© 2014 Deloitte

Write stakeholder here

The business

Model forFigure 1d

© 2014 Deloitte

Partners

Media

Authorities

Suppliers

Employees

Customers

Investors can be particularly important, as they are increasingly setting demands to the businesses they invest in around responsibility.

Customers and consumers increasingly ask for transparency, engagement and clear communication about the CSR work in the business.

Employees are important ambassadors for your business and as employees have a natural interest in how the business performs.

Your business partners and suppliers can be important stakeholders in the mapping, since it is often here the business has a large impact and correspondingly a large number of risks.

The media can every now and then be an important indirect stakeholder, since they set the news agenda and can influence other stakeholders.

Authorities and legislators can be especially important, since they set the legal frames for the business.

The business

Customers

Employees

Authorities

Suppliers Media

Investors

Figure 1d

© 2014 Deloitte

Policies, principles, certifications, guidelines

Projects, activities, special efforts

Practice Dates and indicators Reporting and communicationModel for

Figure 1b

© 2014 Deloitte

Policies, principles, certifications, guidelines

Projects, activities, special efforts

Practice Dates and indicators

Reporting and communication

Working conditions

Ergonomically correct working conditions

• Adjustable tables• Sack trolley• Tape machine• Automatic loading

platform• ”Roller mice”

• Is used by many, but preferably more

• Used by all in the warehouse• Used by all in the warehouse• Used by all in the warehouse• Used by all in Sales

None None

Supplier management

Collaboration and relations

• Collaboration contract

• UN Global Compact• Code of Conduct• General instructions

• Business terms with all suppliers

• The foundation of our social responsibility and interfacing activities

• Guidelines for mostly environment and working conditions with suppliers and to the widest extent possible their business partners

• Overall product demands

• Medio 2014

• Begun, goal is Sept. 14

• Done

Self-regulationSelf-regulation

Self-regulation/BSCI

Self-regulation

Products

Oeko-Tex 100

Complaint policy

Second

• Piece goods and trim

• Long collaboration with suppliers and an extensive basic programme

• Focus on choosing piece goods and trim with Oeko-Tex certification

• Extensive control of suppliers (pre-, inline and final control along with further control of goods reception)

• Shipment to Romania

• 80% of the chosen

• Under 1%

None

Local community

Knowledge-sharing and sponsorships

• Knowledge-sharing with students

• Charity

• School classes visit from several branches of study

• Sports clubs• The Danish Cancer Society• Red Cross• Romania

• At least five a year

• Yearly support of xxxx DKK

None

Model for Figure 1b

© 2014 Deloitte

Business A Business B Business C

CSR focus areas

Activities

Management/administration

Data

Anchoring

Stakeholder dialogue

Model for Figure 1c

© 2014 Deloitte

Business A Business B Business C

CSR focus areas

• Climate• Soy• Business ethics, anti-corruption• Plant protection remedies• Palm oil• Sludge• GMO and gene technology• Fertilizer• Chemicals• Animal welfare

• Food security – supply• Food security – quality• Environmental sustainability• Responsible supply chain management• (Engagement in local society)• (Employee safety)

• Business principles• Operational principles• Food security• Food and health• Environment• Agriculture• Procurement• Work place• Behavior in the market• Society relations• Human rights

Activities

Different success criteria within supply chain, environment, work environment, human rights and products

Partnerships (indirect) for support of CSR foci (not consistent)Ethics Open Line

Shareholders’ democratic structure, supplier evaluation, strategy in the world market, use of new technology in production, development of nutritional new products, reduced impact on environment and climate, sustainable milk production, human rights in the work place and in societal relations

Management/administration

Code of Conduct Code of Conduct based on the firm’s guidelines Code of ConductEnvironment strategy (2020 goal)Anti-corruption policy and whistleblower agreement

Data

Integrated yearly reportGRI – level BUN Global Compact

Only selected key figures are made public in the separated CSR report – the management does not seem transparent

UN Global CompactSeparate CSR reportNational and international food security certifications

Anchoring

CSR Council consisting of directors of communication, HR, supply chain, head of departments and general counsel

Neither website nor CSR report clarifies organizational anchoring

There is no public explanation of Business C’s organizational anchoring of the CSR work – but the administrative director is the face of publications, web and so on, just as he is the president of the firm’s CSR committee

Stakeholder dialogue

This is not made concrete – but mentioned at random: Authorities, politicians, non-profit organizations, media, stakeholder representative, universities, customers, suppliers, other players, stakeholder fora and collaboration with sectors

Partnerships are organized within food security, education and environmental protection and cover among other NGOs, foundations, industrial collaborations and research institutions

UTZ collaboration on cocoa, Green Palm Sustainability collaboration on palm oil, consumer dialogue through Business C.

Model for Figure 1c

© 2014 Deloitte

Focus area 1

Focus area 2

Focus area 3

Focus area 4

Ma

teria

lity

ass

ess

me

nt

for

sta

keh

old

ers

Materiality assessment for the business’ success

Very important

Ver

y im

port

ant

Important

Impo

rtan

t

Model for Figure 2b

© 2014 Deloitte

Human rights

Responsible supply chain management

Health

Safety

Energy

Diversity

Anti corruption

Focus area

Responsible supply chain management

Health

Safety

Energy Diversity

Anti corruptionVer

y im

port

ant

Very important

Impo

rtan

t

Important

Materiality assessment for the business’ success

Ma

teria

lity

ass

ess

me

nt

for

sta

keh

old

ers

Figure 2b

© 2014 Deloitte

Peer review External stakeholder analysis

Internal interview Risk and opportunity analysis

Model for Figure 2a

© 2014 Deloitte

Peer review External stakeholder analysis

Internal interview Risk and opportunity analysis

Environment

• Use of energy• Use of water• Animal welfare – fur, down, wool,

leather

• Biodiversity• Animal welfare• Use of plastic• Use of allergenic ingredients• Mulesing

• Dangerous waste management

• Waste water• Renewable energy

• Environmental conditions with secondary suppliers

• Use of fur and down

Employee conditions

• Competence development• Wages at suppliers

• Health• Diversity and acceptance

• Health and welfare• Competence development• Organic fruit

• Employee conditions with primary suppliers

Workers’ rights

• Supplier conditions • Child labor• Forced labor• Poor working conditions• Freedom of association

• Poor conditions for women who perform needlework

• Risk of negative exposure

Business ethics

• Anti corruption • Gift policy• Entertainment• Bribery• Relocation of work places

• Unclear criteria for allocation of discounts

• Risk in relation to competitive conditions and marketing

Social responsibility

• Support to NGOs especially in relation to child labor

• Engagement in relevant cases• Join in putting focus on cases

• Donations• Sponsorships

• Sponsoring Red Cross’ design campaign

Human rights

• Discrimination • Suppler conditions • Women in management • Risk of negative exposure

Figure 2a

© 2014 Deloitte

Level 4Level 3Level 2Level 1

LeadDifferentiatingHandling direct risks.Structured approach

Compliance /ad hoc / reactive

Safety Employees Environment Innovative product development

Figur 3a

12© 2014 Deloitte

Raw materials Production Transport Wholesale Retail Use Disposal

Product qualities• Political messages• Product information

(e.g. country of origin, content of chemicals etc.)

• Allergenic

Wholesale• Procurement policy

(short delivery time)• Buyers not trained

Transport• Use of energy and

CO2 emissions• Safety

Marketing• Eating disorders

and selection of models

• Marketing in relation to children

Production• Workers’ conditions: Child labor, forced

labor, migrant workers, freedom of association, option of collective negotiations, absence of contracts, absence of redress etc.

• Environment: Use of chemicals, use of water, water waste and reuse

• Health and safety: First aid, use of chemicals, buildings etc.

Retail• Environment: Waste,

hazardous waste, reuse, store equipment, energy use and greenhouse gasses

• Employee conditions: Diversity

• Lack of knowledge of CSR matters

Disposal• Large

amount of waste from the fashion industry

Raw materials• Use of fertilizer• Water (in connection with

growing cotton)• Animal welfare (merino wool,

mulesing)• Workers’ rights

Figure 1a

© 2014 Deloitte

What is our level of

ambition?

Critical success factors – what should be achieved to reach

our level of ambition?

KPI – how do we measure our

progress?

Our business should be

perceived as a good place to

work

Our employees are happy to work with us

An average score above 8 in yearly

employee engagement survey – when asked if

they would recommend us to

others

Our safety level should be first

class

All of our employees know about the risk of work

accidents

Registering near misses and discussion of what can reduce the

risks at monthly meetings

Figure 3b

Figure 3c

Figure 3d

© 2014 Deloitte

We should be as resource effective as

possible

We are focused on minimizing waste in the production

phase

Waste percentage measured in volume

and money is measured against a

target waste percentage

Figure 3e

CSR focus areas

Level of ambitions

CSFs KPIsDeadl

ine

Activities that support the KPIs

Activity

responsibl

e

Environment

Structured approach to our use of resources

We should be conscious about resources and show environmental care in our store and in our offices and thereby minimize our environmental impact.

1. 10 % reduction of energy consumption by 2016 based on a mapping of the present energy consumption in 2014

2. 10 % reduction of packaging/paper consumption within 2016 based on a mapping of the present energy consumption in 2014

2014  2016

Investigate how much paper we use and find a solution to reduce consumption

Ole

Employees 

The industry’s best work place

We should attract and retain the best employees in the industry and give them a work place that is second to none

1. Maximum 10% employee turnover

2. Employee engagement survey < 80 in the yearly survey

2015 2017

Establish baseline

Kristina

… 

           

Figure 4a