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10th CSR Summit Rania Tayeh-Pahl Senior brand & CSR officer [email protected]
Corporate Social Responsibility Who we are?
DUBAL • Dubai’s industrial flagship
• One of the world's largest modern smelters
• Production capacity of 1M tonne
• 2,350 MW power station
• 30 million gallon per day desalination plant
• More than approx. 3800 employees
• More than 33 nationalities
• 50% ownership of EMAL
To be among the Top 5 producers of Aluminium in the world by 2015
Ice cream breaker We will split the audience into two groups:
Group A
People with more than 5 years experience in their profession
Question: What I wish I knew at the beginning that I know now
Group B
People with less than 5 years experience in their profession
Question: What I think I need to know to get to the next level
Corporate Social Responsibility Session: Selecting stakeholders
Who are Stakeholders?
A stakeholder:
can be defined as any person, or group, who has an interest in the project or could be potentially affected by its delivery or outputs.
Why is stakeholder management important?
•Recognised as a central part of an
organisation’s effectiveness.
•Stakeholders play important roles as
advocates, sponsors and partners
•People are more willing to listen to companies
with strong reputations. Where there is trust,
communications are more effective.
Possible purposes (or reasons) for undertaking stakeholder engagement include:
To connect other people’s energies and resources
To explore issues and come up with fresh ideas
To network, share ideas and best practice
To assist decision-making
To understand local needs and wants
To encourage local buy-in & ownership in projects
To achieve more sustainable results
To better understand and monitor community perceptions
To establish more open communication channels, gain trust or work on
To break down historic barriers.
Level of Responsibilities
Level of Responsibilities toward stakeholders
•The institution responsibility is to produce goods and services that a society wants and to maximise profit for its owners and
shareholders.
Economic Responsibilities
• Should be operated on a profit-oriented basis, so long as is stays within the rule of the game.
•Businesses are expected to fulfil their economic goals within the legal framework
Legal Responsibilities
• To be ethical, organization’s decision makers should act with equity, fairness, respect the rights of individuals, and provide different treatments of individual only when differences occurs.
Ethical responsibilities
• Companies are expected to fulfil local and international
environment rules and regulations and should not
breach those rules
Environment Responsibilities
• It is purely voluntary and guided by an organization’s desire to make social
contributions.
Social responsibilities
Stakeholder Engagement
Plan the Engagement Process
1. Determine your engagement objectives (want & need)
2. Describe each stakeholder group and any subgroup
3. Whenever possible, use the language of the
stakeholder group (provide interpreters if required).
4. Consider getting outside help (professional facilitator)
5. Allow all vulnerable groups (such employees) to speak
openly, without fear. This may require holding
engagement off-site.
6. Be sensitive to gender issues.
7. Cost and time constraints.
Conducting a Stakeholder Analysis
Stakeholder Analysis
Step 1: Identify
Stakeholders
Step 2: Mapping & Grouping
Stakeholders
Step 3: Create a
Relationship Model
Step 4: Establish
Participation level and Methods
Step 1: Identify Stakeholders
• Companies CANNOT choose its stakeholders
• Companies CAN identify its stakeholders based on:
– Location
– Nature of operations
– Effect for better or worse
– Direct or indirect (employees – families)
“5” Who: getting to know each Stakeholder?
• Beneficiaries
• Supporters
• Opponents
• Resource providers
• Vulnerable groups
Who are the potential beneficiaries?
Who are the supporters
Who are your opponents
Who can provide resources
Who are the vulnerable groups?
Step 2: Stakeholder mapping
• Think of relationships in which the firm affect people or they affect the firm
• Avoid engagement burnout by talking to too many stakeholders
• Set priorities (the importance of the
stakeholder group to operations such
customers and suppliers, etc…)
Grouping Stakeholders
Primary stakeholders
• Customers
• Suppliers
• Employees
These stakeholder groups can benefit from a company’s success and can be harmed by its mistakes.
Secondary stakeholders
• Governments
• NGOs
• Media.
They are also important because they can take action that can damage or assist the organization.
Stakeholders
Step 3: Create a relationship model
• What is the relationship
among stakeholders
• Who influence whom?
• Who has control
• over whom?
Step 4: Encourage Stakeholder participation
• Workshops
• Questionnaires
• Interviews
• Role plays
• Brainstroming discussions
• Small group discussions
• Surveys
Information sharing
Participation by consultation
Participation through Material
incentives
Functional Participation
Interactive participation
Empowerment
Provide data
Learn about practices, discuss topic Consult for best time, etc…
Probably not appropriate but could be invited to a meeting and have his expenses paid to attend
Part of a project evaluation team Quarterly meeting, etc…
Present project and have involvement in decision making Engage from the very start
Pre-project design: objectives, implementation plan, outputs, evaluation.
Methods for stakeholder participation
Consideration
1. Maintain the Dialogue & Deliver on
Commitment
• Engage in a spirit of respect and openness for
mutual benefit
• There can be a wide range of engagement
approaches. There is no “one size fits all
2: what to consider when engaging with aboriginal people? Building mutually supportive relationships with native people requires:
• Genuine respect for their perspective and position.
• A common problem area is Aboriginal imagery (use Aboriginal images to promote or market company or product) sometimes without the consent of affected Aboriginal communities.
• Out of respect for the owners of this intellectual property, companies need to consult with and obtain the permission of the owners of these images prior to using them.
3: Why it is important to engage with non-governmental organizations Partnerships with non-governmental organizations are becoming a valued CSR strategy.
• Engaging with
– Ethical groups
– Non-profitable organizations
– Unions and campaign groups
– Environmental or social Networks
– Innovation groups
• Check: www.bsr.org
CSR at DUBAL
We strive to be a role model for care and responsibility within the community.
fulfil our Corporate
Social Responsibility
Why is DUBAL committed to CSR?
Environment
Economic
Workplace
Social
Community Engagement clip
DUBAL stakeholders
Employees:
Employee engagement, Awareness
campaigns, surveys, etc…
Bus. Associates/ Suppliers
Bus. development, Supplier survey, auditing, etc…
Customers: Customer
Satisfaction surveys, customer portal,
technical support, etc…
Community: Investment through
donations, sponsorships,
employee volunteers, etc…
Government bodies: Official meetings, Reporting, Rules and regulations,
etc…
Non-government organisations:
One-on-one meetings, phone
calls, donations and sponsorships, events, etc…
Summarizing our diverse stakeholders
DUBAL’s CSR policy – Touch points impacting
Stakeholders
Conserve natural resources
Positive financial contribution
to our society
Engage community
Partners
Awareness of EHS
Improve quality of life for disempowered
people
Knowledge & education
Involve employees and families
Sports development
Recycling and waste
Promote our values
Quick Tips
Quick tips
• Prioritize which stakeholders to engage with in terms of their ability to impact positively or negatively on the firm.
• Make sure you know in advance why and how you are going to engage with them.
• Consider using professional facilitators or consultants to assist in constructing an effective engagement process.
• Involve “champions”
Thank you,