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THE STANDARD 02

FEBRUARY 14

Managing the Certification Process

CSR : for A SUSTAINABLE Luxembourg An Inventory of the Current Situation Luxembourg on the Road Towards a More Responsible Approach (p.4) Norman Fisch (INDR) “Make Luxembourg an International Point of Reference” (p.5)

Point of Reference ISO 26000, Facilitator for CSR (p.6)

Mike van Kauvenbergh and Raphaël Lallouette (Sales-Lentz) “CSR Represents an Investment in the Future” (p.7) Procedure Sales-Lentz Adopts a CSR Culture (pp.8-9)

Quality ISO Standard No. 1 in Line for an Overhaul (p.10)


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“There are no passengers on spaceship earth. We are all crew.” Marshall McLuhan, philosopher of communication theory

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THE STANDARD | FEBRUARY 14 | 3

Introduction Corporate Social Responsibility

In this latest edition, StandardsAlive* would like to invite you to take a guided tour of the current status quo in Luxembourg with respect to CSR or more precisely a more responsible approach to sustainable development. We suggest you find out more about our meeting with Norman Fisch, coordinator at the “Institut national pour le développement durable et la responsabilité sociale des entreprises” (INDR – National Institute for Sustainable Development and CSR), who talked about the principles and the objectives, as well as the pitfalls linked with implementing a RSE policy. We also have more information about the ISO 26000 reference framework; as you undoubtedly know this is a guide of best practices designed to provide information and support for all companies involved in the implementation of a social responsibility programme.

StandardsAlive* will be guiding them through this challenging period: one of successful integration of CSR principles into their existing corporate culture. To round off this edition, we are pleased to announce that StandardsAlive* was invited to join the Steering Committee run by the ILNAS (Luxembourg Institute for the Standardisation, the Accreditation, the Security and the Quality of Products and Services). This body is dedicated to the new version of ISO 9001, which should be launched in 2015. StandardsAlive* is proud to be able to provide additional expertise for its clients! Happy reading, Julie Kartheiser Business & Development Manager @ StandardsAlive*

In this context, we are also proud to publish an exclusive interview with two representatives of Sales-Lentz, who explained to us why their Transport Department has decided to adopt an ISO 26000 policy.

PROGRAMME DE FORMATIONS

News: Training Programme 2014 StandardsAlive* has put together a new training programme; you can choose between several modules depending on your current requirements. The programme is based on the context of the Luxembourg market and comprises several workshops and training sessions in Blended learning. For more information and registration please consult: info@standardsalive.eu www.standardsalive.eu

Event: “CSR in a Human Context” February 25th and 28th MindForest Lounge Following the success of the “Week Dedicated to Quality” organised by the MLQE and the positive feedback about our workshop “Dare to change…Dare to choose quality!”, we would like to invite you to attend a new event on the topic of “CSR in a Human Context”, dedicated to the fundamental principles of making CSR accessible to a wide majority. For more information and registration please consult: info@standardsalive.eu www.standardsalive.eu


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An Inventory of the Current Situation Luxembourg on the Road Towards a More Responsible Approach

The survey also revealed that CSR policy is generally perceived to have a positive effect on corporate image (48%), increase the well-being of employees (40%) and reduce the impact on the environment (33%).7 In this context most companies aim to: achieve market expansion (86%) and improve the quality of their products (67%), closely followed by social (about 40%) and environmental aspects (7%).8

In Luxembourg awareness of the concept of and overall information levels about CSR has gradually increased
in the course of the past 10 years. More and more companies have taken a conscious decision to adopt a more responsible approach, even if it is still too early to talk about an open-armed welcome. In 2003, François Biltgen1 paved the way for this breakthrough by speaking about support for CSR when he addressed the “Chambre des employés privés” (the Employee Representative Chamber). When the IMS2 and the INDR3 were set-up by the UEL4 (in 2007), Luxembourg effectively provided itself with the means of promoting this approach. Today the Luxembourg State has even developed its own free tool supplied via the INDR: the CSR label5. Of a total of around 30,000 companies in Luxembourg, around 600 have become “more conscious” and 74 have achieved certification among them: banks, auditors, language centres, etc.

Hence, we found that although CSR reposes on three main pillars (economic, social and environmental), in Luxembourg most attention is paid to environmental responsibility.

“in Luxembourg most attention is paid to environmental responsibility“ Nicolas Poussing, a luxembourg economist Ignorance of the concept Nicolas Poussing further asserts that despite the large number of training sessions and conferences already dedicated to the subject of CSR, reactions remain fairly limited; many of the companies contacted still know little about the concept and therefore hesitate to become involved.9 His survey also reveals that the most frequently quoted reasons for not becoming involved in a CSR approach are: a lack of time (58% of participants), the cost of its implementation (40%) and the translation of the concept into concrete actions (32%). 10

Goals and benefits Research carried out by Mr Nicolas Poussing 6, a wellknown economist, has revealed that CSR currently 
plays a most important role in the financial sector and among large companies.

Minister of Labour and Employment, Minister for Religious Affairs, Minister for Relations with Parliament, Minister Delegate for Communications. Institut pour le mouvement sociétal – Institute for Social Mobility.
 3 Institut national pour le développement durable et la responsabilité sociale des entreprises – National Institute for Sustainable Development and CSR. 4 Union des Entreprises Luxembourgeoises – the Luxembourg Business Confederation. 5 Entreprises Socialement Responsables – Socially Responsible Companies. 6/7/8/10 Nicolas Poussing, “CSR in Luxembourg. An analysis of the progress 1

2

This serves to underline why so many Luxembourg-based companies still hesitate to invest in CSR. Didier Damiani Expert in Communication @ MindForest 

made & results achieved”, Harmattan –Acadamia s.a. Louvain-la-Neuve, 2011. Nicolas Poussing is a researcher at CEPS/INSTEAD and holds a doctorate in economic science. 9 The INDR offers CSR-related training sessions. The Employee Represenative Body organises the following training session ”Analysis and Auditing of CSR”. Several conferences have been organised on the subject of CSR, for example the 6th congress organised by the Réseau International sur les Organisations et le Développement Durable (RIODD) in June 2011.



THE STANDARD | FEBRUARY 14 | 5

Norman Fisch (INDR)ous amenons un concept “Make Luxembourg an international point of reference”

Why are most companies interested in adopting a CSR approach? A great deal depends on the company itself and what its stakeholders hope to gain from the approach. In most cases it is a strategic decision, but it may also be a genuinely idealist choice with the intention of becoming more responsible in order to guarantee the durability of the company. Of course economic advantages, image issues, market positioning and social and environmental issues also play a major role.

Created in 2007 by the Union des Entreprises Luxembourgeoises (UEL – Luxembourg Business Confederation), the Institut national pour le développement durable et la responsabilité sociale des entreprises (INDR - National Institute for Sustainable Development and CSR) – has a mandate to promote CSR and provide a means of corporate certification. Today more than 600 companies have been approached and 74 labels attributed. We met Norman Fisch, its Coordinator. Mr Fisch, what can you tell us about the SRC label (Entreprise Socialement Responsible - Socially Responsible Company)?

What arguments do you use to convince a company to adopt such an approach? CSR creates a means of highlighting employee competencies, whilst also increasing their motivation and well-being (flexible working hours, life-work balance, performance recognition). It is also provides an approach to optimise the implementation of the necessary processes (energy reduction, greater resource or raw material efficiency). Thus client satisfaction benefits correspondingly from positive association with the brand (socially-responsible image), which in financial terms can also lead to increased sales and a reduction in costs. An overall improvement in the way the company operates.

In close collaboration with all the other CSR-linked bodies, the INDR has put together a programme leading to the award of a nationally recognised label. In order to obtain this SRC label, a company is invited to measure its level of social responsibility by filling in a free online questionnaire, which is available via www.esr.lu. The SRC survey enables Luxembourg decision makers to understand the benefits of CSR and gain most benefit from adopting such a responsible attitude.

What is your vision of sustainable development in Luxembourg?

What does the survey consist of?

What is your message to companies in Luxembourg?

The survey is divided into four chapters (about CSR strategy and the three pillars of sustainable development: governance, social and environmental matters) and includes about 100 questions. It has been compiled to test corporate levels of responsibility and commitment. One of ten INDR approved experts then conducts an audit of the company to determine whether it really is eligible for certification. In a final phase, the INDR invites a company representative to the official award ceremony, when the company is presented with the CSR label. This remains valid for three years, but of course all companies are encouraged to maintain the momentum of the improvement process.

CSR provides companies with an ideal tool to make their contribution to sustainable development. It not only serves to improve a corporate image, but also to increase competitiveness between companies. It creates added value for each individual company and also for society as a whole, which in my opinion is a great objective to aim for.

I hope to see Luxembourg positioned as a major European CSR implementer by 2020. This is a very ambitious plan, but the country is not very large, nor is the number of companies we need to convince. I really hope that our model of a responsible ecosystem will be adopted as an international point of reference.

Interview carried out by Didier Damiani Expert in Communication @ MindForest To read the whole interview text, please consult www.standardsalive.eu

StandardsAlive* declines all responsibility regarding the content of the interview.


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Point of Reference ISO 26000, facilitator for CSR

In the course of the past few years an increasing number of companies has extended its involvement in socially responsible projects. Initially such involvement was based on political reasons, later legislative measures and a sense of social obligation became increasingly influential. As a result of increased interest in CSR, a joint project was launched involving participants from 99 countries, who pooled their competences to produce a global corporate framework. This project resulted in the birth of the point of reference ISO 26000, which aims to “support and guide companies wishing to take into account social expectations, international standards and the requirements of all their stakeholders”. Even though this point of reference ISO 26000 does not yet correspond to a certification process, it can nevertheless lead to an evaluation based on certain specific key elements, which form the basis of any CSR approach. It centres around seven transverse principles, which a company must respect in order to assume a position of social responsibility.

As a whole, the company will generate a better working relationship and a greater sense of confidence with its employees. At a time when social and environmental questions are the subject of public debate, a company which has already demonstrated its willingness to tackle such issues will automatically benefit from this advance and be in a better position to gain financing and acquire the status of a privileged partner. The main principles of ISO 26000 •• Accountability •• Transparency •• Ethical behaviour •• Recognition of all stakeholder interests •• Respect of the principle of legality •• Application of international behavioural standards •• Respect of human rights Claire Navarra Senior Consultant @ StandardsAlive*

The benefits of ISO 26000 in a corporate context On a medium term basis this approach can result in many advantages for any company, which is prepared to integrate such central questions related to social responsibility in its governance policy and in its approach to managing stakeholder relationships: increased reliability and fairness in business transactions; the guarantee of pursuing honest competition and of abstaining from corrupt behaviour. Furthermore the respect of human rights and of correct working conditions make a valuable contribution to attracting new talent and retaining existing staff members. It also helps to assure staff well-being, which in turn makes employees feel more motivated and more closely identified with their employer. Whilst still taking these guidelines into account, a company can become increasingly proactive, which in turn will inevitably generate a more innovative spirit among the workforce. Finally, the company will undertake to adapt its stakeholder relationships in such a way as to take their requirements and demands into account, thus ultimately creating a perspective for further development.

Turnover, lack of motivation, conflicts, resistance to change, acts of presence, managerial pressure, burn out…unfortunately all these problems occur in many companies on a daily basis. If employees are stressed, a company runs the risk of getting drawn into a vicious circle, which can have a very detrimental effect on its performance. MindForest, the leading Luxembourg expert in change management, and MONDORF Domaine Thermal, expert in health-related issues have pooled their expertise to provide answers to your stress-related issues (change, reorganisation, managerial pressure, conflicts etc.). On the basis of our joint expertise, we can offer you tailor made solutions designed to meet all the needs and expectations of your company and of your workforce. Achieve change through well-being! Contact: info@serenityatwork.com www.serenityatwork.com Tel.: +352 43 93 666 770


THE STANDARD | FEBRUARY 14 | 7

Mike van Kauvenbergh and Raphaël Lallouette (Sales-Lentz) “CSR represents an investment in the future”

RL: We instigated an action plan and created my position as head of sustainable development and CSR within the Business Development division. Sales-Lentz took a conscious decision to use CSR as a means of generating innovation, of positive self promotion and of expansion into new markets, for example in the case of “SMOVE”, an innovative solution in the field of eco-mobility. What concrete results have you been able to record as a result of your CSR policy?

In 2007, the group decided to implement a CSR policy, which has since become a huge success. We met Mike van Kauvenbergh, Marketing and Business Development Director and Raphaël Lallouette, Head of Sustainable Development and CSR.

MvK: We are starting to win tenders, because our CSR approach sets us apart from our competitors. Nowadays many of our clients, the State and the European institutions expect a supplier to provide a carbon balance®, they trust us more, because we underpin our sustainable approach. We were lucky enough to become involved in this process at a very early stage, today it is considered to be a real necessity.

Gentlemen, why did you decide to implement a CSR policy?

RL: That’s true; CSR constitutes an investment in the future, but it is not just about economic criteria.

Mike van Kauvenbergh: Sales-Lentz was on the way to becoming a major company in the field of public transport in Luxembourg. At the time it was important to implement a responsible approach to guarantee health and safety and protect the environment, which is why we decided to base our investment policy on CSR compatible criteria.

What is your overall assessment of the CSR approach?

Raphaël Lallouette and Mike van Kauvenbergh (Sales-Lentz)

Raphaël Lallouette: The CSR concept was just starting to attract interest in Luxembourg. Sales-Lentz wanted to harmonise its brand image and at the same time to become a pioneer in the field of sustainable development, an approach which has since become embedded in our corporate principles. Could you describe how you set about implementing this approach? MvK: First of all we put together a corporate chart based on the results of several workshops organised with our employees. This centred on several main topics, namely our employees, our clients, health and safety, innovation, ecology and the environment. We also believe that we should behave in a responsible way to society as a whole and should set a good example in the way we deal with our competitors. Of course, CSR also has an impact on our governance; in effect our corporate principles are aligned to the three main CSR pillars.

MvK and RL: It really has been a success for us. Our new brand image has not only enabled us to differentiate ourselves from our competitors, but also to go a step further by creating our strategy for a sustainable future. Furthermore we have already noted a positive influence on our corporate culture, which really is an excellent side effect. With over 1000 employees and a fleet of more than 400 vehicles the Sales-Lentz Group has become the most important public transport company in Luxembourg. Interview carried out by Didier Damiani Expert in Communication@ MindForest To read the whole interview text, please consult www.standardsalive.eu

StandardsAlive* declines all responsibility regarding the content of the interview.


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Procedure Sales-Lentz Adopts a CSR Culture

Since 2008, the Sales-Lentz Group has become increasingly involved in facing the challenges raised by social, environmental and economic issues. Thanks to this investment, the company has gained considerable recognition on the Luxembourg market for its socially responsible position. Today it intends to further strengthen this position with regard to its Transport division by choosing ISO 26000.

Making CSR part of daily life All Sales-Lentz employees will be affected by this implementation phase. In concrete terms this means using appropriate tools and supports to encourage a maximum of involvement, participation and commitment with regard to this new CSR challenge. The four main stages involved:

The management of the Sales-Lentz Group is fully aware of the importance of involving their employees throughout the whole process in order to achieve a constructive outcome based on the principles and objectives linked to this approach. It is inevitably easier to implement a true CSR-based culture and philosophy if all the employees share and understand the values and joint actions involved. In the light of this observation, Sales-Lentz has decided to make the most of the full range of competencies offered by StandardsAlive* in order to guide and support them through the CSR implementation phase.

1. The management’s position It is important to emphasise the importance placed by the senior management of Sales-Lentz on the relevance of CSR to its own principles of governance. In order to achieve this, several meetings have been planned with the directors to discuss the overall approach to ISO 26000. On the basis of the information gathered at these meetings, the management hopes to be able to gain a better understanding of what exactly the concept of social responsibility means to their employees and therefore to determine what role their level of integration may play in the overall strategy.

Suppliers Employees

Health + Safety

Innovation

Competitors

Diagnosis meeting with the senior management Semi direct interviews

CSR Charter Clients Company Diagnosis meeting with heads of department Environment Senior company management

Label SRC

Follow up meeting StandardsAlive* & Sales-Lentz


THE STANDARD | FEBRUARY 14 | 9

“A true CSR culture will be better understood if it is accepted by all employees”

2. What the heads of department have to say The challenge is to create an atmosphere, which favours a socially sustainable and responsible style of management. For this reason the heads of department are invited to attend workshops, where the whole approach can be discussed. In this way, it will be possible to define to what extent it is feasible to introduce social responsibility at team level, which in turn depends on individual obligations and objectives. 3. Involvement of the employees in the field The next stage is designed to integrate the “heart” of the company (its employees) in this philosophy. Whilst taking cultural differences into consideration and using the most appropriate media, questionnaires will be sent out to the entire workforce. Their analysis of the current situation will make it possible to assess where the company currently stands with regard to social responsibility in terms of openness, awareness and commitment. It will also serve as a means of awakening their interest and of making them think more seriously about work-related social, environmental and economic issues.

4. Workshop about possibilities for improvement This workshop will continue on the basis of all the information collated so far and by gathering a representative group of employees from all departments and hierarchical levels in order to take joint decisions about future fields of action with respect to social responsibility. Furthermore, it will help to define the key aspects, which need to be dealt with in order to meet the requirements of ISO 26000 and it will define what actions should be instigated in order to generate greater involvement and commitment among the workforce in the face of these new challenges. The final objective will be to introduce a real CSR culture in the Transport department of the Sales-Lentz Group based on a concrete programme of actions supported and understood by all stakeholders. Julie Kartheiser Business & Development Manager @ StandardsAlive* Claire Navarra Senior Consultant @ StandardsAlive*

Support from all employees Diagnosis in the field

Culture 26000

CSR workshop

Commitment

Questionnaire involving the entire workforce

Risk management


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Quality ISO standard no. 1 in line for an overhaul

A more anticipative approach On this basis StandardsAlive* will be able to conceive a support project centred on preparation for and adaptation to the new quality system. International expertise By participating in the drafting phase, StandardsAlive* will gain access to a wide circle of recognised experts across a broad cross section of the economy.

In the tradition of the major changes launched in 2000 when the concept of process management made its first appearance, 2015 promises to have a similar impact when 19 new criteria are added to the ISO 9001, the ultimate reference point in the domain of quality management for over one million companies. From the date of its official launch, all ISO 9001 certified companies (version 2008) will be given three years to adapt their management systems to take these additional requirements into account after which they will be reaudited.

In the best interests of Luxembourgish companies This committee and - more particularly - StandardsAlive* will be able to represent your best interests –those of the Luxembourgish market - based on their experience of your requirements and pressures. Innovation Thanks to its participation in a permanent discussion process, an exchange of experiences and the acquisition of new competencies, StandardsAlive* continues to innovate and play a proactive role in the conception of all client services. Julie Kartheiser Business & Development Manager @ StandardsAlive*

This means the Quality Boom is only just around the corner, which explains why StandardsAlive* has already assumed an active role in the creation of this ISO standard in Luxembourg. To be more precise, Julie Kartheiser, Business & Development Manager at StandardsAlive*, has joined the technical committee ISO TC 176 in order to take an active role in the drafting of the new version of this ISO standard. By playing such a decisive role in the creation of standards, StandardsAlive* has extended its field of competence far beyond the stage of simple standard implementation. Inevitably this will result in many potential benefits for its clients: A source of strategic information It will be easier to gather relevant information in order to keep clients informed about current trends and practical developments in the field of quality management.

9001:2015 IN MAY, The next edition of The Standard will be dedicated to the 2015 version of ISO 9001.

The standard 02 [EN] by StandardsAlive*