RESPONSE - Insead

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Recommendations Recommendations for policy and standards Ownership: diffusion/concentration of shareholders, floating capital (%), rules of voting in assembly (if different from the norm) Board members: number of insiders, responsibilities, types of committees formed, compensation, frequency of meetings, rules of conduct (formal/informal) Top management: compensation levels and structure, reporting lines, management style, level of autonomy left to individuals Evolution of corporate governance Why and How did it change over time? f. Structure (HR manager and CSR manager) Current organizational structure: By function? Business unit? Geography? Matrix (combination of them)? Degree of autonomy of BUs or countries: High/Low what can single units or subsidiaries decide without central OK? How much can they spend (roughly) without going to HQ? What does the corporate center do? How does it “add value”? What is it responsible for? Usual staff functions (strategy, control, legal, PR…) or also support for business functions: a. HR processes b. financial management, c. IT systems d. R&D e. operational advisory f. corp. development (specialized M&A/JVs units) g. knowledge management g. Organizational Change and Knowledge management (CSR Manager, or other long tenured manager) What have been the major changes the organization has gone through over the last 10 15 years? How did they handle them? How are they organized to manage change processes in the company? Are there any established support structures (perhaps at Corp level)? Are there generally accepted (more or less formalized) “ways of managing change” in this company? How do they try to facilitate the constant improvement of their practices? Is it primarily topdown, or do they try to stimulated it bottomup? Is there any process to stimulate improvement idea generation (suggestion boxes, rewards, etc.)? How do they select the best suggestions to pursue? How do they facilitate the diffusion of the selected new ideas to pursue? Is there a history in the company of big change management projects that aborted or failed because people just did not change their behaviour? h. Performance: Key financial indicators over at least 10 years (as far back as you can go) i. Industry factors (for the industry – and not the specific company). Normally, this part should be already prepared before we sign up the company. Competition Regulations Key stakeholders <strong>RESPONSE</strong>: understanding and responding to societal demands on corporate responsibility 96
Recommendations Recommendations for policy and standards Relations to NGOs Industryrelated CSR issues Typical CSR activities and initiatives in this industry What to do – desk research a. Assemble electronic copies of the last 510 years of annual reports, together with stock analysts reports. How has the strategy, structure and performance of the company evolved over this period? Verify with the ethical indices/agencies whether the company is present in any of them, or if the company has ever been listed. Has it received any of their awards? Check: FTSE4Good; Ethibel; Sustainability DowJones; Vigeo … others? b. Assemble books, articles or historical treatments on the company. Study the origins of the company: why was it founded? What was the vision/ mission of its founders? Corporate values? Big picture strategies? What has the company been particularly good/bad at? How did all this change over time? c. Assemble electronic copies of all the Environmental/Social Reports produced. How has the environmental/social responsibility practice evolved over time? What were the issues faced/reported? How were they faced? How are they organized to do so? What kind of results they have achieved? d. Request CSR champion to send copies of questionnaire responses to social rating agencies, or any other internal document related to environmental/social issues. This is highly confidential. Sign/fax confidentiality agreement beforehand. Study this documentation carefully. How does it differ from the public reports? What issues were not reported? What was under/misrepresented? What changes of emphasis, tone and “color” did you note? e. Analyze the company report prepared by the rating agency. Identify “hot issues” reported and how they differ from the company reports. What was missed/discounted by the company? What was missed/discounted by the SRA? For issues reported by both, any difference in emphasis, tone, “color”? f. Analyze information from NGO website (CorpWatch, etc.). Replicate, to the extent possible the analysis done with SRA reports. g. Run a quick online / newspaper search to get uptodate on major headlines. This is not to replicate the rating but rather bring you up to speed on news before you go and talk to them. 2) The CSR WORK: Cognition, Motivation and the Process There are four key areas for which you need to be able to construct the evolution of practice in the company: 1. Strategic commitment. Their claims, ambitions, strategic statements about CSR. 2. Structural arrangements. How they organize themselves to handle CSR issues. 3. Initiatives and change proposals. It is important to distinguish between the two. Philanthropic support is an initiative but not a change proposal. Make sure you understand the weight given by these two alternative “action modes”. 4. Results. How the company has been perceived over time along all the dimensions of CSR performance. 1. Strategic Commitment a. History of CSR: timeline of key events b. CSR strategies, policies and goals <strong>RESPONSE</strong>: understanding and responding to societal demands on corporate responsibility 97
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SIXTH FRAMEWORK PROGRAMME PRIORITY
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Contents Executive summary 6 1 Intr
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Tables Table 1. Typology of factors
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Executive summary Recommendations c
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Executive summary Recommendations l
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Executive summary Recommendations r
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Introduction Aims of this study “
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PART I: CSR AND COGNITIVE ALIGNMENT
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A model of cognitive alignment and
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Methodology Scope 3 Methodology 3.1
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Methodology Company case studies Th
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Methodology Case comparison Analysi
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Methodology CrossPair Comparison
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Findings: Managers’ understanding
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Page 45 and 46: Findings: External factors and cogn
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RESPONSE - Insead

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