To foster

To foster social and environmental business opportunities
in Central America and Dominican Republic
through access to innovative financial resources and
technical assistance.
Methodology and Success Cases
in Central America and Dominican Republic
The Netherlands
Ministry of Foreign Affairs
To foster social and environmental business opportunities
in Central America and Dominican Republic
through access to innovative financial resources and
technical assistance.
Methodology and Success Cases
in Central America and Dominican Republic
The Netherlands
Ministry of Foreign Affairs
To foster social and environmental business opportunities
in Central America and Dominican Republic
through access to innovative financial resources and technical assistance :
Methodology and Success Cases
San José, Costa Rica
658.408
C389f
CEGESTI
To foster social and environmental business opportunities in Central America and Dominican Republic through
access to innovative financial resources and technical assistance: Methodology and Success Cases. . / CEGESTI.-San José, C. R.: CEGESTI, 2012.
7 p.; il.; 27 cm.
ISBN 978-9930-9401-8-1
1.SOCIAL RESPONSIBILITY. 2.ENVIRONMENTAL MANAGEMENT 3. SOCIAL DEVELOPMENT.
4.SUSTAINABLE DEVELOPMENT. 5. CENTRAL AMERICA. 6. DOMINICAN REPUBLIC. I. CEGESTI. II.Title.
First Edition 2012
Coordination: Daira Gómez, Andrea Rodríguez and
Gabriela Román
Design: árdiCOM
About This Manual
This manual is based on the practical experience developed in the framework of the
project, “Promoting Social and Environmental Business Opportunities in Central America and Dominican Republic”1, an initiative that was created to encourage entrepreneurial competitiveness through the application of socio-environmental and corporate governance practices. The Schokland Fund was created thanks to this project,
providing the participating enterprises from the agribusiness, food and forestry sectors
with credit and technical assistance.
About CEGESTI
CEGESTI is a private, independent and non-profit organization dedicated to promoting the productive sector’s competitiveness in order to improve sustainable development in Latin America.
www.cegesti.org
About OIKOCREDIT
Oikocredit is an international cooperative that promotes global justice, urging people,
churches and other groups to share their resources through socially responsible investments and supporting underprivileged people with credit.
www.oikocredit.org
About ICCO
ICCO is an interecclesiastical organization for development cooperation. Its mission is
to contribute to a world in which people live with dignity and prosperity, where poverty and injustice no longer exist.
www.icco.nl/es/home
1.This project was financed by OIKOCREDIT, ICCO and the Netherlands Ministry of Foreign Affairs.
The technical assistance was executed under the guidance of CEGESTI.
Welcome Message
The challenges faced by society, such as reducing poverty rates, restraining the
planet’s environmental deterioration and improving the quality of life of all citizens call for a new corporate management model.
The model should be based on a sustainable development philosophy that confines businesses within a balanced concept involving three elements: wealth generation, environmental performance and social wellbeing.
The adoption of this approach requires enterprises that succeed in achieving customer satisfaction while protecting, maintaining and offering a higher value to the
necessary human and natural resources for the future.
This document seeks to demonstrate how results focused on socio-environmental and corporate governance elements can be reached through an integrated
methodology in keeping with the enterprises’ possibilities and in complete alignment with the corporate strategy.
Daira Gómez, Executive Director, CEGESTI
Table of Contents
Discovering Social and Environmental Opportunities ..........................................................1
Methodology...................................................................................................................................................1
Evaluation........................................................................................................................................2
Strategic Revision.......................................................................................................................3
Define................................................................................................................................................4
Implement......................................................................................................................................5
Monitor and improve...............................................................................................................5
Communicate...............................................................................................................................6
Success Cases..................................................................................................................................................7
Towards New Social and Environmental Opportunities
Methodology
The implementation of best social and environmental
practices is an innovative corporate management approach that seeks to develop the capacity to “rediscover”
the added value of their activities and define innovation
strategies that include environmental and social requirements in local private enterprises (SMEs, cooperatives
and producer associations).
With the purpose of strengthening the enterprises’ capacity to develop opportunities aimed at improving their
social and environmental result, CEGESTI presents a comprehensive sustainable development methodology focused on two main elements: generation of impact on the
critical parameters of the organizations’ competitiveness
in relation to their socio-environmental performance and
their corporate governance practices, in addition to the
creation of organizational capacities.
Under this approach, the enterprise seeks to minimize the
amount of resources used while increasing the creation
of social and environmental value and satisfying the needs and requirements of their interest groups; in this way,
environmental benefits are achieved, such as a reduction
in water consumption (among other natural resources),
environmental risk reduction in case of accidents, contamination reduction through an improvement of processes and/or products and advances in health and occupational safety-related working conditions, as well as in
corporate governance practices.
This methodology presupposes the participation of both
managerial and operational staff, knowing that the implementation of improvements will depend on the global
commitment displayed by the entire organization.
EVALUATION
STRATEGIC
REVISION
COMMUNICATE
MONITOR AND
IMPROVE
DEFINE
IMPLEMENT
1
Evaluation
Implementation of the methodology requires an initial
diagnosis phase in order to determine the enterprise’s current situation concerning different socio-environmental
and corporate governance criteria. The aim is to learn
about the enterprise’s starting point, which will be used
as input to identify areas of improvement.
Furthermore, a series of manuals can be accessed freely
for further information: Responsible Purchasing Manual,
Manual for the Implementation of the ISO 9001:2008 Process Approach, Good Agricultural Practices (GAP) Manual,
Responsible Purchasing: Practical Guide for its Implementation in Enterprises, Manual for Developing Occupational
Safety and Health Programs, Cleaner Production Manual,
Manual on Management of Persistent Organic Pollutants
and Corporate Social Responsibility Manual (see Manual
Collection subsection).
The evaluators’ internalization of good practices in socioenvironmental topics always involves reading articles on
green procurement, social procurement, cleaner production
(information can be accessed at http://www.cegesti.org/noticias/)
Corporate Governance
•
•
•
•
•
•
Committment CG
Shareholders / partners rights
Fair treatment
Stakeholders interest
Information and transparency
Board of directors responsibilities
The results obtained will focus on topics such as:
• Cleaner production programs
• Profitable environmental
management
• Environmental management
systems
• Best agriculture practices
We suggest using the tools indicated in the Corporate
Social Responsibility Manual (see Manual Collection
subsection).
Use of resources
80
Remuneration
60
40
0
Waste
production
Work
schedule
100
80
60
40
20
0
Disciplinary
measures
Biodiversity
Corporate Governance evaluation
Bases for a
good CG
Child labour
100
Legal
Compliance
• Health and safety programmes
• Management of health and safety
systems
•Support actions to the community,
suppliers and consumers.
The graphic representation of the results obtained in
the diagnosis is of great value to identify the areas of
improvement and to socialize the products with the
enterprise’s employees.
Social Evaluation
Environmental evaluation
20
Social Dimension
Environmental Dimension
Discrimination
100
80
Forced labour
Health and
safety at work
Freedom of
association and right
to a collective
bargain agreement
60
Information
policies and
transparency
Internal control
procedures
40
20
0
Derechos,
responsabilidades
y trato equitativo
de los accionistas
Board
responsabilities
2
Strategic Revision
Due to the foreseeable impossibility of applying all of the
improvements resulting from the evaluation, these improvements need to be socialized with the enterprise’s
top management in order to prioritize their implementation. Afterwards, the conditions will be created to establish objectives (final impact) that the enterprise wants to
reach in the social, environmental and corporate governance practice dimensions.
For this activity, CEGESTI proposes a management model
based on a continuous improvement policy. The model
Objective
What must we improve to be able
to achieve the desired results?
Indicator
How can we measure if we are
improving?
develops in four stages. 1) definition of objectives and indicators, 2) definition of operational plans, 3) control and
follow up of activities, and 4) communication of results.
For further information, we suggest reading the Corporate Social Responsibility Manual (see Manual Collection
subsection).
The objectives should provide us a precise and measurable statement of the goal to be reached, for which we require useful indicators in order to analyze the trends and
performance.
•
The wording is clear; the objective is not confused
with an activity.
•
The objective responds to the organization’s plans
and/or policies.
•
The wording includes: the action to take place, the
issue to be improved and where the improvement
will be applied.
Indicators help us determine if the foreseen achievement is or is not being reached. Indicators should be
aligned with the action proposed in the objective and
indicate the period of time in which we expect to reach it.
Objective
Indicatort
“Reduce”
Amount/Percentage of reduction in
an XXX period of time.
“Increase”
Amount/Percentage of increase in an
XXX period of time.
The expected objectives are linked with the organization’s strategic plan once they have been defined; in this way, the improvements are then aligned with the enterprise’s global plan.
Revising the strategy provides the opportunity to
validate the appropriateness of the mission, vision
and organizational values, and to include the sustainable development approach. For this, we suggest to use the definition of social responsibility
provided by the ISO 26000 Standard as a
reference.
3
Some examples of identified improvements can be
accessed in the success cases generated as from
the application of this methodology. The information is available at
http://www.cegesti.org/schokland/ casosdeexito.
html
Define
Once the improvements for implementation have been established, the actions that will be taken to reach the proposed objectives
need to be defined.
Objective
Indicator
Goal
Improvement Plans
What do we need to
improve to achieve the
desired results?
How are we going to
measure if we are
improving?
How far to go?
What actions do we need
to take to achieve the
desired improvement?
An adequate description of the actions is essential to ensure their correct execution and follow up.
Improvement plan
Name of Plan:
Person in charge:
Activity
Person in
charge
Starting
date
Finishing
date
Verification to
___-___-___
Some examples of improvement plans are the following:
Corporate governance
•
•
Government structure (rights of stockholders/partners, role of stakeholders, information and transparency, responsibilities of administrative board).
Code of conduct
Social dimension
•
•
Occupational Safety and Health Improvement Program
Community outreach
Environmental and agricultural dimension
•
Cleaner Production Program, based on a pollution prevention approach. According to the enterprise’s
priorities, this program may include the following:
•
•
•
•
•
•
Analysis and identification of improvements in the use of water, electricity and other resources.
Analysis and identification of improvements in the use of materials.
Analysis and identification of improvements in the generation of waste and sewage.
Profitable environmental management
Environmental management systems
Good agricultural practices
4
Implement
In this phase, the role of those in charge of the improvement plans is crucial. These collaborators are responsible for communicating the plan to the organization and coordinating the development of the proposed actions.
It is convenient to address the following topics during the presentation of the improvement plans:
•
•
What is sustainable development? Why is it important for the organization?
What benefits does the organization expect to obtain through the proposed improvements?
The gathering of data should not be forgotten, with the purpose of evaluating the fulfillment of the proposed
indicators at a later date.
Monitor and improve
The methodology pursues that each organization looks after its progress regarding the implementation of good practices
and identifies new opportunities for improvement.
With the purpose of attaining the abovementioned objectives, we propose the organization’s top management to carry
out a measurement of the indicators to obtain an image of the current performance of the objectives.
Once the analysis has been performed, a proposal of new improvements or activities should be prioritized, thus initiating
a new progress cycle. This continuous process enables the organization to address the set of identified improvements
progressively, which constitutes an active and constant vision towards sustainable development.
Some of the changes usually identified during the monitoring may be, among other actions:
• Redefine (include, eliminate or modify) activities that fail to generate the expected outcome.
• Modify the order of execution or duration of the established term.
If the objective and the goal are not attained, it is advisable to conduct an analysis of the underlying causes and determine if it is feasible to extend the compliance period and to include new activities that would support the attainment of the proposed objectives. It is also suggested to use the tools stated in the article “Pasos para el establecimiento de acciones correctivas/preventivas eficaces” (Steps for the Establishment of Effective Corrective/Preventive
Actions), available at http://www.cegesti.org/noticias/.
If the analysis reflects noncompliance due to financial reasons, the person in charge of the program, together with
the organization’s highest authority, may bring the program to a close; however, it is important to include a justification regarding the program’s closedown, in the manner of learned lessons for future improvement initiatives.
5
Communicate
Communication between the enterprises and their stakeholders is essential for their continuous improvement in
terms of sustainable development.
In order to establish this communication, some enterprises use sustainability reports that indicate the financial,
environmental and social results obtained during a specific period of time.
With the purpose of preparing these memoirs, each enterprise follows its own parameters, or else, it may use
globally recognized guides, one of which is produced by
Global Reporting Initiative (GRI), an organization headquartered in Holland. This guide has been used by more
than 650 global enterprises that have disclosed their reports publicly.
The advantage of using the GRI guides is that they facilitate the introduction of indicators regarding the relation
of the enterprise with clients, suppliers, employees and
with those who invest capital in the organization; the use
of energy, water and materials, as well as the exercise of
adequate work practices, respect for human rights, and
responsibility for the product.
The Global Reporting Initiative organization has a guide for the implementation of sustainability memoirs
which can be accessed at www.globalreporting.org.
6
Success Cases
According to the described methodology and in the framework of the project, “Promoting Social and Environmental Business Opportunities in Central America and Dominican Republic”, funded by SCHOKLAND-SME CA&DR Fund,
CEGESTI provided technical assistance in 2011 to the following agribusiness enterprises:
Productores de Monteverde S. A. (Costa Rica), Cooperativa
Nacional de Productores de Sal - COONAPROSAL R.L. (Costa
Rica), Agribusiness Development Program-Proagroin (Costa Rica), COCO S.A. (Guatemala), Tecnoagro S.A. (Nicaragua)
and Grupo Banamiel S.R.L. (Dominican Republic).
Thanks to the assistance provided, the enterprises obtained important results in the environmental, economic and
social dimensions. The following are some of the achievements obtained:
1.
Definition of strategic frameworks aimed at sustainability.
2. Implementation of effective improvements concerning
the use and consumption of water, energy and fuels.
3. Recording and controlling CO2 emissions.
4. Solid waste and sewage management.
5. Implementation of environmental management practices in administrative offices (green office).
6. Establishment of occupational safety and health programs.
7. Development and implementation of tools for adequate human resource management.
8. Development and implementation of community outreach programs.
9. Creation of corporate governance codes.
Documented success cases are available at:
http://www.cegesti.org/schokland/casosdeexito.html.
7
CEGESTI is a private
non-profit organization that
promotes sustainable
development in Latin
America.
Colección de Manuales
Collection Manual
Compras responsables
Tra
ns
po
Materia prima
1. Identificación
2. Planificación
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Procesos
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Adquisición de materias primas
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Fabricación
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Desechos sólidos
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trabajo decente
Inclusión de aspectos sostenibles
Energía
humanos
comercio ético y justo)
Cl
Energía (calor, vibraciones ,etc)
Aporte a la inclusión social
Promoción de
(p. ej. inclusión de personas con
oportunidades equitativas
3D
discapacidad)
Apoyo a una económia
social y pymes
Costo del Equipo
$ 8,000.00
Colección Gestión
Proceso 8
(estratégico)
Organizacional
Guía
para el desarrollo de este enfoque con una visión práctica
Planifi
car
Proceso 3
(externo)
Proceso 4
Verificar
Cliente
Proceso 2
Requisitos
Necesidades
del personal
Proceso 5
Motivación y comunicación interna
Subdirección o Jefe
RRHH
Identificación de necesidades
de formación del personal
Implementar actividades de
motivación y comunicación interna
RRHH
Reclutamiento, selección y
contratación
Elaboración y seguimiento del
plan de capacitación
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Manejo de Contaminantes
Orgánicos Persistentes
Persistent Organic Polutants
Colección Gestión
Organizacional
$30/mes
Producción más limpia
Manual para la Elaboración de Programas
de Salud y Seguridad Ocupacional
Colección Gestión
Organizacional
Recibo de café
Producto
Despedrado
Reducción en la Fuente
Reciclado
$100/mes en tratamiento de
CaCO3
$80/mes
Cambio de Producto
Operación unitaria
Desmucilaginado natural
(fermentación)
Despulpado
Desmucilaginado
Mecánico
aguas y $40 por dragado de
lagunas (CaCO3)
Secado en torres
Cambio de Proceso
Secado al punto de
Empresarial
humedad óptimo
Energía
$140/mes
Sustitución de Entradas
Producto
Buenas Prácticas
Clasificado
Empacado
Modificación Tecnológica
Almacenaje
Despacho
1° opción: RECHAZAR o EVITAR
1. Disposición de los moldes
sobre la pieza de cuero.
2. Destreza de los cortadores.
3. Falta de aprovechamiento de
los retazos.
4. Uso de moldes en mal estado.
2° opción: REDUCIR
Proceso 6
(apoyo)
RRHH y Comité Evaluador*
Social
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Manual de Producción más Limpia
Responsabilidad
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Una guía práctica para empresas que
buscan una competitividad sostenible
Proceso 9
(control de la calidad)
Capacitación
RRHH, Jefe Departamento y
Dirección Ejecutiva
Determinar el perfil del personal
La
Proceso 7
(apoyo)
Orden de prioridad
Hacer
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Contratación
Manual para la implementación de
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Manual de Implementación del
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Responsible Purchasing
Buenas Prácticas Agrícolas
Best Agricultural Practices
Br
Colección Gestión
Organizacional
Cl
6
2’
Cl Cl
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Consumibles y electricidad
$ 4,000.00
$ 2,000.00
Actuar
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$ 6,000.00
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$ 10,000.00
n
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Manual sobre el Manejo de
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4. Control
Colección Gestión
Organizacional
Guía práctica para su implementación en las empresas
Producción
Pro
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Colección Gestión
Organizacional
Primera edición
Manual de Buenas Prácticas Agrícolas (BPA)
Primera edición
Primera edición
http://www.cegesti.org/schokland/manuales.html
3° opción: REUSAR
Maquinaria
Métodos
1. Por la oferta de los
proveedores locales.
2. Por la legislación q exige
marcar el ganado para la
identificación del propietario.
Falta de tiempo asignado
para diseñar y comercializar
Misceláneos
productos puequeños
Falta de buenas prácticas
Por los defectos en el cuero
(marcas, tórsalos y huecos)
Por el mal estado de los
4° opción: RECICLAR
Por poca demanda de
productos pequeños
distribuida durante el año
Perdida de cuero en el
proceso de fabricación
moldes debido al uso
Por la inadecuada
rotulación de los moldes
EFECTO
5° opción: TRATAR
Por la forma de las pieles
pequeñas de cuero
RRHH y Jefatura y/o
Corfinador de Área
Realizar inducción
(poco aprovechable)
Inicio
Actividad
Por la complejidad de
encontrar retazos para
sacar piezas pequeñas
Por la forma de los diseños
y la poca uniformidad de
los cueros
6° opción: DISPONER
Desición
Fin
Materiales
Mano de obra
1. Porque los retazos no están separados por tipo.
2. Porque en la práctica no se le da prioridadal uso
de retazos en la confección de los artículos.
1
Jefatura y/o
Corfinador de Área
Evaluaciones
Implementación del enfoque
de procesos
Process Manual
Ejecutado por:
Executed by:
Manual de Responsabilidad
Social Empresarial
Corporate Social
Responsibility Handbook
Programa: " Reducción de la pobreza y mejoramiento del ambiente:
. Ejecutado por CEGESTI
Una estrategia de desarrollo integral sostenible"
y financiado por el Ministerio de Relaciones Exteriores del Gobierno de los Países Bajos
Producción más Limpia
Clean Production Manual
Programas de Salud y
Seguridad Ocupacional
Occupational Health and
Security
Financiado por:
Financed by:
The Netherlands
Ministry of Foreign Affairs
Tel: (506) 2280-8511 | Fax: (506) 2280-2494 | E-mail: info@cegesti.org
San José, Costa Rica. | www.cegesti.org