Gestion du cycle de vie Un guide d’affaires de la durabilité Session de formation 4 sur 4 Novembre 2006.

Présentation au sujet: "Gestion du cycle de vie Un guide d’affaires de la durabilité Session de formation 4 sur 4 Novembre 2006."— Transcription de la présentation:

1 Gestion du cycle de vie Un guide d’affaires de la durabilité Session de formation 4 sur 4 Novembre 2006

2 Formation en gestion du cycle de vie - Plan
Introduction à la GCV Première session Comment est utilisé en pratique la GCV Deuxième session Communiquer les résultats de la GCV Troisième Session La GCV et les attentes des parties prenantes Cette session !

3  Fait Introduction à la GCV Première session
Objectif d’apprentissage: Comprendre les bases théoriques de la gestion du cycle de vie & son histoire Qu’est ce qu’un cycle de vie ? Impacts & valeur créés avec le cycle de vie d’un produit ou service Définitions Histoire Utilisation Pourquoi la GCV est-elle nécessaire en entreprise et au gouvernement ? Conducteurs Qu’englobe la GCV ? Quels sont les aspects uniques de la GCV? Exercice de groupe Pause café et boissons Introduction à la GCV Première session  Here is a reminder of what we learned, discussed & accomplished in the previous session... Fait

4 Objectif d’apprentissage: Comprendre les aspects pratiques de la GCV dans le développement des politiques et les opérations d’affaires, à travers des discussions pour son intégration dans la prise de décision et des cas pratiques Gestion du cycle de vie Définition & Avantages La GCV implique … Apprentissage à partir d’une gamme d’exemples Une démarche de mise en œuvre de la GCV Planifier – Faire – Contrôler – Agir Un accent sur la conception D’autres cas pratiques pour illustrer Exercice de groupe Pause déjeuner Comment est utilisé en pratique la GCV Deuxième session  Here is our agenda for this session, and a statement of learning objectives – The session will last no longer than 2.5 hours Fait

5  Fait Pourquoi communiquer la GCV ? A qui ?
Objectif d’apprentissage: Fournir une bonne compréhension des outils et stratégies de communication. Pourquoi et comment peuvent-ils être importants pour les affaires ? Pourquoi communiquer la GCV ? A qui ? Définition et domaines, conducteurs, groupes cibles de communication Boite d’outils de communication Caractéristiques principales et lien avec la GCV Exemples et diffusion d’outils Etudes de cas Secteur -Conducteurs spécifiques Stratégies de communication Combinaison d’outils Exercice de groupe Pause café et rafraîchissements Communiquer les résultats de la GCV Troisième Session Here is a preview of the agenda for the third, upcoming, session - - to give you an understanding of what we’ll cover next  Fait

6 La GCV et les attentes des parties prenantes Cette Session !
Objectif d’apprentissage: Comprendre comment identifier les parties prenantes & les éléments fondamentaux pour l’engagement des parties prenantes. Répercuter sur les acteurs parties prenantes Discussion ouverture sur l’engagement Les attentes des parties prenantes d’aujourd’hui Valeur de l’engagement des parties prenantes Un processus pour l’engagement des parties prenantes Cas pratiques Clôture du groupe de discussion Pause déjeuner La GCV et les attentes des parties prenantes Cette Session !

7 Exercice: Qui détient un jalon ?
Purpose and Objectives: This is a simple, quick exercise. The purpose is to get participants talking and thinking about who has a stake in their organisations. This will provide them with some context for the “process” for stakeholder engagement that is presented later in this Session. This exercise includes some role playing. Materials: Note pads for each individual to write their ideas. Facilitating the Activity: Ask participants to choose a partner (or assign partners) Ask one partner to choose the role of journalist to conduct an interview. The other partner is “himself”, a representative of his organisation. Ask the journalist to interview his partner, and to ask the following 2 questions (allow 5 minutes): “Businesses recognise that today’s complex issues cannot be solved alone. Solving today’s complex issues requires a coordinated effort with multiple stakeholders contributing to innovative, sustainable solutions”... Can you name five groups that have a stake in the environmental and social performance of your organisation? Can you describe how your organisation has worked together with one of these groups (or describe how you think your organisation might be able to work together with one of these groups), in order to address an environmental/social aspect of your products/process/operations? Now have the partners change roles. Have the partner playing the journalist role ask the same two questions of his partner (allow 5 minutes) To close, tell participants to keep their stakeholders in mind, as we begin the Session... Exercice: Qui détient un jalon ?

8 Les entreprises ne sont pas seules au monde
Organisations non gouvernementales sociales et environnementales Parties prenantes secondaires Associations de commerce Parties prenantes primaires Organisations intergouvernementales Les affaires en amont Les employés Affaires & produits Université /instituts de recherche Associations du travail Clients Les pouvoirs publics LCM... Recall to mind two of the things we learned about life cycle management: Active participation of all employees all departments and all functions in a company is an important precondition for LCM. An organisation must look at activities beyond its facility boundaries, and be willing to expand its collaboration and communication to all stakeholders in the value chain, in order to: successfully foster more sustainable goods and services; to manage the total life cycle of its product portfolio; to successfully move towards more sustainable production and consumption. Therefore, we know stakeholders are key to the success of LCM in an organisation. Specifically, a process to identify priority stakeholders and garner their input, are key to the success of LCM in an organisation. Who has a Stake? Companies are not alone in the world. Many groups have a stake, or interest in a company, its products, its operations, its financial success. This figure (adapted from Wuppertal Institute, 2004) presents employees, suppliers, financial institutions, public authorities and customers in the product chain as primary, obvious stakeholders. The figure presents a number of other groups as secondary stakeholders along the product life cycle. Each stakeholder has different expectations of, and different skills to offer to, an organisation. Activities of an organisation have impacts of different kinds along its product chain, and affect almost anyone. Hence, organisations can be held accountable for these impacts by different stakeholders. Activities of an organisation can be enhanced at many points along its product chain. Hence, organisations can benefit from insights of different stakeholders and their perspectives on improvement opportunities. Therefore, identifying and engaging stakeholders is necessary to anticipate the stakeholders’ opinion on the business, the products and services and to learn what really matters to them. Source: A UNEP Guide to Life Cycle Management, UNITED NATIONS PUBLICATION, DTI/0889/PA, ISBN: Banques, compagnies d’assurance, analystes financiers Fournisseurs de technologie Communautés locales Media

9 Tendances & attentes de changement
La complexité des attentes des parties prenantes augmente: Économique  Environnement  Social  durabilité Facilités  Produits  Fournisseurs & fin de vie Ayez confiance en moi  dites moi  montrez moi  Impliquez moi La définition des parties prenantes s’élargit Externe  Interne Stakeholders have become more global in their reach and have a better understanding of business than ever before. Stakeholders expect transparency. They expect to be involved in setting social and environmental performance objectives – not only being informed of the organisation’s activities and performance. External stakeholders, removed from the organisation’s business (such as activists like Greenpeace) are still active. But more interestingly is the increasing expectations of stakeholders closer to the organisation’s business, such as their employees, their shareholders, their banking institutions. Source: Five Winds International, 2003, “Descriptions of Tools & Concepts for Environmental Sustainability”.

10 Considérez 2 types de parties prenantes
1. L’entreprise 2. La communauté Les organisations qui travaillent avec un grand nombre d’entreprises à un niveau professionnel ou stratégique Les Organisations qui travaillent avec les entreprises qui opèrent dans leur région au niveau local et communautaire Les deux types ne sont pas mutuellement exclusifs

11 Quelles sont les attentes des parties prenantes au niveau des entreprises?
Les parties prenantes de niveau stratégique, professionnel: Peuvent avoir de grandes attentes des compagnies avec lesquelles elles sont partenaires Doit mettre l’emphase sur un ordre du jour avec des enjeux spécifiques Approchés par plusieurs compagnies, pourraient donc sélectionner avec qui ils travaillent Une majorité d’engagements à ce niveau reposent plus sur des relations personnelles Plusieurs attentes tournent autour de la construction et le maintien de la confiance Source: Five Winds International, “Effectively Engaging Stakeholders: A survey of current practice” presentation to Conference Board of Canada, 20 May 2003, Kevin Brady, Director, Five Winds International.

12 Quelles sont les attentes des parties prenantes au niveau communautaire?
Les parties prenantes au niveau local, communautaire : Les attentes sont uniques pour chaque communauté Souvent, les entreprises supposent de manière incorrecte que : Les parties prenantes qui peuvent être consultées ou engagées seront les mêmes pour chaque communauté/région Les attentes des parties prenantes ou les enjeux seront les mêmes d’une unité de production à l’autre, d’une région à l’autre Les entreprises ont besoin de prendre du temps pour se pencher efficacement sur leurs préoccupations, pour s’assurer qu’elles comprennent les racines réelles de leurs préoccupations

13 Les parties prenantes dans 3 domaines
Attentes Communautaire / Opérations Performance de l’entreprise Performance du produit Contribution au bien-être social, culturel & économique de la communauté locale Énoncé de l’aspect environnemental,social dans la mission de l’entreprise Politique pour répondre aux impacts environnementaux des produits Deux voies de communication, engageant la communauté dans la prise de décision Code d’éthique ou politique sur les comportements attendus des employés et des partenaires commerciaux Programmes pour répondre aux questions (conception pour l’environnement, reprise et emballage du produit Identifie & priorise les risques Cibles de durabilité suivies, mesurées et rapportées publiquement Cibles pour la performance environnementale des produits suivies, mesurées (ex. Déclarations du produit) The community level... Companies have often been working with groups in their local communities for many years... What is new is an approach that involves community groups in discussions, and in generating solutions, instead of only informing them of decisions after they are made (two-way communication, engagement) The corporate level... Companies, depending on their size and scope, may work with international NGO’s, investors and thought leaders. Expectations of these stakeholders tend to be focused on the company’s strategy and commitments to upholding or surpassing best practices in their sector. The product level... Companies have always responded to customer’s needs when creating products... What is new are customer expectations for credible information on environmental & social performance of products Supporting Case Study, “Johnson & Johnson: Environmental and Sustainability Reports” - see “Case Studies and Resources” section of manual – It illustrates J&J is increasingly including life cycle product information in communication documents meant for private and public stakeholders, environmental and sustainability reports

14 Valeur du travail avec les parties prenantes
Création d’opportunités Évitement de risques Perception of a company’s overall reputation is not only based on the activities which it participates in or the organisations which it supports, but is often a reflection of how well the company interacts with its stakeholders. Engaging stakeholders can help to build relationships with upstream and downstream members of the value chain as well as with organisations in the communities in which they operate. These relationships can be an integral part of creating new opportunities for development and avoiding risks.

15 Valeur commerciale du travail avec parties prenantes
Valeur commerciale de l’engagement des parties prenantes – une étude de 8 entreprises Valeur commerciale: entreprise 1 2 3 4 5 6 7 8 Maintenir ou améliorer la réputation & l’image  “Garder l’écran du radar réglé" - Rester à l’avant ou influencer les réglementations et les attentes Stimuler les innovations & générer des idées Activer les autorisations & approbations Source: Five Winds International, “Effectively Engaging Stakeholders: A survey of current practice” presentation to Conference Board of Canada, 20 May 2003, Kevin Brady, Director, Five Winds International.

16 Valeur commerciale du travail avec les parties prenantes
Apprentissage & innovation "Développement durable" Acquisition de connaissances tacites Bonne réputation de l’entreprise Création de valeur intangible Risques sociétaux, environnementaux et financiers réduits Innovations des produits Bonne image de la marque Satisfaction du client Continuité/Position durable sur le marché Possible benefits and outcomes of stakeholder collaboration and communication (adapted from Wuppertal Institute, 2004) A la fin … Résultats tangibles Valeur créée à long terme avec les parties prenantes

17 L’Importance d’inclure des parties prenantes
Création d’opportunité Pays en développement Présenter à une plus grande communauté Établir un mécanisme pour les entrées de la communauté en cours Construire la marque de l'organisation Réévaluer les opportunités pour la création de la valeur Adapted From:  Simanis, E., Hart, S., Enk,G., Duke,D., Gordon,M. & Allyson Lippert “Strategic Initiatives at the Base of the Pyramid - A  Protocol for Mutual Value Creation” In Less Developed Countries, where companies may need to gain broad support and trust for the venture. There are four primary tasks involved in this process: presenting the business plan to the community, establishing mechanisms for ongoing community input, building the MNC brand, and reassessing opportunities for value creation. Presenting to the Greater Community The organisation should discuss the business plan with community members, other stakeholders, and possibly even competitors. The fundamental objective of this task is to listen attentively for overlooked concerns and possible alternatives, adopting a stance of humility and respect for different perspectives. Changes should be made to the business model as appropriate, and additional partners added as necessary. The idea is not to get unanimous agreement – since that may not be possible, even though it is desirable – but to engage in an open, respectful and transparent dialogue with the community that results in broad support of the path forward. Establishing Mechanism for Ongoing Community Input In the spirit of transparency and in recognition of the venture’s responsibility to the local community, the organisation should institute a mechanism that allows for the broader community to periodically report-back on the venture’s performance and to raise possible concerns. One option might be to include community members in the collecting, analysing and reporting of scorecard metrics. The data and the reports would be made public and accessible to the community through the local enterprise office. Additionally, the organisation could institute regular “town-hall” sessions that provide a forum for raising concerns. Building the Brand Engagements with the community present an opportunity for the organisation to raise awareness of their brand. Establishing a brand as reliable, trustworthy, and of high quality increases access to valuable resources and capabilities within the community, enhances legitimacy, and may generate additional business opportunities. To effectively manage this process and to leverage the organisation’s interactions with the greater community, a clear brand strategy should be established. This strategy should make explicit the relationship of the local venture to the organisation’s corporate brand. Reassessing Opportunities for Value Creation The organisation should also utilise the feedback from the community in assessing their own strategic plan. In addition to ensuring alignment between the community and their objectives, the feedback may bring to light parallel opportunities to leverage the organisation’s current suite of products and services. Additionally, the organisation may identify new competencies or capabilities that it can develop and deploy locally or in its existing markets.

18 L’Importance d’inclure des parties prenantes
Création d’opportunité Pays en développement Marchés existants Innovation Bonne Réputation Licence Sociale pour Opérer Adapted from: Collaborative Learning and Innovation Centre for Sustainable Community Development, Simon Fraser University Stakeholder relationships can have a significant impact on the bottom line in the following ways: innovation depends on trust and collaboration between employees and access to new information and ideas through stakeholder networks a good reputation helps to attract talent, maintain customer loyalty and foster community support; maintaining a social license to operate depends on satisfying growing demands from stakeholders for accountability.

19 L’Importance d’inclure des parties prenantes
2. Évitement des risques Retards de projet Annulations Désastres de relations publiques, ex. boycotts Publics Réputations détruites Adapted from: Natural Resources Canada Managing risk in an increasingly complex market with greater stakeholder scrutiny of corporate activities is becoming essential to business success. Many issues risks can be avoided or minimised if issues of concern to stakeholders are addressed before a major problem arises, or if a relationship exists with stakeholders so the problem can be addressed in the early stages. Failing to invest the time and resources in understanding stakeholder expectations and address their concerns upfront can increase risks to business such as: Project delays Cancellations Public relations disasters, e.g. Public boycotts Damaged reputations Teck Cominco’s reputation for building successful partnerships with the communities near its mines has helped it avoid the fate of others who have had to spend large amounts of resources and time dealing with communities and other groups that challenge their right to operate, even to the point where these projects become no longer financially viable.

20 Processus d’implication des parties prenantes
Engagement & Principes Attribuer la responsabilité Développer des principes pour guider l’engagement Identifier & Prioriser les parties prenantes Identifier les parties prenantes Identifier les enjeux Méthodes & Types d’engagement (“boîte d’outils”) Déterminer une méthode appropriée d’engagement Mise en oeuvre & Sortie Supporting Case Study, “Utz Kapeh” - see “Case Studies and Resources” section of manual – It describes how Utz Kapeh worked with more than 100 producers and producer groups throughout Latin America, Asia and Africa, 57 roaster companies, 146 registered buyers to foster responsibly grown mainstream coffee Source: Five Winds International, “Effectively Engaging Stakeholders: A survey of current practice” presentation to Conference Board of Canada, 20 May 2003, Kevin Brady, Director, Five Winds International.

21 Processus d’implication des parties prenantes : 1
Processus d’implication des parties prenantes : 1. Engagement & Principes Attribuer la responsabilité à un groupe ou des individus: Besoin de champion(s) interne(s) pour s’assurer de la mise en place d’un engagement approprié des parties prenantes Les champions devraient avoir de l’expérience avec l’engagement des parties prenantes & des capacités interpersonnelles pour la construction des relations Les champions devraient être intéressés, avoir la volonté & voir la valeur Les champions ont besoin de se rapporter à un haut cadre pour assurer un niveau élevé d’engagement & d’implication Source: Five Winds International, “Effectively Engaging Stakeholders: A survey of current practice” presentation to Conference Board of Canada, 20 May 2003, Kevin Brady, Director, Five Winds International.

22 Processus d’implication des parties prenantes : 1
Processus d’implication des parties prenantes : 1. Engagement & Principes Développer des principes pour guider l’engagement, dans le but de : Démontrer l’engagement des parties prenantes Établir des règles du jeu, pour un dialogue respectueux et équitable Assurer une approche cohérente à travers toutes les opérations Supporting example, “Global Sullivan Principles” - see “Case Studies and Resources” section of manual – Signatories commit to “work with governments and communities in which [they] do business to improve the quality of life in those communities-- their educational, cultural, economic and social well being--and seek to provide training and opportunities for workers from disadvantaged backgrounds” and to “promote the application of these Principles by those with whom we do business” Source: Five Winds International, “Effectively Engaging Stakeholders: A survey of current practice” presentation to Conference Board of Canada, 20 May 2003, Kevin Brady, Director, Five Winds International.

23 Processus d’implication des parties prenantes : 2
Processus d’implication des parties prenantes : 2. Identifier & Prioriser les parties prenantes Les groupes potentiels des parties prenantes comprennent: Organismes de réglementation internationaux, nationaux et régionaux Actionnaires Communauté financière Organisations non gouvernementales locales et environnementales globales et sociales Communautés locales Membres de la chaîne d’approvisionnement Clients Employés et travailleurs contractuels Media Associations de travail Associations de commerciales

24 Processus d’implication des parties prenantes : 2
Processus d’implication des parties prenantes : 2. Identifier & Prioriser les parties prenantes Demander aux bonnes personnes: Contacter/ interviewer les représentants clés de votre organisation pour voir qui ils pressentent comme parties prenantes Collaborer avec les responsables de diverses fonctions commerciales Contact/ interview key representatives from your organisation about who they feel are key stakeholders. As part of these interviews, ask what they think are key expectations of various stakeholder groups with respect to environmental and social performance. Collaborate with leaders from various business functions (e.g., regulatory and public affairs, marketing and sales, EH&S, etc.) to brainstorm key stakeholder groups of the activities and service offerings associated with your organisation

25 Processus d’implication des parties prenantes : 2
Processus d’implication des parties prenantes : 2. Identifier & Prioriser les parties prenantes Classifier les groupes des parties prenantes sur la base de leur pertinence avec la stratégie de GCV de votre organisation Prioriser les groupes des parties prenantes sur la base de leur pertinence avec le secteur d’affaires Sélectionner les groupes des parties prenantes selon leurs d’attentes Rank using the numbers 1-3 (1 being most relevant, 3 being least relevant). Number of stakeholder groups typically ranges from Potential Ranking Factors Are they active in issues of direct relevance to the organisation’s business? Are they active in the organisation’s region of operations? Have they already established a relationship with the organisation? Are they influential in terms of policy or public visibility?

26 Croissance du niveau d’engagement
Processus d’implication des parties prenantes : 3. Méthodes & Types d’engagement Sur quoi se baser pour déterminer comment impliquer les parties prenantes ? Valeur commerciale, les enjeux, la situation géographique, le niveau du processus, le niveau des ressources nécessaires, etc. La méthode nécessite différents niveaux d’engagement Partage d’information Consultation Collaboration Croissance du niveau d’engagement

27 Processus d’implication des parties prenantes : 4
Processus d’implication des parties prenantes : 4. Mise en oeuvre & Mise à terme Mettre en oeuvre Développer des éléments d’action pour résoudre les questions soulevées Mesurer le succès Maintenir l’enthousiasme & la crédibilité Justifier le temps et les dépenses Mise à terme Établir un chronogramme: Si la raison de l’engagement est résolue, la mise à terme est naturelle Avec les partie prenantes de la communauté locale, l’engagement dure souvent pour la période d’une opération ou d’un projet, même après la fermeture et le démantèlement de la commission For example of “action plan” and “measuring successes”, see subsequent slides on CEMEX - - Action: made quality housing attainable by supporting collective responsibility and by providing designs that are simple, adaptable, and expandable. Measuring: CEMEX reports the last five years have seen the amount of cement consumed by the informal sector grow by 300%, while the average construction time has decreased by 66% and construction costs have been cut by 33%. Source: Patrimonio Hoy Presentation – Research directed by C.K. Prahalad available at

28 Processus d’implication des parties prenantes : 4
Processus d’implication des parties prenantes : 4. Mise en oeuvre & Mise à terme Etude de cas: CEMEX Housing is a fundamental need, but acess to bring the resources needed - labour, design and materials - can be difficult for many! CEMEX became aware of the importance of the informal housing sector, made up of mostly individual home builders, for their company during the peso crisis in the mid 1990s. This lead them to initiate the “Patrimonio Hoy” Program (Savings/Property Today) which looked for opportunities to expand their market in this area by designing a new approach to delivering construction material, support and financing. To learn as much as they could about the needs of these communities they researched, listened and immersed themselves to and with their customer base. This gave them insights they could never have acquired otherwise including the structural aspects that where obstructing people from constructing affordable housing. CEMEX was able to match the needs of their customers with their products and make quality housing an attainable target by supporting financing of construction projects through collective responsibility (similar to the Grameen Bank’s model); providing designs that are simple to build, adaptable, and expandable; as well as, being able to supply all the materials needed. As a result of this they have one million customers, and in the last five years have seen the amount of cement consumed by the informal sector grow by 300%, while the average construction time has decreased by 66% and construction costs have been cut by 33%. (Cemex: Patrimonio Hoy Presentation – Research directed by C.K. Prahalad available at Summary: Geographical Scope: This program is specific to Mexico although other developing countries, such as the Philippines, are considering replicating the Patrimonio Hoy model and there are associated programs, such as facilitating remittances from the United States, all focused on serving this population in a profitable way. Challenges: There was a real lack of understanding of this market Required a whole new business model to access the opportunities that existed there Only real way to understand the market and how to access them was to live with and learn from the communities themselves. Stakeholders Involved: Worked with and lived in the communities they were targeting to understand how to deliver improved services in a profitable way. Also created Socios or small groups to ensure payments through collective responsibility Benefit for the company: After 3 years of operations the program has 36,000 customers and is growing by 1,500-1,600 per month Program has a positive cash flow from operations of 2 million pesos per month Largest benefit has been to create a new channel for selling cement and other construction materials. This has helped CEMEX triple its cement sales in places where the program is being run. Link to LCM: Fulfils stakeholder engagement and economic aspects of LCM Lessons Learnt: There are creative ways to profitably access markets that previously may have been viewed as viable due to poverty or other complications. Source of Image: (Top right from

29 Études de cas de l’engagement des parties prenantes
Consider the following case studies – Refer to the page in your manual which outlines “Process for Stakeholder Engagement”. As we walk through the following case studies, look for elements of the process in their approaches. Source: This case study and all its contents are adapted from Engagement –The Foundation of Community Building. (

30 Etude de cas – Anglo American
A des activités dans plus de 60 pays Beaucoup dans les marchés en développement ou émergents Souvent dans les communautés éloignées ou rurales Il y a une attente publique qu'ils facilitent de la réduction de la pauvreté, la santé et la réduction du chômage, à la fois dans leurs opérations et dans la plus grande communauté Anglo American is a global leader in the mining and natural resource sectors. The company has significant and focused interests in gold, platinum, diamonds, coal, base metals, ferrous metals and industries, industrial minerals and paper and packaging, as well as financial and technological strength. Source: This case study and all its contents are adapted from Engagement –The Foundation of Community Building. (

31 Etude de cas – Anglo American
Utilise les boîte d’outils d’évaluation socio-économique (SEAT) Développe les plans d’engagement de la communauté Facilite l’engagement à travers Les forums sociaux Les partenariats Recherche continuelle de rétroaction The Socio-Economic Assessment Toolbox (SEAT) “includes assessment tools that assist with the identification of stakeholder groups, culturally appropriate methods for engagement and understanding the dynamics between stakeholder groups. It provides guidance on forming and managing partnerships, the social aspects of closure planning, local-enterprise development and assessing human capacities. To complete the process, the site management must develop a plan that responds to community concerns and priorities.” ( Anglo American states it has either gone through this process or developed community engagement plans for 91% of their major operations Social Forums are meetings for managers held all over the world and provide the opportunity for them to discuss, debate and interact on issues of greatest importance to the communities they are working in, such as informal settlements, sustainable livelihoods, or HIV/AIDS, with the leaders, advocates and NGOs supporting them. Anglo American belongs to a number of partner groups including: the UN Global Compact, World Business Council for Sustainable Development, Global Business Coalition on HIV/AIDS, and ICMM. Both through the use of SEAT and community engagement plans they are able to garner feedback on their performance from the communities they are operating in. They point to this as critical in aligning their improvement efforts with the priorities of the communities they are operating in. Source: This case study and all its contents are adapted from Engagement –The Foundation of Community Building. (

32 Etude de cas – Anglo American
Les parties prenantes sont composées : D’investisseurs Des employés et leurs représentants Des Gouvernements Des organisations internationales Des communautés (responsabilité fonctionnelle) Des entrepreneurs et fournisseurs Des clients Des ONG This is a list of Key Stakeholders and how they engaged with them in 2005 Investors - Annual results presentations and investor road shows, meetings on sustainable development performance, stakeholder surveys Employees and their representatives - Performance contracts and development reviews, CEO briefings, climate surveys, European Information Council, trade union negotiations, information portal, internal publications Governments - Direct engagement as well as through industry associations, national partnerships on social priorities, international partnerships, stakeholder surveys International organisations - Membership of UN Global Compact, ICMM, WBCSD, Global Business Coalition on HIV/AIDS, participation in consultations on business and human rights and World Bank IFC draft performance standards Communities (operational responsibility) - Community engagement plans and liaison forums, SEAT, roundtables, consultation with leaders, town hall meetings, surveys, EIAs/SIAs Contractors and suppliers - Commercial interactions, tender processes, open days, safety inductions, performance reviews Customers - Commercial relationships, satisfaction surveys, complaints procedures NGOs - Engagement on specific issues, stakeholder surveys, involvement in partnerships (e.g. on biodiversity, human rights or HIV), international memberships Source: This case study and all its contents are adapted from Engagement –The Foundation of Community Building. (

33 Etude de cas – Anglo Americain
Mondi Packaging Paper Mill Situé en Swiecie, Pologne A procédé à évaluation socio-économique A développé une stratégie pour répondre aux inquiétudes locales The socio-economic assessment highlighted both the benefits and priorities for the community. With unemployment at 25% this was a major focus, but there were also concerns around economic development, increased transparency in how social investment projects are selected, and the local environment. Following this assessment the Mill’s management developed a strategy to address these areas of concern. Strategies to support items such as economic development can be supported through such initiatives as sub dividing large contracts so that smaller scale local suppliers can compete for and benefit from them. In areas such as HIV/AIDS there are opportunities for educational efforts, testing, and support. Mining firms have found that good public relations in their operations has lead to strategic benefits when bidding to develop new mining sights in both existing and new countries. By investing in the health of their employees and their families they have also found benefits around employee retention and engagement. Source: This case study and all its contents are adapted from Engagement –The Foundation of Community Building. (

34 Étude de cas – WWF Partenaires pour la Conservation
Les principes de base de l’engagement Respect mutuel Transparence Droit de critique The World Wildlife Fund one of the world’s largest conservation organisations engages directly with leading companies in the conservation area. These companies have made a commitment to the environment and have engaged with the WWF to benefit from their insight and perspective on environmental issues. The WWF’s ‘guiding principles for engagement’ include “mutual respect, transparency and WWF’s right to criticise.” (

35 Étude de cas – WWF Partenaires pour la Conservation
Le partenariat vise à faciliter : La Conservation Les Communications Les initiatives conjointes d’apprentissage Les partenariats de Conservation L’investissement To become a Conservation Partner a company will work with WWF to develop a balance between: Conservation – setting clear goals for the business and its industry Communications – if successful for both internal and external parties Joint Learning Initiatives – (See Nokia case on next slide) Conservation Partnerships – aiding employee engagement on conservation efforts and learning on both sides Investment – either in WWF’s global fund or into specific projects (

36 Étude de cas – WWF Partenaires pour la Conservation
The focus of the WWF Nokia partnership is to facilitate discussions with stakeholders and develop new learning programs for Nokia’s employees. To date they have developed Connect to Protect a e learning site on their intranet. They have also engaged with a number of stakeholders both on general environmental issues and on those specifically related to Nokia’s operations. The ultimate goal of the partnership is that Nokia will improve its environmental performance and make a contribution to conservation. According to Nokia’s VP of Corporate Relations and Responsibility “ The cooperation between WWF and Nokia provides us with a unique opportunity to improve our environmental performance by engaging with staff throughout the organisation – from generating understanding, awareness and action on general environmental issues to a more targeted and specific business case focus. Through this cooperation we are enabling employees to manage environmental issues as an integral part of their jobs.” (all content for this slide from Summary: Geographical Scope: Within the sphere of influence of Nokia’s 50,000 employees scattered around the world Challenges: Raising awareness within the company’s employees Looking beyond the typical realm of influence of the company Stakeholders Involved: Works with WWF to identify priorities and communicate those to staff Benefit for the company: Greater integration of employee’s values and their work potentially leading to greater engagement Link to LCM: Fulfils stakeholder engagement and potentially economic aspects of LCM Lessons Learnt Opportunities to improve productivity and environmental performance may be generated by working with environmental organisations rather than seeing them as confrontational and to be avoided. WWF also has partnerships with Cannon, Lafarge, HSBC, and Ogilvy.

37 Discussion: qui puis-je impliquer?
“Businesses recognise that today’s complex issues cannot be solved alone. Solving today’s complex issues requires a coordinated effort with multiple stakeholders contributing to innovative, sustainable solutions” Recall again two of things we learned about life cycle management: Active participation of all employees all departments and all functions in a company is an important precondition for LCM. An organisation must look at activities beyond its facility boundaries, and be willing to expand its collaboration and communication to all stakeholders in the value chain, in order to: successfully foster more sustainable goods and services; to manage the total life cycle of its product portfolio; to successfully move towards more sustainable production and consumption. Therefore, we know stakeholders are key to the success of LCM in an organisation. Specifically, a process to identify priority stakeholders and garner their input, are key to the success of LCM in an organisation. Think back to the questions you discussed with your partner at the start of this session: “Businesses recognise that today’s complex issues cannot be solved alone. Solving today’s complex issues requires a coordinated effort with multiple stakeholders contributing to innovative, sustainable solutions”... Can you name five groups that have a stake in the environmental and social performance of your organisation? NOW can you name two additional stakeholders, which you had not thought of previously? Can you describe how your organisation has worked together with one of these groups (or describe how you think your organisation might be able to work together with one of these groups), in order to address an environmental/social aspect of your products/process/operations? NOW can you think of a new possibility for working with one of these groups, or stakeholders, which you had not thought of previously? Use these questions to generate a discussion amongst the group. Encourage people to share ideas, and explain how their views are different now from what they were at the start of this session. This should provide each delegate with ideas to take back to their organisation, or department, at the end of the session. Discussion: qui puis-je impliquer?

38 Questions supplémentaires pour la réflexion
Qui dans l’organisation devrait participer à identifier les parties prenantes les plus importantes à impliquer? Nommer un enjeu important dans votre organisation que l’implication d’une partie prenante pourrait résoudre? Penser à une partie prenante spécifique avec qui vous pourriez travailler. Quelles sont les perspectives et les capacités qu’ils pourraient apporter à la table ? Quels pourraient être les bénéfices respectifs pour votre organisation et la partie prenante? Existe-t-il des opportunités particulières pour votre organisation pour améliorer l’engagement des parties prenantes dans les pays en développement ? Dans les marchés établis? OPTION: If desired, use/adapt these questions to generate further discussion...

39 Formation en gestion du cycle de vie - Plan
Introduction à la GCV Cette session ! Comment est utilisé en pratique la GCV Deuxième session Communiquer les résultats de la GCV Troisième Session La GCV et les attentes des parties prenantes Quatrième Session