transform your business deloitte sustainability consulting ... · deloitte sustainability...

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2015

Transform your businessDeloitte Sustainability Consulting Central Europe

2 © Deloitte Central Europe

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Deloitte Sustainability Consulting Central Europe

The Sustainability Consulting Central Europe Deloitte team is composed

of 15 experts who have delivered several hundred projects and conducted

over 1000 hours of workshops for almost 200 clients.

We focus our efforts on transformation of companies and organizations from

the public sector so as to prepare them to face social and economic chal-

lenges on a local and global scale. We perform services in 17 Central

European countries.

We provide support to clients from the public and private sectors in their

transformation from economically-oriented entities to organizations that con-

sciously build their value through proactive management of the economic,

social and environmental impact. Our approach is convergent with Deloitte’s

global purpose statement of “Making an impact that matters”.

The activities of our team focus on four areas:

• Economics,

• Impact,

• Relations,

• Transformation.

ECONOMICS

sustainability assess-

ments, analyses in the

scope of sustainability

and its business impact

as well as the possibili-

ties of engaging busi-

ness in the pursuit of

global sustainable devel-

opment goal.

IMPACT

analysis, measurement

and management of the

economic, fiscal, social

and environmental

impacts

RELATIONS

management of stake-

holder relations, manage-

ment of reputational

risks, stakeholder

engagement, creating

new business models,

products and services

in response to social

and economic challenges

TRANSFORMATION

strategic business trans-

formation towards an

integrated and responsi-

ble approach to val-

ue-based management

3

Get in touch with us

Irena Pichola

Partner, Sustainability

Consulting Central Europe

Leader

Mobile: +48 502 184 587

[email protected]

Follow us on Twitter

https://twitter.com/DSustainability

5

Does your company create value by consciously managing its impact?

Measurement, management & reporting the organization’s impact on the economic, social and environmental setting

How to reduce environmental impact?

A comprehensive approach to energy efficiency

Creating value by stakeholder engagement

Reasons for engaging stakeholders in the decision-making processes and the methods to achieve it

Focus on the customer

Listen, answer and engage – customer relations based on dialogue and cooperation

Real value, real cost, real profit

Integrated mind-set and reporting – natural evolutionary process and a step into the future

Are you confident that your company’s growth complies with the accepted principles?

Review of the ethics management system

Trust. Opportunity. Profit.

Building customer loyalty and trust through socially responsible sales

Diversity management

07

13

19

25

29

37

41

47

Contents

7

Does your company create value by consciously managing its impact?Measurement, management & reporting in the scope of the organization’s impact on the eco-nomic, social and environmental setting


What is impact measurement?

In order to respond more adequately to the needs

of all stakeholders the company can identify and

assess its impact as well as and potential implica-

tions of its decisions.

Measuring the impact of its operations enables the

organization to gain a more complete picture of the

setting in which it functions and the value (positive

or negative) triggered by its activities.

The measurement of the organization’s impact

consists in analysis of the direct consequences of

the company’s operations as well as the indirect

results related to the customers, the employees,

the operating climate as well as other supply chain

entities and other stakeholders.

Why is it worthwhile to measure the impact?

Measuring the impact, inter alia, makes it possible

to identify a full array of values created by the

organization through:

• definition of a chain of values and the social

setting in which the organization operates

• contribution to economy and public finance

• influence on the environment and community.

From the economic perspective, only the compa-

nies that take decisions relying on the results of an

overall measurement and understanding of their

impact on the surrounding setting them will be

able to grow in a truly sustainable manner and, by

the same token, create a common value by deliv-

ering benefits to all their stakeholders.

Imperfect and incomplete information about the actual implications of the company’s activity leads to misallocation of resources and - more often than not – poor decision-making.

Survey: WBCSD baseline report 2013.

9

Selected benefits associated with measuring

the impact of the organization:

• fostering an attractive and favourable climate

for the company’s operations

• transparency in communication with

stakeholders

• legitimization of the company’s operations

• conscious business decisions and optimization

of activities

• appropriate allocation of resources and the

methods of utilizing them

• identification of new possibilities in the entire

value chain

• management of risks, inclusive of reputational

risks

• promotion of responsible business ideas and

sustainable development

• trust between the enterprise and its

environment

• dialogue for creating a common value.

Make an impact that matters and brings benefits

Verdantix, an independent research firm indicates that adjusting the company’s strategies to focus on what is really important and – what’s more – to measure the impact of their activities and monetize it is among the 10 key trends for 2015.

Source: Verdantix Ltd., Hot trends in sustainability management for 2015, 2015


Measurement is knowledge.Broad array of services linked with impact measurement

Analysis of key impact

areas and identification

of significant spheres of

the organization’s influ-

ence on the social and

economic environment

Analysis of the fiscal

and economic (direct,

indirect and induced)

influence of the organi-

zation from the indus-

try, regional and

national perspective

Development of a plan

of strategic activities

aimed at mitigation of

negative influence and

enhancement of posi-

tive influence on the

environment (optionally

also support in gaining

funds from public

sources to finance

selected activities)

Design of economic,

social (including social

engagement) and envi-

ronmental impact

metrics

Analysis of the impact

of regulatory and eco-

nomic changes on the

organization, environ-

ment and industries

(e.g. Regulatory Impact

Assessment (OSR), anal-

ysis and construction of

alternative scenarios,

economic analyses at

micro- and macroeco-

nomic levels)

Preparation and imple-

mentation of a system

to manage the overall

impact of the organiza-

tion on its environment

11

Preparation of materials

to be published (includ-

ing reports, brochures,

mobile applications,

websites, etc.) and

development of other

visual and electronic

communication tools

(e.g. preparation of a

video clip to present the

results of the impact

analysis)

Action plan for strategy

and communication as

well as support in

selected communica-

tion activities to present

the results of the

impact analysis

Impact measurementContact persons

Rafał Rudzki

Senior Manager

Sustainability Consulting CE

Phone: +48 (22) 348 37 39

Mobile: +48 734 436 311

[email protected]

Aleksandra Stanek Kowalczyk

Senior Manager


Phone: +48 (22) 348 37 39

Mobile: +48 602 146 839

[email protected]

Paulina Kaczmarek

Manager


Phone: +48 (22) 348 37 37

Mobile: +48 734 451 979

[email protected]

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How to reduce environmental impact?A comprehensive approach to energy efficiency


Energy management is a comprehensive approach

to energy consumption in the organization aimed

to identify the high use areas and employ a sys-

temic management system in those areas.

The approach incorporates the following

elements:

• implementation of an energy management sys-

tem (according to ISO 50001)

• development and implementation of standard

energy saving projects

• employee education

• participation in the system of securing white

certificates

The costs associated with energy consumption

often constitute a significant cost for companies

and local authorities. The solutions that are cur-

rently available in the market should be seen not

only as high tech developments, but also as inno-

vative, front-line approaches to implementation of

systems that manage and build awareness among

employees, thus helping reduce the costs and

emissions linked with energy consumption.

Comprehensive energy management

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Business plays a crucial role in attaining the objectives of the European Union in the reduction of CO2 emissions. The projects linked with energy efficiency and the obtained energy savings directly translate into lower operating costs. The demand for energy efficient products grows all over the world and the energy efficiency strategy also contributes to that growth.

Survey: WBCSD baseline report 2013.

Resource management

Public budgets

Disposable income

Asset values

Energy savings GHG

emissions

Energy security

Energy delivery

Energy prices

Macro-economic impacts

Industrial productivity

Povertyalleviation

Health and well-being

Employment

Local air pollution

ENERGY EFFICIENCY

IMPROVEMENT


Comprehensive energy managementApproach

Identification of significant

energy consumption areas

Activities

• Preliminary reviews

• Energy efficiency audits

• Energy reviews according to

ISO 50001

Results

• Evaluation of the potential

for implementation of an

energy management system

and possibilities to obtain

energy savings

Implementation of

optimisation solutions

Activities

• Measurements, monitoring

and reviews of the tech-

niques applied to monitor

energy efficiency

• Energy use optimisation

• Preparation of documenta-

tion on energy management

according to ISO 50001

Results

• Analysis and assessment of

the potential for energy effi-

ciency improvement projects

• Implementation of projects/

actions and possibilities to

improve the energy result

Improvement

Activities

• Training of executives and

staff in the scope of ISO

50001 and the duties arising

from implementation of an

energy management system

• Training in the scope of white

certificates

• Training of Internal Auditors

• Post-implementation audits

Results

• Assessment of the energy

performance

• System monitoring and

evaluation

Training in the scope of white

certificates

Activities

• Identification of energy effi-

ciency projects and – if

required – conducting addi-

tional audits

• Support in the process of

securing white certificates for

energy efficiency improve-

ment projects.

Results

• Preparation of tender

documentation

Effective implementa-

tion of comprehensive

energy management

requires taking the fol-

lowing steps:

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Implementing a comprehensive energy manage-

ment system primarily results in direct energy

consumption savings. It also brings other benefits,

such as changes in behaviour patterns and aware-

ness of employees, and helps get the company

ready to comly with the EU energy efficiency

requirements.

Obtaining energy

efficiencies

Improvement of energy

consumption efficiency

in technological and

production processes

and in the ongoing use

of the technical equip-

ment through imple-

mentation of an energy

management system

Training of employees

on energy efficiency

and the energy man-

agement system

Standardised approach

to planning and perfor-

mance of investments

in the scope of energy

efficiency and optimisa-

tion of the costs of such

projects

Becoming an energy

management leader

Possessing an Energy

Management System

consistent with the

50001 norm - avoiding

the recurring costs of

comprehensive energy

audits (required under

the draft energy effi-

ciency Act).

Comprehensive energy managementResults


Comprehensive energy managementContact persons

Rafał Rudzki

Senior Manager


Phone: +48 (22) 348 37 39

Mobile: +48 734 436 311

[email protected]

Monika Walencka

Consultant


Phone: +48 (22) 22 511 04 25

Mobile: +48 500 336 552

[email protected]

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Creating value by stakeholder engagementReasons for engaging stakeholders in the decision-making processes and the methods to achieve it


Creating value by stakeholder engagement

How do you build the value of your

organization?

• How do you shape relations with employees,

customers and other important stakeholders?

• How do you reduce the risks associated with the

investment projects you run or the organiza-

tional redesign you undertake?

• How do you build relations and partnerships

with the stakeholders for the needs of innova-

tion or more productive activities?

• Do your communication methods increase the

credibility of your organization?

• Have you managed to identify the significant

areas of your organization’s impact?

• Where do your new ideas of activities come

from?

• How do you check whether your projects bring

the desired effects?

How to understand the complex mutual influences

of the organization and its environment?

What is stakeholder engagement?

Stakeholder engagement is the company’s effort

to understand and involve the stakeholders – their

actual needs and expectations - in the company’s

decision-making process.

To operate successfully in a complex global business environment, forward-looking companies need to open their doors to diverse stakeholders and incorporate these perspectives into strategic decisions and sustainable development initiatives.

Source: Ray Offenheiser, the President of Oxfam America

ORGANIZATION

STAKEHOLDERS

Community,Economy andEnvironment

EXPECTATIONS

INTERESTS IMPACT

IMPACT

ENGAGEMENT

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What benefits can we derive from it?

• Better understanding of the implications of the

decisions we take

• Support in the process of reviewing the results

of the organization’s operations

• Conflict solving and support in change

processes

• Definition of the impact of the organization

• Understanding and management of risks

• Obtaining a social licence to act

• Fulfilment of legal commitments

• Definition of the best methods to maximise the

positive and minimize the negative impacts of

the organization’s decisions and actions

• Building trust and good reputation

• Possibility to obtain resources (knowledge, funds

and technologies) needed to solve the issues

and attain goals that cannot be solved inde-

pendently by individual organizations or firms.

Creating value by stakeholder engagementBenefits

Constructive, ongoing engagement between companies and investors on sustainability issues is a critical tool for driving the integration of sustainability factors in business strategies. This will bolster investor understanding of how companies are addressing related risks, and capitalizing on opportunities and potential competitive advantages over the long-term.

Source: Kenneth B. Sylvester, Assistant Controller for Pension Policy NYC Controller’s Office


Broad choice of services linked with stakeholder engagement

Identification of the organization’s key stakeholders and preparation of scenario maps

Audit of the activities currently undertaken by the organization to engage stakeholders and preparation of recommended changes

Development of the organization’s models and plans (strategies) to engage stakeholders

Development and implementation of comprehensive social consultation strategies to plan and carry out infrastructural, industrial and public utility investments

Thanks to engagement and dialogue with the stakeholders we are able to understand and monitor the effects of our activities in communities in which we are functioning. At the same time it is crucial to create and maintain various mechanisms of stakeholder engagement.

Survey: www.riotinto.com

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Analysis of the stakeholders’ needs and expectations in social media and preparation of recommendations based on the analysis

Organization of workshops for the C-suite and Management Boards on stakeholders’ engagement in the activities of the organization, and training in the scope of the available tools, good practices and standards, e.g. AA1000SES (AccountAbility)

Preparation of social analysis documentation, Stakeholder Engagement Plan (SEP) and Environmental and Social Action Plan (ESAP) required by international funding institutions, such as EBRD, EIB

Development of traditional and online solutions (e.g. dialogue platforms) for inhabitants of municipalities, towns and regions, and execution of selected consulting activities, for example, development strategy planning, participatory budgeting solutions or execution of key social investments


Stakeholder engagementContact persons


Senior Manager


Phone: +48 (22) 348 37 39

Mobile: +48 602 146 839

[email protected]

Rafał Rudzki

Senior Manager


Phone: +48 (22) 348 37 39

Mobile: +48 734 436 311

[email protected]

25

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TitleSubtitle

Focus on the customerListen, answer and engage – customer relations based on dialogue and cooperation


Dialogue and customer engagement system

is a comprehensive approach to the management

of customer relations which:

• takes into account all customer interaction tools

that are available and currently applied

• uses a synergy effect derived from taking multi-

ple and diverse actions

• makes it possible to increase the productivity of

actions and customer satisfaction based on

effective management of the customer’s needs

and customer engagement mechanisms

• creates new platforms for communication and

cooperation between the organization and the

customer, e.g. concerning innovation

• supports the establishment of the organization’s

reputation, and the customers’ trust and loyalty

Key questions that we provide answers to:

OPPORTUNITIES

Does the organization make use of all opportunities

associated with dialogue and customer engagement?

EFFECTIVENESS

Does the organization communicate with the cus-

tomer unilaterally (informative relation), enter into

a dialogue (responsive relation) or does it engage

the customer (engaging relation)?

ROLE

Do the communication and dialogue channels that

are currently used function correctly? Do they fulfil

their purpose? Has their role been properly

defined?

RELATIONS

What happens with the information obtained from

the customer? How is it used to make the business

more productive, support innovation and ulti-

mately to build relations with the customer?

SYNERGY

Does the organization make use of the synergy

effect resulting from application of diverse chan-

nels of dialogue and communication with

the customer?

Dialogue and customer engagement system

Opportunity. Direct dialogue with the customer can drive growth and innovation, if the company knows how to engage stakeholders.

Survey: WBCSD baseline report 2013.RESPONSIVE

KOMUNIKACJAZ KLIENTEM

ENEGAGING

INFORMATIVE

COMMUNICATIONWITH THE CLIENT

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REVIEW

Review of the currently existing customer commu-

nication channels from the perspective of:

• Roles of individual channels (informative,

responsive, engaging)

• Current outcomes of the activities/ communica-

tion under specific channels

• Identification of topics that are significant for

customers and assessment of the communica-

tion activities taken so far in relations with

customers

REBUILD

Design of an overall approach to customer

engagement and dialogue based on:

• conclusions from the analysis carried out

• customer communication tools existing in the

organization

• new solutions and ideas based on best practices

• key company development directions in terms

of business and communication

RENAME

Design of marketing and communication activities

around the solutions being implemented and sup-

port in implementation of selected solutions; defi-

nition of an outcome monitoring method

Focus on the customerHow can we help?

The first step in exceeding your customer’s expectations is to know those expectations.

Roy H. Williams


Focus on the customerContact persons


Senior Manager


Phone: +48 (22) 348 37 39

Mobile: +48 602 146 839

[email protected]

Rafał Rudzki

Senior Manager


Phone: +48 (22) 348 37 39

Mobile: +48 734 436 311

[email protected]

29

Real value, real cost, real profitIntegrated mind-set and reporting – natural evolutionary process and a step into the future


Why is it worth it?

A change in the scope of company valuations has

taken place over the past 30 years. It is currently

estimated that intangible assets constitute from

50% to 84% of the equity market value (depend-

ing on the industry and market).

Source: Ocean Tomo, “Ocean Tomo’s Intangible Asset

Market Value Study,” 2015

The global financial

crisis has triggered a

question whether tradi-

tional reporting reflects

the actual quality of the

organization’s manage-

ment processes.

Nearly 50% of the sur-

veyed CEOs, CFOs and

COOs declare their will-

ingness to adopt inte-

grated reporting (survey

conducted on a sample

of 500 CIMA, AICPA

leaders).

Source: Realising the

bene¬fits. The impact of

integra¬ted reporting, Black

Sun, 2014

The preliminary version

of the integrated

reporting methodology

published by

International Integrated

Reporting Council

(IIRC), a coalition of the

representatives of the

public and private sec-

tors for development of

non-financial reporting

methodology in the

21st century.

78% of investors

believe that the level of

non-financial data dis-

closure is insufficient in

companies.

Source: „What do investors

expect from non-financial

reporting?” Eurosif and

ACCA

Until 2008 2008 2011

31

Globally, approx. 150

first integrated reports

in 26 countries,

including Poland.

According to the global

Deloitte CFO survey,

60% of CFOs in large

companies claim that

sustainability challenges

will change the financial

reporting and

verification.

Source: DTTL global survey

of 208 CFOs, 2011

The European Commission extends reporting obli-

gations to include the duty to disclose non-finan-

cial data and diversity-related information.

Beginning from 2017 listed companies, banks and

other large public interest entities in Poland will be

required to report, inter alia, their risk assessment,

management attitudes and performance indica-

tions regarding counteracting of corruption and

bribery, negative impact on the environment,

social and employee-related issues, respect for

human rights and diversity.

Source: Directive on disclosure of non-financial and diver-

sity information by certain large undertakings

2013 2014


What is an integrated report?

According to IIRC, integrated reporting is a process:

• that relies on integration of the sustainability issues

which are crucial from the perspective of the

organization and the specifics of the industry into

the organization’s business strategy

• that produces a periodical integrated report show-

ing - against the backdrop of the external environ-

ment - how the organization’s strategy, corporate

governance and performance help create values in

the short, medium and long term.

IIRC has introduced a categorization of capitals which

should be adapted by organizations that prepare inte-

grated reports.

1. Financial capital

2. Manufactured capital

3. Intellectual capital

4. Human capital

5. Social and relationship capital

6. Natural capital

TREND: Simplification

and standardization of

the organization’s

reporting processes

under a common

umbrella. Integration of

financial, environmental

and CSR elements that

used to be reported

separately into:

• one process,

• one coherent form,

• one publication.

INTEGRATED REPORT

Annual report (marketing report)

Management board report

on the activities of the Company

Financial statements

Environmental impact

assessment report

CSR report

Source: Consultation draft of the international <IR> frame-¬work, International Integrated Reporting Council, April 2013)

33

Internal:

• opportunity to understand the ways to create

value by the organization

• increased understanding of the business model,

strategies and risks, including social and envi-

ronmental risks

• breaking down the silos established in the

organization to gain an integrated perspective;

better mutual understanding of the functions of

individual departments

• opportunity for the C-suite to verify strategic

goals in the long term

• identification of new business opportunities that

bring financial profit and positively affect the

environment

• improved accuracy of business decisions taken

in the organization

External:

• enhanced transparency of the organization

• strengthened relations with stakeholders thanks

to engaging them in the process of defining

issues that are material for the organization

• improved understanding of the organization’s

strategic priorities by investors

• a broader view of potential risks and better

understanding of the chances to undertake

operating activities which underlie a better-

thought-out investment decisions on the side of

the owners and financing institutions

Based on the experience of the early adopters under the IIRC pilot programme, integrated

reporting delivers the following outcomes:

Integrated ReportBenefits

Source: Realising the bene¬fits. The impact of integra¬ted reporting, Black Sun, 2014

Deloitte’s involvement in the development

of non-financial reporting

International Integrated Reporting Council

(IIRC)

Deloitte’s management and non-financial

reporting and verification leaders are profes-

sionally engaged in formulating new IIRC

guidelines, thanks to:

• membership of IIRC Board: Steve Almond,

Global Chairman of Deloitte Touche

Tohmatsu Limited

• participation in the Working Group: Kristen

Sullivan, Deloitte Sustainability Reporting &

Assurance Leader

• participation in the Pilot Programme for

businesses


Rate your readiness. Think how to prepare.

Inspire yourself!

• Do you realize what benefits can be drawn from

integrated reporting? Are you aware of the risks

involved if you fail to address this issue now?

• Can you assess the extent to which your organi-

zation is ready for integrated reporting?

• Can you ensure the management board’s buy-in

for the change of the reporting methods?

• Do you know and understand the requirements

laid down in IIRC integrated reporting

guidelines?

• If you have already disclosed non-financial data

as an addition to the annual report or as a sepa-

rate CSR report, also based on the Global

Reporting Initiative (GRI) methodology, do you

understand how it differs from integrated

reporting?

• Have you put together a team for the needs of

integrated reporting? Does the financial

reporting team include the representatives of

key sustainability areas? Does the CSR reporting

team include the representatives of the finance,

strategy, controlling, investor relations and pro-

duction lines? Do you know whom you need to

invite to cooperate and how to go about it?

Make the first move, plan your further actions!

• Can you assess which sustainability and CSR

issues are crucial for your organization?

• Do you have a risk management system, with

social and environmental risks embedded, in

place?

• Can you incorporate sustainability into the busi-

ness strategy of your organization? Can you

measure your impact and report how your

organization creates value taking account of,

inter alia, the social and environmental capitals?

• Do you know who your stakeholders are? Can

you engage in a dialogue with them to define

their expectations linked with the strategy and

report?

• Have you formulated the KPIs for non-financial

areas? Do you have a system for gathering

non-financial data which is adequate to meet

the integral reporting requirements?

• Are you aware what new processes need to be

implemented now in your organization to be

able to produce integrated reports in the future?

Make it better!

• Do you have a vision of integrated reporting?

Do you know what you want to say?

• Are you able to collect data for integrated

reporting in such a manner so as to make it

credible and file the report timely?

• Do you know what to include in the report?

• Do you know how to prepare the report con-

tent to ensure high professional standard?

Integrated reportingThe road to an integrated report. What do you need to know? How can we help?

35

• Do you know how to prepare the graphic and

multimedia elements of the report?

• Do you know how to promote the report to

make sure it reaches your targets?

We will help you answer each of the foregoing

questions!

Integrated ReportContact persons


Senior Manager

Sustainability Consulting Central Europe

Phone: +48 (22) 348 37 39

Mobile: +48 602 146 839

[email protected]

Maria Ibisz

Manager


Phone: +48 (22) 348 37 36

Mobile: +48 734 451 980

[email protected]

37

Are you confident that your company’s growth complies with the accepted principles?Review of the ethics management system


Ethics management system in the organization

is a set of values and ethical rules as well as the

documents, tools and processes that ensure compli-

ance with them. The implementation of such a sys-

tem is aimed to shape the ethical culture of the

organization on the basis of its values, and to pro-

vide effective support for the activities it undertakes

so as to improve the level of the organization’s resil-

ience to abuse and fraud.

Effective implementation of an ethics management

system requires the following steps:

• Identification of key risks and issues in the scope

of ethics

• Design of formal documents and tools

• Implementation of the solutions

• Periodical system reviews

Periodical reviews of the ethics management

system enable early identification of gaps that can

disrupt the functioning of the system as a whole.

They make it possible to make a comprehensive

assessment of the system through:

• Identification of the strengths and weaknesses

of the formal solutions adopted by the

organization;

• Checking whether the employees know and

understand the system;

• Assessment of the effectiveness of the activities

taken as part of the ethics management system.

These actions enable effective fraud risk

management.

Ethical issues that are most often encountered by

companies operating in Poland:

• Conflict of interests

• Offering or accepting gifts/ bribes

• Inappropriate use of the working time or the

property of the company

• Stealing funds/ information/ intellectual property

• Forgery of documents

• Lack of integrity in external communication

• Nepotism in employee recruitment

• Harassment

• Mobbing

• Discrimination

• Breach of occupational health and safety rules

• Non-compliance with the firm’s Internet use

policy 84% of managers believe that building a company

on the basis of values where ethics is as important

as achieving business results constitutes a significant

competence of management board members.

Leaders for Today – Leaders for Tomorrow Report on the competencies of managers – men and women - in the con-text on changing business needs Deloitte, January 2015

39

Review of the ethics management system as an element of build-ing organizational culture based on ethics and valuesHow can we help?

We provide support to our clients in design and implementation of their ethics management systems as well as in carrying out periodical reviews which we con-

sider to be among the key success drivers for effective ethics management in the organization. We recommend the following periodical review of ethics manage-

ment systems:

Analysis of the estab-

lished formal solutions

The analysis includes a

review of the codes of

ethics/ conduct, poli-

cies, procedures, struc-

ture, internal regulations

and incident registers.

Tests of the available

tools

The tests concern the

operation of the help-

line, forms and inboxes.

Interviews with the

persons involved in

the operating activi-

ties linked with ethics

management in the

organization

The interviews are con-

ducted, among others,

with the ethics spokes-

person and members of

the ethics committee.

Analysis of the activi-

ties taken in the

sphere of communica-

tion and education

The analysis is made

from the perspective of

the transparency, ade-

quacy, frequency and

scope of the activities.

Study addressed to

employees

It includes, inter alia,

gathering opinions on

the design and effective-

ness of the solutions

making up the ethics

management system as

well as the information

about the actual nature

and level of the organi-

zation’s ethical culture.

Preparation of

the report

Formulating the conclu-

sions and recommenda-

tions in respect of the

system functioning.


Ethics management systemContact persons


Senior Manager


Phone: +48 (22) 348 37 39

Mobile: +t48 602 146 839

[email protected]

Jacek Kuchenbeker

Senior Manager


Phone: +48 (0) 22 511 03 42

Mobile: +48 693 07 49 72

[email protected]

41

Trust. Opportunity. Profit. Building customer loyalty and trust through socially responsible sales


Socially responsible sales and fair play activities pave the way for customer trust and loyalty.

Socially responsible sales and fair play

is an approach to the sales and long-term customer

relations that relies on the following assumptions:

• simple processes, procedures and products

• transparent and complete communication and

marketing

• educational activities

• continuous dialogue with the customer

They make it possible to:

• build loyalty and trust of customers who con-

sciously use the products they need

• achieve a competitive edge based on customer

engagement and dialogue that allows the

organization to effectively respond to their

needs

• limit the potential costs of misselling, com-

plaints or penalties imposed by various institu-

tions and organizations, e.g. consumer

associations

Service personalization and fair play are the most important concealed opportunities for Polish banks.

Deloitte Report: Setting a new course. The customer expe-rience in relations with banks in Poland, May 2012


TRUSTHow can we help?

THINK

Important questions:

• Do our sales processes, including the employee com-

pensation system, foster the sale of services that are

tailored to the customer’s needs?

• Does lack of sufficient knowledge and understand-

ing of the product on the part of the customer gen-

erate additional costs? How high are these costs?

• Do our customers trust us? Why? Do our sales/ com-

munication/ marketing activities contribute to build-

ing trust of our customers?

How can we help?

• Analysis of the documents and procedures in place

with reference to the best practices and interna-

tional guidelines

• Review of internal processes

• Analysis of the historical results/ ratios in designated

areas and/ or additional examination of customers

• Review of the content relating to the organization’s

operations and sales in social media

REPORT


• What are our strengths and weaknesses as

regards fair play behaviour in our relations with

the customer?

• What are our critical gaps and opportunities as

regards fair play behaviour in our relations with

the customer?

How can we help?

Preparation of a report that will:

• collate and structure the conclusions based on

our analysis

• indicate strengths and weaknesses

• present key conclusions and recommendations

of further steps

60% of survey respondents believe that not all banks deserve the same level of trust.

TNS Polska for ZBP, April 2014

45

UPGRADE


• Which areas and activities are of primary impor-

tance to us?

• What benefits/ results do we want to achieve?

• What activities do we want to take to accom-

plish what we have set out to do?

How can we help?

• Design of solutions and measurements

• Support in the process of implementing

solutions

• Recommendations on the methods of control,

monitoring and implementation of remedy

actions

SHARE


• How to show the customer that we are taking

specific actions?

• How to combine the actions we take with prod-

uct communication?

• What tools and communication channels to

use?

How can we help?

• Preparation of an action plan in the scope of

internal and external communication

• Definition of the form and content of customer

communication

• Development of a continuous customer dia-

logue system using various communication

tools

TRACK


• Have our activities allowed us to obtain the

desired results?

• Do our customers trust us more? Does it trans-

late into business results?

How can we help?

• Periodical monitoring/ reviews of the activities

taken and their results with conclusions and

recommendations for the future



Senior Manager


Phone: +48 (22) 348 37 39

Mobile: +48 602 146 839

[email protected]

Marianna Palczewska

Consultant


Phone: +48 (0) 22 348 34 44

Mobile: +48 728 459 611

[email protected]

TRUST systemContact persons

47


TitleSubtitle

Diversity management

48 © Deloitte Central Europe1. Deloitte Talent Edge 2020: Blueprints for the new normal, 2010.

2.The Bottom Line: Corporate performance and women’s representation on boards.

Market trends

Labour market trends - why should business

take action?

• Millennials have entered the labour market and

their values differ from the values of the earlier

generations. Only 28% of Millennials declare

that the employers use their potential.

• Women make up 59% of university graduates.

• The European Union is working to introduce a

requirement that women should comprise 40%

of supervisory board members in large compa-

nies. The current share of women on Polish

supervisory boards is 14%, on management

boards – 11%.

• The financial results of companies that have

more female members in their managements

are higher by 53% as compared with companies

with fewer or no women at all.2

• Directive 2014/95/ EU as regards disclosure of

diversity information by large undertakings will

take effect in 2017.

Deloitte is a global leader in implementing

diversity management programmes.

• Deloitte has been the first advisory company in

the world to appoint a woman to the Board;

Deloitte is also the first among advisory firms to

have a female CEO.

• 50% of Fortune 100 companies have asked for

our support in diversity management Deloitte

has received the following awards: Fortune,

Working Mother, DiversityInc, Catalyst and the

Human Rights Campaign.

¼ of CEOs believe that recruitment and retention of talents are among the most crucial challenges for business.1

49

Our coaches include: female directors and partners

of Deloitte Poland who are highly experienced in

conducting seminars, workshops and training

courses on diversity; male and female experts on

national social programmes such as Gender Index

and Diversity Index; well-versed business coaches;

male & female consultants who implement

changes in corporations.

In 2015, Deloitte implemented a programme called

Deloitte Generations in Central Europe aimed to

exploit the potential of the Millennials and

Generation Y to the full. We have been running

the SheXO club addressed to women holding

managerial positions in Poland for years now.

PERSONALITY

AGE

INCOME

WO

RK

XPE

RIEN

CE

MARITALSTATUS

DEP

ART

MEN

T

Source: Marilyn Loden, Judy Rosener, Workforce America!, 1991

DIMENSIONS OF DIVERSITY


Questions to initiate activities in the scope of diversity management:

1/ What demographical trends apply to the company’s staff and custom-

ers? To what extent?

2/ What does the company’s diversity management look like now? Are the

criteria of age, gender, etc. accounted for in human capital manage-

ment to use the employees’ potential to the full?

3/ Does the Management Board understand the challenges linked with

diversity? Has a business case been defined for actions?

4/ Are the executives aware of the need for personal involvement to

obtain the best results in diverse teams?

5/ What are the company’s plans with regard to building a competitive

employee team for the future?

Where to start?

51

Benefits arising from diversity management

Aligning organizational culture with demographic trends

Getting ready for EU regulations on participation of women in decision-making bodies

Creating additional value for the customer by including the diversity perspective

Building the company’s image based on values such as openness, cooperation and respect

Full use of the employees’ potential Attracting best talents


We offer a broad array of services linked with diversity management

Diagnosis of key challenges linked with diversity management in a company

Design of action strategies in the scope of diversity management

Design and provision of workshops for the management board and executive staff to increase awareness of the challenges and business case

Conducting internal dialogue sessions about optimum diversity support activities

Preparation of a training program and materials for internal diversity coaches

Preparation of an ethics code for the company and legal support in the implementation process

53

Design of social programmes targeted at building an image of a company committed to diversity issues

Development of solutions in the scope of prevention of mobbing and sexual harassment (procedure, training courses, etc.) and legal support in the implementation process


Diversity managementContact persons

Paulina Kaczmarek

Manager


Phone: +48 (22) 348 37 37

Mobile: +48 734 451 979

[email protected]

Marcin Sękowski

Managing Associate

Deloitte Legal

Phone: +48 (22) 511 07 85

Mobile: +48 668 814 242

[email protected]

55


TitleSubtitle

Nazwa Deloitte odnosi się do jednej lub kilku jednostek Deloitte Touche Tohmatsu Limited, prywatnego podmiotu prawa brytyjskiego z ograniczoną odpowiedzialnością i jego firm członkowskich, które stanowią oddzielne i niezależne podmioty prawne. Dokładny opis struktury prawnej Deloitte Touche Tohmatsu Limited oraz jego firm członkowskich można znaleźć na stronie www.deloitte.com/pl/onas.

© 2015 Deloitte Central Europe

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