Corporate Responsibility Index 14 April Athens A tool for improving management of and performance in corporate responsibility

 Background of BITC and the CR Index  What is the CR Index?  The Index methodology  Company Feedback  Six Years data  Q&A What we will cover today

Set up in 1982 by business for business / Over 750 companies in membership (71 of FSTE 100) To inspire, engage, support and challenge companies to continuously improve their impact on society and the environment INSPIRE Platforms for companies to share best practices, communicate their commitment to CR and inspire others to do likewise. ENGAGE Helping companies to work collaboratively to achieve maximum social impact in the most deprived areas. SUPPORT & CHALLENGE To help companies integrate corporate responsibility across their business (e.g. through CR Index) Business in the Community

History of CR Index The CR Index was created as a result of a survey by City of London analysts and participants in our Environment Index “Give us information about all extra-financial activity, not just one element” City Analysts “Our role has expanded from just considering the environment; help us benchmark all of it” Environment Director

What is the Corporate Responsibility Index? Framework MeasuringManagingReporting

Development of the Index over the years Business driven 2001/ 02: - Consultation involving more than 80 companies and other key stakeholders to develop the survey 2003: - Launch of the first Index - Steering group to revise survey 2004:- Further development of survey and feedback reports 2005/ 06:- Period of stability 2007:- Consultation with Marketplace Task Force and other BITC campaigns/ leadership teams

FTSE 100 & Mid-250 DJSI sector leaders BITC members with significant presence in the UK  More than 280 participants since its launch in 2002  More than 50 have used it for all 6 years  129 have used it as a benchmarking tool this year … representing approx. 4 million employees worldwide Universe of participants

Index Model Corporate Strategy Integration Performance and Impact Management Community Marketplace Workplace Environment Assurance process 3 Env Impacts 3 Social Impacts

Community Workplace Marketplace Environment

The Questions Corporate Strategy Integration Performance and Impact Management Values CR principles Leadership Advocacy Risk mgmt Policies Integration of principles Business conduct Performance mgmt Remuneration systems Strategic decision-making Training & development Senior training Stakeholder engagement Reporting Key issues Objectives/ targets Allocation of responsibilities Training/ support Internal monitoring and reporting Measuring and reporting Scope of data Quality of data Target setting Performance improvement

Scoring system 1.Corporate Strategy10% 2.Integration22% 3.Management26% Community Environment Marketplace Workplace 4.Social & Environmental Impact36% 5. Assurance6%

 Processes in place for managing risks/opportunities  Allocation of core responsibilities  Effective stakeholder engagement  Transparency and disclosure  Impact and continuous improvement Key themes throughout the Index

Presenting the results - Company feedback reports  Confidential to you  Company specific  Comparison against sector  Comparison against the overall Index universe  Detailed gap-analysis for action planning

Confidential feedback - Top line

Using the Index feedback  Analyse Index feedback report  Identify areas and need for improvement  Present issues to senior management  Review priorities/ targets for next year  Understand what external help is available  Implement business improvements  Think long term

How we present the results - Public reporting  Sunday Times ‘Top 100 Companies that Count’  CEO reception  Index Executive Summary - Performance bands (platinum, gold, silver, bronze) - Focus on sector analysis and key issues - Focus on movers/new entrants - Focus on what the numbers mean - Best practice examples

Sunday Times Supplement

Completing the Index - planning process  Plan resources in advance  Get senior management on board  Allocate responsibilities and ownership  Circulate relevant questions early  Provide additional internal guidelines where required  Set clear internal deadlines for Index completion  Allow time for sign-off by CEO or relevant Board member  Keep colleagues informed and involved beyond the Index

Support during the Index process  Guidance notes  the Index team  Validation visits - reality check  Pick up the phone

Corporate Index - an improving picture

The final word from the companies “The BITC Index is a most valuable management tool and can be used to leverage change within an organisation” Accenture “We value our participation in the CR Index as it has helped drive change & improvement throughout the business ” Alfred McAlpine “A very useful 'self-analysis' tool which identifies the highlights and helps find the 'gaps'” Northern Foods “The process of putting together the index submission has helped us understand our progress, and explain it in a structure which makes sense to the outside world” Standard Life “Participating in the index is a useful way to review CR activities across our operating companies” Kingfisher

The final word from the companies “The Index has helped raise awareness of the issues and our performance relative to our competitors at board level” WHSmith “The Index has been of value both in benchmarking compared to our peers, but also as a structured group analysis of where we could do better” Amey “We have found our first year participation in the CR Index very useful as it has allowed us to involve people from different parts of the business in the process and give them visibility” Total UK “Promotes a reaction from senior management – both positive and negative – increasing engagement and understanding” Ford Motor Company

Q&A Any questions?