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12.30 – 1:30 pm
LUNCH
1:30pm – 2:15pm
GRI & ISO 26000 :
Top Corporate Initiatives
Eric MUGNIER - Moderator Partner Environment & Sustainability Services ERNST&YOUNG
Anne GADEGAARD Programme director, Corporate Sustainability NOVO NORDISK A/S
Guidelines to manage and evaluate the politics of big companies, SMEs and organisations What has been successful? What are ways to overcome inevitable obstacles? How can employees be involved in the process? Identifying key stakeholders and initiating a constructive dialogue Effective marketing of commitments to CSR standards: What matters most to clients and consumers?
Pierre MAZEAU President of an international Working Group for ISO 26000 and member of the Stakeholder council of GRI, CSR Manager EDF
GRI & ISO 26000
Top corporate
initiatives
Pierre Mazeau
AGRION, Brussels
30 January 2013
Two major initiatives in line with the approach of the
european commission regarding social responsibility
Same objective: help organizations adress their social
responsibility and enhance credibility of their communication
with a focus on the impacts supported by 2 shared principles:
Accountability: an organization should be accountable for its impacts on
society, the economy and the environment
Transparency: an organization should be transparent in its decisions and
activities that impact on society and the environment
Stakeholder engagement
Internationally recognized frameworks
Sectorial approach highly relevant
agrion brussels 30 january 2013
5
Basic Facts of ISO 26000
Title: Guidance on Social Responsibility
Target group: To be applied by all types of organizations, i.e not only companies
Date of publication: 1er November 2010
Type of standard: International standard providing guidance, not intended for third-party certification
Developped on a consensus basis by 99 countries represented by 6 categories of stakeholders
agrion brussels 30 january 2013
6
2 fundamental practices of social responsibility
impact of the activities stakeholder engagement
agrion brussels 30 january 2013
7
Labour practices
Fair operating practices
Consumer issues
The environment
Community Involvement and
development Human rights
ORGANIZATION
ISO 26000
CORE SUBJECTS
Reporting and communication
Information relating to social responsibility should be:
complete Information should address all significant activities and impacts related to social
responsibility;
understandable Information should be provided with regard for the knowledge and the cultural,
social, educational and economic background of those who will be involved in the communication.
responsive Information should be responsive to stakeholder interests; ⎯
accurate Information should be factually correct and should provide sufficient detail to be
useful and appropriate for its purpose;
balanced Information should be balanced and fair and should not omit relevant negative
information concerning the impacts of an organization's activities;
timely Out of date information can be misleading. Where information describes activities during a
specific period of time, identification of the period of time covered will allow stakeholders to compare
the performance of the organization with its earlier performance and with the performance of other
organizations; and
accessible Information on specific issues should be available to the stakeholders concerned.
Global Reporting Initiative
agrion brussels 30 january 2013
GRI’s Vision
A sustainable global economy where organizations manage
their economic, environmental, social and governance
performance and impacts responsibly and report
transparently.
agrion brussels 30 january 2013
Sustainability Reporting Framework
Guidelines
Indicator and Technical Protocols
Sector Guidance (e.g electric utilities, oil & gas)
agrion brussels 30 january 2013
Linkage documents
Guidance for using GRI Sustainability Reporting Framework
in combination with
other frameworks
UNGC, ISO26000, CDP..
agrion brussels 30 january 2013
Time for action !
How companies can use these standards ?
How to identify and report on material issues ?
How to identify and engage stakeholders ?
How did ISO 26000 and GRI help to improve SR in your company
?
Why ISO 26000 is not certifiable ; what kind of recognition when
using these satndards ?
agrion brussels 30 january 2013
Novo Nordisk on
GRI and ISO 26000
Anne Gadegaard
Programme director
Corporate Sustainability
Novo Nordisk
JONATHAN CHARLESWORTH South Africa Jonathan has type 1 diabetes
Novo Nordisk at a glance
North America: Market share 41%
International Operations: Market share 59%
Japan & Korea: Market share 56%
Europe: Market share 51%
China: Market share 62%
R&D facility Manufacturing Global/regional headquarter
A focused, biotech-based healthcare company
• Global leader in diabetes care, established in 1923
• Leading positions in haemophilia and growth disorders
• Approx. 33,000 employees • Production in 5 continents,
sales in 180 countries • Sales (2011): USD 11.7 billion • Stable double-digit sales growth
since 2002; operating profit growth in 2011 of 18%
• Listed on NASDAQ OMX CPH (NOVO B) and NYSE (NVO)
• Market cap: USD 52.5 billion • Values-based management system
Note: Monthly MAT, insulin volume Source: IMS
Slide no 15 30 January 2013 Novo Nordisk on GRI And ISO 26000
Annual results 2012 available tomorrow
GRI: What we do
Novo Nordisk on GRI And ISO 26000 Slide no 16 30 January 2013
Will be updated 4 February 2013
ISO26000: What we did
Novo Nordisk on GRI And ISO 26000 Slide no 17 30 January 2013
ISO2600: Experience
• Criteria's relating to ISO 26000 can only be subjective
• Follow the recommendations from ISO on how to
communicate
• Be accountable and transparent
• Use ISO 26000 as a natural part of building up a
reporting framework
• Keep in mind the stakeholders’ actual needs.
Novo Nordisk on GRI And ISO 26000 Slide no 18 30 January 2013
2:15pm – 3:15pm
Reporting & Measuring
Sustainability : How, What For, and What is Next?
Jamie RUSBY Sustainability Communicator IKEA
Marie-Claire DAVEU Chief Sustainability Officer and Head of International Institutional Affairs PPR
Lucinda HENSMAN Head of Stakeholder Engagement and Corporate Responsibility Reporting COCA-COLA
ENTERPRISES
What is the best way to report quantifiable metrics and targets as they relate to environmental, social and governance (ESG) performance? Based on what indicators and references? How can internal and external stakeholders be engaged in understanding how to improve reporting (consumers, NGOs, shareowners)? What do investors want from CSR reporting? How can a company differentiate itself beyond regulations and guidelines? What form should a CSR report take? How can a company improve interactivity and take advantage of website potential? How can ESG performance be integrated into a company’s accounting? What is the status of integrated reporting? When should the deadline be for enforcing integrated reporting in Europe?
Elisabeth LAVILLE Moderator President UTOPIES
Marie-Claire Daveu, Chief Sustainability Officer and Head of international institutional affairs
UNDERSTANDING YOUR REAL IMPACT: Environmental Profit & Loss
(E P&L)
Our brands
GUCCI BOTTEGA VENETA YVES SAINT LAURENT
ALEXANDER McQUEEN BALENCIAGA BRIONI
CHRISTOPHER KANE STELLA McCARTNEY SERGIO ROSSI
BOUCHERON GIRARD-PERREGAUX JEANRICHARD QEELIN
PUMA VOLCOM COBRA ELECTRIC TRETORN
What is an E P&L?
An Environmental P&L account is a means of placing a monetary value on the environmental impacts along the entire supply chain of a given
business.
the value to society lost/ gained from our
environmental impacts
Profits – benefits to the environment
Losses – damage to the environment
total impact of bringing products to market
What are the benefits of an E P&L ?
The E P&L is as a tool for deeper understanding & better decision-making: Strategic Tool The findings of an E P&L make transparent where a business needs to direct their sustainability initiatives to be effective & make real improvements in reducing their impacts. To find new solutions where it matters most such as: sourcing & innovating more sustainable materials, technologies, production processes, as well as environmental resource saving assessments within the supply chain. Risk Management Tool Understanding the value and nature of a companies environmental impacts in the supply chain provides an early view of emerging risks, enabling a company to incorporate these risks into their business planning and thus respond strategically to protect and enhance shareholder value. Transparency Tool By reporting the results of an E P&L a company is being transparent about the extent of their environmental impact, which provides a basis for a more meaningful and evidence based engagement with stakeholders and enables a company to clearly demonstrate the impact of activities to reduce impacts.
WATER CONSUMPTION
LAND USE AIR POLLUTION WASTE
GHG EMISSIONS
PUMA case study: What impacts are covered ?
137 M€
145 M€
8 M€
Outsourcing
Tier 2
Raw Materials
Tier 4 Processing
Tier 3 Manufacturing
Tier 1
Operations
PUMA case study: What processes are covered ?
WHAT’S NEXT: The Future of
Environmental Profit & Loss Accounting
3:15pm – 3:45 pm
BREAK
3:45pm – 4:30pm
A European Perspective on
Sustainable Innovation From Green Products to Communication
Michel BANDE Senior Executive Vice President & Corporate Sustainability Officer SOLVAY
Stephane
PETITJEAN - Moderator Business Manager ETHICITY -
GREENFLEX Group
Jean-Florent CAMPION Sustainable Development Manager, R&D L'OREAL
How can a company drive innovation internally? For research and development of marketing, how can collaborators be mobilised? How should a portfolio of sustainable offers be structured and marketed? How should the green portfolio be built and with what criteria? What are the effects of sustainable innovation on businesses and consumers? How can ROI generated by sustainable innovation and improvements in the environmental aspects of projects be evaluated? In July 2011, the French government launched a national experiment in which 150 companies displayed environmental information on their products. How have French consumers reacted to this experiment? Will it lead to regulation requiring companies to provide consumers with such information at the European level?
Ethicity - Groupe Greenflex © - Document Confidentiel - 2012 30
Eco-innovation: from green products to communication
Ethicity-Groupe Greenflex for AGRION
January,30th, 2013
Ethicity - Groupe Greenflex © - Document Confidentiel - 2012 31
What is at stake?
Growth
Impacts Decoupling natural resource use and
environmental impacts from economic growth
Ethicity - Groupe Greenflex © - Document Confidentiel - 2012 32
What is at stake?
Competitors Regulations (hard, soft)
Civil society: NGO, media, science…
(extra)financial pressure: upstream, downstream
Clients expectations
ORGANISATION Consumers
expectations
Ethicity - Groupe Greenflex © - Document Confidentiel - 2012 33
It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is most adaptable to change
Charles Darwin
“ ”
A pattern switch!
INNOVATION
Ethicity - Groupe Greenflex © - Document Confidentiel - 2012 34
A pattern switch?
LCA based?
What’s about SOCIAL innovation?
OPEN innovation?
Process?
Hurdles?
Beyond the offer/product… Foster sustainable behaviors. How?
INNOVATION
Agrion
A European Perspective
on Sustainable Innovation
M. Bande
January 30, 2013
Agrion - A European Perspective on Sustainable Innovation January 30th, 2013
36
How Sustainable Development will affect our
business?
What does that mean for us, Solvay?
"You can't manage what you can't measure."
P. Drucker
But not alone
Agrion - A European Perspective on Sustainable Innovation January 30th, 2013
37
Potential
vulnerability of our
operations and
upstream value
chain to rising costs
from sustainability
related issues
Operations
Vulnerability
Market Alignment
Products and solutions which
significantly and measurably help
customers and consumers to address
their own sustainable related needs
Sustainable Portfolio Management (SPM)
• Business
• Research, Development &
Innovation
• Capital Expenditures
• M&A
Agrion - A European Perspective on Sustainable Innovation January 30th, 2013
38
Engage along the value chain
to measure sustainability
performance; identify barriers
to implementing sustainability
solutions; and understand
success factors; in order to
reach the full potential of the
industry as a key enabler to
sustainability.
Reaching Full Potential Chemical Sector Project
Metrics & Reporting Creating Enabling
Environments
Communications & Awareness
www.solvay.com
ADVANCED RESEARCH DEPARTMENT
Sustainable Innovation
The Environnemental Footprint
Grenelle Experiment
ADVANCED RESEARCH DEPARTMENT
L’Oreal Commitment
Research at the heart of Innovation
SUSTAINABLE INNOVATION •Consumer Protection •Protection of the Environment •Equity in trade •Ethics •Social Impact of our innovations
RESEARCH & INNOVATION 43
ADVANCED RESEARCH DEPARTMENT
Protecting the environment with an emphasis on Water
Responsible promotion of Biodiversity
2 MAIN AREAS FOR FORMULAE ECODESIGN
Raw Material Production
Product production
Packaging Production
Transportation/Distribution
Usage
End of Life
Life Cycle Approach
BASED ON LIFE CYCLE ANALYSIS OF OUR PRODUCTS (RINSE OFF)
Research & Innovation
ADVANCED RESEARCH DEPARTMENT
Consumer Survey with Carrefour retailer
Labelling in the Garnier Web-site with a nudge approach A full product line evaluation (10% of the French Market)
The Environnemental Footprint Grenelle Experiment
ADVANCED RESEARCH DEPARTMENT
A generalization would be difficult in absence of
dedicated tools, checking procedure and shared and
validated data base.
It is necessary to pursue the work on the display format
to make the environmental stakes understandable by the
consumer.
The continuation under voluntary basis is desirable
but must be supervised at the methodological level.
Conclusion
4:30 – 5:30 pm
Integrating Sustainability
into Core Business
Functions How to mobilise personnel in the social and environmental performance of a company ?
Alban JACQUIN Sustainability Performance & Communities Director SCHNEIDER
ELECTRIC
Thomas
BUSUTTIL - Moderator President IMAGIN'ABLE -
DES ENJEUX &
DES HOMMES
What place does Corporate Sustainability have in the governance of a company? How can CSR policy be implemented at every decision making level? How can a company's CSR policy be implemented in various departments? How should CSR be introduced to employees from procurement, communications or marketing departments? In large and multinational firms, what efforts should be taken to mobilise all employees? What are the best tools? Do the panelists use a top down or a bottom up strategy? Should annual benefits be tied to sustainability performance? Is it a suitable tool to promote a CSR policy?
Michel BANDE Senior Executive Vice President & Corporate Sustainability Officer SOLVAY
Sustainability
at Schneider Electric
> Gilles Vermot Desroches
> January 30, 2013
> Agrion Energy & Sustainability European Summit
48
Understanding the world we live in
vs Energy
demand
CO2
emissions
The facts The need
Energy efficiency, resource
efficiency is a must
for the planet and the
bottom-line!!!!
The energy dilemma The rise of awareness
Regulation Customer
& public
Financial
ratings
Develop comprehensive
disclosure on environmental,
social and governance data
to go not only comply
but make it a
competitive advantage
and transformation
driver
The other side of energy
Need to find business solutions
for long-term development
collaborating with
public and private
actors
Billion people have no
access to energy
49
Ethics &
responsibility
Green products
and sites
People
well-being
Communities
support
Responsible practices
The Planet & Society Barometer Measuring sustainability
Communicating quarterly
Auditing annually
Measured
commitment
Access to energy -
BipBop
BoP* Innovation
Innovation
People
Business
Green business
Energy
efficiency
Renewables
connection
Electric vehicle
charging
Smart cities, smart
grids, sustainability
services
*Base of the Pyramid
Spreading access
to reliable,
affordable and
clean energy
through a
combined
approach of
training, offers,
business models
and investment
Building a consistent commitment in line with our vision, our business and our values
50
•Set the strategy , Manage innovative projects
•Lead the relationship with internal and external
stakeholders
Executive Committee
Supervisory board (1 member dedicated to sustainable
development)
Sustainable Development
Businesses
and geographies
A holistic governance
Strategy & Innovation
Corporate functions
Networks
• Sustainability performance
• Environment
• Purchasing
• Investor relations
• Access to energy (BipBop)
• Human resources
• Foundation
• Ethics
All employees
Executive Sustainability Committee
(Strategy & Innovation, Global Supply
Chain, Human Resources)
Deploy policies and programmes
Support awareness
Advise on strategy
Challenge and
align with strategy
Implement relevant action plans
Support awareness
External stakeholders
Exte
rnal s
takehold
ers
Exte
rnal sta
kehold
ers
51
A direct url schneider-electric.com/sri
A page designed by and for SRI analysts Division of the information according
to their recommendations
Annual A dedicated chapter in the registration
document “Financial and Sustainable
Development Annual Report”
Quarterly The Planet & Society Barometer Letter
A complement with pictures and videos “Strategy and Sustainability
Highlights”, 52 pages
A web version
An iPad app
Quarterly emails 800 internal and external
subscribers
Conference calls For SRI analysts & investors, and
journalists
A page dedicated to SRI analysts
36 ESG indicators audited in 2012 Conformity with Article 225 of French law Grenelle II
A broad communication towards
stakeholders, internally and externally
Agrion
SD Integration into
« Core Functions »
M. Bande
January 30, 2013
Agrion – SD Integration into « Core » Functions January 30th, 2013
53
SD Integration
SOLVAY
107 Objectives
40 Actions
10 Major Initiatives
+ 2012 / 2020 Special Targets
Metrics / Tools : S3S, SPM
+ RHODIA
Rhodia Way : Dissemination + mobilisation
Measurement of the “deployment of the process”
“SD Insemination”
Agrion – SD Integration into « Core » Functions January 30th, 2013
54
New Solvay
New Targets 2020 : Energy, CO2, …
SPM + S3S → all BU/Functions
Solvay Way
← Stakeholders (6)
← 46 Practices by Functions / GBU / Sites
← 4 levels of maturity
→ Yearly feedback with impact on bonuses
www.solvay.com
5:45 – 6:05 pm
CLOSING
REMARKS