1. PIME 2004 Workshop Sustainable Development and Corporate Social Responsibility >> Report

2. >> Workshop goals getting an understanding of what CSR is putting it into the context of ecological and social policy linking it to the concept of sustainable development discussing the ‘nuclear case’: what is special / typical for nuclear with regard to CSR compared to other industries ? presenting some elements for reflection and interpreting existing CSR activities / reports against this background

3. >> CSR – elements for reflection implementation of CSR CSR : “A concept whereby companies integrate social and environmental concerns in their business operations and in their interaction with their stakeholders on a voluntary basis.” Source: CSREurope (www.csreurope.org) ► the difference between theory and practice : (how) should CSR be ‘organised’ ? -voluntary commitments or legal frameworks ? -guidelines for reporting and verification ? -role of the authorities ?

4. >> CSR – elements for reflection implementation of CSR ► implementing CSR within (nuclear) commercial business : what is feasible, and what not ? (in search for the ‘reasonable’) -transparency versus confidentiality ? -how voluntary can a commitment of a commercial company be ? ► pitfalls with regard to implementing CSR : (CSR messages as PR tool) -‘image’ or ‘policy’ ? -what do we ‘promise’ / what do we really do ?

5. >> CSR – elements for reflection communication on CSR activities ► What are the risks and opportunities associated with CSR reporting? ► Communications professionals are aware of the issues important to stakeholders – What are the issues? Who are the stakeholders? ► How can the nuclear community integrate credible messages on CSR strategies and commitments into its communication policy towards stakeholders ?

6. >> workshop outcome ► CSR is still a new concept, but it appears that the nuclear industry is not behind other industries in starting to apply it ► Underlying principles that come back all the time : openness, transparency, responsibility, leadership ► There is no real difference between ‘nuclear’ CSR and other industries’ CSR, except for the fact that in our industry, stakeholder dialogue (included the general public) is seen as an essential policy element ► CSR reporting may invite additional scrutiny into nuclear companies activities. Can the nuclear industry withstand this scrutiny? This will become more clear in the future.

7. >> workshop outcome ► Although a fair and real ‘care’ for the environment (ecological and social) should be the starting point for CSR behaviour, we see that company image and market position is the (still) the main driving force ► WBCSD top 8 of driving forces : 1Contribution to reputation and brand management 2The firm’s values and principles 3New product and service advantage 4Staff values and principles 5Competitive cost advantage 6Regulatory requirements 7Pressure from customers 8Pressure from special interest groups

8. >> workshop outcome ► None of the companies that do CSR reporting seem to have problems in finding a balance between transparency and treating confidential information ► The real difference of CSR behaviour compared to Environmental Impact Assessment seems to be the dialogue with stakeholders. This also looks to be the only action that can be done voluntary. All other reporting of ‘facts’ has to be done within the national regulatory frameworks anyway. ► ‘voluntary’ CSR is not so much about ‘behaviour’ but more about communication on that behaviour : within the company, with the general public, across different disciplines (ethical, social)