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Socially useful industrial enterprise – towards global sustainability from local responsibility. Student : Bc. Ľubomír Šmida Supervisor : prof. Ing. Peter Sakál , CSc. Moscow 2012. - PowerPoint PPT Presentation
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Student: Bc. Ľubomír ŠmidaSupervisor: prof. Ing. Peter Sakál, CSc.
Moscow2012
SOCIALLY USEFUL INDUSTRIAL ENTERPRISE –
TOWARDS GLOBAL SUSTAINABILITY FROM LOCAL
RESPONSIBILITY
This paper was supported by the Slovak Research and Development Agency under the contract No. LPP-0384-09: “Concept HCS model 3E vs. Concept
Corporate Social Responsibility (CSR).”
The paper is also a part of submitted KEGA project No. 037STU-4/2012 “Implementation of the subject “Corporate Social Responsibility Entrepreneurship” into the study programme Industrial management
in the second degree at MTF STU Trnava”.
1. Integrated Management System (IMS)2. Corporate Social Responsibility (CSR)3. Corporate Sustainability and Responsibility (CSR 2.0)4. EFQM Model 20105. Decentralization of power6. Socially useful industrial enterprise
STRUCTURE
1. Integrated Management System
The concentration of activities of management systems under a common keeping through horizontal and vertical integration of separate systems built on the basis of their common features, characteristics and activities.
The success of the enterprises is associated with efforts to develop enterprises activities through Total quality management and corporate social responsibility and do not stop for standards.
ISO 14001
OHSAS
18001
ISO 26000
Another management
system
ISO 9001 IMS
First efforts: 19. century – Robert Owen (Great Britain), Andrew Carnegie (USA). 20. century – Baťa(Czechoslovakia).
The focus: Increasing competitiveness and attractiveness of the entrepreneurship.
2. Corporate Social Responsibility
The sense: Keeping with statutory
requirements and identifying and meeting the reasonable needs of all stakeholders.
The essence: From the perspective of the
“profit-only” to the level of “triple-bottom-line”.
Figure: Shareholders and stakeholders(Crowther and Aras)
Series10%
10%
20%
30%
40%
50%
60%
52%
47%
42% 42%
37%
32%
23%
7%
1%
Keep pace with competitors, market demand
Attract, retain good em-ployees
Trying to get a better repu-tation
Improved relations with business partners
Ethical and moral reasons
Customer/media re-quirements
Trying to help
The requirement of foreign owners
Company culture
2. Corporate Social Responsibility
Figure: Motives that lead SME to CSR in SR (FOCUS, 2010)
Wayne Visser – CSR International.A new generation of entrepreneurial sustainability and
responsibility through critical debate on the classic CSR.The sense:
To design and adapt the entrepreneurship model of sustainability and responsibility.
The essence: Making a positive impact on society.
Ages of social responsiblity: The age of greed. The age of philanthropy. The age of marketing. The age of management. The age of responsibility.
3. Corporate Sustainability and Responsibility
DNA CSR 2.0: Strand of sustainability, which
represents destination. Including challenges, vision, strategy and goals.
Strand of responsibility, which represents journey. Including solutions, responses, management and actions.
A tool that provides a holistic view of the organization.Universal for all types of organizations.
Excellent organizations achieve and sustain permanently the highest level of performance, meeting or exceeding the expectations of all stakeholders.
ISO norm certification (the first step) → The age of management.
EFQM (the second step) → The age of responsibility.
4. EFQM Model 2010
Three integrated elements: The first:
4. EFQM Model 2010
Figure: Fundamental principles
Three integrated elements: The second:
4. EFQM Model 2010
Figure: EFQM Excellence model
Three integrated elements: The third:
4. EFQM Model 2010
Figure: RADAR logic
5. Decentralization of power (Empowerment)
„You cannot teach a man anything, you can only help him find it within himself.“
Galileo Galilei
Represents transfer of central power to lower authorities. The enterprise with integrated approach to managing should
create process teams with the ability to make autonomous decisions.
Learning, creativity, innovation (EFQM Model) → It is necessary to utilize staff´s potential and prepare for project team working, which is indispensable in conditions of permanent changes.
The philosophy of socially useful industrial enterprise can be applied to any entrepreneurship that keeps the idea of sustainability and responsibility as the key idea of entrepreneurship.
6. Socially useful industrial enterprise
OHSAS 18001
ISO 14001
ISO 9001
CSR 2.0 EFQM
6. Socially useful industrial enterprise
Participatory workplace → Open and direct communication.
Process vs. project teams. From responsibility to sustainability.
IMS establishes requirements for enterprise activities.EFQM determines enablers of excellent results.CSR 2.0 gives a new dimension to the enterprise activities
because of ability to support the use of many existing tools and techniques (Kaizen, TPM, etc.).
Usefull - benefits for shareholders.Socially usefull - benefits for all stakeholders and shareholders.
6. Socially useful industrial enterprise
www.mkem.sk
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[20]ISO 9001:2009
[21]ISO 14001:2005
[22]OHSAS 18001:2008
[23]ISO 27001:2006
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