How to get the company to adopt socio-environmental responsibility? The goal is to be a more sustainable company, to make efficient use of resources.The environment, social responsibility and SDG These are the 3 modules with which you can design your social responsibility strategy.
The challenge is to achieve excellent and sustainable results in all areas of the EFQM excellence modelThe EFQM model is a model based on self-assessment. The application of the EFQM model allows any type of organization to carry out an objective, rigorous and structured analysis of the activity and the results that said organization is obtaining, and thus allows a diagnosis of its situation to be drawn up. SOCIO-ENVIRONMENTAL RESPONSIBILITY
Socio-Environmental Responsibility in key companies
Today many companies still lack the necessary tools for the successful implementation of a Socio-Environmental Responsibility strategy. More than half do not even have a tool that allows them to measure their extra-financial performance, and even among large companies, which are nevertheless subject to extra-financial reporting, only 66% have an ad hoc tool. One wonders then, how companies usually so attached to metrics (at least when it comes to talking about money) could implement a strategy without really measuring its effects? How can Socio-Environmental Responsibility make the company more ecological, more social, if there is nothing to measure it?
The truth is that many companies are struggling to deploy their Socio-Environmental Responsibility strategy. Less than a third of the companies surveyed state that they have really adapted their CSR strategies to the different specificities of their local establishments. However, this is precisely where the effectiveness of a CSR strategy comes into play: in its ability to be implemented locally, on the relevant issues and at the appropriate scales.
It must be said that we are still far from seeing in companies the levers that will allow them to really encourage leaders and managers to integrate CSR into their operational activities. Although some companies, especially large ones, claim to align the remuneration of their executives with extra-financial criteria, this is still not the case for all. They are thus only 76% to do so, and even so, at limited levels since on average it is approximately 16% of the variable remuneration that is aligned with CSR criteria. And again, it would be necessary to look in detail at what these criteria are and how they are measured, if at all.
Examples of socio-environmental responsibility efforts
- Renewable energies: use of solar panels
- Education: support for local schools and educator programs
- Water consumption: rational use of this resource
We want to leave a better world for future generations. That is why it is necessary to adopt the BASE concept to develop and execute different activities that allow having an impact in each category.
These activities include projects aimed at promoting the efficient use of water and energy to reduce our carbon footprint, support for local communities, internship, sponsorship and volunteer programs, as well as job creation…
Everyone towards SOCIO-ENVIRONMENTAL RESPONSIBILITY
EFQM Model European Foundation for Quality Management
The European EFQM model establishes that for an organization to be excellent, it must be excellent in its leadership, in its policy and strategy, and in the management of people, resources and alliances and processes that are carried out in it.
The application of this model allows any type of organization to carry out an objective, rigorous and structured analysis of the activity and the results that this organization is obtaining in relation to the 9 criteria of the model, with the aim of developing plans for continuous improvement. of the organization.
Agents for Innovation and Learning Model EFQM
The EFQM model is a model based on self-assessment.9 evaluation criteria EFQM MODEL:
- 1. LEADERSHIP
- 2. PEOPLE —-> 3. KEY RESULTS: PEOPLE
- 4. POLICY and 5. STRATEGY —-> KEY RESULTS: 6. CLIENTS
- 7. PARTNERSHIPS and 8. RESOURCES —-> KEY RESULTS: 9.SOCIETY
—————————————————————————-> PROCESSES
The improvement plans must have assigned objectives, indicators, people in charge and deadlines.
- SELF-ASSESSMENT – RECOGNITION OF ANALYSIS. PLANNING INDICATORS
- DEFINITION OF AREAS FOR IMPROVEMENT AND ESTABLISHMENT OF PRIORITIES. – DEVELOPMENT OF THE STRATEGIC PLAN and ANNUAL MANAGEMENT PLAN
- DEVELOPMENT OF AN INTEGRATED PLAN
- IMPLEMENTATION AND MONITORING
System recommended for the integration of the results of the self-assessment in the management plan of the center. SOCIAL SOCIO-ENVIRONMENTAL RESPONSIBILITY
Principles and fundamentals of the EFQM model
The principles and foundations of the EFQM model are defined by the raison d’être of the model itself. The European model establishes that: customer satisfaction, staff satisfaction and the social acceptance of an organization is achieved through:
- —Leadership.
- —Policy and strategy. SOCIAL SOCIO-ENVIRONMENTAL RESPONSIBILITY
- —People management. SOCIAL SOCIO-ENVIRONMENTAL RESPONSIBILITY
- —Management of resources and alliances. SOCIAL SOCIO-ENVIRONMENTAL RESPONSIBILITY
- —Process management.
All of which should produce excellent results for the organization
Types of criteria, criteria and their definition
| Criteria Types | Criterion | Definition |
|---|---|---|
| Agent Criteria | Criterion 1. Leadership | How managers and middle managers develop and facilitate the achievement of the mission and vision, develop the values necessary to achieve long-term success and implant all this in the organization through the appropriate actions and behaviors, being personally involved to ensure that the management system of the organization is developed and implemented |
| Criterion 2. Policy and strategy | How the organization implements its mission and vision through a strategy clearly focused on all stakeholders and supported by relevant plans, objectives, goals and processes | |
| Criterion 3. People | How the organization manages, develops and takes advantage of the knowledge and all the potential of the people who make it up, both individually, as teams or the organization as a whole; and how you plan these activities in support of your strategy and the effective operation of your processes | |
| Criterion 4. Alliances and resources | How the organization plans and manages its external alliances and internal resources in support of its strategy and the effective functioning of its processes | |
| Criterion 5. Processes | How the organization designs, manages and improves its processes to support its policy and strategy and to fully satisfy, generating more and more value, its customers and other stakeholders | |
| Results criteria | Criterion 6. Client results | What achievements is the organization achieving in relation to its external customers? |
| Criterion 7. Results in people | What achievements is the organization achieving in relation to the people who make it up? | |
| Criterion 8. Results in society | What achievements is the organization achieving in society? | |
| Criterion 9. Key results | What achievements the organization is achieving in relation to planned performance |
The self-assessment itself is a teamwork process, in which an objective, rigorous and structured reflection is made on the activities and results of an organization, in which the 9 criteria that make up the EFQM model, to subsequently develop plans for the continuous improvement of the organization.
For each of the sub-criteria that make up the model, the organization will identify at least 2 things: strengths and areas for improvement. The strong points are the aspects that are better developed in the organization, and the areas for improvement, the weak aspects of the organization’s management and, therefore, susceptible to improvement.
Therefore, by completing this first phase of internal analysis, every organization should be able to answer the following questions:
- What strengths have we identified that need to be maintained and maximized?
- What identified strengths still need further development?
- What identified areas of improvement do we recognize and consider to be of the utmost importance to address?
- What improvement plans are we going to undertake?
- How are we going to monitor the agreed improvement plans?
Before the start of the self-assessment, the center must plan who will coordinate it and who will participate in it. If the center decides to carry out the self-assessment without external support, a single working group can be set up to analyze all the criteria of the SOCIO-ENVIRONMENTAL RESPONSIBILITY model, or several working groups that will share the task of analyzing all the criteria of the model. The center must assess the advantages and disadvantages of constituting a single work group or several work groups.
