企业社会责任工会指南

union for professionals Corporate Social Responsibility Negotiator’s Guide N egotiator’s G uide INtROduCtION 1 1 WHat IS CORPORatE SOCIaL RESPONSIBILIty? 2 2 aSSESSING yOuR WORkPLaCE CSR POLICy 3 3 tHE BuSINESS CaSE FOR dOING MORE 7 4 WHERE PROSPECt CaN add vaLuE 9 5 tHE uN MILLENNIuM dEvELOPMENt GOaLS 10 6 MOdEL PRINCIPLES aNd POLICIES 11 7 CHECkING PROGRESS 14 Annex 1 ExaMPLES IN tHE WORkPLaCE 16 Annex 2 FuRtHER INFORMatION/RESOuRCES 20 Annex 3 tHE uNItEd NatIONS GLOBaL COMPaCt 24 Annex 4 GLOSSaRy OF COMMON tERMS 25 Annex 5 EtHICaL tRadING INItIatIvE BaSE COdE 27 contents PROSPECT NEGOTIATOR’S GUIDE TO CORPORATE SOCIAl RESPONSIbIlITy ■ 1 Corporate social responsibility is an important way for organisations to increase their contribution to society and to sustainable development, as well as towards achieving the United Nations’ eight Millennium Development Goals. Trade unions and their members can play their part, especially in campaigning for core labour standards to be observed internationally. Some Prospect employers already have a CSR policy that may relate to the communities where organisations operate and/or to their broader accountability in practices relating to the developing world, such as how they conduct their overseas operations and supply chains. With a good CSR policy, organisations can play a real role in alleviating poverty by providing safe, decent and humane work. but a genuine commitment to CSR requires employers to work with a range of stakeholders, not just shareholders – and union involvement is crucial. Prospect voted at its 2006 national conference to raise the profile of international development among members. It will support branches wanting to pursue aims such as reducing global poverty, achieving trade justice and promoting acceptable labour standards across the developing world. It pledged in 2008 to expand on this work, linking it in to the eight millennium goals. Prospect’s 2007 ‘Think Global, Act Union’ campaign was made possible with support from the International Development learning Fund – part of the Department for International Development/TUC Strategic Framework Partnership Arrangement. That funding also made this guide possible. Its purpose is to be a practical manual to help Prospect representatives take part in and influence the CSR process, offering advice on how to find out what is happening in your workplace; build on what is already being done; and suggest where Prospect can add value. To be effective, representatives need to be informed, know how to read between the lines of sometimes complex documents, where to find them – including CSR reports – and to ask the right questions. Prospect also encourages representatives to negotiate for their employers to marry the millennium goals (Chapter 5) to core labour standards, using CSR as the vehicle. Negotiating to become a CSR stakeholder provides the opportunity to extend and enhance trade union values and bargaining agendas. It also increases Prospect’s visibility to non- members and the wider community. We welcome your feedback so that we can improve future editions and include the experiences of branches now engaged in Prospect’s follow-up campaign, bargaining for International Development, which is supported by three years of funding from DFID. Paul Noon, Prospect General Secretary Introduction 2 ■ PROSPECT NEGOTIATOR’S GUIDE TO CORPORATE SOCIAl RESPONSIbIlITy 2.1 The information you need may be brought together in your organisation in a single CSR policy, or spread across a number of different sources. 2.2 This chapter draws attention to what those sources might be and provides a checklist to help you read between the lines and work out what is going on. 2.3 It also suggests the sort of questions you could be asking about your employer’s CSR policy and what it covers. Assessing your workplace CSR policy 1.1 Corporate social responsibility has many forms and definitions. Even the term is not standard – sometimes it is simply termed corporate responsibility, or corporate citizenship. Sometimes, especially for businesses with large environmental impacts, it may be covered by environmental or sustainable development policies. 1.2 Generally speaking, CSR covers the things an organisation does that: have an impact beyond its immediate ■ operations, for example on society, local communities or the environment are over and above its legal obligations ■ affect how it is viewed and treated by ■ stakeholders. The term stakeholders is usually used to include all those with a stake in the organisation – ie who are affected by its actions or its success – other than management and shareholders. As such, it can include employees and trade unions. But companies sometimes limit it to external stakeholders. Where the term is applied to employees, it does not imply that they are separate from the organisation. 1.3 Rather than looking for a precise definition, it is better to look at what an employer’s policies state, and just as important, what happens in practice. Most large organisations have CSR policies in some form – but aspects of CSR may also spread across other areas, such as environment, employment, equality and diversity, and community policies. Why is this a matter for trade unions? 1.4 Prospect believes employees and representatives should be fully engaged as stakeholders in developing, validating, and implementing such policies. 1.5 Many organisations have policies that look good, but are largely presentational and top-down, and so are not embedded in the organisation. This means there is little awareness of them or commitment to making them work across the business as a whole. 1.6 The best way to bring about such awareness and commitment is for the workforce to be involved in CSR policies at all stages. An employer who is really committed to CSR should welcome such involvement. After all, the workforce are the people who know what is really going on, and how things could be done better. ActioN PlAN Assess – What is your employer already doing? ● How deep is their commitment? ● (Chapter 2) Build – Create a business case for doing more ● Find channels you can use to engage with ● your employer or try to create them Identify where your organisation has ● opportunities and strengths which could be used to benefit or influence others look for where the union can add value ● – for example, through relationships with other stakeholders Agree a joint CSR framework ● (Chapters 3-6) check – Monitor progress ● Seek and pass on feedback from members ● Communicate the results to staff and ● stakeholders. (Chapter 7) What is corporate social responsibility?1 PROSPECT NEGOTIATOR’S GUIDE TO CORPORATE SOCIAl RESPONSIbIlITy ■ 3 2.1 The information you need may be brought together in your organisation in a single CSR policy, or spread across a number of different sources. 2.2 This chapter draws attention to what those sources might be and provides a checklist to help you read between the lines and work out what is going on. 2.3 It also suggests the sort of questions you could be asking about your employer’s CSR policy and what it covers. Assessing your workplace CSR policy2 Where to look for evideNce how much is being done depends on the nature of the organisation and how far down the cSr road it has gone. its activity may be brought together in a single cSr policy, or spread across several sources. Specific Annual CSR or sustainability review ● Environmental policies and targets ● Impact statements ● corporate Value statements ● Recruitment information ● Procurement policies ● Human resources policies ● Corporate strategy/corporate plan ● Annual report or operating and financial review ● over-arching Bodies, codes etc the organisation has signed up to. (see Annex 2, page 20, for a fuller list) business in the Community ● International business leaders Forum ● Global Compact ● Global Reporting Initiative ● Ethical Trading Initiative ● 4 ■ PROSPECT NEGOTIATOR’S GUIDE TO CORPORATE SOCIAl RESPONSIbIlITy cSr criteriA evAlUAtioN checkliSt domestic operations international operations supply chain Partners (including governments) StAff Core labour standards Trade union representation ● Right to collective bargaining ● Work-life balance Flexible working practices, eg part-time, homeworking Partnership with unions Encouraging employee engagement and feedback Investors in People Equality and diversity in treatment and recruitment Training and development Health and safety Volunteering/community opportunities ProcUreMeNt Renewable energy Sustainable sourcing Ethical trading Fair trading Audited supply chains Environmental policies Reducing environmental impact, eg pollution, emissions Reducing waste, eg by recycling Reduced water use, eg by re-using grey water Use of sustainable and/or public transport Resource-efficient working patterns, eg teleconferencing, homeworking Use of brownfield sites Ecological/biodiversity protection and promotion Environmental impact assessments Innovative products and processes Promoting more sustainable consumption, eg sustainable products, teleshopping WorkPlAce eNviroNMeNtAl iNitiAtiveS Waste reduction, recycling Energy saving SociAl PolicieS Impact on local community, eg noise, transport, pollution etc local community engagement, eg sponsorships etc International projects/initiatives Professi ● onal expertise Humanitarian response ● Charitable support etc ● Contribution to ● Millennium Development Goals PROSPECT NEGOTIATOR’S GUIDE TO CORPORATE SOCIAl RESPONSIbIlITy ■ 5 cSr criteriA evAlUAtioN checkliSt continued domestic operations international operations supply chain Partners (including governments) BUSiNeSS ethicS Anti-corruption/code of ethics, eg tax avoidance in developing world, bribery to secure services Adherence to codes, eg Extractive Industries Transparency Initiative Ethical investment Whistle-blowing Impact on wider government policies, eg lobbying overAll PolicY Reference to external standards Contribution to Millennium Development Goals Seeking stakeholder feedback Other tAkiNG AccoUNt of the NAtUre of the BUSiNeSS ANd itS iMPActS, Are there ANY oBvioUS GAPS? 6 ■ PROSPECT NEGOTIATOR’S GUIDE TO CORPORATE SOCIAl RESPONSIbIlITy 3.1 In almost every organisation there is something to build on. Representatives can then make a case for doing more, looking at: the ■ business case what the ■ organisation has to offer where the ■ union can add value. 3.2 Think about the best way to engage with your employer, and whether it would help to have a CSR framework agreement or to develop existing policies and documents. 3.3 All of these depend on the nature of the business – the best CSR policies are based on what the business is doing, where it is operating, what it is good at. This way they are more likely to be part of ‘the way we do business’, rather than just add-ons. Making the business case 3.4 CSR is based on the principle that there is no fundamental inconsistency between the interests of a business – that is, of the organisation and, where applicable, its shareholders – and acting responsibly. On the contrary, CSR is good for the business. 3.5 This is often referred to as the ‘triple bottom line’, linking the financial, environmental and social performance of a business. It applies as much or more to public sector or not-for- profit organisations, since they should by definition be operating in the interests of society as a whole. Good practice will increase public confidence in them and so enable them to do their core job better. 3.6 The benefits of CSR, like CSR itself, can take many forms. The main ones are outlined below. Reputation 3.7 A brand, and hence the ability of a business to generate profits, may be damaged by adverse publicity – for example, about poor The business case for doing more MeASUriNG the dePth of cSr As well as whether a given area is covered, it is important to look for quality and depth. for example, are there specific commitments? how rigorous is the process for drawing up and implementing the policy? here are some questions to gauge how far the policies are mainstream or just add-ons. Yes / No 1 = poor/minimal 5 = very good Are employees and/or unions included among stakeholders whose views are taken into account in CSR policies? Y N 1 3 5 2 4 Are there mechanisms for enabling employees and/or unions to give feedback on aspects of the policies that concern them? Y N 1 3 5 2 4 How does the organisation respond to such feedback, eg does it welcome and act on it and inform employees of what it has done? Y N 1 3 5 2 4 Are there specific commitments and, where feasible, measurable targets? Y N 1 3 5 2 4 Are policies clearly reflected in the organisation’s core values and part of ‘how we do business’? Y N 1 3 5 2 4 Do policies refer to objective, external standards and codes where applicable? (see Annex 2, page 20, for examples) Y N 1 3 5 2 4 Is the employer a member of any relevant organisations or groupings concerned with promoting CSR, or does it have certification or recognition from such organisations? Y N 1 3 5 2 4 Are CSR reports externally assured or audited? Y N 1 3 5 2 4 Is the trade union (locally and globally, where applicable) included as a stakeholder in external verification (audited) processes? Y N 1 3 5 2 4 In global supply chains does the organisation adhere to global framework agreements for relevant sectors? Y N 1 3 5 2 4 All this will help as a reality check on whether the policy is meaningful or simply a public relations exercise. PROSPECT NEGOTIATOR’S GUIDE TO CORPORATE SOCIAl RESPONSIbIlITy ■ 7 3.1 In almost every organisation there is something to build on. Representatives can then make a case for doing more, looking at: the ■ business case what the ■ organisation has to offer where the ■ union can add value. 3.2 Think about the best way to engage with your employer, and whether it would help to have a CSR framework agreement or to develop existing policies and documents. 3.3 All of these depend on the nature of the business – the best CSR policies are based on what the business is doing, where it is operating, what it is good at. This way they are more likely to be part of ‘the way we do business’, rather than just add-ons. Making the business case 3.4 CSR is based on the principle that there is no fundamental inconsistency between the interests of a business – that is, of the organisation and, where applicable, its shareholders – and acting responsibly. On the contrary, CSR is good for the business. 3.5 This is often referred to as the ‘triple bottom line’, linking the financial, environmental and social performance of a business. It applies as much or more to public sector or not-for- profit organisations, since they should by definition be operating in the interests of society as a whole. Good practice will increase public confidence in them and so enable them to do their core job better. 3.6 The benefits of CSR, like CSR itself, can take many forms. The main ones are outlined below. Reputation 3.7 A brand, and hence the ability of a business to generate profits, may be damaged by adverse publicity – for example, about poor labour practices, corruption or human rights abuses in an overseas supplier – or enhanced. Its stock market value may similarly be damaged or enhanced by corporate scandals. Global markets and the long reach of supply chains mean any major company has an interest in maintaining a good public image. 3.8 Even non-profit making operations such as government agencies may find their task harder if they have a poor reputation among stakeholders, which can rebound on them politically. Employee satisfaction 3.9 Given the choice, most people would rather work for an organisation which is seen as socially responsible and whose values they can identify with. In turn, this can affect its ability to attract, retain and motivate the best staff. 3.10 Any business depends on employees for its operations, its relationships with other stakeholders and its ability to deliver and create value. Licence to operate 3.11 Without government and public support, organisations may find it difficult or impossible to operate. This may be particularly true with large infrastructure projects such as airports or power stations, where apart from the statutory planning process, the objections or support of local communities and the wider public may affect the cost and timing of a project significantly, even where it does not halt it altogether. 3.12 Good stakeholder management – through dialogue in advance and throughout the project – can significantly ease the process and reduce planning delays. That can reflect positively on the reputation of the business, as well as on the financial bottom line. The business case for doing more3 “It is not possible to separate employees from a business, they are the business.” Arthur d little – The Business Case for Corporate Responsibility, 2003 8 ■ PROSPECT NEGOTIATOR’S GUIDE TO CORPORATE SOCIAl RESPONSIbIlITy 4.1 Prospect representatives and members will have a detailed understanding of their organisation, its customers, suppliers and other stakeholders, as well as the workforce itself, who are also key stakeholders. links with trade unions and workers’ groups overseas also provide grassroots knowledge of what is really going on among suppliers and contractors. Often this knowledge can be as good as or better than that of management or outside agencies. Engaging with the employer 4.2 It is worth taking some time to think about the best channels to raise corporate social responsibility issues – particularly in a large organisation with established structures – or whether new structures are needed. 4.3 Many organisations have CSR committees, and ideally these should include representatives of employees or trade unions as well as management. If not, you may be able to use or adapt existing groups – for example, environment, human resources, health and safety, or the general industrial relations machinery – to raise CSR issues. It is in the employer’s interest to work in partnership with Prospect and the other unions in the workplace on CSR matters. 4.4 There are currently no statutory rights for trade union workplace representatives in the area of environment or corporate social responsibility, in the way that there are for Where Prospect can add value Cost reductions 3.13 Some aspects of CSR, such as using fewer resources or producing less waste, have direct financial benefits as well as benefiting the environment or society. There are financial benefits, as well as benefits to the company’s reputation, for avoiding penalties such as fines for pollution. Sometimes these benefits are not obvious or are only felt in the longer term, so the case has still to be made. Internalising the external 3.14 Often the external costs to the environment or society of an organisation’s behaviour are not felt by the business internally. Environmental and social taxes and charges (eg tradeable permits for emissions) are designed to