Commitment
2. Careful oversight
3. Evaluation and review of the activities undertaken,
4. Progress made : YTD – Year to day
5. Achievement of identified objectives
6. Resources used
7. And other aspects of the organization's efforts
8. Reviews of performance, at appropriate intervals
9. Monitor changing conditions or expectations, legal or
regulatory developments affecting social responsibility
10. Follow up enhancing co. efforts on social responsibility
initiatives & projects

3.5 Measuring impact and results
Reviewing an organization's progress and performance on
social responsibility :
1. Were objectives and targets achieved as envisioned?
2. Did the strategies and processes suit the objectives?
3. What worked and why? what did not work and why?
4. Were the objectives appropriate? Challenge / motivation /
Impossible
5. What could have been done better? Lessons Learned
6. Are all relevant persons involved? RACI / RACSI Model -
Matrix
Tactics
CSF : Critical Success Factors

3.5 Measuring impact and results: CSR - KPIs
1. Employee satisfaction
2. Voluntary employee attrition (Turnover)
3. Health and safety : No. of days without accidents
4. Women : as percentage of total employees / Positions
5. Ethnic minorities: as percentage of total employees
6. Social investment
7. Employee volunteerism :Number of hours volunteered by
employees
8. No. of active trainees from co./ outside community
9. Leadership Fellows (Associate / Colleague): leaders who
share their expertise with nonprofit organizations: NGOs
10. Strategic partners : Significant collaborations with
corporate partners, nonprofits, and NGOs

3.6 Integrating sustainability into our business processes

ABB : Sustainability integrated into our business

Overview In our business model
1. Energy saving products and solutions for customers
2. Technology which strengthens production and availability
of renewable energy
3. Increased efficiency and productivity for industrial
customers In our business processes
4. Environmental, social, health and safety, security risk
assessments for projects, supply chain and acquisitions
5. Sustainability embedded in R&D
6. Internal instructions and processes in place to guide
business behavior; supported by sustainability training at
all levels

• ABB : Sustainability - part of our business Energy and
resource efficiency.
Energy and resource efficiency are integrated into our
technology and what we offer customers : ABB is world’s
1. Largest supplier of high-efficiency power grids to integrate
renewable energy
2. Largest manufacturer of energy efficient industrial motors
and drives
3. Largest provider of generators to wind industry
4. Second largest solar inverter company, following Power-
One
acquisition

How do we achieve sustainability :
 The Millennium Development Goals (MDGs) : till 2015
1. Eradicate extreme poverty and hunger
2. Achieve universal primary education
3. Promote gender equality and empower women
4. Reduce child mortality
5. Improve maternal health
6. Combat HIV/AIDS, malaria and other diseases
7. Ensure environmental sustainability
8. Develop a global partnership for development

CSR - Corporate Social Responsibility Seminar PDF

Uploaded by

Copyright:

Available Formats

You might also like

CSR - Corporate Social Responsibility Seminar PDF

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

CSR - Corporate Social Responsibility Seminar PDF

Uploaded by

Copyright:

Available Formats

Corporate Social Responsibility

CSR Training Seminar ;Trainer : Dr. Ossama Ismail 1

• Day 1:What is Corporate Social Responsibility and Why does

• Day 2: Best practice in Corporate Social Responsibility :

• Day 3 : Developing and implementing our CSR plan

CSR Training Seminar ;Trainer : Dr. Ossama Ismail 2

1. Topic Overview, Definitions and Vocabulary

CSR Training Seminar ;Trainer : Dr. Ossama Ismail 3

• Day Two: Best practice in Corporate Social Responsibility

CSR Training Seminar ;Trainer : Dr. Ossama Ismail 4

• Day Three: Developing and implementing our CSR plan

CSR Training Seminar ;Trainer : Dr. Ossama Ismail 5

CSR Training Seminar ;Trainer : Dr. Ossama Ismail 6

• A concern for social responsibility can be traced back to the

CSR Training Seminar ;Trainer : Dr. Ossama Ismail 7

CSR Training Seminar ;Trainer : Dr. Ossama Ismail 8

CSR Training Seminar ;Trainer : Dr. Ossama Ismail 9

CSR Training Seminar ;Trainer : Dr. Ossama Ismail 10

CSR Training Seminar ;Trainer : Dr. Ossama Ismail 12

CSR Training Seminar ;Trainer : Dr. Ossama Ismail 13

CSR Training Seminar ;Trainer : Dr. Ossama Ismail 14

CSR Training Seminar ;Trainer : Dr. Ossama Ismail 15

CSR Training Seminar ;Trainer : Dr. Ossama Ismail 16

CSR Training Seminar ;Trainer : Dr. Ossama Ismail 17

CSR Training Seminar ;Trainer : Dr. Ossama Ismail 18

CSR Training Seminar ;Trainer : Dr. Ossama Ismail 19

CSR Training Seminar ;Trainer : Dr. Ossama Ismail 20

CSR Training Seminar ;Trainer : Dr. Ossama Ismail 21

CSR Training Seminar ;Trainer : Dr. Ossama Ismail 22

CSR Training Seminar ;Trainer : Dr. Ossama Ismail 23

CSR Training Seminar ;Trainer : Dr. Ossama Ismail 24

CSR Training Seminar ;Trainer : Dr. Ossama Ismail 25

CSR Training Seminar ;Trainer : Dr. Ossama Ismail 26

CSR Training Seminar ;Trainer : Dr. Ossama Ismail 27

CSR Training Seminar ;Trainer : Dr. Ossama Ismail 28

CSR Training Seminar ;Trainer : Dr. Ossama Ismail 29

CSR Training Seminar ;Trainer : Dr. Ossama Ismail 30

CSR Training Seminar ;Trainer : Dr. Ossama Ismail 31

CSR Training Seminar ;Trainer : Dr. Ossama Ismail 33

CSR Training Seminar ;Trainer : Dr. Ossama Ismail 34

CSR Training Seminar ;Trainer : Dr. Ossama Ismail 35

CSR Training Seminar ;Trainer : Dr. Ossama Ismail 36

CSR Training Seminar ;Trainer : Dr. Ossama Ismail 37

CSR Training Seminar ;Trainer : Dr. Ossama Ismail 38

CSR Training Seminar ;Trainer : Dr. Ossama Ismail 39

CSR Training Seminar ;Trainer : Dr. Ossama Ismail 40

CSR Training Seminar ;Trainer : Dr. Ossama Ismail 41

CSR Training Seminar ;Trainer : Dr. Ossama Ismail 42

CSR Training Seminar ;Trainer : Dr. Ossama Ismail 43

CSR Training Seminar ;Trainer : Dr. Ossama Ismail 44

CSR Training Seminar ;Trainer : Dr. Ossama Ismail 45

CSR Training Seminar ;Trainer : Dr. Ossama Ismail 46

CSR Training Seminar ;Trainer : Dr. Ossama Ismail 47

CSR Training Seminar ;Trainer : Dr. Ossama Ismail 48

CSR Training Seminar ;Trainer : Dr. Ossama Ismail 49

CSR Training Seminar ;Trainer : Dr. Ossama Ismail 50