Corporate Responsibility Index
14 April Athens
A tool for improving management of and performance in
corporate responsibility
Background of BITC and the CR Index
What is the CR Index?
The Index methodology
Company Feedback
Six Years data
Q&A
What we will cover today
Set up in 1982 by business for business / Over 750 companies in membership (71 of FSTE 100)
To inspire, engage, support and challenge companies to continuously improve their impact on society and the environment
INSPIRE
Platforms for companies to share best practices, communicate their commitment to CR and inspire others to do likewise.
ENGAGE
Helping companies to work collaboratively to achieve maximum social impact in the most deprived areas.
SUPPORT & CHALLENGE
To help companies integrate corporate responsibility across their business (e.g. through CR Index)
Business in the Community
History of CR Index
The CR Index was created as a result of a survey by City of London analysts and participants in our Environment Index
“Give us information about all extra-financial activity, not just one element” City Analysts
“Our role has expanded from just considering the environment; help us benchmark all of it”
Environment Director
What is the Corporate Responsibility Index?
0
50
100 Co
Sector
Index
Framework
Measuring Managing Reporting
Development of the Index over the years
Business driven
2001/ 02: - Consultation involving more than 80 companies and other key stakeholders to develop the survey
2003: - Launch of the first Index- Steering group to revise survey
2004: - Further development of survey and feedback reports
2005/ 06: - Period of stability
2007: - Consultation with Marketplace Task Force and other BITC campaigns/ leadership teams
FTSE 100 & Mid-250 DJSI sector leaders BITC members with significant presence in the UK
More than 280 participants since its launch in 2002
More than 50 have used it for all 6 years
129 have used it as a benchmarking tool this year … representing approx. 4 million employees worldwide
Universe of participants
Index Model
Corporate Strategy
IntegrationPerformanceand Impact
Management
Community
Marketplace
Workplace
Environment
Assurance process
3 Env Impacts
3 Social Impacts
The Questions
Corporate Strategy Integration
Performanceand ImpactManagement
Values
CR principles
Leadership
Advocacy
Risk mgmt
Policies
Integration of principles
Business conduct
Performance mgmt
Remuneration systems
Strategic decision-making
Training & development
Senior training
Stakeholder engagement
Reporting
Key issues
Objectives/ targets
Allocation of responsibilities
Training/ support
Internal monitoring and reporting
Measuring and reporting
Scope of data
Quality of data
Target setting
Performance improvement
Scoring system
1. Corporate Strategy 10%
2. Integration 22%
3. Management 26%
• Community• Environment• Marketplace• Workplace
4. Social & Environmental Impact 36%
5. Assurance 6%
Processes in place for managing risks/opportunities
Allocation of core responsibilities
Effective stakeholder engagement
Transparency and disclosure
Impact and continuous improvement
Key themes throughout the Index
Presenting the results - Company feedback reports
Confidential to you
Company specific
Comparison against sector
Comparison against the overall Index universe
Detailed gap-analysis for action planning
Confidential feedback - Top line Confidential feedback - Top line
0 20 40 60 80 100
Strate
gy
Inte
gratio
n
Man
agem
ent
Impac
t
Assur
ance
Company Score
Sector Average
All index Average
Using the Index feedback
Analyse Index feedback report
Identify areas and need for improvement
Present issues to senior management
Review priorities/ targets for next year
Understand what external help is available
Implement business improvements
Think long term
How we present the results - Public reporting
Sunday Times ‘Top 100 Companies that Count’
CEO reception
Index Executive Summary
- Performance bands (platinum, gold, silver, bronze)- Focus on sector analysis and key issues- Focus on movers/new entrants- Focus on what the numbers mean - Best practice examples
Completing the Index - planning process
Plan resources in advance
Get senior management on board
Allocate responsibilities and ownership
Circulate relevant questions early
Provide additional internal guidelines where required
Set clear internal deadlines for Index completion
Allow time for sign-off by CEO or relevant Board member
Keep colleagues informed and involved beyond the Index
Support during the Index process
Guidance notes
E-mail the Index team
Validation visits - reality check
Pick up the phone
0
10
20
30
40
50
60
70
80
90
100
2002 2004 2006 2007
Overall
Strategy
Integration
Management
Performance
Assurance
Corporate Index - an improving picture
The final word from the companies
“The BITC Index is a most valuable management tool and can be used to
leverage change within an organisation” Accenture
“We value our participation in the CR Index as it has helped drive change & improvement throughout the business” Alfred McAlpine
“A very useful 'self-analysis' tool which identifies the highlights and helps find the 'gaps'” Northern Foods
“The process of putting together the index submission has helped us understand our progress, and explain it in a structure which makes sense to the outside world” Standard Life
“Participating in the index is a useful way to review CR activities across our
operating companies” Kingfisher
The final word from the companies
“The Index has helped raise awareness of the issues and our performance relative to our competitors at board level” WHSmith
“The Index has been of value both in benchmarking compared to our peers, but also as a structured group analysis of where we could do better” Amey
“We have found our first year participation in the CR Index very useful as it has allowed us to involve people from different parts of the business in the process and give them visibility” Total UK
“Promotes a reaction from senior management – both positive and negative – increasing engagement and understanding” Ford Motor Company
Top Related