Environmentaland socialmanual

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

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

2

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

3

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.

4

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 27
Areas in the Workplace and or Environmental and Social
Workplace Committee for larger companies
Steps for Action 28

Part 3 Environmental and Social Response Planning and 45
Strategizing: Environmental and Social Issues Capabilities
Assessment and Situation Analysis
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
Generic Environmental and Social Policy 89

Part 5 Environmental and Social Response Planning and 98
Strategizing: Environmental and Social Response Action
Planning
Steps for Action 99

Part 6 Environmental and Social Reporting 108
Steps for Action 109

Road Map for Business Action on Environmental Issues 137

Road Map for Business Action on Social Issues 143

Appendix 149

5

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 As an employer, a company has an impact
on its environment (e.g. through pollution on the lives of its employees (e.g. provision
and effluent, use/misuse/overuse of water of health services; mainstreaming gender
and energy resources, misuse/overuse of and equal opportunity into the workplace;
land and natural resources. occupational health and safety standards;
treatment of migrant labor).

As a consumer of raw materials, a As a neighbor, a company interacts with
company has an impact on its physical other businesses and families which are
environment (e.g. contamination of located in their community (e.g.
drinking water, desertification, and awareness raising and educational
degradation of land). 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 By creating jobs and providing income, a
on its community (e.g. odor; human, company contributes to the economic
animal, and plant effects from toxins and development of a community
hazardous wastes; indoor air quality; (contribution to wealth disparity;
smog) addressing youth unemployment; raising
standards of living).

As a role model, an environmentally A company can act as an example of good
responsible business can be an example of practice (e.g. human rights, cultural
good practice (e.g. waste management, diversity).
use of alternative energy).

6

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

7

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

8

* 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

9

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

10

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

11

• 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

12

Part 1.
Environmental and Social Leadership Commitment

13

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

14

□ 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

15

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.

16

□ 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.

17

□ 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.

18

□ 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).

19

Part 1.
Resources Section

20

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 Very Not
e Sure
1. To what extent are you concerned
about the impact of environmental 1 2 3 4 0
and social issues on your company?
2. To what extent is management
willing to participate in 1 2 3 4 0
environmental and social activities
in your company?
3. To what extent are you willing to
delegate workers to lead all 1 2 3 4 0
environmental and social response
decision-making in your company?
assign budget for environmental 1 2 3 4 0
and social response activities?
implement specific environmental 1 2 3 4 0
and social policies and standards in
your company?
6. To what extent do you think
environmental and social issues 1 2 3 4 0
have already impacted your
company?

21

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?
__________________________________________________________________
__________________________________________________________________
______________________________________________________

22

*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.

23

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

24

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.):
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________

25

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:
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________

26

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

27

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.

28

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

29

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.

30

□ 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.

31

□ 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.

32

□ 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.

33

Part 2.
Resources Section

34

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

35

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.

36

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

37

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 Name Job Title in Signature
Committee Company

38

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

Name_______________________ Signature_______________
General Manager

39

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.

40

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)___________________________________________________________
_____________________________________

41

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____________

42

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

Identify work activities The Committee can allocate The Environmental and
monthly work assignments Social Committee has an
to implement the active work plan.
environmental and social
responses in the company.
Include timelines and
specific tasks for each
member.

Develop a guideline for the The Committee guideline The Environmental and
Environmental and Social can put together all the Social Committee has a
Committee information on the guideline that is followed
operations of the for each of its activities.
Committee, including its
structure, meeting
program, Subcommittees,
member job descriptions,
strategy, money handling,
etc.

43

Develop your Partnerships Identify partners and other A list of partners and
and Community Relations organization that can resources to start your
support the work of your work.
committee

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!

44

Part 3.
Environmental and Social Response Planning and Strategizing:

Environmental and Social Issues Capabilities Assessment and Situation Analysis

45

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.

46

□ 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.

47

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).

48

□ 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.

49

□ 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?

50

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.

51

□ 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.

52

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.

53

Part 3 i.
Environmental Resources Section

54

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 My Common
issues does your Choice Agreement
company want to
address? √ √
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

55

responses?
Leaders and top management in the
company
All employees and staff
Suppliers
Buyers
Consumers
Local community
Other
Your
choice:_________________________
_______________________________
_________________________

56


(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)
________________________________________________________________________
________________________________________________________________________
________________________

________________________________________________________________________
________________________________________________________________________
________________________

________________________________________________________________________
________________________________________________________________________
________________________

Long Term Priority 1 (Next 1-2 Years)
________________________________________________________________________
________________________________________________________________________
________________________

________________________________________________________________________
________________________________________________________________________
________________________

________________________________________________________________________
________________________________________________________________________
________________________

57


(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.

58

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.

59


(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

60


(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 Copying Waste Paper
Toner Used Toner
Odors

Example: Input-Output Diagram for a Manufacturing Operation

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

61

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

62


(C)

3.6 i Company Environmental Self-Assessment

Think more about the environmental impacts of your operations.
The environmental aspects of your operations can be listed in the following table:

Environmental Concern
Operation Input/Output (quantify if readily possible) Environmental Impact

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

63

(C)
3.7 i Health, Safety, and Potential Environmental Concerns

If an operation involves 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. You can use this table to start your research:

Regulatory Data Human Health Effects Effects on Wildlife or
by Pathways Acute Other Environmental Rank
Work and Chronic Effects
Activity/
Chemical

Environmental
Concern
Information
Source
Carcinog
en?
Permissi
ble
E
Volatile
Organic
C
Toxic
Releases
?
Inhalatio
n
Dermal
Ingestio
n
Air
Water
Land
Safety Concerns
Human
Environ
ment

Contact Person: ____________________ Date: _________________


64

(C)
3.8 i Exposure to Chemicals and Materials

If an operation involves use of chemicals and materials, the focal point and or committee chair is responsible for researching the
known environmental concerns and their exposure. You can use this table to start your analysis:

Exposure How are they exposed? Who is exposed?
Operation Environmental Quantity Time
Personal
Concern Used Protective
per Equipment
Time How How Human Environmental Workers Community Environment
Period long? often? (inhalation, (air, water,
dermal, land)
oral)

Contact Person:________________________ Date: ___________________


65


(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?

66

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”.

67


(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.

68

Part 3ii.
Social Resources Section

69

Environmentaland socialmanual

Recommended

Recommended

More Related Content

Similar to Environmentaland socialmanual

Similar to Environmentaland socialmanual (20)

More from Khaled Tarawneh

More from Khaled Tarawneh (20)

Environmentaland socialmanual