Managing Environmental and Social Impacts

of Local Companies

A Response Guide and Toolkit

Acknowledgments This Response Guide and Toolkit was prepared by the World Bank Institute (WBI) Finance and Private Sector Development Division Business, Competitiveness and Development (BCD) Program, with support from the African Capacity Building Foundation (ACBF) and the Norwegian and Finnish Governments through a World Bank Trust Fund for Environmentally and Socially Sustainable Development (TF-ESSD), and with input from the Danish Ministry of Economics and Business Affairs Commerce and Companies Agency (DCCA) Centre for CSR. Parts of this resource were adapted and/or taken from the DCCA “People and Profit: A Practical Guide to Corporate Social Responsibility” publication. The Response Guide and Toolkit team was led by Amina El-Sharkawy (WBI), Jenny Gold (WBI) and Caroline Grunewald (WBI), in collaboration with George Oumo (Enterprise Uganda), and Martin Imalingat (Enterprise Uganda). Overall guidance was provided by Djordjija Petkoski (WBI), Edwin Forlemu (ACBF), and Ernest Etti (ACBF). The team also received valuable input from consultations with the Danish International Development Assistance (DANIDA) office in Uganda, and local companies and organizations in Uganda, Tanzania, Kenya, Ethiopia and Mozambique.

WBI Business, Competitiveness, and Development (BCD) Program The BCD Program works directly with the private and public sectors and their key stakeholders to integrate social and environmental responsibility, good governance, accountability, and transparency as vital components of corporate strategy, and to implement responsible approaches for enhanced economic competitiveness at the firm, sector, and country level. www.developmentandbusiness.org

The African Capacity Building Foundation The African Capacity Building Foundation (ACBF), based in Harare, Zimbabwe, is an independent, capacity-building institution established in 1991 through the collaborative efforts of the African Development Bank (AfDB), the World Bank, and the United Nations Development Programme (UNDP)), African governments and bilateral donors. The current membership comprises the three sponsoring agencies (AfDB, UNDP and the

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World Bank), the International Monetary Fund (IMF), which joined the Foundation in April 2002, as well as 41 African countries and non-African countries and institutions. The establishment of ACBF was a response to the severity of Africa's capacity problem and the challenge to invest in indigenous human capital and institutions in sub-Saharan Africa. http://www.acbf-pact.org/

Enterprise Uganda Enterprise Uganda aims at promoting private sector development and contributing indirectly to poverty reduction through the creation of new business ventures as well as building the competitiveness of existing small and medium enterprises (SMEs). These SMEs will in turn contribute significantly to the creation of employment opportunities and the diversification of the Uganda economy. http://www.enterprise.co.ug

Center for Corporate Governance The Center for Corporate Governance (CCG), formerly the Private Sector Corporate Governance Trust, based in Nairobi, Kenya, was established as the Private Sector Initiative for Corporate Governance in 1999. CCG is an independent, not-for-profit organization. The Centre is affiliated with the Commonwealth Association for Corporate Governance (CACG). The values upon which CCG was founded and which guide its operations are to act in the best interest of society in promoting effective and efficient use of resources, in a manner based on accountability, integrity, responsibility and transparency. http://www.ccg.or.ke

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The AIDS Business Coalition Tanzania The AIDS Business Coalition Tanzania (ABCT) is a coalition of Tanzanian employers who have come together to fight HIV/AIDS at the workplace. ABCT is currently expanding its mission to include a broader range of social and environmental issues. ABCT serves as a resource center, offers trainings, and acts as a pressure group. ABCT is run by a Management Board consisting of 12 member companies: Coca cola Kwanza, Twiga Cement, NBC Bank, Swiss Port, National Social Security Fund (NSSF), Unilever Tea, Scania, Mwananchi Communication, Holliday Inn Hotel, Standard Chartered Bank, Delloitte & Touché, Tanzania Cigarette Company (TCC). http://www.abctz.org/

The Ethiopian Business Coalition Against AIDS The Ethiopian Business Coalition on AIDS (EBCA), established in 2004, aims to respond to the challenges of HIV/AIDS in the workplace. The Coalition seeks to transform the business response to HIV/AIDS, promoting HIV prevention, care and treatment programs for the workplace and innovative partnerships with governments and civil society. EBCA is currently expanding its mission to include a broader range of social and environmental issues in its programming. http://www.ebca-hiv.org/home.htm

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Associação dos Empresários Contra o SIDA (ECOSIDA) The Mozambique Business Coalition Against HIV/AIDS The mission of EcoSIDA, which was established in 2005, is for all formally registered companies to embark on the Road Map designed by EcoSIDA, to fight HIV/AIDS in the workplace, and that they execute the steps of the Road Map according to best practice, within the mutually agreed timings. ECOSIDA is currently expanding its mission to include a broader range of social and environmental issues in its programming. http://www.gbcimpact.org/live/involved/connections/mozambique.php

Centre for Corporate Social Responsibility (CSR), Danish Commerce and Companies Agency, Ministry of Economics and Business Affairs – Government of Denmark The Danish Commerce and Companies Agency (DCCA) is an Agency under the Minister of Economic and Business Affairs. The DCCA is the official place of registration for Danish businesses. In parallel, the DCCA administers legislation regulating businesses, the Companies Act and the Company Accounts Act, among others. Registration and publication of business information favors the free market and provides businesses with good basic conditions. An easy and quick access to registration and an effective but flexible administration of the legislation is at the same time the basis of the DCCA´s important role in the national effort to reduce the administrative burdens.

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Table of Contents

Introduction 6 Framework for Business Action 11 Part 1 Environmental and Social Leadership Commitment 13 Steps for Action 14 Part 1 Resources Section 20 Part 2 Environmental and Social Focal Points, Places, and Target

Areas in the Workplace and or Environmental and Social Workplace Committee for larger companies

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Steps for Action 28 Part 2 Resources Section 34 Part 3 Environmental and Social Response Planning and

Strategizing: Environmental and Social Issues Capabilities Assessment and Situation Analysis

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Steps for Action 46 Part 3i Resources Section (Environmental) 54 Part 3ii Resources Section (Social) 69 Part 4 Environmental and Social Policy Development 79 Steps for Action 80 Part 4 Resources Section 87 Generic Environmental and Social Policy 89 Part 5 Environmental and Social Response Planning and

Strategizing: Environmental and Social Response Action Planning

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Steps for Action 99 Part 5 Resources Section 102 Part 6 Environmental and Social Reporting 108 Steps for Action 109 Part 6 Resources Section 118 Road Map for Business Action on Environmental Issues 137 Road Map for Business Action on Social Issues 143 Appendix 149

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Introduction

Every company has the power and ability to reduce their negative impacts on the environment and positively benefit their communities. What is an Environmental and Social Response? Definition: The policies, strategies, and actions taken by companies to address environmental and social issues in the workplace, and among their customers, partners, and broader community. A Company Has Many Environmental and Social Impacts – Positive and Negative….. Examples of environmental and social impacts of business include:

Environmental Social As a producer, a company has an impact on its environment (e.g. through pollution and effluent, use/misuse/overuse of water and energy resources, misuse/overuse of land and natural resources.

As an employer, a company has an impact on the lives of its employees (e.g. provision of health services; mainstreaming gender and equal opportunity into the workplace; occupational health and safety standards; treatment of migrant labor).

As a consumer of raw materials, a company has an impact on its physical environment (e.g. contamination of drinking water, desertification, and degradation of land).

As a neighbor, a company interacts with other businesses and families which are located in their community (e.g. awareness raising and educational campaigns; foundations for community projects and schools; contribution to conflict and land disputes; use/misuse of public goods, such as lake or river water).

As an operation, a company has an impact on its community (e.g. odor; human, animal, and plant effects from toxins and hazardous wastes; indoor air quality; smog)

By creating jobs and providing income, a company contributes to the economic development of a community (contribution to wealth disparity; addressing youth unemployment; raising standards of living).

As a role model, an environmentally responsible business can be an example of good practice (e.g. waste management, use of alternative energy).

A company can act as an example of good practice (e.g. human rights, cultural diversity).

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The diagram shows the relation between the companies’ economic, social and environmental performance issues and responsibilities.

Source: UNIDO For further information on the business case, please view Peter Raynard and Maya Forstater and staff of UNIDO’s Small and Medium Enterprises Branch. Corporate Social Responsibility: Implications for Small and Medium Enterprises in Developing Countries. United Nations Industrial Development Organization. Vienna, 2002 Why is an Environmental and Social Response Program Important? The business environment has changed dramatically over the past few decades, and businesses must manage these changes. A business cannot limit itself to its financial impact alone. Businesses not only contribute to employment and economic growth, but they also impact the environment and the communities in which they operate. Increasingly, businesses must consider their environmental and social impacts, as well

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as their financial impacts, in their workforce management, investment, and productions decisions. Businesses are now operating under new conditions, risks, market and stakeholder pressures, and challenges that they must consider and respond to in order to remain viable and stay competitive. This new business environment affects large, medium, and small companies through new export requirements and supply chain standards, community pressures, and responses from the media. New and emerging compliance standards, as well as environmental, governance, and social (health, community relations, labor, and human rights) standards are being required by buyers, consumers, and governments. What are the Costs and Benefits to Businesses? All businesses, regardless of size, can benefit from developing and following environmental and social policies. Some of these benefits include:

□ Lower costs in the long-term (cost-savings on electricity bills; reduced fines for non-compliance or pollution/dumping; healthy, reliable, and skilled workforce).

□ Increased revenues (expanded consumer base; more money to invest in marketing; greater output).

□ Reduced operational risk (reduced occupational hazards; stronger community relations).

□ Stimulated innovation (ability to hire more employees; ability to invest in new capital; new technologies).

□ Increased access to markets (niche markets; broader customer appeal; compliance with international standards).

□ Improved reputation (become known as a “good” company; pillar of the community; quality and integrity of products and services).

□ Improved access to finance, capital, and resources (some banks look at environmental and social performance on financing applications; partnership opportunities leads to access to financial and in-kind resources).

There are also, of course, some costs involved with the development and implementation of environmental and social responses in a company. Some of these include:

□ Staff/employee time (information collection; understand the policy and operational response; Focal Points and or Environmental and Social Committee responsibilities).

□ Technical resources to analyze environmental and social impacts and improvement options.

□ Training of new employees and personnel. □ Possible external assistance (consultant; environmental or systems engineer;

NGO). □ Resources required to make the changes

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* Some of these costs and benefits were adapted from (1) Environmental Management Systems: A Design for the Environment Approach, U.S. Environmental Protection Agency; Office of Pollution Prevention and Toxics, March 1999, and (2) Environmental Management Systems: An Implementation Guide for Small and Medium-Sized Organizations. Ann Arbor, MI: NSF International, November 1996. Focus of this Manual This Manual is to help your company get organized and started on its Environmental and Social Response Program. This Manual can be used as a practical guide or as a training resource. The materials offer concrete Steps for Action, as well as Resources, to assist your company in developing a customized Environmental and Social Response Program. The Manual was developed based on consultations with businesses, these businesses’ experiences, and national and international good practices. Getting Started and Organized: Management of the Environmental and Social Response Program Without a strong initiation, preparation, and guidance for implementation, the Environmental and Social Response Program is unlikely to achieve its ultimate goal of mitigating risk to and negative effects on your company, your workforce, and your community. In this priority area, your company develops and organizes the management of its Environmental and Social Response Program through leadership commitment, planning and strategizing, the establishment of Focal Points in the workplace and or Environmental and Social Committees for larger companies, developing an Environmental and Social Response Policy and plan for action, and establishing reporting practices for the company’s environmental and social response. This Manual is divided into six parts:

• Part 1 is on developing environmental and social leadership commitment in your company.

• Part 2 is a guide to establishing focal points, places, and target areas in the workplace and a guide to forming an environmental and social committee for larger companies.

• Part 3 is on environmental and social situation analysis and capabilities assessment for accurate response planning and strategizing in your company.

• Part 4 presents steps to develop a company environmental and social policy. • Part 5 is on developing an action plan for environmental and social response in

your company. • Part 6 is on environmental and social reporting in your company.

At the end of the Manual, you will find a Road Map for Business Action on Environmental Issues and a Road Map for Business Action on Social Issues. These are

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practical tools that can help your company to plan, organize, report on, and follow its environmental and social responses.

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Framework for Business Action on Environmental and Social Response The following framework includes typical components of a company level environmental and social response. The content was developed based on a review of existing experiences and recommendations from local companies and partners in East Africa, collected in consultations held between 2006 and 2008. The consultations shared good practices, challenges and lessons learnt by local companies in regards to managing environmental and social impacts.

The framework can serve as a 'working' resource to guide planning and learning for developing an environmental and social response program in a company. The activities (or ‘program items’) in the framework can serve as examples of goals and/or choices to plan as components of your company’s environmental and social response. Companies may also think of other innovative actions to address environmental and social issues in the context of their business. The framework is only a starting point to think about how to take action. Step-by-step, a company can learn about priority environmental and social issues, possible responses to these issues and relevant good practices for an effective response. They can then plan how to take actions that fit the company.

This working framework is a resource developed to guide the environmental and social response of a company.

Management of the Program

• Leadership commitment and training • Environmental and social focal points and or environmental and social

committee in the workplace • Environmental and social planning and strategizing • Environmental and social policy development in the company • Company reporting on environmental and social issues

Implementation

• Internal communication & awareness-raising • Training & education for behavioral change • Mainstreaming of environmental practices to reduce, re-use, re-design & recycle

resources in the workplace • Provide health & social assistance programs & services in the workplace

Business Linkages, Market Development & Extending the Program

• Analysis of business networks & supply chain

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• External communication & marketing of environmental & social responses • Development of partnerships with civil society, community groups, government,

business groups & other companies • Community relations & outreach activities • Fund-raising and/or social fund development

Documentation & Assessment

• Documentation of environmental & social responses in a manual or resource

guide • Write a case study • Monitoring & reporting of benchmarks, performance audits and checklists • Impact assessments, workplace studies, life cycle analysis, cost/benefit analysis • Regular review & improvement of the company’s response • Regular reporting to leadership

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Part 1. Environmental and Social Leadership Commitment

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Steps for Action Leadership building is a dynamic process that needs to extend across your company. In environmental and social response program organization, as well as throughout environmental and social response program development in your company, owners, board members, management, and employees need to commit to take action on environmental and social issues. Moreover, this commitment needs to be demonstrated and communicated to all employees and staff at all levels in your company, as well as external partners, such as customers. Below are Steps for Action to help you develop Environmental and Social Leadership Commitment in your company:

Step 1. Build Environmental and Social Response Commitment in your Company Step 2. Demonstrate your Company’s Environmental and Social Response

Commitment Step 3. Communicate your Company’s Environmental and Social Response

Commitment Step 4. Continuously Demonstrate your Company’s Environmental and Social

Response Commitment

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□ Step 1. Build Environmental and Social Response Commitment in your Company

Understand the business case for environmental and social response: This can help senior management and leaders in your company to commit to environmental and social response. They can learn about environmental and social issues affecting your company, the impacts that these environmental and social issues can have on business, the workforce, and the community, as well as effective environmental and social response strategies. Materials on environmental and social issues and their impacts on business are available from many sources, including your business association, the Internet, and local resource centers.

Review publications on environmental and social issues and their impact on your business.

Train your company’s managers on these issues, and how to mainstream responses into strategy and daily operations.

Share experiences with other companies. Learn about the costs and benefits of environmental and social response

development for your company. Useful websites to start your learning: Below is a list of useful web sites to help you learn more about addressing environmental and social issues and the business case for action. This list should not be considered exhaustive, but rather as a valuable starting point for your learning. Business Action for Africa: http://www.businessactionforafrica.org/ Business and Sustainable Development, A Global Guide: http://www.bsdglobal.com/ Corporate Council on Africa: http://www.africacncl.org/ CSR Quest: http://www.csrquest.net/ Global Business Coalition on HIV/AIDS, Tuberculosis and Malaria: http://www.gbcimpact.org/ Global Environment Facility: http://www.gefweb.org/default.aspx If People, NGO Guide to Tools for CSR: http://www.ifpeople.net/learn/resources/sustainability/tools

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International Finance Corporation, Sustainability: http://www.ifc.org/ifcext/sustainability.nsf/Content/Home International Labor Organization, Resource Guide on Corporate Social Responsibility: http://www.ilo.org/public/english/support/lib/resource/subject/csr.htm International Organization of Employees, CSR: http://www.ioe-emp.org/en/policy-areas/csr/index.html The Global Reporting Initiative: http://www.globalreporting.org/WhoAreYou/SME/ UNIDO, Corporate Social Responsibility: http://www.unido.org/index.php?id=876 United National Environment Program, Business & Corporate Social Responsibility: http://www.unep.fr/scp/business/ World Bank Institute Program on Business, Competitiveness and Development: www.developmentandbusiness.org World Business council for Sustainable Development: http://www.wbcsd.org/ World Economic Forum: http://www.weforum.org/en/initiatives/globalhealth/ World Resource Institute: http://www.wri.org/ Local resource include your National Cleaner Production Center, business associations, Business Coalitions on AIDS, your National Environmental Protection Agency, and civil society organizations with expertise in addressing environmental and social issues.

What is your business case for environmental and social response program development?

Assess your management commitment. Using the Management Survey (see the Part 1 Resources Section), hold a discussion with the General Manager, Human Resource Manager, Health and Safety Officer, and Labor Union Representative. This survey can help you assess your current management commitment to environmental and social issues, and follow changes in this commitment over time.

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□ Step 2. Demonstrate your Company’s Environmental and Social Response Commitment

Even before you start an environmental and social response program, formal recognition of environmental and social issues as CORE issues for your company by top managers and workplace leaders is important. This commitment can initiate the program, build understanding of the business case and the management’s goal of protecting your company, its workers and its community from harmful environmental, health, and safety conditions. It can also empower workers to take action on environmental and social issues, as well as stimulate an open dialogue around these issues in your company. One way to start to develop your company’s leadership commitment is to release a written statement. To do this, you can use the Environmental and Social Commitment Statement (see the Part 1 Resources Section) as a guide. Top management can sign the statement. Witnesses, or co-signers, might be from key groups that participate in program development, such as members from the labor union, your company’s focal points and or environmental and social committee, and/or you company’s health and safety committee.

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□ Step 3. Communicate your Company’s Environmental and Social Response Commitment

The formal commitment to address environmental and social issues in your company should also be communicated by top management and workplace leaders to the rest of the company. Communication can be internal to workers at all levels in your company, as well as to external audiences, such as shareholders, buyers, insurance companies, banks, customers, and the broader community. This communication can take place via different channels, such as in a general assembly, lunch meetings, posters in the workplace, media, and advertising. Moreover, communication should continue on a regular basis throughout program development. Communication of commitment may be combined with education and other company activities on environmental and social issues, as well. The resource on “How to Communicate Your Environmental and Social Commitment”, found in the Part 1 Resources Section, can help your company’s leadership to plan how to communicate its environmental and social commitment is attached.

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□ Step 4. Continuously Demonstrate your Company’s Environmental and Social

Commitment Long-term demonstration of commitment can be shown through active management participation and support of environmental and social activities in your company. Examples of activities that a manager or leader can regularly support are the focal persons and or environmental and social committee (s), environmental and social strategic planning, policy development, adjustment of operational activities and equipment, and training/education. Further, a company leader can present and share your company’s environmental and social response experiences in meetings and at public events. In good practice, top management, as well as other workplace leaders, show commitment in a number of different ways on a regular and consistent basis. Regular review of the Environmental and Social Commitment is also very important to help your company successfully manage and adapt to change (this will be covered in Part 3).

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Part 1.

Resources Section

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Step 1. Build Environmental and Social Response Commitment in your Company

1.1 Company Management Survey on Environmental and Social Issues This survey is used to assess the extent of your management commitment to environmental and social issues. The General Manager or CEO should complete the survey together with the Human Resource Manager, Health and Safety Officer, Environmental Officer, and Labor Union Representative. This survey can be useful to start an open discussion on your company’s commitment to environmental and social issues. Use the survey over time to assess changes in your company’s top management commitment. Company Name: _________________________________________ Littl

e Very Not

Sure 1. To what extent are you concerned

about the impact of environmental and social issues on your company?

1

2

3

4

0

2. To what extent is management willing to participate in environmental and social activities in your company?

1

2

3

4

0

3. To what extent are you willing to delegate workers to lead all environmental and social response decision-making in your company?

1

2

3

4

0

4. To what extent are you willing to assign budget for environmental and social response activities?

1

2

3

4

0

5. To what extent are you willing to implement specific environmental and social policies and standards in your company?

1

2

3

4

0

6. To what extent do you think environmental and social issues have already impacted your company?

1

2

3

4

0

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7. What types of technical guidance do you need to develop your environmental and social response? __________________________________________________________________________________________________________________________________________________________________________________________

8. What measures do you intend to take to ensure continuity of your environmental and social response program at your business?

__________________________________________________________________________________________________________________________________________________________________________________________

9. To what extent do you think environmental and social issues will impact your company in the next 5 years? __________________________________________________________________________________________________________________________________________________________________________________________

10. Which environmental and worker health and safety laws and regulations is your company required to follow? __________________________________________________________________________________________________________________________________________________________________________________________

11. Does lack of time or resources prevent your company from developing and

implementing environmental and social responses? __________________________________________________________________________________________________________________________________________________________________________________________

12. Is your company aware of how environmental and social objectives relate to

business objectives? __________________________________________________________________________________________________________________________________________________________________________________________

13. Any other comments?

__________________________________________________________________________________________________________________________________________________________________________________________

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*Some of these questions were adapted from (1) Environmental Management Systems: A Design for the Environment Approach, U.S. Environmental Protection Agency; Office of Pollution Prevention and Toxics, March 1999, and (2) Environmental Management Systems: An Implementation Guide for Small and Medium-Sized Organizations. Ann Arbor, MI: NSF International, November 1996.

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Step 2. Demonstrate your Company’s Environmental and Social Response Commitment 1.2 Model Environmental and Social Commitment Statement

This statement is to commit to addressing environmental and social issues and considerations as part of the core business of _________________ (company name). We know that not managing or mismanaging the environment, natural resources, human resources, health and social issues can have many negative impacts on our company, our workforce, their families, and the communities in which our business operates. Some possible impacts in our company include production inefficiencies, compromised product quality, increased work expenditures, and worker absenteeism. We also know that to protect the people in our work environment and in our community, it is essential at this time to organize and implement an environmental and social response. With this recognition, we further express our commitment to the development of a comprehensive environmental and social response program in our company led by a focal point and or committee that represents workers at all levels. Our program will:

□ Give attention to environmental and social issues as CORE issues in regular company work.

□ Have a range of different program items to address specific environmental and social priority issues in our workplace.

□ Promote good practice when implementing environmental and social responses. □ Implement environmental and social response activities in a sustainable way

whenever possible. □ Involve different groups, internally and externally.

Name:__________________ Signature:__________________ General Manager/CEO Date: ___________ C0-signers:

1. Labor Union 2. Health and Safety 3. Environment and Social Focal Point and or Committee 4. Female worker 5. Other

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Step 3. Communicate your Company’s Environmental and Social Response Commitment 1.3 How to Communicate Your Environmental and Social Commitment

This resource can help your company to plan the communication of its environmental and social response commitment. Effective communication of your company’s commitment to environmental and social response is important for many reasons, including:

□ It can motivate workers at all levels. □ It can involve top managers in environmental and social mainstreaming,

operational changes, and decision-making. □ It can help to document your achievements and share your experiences. □ It can enhance your public reputation and attract new partners. □ It can help to tailor the program to the needs of your company.

You need to make sure that company leaders and top management communicate both internally and externally. Internal and external communication is done in different ways. Responsible Persons or Groups: Who is responsible for communicating your company’s environmental and social commitment (e.g. the CEO, the General Manager, the Environmental and Social focal point and or the Committee chairperson, the Labor Union Leader, etc.)? ________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Internal Communication: List how you intend to communicate your environmental and social commitment to your workers at all levels (e.g. training, posters, management meetings, etc.): ________________________________________________________________________________________________________________________________________________________________________________________________________________________________

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External Communication: Who are your external audiences (government officials, customers, the local community, buyers, etc.)? ________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Now think about how you would like to communicate your environmental and social commitment to external audiences (e.g. a public statement, advertising, presentations, a website, etc.). The modes of communication may be different for different audiences. List these ideas below: ________________________________________________________________________________________________________________________________________________________________________________________________________________________________

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Part 2. Environmental and Social Focal Points, Places, and Target Areas in the Workplace and

or Environmental and Social Workplace Committee for larger companies

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Steps for Action Environmental and Social Focal Points are typically people in your company. For example, Focal Points can be a specific person or groups responsible for environmental, health and gender activities. Focal Points serve as a “contact” point in your company for all environmental and social issues. Environmental and Social Focal Places and Target Areas are typically specific places used for environmental activities and community engagement, or are areas of your company that are targeted for a specific environmental and/or social response. Having Focal Points, Places, and Target Areas can help link everyone working on environmental and social responses. Many of the ideas in the Environmental and Social Committee resources can also work for Focal Points. In all companies, Focal Points are key and in a large company can be complemented by an Environmental and Social Committee. Below are Steps for Action to help you develop Environmental and Social Focal Points, Places, and Target Areas in your company:

□ Step 1. Decide the Types of Environmental and Social Focal Points, Places, and Target Areas to Develop and engage Management in the Environmental and Social Response Commitment.

□ Step 2. Assign the Focal Points, Places, and Target Areas in your Company and select Environmental and Social Committee Members.

□ Step 3. Describe the Activities and Purposes of the Focal Points, Places, and Target Areas and describe the Environmental and Social Committee and Establish the Meeting Program for the Environmental and Social Committee.

□ Step 4. Continuously Strengthen the Focal Points, Places, and Target Areas and strengthen the Environmental and Social Committee through Action.

For larger companies a central Environmental and Social Committee (task force, group, team, etc.) with employees from all levels is important to lead, organize and implement the entire environmental and social response program in your company, whereas working groups and focal persons may have specific roles such as recycling, awareness-raising of environmental and/or occupational safety issues, communication of the environmental and social policy, and so forth. The Environmental and Social Committee also serves as the critical link between the management and employees on environmental and social-related issues. Keep in mind that this is a guideline and the order of the steps may vary slightly from company to company.

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A. □ Step 1. Decide the Types of Environmental and Social Focal Points, Places, and

Target Areas to Develop What types of Focal Points, Places, and Target Areas are important for your company? There are different types of Focal Persons and Places that your company can assign. Moreover, new Focal Points, Places, or Target Areas may be needed as the Environmental and Social Response Program grows.

□ Focal Points are people or a group or a committee in the workplace whose job can include specific environmental and social responses, such as an environmental engineer, an auditor, a community relations manager, a line worker, a human resources officer, working groups, and/or a health and safety officer.

□ Focal Places are common places that can be used for raising awareness, training, and communicating environmental and social responses in your company. These might include an office for Environmental and Social Focal Persons and or Committee meetings, a bulletin board for awareness raising materials, a cafeteria for showing related videos and holding informational and training sessions, or a community garden.

□ Target Areas are the parts of your company that will be targeted for a specific environmental and/or social response. These might include the chemicals or fertilizers storage room, the wastewater treatment area, the kitchen, the waste room, the open space next to your company, or the community center.

B. Engage Management in the Environmental and Social Focal Points and Response Commitment.

Meet with Management to discuss forming the Environmental and Social Focal Point and or Committee. In good practice, top managers (the General Manager, Production Manager, etc.) should provide written support for the development of an Environmental and Social Focal Point and or workplace Committee, and a senior employee should be given the responsibility of making a keeping the Focal Point and or Committee active. A sample Environmental and Social Committee Delegation Letter is included (Part 2 Resources Section). Top management support of such a Focal Point and or Committee is complementary and additional to the Leadership Commitment (refer to Part 1 of this Manual). The regular involvement of a manager in the Environmental and Social Focal Point and or Committee is important to lead decision-making and strategic change. It ensures that the

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Focal Point and or Committee will become an effective guiding force for organizing and implementing environmental and social actions in your company. Problem Solving:

In some cases, an Environmental, Occupational Health and Safety, or Community Relations working group or club may already exist in your company without Management involvement. For example, your company may have a working group of only workers, auditors, or a few motivated people interested in environmental and/or social issues and causes. While these people are essential to bring environmental and social issues awareness and education into your company, the support of a formal Committee with direct access to Leadership and Top Management, may also be important.

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□ Step 2. Assign the Focal Points, Places, and Target Areas in your Company This step is to officially recognize selected persons, places, and target areas as important for environmental activities, health and safety information, and community engagement (please refer to the Part 2 Resources Section). For larger companies, select Environmental and Social Committee Members

□ A Manager and workplace leader should be assigned as the Chair and Vice-Chair of the Committee.

□ Other positions can be based on volunteerism and or election, taking into

consideration the membership structure of the Committee and the capabilities of the person. All members should have a personal interest in working on environmental and social issues in the workplace.

□ All positions should be formally recognized in writing by top management.

□ The number of members in the central Committee will depend on your

company; typically, it consists of about eight (8) people. The Committee should include at least one (1) person from each work area.

Please refer to the resource “Environmental and Social Committee Membership Assignment Form” in the Part 2 Resources Section.

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□ Step 3. Describe the Activities and Purposes of the Focal Points, Places, and Target Areas

The environmental and social activities to take place in Focal Places and Target Areas should be explained, and the work, activities, qualifications, and management of the Focal Persons should be described. This will help clarify the environmental and social activities that happen in Focal Places and Target Areas, as well as the responsibilities of the Focal Persons. A model terms of reference for Environmental and Social Focal Points is available in the Part 2 Resources Section. In good practice, the environmental and social activities of Focal Points can also be added to existing company documents, such as job descriptions, employee evaluation procedures, and departmental functions. Describe the Environmental and Social Committee. For a larger company, after the decision to form an Environmental and Social Committee is made, a terms of reference is required for the Environmental and Social Committee (refer to the Part 2 Resources Section). This is simply a written document that describes the Committee, including its management, membership, activities, and structure.

□ The management section should define reporting lines and decision-making power of the Committee.

□ The Committee members should include managers and employees, people from different departments, and people with specialized skills, such as planning, procurement, and occupational health and safety.

□ The jobs of the Committee in your company should include environmental and social response activities, plans, meetings, and progress reports.

In good practice, the terms of reference should be drafted in consultation with top managers, employees, and other stakeholders, such as auditors, people living in the community that is affected negatively by the company’s operations, and safety inspectors. Consensus among stakeholders on the description of the Committee will put the Committee in the best position to implement environmental and social response program items.

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□ Step 4. Continuously Strengthen the Focal Points, Places, and Target Areas and the Committee

Just like with other Environmental and Social Response Program items, the assignment of Focal Points, Places, and Target Areas alone does not make an Environmental and Social Response Program. Some ideas to strengthen Environmental and Social Focal Points, Places, and Target Areas in your company: Establish the Meeting Program for the Environmental and Social Committee Establish a regular meeting program during work hours, and at a convenient time and place. The major reason for the Committee meetings is to continuously organize and implement environmental and social response activities in the workplace. Regular meetings are also essential for ongoing exchange among members, follow up, and teamwork. Some ideas to help you to get started with your Environmental and Social Committee’s meetings and activities are included in the Part 3 Resources Section. Strengthen the Environmental and Social Focal Point and or Committee through Action and following a regular schedule

□ Start discussion forums on environmental topics in the cafeteria each week. □ Have weekly or bi-monthly workshops on worker safety. □ Provide HIV/AIDS counseling services. □ Start a Family Day each quarter where you hold environmental education and

community activities in your local community. □ Start a recycling program.

Other strengthening actions can be innovative ideas to sustain and improve the Committee.

□ Register the Committee as an NGO or an association. Taking this step has helped some Committees to raise funds for acquiring new technologies, receiving specialized training, or paying for baseline assessments and follow up monitoring activities.

Provide the Focal Point and or Committee with office space. Companies have used this as a way to motivate the Focal Point and or Committee and allocate common space for environmental and social issue awareness-raising and training activities.

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Part 2. Resources Section

35

Step 1. Decide the Types of Environmental and Social Focal Points, Places and Target Areas to develop and engage Management in the Environmental and Social Response Commitment 2.1. Environmental and Social Committee Delegation Letter

Date___________

To: Chair of the Environmental and Social Committee Subject: Management Support for the Company Environmental and Social Committee An Environmental and Social Committee with employee members from all levels is a basic requirement of a workplace program to implement effective, sustainable, and cost efficient environmental and social responses. It is required to lead, organize, and implement all parts of the Environmental and Social Response Program in the company, including community relations, outreach, and partnerships. It also serves as the critical link between management and employees on environmental and social issues. To organize and implement its Environmental and Social Response Program, our company requires an Environmental and Social Committee. This letter is to fully authorize you to form the Environmental and Social Committee in the company with representative worker membership according to the terms of reference, as well as to assign you to lead the Committee as Chairperson. In your absence, the Vice-Chairperson will lead the Committee. You will work according to the Committee’s program and report to the General Manager each month on activities, challenges, and progress. Thank you, Name_______________________ General Manager Signature_____________________ General Manager CC All departments

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Step 2. Assign the Focal Points, Places, and Target Areas in your Company and Select Environmental and Social Committee Members 2.2 Assignment of Environmental and Social Focal Points, Places, and Target Areas in your Company This resource assists you in formally assigning Environmental and Social Focal Points, Places, and Target Areas in your company. Add the appropriate number of Focal Points, Places, and Target Areas for your company, and remember more can be added over time as the Program develops. Complete the names, job title, and location of your assigned Focal Points, Places, and Target Areas, and give the reason for choosing that place, person, and target area. Company Name: _________________ Date: _________ Focal Persons: Name Job Title Reason

1

2

3

4

You can make your own assignment form and add more Focal Persons, as you require.

37

Focal Places:

Location Reason

1

2

3

4

Add more locations, as you require. Target Areas:

Location Reason

1

2

3

4

I recognize the above people and places as Focal Points, Places, and/or Target Area for environmental and social response activities in my company. Name: __________________________________ Date:_________ General Manager

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Step 2. Assign the Focal Points, Places, and Target Areas in your Company and Select Environmental and Social Committee Members 2.3 Environmental and Social Committee Member Assignment Form

This document can be used to formally assign Environmental and Social Committee members in your company. The main Environmental and Social Committee can include eight (8) to ten (10) people. In good practice, the members may include: managers, employees from all departments, interest groups, and people with specialized skills such as auditing and planning. Examples are the Human Resources Manager, the Health and Safety Officer, the labor union representative, the company Head Engineer, a leader from the community, the Budget Officer, and young workers. List your Environmental and Social Committee members here: Company Name:____________________________________ Committee Name:___________________________________ Members:

Position in Committee

Name Job Title in Company

Signature

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I hereby support the above individuals as members of our company’s Environmental and Social Committee. Name_______________________ Signature_______________ General Manager

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Step 3. Describe the Activities and Purposes of the Focal Points, Places, and Target Areas and describe the Environmental and Social Committee and Establish the Meeting Program for the Environmental and Social Committee 2.4. Terms of Reference for Environmental and Social Focal Persons This resource is an example of a terms of reference, or a job description, of an Environmental and Social Focal Person in a Human Resources position. The qualifications, management, and activities of the Focal Person will vary depending on the type of Focal Person and your company’s situation. You can make a short description like this for every Focal Person in your company.

Qualifications: □ Background in accounting, auditing, environmental engineering,

environmental and social standards, community outreach, or a related field. □ Interest to continue his/her professional development in business-related

environmental and social impacts and responses, specifically in environmental management systems, environmental assessments, business-community relations, and health and safety workplace issues.

□ Willing to engage in continuous self-learning on environmental, health and safety, and community issues affecting the workplace and the broader community.

□ Good communication and leadership skills. Management:

□ This position will be assigned in writing by management. □ Reports to and advises the Environmental and Social Committee on

environmental and social issues related the company every month. □ Commits to providing updated communication and/or training material, as

appropriate. Major Activities:

□ Conduct an environmental and social impact assessment of the company and report back to the Environmental and Social Committee.

□ Develop and conduct an environmental and/or worker health and safety training day.

□ Develop an initiation program on the company’s environmental and social program, policy, and commitment for new employees.

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Step 3. Describe the Activities and Purposes of the Focal Points, Places, and Target Areas and describe the Environmental and Social Committee and Establish the Meeting Program for the Environmental and Social Committee 2.5. Terms of Reference for the Environmental and Social Committee

This document is to help you describe the Environmental and Social Committee in your workplace, including its 1) membership, 2) management, and 3) major activities. Use it as a guideline to write the terms of reference for your company’s Environmental and Social Committee. Company Name____________________________ Date__________ 1. Committee Membership The Committee has ____ number of members. The positions are (Chairperson, Vice-Chairperson, Secretary, Treasurer, etc.):____________________________________________________________________________________________________________________________________________________________________________________________________________________________ Members represent persons from:

□ Management □ Young workers □ All departments □ The community □ The labor union □ The Health and Safety Committee □ The Auditor Office □ The Budget Office □ Environmental engineers □ Other(s)___________________________________________________________

_____________________________________

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2. Committee Management Members are elected by ___________________________. Each member is assigned by management, and his/her job description will be adjusted to consider the environmental and social responsibilities. The Committee Chairperson reports to the General Management on a monthly basis, and is delegated to lead democratic decision-making on all environmental and social response issues in the company. Other____________________________________________________________________________________________________________________________________________________________________ 3. Committee Major Activities The Committee will meet _____ time(s) per month. It will organize and implement ALL environmental and social response activities in the company workplace and the community. _______________ time is allocated per week to organize, implement, and monitor environmental and social activities and decisions. Members will: prepare Action Plans, reports, and proposals for all environmental and social response activities; organize, implement and monitor different types of innovative environmental and social activities, programs, or linkages that fit the company; follow good practice and make use of existing resources in the workplace and community; attend trainings and engage in self-learning on environmental and social issues; serve as role models for environmental and social issues in the company; network to share experiences on environment, health, and community relations and business, and; serve as advisers to the company’s management, labor union, and community on environmental and social issues. Other____________________________________________________________________________________________________________________________________________________________________ General Manager Name____________ Signature____________ Labor Union Name____________ Signature____________ Committee Name____________ Signature____________

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Step 4. Continuously Strengthen the Focal Points, Places, and Target Areas and Strengthen the Environmental and Social Committee through Action 2.6. Getting the Environmental and Social Committee Started

Below are discussion ideas, actions, and objectives to help you to start the Environmental and Social Committee in your company. Following the suggestions can help the Environmental and Social Committee to become an active force in the company. Results can evolve over time and with regular meetings and action. Getting Started:

Discussion Idea Action Points Achievement Develop a meeting schedule

Decide on a meeting schedule to start the Committee’s work. Include the meeting time, place, duration, frequency, speakers, and an agenda (topics).

The Environmental and Social Committee has a regular meeting schedule.

Identify work activities

The Committee can allocate monthly work assignments to implement the environmental and social responses in the company. Include timelines and specific tasks for each member.

The Environmental and Social Committee has an active work plan.

Develop a guideline for the Environmental and Social Committee

The Committee guideline can put together all the information on the operations of the Committee, including its structure, meeting program, Subcommittees, member job descriptions, strategy, money handling, etc.

The Environmental and Social Committee has a guideline that is followed for each of its activities.

44

Develop your Partnerships and Community Relations

Identify partners and other organization that can support the work of your committee

A list of partners and resources to start your work.

Meetings of the Environmental and Social Committee: The Committee can use meetings to discuss how to take action on specific environmental and social responses in the company, such as environmental education, training for a new operational procedure, how to implement the company’s Environmental and Social Action Plan, inviting a guest expert on soil types, etc. Keep in mind that a Committee should try to problem-solve, rather than ONLY identify challenging environmental and social issues. The Committee consists of ACTIVE PROBLEM-SOLVERS!

45

Part 3. Environmental and Social Response Planning and Strategizing:

Environmental and Social Issues Capabilities Assessment and Situation Analysis

46

Steps for Action It is important to understand the environmental and social issues that are relevant to your company. Then, you can plan, organize and implement actions to effectively address these issues and your situation. Key Steps for Action to analyze your company’s environmental and social situation are: Environmental issues:

□ Step 1. Conduct an Environmental Self-Assessment. Social issues:

□ Step 2. Conduct a Social Self-Assessment.

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□ Step 1. Conduct an Environmental Self-Assessment A. Identify Environmental Issues Affecting your Company B. Identify Environmental Response Gaps in your Company C. Capabilities Assessment D. Review the Available Resources for your Environmental Response A. Identify Environmental Issues Affecting your Company

In the beginning of your environmental response planning, you can use rapid methods to identify potential environmental risks and vulnerabilities facing your company. As the program grows, information on environmental vulnerabilities, risks and costs should also come from environmental response monitoring and evaluation activities and workplace studies. Identify the priority environmental issues to address in your company’s environmental response planning using the resource in the Part 3i Resources Section. It also helps you identify who your company wants to target with its environmental response.

□ Group Discussion can provide a rapid analysis of the environmental situation in your company. Your company’s environmental response Action Plan can then include actions to help change identified issues. A tool in the Part 3i Resources Section can guide group exchange. It asks you to identify 3 priority issues to address in the next 6 months, as well as 3 priority issues to address in the next 1-2 years.

□ Company Self-Assessment is another way to rapidly identify potential vulnerability and environmental risk factors facing your company (please refer to the Part 3i Resources Section).

B. Identify Environmental Response Gaps in your Company

Many companies have already implemented environmental responses. For example, some companies may already be recycling or using more energy efficient technology, and an Environmental and/or Occupational Health and Safety Committee may already be set up. Existing experiences, whether big or small, active or inactive, can inform planning by further helping you to identify program items to improve on, challenges to tackle, and gaps in your company’s environmental response planning.

□ List some response gaps/needs to address in your company’s environmental response planning (refer to the resource in the Part 3i Resources Section).

□ Group Discussion further helps you to think about environmental actions needed in your company.

48

Environmental

o Does your company have an organized management structure for addressing environmental issues?

o Does your company have an internal and external environmental awareness-raising and communication plan?

o Are environmental issues and responses addressed in the daily operations in your company?

o Has your company identified key partners to assist with resource and cost-sharing of environmental responses? What about technical assistance?

o Has your company documented your environmental achievements and performance?

o What is missing from your actions? C: Environmental Capabilities Assessment The objective of an Environmental Capabilities Assessment is to compile data that will provide an overview of certain characteristics of your company. This allows your company to identify risk factors regarding environmental issues, and to identify areas of opportunity where environmental responses can be integrated and developed. The most effective programs will leverage existing capabilities, so answers should reflect the current situation within your company, as this will form the basis for action for your company’s environmental responses. You can conduct an environmental capabilities assessment for your company using the resource in the Part 3i Resources Section. Adapted from: International Finance Corporation, IFC Against AIDS, “HIV/AIDS and the Workplace: Company Self-Assessment Form and Company Capabilities”. D. Review the Available Resources for your Environmental Response

Environmental response planning should consider new and creative ways of using existing resources in your company and community. Improving how you use/access resources can help your company to run, facilitate and support environmental response program items, and make environmental response program development more sustainable and cost-effective.

□ List resources for your company’s environmental response planning (refer to the Part 3i Resources Section).

49

□ Group Discussion: Use the questions below to further discuss how to best use/access resource to assist environmental response program development in your company. This activity will also build team work for planning.

□ What resources will be needed for your company’s Environmental

Response Program? Typically, this might be in terms of fund allocation, but companies also have many non-cash resources that can be used for environmental response program development.

□ What resources can your company contribute to its Environmental Response Program? Think of resources already existing in your company for information capturing and awareness-raising, office space, material resources, expertise, budget lines, and existing standards and codes. How can these resources be used for your environmental response activities?

□ What resources will you seek from partners? Think of your business partners, your business association, your labor union, and any partners from government, civil society and the community. Partnering can help a company to access additional or new expertise, knowledge and resources on new technologies or techniques, and important contacts for your Environmental Response Program development.

50

□ Step 2: Conduct a Social Self-Assessment A. Identify Social and Community Issues Affecting your Company B. Identify Social Response Gaps in your Company C. Capabilities Assessment D. Review the Available Resources for your Social Response A. Identify Social and Community Issues Affecting your Company

In the beginning of your social response planning, you can use rapid methods to identify potential social risks and vulnerabilities facing your company. As the program grows, information on social vulnerabilities, risks and costs should also come from social response monitoring and evaluation activities and workplace studies. Identify the priority social and community issues to address in your company’s social response planning in the Part 3ii Resources Section. This also helps you identify who your company wants to target with its social response.

□ Group Discussion can provide a rapid analysis of the social situation in your company. Your company’s social response Action Plan can then include actions to help change identified issues. A tool in the Part 3ii Resources Section can guide group exchange. It asks you to identify 3 priority issues to address in the next 6 months, as well as 3 priority issues to address in the next 1-2 years.

□ A Company Self-Assessment is another way to rapidly identify potential vulnerability and risk factors facing your company (please refer to the Part 3ii Resources Section).

B. Identify Social Response Gaps in your Company

Many companies have already implemented social responses. For example, some companies may have set up an HIV/AIDS Committee, offer advanced training, or hold a community day. Existing experiences, whether big or small, active or inactive, can inform planning by further helping you to identify program items to improve on, challenges to tackle, and gaps in your company’s social response planning.

□ List some response gaps/needs to address in your company’s social response planning (refer to the Part 3ii Resources Section).

□ Group Discussion further helps you to think about social actions needed in your company.

o Does your company have an organized management structure for addressing

social issues?

51

o Does you company have an internal and external awareness-raising and communication plan for key social and community issues?

o Are social issues and responses mainstreamed into daily operations in your company?

o Has your company identified key partners to assist with resource and cost-sharing of social responses? What about for community outreach activities?

o Has your company documented your community and social related achievements and performance?

o What is missing from your actions? C: Social Capabilities Assessment The objective of a Social Capabilities Assessment is to compile data that will provide an overview of certain characteristics of your company. This allows your company to identify risk factors regarding social issues, and to identify areas of opportunity where social responses can be integrated and developed. The most effective programs will leverage existing capabilities, so answers should reflect the current situation within your company, as this will form the basis for action for your company’s social responses. Conduct your company’s social capabilities assessment using the resource in the Part 3ii Resources Section.

D. Review the Available Resources for your Social Response

Social response planning should consider new and creative ways of using existing resources in your company and community. Improving how you use/access resources can help your company to run, facilitate and support social response program items, and make social response program development more sustainable and cost-effective.

□ List resources for your company’s social response planning (refer to the Part 3ii Resources Section).

□ Group Discussion: Use the questions below to further discuss how to best

use/access resource to assist social response program development in your company. This activity will also build team work for planning.

□ What resources will be needed for your company’s Social Response Program? Typically, this might be in terms of fund allocation, but companies also have many non-cash resources that can be used for social response program development.

52

□ What resources can your company contribute to its Social Response Program? Think of resources already existing in your company for information capturing and awareness-raising, office space, material resources, expertise, budget lines, and existing standards and codes. How can these resources be used for your social response activities?

□ What resources will you seek from partners? Think of your business partners, your business association, your labor union, and any partners from government, civil society and the community. Partnering can help a company to access additional or new expertise, knowledge and resources on new technologies or techniques, and important contacts for your Social Response Program development.

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Community Activities

Community activities stem from your company’s involvement in society at local, national, regional, and even international levels. You can work with community activities in many different ways. Your company may have many different reasons for wanting to get involved with its community. For example, your company might want to engage in community activities to:

• Make your company an attractive workplace for employees and make current employees proud of their workplace.

• Create new business opportunities. • Contribute to compiling new experience and learning in your company

through working with organizations and areas in which your company has not operated before.

• Ensure the availability in your community of resources you need – qualified labor or development opportunities for partnership businesses.

You can use the tools in part 3ii when you are considering engaging in community activities.

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Part 3 i. Environmental Resources Section

55

Step 1. Conduct and Environmental Self-Assessment (A) 3.1 i Identifying Priority Environmental Issues in your Company This resource can help you to list priority environmental issues to address in your company’s environmental response planning. Using the checklist below, formulate your individual priority list of environmental issues facing your company. Then, please check the items for which there is group consensus that this is a key priority issue that needs to be addressed in your company. Individually, and then as a group, check the top four (4) issues that you identify as priority environmental issues that your company should address. At the end, check all the target groups that you want to reach. What environmental issues does your company want to address?

My Choice

√

Common Agreement

√

Sustainable Natural Resource Management

Environmental Rehabilitation Biodiversity Conservation Pollution Abatement Global Warming Desertification Energy Issues Transportation Wastewater Solid Waste Management Other

Who does your company want to target with its environmental

56

responses? Leaders and top management in the

company

All employees and staff Suppliers Buyers Consumers Local community Other Your

choice:_________________________________________________________________________________

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Step 1. Conduct and Environmental Self-Assessment (A) 3.2 i Group Exchange There are many environmental issues and activities for a company to consider. What are the most critical ones for your company? Please identify three (3) immediate or short-term priorities (next 6 months) and three (3) long-term priorities (next 1-2 years). Short Term Priority 1 (Next 6 Months) ________________________________________________________________________________________________________________________________________________________________________ Short Term Priority 2 (Next 6 Months) ________________________________________________________________________________________________________________________________________________________________________ Short Term Priority 3 (Next 6 Months) ________________________________________________________________________________________________________________________________________________________________________ Long Term Priority 1 (Next 1-2 Years) ________________________________________________________________________________________________________________________________________________________________________ Long Term Priority 2 (Next 1-2 Years) ________________________________________________________________________________________________________________________________________________________________________ Long Term Priority 3 (Next 1-2 Years) ________________________________________________________________________________________________________________________________________________________________________

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Step 1. Conduct and Environmental Self-Assessment (B) 3.3 i Company Environmental Self-Assessment Company Operations This resource can help you to compile data on environmental risk factors in and/or facing your company. It can assist you in identifying issues that can be addressed within your environmental response program. It serves as an assessment and analysis of your company’s current situation. You will be able to use this as a baseline to measure the impacts that your environmental response program has on these same issues once implementation begins. * The following resources are adapted from Integrated Environmental Management Systems: Company Manual Template for Small Businesses, United States Environmental Protection Agency; Office of Pollution Prevention and Toxics, December 2000. Identification of Environmental, Health and Safety Issues Why In order to understand and manage actual and potential environmental impacts, your company needs to identify the basic manufacturing and supporting operations that are relevant for your environmental response program. You should also, if relevant, identify the health and environmental concerns related to particular chemicals used in your company’s operations, if relevant. Who and how

□ The company focal point and or committee chair (described in detail in Part 2 of this Manual):

o Identify the basic manufacturing and supporting operations that are relevant for the environmental response program.

o Develop an input/output diagram. o Assess the companies’ environmental impact and their actual or potential

impacts (quantified to the extent possible) and list them by operation. o If an operation involves the use of a potentially harmful chemical (s) or

substance (s), the focal point and or committee chair is responsible for researching the known health and environmental concerns, and then listing these.

On the next pages you will find the resources to do all the suggested steps above.

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How often This procedure is repeated annually to ensure that any new environmental, health, and safety issues are identified. Reporting Records of all these information are maintained by the focal point and or committee chair.

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Step 1. Conduct and Environmental Self-Assessment (B) 3.4 i Basic and Supporting Operations Use the space below to identify the basic (manufacturing) and supporting operations in your company that are relevant to your environmental response program. List them below: Such as suppliers, distribution channel, etc. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Contact Person: _____________________________ Date Completed: _____________________________ * From Integrated Environmental Management Systems: Company Manual Template for Small Businesses, United States Environmental Protection Agency; Office of Pollution Prevention and Toxics, December 2000

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Step 1. Conduct and Environmental Self-Assessment (B) 3.5 i Input/Output Diagrams

Record your input/output flows of materials into diagrams to make the process easier. Use the sample diagrams below to help you– one for an office operation, and the other for a manufacturing operational activity in your company. These are meant as examples and may be different in your company.

Example: Input-Output Diagram for Office Operations

Paper Printed Documents Energy Waste Paper Toner Used Toner

Odors

Example: Input-Output Diagram for a Manufacturing Operation

Chemicals Chemical Waste Materials Materials Waster Energy Waste Water Water Air Releases Product for Next Step

Copying

Manufacturing

Step

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Can you draw an input/output diagram for a part of your company’s operations? Think of an important part.

Product or Service Component Parts

* From Integrated Environmental Management Systems: Company Manual Template for Small Businesses, United States Environmental Protection Agency; Office of Pollution Prevention and Toxics, December 2000

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Step 1. Conduct and Environmental Self-Assessment (D) 3.9 i Company Environmental Self-Assessment Company Capabilities Leadership By reviewing commitment to environmental management through leadership, your company can ensure commitment at all levels and an “environmentally responsible” company culture.

1. Are senior managers involved in environmental issues and management? Are they involved in setting environmental objectives and monitoring targets?

2. Does senior management promote a positive company culture towards environmental issues?

3. Do senior managers communicate your company’s environmental performance to all levels?

Organization and Training By reviewing your company’s policies, training programs, resources and documentation processes, your company can ensure that your environmental goals are being met in the most efficient way. 1. Is there a document for employees describing your company’s policies? How/when is this information communicated to employees? 2. What are the training programs, if any, that already exist? What topics do they cover? How long does each training program take? Where does it take place? Are these group or individual training sessions? Are they for existing employees or new employees, or both? 3. What are your company’s environmental programs, if any? Do all employees know about your company’s environmental programs? What is the human resources capacity for these programs? Is there one person or a group of people, for example, who is responsible for your company’s environmental programs and activities? Operations, Products, and Services By reviewing your company’s operations and activities, you can ensure that environmental risks relating to operations, products, and services are identified and evaluated, and that risk-reducing measures are developed.

1. Does your company have management processes for the identification, assessment, control, and mitigation of environmental hazards and effects associated with your activities? What are they?

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2. Does your company perform environmental risk assessments? Hazard assessments? 3. What is your company’s approach to waste management? Make sure to consider solid

waste, energy, organic and inorganic chemicals/fertilizers, and water. 4. Does your company recycle? Does your company use recycled products or used

products as its primary materials? 5. Has your company adopted an environmental management system (e.g. ISO 140001) or

another type of voluntary regulation system? 6. Does your company maintain an environmental manual or operations manual that

describes in detail your company-approved environmental practices related to work activities?

7. Does your company have an emergency response system in place? Does it cover environmental or hazardous waste disasters?

Monitoring and Evaluation

2. Are there any systems in place to record and analyze environmental information? If so, what is that system, and could this system be used /extended to monitor and analyze additional environmental activities and responses?

3. Are there systems in place to investigate hazardous environmental incidents, accidents, or near-misses?

Adapted from:

• First Point Assessment (FPAL), http;//www.fpal.com • International Finance Corporation, IFC Against AIDS, “HIV/AIDS and the Workplace:

Company Self-Assessment Form and Company Capabilities”.

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Step 1. Conduct and Environmental Self-Assessment (D) 3.10 i Response Needs/Gaps and Resources for Company Environmental Response Planning Use the questions below to identify needs and gaps in your environmental responses, and available resources for environmental response program development. The examples are just to help you get started. Your answers can then inform your environmental response action planning. What are important environmental response needs/gaps in your company? E.g.:

□ Leadership commitment to environmental issues and responses. □ Regular management involvement in environmental issues. □ An environmental policy. □ Awareness and procurement of more efficient, cleaner technologies and/or techniques. □ Awareness and sensitization among employees.

What are some resources that you can use for your company’s environmental response? E.g.:

□ Office space for your company’s focal point and or committee chair. □ A company budget line can be allocated for environmental response program

development. □ The company can form a business linkage with another company to acquire needed

skills.

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Part 3ii.

Social Resources Section

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Step 2. Conduct a Social Self-Assessment (A) 3.1. ii Identifying Priority Social Issues in your Company This resource can help you to list priority social issues to address in your company’s social response planning. Using the checklist below, formulate your individual priority list of social issues in your company. Then, please check the items for which there is group consensus that this is a key priority issue that needs to be addressed in your company. Individually, and then as a group, check the top eight (8) issues that you identify as priority social issues that your company should address. At the end, check all the target groups that you want to reach. What social issues does your company want to address?

My Choice

√

Common Agreement

√

Transparency and Accountability Anti-corruption Supply Chain Standards Training and Educations HIV/AIDS Other Diseases Occupational Health and Safety Human Rights Labor Rights Child Labor Migrant Labor Gender Equality Equal Opportunity Worker Benefits Community Relations Indigenous Peoples Partnerships Community Health, Safety and

Security

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Cultural Heritage Land Acquisition and Involuntary

Resettlement

Who does your company want to target with its social responses?

Leaders and top management in the company

All employees and staff Suppliers Buyers Consumers Local community Other Your

choice:_________________________________________________________________________________

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Step 2. Conduct a Social Self-Assessment (A) 3.2 ii Group Exchange There are many social issues and activities for a company to consider. What are the most critical ones for your company? Please identify three (3) immediate or short-term priorities (next 6 months) and three (3) long-term priorities (next 1-2 years). Short Term Priority 1 (Next 6 Months) ________________________________________________________________________________________________________________________________________________________________________ Short Term Priority 2 (Next 6 Months) ________________________________________________________________________________________________________________________________________________________________________ Short Term Priority 3 (Next 6 Months) ________________________________________________________________________________________________________________________________________________________________________ Long Term Priority 1 (Next 1-2 Years) ________________________________________________________________________________________________________________________________________________________________________ Long Term Priority 2 (Next 1-2 Years) ________________________________________________________________________________________________________________________________________________________________________ Long Term Priority 3 (Next 1-2 Years) ________________________________________________________________________________________________________________________________________________________________________

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Step 2. Conduct a Social Self-Assessment (B) 3.3 ii Response Needs/Gaps and Resources for Company Social Response Planning

Use the questions below to identify needs and gaps in your social responses, and available resources for social response program development. The examples are just to help you get started. Your answers can then inform your social response action planning. What are important social response needs/gaps in your company? E.g.:

□ Leadership commitment to social issues and responses. □ Regular management involvement in social issues. □ A company policy, such as on gender or HIV. □ Provision of social assistance for workers and their families. □ Awareness and sensitization among employees.

What are some resources that you can use for your company’s social response? E.g.:

□ Office space for your company’s focal point and or committee chair. □ A company budget line can be allocated for social response program

development. □ The company can form a business linkage with another company to acquire

needed skills and/or infrastructure.

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Step 2. Conduct a Social Self-Assessment (C) 3.4 ii Capabilities Assessment (Social) Human Resources Processes & Capacity By reviewing current Human Resources processes and activities, your company can gain a better understanding of existing or new activities in which social responses can be included.

1. Is there a document for staff describing your company’s policies? How/when is this information communicated to employees?

2. What are the training programs, if any, that already exist? What topics do they cover? How long does each training program take? Where does it take place? Are these group or individual training sessions?

3. What are the social and community programs of your company, if any? Do all employees know about your company’s social and community programs? What is the human resources capacity for social and community programs? Is there one person or a group of people, for example, who is responsible for the social and community programs and activities in your company?

4. Are there any systems in place to record and analyze staff data? If so, what is that system, and could this system be used/extended in order to monitor activities and progress of social and community activities and responses?

Social: Internal and External Evaluations By performing an assessment of existing social and community-related responses and activities, both internal and external, your company can begin to identify possible activities that can be extended or intensified. Additionally, your company can identify potential partners within the community to act as service providers in terms of developing and implementing social and community services and activities within the framework of your company’s social response program. Also, the community in which your company operates may provide insight into opportunities and possible limitations of implementing social responses and activities. Internal Evaluation

1. Does your company have a social and/or community relations policy? How is it communicated to employees?

2. What has your company done so far in terms of addressing on social issues? Is there a budget for incorporating social and community-related changes in your company’s operations and/or social responsibility activities?

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3. Does your company work with NGOs already? Does your company have business linkages to other companies that can provide technical assistance for social and community challenges?

External Evaluation

1. What is the general awareness about social issues and community relations in the community in which your company operates? What is your basis for judgment/evaluation?

2. Are there any NGOs working on social and/or community issues in your community? Any public/government awareness-raising campaigns? What are they?

3. Is there another company in your area that has a social response program in place? Are there any social response programs in place at a mother or sister company? Are there any social or community initiatives that are supported by your business or industry associations or chamber of commerce?

4. What is the relationship with the community as a whole and how is your company seen by the community?

5. Are there any national/local laws or regulations that regulate emissions, worker safety, and social protection? If so, what are they? Are they regularly enforced? Are there incentives for compliance? What are these incentives?\

Adapted from: International Finance Corporation, IFC Against AIDS, “HIV/AIDS and the Workplace: Company Self-Assessment Form and Company Capabilities”.

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Step 2. Conduct a Social Self-Assessment (D) 3.5 ii Clarification Form for Community Activities

When engaging in the community, your company should carefully select activities that agree with your core business and values. This approach will ensure the most efficient use of your resources, so that both the local community and your company will benefit most from the work. Use the form below to get started. Comments

1. Consider the aim of engaging in the community:

- Improve your company’s reputation in the community

- Remedy specific problems in the community

- Improve awareness of your company in the community

- Influence the community - Network in the community - Create a new business models that

benefit the community - Other

2. What are some of the ways your company is already active in the community?

3. Determine who should initiate the activities in the community:

- Management - Specific employee or Focal Point - Other

4. Identify your options for community activities:

- Specific problems in the community which your company is in a position to remedy.

- Cooperate with NGOs on specific issues.

- Support local sports clubs - Cooperate with local schools. - Other

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5. Assess and prioritize in which areas your company would best be able to support the community in light of the goal you wish to reach.

6. Set up concrete goals for the support your company will give.

7. Evaluate whether, by supporting the community, your company achieved the selected goals.

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Step 2. Conduct a Social Self-Assessment (D) 3.6 ii Assessment Model for Community Activities

You can use the tool below to evaluate your community activities. You can also use this for reporting purposes, and to communicate what you have achieved.

Input Output Resources from the company (services, time, or money)

Resources from other sources than your company

Benefit for the community (e.g. number of people reached, etc.)

Benefit for your business

Charity/Direct Giving

Investments in the Community

Initiatives in/Partnerships with the Community

Activities that relate to business but also benefit the community

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Part 4. Environmental and Social Policy Development

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Steps for Action The objective of an Environmental and Social Policy is to agree on a framework for all actions in the workplace to address environmental and social issues and manage your company’s responses. It is particularly important that the policy:

• Fits with national regulations and requirements. • Explains the company’s environmental and social response. • Sets a standard of behavior for people in the company. • Sets a standard of operation for the company. • Informs and trains employees and relevant stakeholders about new procedures

and operations. • Guides environmental and social response planning and program development

in the company. Below are recommended Steps for Action for Environmental and Social Policy Development in a company:

□ Step 1. Establish an Environmental and Social Policy Focal Point or Working Group.

□ Step 2. Learn about Good Practices for Environmental and Social Policy Development.

□ Step 3. Develop the Company’s Environmental and Social Policy. □ Step 4. Consult the Stakeholders on the Environmental and Social Policy. □ Step 5. Approve the Environmental and Social Policy. □ Step 6. Communicate and Implement the Environmental and Social Policy.

An Environmental and Social Policy is a living document that should make the company proud.

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□ Step 1. Establish an Environmental and Social Policy Focal Point or Working Group

This is a workplace group assigned to develop the Environmental and Social Policy. For large companies, members should include three (3) to five (5) persons with skills and experiences that can help the policy development, such as an auditor, a company engineer, a Human Resources representative, and a planning expert. Typically, the group includes a focal person led by the General Manager. A resource is provided in the Part 4 Resources Section to help you establish your Environmental and Social Policy working group in your company. Idea: In the first meeting, the Environmental and Social Policy working group can develop a work plan to identify the work activities, responsibilities, and timeline for developing the company’s Environmental and Social Policy. Future meetings can be on a specific policy development activity or action.

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□ Step 2. Learn about Good Practices for Environmental and Social Policy Development

It is important, useful, and time-saving to know what information, resources, and good practices are already available. The Policy working group should learn about environmental and social issues affecting their community, caused by their company’s and sector’s operations, and what can be done to mitigate negative effects. It is important to research environmental and social policy and program development in other companies; search the Internet for resources, and; ask other companies, experts and your business associations for materials on environmental and social policy. You can also review the Generic Policy in the Part 4 Resources Section to help get you started.

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Step 3. Develop the Company’s Environmental and Social Policy The policy should be drafted to fit your company’s situation. Sections can be adapted from international guidelines and other companies’ examples. There is no single policy type that works for all companies. The policy may include the following sections:

• Background information • A general statement • Guiding principles on environmental and social standards in the workplace • A framework for environmental and social program development in the

company • Guidelines for implementation and monitoring of the policy and workplace

program • A description of the budget and finances for the policy and workplace program

The language of the policy should be clear and understandable to all workers. You may wish to make the policy available in English and your local language. Refer to the Part 4 Resources Section for further guidance in drafting your Environmental and Social Policy. Scope and content of the Policy: The scope and content of the Policy will depend on the company’s size, needs and resources. Beneficiaries of the Policy should be cleared specified: workers, worker’s families, contractors, suppliers, and community members, for example.

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Step 4. Consult the Stakeholders on the Environmental and Social Policy Share the draft Environmental and Social Policy with managers, workers, and anyone else who can provide you with comments on the Policy. Consultation can happen by holding a group discussion on the Environmental and Social Policy, one-on-one interviews, or by asking key people for their input. It is also useful to hold a meeting on the Policy with external experts, e.g. from your Business Association.

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□ Step 5. Approve the Environmental and Social Policy The final draft of the Policy should, at this time, be presented for management approval. Management should approve the document by official stamp and signature.

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□ Step 6. Communicate and Implement the Environmental and Social Policy The final Policy should be presented and communicated in different ways to all workers. For example, a Policy can be communicated over mini-media, in lunchroom discussion groups, in a newsletter, on posters, and/or in a staff meeting. The responsible persons, typically the Policy working group and Focal Persons, should then start to implement the Environmental and Social Policy by taking action on the described principles, standards, and activities.

The communication strategy should clarify: The target audiences such as the beneficiaries of the policy. The communication objectives e.g. to explain to employees and other beneficiaries the environmental and social workplace policy and the goals, objectives and activities of the environmental and social program; to reassure them about company’s intentions; to guarantee employees’ rights in relation to health, safety, etc. The communication messages corresponding to each objective. The same messages should be conveyed to all, ensuring consistent communication. The modes, channels and sequences of communication e.g. launch meeting, mini-media, billboard notice, mailing, newsletter article, discussions with supervisors, health and safety team, etc. The people responsible for communicating the policy and program at the various company levels (e.g. senior and middle management, focal points, union leaders, supervisors, health and safety team, etc.), and their training needs. The workplace policy should be written and communicated in simple words, in order to be easily understandable by its beneficiaries. The responsible persons, typically the focal person or working group, should then start to implement the policy by taking action on the described principles, rights and environmental and social activities.

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Part 4. Resources Section

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Step 1. Establish an Environmental and Social Policy Working Group 4.1 Forming an Environmental and Social Policy Working Group

This resource guides the process of assigning members of the Environmental and Social Policy working group in your company.

□ The members of the Environmental and Social Policy working group should include three (3) – five (5) persons from your company.

□ It is good practice for the leader of the group to be your company’s General Manager or someone who he/she delegates. Members may include an auditor, a company engineer, a Human Resources representative, or a planning expert.

□ Typically, the selected persons are also Environmental and Social focal persons in the company, have an interest in environmental and social issues, and have relevant skills or experiences for participation in policy development.

Complete the name and job title of the Environmental and Social Policy members, as well as one reason for choosing each person. Company Name: ________________________________ Policy Members: Name Job Title Reason for

choosing person

1.

Leader

2.

Members

3.

4.

5.

Signature: __________________________ Date:______________ General Manager

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Step 2. Learn about Good Practices for Environmental and Social Policy Development. 4.2 Generic Policy 1. Policy Background Toxic wastewater produced by Company ABC’s operations is a critical concern that negatively affects the health of Company ABC’s employees and community, as well as its surrounding natural resources. Impacts on the company include low workplace productivity because of employee ill health and absenteeism, regulatory costs, medical costs, and poor relations with the surrounding community. Impacts on the community include increased negative health problems, a polluted environment, lack of potable water, and lowered local productivity because of adverse affects on agriculture. Company ABC’s Environmental and Social Policy is integrated into its business strategy and operations. The Policy will be in line with national requirements and regulations, including those of the National Environmental Management Agency, Ministry of Natural Resources, Ministry of Labor, Business Coalition, and organizations in the community where the business operates. The Policy also follows international guidelines of the International Labour Organisation (ILO) and the Global Reporting Initiative (GRI). 2. General Statement From: Gannett Co., Inc. http://www.gannett.com/investor/governance/environ.htm It is Company ABC’s policy to operate its business as a responsible company committed to sound environmental management and with concern for the well-being of our common environment and community. Our goal is to ensure that company facilities and operations are in compliance with national and local environmental, health, and labor standards. We believe that an appropriate balance can and should be achieved between environmental and social goals, and economic growth. We intend to be a leader in responsible environmental and social management. This requires each Company ABC employee to participate in and accept responsibility for achieving the following goals:

□ Operation of our facilities in an environmentally sound manner. □ Safe handling of production materials and byproducts. □ Conservation and recycling of raw materials and reduction in the amount of

waste generated by the company’s production processes. The company’s commitment to these goals includes the following specific elements:

□ All Company ABC facilities and offices will operate in an environmentally and socially responsible manner and in compliance with environment, health, and labor laws and regulations.

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□ Company ABC will maintain compliance programs to inform and train employees in the performance of their duty to fulfill the company’s environmental and social policies.

□ Through audits and other means, the company will monitor operations to help assure that practices in our workplace conform to our policies.

□ Company ABC management will make environmental and social responsiveness and resource conservation an integral part of business management, and will support finding sound solutions to such environmental and social challenges as they arise.

Company ABC us expected to manage its activities in a manner that will achieve the goals of its Environmental and Social Policy. Each Company ABC employee is expected to work towards these goals and is encouraged to advise his or her supervisor promptly of any situation that may be in conflict with this Policy. 3. Policy General Principles

□ We will conduct our business in ways that protect, preserve and enhance the environment and our community.

□ We are committed to integrating responsible environmental programs in daily operations.

□ We will support a fair workplace that values diversity, inclusion, training and development, and human rights.

□ We will engage with external stakeholders on environmental, social, health, labor, and community issues related to our company.

4. Program Components Company ABC will implement appropriate and sustainable program items for the environmental and social response program.

□ Create a strong management system through specific program items, such as leadership commitment and training, environmental and social planning and strategizing, creating and organizing an environmental and social focal point or committee in the workplace, and create a mode of reporting on environmental and social issues.

□ Support implementation through specific program items, such as internal communication and awareness-raising; training and education; mainstreaming of environmental practices to reduce, re-use, re-design, and recycle resources in the workplace, and; provide health and social assistance programs and services in the workplace.

□ Support the extension of the program, business linkages, and market development through activities such as analyzing business networks; external communication and marketing of environmental and social responses;

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development of partnerships with civil society, community groups, government, business groups, and other companies; community relations and outreach activities, and; fund-raising and/or social fund development.

□ Create programming for monitoring and documenting environmental and social responses through program items, such as creation of a manual or resource guide; writing a case study of your experience; monitoring and reporting of benchmarks, arranging performance audits and using checklists; conducting impact assessments, workplace studies, life cycle analysis, and cost/benefit analyses; regularly reviewing and improving your company’s responses, and; regularly reporting to leadership about the program activities.

5. Implementation and Monitoring Company ABC has established an Environmental and Social Committee to coordinate and implement the environmental and social policy and workplace response program. The management guides the focal point and leads the Committee, and members are employees representing all constituents of the company. The Focal Point and Committee will regularly report to the senior management. This policy will be reviewed annually and revised as necessary in light of changing conditions and priorities. 6. Budget and Finance Company ABC will allocate X % of its annual budget to support its Environmental and Social Response Program. Company ABC will also explore engaging in joint activities with identified business, government, and community partners.

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Step 3. Develop the Company’s Environmental and Social Policy 4.3. Environmental and Social Policy Checklist

Use this guide to understand typical content and sections of a company Environmental and Social Policy. Check the items you want to include in your policy. Section 1: Policy Background In this section of the Environmental and Social Policy, you can include sentences on the environmental and social situation and concerns in your company and in the community where your company operates. It is also important to include relevant legal frameworks and response guidelines. Key information in this section may include:

□ The environmental situation and the social and community concerns in your company and in the broader community where your company operates.

□ Links to other company policies, strategies, and practices (e.g. business strategy, technology, industry similarities).

□ Links to national and local environmental and social programs and initiatives. □ Compliance with national and international laws, standards, and agreements.

Section 2: General Statement This section should introduce your company’s Environmental and Social Policy. Key information in this section may include:

□ The environmental and social issues that your company wants to address. □ Why it is important/necessary for your company to address these environmental

and social issues. □ How the policy was developed (e.g. by a working group of employees from all

levels) □ How the policy will be implemented in your company (e.g. by annual action

planning and by selecting environmental and social focal points, places, and target areas).

Section 3: Policy General Principles This section of the Environmental and Social Policy sets principles in respect to environmental and social standards, regulations, and best practices in the workplace. Important principles to include in this section may include:

□ Recognition of environmental and social concerns as workplace issues.

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□ Protection of the environment. □ Occupational and environmental health. □ Diversity, inclusion, and gender equality. □ Social dialogue. □ Community relations and partnerships. □ Human rights.

Section 4: Program Components This section describes the Environmental and Social Response program you will organize and implement in your company. The framework on page 11 of this manual can help you as well. Key content for this section may include:

□ Program items to manage the program. □ Program items to implement the program. □ Program items to extend the program. □ Program items to monitor and document the program.

Section 5: Implementation and Monitoring In this section, describe how the Policy will be implemented and monitored. Key information in this section may include:

□ The responsibilities of the Focal Point and Environmental and Social Committee. □ Review and reporting procedures for the policy and response program

implementation. Section 6: Budget and Finance In this section, describe the budget and finances for the Policy and the Environmental and Social Response program. For example, The company will establish a budget for its environmental and social responses. For additional information on Social Policies for you Company, please visit: www.ilo.org

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Step 3. Develop the Company’s Environmental and Social Policy 4.4. Writing your Environmental and Social Policy

Use the space below to draft a Policy for your company. The Environmental and Social Policy Checklist and the Generic Policy in this Manual can serve as useful resources to help you. Writing your Environmental and Social Policy Use the questions below to draft a Policy for your company. The Environmental and Social Policy Checklist and Generic Policy in this module can also serve as useful resources to help you. General Statement: Main Environmental and Social issues (1-3 sentences): Briefly describe Environmental and Social issues in your company and community. ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Reason for policy (1-2 sentences): What are the reasons for implementing the company Policy and Environmental and Social Company Program? ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Goals and objectives (1-3 sentences): What does the Policy intend to achieve? ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Policy beneficiaries (1-2 sentences): Who will be covered under the Policy?

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________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Policy development and implementation (1-3 sentences): Explain the role of the Environmental and Social Focal Point and or Committee and the commitment of senior management. ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ General Principles: The General Principles section of the Environmental and Social Policy sets principles in respect to Environmental and Social rights and behaviors in the workplace. Examples from different companies and the General Environmental, Health and Safety Guidelines from www.ilo.org) Discuss and decide on the principles to include in your company’s Environmental and Social Policy. What principles are important for your company’s Policy (prepare 1-2 sentences for each principle)? (For example: safety, health, gender) ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Program Components:

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This section of the Environmental and Social Policy is to describe the program items to plan in the company for the future Environmental and Social workplace program. What Environmental and Social program components will you implement (prepare 1-2 sentences for each program component)? (For example: Environmental and Social education, chemical and material assessment, recycling, etc) ________________________________________________________________________________________________________________________________________________ Implementation and Monitoring: This section describes how the Environmental and Social Company Program and Policy will be implemented and monitored in the company over time. Responsibilities of focal persons, Committees and program leaders (1-3 sentences): (Describe their responsibilities for implementing the Environmental and Social Policy and Program in the company?) ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Review and reporting procedures (2-3 sentences): How will you follow, review and report on the implementation of the Policy and its components? ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Budget and Resources (2-5 sentences): What budget and finances will be available for implementation of the Environmental and Social Policy and Program in the company? ________________________________________________________________________________________________________________________________________________

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________________________________________________________________________________________________________________________________________________

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Part 5. Environmental and Social Response Planning and Strategizing: Environmental and

Social Response Action Planning

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Steps for Action Environmental and social response planning, just like any other type of business planning, identifies specific environmental and social response-related activities to implement in your company over time. These activities should be part of a broader company strategy. Planning will assist the company to move forward in an effective way. Key Steps for Action in your Environmental and Social Response action plan development are:

□ Step 1. Identify Priorities for Environmental and Social Response Action in your Company.

□ Step 2. Develop your Environmental and Social Response Action Plan.

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□ Step 1. Identify Priorities for Environmental and Social Response Action in your Company

Based on the environmental, health and safety, and community issues facing your company, your response needs, and available resources, identify the program items that are a priority for implementation in your company in the next planning period. Refer to the Part 5 Resources Section for guidance. The priority actions should be those that can help to improve your environmental and social response, and ultimately improve your environmental and social situation.

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□ Step 2. Develop your Environmental and Social Response Action Plan The action plan should have different types of priority actions to develop the company’s Environmental and Social Response program, target indicators, dates, responsible persons, and budget sources. The Environmental and Social Response Planning Matrix in the Part 5 Resources Section can be used for guidance. Management Approval: In good practice, management should approve the final plan. A sample Letter for Management Approval is provided in the Part 5 Resources Section. Implementing your Action Plan: Implement the environmental and social response activities in the plan according to carefully selected timelines and targets. The Environmental and Social focal points can lead the implementation of the activities, as well as the monitoring and evaluation. Planning should take place regularly, such as every six (6) months to one (1) year, and become part of the strategic planning process.

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Part 5.

Resources Section

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Step 1. Identify Priorities for Environmental and Social Response Action in your Company 5.1. Priority Environmental and Social Response Actions for your Company

Select program items for your company’s Environmental and Social Response program. Check the top actions that you feel are most important to address environmental and social issues in your company. This list is just to help you get started. Add other actions and innovation may fit best your company’s situation and environmental and social response needs. Priority Environmental and Social Response Actions for the Next 1 Year: Program Items for your Company Environmental and Social Response Action Plan

In My Action Plan √

Management of the program 1. Activities to show leadership commitment in the company 2. Assignment of Focal Points or Persons responsible for environmental and social response activities in the company and for larger companies assignment of Environmental and Social Committee (s) in the workplace to coordinate the company’s environmental and social responses

3. Environmental and Social Response action plan including priority issues, activities, timelines, responsible persons, and budget allocations.

4. Development of a company Environmental and Social Response Policy

5. Development of company reporting on environmental and social responses

Implementation 7. Internal communication and awareness-raising program in the company

8. Organization of a workplace training and education program on new techniques and operations

9. Mainstreaming of environmental practices to reduce, re-use, re-design & recycle resources in the workplace

10. Development of health & social assistance programs & services in the workplace

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Business Linkages, Market Development & Extending the Program

11. Conduct supply chain analysis 12. Communication & marketing of environmental & social responses to an external audience

13. Development of partnerships with civil society, community groups, government, business groups & other companies

14. Development of a community relations and outreach program on environmental and social awareness and company responses

15. Fund-raising and/or creation of a social fund Documentation and Assessment 16. Documentation of environmental & social responses in a manual or resource guide

17. Write a case study of successful environmental and/or social responses

18. Creation of benchmarks, performance audits and checklists for monitoring and evaluation

19. Conduct impact assessments, workplace studies, life cycle analysis, and/or cost/benefit analysis

20. Create a timeline of meetings for regular review & improvement of the company’s environmental and social responses

21. Create a timeline/schedule for regular reporting to leadership

Other Your Choice:

What are innovative activities you can implement?

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Step 2. Develop your Environmental and Social Response Action Plan 5.2. Your Company’s Environmental and Social Response Action Plan

This Environmental and Social Response Planning Matrix assists you in planning your company’s specific environmental and social response activities. Fill in the information on the program items you want to plan, the reason for planning each program item, how implementation of the program item will change the current situation, the responsible persons, and the timeline. The first row shows an example of how to fill in the Matrix. Goal: e.g. Reduce environmental impact _______________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ Focus area: e.g. Recycling of solid waste ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________

Program Item What do you

want to implement?

Reasons

Why do you need this program

item?

Activity

outcome What would

be the change?

Responsibility

Who will organize it?

Timeline

When will it take

place?

Indicator of change

1.

E.g. Develop an Environmental and Social Response Policy for the company

E.g. Need to guide company actions and address costly and harmful environmental issues

E.g. Approved Environmental and Social Response Policy

E.g. Policy working group together with the local business association

E.g. Within one (1) month.

E.g. 100 % of workers have sufficient knowledge of policy

106

107

Step 2. Develop your Environmental and Social Response Action Plan 5.3. Letter for Management Approval of the Action Plan

Date: _______________

To: Focal Point and or Environmental and Social Policy Committee Company Name: ______________________________ Subject: Company Environmental and Social Response Action Plan Approval This letter is to share and approve our company’s Environmental and Social Response Action Plan. The Plan is for a _________ month period, and is approved by the management in consultation with workers at different levels. The next step will be to start work to organize and implement the program items in our plan, according to the indicated timeline. Sincerely, Name: ____________________ Signature:_______________ General Manager CC All departments Focal persons

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Part 6. Environmental and Social Response Reporting

109

Steps for Action When addressing environmental and social issues, it is important for the company to regularly report on, follow, and evaluate the Environmental and Social Response program items implemented in the company. This is important to record successes, as well as to identify any challenges or activities that may not be working as expected. The company can collect indicators and use different resources to report on, and monitor and evaluate its environmental and social response. The below are Steps for Action and resources to help your company to start its environmental and social response monitoring, evaluation and reporting.

□ Step 1. Understand the Concepts. □ Step 2. Plan Environmental and Social Indicators. □ Step 3. Implement Information Collection and Environmental and Social

Reporting in your Company. □ Step 4. Communicate the Successes and Challenges of your Company. □ Step 5. Periodically Review and Evaluate the Environmental and Social Changes

in your Company. This practice of monitoring, evaluation and reporting can help a company to: • Strengthen communication with its stakeholders as well as working relationships within the company; • Demonstrate its leadership and commitment to social and environmental issues; • Guide environmental and social planning and strategy development; • Provide information to support decision-making on environmental and social issues, such as for the company’s management; • Understand environmental and social results and success stories, such as whether changes are occurring to reduce environmental waste and costs. • Help identify activities or program items that may not be working as expected; • Build understanding, capacity and motivation among workers at all levels, as well as other stakeholders to address environmental and social issues; • Ensure that resources, are being used effectively such as workers’ time, the budget lines, and expert assistance to implement activities; • Share lessons learned, good practices and experiences with other companies and partners

110

□ Step 1. Understand the Concepts

Monitoring is to regularly record and track the progress of the company’s environmental and social response program. This is different from evaluation. Monitoring should regularly track: � Resource inputs, such as work time, facilities and funds used for the implementation of the company’s environmental and social program; The process of implementing the company’s environmental and social activities, including successes and challenges; � The status of environmental and social activities carried out by the company. Evaluation should happen periodically to assess the overall achievements of the company’s environmental and social program. Evaluation should be conducted in relation to the outcomes and impact of the program or the resulting changes in the environmental and social situation. Examples may include behavioral and attitude changes among workers, cost savings from new environmental practices, or increases in workforce productivity resulting from social support activities. Reporting is the practice of compiling environmental and social information from monitoring and evaluation for a company report. Progress or monitoring reports should be developed regularly by a company, such as every quarter. Evaluation reports will be prepared from time-to-time, as needed. The questions in the Part 6 Resources Section can help you to think about monitoring, evaluation and reporting for your company’s environmental and social response.

111

□ Step 2. Plan Environmental and Social Indicators

A company should plan ways to monitor, evaluate and report its environmental and social response in relation to its resource inputs, implementation process, activities, and outcomes and impact. Indicators can help a company to collect information for its environmental and social reporting. Indicators can be both quantitative and qualitative (number, percentages, descriptions, etc.), providing information on the progress of the program in relation to inputs, implementation processes, activities, outcomes, and impacts. In good practice, these indicators should be developed at the beginning of the environmental and social response program. As the environmental and social response program grows, your company can follow changes in these indicators from the start of the program. The indicators below are put forward as examples to help you to start to think about indicator tools for your company’s monitoring and evaluation. Monitoring: Resource inputs

-Budget allocated for environmental and social activities -Percentage of work time allocated for environmental and social activities -Number and cost of supplies, new technology, and other materials, used for environmental and social activities

Activities

-Status of environmental and social activities carried out in the company -Feedback, such as from workers or other stakeholders, on the environmental and social activities carried out

Outputs - Number of communication resources or other materials distributed - Number or percent of persons trained - Number of educational sessions held - Number of environmental updates - Number of partners or communities receiving support

Evaluation: Outcomes and impact

- Percentage of workers with adequate knowledge of environmental and social issues - Changes in the quality of life of workers and workers’ families - The estimate cost savings from environmental practices - Changes in discriminatory practices against workers living with HIV/AIDS, female employees - Changes in workplace productivity and community relations -Changes in environmental practices that reduce waste

112

Indicator Collection - Monitoring: A company can plan to use existing resources and simple tools to regularly collect information on identified environmental and social indicators. Companies may collect information from sources, such as: • Company records, such as administrative, financial and health service records; • Reports from environmental and social activities implemented in the company; • A company Report Card on the status of environmental and social activities in the company (refer to the Part 6 Resources Section); • Workplace discussion forums and other collected feedback; • Questionnaires, such as for workers or customers. Indicator Collection - Evaluation: Workplace surveys and studies can be useful ways to periodically gather information on the outcomes and impact of the environmental and social program. For example, companies may conduct workplace surveys and studies to collect information on: � Changes in knowledge, attitudes, practices and behaviors of workers, customers and other stakeholders; and � The cost savings of environmental and social interventions. The resource in the Part 6 Resources Section can help you to think about monitoring and evaluation indicators for your company to report on regularly and/or from time-to-time. It can also help you to think about possible sources to collect information on these indicators.

113

□ Step 3. Implement Information Collection and Environmental and Social Reporting in your Company

It is important to implement your company’s environmental and social response reporting following a schedule, such as reporting may be conducted quarterly or biannually. This will allow your company to regularly follow changes in its environmental and social response program, and identify ways to improve your responses. Implementation involves collecting and compiling information on environmental and social indicators, and reporting the findings, such as to the company’s management. Below are some suggested good practices: Use existing expertise: The implementation should, as much as possible, use the skills and resources already available in the company, although it might draw on external expertise to get started or to conduct a workplace survey. Monitoring and evaluation tasks should also be integrated into the usual reporting procedures of the company. For example, the company’s engineers may integrate reporting on environmental practices into quarterly reporting procedures. Use simple tools to collect information: Develop simple tools to report and collect information on environmental and social changes in the company. The Part 6 Resources Section provides sample tools and Report Cards for company environmental and social reporting. A company may also develop simple tools, such as a workplace questionnaire which could be given to workers before and after implementing environmental and social activities. Another example is a wall chart to collect information on the use of water and other costly environmental resources. Engage workers at all levels: Engaging workers at all levels in the implementation of monitoring and evaluation can build trust, and increase interest and engagement in the company’s environmental and social response. Assign a Monitoring and Evaluation Coordinator: Assign a focal person responsible to oversee the environmental and social response reporting activities in your company. Roles and Responsibilities of the Company’s Environmental and Social Response Monitoring and Evaluation Coordinator:

• Help to plan and implement regular monitoring and reporting of environmental and social activities.

114

• Coordinate the periodic evaluation of the company’s environmental and social activities.

• Develop tools and guidelines for company environmental and social response reporting.

• Supervise environmental and social information collection, and compile and analyze findings.

• Write regular environmental and social response reports. • Participate in communicating your company’s environmental and social progress

and achievements.

115

□ Step 4. Communicate the Successes and Challenges of your Company

Regular communication of the environmental and social response findings is important to recognize challenges and successes, and to keep everyone motivated. Even small successes are important. It further allows the Focal Point and or Environmental and Social Committee to improve environmental and social response activities that may not be working as planned. It is also important to communicate with other stakeholders, including partners, workers, the business association, and other authorities. Communicating your findings will help to build and maintain partnerships, generate interest in the program at all levels and externally, and ensure long-term commitment.

116

How will you communicate your successes? Target audience: Communication objectives: Methods: The Focal Point and or Environmental and Social Committee

Discuss progress, challenges, and ways to improve environmental and social responses.

Meetings, reports

Management Informing on progress and ensuring top leadership support for ongoing activities.

Meetings, reports

Workers and other program beneficiaries

Share achievements and obtain feedback to improve environmental and social responses.

Meetings, newsletters, bulletin boards

Business Association Share information and experience, obtain technical support, and foster community partnerships and links to other businesses.

Meetings, Internet communication, membership contribution, workshops

Partners Share achievements and technical support needs

Meetings, reports, Internet communication

Other businesses Share your experiences, expertise, and lessons learned.

Workshops, Internet communication

National authorities Develop national partnerships and ensure your action fits with national strategies.

Presentations, partnership meetings

Media and international partners

Share your experiences and lessons learned

Publication of case studies, press releases, conferences

117

□ Step 5. Review and Evaluate the Environmental and Social Changes in your

Company As the environmental and social response program develops, activities will need to be adjusted and improved. Environmental and social response activities should be adjusted with support from management, and in communication with workers at all levels, as well as relevant partners.

118

Part 6. Resources Section

119

Step 1. Understand Monitoring and Reporting Needs for your Company 6.1 Questions on Environmental and Social Response Monitoring, Evaluation and Reporting

The following questions can be used to think about monitoring, evaluation and reporting for your company’s environmental and social response.

MONITORING: Resource Inputs:

• What resources were used for the activities (staff time, budgets, supplies, facilities, etc.)? Were they enough? Is there a difference between planned and available resources?

Implementation Process:

• How has your company publicly demonstrated its leadership commitment? • Does your company have a Focal Point and or Environmental and Social

Committee? Yes/No. If yes, what have been their environmental and social response roles and responsibilities?

• Does your company have designated Focal Places and Target Areas? Yes/No. If yes, where are they, and why were they chosen?

• Does your company have an Environmental and Social Policy? Yes/No. If yes, how has your company implemented the Policy?

• How has your company benefited from sharing its experiences on environmental and social responses?

• How has your company allocated funds for the Environmental and Social Response Program?

• How has your company worked with partners on its environmental and social responses?

Environmental and Social Activities:

• What environmental and social response activities were implemented in the company? (type of activity, topic addressed, number of activities/events)

• Approximately how many trainings and/or awareness-raising materials were used per month?

• Approximately how much money was saved due to cleaner technology implementation?

• How many community activities were held? How many meetings were held in which community members and other external parties were present?

120

EVALUATION: Outcomes and Impacts:

• Were the environmental and social response activities successful to increase environmental and social leadership, bring about behavioral change, and increase knowledge of environmental and social issues?

• How cleaner is the wastewater that you dispose? • How many partnerships were created? • What results do senior managers and the Environmental and Social Committee

or Focal Persons want to see from the Environmental and Social Response Program? Are these being achieved?

• If your company were to introduce, or enhance, environmental and social response activities, what specific areas do you think the program should focus on?

• Have the environmental and social response activities had other impacts, such as changing cost impacts on the company, the environmental and/or social climate in the workplace, development in the community? What are these impacts?

Environmental and Social Indicators for My Company Use the table below to help you think about which environmental and social indicators to use in your company’s monitoring and evaluation, and how you will collect information to report on the indicators. Resource Inputs Indicators for my company:

Information sources:

Implementation process

Indicators for my company: Information sources:

121

Environmental and Social Activities

Indicators for my company: Information sources:

Outcome and impact indicators

Indicators for my company: Information sources:

Step 1. Understand Monitoring and Reporting Needs for your Company Sample Environmental and Social Reporting Tool1 REASON FOR MONITORING: COMPANY’S ENVIRONMENTAL AND SOCIAL GOAL: COMPANY’S ENVIRONMENTAL AND SOCIAL OBJECTIVES: 1- 2- 3- CURRENT DATE: PROGRESS AGAINST THE GOAL AND OBJECTIVES: (Please provide very brief answers to the following questions: How has the company made progress towards its environmental and social objectives?)

1 Developed by the Ethiopian Business Coalition Against HIV/AIDS with input from the World Bank Institute, local Companies and the Rapid Results Institute in March 2008

122

TEAM DYNAMICS: (How is the morale of the Focal Points and or Environmental and Social Committee? How can the company best support their development?) KEY ISSUES: (A brief explanation of challenges encountered and any potentially problematic areas.) POSSIBLE SOLUTIONS AND SUPPORT NEEDS: (What are possible ways to address challenges faced by the company?) TRACKING ACTIVITIES: (What new environmental and social activities have been implemented, or how have the activities been improved? Is the team implementing the activities as planned? Attach any pictures, report cards or other materials from the environmental and social activities implemented.) RESOURCE REPORTING: (What resources were used to implement the company’s environmental and social activities? For example: X amount of work time, X amount of budget, X company buildings, training resources from X partner.)

123

ACITIVITY INDICATORS AND SUCCESSES: (Please make it quantitative where possible, such as X number of workers trained in environmental education, X number of workers have increased knowledge; x amount of water was saved, X number of awareness activities implemented. How is the company tracking these successes? ) OTHER COMMENTS OR EXPERIENCES:

12

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13

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(0)

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13

4

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137

Step 2. Implement Monitoring and Reporting in your Company 6.4 Road Map for Business Action on Environmental Issues The Road Map presents steps, program items, descriptions, scores, and status indicators that can help direct a company to plan, organize, report on and follow its environmental response. The program items and explanations describe key program items for environmental response program development in a company. The scores and status indicators in the Road Map describe the extent that a program item may be implemented in a company. Steps for Action:

• Review the Road Map and think about how it can guide the environmental response in your company.

• Create an adapted version of the Road Map for your company’s environmental response including the program items that you plan to implement in your company.

Management of the Program

Program Item & Description Score Status No clear environmental leadership

commitment. ☺ Environmental leadership

commitment is informal. ☺ ☺ Environmental leadership

commitment is formal and clearly communicated.

Leadership Commitment To executives and senior management need to understand the business case for environmental response & commit to take action on environmental issues in their company. They need to communicate this commitment internally & externally to their supply chain, shareholders, consumers, the community, the government, and partners, e.g., by a public statement, regular documentation, regular involvement in workplace activities, & meetings with the workers.

☺ ☺ ☺

Environmental leadership commitment is formal, clearly communicated, & demonstrated by regular leadership involvement in environmental activities.

No environmental action plan in the company.

☺ Environmental issues and response needs are identified, but not mainstreamed.

Environmental Action Planning The environmental action plan should identify environmental issues & response needs/gaps in your company, & identify priority actions to address these challenges & develop an environmental response program. The time frame of the plan can be 6 months

☺ ☺ An approved and up-to-date environmental action plan exists, & is followed monthly.

138

to 1 year. The plan should also include target indicators, dates for planned activities, responsible persons, & a budget. It should become part of annual & strategic planning in the company.

☺ ☺ ☺

Environmental action planning is part of annual and strategic planning in the company.

No environmental focal point and or committee in the company.

☺ Environmental focal point and or committee is formed, but not active, or representative of all workers and/or departments.

☺ ☺ Environmental focal point and or committee is formed, meets regularly, organizes activities, & represents all workers in all departments.

Environmental Focal Point and or Committee A person and or group responsible for organizing & implementing the company’s environmental activities. Members should meet regularly, represent workers at all levels in all departments, follow written documentation &/or a plan of action, & have management delegation on environmental issues.

☺ ☺ ☺

Environmental focal point and or committee is formed, meets regularly, organizes & oversees environmental activities, represents all workers, follows written documentation, & has required management delegation.

No environmental focal points in the company

☺ Focal points are assigned, but they may not be active or used.

☺ ☺ Focal points are assigned, & active.

Environmental Focal Points People & places assigned for environmental activities in the company, e.g., specific workers who are go-to people on company environmental issues; places where positive environmental activities can be showcases, such as a chemicals storage room. New focal points can be assigned as the program grows.

☺ ☺ ☺

Focal points are assigned, active, & have required delegation from the management.

No environmental policy document in the company.

☺ Environmental policy exists or is in draft, but it is not yet approved.

Environmental Policy An environmental policy should address environmental issues and priorities for your company & set a framework for environmental response program development. Policies should

☺ ☺ An approved environmental policy exists in the company.

139

be developed in consultation with all workers, approved by top leadership, openly communicated, & amended over time.

☺ ☺ ☺

An approved and implemented environmental policy exists in the company, which was developed with the workers, & is openly communicated.

No reporting on the company’s environmental response and performance.

☺ Only selected reporting on the company’s environmental response and performance.

☺ ☺ Indicators, including successes and challenges are reported quarterly for environmental activities in the company.

Environmental Monitoring, Evaluation & Reporting A company can collect indicators to report on, & monitor & evaluate the status & effectiveness of its environmental response program and its environmental performance. The environmental focal point and or committee can conduct the reporting quarterly for management & other stakeholders. ☺ ☺

☺ Indicators are reported quarterly & successes and challenges are evaluated and communicated, and used to improve the environmental response program.

Implementation Program Item & Description Score Status

No environmental awareness creation activities.

☺ 1-2 activities are used each quarter. ☺ ☺ 3 or more activities are used each

quarter.

Awareness Creation Program A company can use different types of tools & activities for environmental issue awareness-raising on a regular basis. E.g.: posters, events for Earth Day, and short informational presentations.

☺ ☺ ☺

5 or more activities are used each quarter, according to a schedule, plan or guideline.

No environmental discussion forums in the company.

☺ Environmental discussion forums are sometimes held in the company.

☺ ☺ Environmental discussion forums are regularly held in the company

Discussion Forums on Environmental Issues Discussions forums can take place during work hours, lunch, meetings, etc. The forums may engage different types of people or outside experts in dialogue on environmental issues relevant to the company. The discussion can follow learning modules or be informal. These discussions can be useful ways to introduce a new issue to all workers, for example.

☺ ☺ ☺

Environmental discussion forums are quarterly held in the company according to a schedule, & engage workers at all levels.

140

There is no formal employee training in the company.

☺ Formal training does exist, but it is not implemented.

☺ ☺ Formal training is implemented regularly, but not to all employees.

Formal Employee Training Formal training on specific handling, manufacturing and processing procedures and activities, should be required for workers at all levels. This is important to ensure that all workers are following the same procedures & standards, and that health & safety is not compromised.

☺ ☺ ☺

Formal training is implemented regularly to all employees.

No mainstreaming of environmental practices.

☺ Some environmental practices are mainstreamed.

☺ ☺ Environmental practices are mainstreamed, but not in all departments.

Mainstream Environmental Practices It is one thing to have an environmental action plan, and quite another to mainstream environmental practices into company activities. By mainstreaming, a company incorporates practices to reduce, re-use, re-design, and recycle resources in its activities at all levels and across all departments.

☺ ☺ ☺

Environmental practices are mainstreamed in all departments.

Business Linkages, Market Development & Extending the Program Program Item & Description Score Status

No external communication and experience sharing on environmental activities/performance.

☺ Activities identified. ☺ ☺ Company is often engaged in external

communication and experience sharing on its environmental activities/performance.

Experience Sharing & External Communication Communication & experience sharing can help companies to build on their experiences, share their performance and good practices, extend their expertise to other businesses in their network & increase their public reputation. This communication should occur on a regular basis.

☺ ☺ ☺

Company is engaged in quarterly external communication and experience sharing on its environmental activities/performance.

No analysis is conducted.

☺ Analysis has started, but is not regularly conducted.

☺ ☺ Regular analysis is conducted, but not for all aspects of the company.

Analysis of Business Networks & Supply Chain An analysis of your company’s business network and/or supply chain can be useful in making sure that your raw materials come from environmentally responsible sources and your products ☺ ☺

☺ Regular analysis is conducted for all aspects of the company.

141

or services are being used in an environmentally friendly manner. This analysis should cover all aspects of your company.

No partnerships on environmental activities.

☺ Partners are identified. ☺ ☺ Short term activities take place in

partnership with other organizations.

Partnerships on Environmental Activities Partnerships, e.g., with environmental NGOs, government agencies, business associations, other businesses, and the company's supply chain network can increase access to resources, skills & expertise for environmental activities.

☺ ☺ ☺

Joint environmental activities exist with partners.

No company funds for environmental activities & mainstreaming.

☺ Funds are available, but not on a planned basis.

☺ ☺ Funds are available from at least 1 source.

Allocate Funds for Environmental Activities & Mainstreaming Fundraising & funds allocation, combined with proper financial management, can help to ensure access to & the appropriate use of financial resources for specific environmental activities, new equipment, and/or training in the company. The environmental focal point and or committee can be trained to manage the funds according to a guideline. Funds may come from income generating projects, side projects, budget re-allocation, or matching funds.

☺ ☺ ☺

Funds are available from at least 1 & are managed by a trained person as per a company guideline.

No company activities in the community.

☺ Community activities are identified or planned.

☺ ☺ Short term activities take place in the community.

Environmental Activities in the Community The benefits of the companies environmental activities can also reach and/or be extended to the community in which the business operates, e.g., companies may plan trash pick-up days, tree-planting events, community recycling, or environmental issue awareness-raising. Benefits of community activities may include improved company reputation and improved community relations.

☺ ☺ ☺

Company activities are implemented in the community every quarter.

142

Documentation & Assessment Program Item & Description Score Status

No survey conducted. ☺ Tools or methodology identified. ☺ ☺ Survey completed, & can inform

environmental activities.

Survey of Environmental Issues & Attitudes The company can collect qualitative evidence on environmental awareness, attitudes, behaviors, practices, & risk factors. This is to understand how your company understands and prioritizes environmental issues, and to inform successful environmental action planning. Regular surveys can measure performance over time.

☺ ☺ ☺

Survey completed, with regular follow-up surveys.

No assessment conducted. ☺ Tools or methodology identified. ☺ ☺ Assessment conducted, & reported to

the management.

Impact Assessments An evaluation of the cost of implementing and not implementing environmental activities in your company is important. This provides quantitative data on which to base operational and management decisions, and can show progress, performance, and challenges to maximize efficiency.

☺ ☺ ☺

Assessment conducted, reported, and follow-up studies take place.

No evaluation conducted. ☺ Evaluation tools or methodology

identified. ☺ ☺ First evaluation completed.

Review, Evaluation & Improvement It is important for a company to conduct an evaluation of its monitoring results. This should be done by an external party, and the evaluation should be used to identify needs, gaps, successes, and challenges. Evaluation should be done on a periodic basis and reported to top management to improve environmental activities.

☺ ☺ ☺

Evaluation completed on a periodic basis and reported to top management.

Add your own ideas...

143

Step 2. Implement Monitoring and Reporting in your Company 6.5 Road Map for Business Action on Social Issues The Road Map presents steps, program items, descriptions, scores, and status indicators that can help direct a company to plan, organize, report on and follow its social response. The program items and explanations describe key program items for social response program development in a company. The scores and status indicators in the Road Map describe the extent that a program item may be implemented in a company. Steps for Action:

• Review the Road Map and think about how it can guide the social response in your company.

• Create an adapted version of the Road Map for your company’s social response including the program items that you plan to implement in your company.

Management of the Program

Program Item & Description Score Status No clear leadership commitment to

social issues. ☺ Leadership commitment to social

issues is informal. ☺ ☺ Leadership commitment to social

issues is formal and clearly communicated.

Leadership Commitment To executives and senior management need to understand the business case for social response & commit to take action on social issues in their company. They need to communicate this commitment internally & externally to their supply chain, shareholders, consumers, the community, the government, and partners, e.g., by a public statement, regular documentation, regular involvement in workplace activities, & meetings with the workers.

☺ ☺ ☺

Leadership commitment to social issues is formal, clearly communicated, & demonstrated by regular leadership involvement in socially responsible activities.

No social action plan in the company. ☺ Social issues and response needs are

identified, but not mainstreamed. ☺ ☺ An approved and up-to-date social

action plan exists, & is followed monthly.

Social Action Planning The social action plan should identify social issues & response needs/gaps in your company, & identify priority actions to address these challenges & develop a social response program. The time frame of the plan can be 6 months to 1 year. The plan should also include target indicators, dates for planned activities, responsible persons, & a budget. It should become part of

☺ ☺ ☺

Social action planning is part of annual and strategic planning in the company.

144

annual & strategic planning in the company.

No social issue focal point and or committee in the company.

☺ Social issue focal point and or committee is formed, but not active, or representative of all workers and/or departments.

☺ ☺ Social issue focal point and or committee is formed, meets regularly, organizes activities, & represents all workers in all departments.

Social Issue Focal Point and or Committee A group responsible for organizing & implementing the company’s social and community activities. Members should meet regularly, represent workers at all levels in all departments, follow written documentation &/or a plan of action, & have management delegation on social issues.

☺ ☺ ☺

Social issue focal point and or committee is formed, meets regularly, organizes & oversees social issue & community activities, represents all workers, follows written documentation, & has required management delegation.

No social issue focal points in the company

☺ Focal points are assigned, but they may not be active or used.

☺ ☺ Focal points are assigned, & active.

Social Issue Focal Points People & places assigned for social issue and community activities in the company, e.g., specific workers who are go-to people on specific social issues; an area in the company for community events and awareness-raising activities. New focal points can be assigned as the program grows.

☺ ☺ ☺

Focal points are assigned, active, & have required delegation from the management.

No social issue policy document in the company.

☺ Social issue policy exists or is in draft, but it is not yet approved.

☺ ☺ An approved social issue policy exists in the company.

Social Issue Policy A policy on social issues present in or affecting your company should set a framework for social response program development. Policies should be developed in consultation with all workers, approved by top leadership, openly communicated, & amended over time.

☺ ☺ ☺

An approved and implemented social issue policy exists in the company, which was developed with the workers, & is openly communicated.

Social Issue Reporting No reporting on the company’s social

145

response and performance.

☺ Only selected reporting on the company’s social response and performance.

☺ ☺ Indicators, including successes and challenges are reported quarterly for social activities in the company.

A company can collect indicators to report on, & monitor & evaluate the status & effectiveness of its social response program and its social performance. The social issue focal point and or committee can conduct the reporting quarterly for management & other stakeholders. ☺ ☺

☺ Indicators are reported quarterly & successes and challenges are evaluated and communicated, and used to improve the social response program.

Implementation Program Item & Description Score Status

No social issue awareness creation activities.

☺ 1-2 activities are used each quarter. ☺ ☺ 3 or more activities are used each

quarter.

Awareness Creation Program A company can use different types of tools & activities for social issue awareness-raising on a regular basis. E.g.: posters on worker safety, HIV/AIDS testing and counseling, and community family days.

☺ ☺ ☺

5 or more activities are used each quarter, according to a schedule, plan or guideline.

No social issue discussion forums in the company.

☺ Social issue discussion forums are sometimes held in the company.

☺ ☺ Social issue discussion forums are regularly held in the company

Discussion Forums on Social Issues Discussions forums can take place during work hours, lunch, meetings, etc. The forums may engage different types of people or outside experts in dialogue on social issues relevant to the company and employee well-being. The discussion can follow learning modules or be informal. These discussions can be useful ways to introduce a new issue to all workers, for example.

☺ ☺ ☺

Social issue discussion forums are quarterly held in the company according to a schedule, & engage workers at all levels.

No mainstreaming of socially responsible practices.

☺ Some socially responsible practices are mainstreamed.

☺ ☺ Socially responsible practices are mainstreamed, but not in all departments.

Mainstream Socially Responsible Practices It is one thing to have a social issue action plan, and quite another to mainstream socially responsible practices into company activities. By mainstreaming, a company incorporates practices in its activities at ☺ ☺ Socially responsible practices are

146

all levels and across all departments. Socially responsible practices include gender equality, sexual harassment policies, worker safety, etc.

☺ mainstreamed in all departments.

Business Linkages, Market Development & Extending the Program Program Item & Description Score Status

No external communication and experience sharing on social activities/performance.

☺ Activities identified. ☺ ☺ Company is often engaged in external

communication and experience sharing on its social activities/performance.

Experience Sharing & External Communication Communication & experience sharing can help companies to build on their experiences, share their performance and good practices, extend their expertise to other businesses in their network & increase their public reputation. This communication should occur on a regular basis.

☺ ☺ ☺

Company is engaged in quarterly external communication and experience sharing on its social activities/performance.

No analysis is conducted.

☺ Analysis has started, but is not regularly conducted.

☺ ☺ Regular analysis is conducted, but not for all aspects of the company.

Analysis of Business Networks & Supply Chain An analysis of your company’s business network and/or supply chain can be useful in making sure that your raw materials come from socially responsible sources (e.g. you are not buying from a company that uses child labor) and your products or services are being used in a socially responsible manner. This analysis should cover all aspects of your company.

☺ ☺ ☺

Regular analysis is conducted for all aspects of the company.

No partnerships on social & community activities.

☺ Partners are identified. ☺ ☺ Short term activities take place in

partnership with other organizations.

Partnerships on Social & Community Activities Partnerships, e.g., with NGOs, government agencies, business associations, other businesses, and the company's supply chain network can increase access to resources, skills & expertise for community outreach and activities on specific social issues.

☺ ☺ ☺

Joint social & community activities exist with partners.

No company funds for social & community activities & mainstreaming.

Allocate Funds for Social & Community Activities & Mainstreaming Fundraising & funds allocation, combined with proper financial ☺ Funds are available, but not on a

147

planned basis. ☺ ☺ Funds are available from at least 1

source.

management, can help to ensure access to & the appropriate use of financial resources for specific socially responsible activities and community outreach. The social issue focal point and or committee can be trained to manage the funds according to a guideline. Funds may come from income generating projects, side projects, budget re-allocation, or matching funds.

☺ ☺ ☺

Funds are available from at least 1 & are managed by a trained person as per a company guideline.

No company activities in the community.

☺ Community activities are identified or planned.

☺ ☺ Short term activities take place in the community.

Community Activities & Outreach The benefits of the company’s community activities and outreach may include improved company reputation and improved community relations. For example, companies may plan Family Days, company tours, sponsorships and scholarships, Health Awareness Days, etc. These activities should happen on a regular basis.

☺ ☺ ☺

Company activities are implemented in the community every quarter.

148

Documentation & Assessment Program Item & Description Score Status

No survey conducted. ☺ Tools or methodology identified. ☺ ☺ Survey completed, & can inform

environmental activities.

Survey of Social Issues & Attitudes The company can collect qualitative evidence on awareness of certain social issues, attitudes, behaviors, practices, & risk factors. This is to understand how your company understands and prioritizes certain social issues, and to inform successful social issue action planning. Regular surveys can measure performance over time.

☺ ☺ ☺

Survey completed, with regular follow-up surveys.

No assessment conducted. ☺ Tools or methodology identified. ☺ ☺ Assessment conducted, & reported to

the management.

Impact Assessments An evaluation of the cost of implementing and not implementing social issue & community activities in your company is important. This provides quantitative data on which to base operational and management decisions, and can show progress, performance, and challenges to maximize efficiency.

☺ ☺ ☺

Assessment conducted, reported, and follow-up studies take place.

No evaluation conducted. ☺ Evaluation tools or methodology

identified. ☺ ☺ First evaluation completed.

Review, Evaluation & Improvement It is important for a company to conduct an evaluation of its monitoring results. This should be done by an external party, and the evaluation should be used to identify needs, gaps, successes, and challenges. Evaluation should be done on a periodic basis and reported to top management to improve social issue & community activities.

☺ ☺ ☺

Evaluation completed on a periodic basis and reported to top management.

Add your own ideas...

149

Appendix

What is the Environmental and Social Impact Management Programme? The Environmental and Social Impact Management (ESIM) is a program designed to enhance understanding, knowledge and skills of entrepreneurs, managers and employees of small and medium sized enterprises (SMEs) to more effectively develop and implement policies and activities to address environmental and social issues in their companies. The main goal is to provide training and a practical “how-to” guide for SMEs to develop, implement and adjust their environmental and social responses to improve their bottom line, enhance their competitiveness, increase their market access, and affect their communities in positive ways. The Programme was jointly developed by the World Bank Institute (WBI), the African Capacity Building Foundation (ACBF) and Enterprise Uganda with input from local companies across East Africa. The initial funding was provided by the Government of Norway, the Government of Finland, and the ACBF. The Danish Ministry of Economic and Business Affairs Commerce and Companies Agency contributed content material. What Are Environmental and Social Response Issues? An environmental and social response is defined as the policies, strategies, and actions taken by companies to address environmental and social issues in the workplace and among their customers and the broader community. Environmental aspects to be addressed by SMEs may include solid waste management, energy efficiency, and the use of water and natural resources. Social aspects to be addressed by SMEs may include health, HIV/AIDS, work conditions, human rights, poverty and other priority social issues in the workforce and surrounding communities where the company operates. Why should you be concerned about ESIM? The constraints on development in Sub-Saharan Africa are many and varied, including the following: a difficult climate with frequent episodes of severe drought in the semi-arid lands; fragile soils prone to erosion and nutrient depletion; a very fast rate of population growth; a heavy external debt burden, and; a deepening environmental crisis. In the semi-arid regions, for example, recurrent droughts and population pressure have led to serious destruction of vegetation cover, resulting in desertification, erosion, and depletion of soil fertility. Water, a high-value economic resource in the region, is

150

evidently becoming more and more scarce. In addition to high rates of evaporation and poor management, more water is lost in runoff and less filters into the ground. Sustainable development advocates not only concern for the environment, but also changes in attitudes, behavior, philosophy, moral and ethical values, religious practices, and relationships among human beings and between humans on the one hand and organisms or things on the other at the local, national, regional, and global levels. ESIM will enable you to protect human and environmental health, support the goal of sustainable development and achieve your business growth ambitions. Benefits of ESIM Many businesses do not realize how much money they lose in wasted materials, energy and water, or through inappropriate handling, storage and disposal of waste materials. Both large and small enterprises can save money by adopting environmentally and socially responsible production processes, which may result in:

• Operational cost savings – these may derive from environmental efficiency measures such as waste reduction and energy efficiency, increases in productivity, reductions in absenteeism and staff turnover.

• Improvements in productivity and quality – greater efficiency and better management encouraged by an environmental and social policy can help businesses to improve the quality and productivity of their outputs.

• Access to new market and business opportunities – Environmental and social marketing and product development can assist companies to develop new business opportunities and tap new markets.

• Access to supply chains – addressing environmental and social issues can enable companies to comply with standards and regulations for entry into regional and/ or international supply chains.

• Learning and innovation – An environmental and social policy can help businesses find new ways to work, develop skills, manage risks, seize opportunities and solve problems.

• Enhanced company image and relationships – even where businesses do not have nationally or internationally recognized brands, their reputation and relationships with the local pool of staff, suppliers and customers and with local government can be enhanced by better social and environmental performance.

• Better alignment with consumer concerns – customers are becoming more environmentally and socially conscious.

• Safer and better working environment – minimizing risks for workers in order to make the work place a cleaner, safer, and healthier environment, hence a more motivated workforce.

151

• Partnership opportunities for business development – companies can benefit from working together with other business counterparts, learning institutions, civil society and government to develop new and innovative environmental and social responses that are also good for business.

• Improved profitability and competiveness - Businesses can achieve competitiveness by managing economic, social and environmental goals SIMULTANEOUSLY.

Who is it for? The ESIM program targets local companies, including small and medium-sized companies, as well as business associations. It may also be informative and useful for the public sector and civil society too. The objective is to raise awareness about environmental and social issues, and to learn how to mainstream appropriate responses into business strategy and daily business operations at their own speed, and customized and tailored to fit their own unique needs. Opportunities for Large Companies and Multi-National Companies The ESIM program is resource to assist you to work with small and medium sized companies in your business network or supply chain.

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152

Workshop on “Environmental and Social Impact Management:

Building Understanding for Program and Policy Development by Local Companies”

Date: XXX

A joint partnership program

The workshop is for business owners, managers and senior representatives from local companies and business organizations. It will help to increase understanding and build skills among the local private sector to develop workplace and community-based programs and policies to address priority environmental and social issues. The content is customized to assist a company to fit their action planning and policy and program development to their specific needs, considering existing resources, business strategy and the opportunities and constraints of the business environment in which they operate.

Day 1: Identifying Issues & Actions & Developing a Policy Time Activity

8:30am –9:00am

Registration

9.00am– 9.15am Welcome

9.15am – 10.15am

Introduction -Presentation -Forming your company o Participants form company groups for the workshop activities

based on real companies or other made-up organizations. These groups will complete the following group work together for their company of choice.

-Group work – what are the issues & why? (resource section 3A) o Company groups identify priority environmental and social issues

using guiding resources 3.1A, 3.2A, 3.1B and 3.2B.

10.15am–10.30am Break 10.30am – 11.15pm Framework for Business Action

-Presentation – framework recommendations -Group work – what can a company do? o Company groups brainstorm on actions to respond to

environmental and social issues using the framework as a guideline.

11.15am – 12.00pm Environmental & Social Leadership in the Company

-Presentation

153

-Group work – Environmental and social commitment statement o Company groups develop a commitment statement for their

company of choice, using resource 1.2 as a guideline. -Group work – how to communicate & to who? o Company groups complete resource 1.3.

12.00pm – 12.30pm Environmental & Social Focal Points, Places, & Target Areas in the Workplace -Presentation -Group work – Assignment of environmental and social focal points o Company groups complete resources 2.2. -Group work – Terms of reference for the environmental and social committee o Company group develops a terms of reference for a company-

based environmental and social committee using resource 2.5 as a guideline.

12:30pm–1:30pm Lunch

1.30pm – 3.00pm Environmental & Social Response Planning & Strategizing in the Company -Presentation -Group work – environmental mapping (resources 3.4A and 3.5A) -Group work – report card o Company groups complete resources 6.2 and/or 6.3. -Group work – community activities o Company groups complete resources 3.5 and/or 3.6.

3.00pm – 3.15pm

Break

3.15pm – 4.30pm Environmental & Social Policy Development -Presentation -Group work – writing your policy o Company groups complete resource 4.4 using resources 4.2 and

4.3 to guide their work.

4.30pm – 5.30pm Review of Main Concepts from the Day -Summary of the day -Questions & answer -Preparation for tomorrow –case studies & experiences o Company groups are provided with case studies to read for the

next day.

154

Day 2: Planning, Sharing Experiences & Strengthening the Way Forward

Time

Activity 9.00 – 9.30 Welcome

Recap of yesterday

9.30pm – 10.15pm Company Experience Sharing Presentations from 2-3 local companies on their experiences addressing environmental and social issues.

10.15am– 10.30am Break 10.30 – 11.30 Local Partner Presentations

Presentations from local partners on their programs and resources to address environmental and social issues in the private sector (such as 2-3 key partners from government, civil society, environmental firms, business organizations and/or others).

11:30am – 12:30pm

Group Exchange -Group work – case studies o Each company groups discusses one assigned case study and

answers the following questions. − What was the environmental and social response of the company? − What were the benefits of the response for the company and the community? − How did the response become an integral component of the company’s business strategy? − What were key challenges and lessons learnt?

12.30pm – 1.30pm

Lunch

1.30pm – 3.00pm

Environmental & Social Response Action Planning -Presentation -Group work – action planning (resources 5.1 and 5.2)

3.00pm – 3.15pm

Break

3.15 – 4.00 Environmental & Social Reporting in the Company -Group work – indicator development (resource 6.1)

4.00pm – 5.30pm

Closing Session Closing Discussion & presentations Evaluations

1

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

Djordjija Petkoski,Head of Business, Competitiveness & Development; World Bank Institute

World Bank Institute & GAIN

Business Alliance

Managing Environmental and Social Impacts of Local Companies:

Jenny Goldjgold@worldbank.orgBusiness, Competitiveness & Development World Bank Institute, The World Bank Group

An interactive training program for company focal persons and businesspeople to start and organize the management of their Environmental and Social Impacts.

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

Table of contents

I. Introduction and QuestionsII. Framework for Business Action

1. Leadership Commitment2. Focal Points, Places, and Target Areas in the Workplace and

or Workplace Committee3. Policy Development4. Issues Capabilities Assessment and Situation Analysis5. Response Action Planning6. Reporting

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

I. Introduction

2

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

Focus of this Training

• Help to get organized and started on your Environmental and Social Response Program

• Concrete Steps for Action, as well as Resources, to assist your company in developing a customized Environmental and Social Response Program

• The content for the training was developed based on consultations with businesses, businesses’ experiences, and national and international good practices.

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

Every company has the power and ability to reduce their negative impacts on the environment and positively benefit their communities.

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

What is an Environmental and Social Response?

The policies, strategies, and actions taken by companies to address environmental and social issues in the workplace, and among their customers, partners, and broader community.

3

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

Examples of environmental and social impacts of business

SocialEnvironmental

A company can act as an example of good practice (e.g. human rights, cultural diversity).

As a role model, an environmentally responsible business can be an example of good practices (e.g. waste management, use of alternative energy).

By creating jobs and providing income, a company contributes to the economic development of a community (contribution to wealth disparity; addressing youth unemployment; raising standards of living).

As an operation, a company has an impact on its community (e.g. odor; human, animal, and plant effects from toxins and hazardous wastes; indoor air quality; smog)

As a neighbor, a company interacts with other businesses and families which are located in their community (e.g. awareness raising and educational campaigns; foundations for community projects and schools; contribution to conflict and land disputes; use/ misuse of public goods, such as lake or river water.

As a consumer of raw materials, a company has an impact on its physical environment (e.g. contamination of drinking water, desertification, degradation of land).

As an employer, a company has an impact on the lives of its employees (e.g.) provision of health services; mainstreaming gender and equal opportunity into the workplace; occupational health and safety standards; treatment of migrant labor).

As a producer, a company has an impact on its environment (e.g. through pollution and effluent, use/misuse/overuse of water and energy resources, misuse/overuse of land and natural resources

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

Why is an Environmental and Social Response Program Important?

• Business environment has changed – New conditions, risk, market and stakeholder pressures.

• New export requirements and supply chain standards, community pressures, and responses from the media.

• New and emerging compliance standards, as well as environmental, governance, and social standards (health, community relations, labor, and human rights) required by buyers, consumers, and governments.

• Business cannot limit itself to its financial impact only.• Business must consider its environmental, social and financial

impact in their workforce management, investment, and productions decisions.

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

What are the Costs and Benefits to Businesses?

1. Lower costs in the long-term

2. Increased revenues

3. Reduced operational risk

4. Stimulated innovation

5. Increased access to markets

6. Improved reputation

7. Improved access to finance, capital, and resources

4

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

II. Framework for Business Action

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

Documentation & Assessment•Documentation of environmental & social responses in a manual or resource guide•Write a case study•Monitoring & reporting of benchmarks, performance audits and checklists•Impact assessments, workplace studies, life cycle analysis, cost/benefit analysis•Regular review & improvement of the company’s response•Regular reporting to leadership

Business Linkages, Market Development & Extending the Program•Analysis of business networks & supply chain•External communication & marketing of environmental & social responses•Development of partnerships with civil society, community groups, government, business groups & other companies•Community relations & outreach activities•Fund-raising and/or social fund development

Implementation•Internal communication & awareness-raising•Training & education for behavioral change•Mainstreaming of environmental practices to reduce, re-use, re-design & recycle resources in the workplace•Provide health & social assistance programs & services in the workplace

Management of the Program•Leadership commitment and training•Environmental and social focal points and or environmental and social committee in the workplace•Environmental and social planning and strategizing•Environmental and social policy development in the company•Company reporting on environmental and social issues

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

1. Leadership Commitment

5

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

Module 1.Environmental and Social Leadership Commitment

Step 1. Build Environmental and Social Response Commitment in your Company

Step 2. Demonstrate your Company’s Environmental and Social Response Commitment

Step 3. Communicate your Company’s Environmental and Social Response Commitment

Step 4. Continuously Demonstrate your Company’s Environmental and Social Response Commitment

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

Step 1. Build Environmental and Social Response Commitment in your Company

Understand the business case for environmental and social response.

Materials on environmental and social issues and their impacts on business are available from many sources, including your business association, the Internet, and local resource centers.

1. Review publications on environmental and social issues and their impact on your business.

2. Train your company’s managers on these issues, and how to mainstream responses into strategy and daily operations.

Cont.

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

3. Share experiences with other companies.

4. Learn about the costs and benefits of environmental and social response development for your company.

What is your business case for environmental and social What is your business case for environmental and social response program development?response program development?

Step 1. Build Environmental and Social Response Commitment in your Company

6

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

Step 2. Demonstrate your Company’s Environmental and Social Response Commitment

• Formal recognition of environmental and social issues as CORE issues for your company by top managers and workplace leaders is important.

• Commitment can initiate the program, build understanding, empower workers, stimulate open dialogue.

One way to start to develop your company’s leadership commitment is to release a written statement.

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

Step 3. Communicate your Company’s Environmental and Social Response Commitment

• Top management and workplace leaders should communicate the formal commitment to address environmental and social issues to the rest of the company.

• Communicate to the following stakeholders:

• internal to workers at all levels

• external to shareholders, buyers, insurance companies, banks, customers, and the broader community

Cont.

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

– Use communication channels such as

• General assembly

• Lunch meetings

• Posters in the workplace

• Media

• Advertising

Step 3. Communicate your Company’s Environmental and Social Response Commitment

7

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

Step 4. Continuously Demonstrate your Company’s Environmental and Social Commitment

Long-term demonstration of commitment can be shown through active management participation and support of environmental and social activities in your company:

1. Environmental and social committee (s),2. Environmental and social strategic planning, 3. Policy development,4. Adjustment of operational activities and equipment,5. Training/education.

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

• Step 1. Build Environmental and Social Response Commitment in your Company1.1 Company Management Survey on Environmental and Social Issues (page 21)

• Step 2. Demonstrate your Company’s Environmental and Social Response Commitment1.2 Model Environmental and Social Commitment Statement (page 24)

• Step 3. Communicate your Company’s Environmental and Social Response Commitment1.3 How to Communicate Your Environmental and Social Commitment (page 25)

ResourcesModule 1. Leadership Commitment

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

2. Focal Points, Places, and Target Areas in the Workplace and or Environmental and Social Workplace

Committee for larger companies

8

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

• Step 1. Decide the Types of Environmental and Social Focal Points, Places, and Target Areas to Develop

• Step 2. Assign the Focal Points, Places, and Target Areas in your Company

• Step 3. Describe the Activities and Purposes of the Focal Points, Places, and Target Areas

• Step 4. Continuously Strengthen the Focal Points, Places, and Target Areas

Module 2. Focal Points, Places, and Target Areas in the Workplace and or Environmental and Social Workplace Committee for larger companies

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

Step 1. Decide the Types of Environmental and Social Focal Points, Places, and Target Areas to Develop

Module 2. Focal Points, Places, and Target Areas in the Workplace and or Environmental and Social Workplace Committee for larger companies

• Focal Points are people or a group or a committee in the workplace whose job can include specific environmental and social responses.

• Focal Places are common places that can be used for raising awareness, training, and communicating environmental and social responses in your company.

• Target Areas are the parts of your company that will be targeted for a specific environmental and/or social response.

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

Engage Management in the Environmental and Social Focal Points and Response Commitment

Step 1. Decide the Types of Environmental and Social Focal Points, Places, and Target Areas to Develop

Module 2. Focal Points, Places, and Target Areas in the Workplace and or Environmental and Social Workplace Committee for larger companies

9

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

Step 2. Assign the Focal Points, Places, and Target Areas in your Company

Recognize selected persons, places, and target areas as important for environmental activities, health and safety information, andcommunity engagement.

For larger companies, select Environmental and Social Committee Members

Module 2. Focal Points, Places, and Target Areas in the Workplace and or Environmental and Social Workplace Committee for larger companies

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

Step 3. Describe the Activities and Purposes of the Focal Points, Places, and Target Areas

• Explain the work, activities, qualifications, and management of the Focal Persons

• Add the activities to existing company documents, such as job descriptions, employee evaluation procedures, and departmental functions

Module 2. Focal Points, Places, and Target Areas in the Workplace and or Environmental and Social Workplace Committee for larger companies

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

Module 2. Focal Points, Places, and Target Areas in the Workplace and or Environmental and Social Workplace Committee for larger companies

Step 4. Continuously Strengthen the Focal Points, Places, and Target Areas and the Committee

• Follow a regular schedule for Environmental and Social activities and meetings (e.g. every month)

• Focal Persons can meet regularly to tackle challenges, implement activities, and monitor and report on existing activities

• Start discussion forums on environmental topics

10

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

Module 2. Focal Points, Places, and Target Areas in the Workplace and or Environmental and Social Workplace Committee for larger companies

Step 4. Continuously Strengthen the Focal Points, Places, and Target Areas and the Committee

• Weekly or bi-monthly workshops on worker safety

• Provide HIV/AIDS counseling services

• Start a Family Day each quarter

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

Step 1. Decide the Types of Environmental and Social Focal Points, Places and Target Areas to develop and engage Management in the Environmental and Social Response Commitment2.1 Environmental and Social Committee Delegation Letter (page 35)Step 2. Assign the Focal Points, Places, and Target Areas in your Company and Select Environmental and Social Committee Members2.2 Assignment of Environmental and Social Focal Points, Places, and Target Areas in your Company (page 36)2.3 Environmental and Social Committee Member Assignment Form (page 38) Cont.

Resources

Module 2. Focal Points, Places, and Target Areas in the Workplace and or Environmental and Social Workplace Committee for larger companies

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

Step 3. Describe the Activities and Purposes of the Focal Points, Places, and Target Areas and describe the Environmental and Social Committee and Establish the Meeting Program for the Environmental and Social Committee2.4 Terms of Reference for Environmental and Social Focal Persons (page 40)2.5 Terms of Reference for the Environmental and Social Committee (page 42)Step 4. Continuously Strengthen the Focal Points, Places, and Target Areas and Strengthen the Environmental and Social Committee through Action2.6 Getting the Environmental and Social Committee Started (page 43)

Resources

Module 2. Focal Points, Places, and Target Areas in the Workplace and or Environmental and Social Workplace Committee for larger companies

11

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

3. Issues Capabilities Assessment and Situation Analysis

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

Module 3. Environmental and Social Response Planning and Strategizing: Environmental and Social Issues

Capabilities Assessment and Situation Analysis

• Step 1. Conduct an Environmental Self-Assessment

• Step 2. Conduct a Social Self-Assessment

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

Step 1. Conduct an Environmental Self-Assessment

A. Identify Environmental Issues Affecting your Company

• Develop response monitoring, evaluation activities and workplace studies

• Group Discussion can provide a rapid analysis of the environmental and social situation in your company. Your company’s environmental and social response Action Plan can then include actions to help change identified issues.

• Company Self-Assessment is another way to rapidly identify potential vulnerability and environmental risk factors facing your company.

12

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

B. Identify Environmental Response Gaps in your Company

• Some companies are already recycling or using more energy efficient technology, and an Environmental and/or Occupational Health and Safety Committee may already be set up

• Existing experiences, whether big or small, active or inactive, can inform planning by further helping you to identify program items to improve on, challenges to tackle, and gaps in the response planning.

Step 1. Conduct an Environmental Self-Assessment

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

Reflect on these questions

• Does your company have an organized management structure for addressing environmental issues?

• Does your company have an internal and external environmental awareness-raising and communication plan?

• Are environmental issues and responses mainstreamed into daily operations in your company?

• Has your company identified key partners to assist with resource and cost-sharing of environmental responses? What about technical assistance?

• Has your company documented your environmental achievements and performance?

• What is missing from your actions?

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

C. Capabilities Assessment

• Compile data to provide overview of your company

• Identify risk factors regarding environmental issues, areas of opportunity where environmental response can be integrated and developed

• Leverage existing capabilities – answers should reflect the current situation of your company

• Basis for action

Step 1. Conduct an Environmental Self-Assessment

13

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

D. Review the Available Resources for your Environmental Response

• Consider new and creative ways of using existing resources in your company and community

• List resources for your company’s environmental response planning

Step 1. Conduct an Environmental Self-Assessment

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

Group discussion

1. What resources will be needed for your company’s Environmental Response Program?

2. What resources can your company contribute to its Environmental Response Program?

3. What resources will you seek from partners?

D. Review the Available Resources for your Environmental Response

Step 1. Conduct an Environmental Self-Assessment

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

Resources

Module 3. Issues Capabilities Assessment and Situation Analysis

Step 1. Conduct an Environmental Self-Assessment

D3.9 i Company Environmental Self-Assessment Company Capabilities (page 66)3.10 i Response Needs/Gaps and Resources for Company Environmental Response Planning (page 68)

C3.6 i Company Environmental Self-Assessment (page 63)3.7 i Health, Safety, and Potential Environmental Concerns (page 64)3.8 i Exposure to Chemicals and Materials (page 65)

B.3.3 i Company Environmental Self-Assessment Company Operations (page 58)3.4 i Basic and Supporting Operations (page 60)3.5 i Input/Output Diagrams (page 61)

A.3.1 i Identifying Priority Environmental Issues in your Company (page 55)3.2 i Group Exchange (page 57)

14

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

Step 2. Conduct a Social Self-Assessment

A. Identify Social and Community Issues Affecting your Company

• Receive information on social vulnerabilities, risks and costs from social response monitoring and evaluation activities and workplace studies

• Group discussion can provide a rapid analysis of the social situation in your company

• Company Self-Assessment is another way to rapidly identify potential vulnerability and risk factors facing your company

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

B. Identify Social Response Gaps in your Company

• Some companies may have set up an HIV/AIDS Committee, offer advanced training, or hold a community day.

• Existing experiences, whether big or small, active or inactive, can inform planning by further helping you to identify program items to improve on, challenges to tackle, and gaps in the response planning.

Step 2. Conduct a Social Self-Assessment

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

C. Social Capabilities Assessment

• Compile data to provide an overview of certain characteristics of your company.

• Identify risk factors regarding social issues, areas of opportunity where social response can be integrated and developed.

• Leverage existing capabilities to reflect the current situation within your company, this will form the basis for action for your companies social responses.

Step 2. Conduct a Social Self-Assessment

15

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

D. Review the Available Resources for your Social Response

• Consider new and creative ways of using existing resources in your company and community

• Improve use/access to resources to run, facilitate and support social response program items and make the program development more sustainable and cost-effective

• List resources for your company’s social response planning

Step 2. Conduct a Social Self-Assessment

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

1. What resources will be needed for your company’s Social Response Program?

2. What resources can your company contribute to its Social Response Program?

3. What resources will you seek from partners?

Group discussion

D. Review the Available Resources for your Social Response

Step 2. Conduct a Social Self-Assessment

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

• Get engaged in community activities to make your company an attractive workplace for employees and make current employees proud of their workplace.

• Contribute to compiling new experience and learning in your company through working with organizations and areas in which your company has not operated before.

• Ensure the availability in your community of resources you need – qualified labor or development opportunities for partnership businesses.

Step 2. Conduct a Social Self-Assessment

E. Community Activities

16

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

Resources

Module 3. Issues Capabilities Assessment and Situation Analysis

Step 2. Conduct a Social Self-Assessment

D3.5 ii Clarification Form for Community Activities (page 76)3.6 ii Assessment Model for Community Activities (page 78)

C3.4 ii Capabilities Assessment (Social) (page 74)

B3.3 ii Response Need/ Gaps and Resources for Company Social Response Planning (page 73)

A3.1 ii Identifying Priority Social Issues in your Company (page 70)3.2 ii Group exchange (page 72)

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

4. Policy Development

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

Module 4. Environmental and Social Policy Development

• Step 1. Establish an Environmental and Social Policy Subcommittee or Working Group

• Step 2. Learn about Good practices for Environmental and Social Policy Development

• Step 3. Develop the Company’s Environmental and Social Policy

Cont.

17

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

Module 4. Environmental and Social Policy Development

• Step 4. Consult the Stakeholders on the Environmental and Social Policy

• Step 5. Approve the Environmental and Social Policy

• Step 6. Communicate and Implement the Environmental and Social Policy

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

Module 4. Environmental and Social Policy Development

Step 1. Establish an Environmental and Social Policy Subcommittee or Working Group

• Members should include three to five persons with skills and experiences that can help the policy development, such as an auditor, a company engineer, a Human Resource representative, and a planning expert.

• Usually led by General Manager

• Suggestion, develop a work plan in the first meeting, to identify work activities, responsibilities, and timeline.

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

Step 2. Learn about Good Practices for Environmental and Social Policy Development

• The committee should learn about environmental and social issues affecting your company, caused by your company’s and sector’s operations, and what can be done to mitigate negative effects.

• Research similar programs and other companies; search the Internet for resources; ask different organizations and your business associations for materials.

Module 4. Environmental and Social Policy Development

18

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

Module 4. Environmental and Social Policy Development

Step 3. Develop the Company’s Environmental and Social Policy

• Draft the policy to fit your company’s situation. Sections can be adapted from international guidelines and other companies’examples.

• The policy may include the following sections – background information; general statement; guiding principles on standards in the workplace; framework for environmental and social program development in the company; guidelines for implementation and monitoring; description of the budget and finances.

• The language should be clear and understandable to all workers.

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

Module 4. Environmental and Social Policy Development

Step 4. Consult the Stakeholders on the Environmental and Social Policy

• Share the draft with managers, workers and anyone else who can provide you with comments.

• Consultation can happen by holding a group discussion, one-on-one interviews, simply asking key people for their input, hold a meeting with external experts.

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

Module 4. Environmental and Social Policy Development

Step 5. Approve the Environmental and Social Policy

• The management should approve the final draft of the Policy by officially signing and stamping it.

19

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

Step 6. Communicate and Implement the Environmental and Social Policy

• Present final Policy over mini-media, lunchroom discussion groups, newsletter, posters, staff meeting

• The responsible person should start to implement it, by taking action on the described principles, standards, and activities.

Module 4. Environmental and Social Policy Development

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

Module 4. Environmental and Social Policy Development

Resources

Step 1. Establish an Environmental and Social Policy Subcommittee or Working Group

4.1 Forming an Environmental and Social Policy Subcommittee (page 88)

Step 2. Learn about Good Practices for Environmental and Social Policy Development.

4.2 Generic Policy with Policy Background, General Statement, Policy General Principles, Program Framework, Implementation and Monitoring, Budget and Finance (page 89) Cont.

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

Module 4. Environmental and Social Policy Development

Resources

Step 3. Develop the Company’s Environmental and Social Policy4.3 Environmental and Social Policy Checklist (page 92)4.4 Writing your Environmental and Social Policy (page 94)

20

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

5. Response Action Planning

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

Module 5. Environmental and Social Response Planning and Strategizing: Environmental and Social Response

Action Planning

• Step 1. Identify priorities for Environmental and Social Response Action in your Company

• Step 2. Develop your Environmental and Social Response Action Plan

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

Step 1. Identify priorities for Environmental and Social Response Action in your Company

• Based on the identified environmental, health and safety, and community issues facing your company, your response needs and available resources, identify the program items that are a priority for implementation in your company.

Module 5. Environmental and Social Response Planning and Strategizing: Environmental and Social Response Action Planning

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Step 2. Develop your Environmental and Social Response Action Plan

• Action plan should have different priority actions, target indicators, dates, responsible persons, and budget sources.

• Management should approve the final plan.

• Implement the plan according to selected timelines and targets. The committee can lead implementation, monitoring and evaluation.

Module 5. Environmental and Social Response Planning and Strategizing: Environmental and Social Response Action Planning

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

Step 1. Identify Priorities for Environmental and Social Response Action in your Company 5.1 Priority Environmental and Social Response Actions for your Company (page 103)

Step 2. Develop your Environmental and Social Response Action Plan 5.2 Your company’s Environmental and Social Response Action Plan (page 105)5.3 Letter for Management Approval of the Action Plan (page 107)

Resources

Module 5. Environmental and Social Response Planning and Strategizing: Environmental and Social Response Action Planning

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6. Reporting

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Module 6. Environmental and Social Response Reporting

• Step 1. Understand Monitoring and Reporting Needs for your Company

• Step 2. Implement Monitoring and Reporting in your Company

• Step 3. Communicate the Successes and Challenges of your Company

• Step 4. Review the Environmental and Social Changes in your Company

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

Step 1. Understand Monitoring and Reporting Needs for your Company

• Use Environmental and Social Report Cards (see resources)

• Develop regular reporting on the challenges and successes of the activities

• Provide quantitative and qualitative indicators (number, percentages, descriptions, etc.), progress of the program in relation to inputs, processes, outputs, outcomes, and impacts of environmental and social response activities

• Develop indicators in the beginning of the program and follow changes

Module 6. Environmental and Social Response Reporting

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

Step 2. Implement Monitoring and Reporting in your Company

• Report regularly (quarterly or biannually) to follow changes, evaluate successes and challenges of the response activities, and identify ways to improve your responses

• Assign a Monitoring and Evaluation Coordinator responsible to oversee activities

Cont.

Module 6. Environmental and Social Response Reporting

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2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

Step 2. Implement Monitoring and Reporting in your Company

• The coordinator should:– Help to plan reporting activities;

– Participate in company reporting, monitoring, and evaluation;

– Develop tools and guidelines for company environmental and social response reporting;

– Supervise environmental and social response data collection Cont.

Module 6. Environmental and Social Response Reporting

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

Step 2. Implement Monitoring and Reporting in your Company

• The coordinator should:

– Ensure environmental and social response reporting is accurate and conducted in a timely manner

– Analyze findings

– Write the environmental and social response reports

– Participate in communicating your company’s environmental and social response achievements.

Module 6. Environmental and Social Response Reporting

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

Step 3. Communicate the Successes and Challenges of your Company

- Communicate regular to recognize challenges, successes, keep everyone motivated and to help build and maintain partnerships, generate interest in the program at all levels andexternally, and ensure long-term commitment.

- Communicate with other stakeholders, including partners, workers, the business association, and other authorities.

Module 6. Environmental and Social Response Reporting

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2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

How will you communicate your successes?

Meetings, Internet communication, membership contribution, workshops

Share information and experience, obtain technical support, and foster community partnerships and links to other businesses.

Business Association

Meetings, newsletters, bulletin boards

Share achievements and obtain feedback to improve environmental and social responses.

Workers and other program beneficiaries

Meetings, reportsInforming on progress and ensuring top leadership support for ongoing activities.

Management

Meetings, reports Discuss progress, challenges, and ways to improve environmental and social responses.

The Environmental and Social Committee

Methods:Communication objectives:Target audience:

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

How will you communicate your successes?

Presentations, partnership meetings

Develop national partnerships and ensure your action fits with national strategies.

National authorities

Publication of case studies, press releases, conferences

Share your experiences and lessons learned

Media and international partners

Workshops, Internet communication

Share your experiences, expertise, and lessons learned.

Other businesses

Meetings, reports, Internet communication

Share achievements and technical support needs

Partners

Methods:Communication objectives:

Target audience:

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

Step 4. Review the Environmental and Social Changes in your Company

- Adjust and improve activities with support from management, and in communication with workers at all levels, as well as relevant partner.

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2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

Module 6. Environmental and Social Response Reporting

Step 1. Understand Monitoring and Reporting Needs for your Company 6.1 Environmental and Social Response Reporting in your company (page 119)6.2 Environmental Response Report Card (page 124)6.3 Social Response Report Card (page 130)

Step 2. Implement Monitoring and Reporting in your Company 6.4 Road Map for Business Action on Environmental Issues (page 137)6.5 Road Map for Business Action on Social Issues (page 143)

Resources

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Acknowledgments

2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

Acknowledgments

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2008 The World Bank Group, All Rights Reserved. Legal.Jenny Gold jgold@worldbank.org

Djordjija Petkoski,Head of Business, Competitiveness & Development; World Bank Institute

World Bank Institute & GAIN

Business Alliance

Thank you

Jenny Goldjgold@worldbank.orgBusiness, Competitiveness & Development World Bank Institute, The World Bank Groupwww.devandbiz.org