Transcript Document

Model for
Figure 1d
The business
Write
stakeholder
here
© 2014 Deloitte
Figure 1d
Partners
Investors can be particularly important, as they are
increasingly setting demands to the businesses they
invest in around responsibility.
Media
The media can every now and then be an important
indirect stakeholder, since they set the news agenda
and can influence other stakeholders.
Investors
Suppliers
Media
Authorities
Authorities and legislators can be especially
important, since they set the legal frames for the
business.
Suppliers
Your business partners and suppliers can be important
stakeholders in the mapping, since it is often here the
business has a large impact and correspondingly a
large number of risks.
The business
Authorities
Customers
Employees
Employees are important ambassadors for your
business and as employees have a natural interest in
how the business performs.
Customers
Customers and consumers increasingly ask
for transparency, engagement and clear
communication about the CSR work in the
business.
Employees
© 2014 Deloitte
Model for
Figure 1b
Policies, principles,
certifications,
guidelines
Projects, activities,
special efforts
Practice
Dates and indicators
Reporting and
communication
© 2014 Deloitte
Model for
Figure 1b
Policies, principles,
certifications,
guidelines
Projects, activities,
special efforts
Practice
Dates and
indicators
Reporting and
communication
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Adjustable tables
Sack trolley
Tape machine
Automatic loading
platform
”Roller mice”
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Is used by many, but preferably
more
Used by all in the warehouse
Used by all in the warehouse
Used by all in the warehouse
Used by all in Sales
None
None
Collaboration
contract
UN Global Compact
Code of Conduct
General instructions
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Business terms with all
suppliers
The foundation of our social
responsibility and interfacing
activities
Guidelines for mostly
environment and working
conditions with suppliers and
to the widest extent possible
their business partners
Overall product demands
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Medio 2014
Self-regulation
Self-regulation
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Begun, goal is
Sept. 14
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Done
Focus on choosing piece goods
and trim with Oeko-Tex
certification
Extensive control of suppliers
(pre-, inline and final control
along with further control of
goods reception)
Shipment to Romania
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School classes visit from several
branches of study
Sports clubs
The Danish Cancer Society
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Working conditions
Ergonomically
correct working
conditions
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Supplier management
Collaboration and
relations
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Self-regulation
/BSCI
Self-regulation
Products
Oeko-Tex 100
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Piece goods and
trim
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Long collaboration
with suppliers and
an extensive basic
programme
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Complaint policy
Second
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80% of the
chosen
Under 1%
None
At least five a
year
None
Local community
Knowledge-sharing
and sponsorships
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Knowledge-sharing
with students
Charity
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© 2014 Deloitte
Model for
Figure 1c
Business A
Business B
Business C
CSR focus areas
Activities
Management/administration
Data
Anchoring
Stakeholder dialogue
© 2014 Deloitte
Model for
Figure
1c
CSR focus areas
Business A
Business B
Business C
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Climate
Soy
Business ethics, anti-corruption
Plant protection remedies
Palm oil
Sludge
GMO and gene technology
Fertilizer
Chemicals
Animal welfare
Food security – supply
Food security – quality
Environmental sustainability
Responsible supply chain management
(Engagement in local society)
(Employee safety)
Business principles
Operational principles
Food security
Food and health
Environment
Agriculture
Procurement
Work place
Behavior in the market
Society relations
Human rights
Activities
Partnerships (indirect) for support of CSR foci (not
consistent)
Ethics Open Line
Shareholders’ democratic structure, supplier
evaluation, strategy in the world market, use of new
technology in production, development of nutritional
new products, reduced impact on environment and
climate, sustainable milk production, human rights in
the work place and in societal relations
Code of Conduct
Code of Conduct based on the firm’s guidelines
Code of Conduct
Environment strategy (2020 goal)
Anti-corruption policy and whistleblower agreement
Integrated yearly report
GRI – level B
UN Global Compact
Only selected key figures are made public in the
separated CSR report – the management does not
seem transparent
UN Global Compact
Separate CSR report
National and international food security certifications
CSR Council consisting of directors of
communication, HR, supply chain, head of
departments and general counsel
Neither website nor CSR report clarifies
organizational anchoring
There is no public explanation of Business C’s
organizational anchoring of the CSR work – but the
administrative director is the face of publications,
web and so on, just as he is the president of the
firm’s CSR committee
This is not made concrete – but mentioned at
random: Authorities, politicians, non-profit
organizations, media, stakeholder
representative, universities, customers,
suppliers, other players, stakeholder fora and
collaboration with sectors
Partnerships are organized within food security,
education and environmental protection and cover
among other NGOs, foundations, industrial
collaborations and research institutions
UTZ collaboration on cocoa, Green Palm
Sustainability collaboration on palm oil, consumer
dialogue through Business C.
Different success criteria within supply chain,
environment, work environment, human rights
and products
Management/administration
Data
Anchoring
Stakeholder dialogue
© 2014 Deloitte
Very important
Focus area 1
Focus area 2
Focus area 3
Focus area 4
Important
Materiality assessment for stakeholders
Model for
Figure 2b
Important
Very important
Materiality assessment for the business’ success
© 2014 Deloitte
Very important
Human rights
Focus area
Responsible supply
chain management
Anti corruption
Health
Diversity
Energy
Responsible supply
chain management
Safety
Energy
Health
Diversity
Important
Materiality assessment for stakeholders
Figure 2b
Anti corruption
Safety
Important
Very important
Materiality assessment for the business’ success
© 2014 Deloitte
Model for
Figure 2a
Peer review
External stakeholder
analysis
Internal interview
Risk and opportunity
analysis
© 2014 Deloitte
Figure 2a
Peer review
External stakeholder
analysis
Internal interview
Risk and opportunity
analysis
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Use of energy
Use of water
Animal welfare – fur, down, wool,
leather
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Biodiversity
Animal welfare
Use of plastic
Use of allergenic ingredients
Mulesing
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Dangerous waste
management
Waste water
Renewable energy
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Competence development
Wages at suppliers
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Health
Diversity and acceptance
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Health and welfare
Competence development
Organic fruit
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Employee conditions with
primary suppliers
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Supplier conditions
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Child labor
Forced labor
Poor working conditions
Freedom of association
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Poor conditions for
women who perform
needlework
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Risk of negative
exposure
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Anti corruption
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Gift policy
Entertainment
Bribery
Relocation of work places
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Unclear criteria for
allocation of discounts
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Risk in relation to
competitive conditions
and marketing
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Support to NGOs especially in
relation to child labor
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Engagement in relevant cases
Join in putting focus on cases
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Donations
Sponsorships
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Sponsoring Red Cross’
design campaign
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Discrimination
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Suppler conditions
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Women in management
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Risk of negative
exposure
Environment
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Environmental conditions
with secondary suppliers
Use of fur and down
Employee conditions
Workers’ rights
Business ethics
Social responsibility
Human rights
© 2014 Deloitte
Figur 3a
Level 1
Level 2
Safety
Compliance /
ad hoc / reactive
Level 3
Employees
Handling direct risks.
Structured approach
Environment
Differentiating
Level 4
Innovative product development
Lead
© 2014 Deloitte
Figure 1a
Raw materials
• Use of fertilizer
• Water (in connection with
growing cotton)
• Animal welfare (merino wool,
mulesing)
• Workers’ rights
Raw materials
Production
Production
• Workers’ conditions: Child labor, forced
labor, migrant workers, freedom of
association, option of collective
negotiations, absence of contracts,
absence of redress etc.
• Environment: Use of chemicals, use of water,
water waste and reuse
• Health and safety: First aid, use of
chemicals, buildings etc.
© 2014 Deloitte
Transport
• Use of energy and
CO2 emissions
• Safety
Transport
Wholesale
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Procurement policy
(short delivery time)
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Buyers not trained
Wholesale
Retail
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Environment: Waste,
hazardous waste, reuse,
store equipment, energy
use and greenhouse
gasses
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Employee conditions:
Diversity
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Lack of knowledge of
CSR matters
Retail
Product qualities
• Political messages
• Product information
(e.g. country of origin,
content of chemicals
etc.)
• Allergenic
Use
Disposal
Marketing
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Eating disorders and
selection of models
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Marketing in relation
to children
Disposal
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Large
amount of
waste from
the fashion
industry
12
Figure 3b
Figure 3c
Figure 3d
© 2014 Deloitte
Figure 3e
© 2014 Deloitte
Figure
4a
CSR
focus
areas
Environm
ent
Employe
es
…
Level of
ambitions
Structured
approach to
our use of
resources
The
industry’s
best work
place
CSFs
KPIs
We should be
conscious
about
resources and
show
environmental
care in our
store and in
our offices and
thereby
minimize our
environmental
impact.
1. 10 % reduction of
energy
consumption by
2016 based on a
mapping of the
present energy
consumption in
2014
We should
attract and
retain the best
employees in
the industry
and give them
a work place
that is second
to none
2. 10 % reduction of
packaging/paper
consumption within
2016 based on a
mapping of the
present energy
consumption in
2014
1.
Maximum
10%
employee
turnover
2.
Employee
engagement
survey < 80
in the yearly
survey
Deadl
ine
2014
2016
2015
2017
Activiti
es that
suppor
t the
KPIs
Investig
ate how
much
paper
we use
and find
a
solution
to
reduce
consum
ption
Activi
ty
respo
nsibl
e
Ole
Establis
h
baselin
e
Kristin
a