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BEST PRACTICES WEST CLUSTER CHINA PROVINCE OF SHAANXI

DELATTRE François GOSSELIN Timothée Gravié-Plandé François


GO 1

TRANSPARENCY To develop a Network of

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According to Michael Punke, U.S. ambassador to the World Trade Organization, China remains among the least transparent and predictable of the world’s major markets for agricultural products. None the less transparency is the core of the mechanism of responsible governance. It enables external stakeholders to analyze an organization and to assess the quality of its products. It is essential to be coherent between what is publicly shown and what is really done. Indeed, governance and transparency are more than closely linked. In one part, a bad governance system would lead to an opaque communication while on the other part a communication that lack transparency would lead to a bad governance system. Moreover, in the idea of a collaborative work, transparency is the only way to succeed as it is a tool to manage its relationships with its stakeholders.

STEPS to fulfill the GOOD PRACTICE 1

Internal Audit An internal audit is clearly a mandatory step towards a transparent governance. You need to be able to assess what is your company and how it is done. It is the only way to keep control on your activity and to have a clear view of your impacts.

2

External Audit An internal audit can not be enough to fulfill the requirements to a true transparency approach of your business. That way, working with an external company is the guarantee of a real conformity between facts and reality.

3

Audit over the whole chain of value / Analysis of Life Cycle Last steps towards a true transparency, an analysis of the whole chain of value, that is to say an analysis of the life cycle, is the only way to truly assess the impact of your activity and processes.


Local Stakeholders

BENEFITS for your company :

REFERENCES :

Good image

Global Reporting Initiative

Conformity between facts and reality

guidelines

Conformity with legal aspects

ISO 26000

Formalization of the processes

CASE STUDY Danone, through its RESPECT approach, check the CSR performances of more than 2000 suppliers. More than a simple auto-evaluation done by the suppliers themselves, the Group Danone conduct audits done by a third party and share this information.


GO 2

HUMAN RESOURCES M To develop a Network of

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To take account of your human resources is one of the step towards a responsible company. It is essential to mobilize all actors around a clear and shared vision developed in operational action plans. Being close to your employees ‘ expectations would only lead to a successful business and a strong feeling of affiliation. The resources and facilities put in place should answer to such a goal. The sharing of information between employees and partners need to be smooth and efficient as information, if well managed, offer an important competitive advantage. Moreover, any company should be able to know its employees well enough, so they can offer them the right job at the right time.

STEPS to fulfill the GOOD PRACTICE 1

Professional Intranet Network A professional intranet network, is the first for a company to strengthen its human resources management. It enables it to share information with its various employees and partners.

2

Annual appraisal interview In order to really know your employees, an annual appraisal interview is a mandatory step. It enables you to assess your employees’ skills and the evolution of their work.

3

Cartography of skills Last step to a good human resources management towards a collaborative approach, is a cartography of skills. The previous interview gave enough information on employees to assess their competencies. Putting it on “paper” enables you find the right person for the right job and in a collaborative perspective to share skills with other companies.


MANAGEMENT Local Stakeholders

BENEFITS for your company : 

Good image

Well-being of employees

Good knowledge of your employees

Right assessment of tasks

Competitive advantage

CASE STUDY Alstom has developed an internal program to share knowledge and best practices entitled Collaborative Way. This dynamic, based on new information technologies now enables Alstom to strengthen the integration of new employees and collaboration between the entities of the Group.

WEST Cluster France has designed a collaborative platform for its members in order to share information and news on various subjects related to their activities


GO 3

SHARED STRATEGY To develop a Network of

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In order to establish a common image and brand, participating in a collaborative platform is a mandatory step. It enables companies in the cluster to share information and to develop a network of knowledge and skills. Moreover in order, to take part in the local development the various cluster’s actors need to collaborate with external companies whose thematic is closed from the core activities of the cluster. That way projects, in R&D for instance, can be lead jointly by different actors even if they are not member of the cluster. The cluster is, then, able to become a display of good practices and encourage an eco-responsible approach.

STEPS to fulfill the GOOD PRACTICE 1

Shared dashboard for projects development Having a dashboard for your projects enables your company to have a precise view on its evolution and on the needs in resources to fulfill those projects.

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Exchange of skills within the cluster Being an active member of a cluster gives you the opportunity to share your resources and knowledge. The exchange of skills between companies of the cluster is the best way to collaborate and to strengthen your activity.

3

Communal place for workers and the community To take a step further in a collaborative relationship, you should offer a communal place for workers and the community, so they can start a project of their own or share their experiences.


Local Stakeholders

BENEFITS for your company : 

Good image

Ability to participate in a collaborative work

Strong link and feeling of affiliation with other companies

Formalization of the processes

CASE STUDY The clusters Cap Digital and EMC2 designed a mapping of skills in order to facilitate the identification of skills in the cluster that need to be mobilized in the framework of collaborative projects, especially in R&D.

Thanks to their collaborative platform Mer Bretagne and PACA decided to share their vision and strategy, even if they are from a different cluster.


Access to your space : www.blueprint21.com

Picture, attribute as : Juan Pablo Bravo, Lemon Liu, Fellipe Silva, Blake Thompson, Isabel Gueren, Jerry Wang, Thibault Geffroy, Douglas Cavendish, Scott Lewis, Cris Dobbins, Adam Iscrupe, Sarah Abraham, Gemma Garner, Luis Prado — from the Noun Project

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