Séminaire conçu et animé par Constant Calvo Co-fondateur et directeur associé du Cabinet Adhere-RH en version bilingue, français et anglais, en octobre 2014, pour une entreprise du secteur agroalimentaire.

1. CSR/RSE
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Monday 6 and Tuesday 7 october 2014
Constant CALVO

2. WHAT IS CSR ?
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6. WHAT IS CSR ?
The objective of CSR is to contribute to sustainable
development.
Organizations around the world, and their stakeholders, are
becoming increasingly aware of the need for and benefits of
socially responsible behaviour.
https://www.youtube.com/watch?v=GggyVO21hw8
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7. SUSTAINABLE DEVELOPMENT
Development that meets the needs of the present without
compromising the ability of future generations to meet their
own needs.
from the World Commission on Environment and Development’s
(the Brundtland Commission) report Our Common Future
(Oxford: Oxford University Press, 1987).
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8. Organizations around the world, and their stakeholders, are
becoming increasingly aware of the need for and benefits of
socially responsible behaviour.
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SOCIALLY RESPONSABLE
BEHAVIOUR

9. WHAT IS SOCIALLY RESPONSABLE
BEHAVIOUR ?
Decisions and Actions by Indiduals/Groups
aimed at enhancing social well-being.
https://www.youtube.com/watch?v=GggyVO21hw8
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10. DEFINITION OF CSR
Despite numerous efforts to bring about a clear and unbiased
definition of CSR, there is still some confusion as to how CSR
should be defined.
There is no universal definition of CSR.
Altogether, 37 definitions of CSR were found. The definitions
originated from 27 authors and covered a time span from
1980 to 2003, although most definitions were published from
1998 onwards.
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11. DEFINITION BY ISO 26000
The responsibility of an organization for the impacts of its
decisions and activities on society and the environment, through
transparent and ethical behaviour that :
• contributes to sustainable development, health and the welfare
of society;
• takes into account the expectations of stakeholders;
• is in compliance with applicable law and consistent with
international norms of behaviour;
• And is integrated throughout the organization and practiced in
its relationships.
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12. IMPLEMENTING CORPORATE SOCIAL
RESPONSIBILITY
There is no one-size-fits-all method for implementing a
corporate social responsibility (CSR) approach:
Each firm has unique characteristics and circumstances that
will affect how it views its social responsibilities; and each will
vary in its awareness of CSR issues and how much work it
has already done towards implementing a CSR approach.
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13. DEVELOPPEMENT DURABLE
Le développement durable en entreprise, c'est
l'intégration des systèmes économique, social et
environnemental afin de créer des organisations résilientes.
Les entreprises durables sont des entreprises
résilientes, qui créent de la valeur économique, des
écosystèmes en bonne santé et des communautés solides.
Ces entreprises survivent aux crises externes car elles
sont intimement liées à des systèmes économiques, sociaux
et environnementaux sains.
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14. BUSINESS SUSTAINABILITY
 Business sustainability is often defined as managing the triple
bottom line – a process by which firms manage their financial,
social, and environmental risks, obligations and opportunities.
 These three impacts are sometimes referred to as profits,
people and planet. We extend this definition to capture more
than just accounting for environmental and social impacts. We
believe that sustainable businesses are resilient and that they
create economic value, healthy ecosystems and strong
communities.
 Sustainable businesses survive external shocks because they
are intimately connected to healthy economic, social and
environmental systems.
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15. STAKEHOLDERS
(PARTIES PRENANTES)
 Tout groupe ou individu qui peut affecter ou être affecté par la
réalisation des objectifs d’une organisation.

 les parties prenantes internes : actionnaires, employés, etc.
 les parties prenantes externes : fournisseurs, clients, etc.
 les autorités coordonnatrices : gouvernements, associations
professionnelles, etc.
 ONG et les communautés locales.
https://www.youtube.com/watch?v=bIRUaLcvPe8&feature=related
https://www.youtube.com/watch?v=VHGTsEwbOJY 15

16.  Le développement durable est atteint lorsque le développement
industriel souscrit aux trois principes de l’efficience économique, de
l’équité sociale et de la responsabilité environnementale. Ces
trois enjeux peuvent être désignés par les termes: profits,
personnes et planète.
 Au niveau de l’entreprise, le développement durable est souvent
défini comme l’atteinte d’un triple bilan équilibré – une façon de
gérer à la fois les risques, les obligations et les opportunités dans
les domaines financier, social et environnemental.
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17. CSR IN THE AGRIFOOD SECTOR
Corporate social responsibility is of high relevance for food
companies as this sector has a strong impact and a high
dependence on the economy, the environment and on society.
CSR's threats and opportunities are increasingly shifting from
the single-firm level to food supply chains and food networks.
Corporate Social Responsibility in the agri-food sector is
harnessing innovations for a sustainable development. The key
focus of the initiatives undertaken is socio-economic well being
of farmers while protecting the ecological diversity.
http://www.bel-group.com/en/sustainability/csr-approach
http://www.bonduelle.com/fr/developpement-durable/engagement-longue-date.html
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18. RISQUES ET OPPORTUNITÉS
Les géants de l’agroalimentaire
pressés par les investisseurs de renforcer la transparence.
http://www.rse-et-ped.info/les-geants-de-lagroalimentaire-presses-par-les-investisseurs-de-renforcer-la-
transparence
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19. DÉVELOPPEMENT DURABLE
 Le développement durable en entreprise, c'est l'intégration
des systèmes économique, social et environnemental afin de
créer des organisations résilientes.
 Les entreprises durables sont des entreprises résilientes, qui
créent de la valeur économique, des écosystèmes en bonne
santé et des communautés solides. Ces entreprises survivent
aux crises externes car elles sont intimement liées à des
systèmes économiques, sociaux et environnementaux sains.
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20. SUSTAINABLE MANAGEMENT
The ability to direct the course of a company, community,
organization, or country in ways that restore and enhance all
forms of capital (human, natural, manufactured, and financial)
to generate stakeholder value and contribute to the well-being
of current and future generations.
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21. SUSTAINABILITY CHAMPION
An individual who seeks to lead change in an organization to
transform that organization into a smarter, more successful,
and more sustainable enterprise.
This individual may exist at any level within an organization
and in any type of organization, from the Chief Executive
Officer to administrative assistant, from Mayor to city staffer,
from university president to student leader.
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22. CORPORATE CITIZENSHIP
The expectation that drives companies to interact with their wider
communities in an ethical and socially-responsible manner.
Increasingly organizations are reconciling their corporate goals with
those of their stakeholders, including local communities and their
customers’ values.
Good corporate citizenship involves : legal compliance, employee
relations, environmental performance, transparency, human rights,
product stewardship, stakeholder communication, profitability,
strategy integration, and community involvement.
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23. 3 PILLARS
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24. SUSTAINABILITY PERFORMANCE
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Économiquement
viables :
Socialement
responsables :
Respectueuses de
l’environnement :
• Les résultats
financiers
• L’efficacité des
processus
internes et
externes
• La satisfaction des
clients /
fournisseurs
• Le développement
des collaborateurs
• La qualité de la gouvernance
• La loyauté des pratiques
• Les relations et conditions de travail
• La satisfaction du client/usager
• Le respect des droits de l’Homme
• Le respect de l’environnement
• La participation au développement local

25. 7 PRINCIPLES OF SOCIAL
RESPONSIBILITY
(ISO 26000 )
1) Accountability : being answerable for decisions and activities and their
impacts on society, the economy and the environment
2) Transparency : openness about decisions and activities that impact
on society and the environment
3) Ethical behavior : in accordance with accepted principles of right or
good conduct
4) Respect for stakeholder interest : respect, consider and respond to
the interests of its stakeholders
5) Respect for rule of law : mandatory
6) Respect for international norms of behavior
7) Respect for Human Rights 25

26. 7 CORES SUBJEC TS
Organisational Governance
Human Rights
Labour Practises
Environment
Fair operating practises
Consumers issues
Community involvment and development
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27. ISO 26000
According to ISO 26000, social responsibility is not merely a
“neutralizing” action applied at the end of
production/distribution to fix what has been generated or
displaced.
Rather, it is a proactive mind-set that should be incorporated
across all levels of planning, execution, and stakeholder
interaction.
ISO 26000 acknowledges that applying a lens of social
responsibility can be complex. Competing priorities, cultural
differences, and other unique variables can create a muddied
picture concerning “right” action.
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28. LEADERSHIP
The task of creating a more equitable and sustainable world is
both a serious challenge and an enormous opportunity.
Without bold and effective leadership – at a political,
institutional and individual level – companies might fail to
resolve their most serious social and environmental crises.
They will also miss out on the vast business opportunities
presented by society’s transition to a sustainable economy.
Over the past few years, in response to these global
challenges and opportunities, we have seen more and more
evidence of CSR leadership emerging.
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29. BUSINESS CASE
What is a business case ?
A “business case” is a pitch for investment in a project or
initiative that promises to yield a suitably significant return to
justify the expenditure (ROI).
In what has become known as the “business case for CSR ”
the pitch is that a company can “do well by doing good”: that
is, can perform better financially by attending not only to its
core business operations, but also to its responsibilities
toward creating a better society.
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30. DOING BUSINESS
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31. PERFORMANCE ORGANIZATION
An organization's performance on social responsibility
can influence, among other things :
Its competitive advantage
Its reputation
Its ability to attract and retain workers or members, customers,
clients or users
The maintenance of employees' morale, commitment and
productivity
The view of investors, owners, donors, sponsors and the financial
community
Its relationship with companies, governments, the media,
suppliers, peers, customers and the community in which it
operates
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32. CSR SYSTEMIC APPROACH
Organization
Communication
Décision making
Performance management
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33. Vision
Mindset
Team spirit/work
Personal empowerment
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34. GLOBAL COMPETITIVENESS
EMPOWERMENT
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35. CSR FUTURE
What will CSR look like in 2052 ?
By 2052, we will see most large international companies having
moved through the first four types of CSR (defensive,
charitable, promotional, and strategic) and practicing, to
varying degrees, CSR 2.0.
By 2052, reliance on CSR codes, standards, and guidelines will
be seen as a necessary but insufficient way to practice CSR.
Instead, companies will be judged on how innovative they are
in using their products and processes to tackle social and
environmental problems.
(Wayne Visser (South African, born 1970) is an author, poet, social entrepreneur, speaker, researcher, and lecturer in sustainability, corporate
social responsibility. He is founder and director of the think tank CSR International.)
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