Improve and innovate with Corporate Social Responsability (CSR)

1. Improve and Innove
Peer evaluation and feedback (DIscussion on case major obstacles)
Debriefing using a SWOT analyse (Finalizing group work)
Promoting an innovative economic AND societal performances
Managing CSR: benefits and challenges of combining diverging
world views; « SPEED BOAT Lean serious game for CSR in companies
Evaluation of training course
Synthesis of the seminar, additional tricks, and course follow-up

2. DEBRIEFING USING A
SWOT ANALYSE
2
TEAMWORK CASE STUDY OR YOUR
COMPANY - DISCUSSION TOGETHER

3. CSR STRATEGY TO DEVELOP COMPANY

4. TEXTE
PORTER
▸Shifting from palliative CSR to strategic CSR by transforming threats
in the corporate environment into business opportunities and
identifying new competitive advantages.
▸Frequently, though, CSR efforts are counterproductive, for two
reasons. First, they pit business against society, when in reality the
two are interdependent. Second, they pressure companies to think
of corporate social responsibility in generic ways instead of in the
way most appropriate to their individual strategies.

5. AN ECONOMIC AND
SOCIETAL
PERFORMANCE
PROMOTING AN ECONOMIC
AND SOCIETAL PERFORMANC
TEST
3
INNOVATIVE APPROACH - R&INNOVATION
COMPANY TEST

6. AN ECONOMIC AND SOCIETAL PERFORMANCE
INNOVATIVE APPROACH - R&D
▸ Societal as SOCIAL AND ENVIRONMENTAL
▸ Innovation starts in companies. "Company" is also, or should be,
synonymous with "breeding ground for the success of all"; career
is a key element of self - fulfillment and happiness.
▸ RESPECT - EQUITY - HONESTY - OPEN MINDSET towards
others

7. Traditonal
company
Progressive
company
CSR
company
client
employee
partner
shareholder
Society
COMPARAISON

8. CSR COMPANY = VALUES, AGILITY,
MOTIVATION
▸ Societal as SOCIAL AND ENVIRONMENTAL
▸ Innovation starts in companies. "Company" is also, or should be,
synonymous with "breeding ground for the success of all"; career
is a key element of self - fulfillment and happiness.
▸ RESPECT - EQUITY - HONESTY - OPEN MINDSET towards
others

9. CSR STRATEGY
MISSION STATEMENT -
SAME ACTIVITY, TARGET MARKET, SCOPE -
DIFFERENT PURPOSES
Business and Society are interdependent
No more generic ways > Actions Plan and appropriation

10. PLUS
CORPORATE CULTURE AND RISKS MANAGEMENT
1. Company define Societal indicators as well as economic indicators and they communicate them
internally and to externe interested parties
2. Each stakeholder, is incorporated into their mission statement as follows:
▸ Focus on providing fundamental utility first to clients and then to the company, and
engage client responsibility.
▸Contribute to the individual and collective fulfillment of human resources.
▸Foster long-term relationships with suppliers and support dynamic economic supplier
growth.
▸Promote the development of the territory where established to promote societal
development.
▸Protect the environment from any negative impact and use the resources necessary for
the company activity in such a balanced way as to ensure the needs of future generations
are met

11. STRATEGIC - GENDER BALANCE ON BOARDS

12. INTEGRATED REPORTING
FINANCIAL
REPORT
Intégration Intégration
others
REPORTS
CSR
Directors
Vision
and
orientatio
n
STRATEGY,
GOVERNANCE,
PERFORMANC
E, PROSPECTS

13. ANCHOR
TO
STOP
MOTOR
TO SPEED
CHALLENGES
BENEFITS

14. On post-it
TE TE CO RP S
CO E UR
TE A M
W HA T DO YO U THI NG ? W HA T A RE G O I NG TO DO ?
F I RS T F E E LI NG ?

15. ADDITIONAL TRICKS
PERSONAL DEVELOPMENT
SYNTHESES OF THE SESSIONS
COURSE FOLLOW UP
6

16. Details of level of
maturity
NO A CTI O N
AWARE NE S S /
S E NS I BI L I S ATI O N
S TAG E 1
I M P L E M E NT TO AL L
L E V E L S
S TAG E 2
RE P O RT
S TA G E 3
S HA RE B E CO M E
A RO LE M O DE L
S TA G E 4

17. So, what is the proper role of business in society?
It depends on:
- who is asking the question,
- who is answering.
- one’s values, belief system, worldview and life experience.
- our own individual economic, social and political choices, as global
citizens, community members, employees, consumers and voters.

18. PMGLUX@GMAIL.COM | @P.GRIVEAUD
PROFESSOR ETHIC AND
GOVERNANCE | COACH
▸Pascale Marchal Griveaud
▸Experte in Social Responsability, Board Member, Risk Manager,
SHEQ Auditor, Evaluation and Project <manger for ISO Management
System.
▸ Specialist in Organisational Development Transition Management and Agile
▸ References: Caceis Crédit Agricole, SODEXO, BGL BNP, SIBELCO Asia and
Worldwide, GDF Suez CEM Macao, SAGA Portugal
▸ Offices: Luxembourg, Paris, London, Brussels, Lisboa
▸Mob. +352 621 45 21 42
▸pmglux@gmail.com
▸@p.griveaud
18
thanks !