Understanding the Pakistan Budgeting Process: Basics and Key Insights
CSR & HR - Presentation Stefan Crets
1. Conference
“CSR:
s.ll
a
challenge
for
HR?”
22
October
2013
in
Brussels
Stefan
Crets,
Execu.ve
Director,
CSR
Europe
1
2. What
is
CSR?
“The
responsibility
of
enterprises
for
their
impacts
on
society”
IT
IS
ABOUT
MANAGEMENT
PROCESSES
Respect
for
applicable
legisla.on,
and
for
collec8ve
agreements
between
social
partners,
is
a
prerequisite
• CSR
=
a
process
for
companies
to
integrate
social,
environmental,
ethical
and
human
rights
concerns
into
their
opera8ons
and
core
strategy,
in
close
collabora.on
with
their
stakeholders
• Maximising
the
crea8on
of
shared
value
through
a
long-‐term
strategic
approach
to
CSR,
the
development
of
innova8ve
products,
services
and
business
models…
FOCUS
ON
MID
AND
LONG
TERM
SUSTAINABLE
GROWTH
4. Role
of
CSR
with
regards
to
HR
stakeholder
requirements
Improve
HR
admin
services
HR
stakeholder
requirements
Provide
worklife
balance
programs
Clarify
and
leverage
social
mission
Develop
Green
Teams
Provide
dental
insurance
Strategic
business
partnership
Gender
equality
prog
Win
the
talent
war
Increase
employee
engagement
Reduce
HR
costs
Improve
internal
comms
Employee
sa.sfac.on
survey
Low
carbon
skills
recruitment
Embed
human
rights
policy
Assess
HR
Employee
Sustainability
Volunteering
risks
Program
HR
func.onal
success
and
contribu.on
to
a
sustainable
business
Source:
CSR
for
HR:
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5. Enterprise
2020:
It
is
about
business
not
mere
compliance
Social
innova*on
=
new
ideas,
business
models,
products
&
services
that
resolve
exis*ng
sustainability
challenges
5
9. CSR
Europe’s
project
on
Rethinking
Careers
Purpose
Deliverables
Iden8fied
Issue/Gap
• New
legisla8ons
for
prolonged
re8rement
age
• Beyond
focusing
on
senior
wokers,
companies
need
to
take
a
holis8c
approach
à
rethink
careers
Proposed
solu8on
• Understand
the
levers
and
obstacles
of
lifelong
HR
Management
• Share
knowledge
• Support
in
shaping
the
necessary
policy
framework
• Assessment
of
lifelong
employability
à Assessment
Report
+
Benchmark
• Knowledge
sharing
à Publica8on,
incl.
lessons
learned
+
best
prac8ces
• Policy
dialogue
à
Policy
recommenda8ons
• Rethinking
careers
publica.on
• Lifelong
Employability
Assessment
(LEA-‐Tool):
CSR
Europe
is
offering
a
Rethinking
Careers
Assessment
to
measure
a
company’s
ability
to
i n t e g r a t e
a g e -‐ m a n a g e m e n t
processes
into
HR
opera8ons
across
life-‐stages
• 12-‐13
November
2013
in
Brussels:
European
Employment
Forum
For
more
informa+on
on
the
publica+on
and
how
to
par+cipate
in
the
assessment,
please
contact
Sarah
Dekkiche
(sd@csreurope.org)
10. The
Business
case
of
Health
Literacy
Health
literacy
ac8vi8es
in
the
business
context
create
value
not
only
for
employees,
but
also
for
businesses
Improved
brand
Reduced
sickness
Fewer
accidents
Improved
reten.on
Business
benefits
of
a
healthy
workforce
Higher
produc.vity
Higher
commitment
Improved
resilience
11. • To
evaluate
the
22
process
requirements
on
their
level
of
maturity
and
assign
a
score
to
company’s
practice
• Draw
Individual
benchmark
graphics
to
provide
company
with
their
position
against
and
allows
to
identify
gaps
• Compile
a
set
of
good
practices
for
each
of
the
effectiveness
criteria.
each
peers
Business
and
Human
Rights
What
is
available
for
companies
now:
• 22
indicators
to
support
HuRis
practitioners
in
decision
making
process
à
the
8
effective
criteria
were
broken
down
to
identify
key
elements
of
a
grievance
mechanism
operating
principles
Two
work
streams
• Matrix:
”beginners
“–
“advanced”
–
“effective”
maturity
level
à
3
levels
of
maturity
of
grievance
mechanism
were
identified;
explanation
of
each
of
them
and
practical
examples
are
available
(Please
note
that
the
“effective”
level
is
limited
to
the
group
of
companies
we
have
been
interviewed)
(2)
Management
of
Complaints
Matrix
-‐
Assessment
sheet
with
practical
examples
for
each
of
the
levels
of
maturity
Why
par.cipate:
• Assess
the
effec8veness
of
current
company
processes
for
addressing
complaints
from
employees
and/or
communi8es.
• Learn
from
a
set
of
best
prac8ces
and
tools
Score
on
the
8
UN
criteria
Total
score
benchmark
against
other
companies
Available
tools
• MOC-‐A:
Management
of
Complaints
Assessment
tool
• Publica8on
on
company
mechanisms
for
Addressing
Human
Rights
Complaints
Individual
benchmark
graphics
provide
company
with
their
position
against
peers
and
allows
to
identify
gaps
8
Criteria
benchmark
21
processes
requirements
Gaps
in
specific
processes
requirements
more
informa8on
within
one
network
on
business
and
human
rights
11
12. Business
and
Human
Rights
Two
work
streams
(1)
Embedding
Human
Rights
Why
par.cipate:
• Understand
the
relevance
of
human
rights
across
departments
–
HR,
procurement
and
legal/
risk
management
• Translate
human
rights
into
func8on-‐specific
processes
Upcoming
tools:
• Department-‐specific
tools
e.g.
training,
guidance
materials
Link
to
Human
Rights
Day-‐to-‐Day
Ac.vi.es
• Human
rights
risks
throughout
the
supply
chain
(eg.
child/
forced
labor,
working
hours,
freedom
of
associa8on,
con8ngent
labor)
• Linkage
situa8ons:
human
rights
risks
further
down
the
supply
chain
(eg.
conflict
minerals)
• Outsourcing
of
produc8on
to
low
cost
countries
• Sourcing
of
raw
materials,
agricultural
products,
chemicals,
• Procurement
decisions
(eg.
lead
8mes,
contract
terms,
margins)
• Monitoring
and
improvements
Risks
• Sole
focus
on
labor
rights
• Biggest
suppliers
vs.
highest
risks
• Parallel
vs.
integrated
processes
• Sole
approach
is
compliance
and/or
cut
and
run
Opportuni.es
• Respect
for
human
rights
correlates
with
high
performance
in
other
areas
• Risk-‐based
approach
• Working
with
others
(eg.
Bangladesh
Accord)
within
one
network
on
business
and
human
rights
12
13. EU
legisla.ve
proposal
on
Non-‐financial
Informa.on
Scope
and
Requirements
I
• COMPANIES
CONCERNED
• Large
companies:
•
Average
number
of
•
•
•
employees
exceeds
500
AND
The
balance
sheet
total
exceeds
€20million
OR
the
net
turnover
exceeds
€40million
These
companies
must
include
in
their
annual
report
OR
in
the
review
within
a
consolidated
annual
report,
a
non-‐financial
statement
→
CONTENTS
of
non-‐financial
statement
Informa8on
must
relate
to
the
company’s
policies,
results
and
risk-‐related
aspects
on
at
least...
May
rely
on
Include
statutory
na.onal,
EU-‐based
audits...
or
interna.onal
frameworks,
such
as
•
Environmental
aspects;
•
Social
&
employee-‐related
maders;
•
Respect
of
human
rights;
•
An8-‐corrup8on
and
bribery
aspects
•
UNGC
•
ISO
26000
•
ILO
Declara+on
•
GRI
• EMAS
• German
Sustainability
Code
(DNK)
• .....
Should
contain
an
opinion
concerning
the
consistency
or
otherwise
of
the
annual
report,
including
non-‐
financial
informa8on,
with
the
annual
accounts
for
the
same
financial
year
COMPLY
or
EXPLAIN
Where
a
company
does
not
apply
policies
in
one
or
more
of
these
areas,
the
company
shall
provide
a
reasoned
explana8on
for
not
doing
so.
14. EU
legisla.ve
proposal
on
Non-‐financial
Informa.on
Scope
and
Requirements
II
These
companies
should
disclose
as
part
of
their
corporate
governance
statement
Informa.on
on
the
objec.ves,
the
implementa.on
and
results
obtained
from
their
diversity
policies
for
their
administra.ve,
management
and
supervisory
bodies...
Large
listed
companies:
•
Large
companies
are
taken
to
mean
companies
which
exceed
the
given
threshold
values
for
any
two
of
three
variables:
balance
sheet
total,
annual
turnover
and
average
number
of
employees.
•
Listed
companies
are
taken
to
mean
companies
which
are
listed
on
the
Main
Stock
Exchanges
in
European
Economic
Area
(EEA)
Member
Countries.
With
regards,
in
par.cular,
to
aspects
such
as:
-‐
Age
-‐
Gender
-‐
Na.onality
-‐
Educa.onal
and
professional
background
-‐
Other
aspects
companies
may
consider
relevant
COMPLY
OR
EXPLAIN
Companies
not
having
a
diversity
policy
should
not
be
obliged
to
put
one
in
place
but
they
should
clearly
explain
why
this
is
the
case
15. Thank
you
very
much
for
your
aden.on!
For
more
informa8on
contact
Stefan
Crets
(sc@csreurope.org)
Connect
Share
Innovate
www.csreurope.org
15
