MANIFESTO FOR RESPONSIBLE EUROPEAN MANAGEMENT

EUROCADRES’ Conference 24-25 Nov 2003Dirk Ameel

01/12/2002 - DA 2

Responsible European Management

Lisbon strategy: European Union’s commitment to bring about

• Economic renewal• Social renewal• Environmental renewal

A dynamic economy with job creation alongside social & sustainable development

CSR: Corporate Social Responsibility

01/12/2002 - DA 3

EC Communication on CSR: challenges European management model

Take into account the social, ecological and society related consequences of political and economic activities

Build up the competence in order to realize it

Involve all the « stakeholders » - including union representatives - asking their real commitment

Private and public enterprises

Responsible European Management

01/12/2002 - DA 4

EU role in promoting CSR – REM catalyst for information (awareness raising,

exchange of good practices, research, etc) promote stakeholder dialogue (EU Multi-

Stakeholder Forum on CSR) mainstream CSR in all EU policies (public

procurement, trade, development, competition, consumer protection, etc.)

major gap: voluntary vs. regulatory approach business: Commission as enabler and facilitator TU & NGO: need for regulatory European

framework

01/12/2002 - DA 5

Responsible European Management

A Management approach based on: Balance of different values LT-thinking – sustainability Stakeholder engagement Societal accountability Professional [personal] development

A model based on the 3 dimensions of the Lisbon strategy

01/12/2002 - DA 6

Responsible European Management - key elements -

Implementation of these views and proposals: translate to the workforce and integrate into business

Criteria to assess and capabilities to organise REM: negotiate, dialogue, report, …

Companies as learning organizations: providing knowledge, skills, awareness, openness ..

P&MS: multi-faceted loyalty and professional integrity – a necessary framework for discussion

01/12/2002 - DA 7

Responsible European Management: what does it mean?

For companies (private and public) For P&MS For unions (EUROCADRES included) For public authorities

01/12/2002 - DA 8

What does REM mean for companies? (1)

Societal accountability: Instead of unilateral ‘financial accountability’ Shift from short-term thinking to long-term

planning and anticipation Value-based management:

instead of unilaterally business-driven define the set of values and principles that will

drive the company’s behaviour: how?

01/12/2002 - DA 9

Which values? ‘dialogue’ with …

organisation

customerscompetitors

Community: local, national, …

Non-governmentalorganisations

unions

Employees, P&MS

suppliers

shareholders

01/12/2002 - DA 10

What does REM mean for companies? (1)

acting as « learning organizations », including personal development,

knowledge sharing & lifelong learning for people

providing the appropriate environment for diversity, equal opportunities, openness, transparency, awareness on sustainability & societal responsibility

01/12/2002 - DA 11

What does REM mean for P&MS (2)

Meet new challenges as professionals beyond their traditional roles as managers access to leadership training and skills

Skills: acquire the ability to: join discussion on responsible management & values negotiate on instruments which can measure the

company’s performance and report on it negotiate on targets that have to be met exchange opinions with other stakeholders in society report on the effective realisation of REM

01/12/2002 - DA

What does REM mean for P&MS(2)

Create a climate of trust and enhance the process of dialogue and interchange

Manage all the different interest: P&MS fulfil many roles: representatives of senior

management, workers’ concerns, consumers, union activists, …

Provide leadership: manage conflict of interests Cope with constantly changing roles,

expectations, labour market demands, societal contexts

01/12/2002 - DA 13

What does REM mean for unions and EUROCADRES (3)

make responsible management a subject of negotiation aim at a clear-cut and systematic policy that has

an impact on the whole organization especially in case of changes and restructuring

enhance the social dialogue in value, by adding ‘societal’ and ‘sustainable’ issues to the agenda = credibility of social dialogue

01/12/2002 - DA 14

What does REM mean for unions and EUROCADRES (3)

Detect priorities that we share with other stakeholders and monitor ‘good’ and sustainable company policies.

Create awareness of responsible management in private and public sector

develop a feasible framework for solving P&MS’ professional, societal and environmental dilemmas: promote responsible behaviour.

01/12/2002 - DA 15

What does REM mean for public authorities(4)

Defining a legal framework – on different (also European) levels – an appropriate context with minimum standards and guidelines protecting stakeholders in weaker positions Legal basis for responsible behaviour Giving incentives for responsible management

Take advantage of and apply existing legal frameworks – regulations (e.g. ILO)

Include social-ethical screening inside social dialogue: set up common criteria's, guidelines (social auditing)