social fingerprint: measure and improve social performance
DESCRIPTION
Presentation by SAI's Corporate Programs & Training Director Craig Moss. Delivered at the ISSP Conference 2011, September 22, 2011.TRANSCRIPT
Social Fingerprint®:
Measure & Improve
Social PerformancePresented at the ISSP Conference
September 22, 2011by Craig Moss, Director –
Corporate Programs & Training
© Social Accountability International 2011
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Social Accountability International
Multi-stakeholder organization - established May 1997
Developed leading social compliance standard and certification system - SA8000®
Multi-industry and global
Leader in social compliance training for brands, suppliers and auditors
Contracted by many governments and multi-national agencies to conduct CSR awareness and supplier training
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SAI Corporate Programs Work with brands and retailers to use management
systems to drive continual improvement of social performance in their supply chains - applicable to various codes and standards
Published “Implementing a Socially Responsible Supply Chain”
Developed Handbook for World Bank/IFC on client use of management systems to meet PS2
Members include Carrefour, Disney, HP, Gap, Timberland, Anvil Knitwear, Rosy Blue, General Mills, Chiquita, Gucci, TNT, Otto Group, Billabong, etc.
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Session Overview
(Really Brief) Introduction to Social Performance
Challenge: Prescription versus Judgment
Setting the Stage: Social Performance in the Global Supply Chain
Measure & Improve: Using a Process-based Approach
(Really Quick) Tour of Social Fingerprint®
Discussion
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aka Labor Standards Performance, Social Compliance, Labor Compliance
Introduction to Social Performance
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SA8000®: Labor Standard
Child Labor Child labor shall not be used
Forced Labor People have the right to change jobs and shall not be forced to work
Health & Safety People must not be endangered at work
Freedom of Association
People have the right to organize and be heard at work thru collective bargaining
Discrimination Hiring, promotions and wages must be equal and fair
Discipline People must not be abused at work and free from all corporal punishment
Working Hours Overtime is limited, voluntary and paid at a premium
Compensation People must earn enough to live on during a regular work week
Management System A management system is the key to sustainable compliance
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Elements of Social Performance
Improving social performance requires improvement by managers and workers in all three areas
Skills
Attitudes
Knowledge
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Social Performance in the Global Supply
Chain
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© Social Accountability International
Consumer Electronics Supply Chain
CONSUMER ELECTRONICS BRAND
SUPPLIER: ASSEMBLY, QC & PACKAGINGSub-Contractor:
Batteries
Sub-Supplier: Wires
Sub-Supplier: Connectors
Sub-Supplier: Switches
Sub-Supplier: Cells
Sub-Contractor: Memory
Sub-Contractor: Displays
Sub-Supplier: Security
Sub-Supplier: Dormitory
Sub-Supplier: Cleaning
Sub-Supplier: Cafeteria
X X X X
X X X XProduc
eMeat Paper Tools Bakery
PO
Sub-Contractor: Plastic Cases
Socially Responsible Supply Chain Trends Increasing use of “Strategic Suppliers”
Working with suppliers to build internal capacity
More training, less auditing
All industries struggling with how to manage sub-contractors
Integrating social compliance into sourcing operations and performance measurements
Shift from “the stick” to “the carrot”
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© Social Accountability International 2011
Prescription versus
Judgment
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Discrimination or Not?
Women at the shoe factory in India are not allowed to perform certain production jobs after the age of 25 since younger workers are considered to be more efficient at this particular task.
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© Social Accountability International 2011
Prescription
Choice 1 Choice 2
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uuThe Third Option
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More Choices – More Decisions
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Prescription vs. Calibration
Judgment and the Theory of Motivated Reasoning
Our Beliefs versus New Facts Confirmation Bias Disconfirmation Bias
Changing Attitude is REALLY HARD
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Measure & Improve
Using a Process-based Approach
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© Social Accountability International
You Can’t Improve What You Don’t Measure
Losing weight
Running a marathon
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Social Fingerprint® Program Approach
“Measure & Improve”
Focuses on processes and management systems – not only code violations
Builds on SA8000 management systems
Analyzes system development and implementation
Supports continual improvement along any standard, industry code or corporate code
Shapes the path and creates small steps to improvement
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Social Fingerprint® Programs
Company
Looks inside a company at how
they manage social
performance
Typically for suppliers
Supply Chain
Management
Looks at how a company
manages social performance in its supply chain
Typically for brands/retailers
© Social Accountability International
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© Social Accountability International
Social Fingerprint® Program: Uses
Self-Assessment Internal tool to measure and improve Risk assessment tool
“Remote” Independent Evaluation Phone interview and document review Benchmarking
Field Verification
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Social Fingerprint® Process Categories
© Social Accountability International
Company Program (Supplier)
Supply Chain Management Program (Brand/Retailer)
Management Systems Scope & Risk
Internal Social Performance Team
Aggregate Score of Suppliers
Worker Involvement & Communication
Annual Improvement of Suppliers
Complaint Management & Resolution
Internal Integration of Compliance and Sourcing
Level & Type of Non-Conformance
Supplier Communication & Purchasing Practices
Progress on Corrective Actions Complaint Management & Resolution
External Stakeholder Engagement
Training & Capacity Building
Management of Suppliers & Contractors
Social Fingerprint® Levels
1 = Little or no awareness, systems or interest
2 = Limited systems with sporadic implementation
3 = Systems in development with partial implementation
4 = Fully developed systems with improving implementation
5 = Mature systems, fully implemented inside and outside company
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© Social Accountability International
Mapping Social Fingerprint® to SA8000 or a Rigorous Code
Implementation Tips Verify that policies and procedures in
Management Systems meet SA8000 or Code Think both ways
Use the 9 Social Fingerprint categories to tackle any individual labor code element
Use the 9 Social Fingerprint categories as a detailed plan for a management systems audit
Social Fingerprint improvement tips can help with corrective actions and remediation
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Human resource policies and procedures meeting the selected code or standard
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Trained multi-department team that leads the effort and includes worker representation
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Effective two-way communication channels and joint participation
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The system for handling and addressing grievances
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Severity and frequency of problems in meeting labor standards – systemic or isolated
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Effective system for addressing problems and making changes to prevent them from recurring
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Cooperation with outside auditors and involvement with external stakeholders to enhance efforts to improve labor standards
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System for training on the attitude, skills and knowledge needed to improve labor standards - in your company and supply chain
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System for informing suppliers of labor standard and methods for influencing them to meet the code or standard and improve
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Social Fingerprint®
in Action
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© Social Accountability International
Comparison: 50 Suppliers in China
MSIS
PT WIC
CMSLT
NCPC
AEV
SE TCB
MSC
Socia
l Fin
gerp
rint
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
Self-AssessmentSAI Evaluation
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© Social Accountability International
Case Study: Benefits & Results
60 vendors in one country - random survey of 23: 91% agreed or strongly agreed - online system
easy to use 100% implemented improvement tips
immediately (57% 3-5 tips; 24% implemented 6+ tips)
Improvement highlights–reporting “significantly better” Management Systems – 48% Internal Social Performance Teams – 44% Worker Involvement & Communication – 35% Progress on Corrective Actions – 44%
82% agreed or strongly agreed that Social Fingerprint was more helpful than other social performance programs
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Social Fingerprint®
Getting Started:
Quick Tour
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Questions & Answers
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© Social Accountability International 2011
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