CSR, ISO 26000, the next HR challenge? Introduction in 3 parts for those who are not very familiar with CSR.

1. ISO 26000 Responsibility Social a new (global) HR challenge by Alexander Crépin Part 2

2. ISO 26000 & C orporate S ocial R esponsibility ISO 26000 & HR in 3 parts Part 1 = CSR why? No longer a question! Part 2 = ISO 26000 & HR Part 3 = CSR & HR, some illustrations

3. HR (interim) services & consultancy www.crepinconsult.nl www.inHR.nl ( Dutch blog on HR & Change) www.linkedin.com/in/alexandercrepin twitter.com/talentspotter Alexander Crépin ISO 26000 ( C orporate ) S ocial R esponsibility

5. ISO 26000 www.inHR.nl C orporate S ocial R esponsibility

7. www.inHR.nl C orporate S ocial R esponsibility

8. ISO 26000 international standard R esponsibility S ocial www.inHR.nl

9. ISO 26000 An international guiding standard that intents to promote global common understanding in the field of social responsibility

10. ISO 26000 A guide for making “first” steps in a holistic approach of social responsibility, FOR ALL ORGANIZATIONS , that is, all sizes and across all sectors around the globe

11. SR ISO 26000 definition: responsibility of an organization for the impacts of its decisions & activities on society and the environment , - through transparent and ethical behavior that - contributes to sustainable development , including health & welfare of society - takes into account the expectations of stakeholders - is in compliance with applicable law & consistent with intrnl. norms of behavior - is integrated throughout the organization and practiced in its relationships

12. ISO 26000 Important: It is an international guide not a traditional management standard! It is not intended for certification purposes … . SR is the concept that an organization is accountable for its impact on all relevant stakeholders, inside and outside!.....

15. ISO 26000 7 Social Responsibility principles 7 Social Responsibility core subjects

18. ISO 26000 7 Subjects Issues ISO 26000 & C orporate S ocial R esponsibility +

19. Core subject: Human rights Issue 1 : Due diligence Issue 2 : Human rights risk situations Issue 3 : Avoidance of complicity Issue 4 : Resolving grievances Issue 5 : Discrimination and vulnerable groups Issue 6 : Civil and political rights Issue 7 : Economic, social and cultural rights Issue 8 : Fundamental rights at work Core subject: Organizational governance

20. Core subject: The environment Issue 1: Prevention of pollution Issue 2: Sustainable resource use Issue 3: Climate change mitigation and adaptation Issue 4: Protection and restoration of the natural environment Core subject: Fair operating practices Issue 1: Anti–corruption Issue 2: Responsible political involvement Issue 3: Fair competition Issue 4: Promoting social responsibility in the sphere of influence Issue 5: Respect for property rights Core subject: Consumer issues Issue 1: Fair marketing, information and contractual practices Issue 2: Protecting consumers’ health and safety Issue 3: Sustainable consumption Issue 4: Consumer service, support, and dispute resolution Issue 5: Consumer data protection and privacy Issue 6: Access to essential services Issue 7: Education and awareness Core subject: Labor Practices Issue 1: Employment and employment relationships Issue 2: Conditions of work and social protection Issue 3: Social dialogue Issue 4: Health and safety at work Issue 5: Human development & training in workplace Core subject: Community involvement & development Issue 1: Community involvement Issue 2: Education and culture Issue 3: Employment creation and skills development Issue 4: Technology development Issue 5: Wealth and income creation Issue 6: Health Issue 7: Social investment

21. ISO 26000 address all issues? Set priorities in core subjects & issues An organization should determine priorities for action, identify what is relevant & significant and involve stakeholders in this process Priorities are likely to vary over time

22. ISO 26000 & Stakeholders Identification of & engagement with stakeholders are fundamental to social responsibility

24. ISO 26000 Respect for stakeholder interests an organization should respect, consider and respond to the interests of its stakeholders

25. “ SR is concerned with treating stakeholders ethically or in a socially responsible manner Stakeholders exist both within & outside Consequently, behaving socially responsibly will increase the human development of stakeholders both within & outside” Michael Hopkins ISO 26000 & C orporate S ocial R esponsibility

26. c SR Customers Government Action groups Suppliers Talents Partners Banks Shareholders Internal External Personnel The public Unions Neighbors HR

27. www.inHR.nl

28. Corporate Social Responsibility is not what you communicate, not what you tell or write! It is about what you do It is about behavior! It is about the people! www.inHR.nl

29. Social Responsible Behavior = Being accountable, acting ethical, showing transparency, starting dialogues with both the internal & external STAKEHOLDERS over the social, economical & environmental impact of decisions & operations www.inHR.nl ISO 26000 & C orporate S ocial R esponsibility

30. Accountability also implies that the organization is answerable to those affected by its decisions and activities, as well as to society in general, for the overall impact on society of its decisions and activities www.inHR.nl ISO 26000 & C orporate S ocial R esponsibility

31. Ethical behavior An organization’s behavior should be based on the ethics of honesty, equity and integrity . These ethics imply a concern for people, animals and the environment and a commitment to address stakeholders’ interests. www.inHR.nl ISO 26000 & C orporate S ocial R esponsibility

32. accountability + ethical behavior in public this is likely to imply “ moral obligation” for acting socially responsible in line with this international standard www.inHR.nl ISO 26000 & C orporate S ocial R esponsibility

33. SR: choice or ….? ISO 2600 0 choice or ….

34. People, Planet, Profit is also about business opportunity, operational improvement and competitive advantage. Opportunities for: Profitable growth ... Finding new ways to sustain growth in a world that is changing rapidly, and can seem threatening and uncertain . Innovation ... Positively connecting capitalism and environmentalism, realigning issues and incentives, and making business a force for good. Competitive Advantage ... Putting social and environmental impacts at the heart of your business, the basis of more engaging differentiation . Leadership ... Inspiring business to be the creators of this new world - to rethink, reframe and reinvent your business for a better future.

35. Clients & customers demanding CSR! Sustainable purchasing ambition / target of Dutch local & national government National : in 2010 100% of all government purchases is sustainable (suppliers prove ISO 26000 compliant ?!) Local : in 2010 50% of purchases sustainable ISO 26000 & C orporate S ocial R esponsibility

36. Customers do want low prices, but not by sacrificing quality. They want products that are more efficient, that last longer and perform better. Increasingly, they want information about the entire life cycle of a product so that they can feel good about buying it! Mike Duke President and CEO, Wal-Mart

38. ISO 26000 not a certificated standard What if client demands that suppliers prove to act / produce in socially responsible manner? How to deal with this “request”, this spec ?

39. Prove / Show SR management + employees should show SR behaviour “ It takes 20 years to build a reputation and 5 minutes to ruin it” Warren Buffet

40. Showing SR behaviour “ External” communication about SR “ Internal” behaviour of your people balans HR plays a key role

41. External communication about SR balans

42. www.inHR.nl Companies developing a CSR language

46. PR balans www.inHR.nl

47. CSR – HR = PR = window dressing CSR = green washing www.inHR.nl

49. S howing SR behaviour “ External” communication about SR “ Internal” behaviour of your people balans HR opportunity!! PR HR

50. HR & CSR HR should take a initiating, facilitating & coordinating role to make CSR happen HR could ensure that management & employees are committed & able to show that SR in the organisation is more than a stakeholder statement!

51. C SR & HR (1) CSR is more than an opportunity for HR to demonstrate a strategic focus and act as a professional & understanding business partner because: CSR needs to be embedded in an organization's culture to make a change to actions and attitudes , and the support of the top team is critical to success CIPD UK ISO 26000 & C orporate S ocial R esponsibility

52. CSR & HR (2) HR already works at communicating and implementing ideas, policies, cultural & behavioral change across organizations Its role in influencing attitudes and links with line managers and the top team mean it is ideally placed to do the same with CSR! CIPD UK ISO 26000 & C orporate S ocial R esponsibility

55. ISO 26000 & HR Challenges Practices

56. ISO 26000 & C orporate S ocial R esponsibility ISO 26000 HR challenge 1 Understanding CSR within the org. context Get, if this is not done yet, a very clear picture of the CSR intentions, ambitions & actions of the Board. Understanding of readiness & capability to live by CSR principles What & Why & How What is in the culture of the organization reflecting commitment to CSR? What in the strategy of the organization reflecting commitment to CSR? What in the systems & operations of the organization reflecting commitment to CSR? etcetc.

57. ISO 26000 & C orporate S ocial R esponsibility ISO 26000 HR challenge 2 How does CSR / ISO 26000 affect HR and vice versa , strategically & operationally? Threat and/or opportunity?

58. ISO 26000 & C orporate S ocial R esponsibility ISO 26000 HR challenge 3 Make visible how CSR is already part of the organizations’ DNA by using the connection of your HR policies & operations with ISO 26000 principles and core subjects HR - principles & core subjects (make matrix)

59. ISO 26000 & C orporate S ocial R esponsibility ISO 26000 HR challenge 4 Take/Get a role as change master in the evolution / transformation of an organization that is based on the traditional management concepts of the industrial age towards a contemporary one that operates more holistically, taking into account the idea of balance between People, Planet & Profit

60. time to re-position HR? From Human Resources to Human Responsible Management Human Relations & Results ISO 26000 HR challenge 5 ?

61. ISO 26000 & HR

62. ISO 26000 principles

63. ISO 26000 Core Subjects

64. H uman R esponsible M anagement

65. CSR: general HR focus areas www.inHR.nl

66. ISO 26000 & C orporate S ocial R esponsibility End of part 2 Part 1 = CSR why? No longer a question! Part 2 = ISO 26000 & HR Part 3 = CSR & HR, some illustrations

67. We offer global CSR (train the trainer) programs & and a unique set of tools that enable HR to deal effectively & efficient with all kind of CSR organizational issues & challenges Starting with CSR & ISO & HR? Looking for professional & transparent support?

68. Just call me Alexander Crépin + 31 653 641 905 Looking for professional & transparent support? Is CSR your HR challenge?

69. Alexander Crépin HR innovation & HR services partner in sustainable change www.inHR.nl

70. coffee break