Falcon's Invoice Discounting: Your Path to Prosperity
EChr - CSR & HR - Presentation Dr/ Nicholas Andreou
1. Human
Resource
Management
and
Corporate
Social
Responsibility:
A
future
of
promise
Aditya
Jain
&
Nicholas
Andreou
2. CSR:
what
it
was?
• The
Social
Responsibility
of
Business
is
to
Increase
its
Profits
• “A
concept
whereby
companies
integrate
social
and
environmental
concerns
in
their
business
operaHons
and
their
interacHons
with
their
stakeholders
on
a
voluntary
basis”
-‐
European
Commission
• Corporate
philanthropy
-‐
donaHons
3. CSR:
what
it
was?
Corporate
Social
Responsibility
TradiHonal
business
funcHons:
risk
management,
accounHng,
HRM,
operaHons
management
etc.
“the
prevailing
approaches
to
CSR
are
so
disconnected
from
business
as
to
obscure
many
of
the
greatest
opportuniHes
for
companies
to
benefit”
–
Michael
Porter
5. CSR:
what
it
is
now?
• Business
can
no
longer
operate
as
if
in
a
vacuum
–
have
to
act
more
responsibly
• CSR
no
longer
seen
as
an
opHonal
choice:
– “the
responsibility
of
enterprises
for
their
impacts
on
society”
–
European
Commission
• No
longer
seen
as
philanthropy
• Strategic
CSR:
“a
company
must
integrate
a
social
perspecHve
into
the
core
frameworks
it
already
uses
to
understand
compeHHon
and
guide
its
business
strategy”
–
Michael
Porter
7. Human
Resource
Management
Stakeholders
perceive
downsizing
differently,
corporate
representaHves
see
the
financial
implicaHons
whereas
employees
focus
on
the
social
implicaHons
Social
impact
of
all
this?
8. Challenges
facing
HRM?
• Fundamental
percepHon:
– Human
‘resource’
management
–
people
are
seen
a
means
to
an
end
– HRM
‘obsessed’
with
processes
not
outcome
(e.g.
creaHvity/well-‐
being)
9. How
can
CSR
help?
• CSR
highlights
the
social
responsibility
of
the
business
• CSR
offers
an
opportunity
to
be
strategic
–
how
can
being
responsible
to
employees
deliver
value
to
the
firm
10. CSR
and
HRM
–
the
specifics
• Analysed
key
CSR
instruments
including:
– FTSE
4
Good
Index
– DJSI
– World
Business
Council
for
Sustainable
Development
–
Measuring
Impact
Framework
– OECD
Guidelines
for
MulHnaHonal
CorporaHons
– ILO
Guidelines
for
MNEs
– ISO
26000
– UN
Global
Compact
– Global
ReporHng
ImitaHve
– SA
8000
11. HRM
and
CSR
–
the
details
• Six
key
areas
emerged:
– employment
condiHons;
• PromoHon
of
new
and
stable
employment
– organisaHonal
development
and
culture;
• Support
for
professional
development
– industrial
relaHons;
• Support
for
collecHve
bargaining
in
the
absence
of
legal
requirements
– occupaHonal
health
and
safety
system;
• Systems
to
prevent
ill
health
among
workers
– diversity
and
non-‐discriminaHon;
• Monitoring
to
establish
areas
of
discriminaHon
– human
rights.
• ProhibiHon
of
child
and
forced
labour
14. Thank
you
• QuesHons?
• Nicholas.andreou@nohngham.ac.uk
15. Employment Conditions
HRM
and
CSR:
employment
condiHons
Terms of contracting and
Work schedules
Actions of company in
relation to rotation,
dismissals, and
retirements
Labour market entrance
Wages and benefits
Legal recognition of work and transparency of employees’ working conditions
Promotion of new and stable employment
Work schedules, breaks and workload
Impact and consequences of worker rotation
Company’s actions in relation to dismissals
Support to retiring employees
Initiatives to support entry to organisations
Non-discrimination in early career/initial employment
Transition/advancement from initial employment
Wage management policies
Salary guarantees
Acceptable company salaries
Going above and beyond compliance with minimum wage legislation
Worker benefits
Social security
Work-life balance orientated benefits
16. Organisational Development
and Culture
HRM
and
CSR
:
organisaHonal
development
and
culture
Training and
development
Performance
Management
Organisational Climate
and Internal
Communication
Nature of training
Professional development and long-term careers
Support to continue and finish studies
Local cooperation in training and development
Job performance reviews
Individual and corporate performance-based variable compensation
Internal promotion, recognition and retention of trained employees
Workers’ job satisfaction and work climate
Workers’ wellbeing
Ethics training
Communication systems
Grievance system
17. Industrial relations
HRM
and
CSR:
industrial
relaHons
Employee
representation and
collective bargaining
Dialogue with workers
and stakeholders during
corporate restructuring
Workers’ representation system
Actions when no existence of trade unions in the area or company
Negotiation, and adherence to collective bargaining agreements
Collaboration with and support to workers’ representatives and trade union
activities
Level of conflicts within the company and conciliation machinery
Policies enacted during changes in operations
Dialogue and negotiation with trade unions and stakeholders prior to
organizational changes
Mitigation of adverse effects of corporate restructuring
18. Occupational Health and Safety (OHS) System
HRM
and
CSR
:
OHS
system
Workers’ involvement in
Occupational Health and
Safety system and culture
Management of
absenteeism, work
fatalities and occupational
diseases
OHS Training
OHS Prevention
OHS Protection
Violence, bullying and
harassment at work
Involvement of workers on Health and Safety and in Health and Safety
Committees
Dissemination of OHS information to employees
Inclusion of OHS in collective agreements and strategic plans
Recording and Incidence of work-related injuries/accidents and
absenteeism
Perceived safety
OHS compliance
Employees’ access to OHS training and instructions
Awareness raising and educational campaigns in OHS
Safe facilities and processes
Prevention and assistance against serious work-related diseases,
psychosocial hazards, and community health problems
OHS prevention for vulnerable groups
OHS management system
Safety protective equipment and machinery
Actions when incidents occur
Voluntary medical examinations for workers
Policies prohibiting, and establishing preventative cultures regarding,
violence, bullying and harassment
Prevalence and impact of violence, bullying and harassment
Protection mechanisms to investigate and respond after accusations of
violence bullying and harassment
Not toleration of corporal punishment or verbal, mental or physical
coercion among disciplinary procedures –including security forces-
19. Diversity and non-discrimination
HRM
and
CSR:
diversity
and
non-‐
discriminaHon
Equal Opportunities (EO)
Gender equality
Equal opportunities and
support for disabled
people
Equal opportunities and
support for ethnic, racial
or religious minorities
Non-discrimination by
age
Non-discrimination to
other vulnerable groups
Relation with agency
workers
Labour insertion for
economically
disadvantaged people
Equality and diversity monitoring
Impact of discrimination
No tolerance policy regarding discrimination
Prevention: Specific strategies to prevent discrimination in Human Resource
policies and guidance and recommendations from institutions
Affirmative policies to achieve greater equality or remediate past
discrimination
Protection: Mechanisms to deal with potential cases of discrimination
Respect and awareness-raising about vulnerable groups
Establishing supportive mechanisms for minority groups within the
community
Includes all EO themes specifically relating to differing salaries between
genders for the same work and provision of support to women’s’ work
Includes all EO themes specifically relating to the provision of accessible
workplaces for those with disabilities and the creation of jobs tailored to
those with disabilities
Includes all EO themes specifically relating to ethnic/racial or religious
minorities and the creation of a culturally sensitive environment for these
groups
Includes all EO themes specifically relating to age
Includes all EO themes specifically relating to individuals with HIV-AIDS
Includes all EO themes specifically relating to relating sexual orientation
Includes all EO themes specifically relating to any other vulnerable groups
Assessment of legal status and adherence to laws, Human Rights, ILO
Conventions and CSR systems of contractors, subcontractors and
intermediaries
Monitoring and ensuring fair working conditions for employees of
contractors, subcontractors and intermediaries
Non-discrimination to agency/outsourced/home workers comparing to
company’s employees
Diversity: Presence of people from disadvantaged backgrounds on staff
Avoidance of discrimination and exploitation, and support to poor groups
Promotion of social inclusion
20. Human Rights
HRM
and
CSR:
human
rights
Incorporation of human
rights in risk and
investment analysis
Human rights
compliance of suppliers
Training in Human
Rights
Respect for workers’
human rights
Freedom of workers’
organisation and
collective bargaining
Rejection of child
labour
Rejection of forced
labour
Strategic risk management evaluation of operations and investment decisions
to prevent violations of human rights
Evaluation of human rights when considering financial partners or the provision
of capital
Human rights selection criteria for suppliers and affirmative discrimination to
most responsible allies
Transparency about production processes and location of suppliers
Monitoring mechanisms and assurance of human rights by suppliers
Policies and procedures throughout supply chain to ensure the maintenance
and improvement of human rights and CSR issues, and to avoid collaboration
with entities carrying out HR abuses
Quantity and type of training carried out and detailed in policies
Level of knowledge of employees and managers regarding awareness,
information, international standards, and CSR management
Policies, procedures and guarantees to ensure human rights are maintained
throughout the company, especially in high risk sectors, products or countries
Human Rights auditing and verification of internal compliance
Consultation from local stakeholders and external organizations regarding
human rights
Non-discrimination at work from a human rights perspective
Respect and non-discrimination of employees’ rights of freedom of organization
Guarantees in countries which restrict workers’ organization to avoid such
restrictions
No support to child labour and no exploitative employment
Prevention of child labour in the supply chain
Decent work conditions for workers between 15 and 18
Remediation policies when child workers found
Awareness raising against child labour and commitment to children’s future
Avoidance of forced labour
Fair and transparent conditions regarding termination of employment and
leaving work
Prevention of indirect forced labour within the company
21. How
close
we
are
to
achieving
this
vision:
company
performance
• Compared
company
CSR
reports
to
this
framework
–
represent
thinking
by
key
policy
makers
in
CSR/HRM
• Sample
taken
from
the
FT
500
• Considered
100
CSR
reports
maintaining
a
distribuHon
across
sector
(NACE
framework)
and
region
(WHO
regions:
AFRO,
AMRO,
EMRO,
EURO,
SEARO,
WPRO)
22. Findings:
Company
reporHng
theme
level
-‐
WHO
region
Employment
CondiHons
100%
80%
Human
Rights
System
60%
40%
OrganisaHonal
Development
and
Culture
AFRO
(6)
AMRO
(26)
20%
EMRO
(6)
0%
EURO
(26)
Industrial
RelaHons
Industrial
relaHons
system
System
Diversity
and
DiscriminaHon
SEARO
(13)
WPRO
(23)
OccupaHonal
Health
and
Safety
(OHS)
System
23. Findings
• EURO
– Most
comprehensive
and
based
on
best
pracHce
– High
level
of
naHonal
awareness
and
iniHaHves
regarding
CSR
and
OHS
–
many
stakeholders
involved
