SHIFTING TOWARD A PROGRESSIVE COMPANY
Promoting an economic AND societal performance
This document was written by ANDRE COUPET,
coordinator of the working group comprised of
the following members:
This article discusses an overview of the work
undertaken by a group of French business professionals for
whom changing our economic model has become crucial.
Their proposals target Company Leaders, Managers
and Directors wishing to become a game changer without
waiting for the enactment of new local or international
legislation or framework agreements that may - or may not promote change; none of the recommendations herein are
intended for the authorities.
Even though it is evident that a new project or
company could easily incorporate these new management
approaches, which are indeed challenging, applying the new
way of conducting business described hereinafter enables
leaders to voluntarily promote progress, regardless of the age
or size of their organization. This document does not contain
any proposed deadlines:
PRELIMINARY DOCUMENT, JUNE 20 2014
WITH COOPERATIVE SELF-ASSESSMENT TOOL
-
Alain LOREAL
Céline MAS
André COUPET (rapporteur)
Yasmina SAHED-GRANGER
Nicolas SZYMBORSKI
Marc DELACHAUSSEE
- Guillaume DESVIGNES
Every firm should evolve its corporate model
according to its own needs and resources.
This document starts by discussing how important it is
to take action before defining what a progressive company is
and how it stands apart from other types of firms. Next, the
strategy of a progressive company is examined in terms of its
objectives and their relationship to the global performance
concept. Then, levers for progress are reviewed for each of the
key areas in which the progressive company creates shared
value. Each lever corresponds to one of the five stakeholders
to be taken into consideration.
This contribution culminates with the presentation of a
self-assessment tool that addresses the levers of progress for
these different areas; it is a tool for managers who resolutely
wish to instigate change or accelerate progress.
1
Summary: Shifting towards a PROGRESSIVE
I. Changing the game
A generalized mistrust of institutions has been developing among people for nearly 20 years now, and
companies, especially big ones, are no exception; the Enron, Parmalat and Worldcom scandals will not be
forgotten in the near future. However, despite the financialization of firms, does there really need to be an
amalgam between the financial and corporate worlds? Are we forgetting that what drives the development
of regions and countries is indeed companies?
In France, the 5,000 medium-sized firms (that is, companies with fewer than 5,000 employees), 140,000
small-to-medium sized firms (SME, that is firms with fewer than 250 employees) and 3 million
microenterprises (with fewer than 10 employees) contribute over 67% of company-generated GDP and
70% of employment in terms of number of jobs.
Growth, purchasing power, domestic wealth... all of these factors depend on companies.
Innovation starts in companies. "Company" is also, or should be, synonymous with "breeding ground for
the success of all"; career is a key element of self-fulfilment and happiness.
The advent of the progressive company concept is crucial for three reasons:
1. The former corporate model no longer works. When the possibilities for growth in an OECD country
are approximately 1 to 2% per annum for the next five to ten years, yet investors demand 10 to 15%
growth regardless of the sector, we are faced with unattainable goals. This "market
fundamentalism", a term coined by Joseph Stiglitz, generates increasingly disparate inequalities
between investors and the workforce.
2. The short-term approach has run its course... and left us run-down. Such thinking has drained
natural resources and, due to the frenetic consumer race it elicits, weakens our environmental
balance, runs our regions dry with drastic relocations, and exhausts us, the workers, through the
pressure-filled race to yield positive results at the workplace.
3. The old model prevents the future from emerging: "financial" firms are not attractive to younger
generations, who are more sensitive to the values of solidarity, humanity and self-fulfilment. The
need to find meaning at the workplace calls the corporate mission itself into question.
II. Progressive companies: what they are and what makes them different
"Progressive companies are clearly determined to create value for the five stakeholder groups, who are
the clients, the employees, the suppliers, the shareholders and society:
• according to a participatory approach characterized by respect, fairness, honesty
and openness to others
• with the purpose of achieving performance objectives that systematically focus on
the long-term
• by applying a strategy that integrates economics and society
• and by employing governance in which the stakeholders are involved in steering the
company."
The term "progressive" proposed by the authors is very meaningful: borrowed from European and
American reform movements that were determined "to fight against the excesses of industrial society and
social injustice", this term is very appropriate and automatically indicates determination and humanity; it
implies the determination to go beyond legal obligations and promote deeply humanistic values. It then
suggests taking into consideration the interests of all stakeholders, that is, the clients, human resources,
suppliers, shareholders and society.
Progressive companies subscribe to a market economy that serves humankind, and not vice-versa.
2
Summary: Shifting towards a PROGRESSIVE
Concretely, the difference between a traditional company and a progressive company is fourfold:
1. The mission statement
Progressive companies have a different purpose. The activity, target market and scope of such
companies generally do not change. However, the objective of a progressive company is translated into
societal indicators as well as economic indicators, since the raison d'être of progressive companies, and
thus their contribution to each stakeholder, is incorporated into their mission statement as follows:
• Focus on providing fundamental utility first to clients and then to the company, and engage client
responsibility.
• Contribute to the individual and collective fulfilment of human resources.
• Foster long-term relationships with suppliers and support dynamic economic supplier growth.
• Promote the development of the territory where established to promote societal development.
Protect the environment from any negative impact and use the resources necessary for the company
activity in such a balanced way as to ensure the needs of future generations are met.
2. The LONG TERM perspective
Decision-making is and will always be "here and now", because it is not about equivocation and
procrastination, but rather, about considering the impact as far into the future as possible. Many choices
can be considered beyond a 10-year horizon, whether the decisions pertain to technologies,
recruitment, partnerships with subcontractors or client relations.
3. A philosophy of participation and deeply humanistic values
This participatory philosophy first starts off in-house, with the employees, for whom appropriation and
negotiation strategies have always been more effective than orders and conflict.
Then the philosophy spreads to the stakeholders: work with clients to co-design and co-produce
products and services; work with suppliers to determine the best supply strategies for the company;
work with the people responsible for the economics or politics of a region to design local recruitment or
training policies; work closely with the shareholders, big and small, to analyze the economic or
competitive environment and define corporate strategies.
This participatory approach is VALUE-based. Let us reiterate here that values are fundamental principles
that give meaning to decisions, actions and relationships. Specific to an organization or a country,
values1 are sustainable and form the core of the corporate culture.
Only meaningful if they go beyond simple prescription or display, values lead to practices through
guidelines or standards that apply to everyone in the company. Of course, by leading through example,
management teams have a key role here in ensuring the existence and application of these values.
Progressive companies stand out in four ways:
•
•
RESPECT, that "consideration for people and things with esteem". In daily life, this value can be
expressed in a thousand different ways: respect for clients and employees (their identity, their
culture), respect for shareholders and social partners, respect for the environment, for resources,
for equipment and for commitments.
EQUITY, that "quality of interacting with others in a fair, impartial way". The opposite of the alltoo-frequent Dominant-Dominated relationship, equity ensures that there is no such thing as an
"unimportant" client or a "minor" employee. There are no "small" shareholders. Everyone is
entitled to be considered in whole, even thought more significant individual contributions can be
taken into consideration.
1
In her book, "BUILT ON VALUES", Ann Rhoades demonstrates how well-defined, effective values affect the performance of companies, such as
South West Airlines and Zappos
3
Summary: Shifting towards a PROGRESSIVE
•
•
HONESTY, which is defined as acting and behaving honestly and loyally, includes openness, the
right to make mistakes and transparency in its definition. Without honesty, there is no trust, which
is a key component of human and professional relations. However, this trust cannot be mandated;
it is a result; it must be proven. Therefore, transparency must exist everywhere, from employee
recruitment to sales to press conferences.
OPEN MINDEDNESS TOWARDS OTHERS, which is the attention paid to people as a diverse whole
AND the willingness to meet their needs. A mark of generosity and tolerance, this value is similar to
the more philosophical concept of altruism, and is expressed in various ways through actions:
By being flexible and available to clients, and especially, by anticipating and being thoughtful
By being non-discriminatory towards colleagues, by considering their different points of view, their
different ways of doing things, and by balancing work with life outside the office...
By being flexible with suppliers and by accepting extraordinary situations.
4. Profit in a progressive company
Progressive companies measure their performance in different ways because they account for economic
AND societal results.
Profit is therefore one of these results; and, like in traditional companies, profit plays a key role because
it remains the indicator of the relevance of past choices and is essential to the future development,
growth and investments of a company.
Profit, even in the short term, must exist to provide fair remuneration in the form of dividends or salary
bonuses for those who bear the risk of the company: the shareholders and the employees.
Furthermore, progressive companies can meet the profit expectations of traditional investors as well, if
not better, than certain traditional companies because they know how to handle "negative
externalities", that is, all threats in the near and distant future, immediately. They do not shy away from
risks; they take such risks into consideration and, even better, if they employ an intelligent strategy, they
reap economic benefits or at least reputation benefits that become integrated into brand equity.
By adopting a long-term outlook with all stakeholders, the risks diminish as does the uncertainty related
to long-term forecasts. This can even provide an advantage in net present value calculations for profit
and desired cash flows: although in the short term, projects may provide lower returns, the residual
value of long term projects are almost systematically higher.
This definition of a progressive company fully demonstrates that it is not an issue of status. It is true that
companies in the social and solidarity economy have historically fallen within the scope of this definition
with its four distinguishing characteristics; however, although the distinction is often cut and dried in small
organizations, with time, and especially through the inevitable race for size and productivity, large
structures2 of the social and solidarity economy run the risk of becoming commonplace3; moreover, many
of them end up "returning to their roots4".
Let us remember that, above all, this definition illustrates the determination and humanistic values that are
included in the term "progressive" and that highlight the duality of the progressive company's economic
and social objectives.
2
3
4
"Le mutualisme se perd dans la course aux profits", M. MICHAUX, L’Expansion, November 2007
"La banalisation des banques coopératives a fait des ravages ; la mutualité ne lave pas plus blanc" Hervé JUVIN, Revue Banque, September 2013
"Les institutions financières coopératives doivent réinventer leur promesse client", André Coupet, Gestion-HEC Montréal, juin 2014
4
Summary: Shifting towards a PROGRESSIVE
Clearly, this definition can integrate approaches, concepts and tools from sustainable development or CSR,
the concept of global5 performance5 proposed by the Centre des Jeunes Dirigeants (CJD, Young Directors'
Center), or even the notion of positive economics proposed by Jeremy Rifkin, and more recently in France
by Jacques Attali6.
However, the voluntarism and authenticity included in the definition exclude pretences, exclude "green
washing"; they support the fact that there is one single, integrated vision and not that of an economy first
and foremost and society after, secondarily... because it must be considered; and, finally, this definition
implies governance open to stakeholders since the creation of value is no longer unidirectional, but rather,
shared.
III. Progressive Strategy and Global Performance
In perfect harmony with the new approach of the strategy recommended by Michael Porter7, who
recognizes that to save the capitalist model, it is crucial to reconcile company with society, progressive
companies undertake a strategy that is consistent with the integration of economy and society.
Very critical of the increasing number of CSR indicators, Porter suggests shifting from palliative CSR to
strategic CSR by transforming threats in the corporate environment into business opportunities and
identifying new competitive advantages.
Therefore, progressive companies do not opt for strategies involving domination by costs, which, when
combined with the financialization of companies and the maximization of short term profit, lead to
contempt for other factors, which are reduced to adjustment variables.
In contrast, progressive companies opt for differentiation strategies, which are otherwise appropriate for
niche markets, with a strong, original brand, designed with the stakeholders with sustainability in mind.
DIAGRAM 1 - COMPARISON of Strategy Models (SOURCE: SPRING CONSEIL/PMC)
Client
Employee
Partner (supplier;
distributor…)
Shareholder
Society
(territory; ecology)
Conservative Company
Progressive Company
Short term / Domination
Long term / Cooperation
Convince him of need
Development of dependence and overconsumption
(examples: loyalty programs; planned obsolescence)
Fulfil needs ; act in their interest
Offer Added Value; enhance expertise
Provide a quality relationship
Constraint
adjustment variable
A competitive advantage
A company resource who receives support for development
Source of value to be tapped
Make it dependent and interchangeable
Mutual, balanced relationship focused on
Development and synergy
Priority stakeholder
Acts as owner
High returns and payout ratios
Necessary stakeholder like the others
Fairly remunerated for taking risk
Remuneration does not undermine the investment and the
creation of value for the other stakeholders
The legally-required minimum
The company is dedicated to its economic result
Promotion of local development
Assurance of environmental quality
5
The CJD makes available online the GPS (Global performance System), which enables all companies to assess their performance from an economic
and societal point of view (references: "Le guide de la performance globale" Editions d’organisation-2004)
6
"Pour une économie Positive" Think tank presided over by Jacques Attali, Fayard-la documentation française, 2013
7
"Creating shared value" Michael Porter and Mark Cramer, Harvard Business Review, January 2011
5
Summary: Shifting towards a PROGRESSIVE
The strategic thinking process of progressive companies is therefore characterized by the following:
1. The values and mission statement of the company are challenged, or at least, reviewed early on in
the process: Decisions will not be made, like for some companies, which decide to invest in their
financially-suffering suppliers, without any generosity, even if, in the long term, there is hope of
gaining profit from this safeguarding strategy. Without a clear, meaningful vision with strong, deeply
human values, the life force of the company cannot be mobilized.
2. The Board of Directors (the Board) takes a real leadership role in the creation, validation and control
of strategic directions8. Progressively open to stakeholders, that is, with some directors who
represent employees and others who represent society, the BOARD has the required expertise and
is justified in its duty to listen to these stakeholders and to decipher their messages, whether they
contain threats or opportunities.
3. The members of the Board and the Executive Committee jointly take part in an annual strategy
seminar to turn brainstorming into substance and develop a joint strategic vision.
4. The analysis of the value chain takes into consideration societal elements (source, traceability,
health and safety, greenhouse gas emissions, regional unemployment) and leads to a single,
integrated societal and economic analysis.
5. The short and long term impact of the planned societal proposals are evaluated from two different
perspectives: On the one hand are the economic effects, and on the other hand, the benefits on the
company's goodwill. Giving funds to a foundation for the disabled will have a totally different impact
on a company's reputation than the creation of a consolidated supplier investment fund or offering
products such as microcredits or microinsurance will.
6. In the business plan, the strategy leads to economic and societal objectives that clearly demonstrate
the concept of global performance. Variable executive remuneration will therefore be equally based
on these two objective types.
Many companies demonstrate that economic and social commitments are perfectly compatible: from
Armor to Fleury Michon, from Nature et Découverte to Ben and Jerry's, from Danone to MAïF, there are
many, and this compatibility can be verified through macroeconomic studies:
•
•
The study by Robert G. Eccles9, professor at the Harvard Business School who analyzed level of
commitment to sustainable development and economic results in 180 American companies over an
18-year period. It seems that the Return On Equity (ROE) is much higher in the long term for heavily
committed companies.
The GALLUP10 study conducted among 2,000 companies (in retail, corporate services and financial
services) demonstrated that companies in which client satisfaction and employee mobilization are
high have turnover growth rates that are five times those of their competitors.
IV. Levers of progress
Based on the definition of progressive company, it is important to restructure the business model of all
companies in each of the five stakeholder areas. It is appropriate here to emphasize that it is preferable to
move forward, at a rhythm chosen by the company, in accordance with the corporate vision and resources;
this must be done in these five areas simultaneously.
Companies can prioritize a single stakeholder area and heavily invest in it when special circumstances arise.
However, by doing so over the long term, the company would only be progressive in one area, any may find
itself like a lame duck...the other stakeholders would criticize for only having shareholder interests in mind.
The clients and employees are often highly critical in such situations and do not necessarily perceive the
creation of value for the prioritized stakeholder.
8
"Optimal corporate strategic governance is achieved through Boards of Directors that are involved in devising strategy in a proactive (“before”),
participative (“during”) and vigilant (“after”) manner". Philippe Martel, Gestion, HEC Montréal, December 2013
9
"The impact of Corporate Sustainability on Organisational processes and performance" Robert G. Eccles, Harvard Business Review, 2013
10
"Human Sigma", Managing the employee-customer encounter, John Fleming, Jim Asplund; Gallup Press, 2007
6
Summary: Shifting towards a PROGRESSIVE
Only the key levers with accompanying challenges and opportunities are presented for each stakeholder
group. The complete list is presented in the self-assessment tool in the appendix.
1. Clients
The way we consume is changed in three major ways:
•
•
•
The use value becomes a major purchasing criterion and brand-related criterion: Borrowing a car
for ten minutes a day is smarter than owning a car.
Clients are limited by fixed expenses (ranging from an iPhone to housing costs), which in turn alters
the way they make decisions.
Digitalization is changing pre-purchasing, purchasing and post-purchasing habits. Roles are shifting
and players must adapt to these role changes. Moreover, clients, who are now more collaborative
and involved in the process, are also committed and taking an active role in protecting health,
human rights and product sourcing.
Finally, while companies are increasingly losing the concept of "fair price" under the de-structuring
influence of "Yield Management", and communication leads us to promise "more and more", there is an
observed under-management of client focus. The challenge now is in the client experience, where the
human has and always will have its place.
Client-oriented company levers will also be focused on seeing the client as intelligent and with the potential
to become responsible. The company becomes involved in "The economy of useful effects"11, which is a
simpler economy that limits the negative effects of overconsumption. Teaching intelligent use becomes a
strategy.
Respect for privacy, whether in advertising or in information, and the resultant concrete communication,
become necessary levers.
In-house, the management of the client strategy must rely on measurement tools and a collective approach
to continuous improvement. On top of this, we need a relationship between the level of client satisfaction
and variable employee remuneration.
2. Human Resources
Several observations are worth mentioning:
•
•
•
•
The fragmentation of the employee base12 into highly varied forms is a mega trend. On the one
hand, technological advances lead to increased productivity and, on the other hand, those involved
develop new needs, behaviors and attitudes, such as independence and flexibility: individuals and
companies refuse restraints and want to be in control. Both want flexibility
Social progress, acquired through a long, uphill battle and "safeguarded" either through a certain
status (such as an open-ended contract), through working hours (35-hour work week) or through
minimum wage, is thwarted by adapted solutions, which could sometimes be qualified as
destructive.
Unstable employment and unemployment are highly correlated with insufficient or inadequate
training.
Independent workers (such as sole proprietors or freelancers) represent a growing category whose
role, behaviors and attitudes as well as relative weight will change many parameters, from the
relationship to work to traditional wage negotiations to the relationship to authority and interindividual intracompany relationships.
The implications for companies are substantial, since they must, as respectfully and fairly as possible,
increasingly integrate the concept of versatility, and opt for flextime and think of work sharing.
11
12
"La nouvelle révolution commerciale", P. Moati, Editions Odile Jacob, 2011
"La fin du salariat", J.P. Gaudard, François Bourin, Editeur, 2013
7
Summary: Shifting towards a PROGRESSIVE
Furthermore, we should acknowledge with other observers13 that:
Remuneration today is dependant on return on equity.
Productivity continues to increase, of course, but unemployment may seriously increase given that
more jobs will disappear than will be created by new lifestyles.
•
•
Finally, in our companies, let us recognize that social dialogue is more like a performance, and this leads us
to hope for new definitions of unionism and employer representation. Most of all, there is a tremendous
need to foster talent through open, unstructured, dynamic organizations14.
Human Resource levers of progress begin, of course, with establishing value-driven management and
implementing a strategy to mobilize human resources. This implies first widening the human resources
scope by taking into consideration those who may not be employees, but nevertheless provide their talent
on a nearly daily basis to the company. This further suggests a measurement of the employee commitment.
This should be transformed into objectives and improvement plans in each entity or department.
Leadership and talent development are two other critical levers for change. Relative work time flexibility is
also a key lever for progress, since by fostering flextime, a company contributes to creating jobs.
In addition, the participatory philosophy can be evidenced by implementing permanent company-wide
mechanisms for developing innovation through creativity units and by having continuous improvement
groups focused on product and service quality or client relations.
Finally, remuneration, which should be monitored to avoid excessive differences15, can become a lever for
motivation and equity by offering a truly significant variable portion based on economic and societal results
to all employees.
3. Suppliers
Too often a simple adjustment variable, suppliers are subject to the full consequences of global
competition through pricing. This situation is characterized by:
•
•
•
constant pressure to lower prices
payment terms that, despite legislation, are too long, since late payments cause 25% of
bankruptcies in France
dehumanized, tension-filled relationships with no concept of sharing.
For suppliers, the levers focus mainly on requests for proposals: transparency, focused on a real value-formoney relationship, respectful of intellectual property and the efforts of subcontractors.
Payment terms must not only fall within legally-determined maximums, they must also adapt to the
supplier's business model. For example, the cash flow needs of a person selling fruits and vegetable are
tighter than those of a supplier who has 90-day payment terms on raw materials.
Finally, it is important for the relationship between the hiring firm and the subcontractors to become a true
partnership, as in Germany; to do this, it is critical to have discussions at least once a year on the strategies
of both parties involved. Moreover, the hiring firm must contribute to the development of its main
suppliers by providing support in implementing research and development, quality or sustainable
development programs.
13
14
"La gauche n’a plus droit à l’erreur", Michel ROCARD, Pierre LARROUTUROU, Flammarion, 2013
Liberté et Cie, Isaac Getz and Brian Carney, Flammarion, 2009
15
"In 2012, 1% of the population monopolized 20% of the income in the United States, 13% in Germany, 12% in Canada and 8% in France". Capital in
the Twenty-first Century. Thomas Piketty, Editions du Seuil, 2013
8
Summary: Shifting towards a PROGRESSIVE
4. Shareholders
The transition from a "traditional" to a truly "progressive" company requires the agreement of the
shareholders, since such a shift can only succeed with a new approach to governance.
We must first remember that a distinction should be made between entrepreneurial shareholders, who
become invested, and opportunity shareholders, who only invest to achieve gains. Yet, it is the latter
category that is always the object of attention of lawmakers, economists, bankers and journalists over time
and through financial crises.
More recent and meaningful trends focus on improving transparency with respect to shareholders...to
protect them from the executive power of managers. So, this would improve shareholder returns, but
would not force shareholders to adopt behavior that complies with corporate social responsibility.
The unresolved underlying issue is, therefore, the status of the company, which is that of prisoner of the
fund providers. This is why, without waiting to see if certain projects, such as "Société Anonyme à
Responsabilité Sociétale"16 or the Californian "Benefit Corporation" in a company such as Ben and Jerry's,
become reality, it is important for the shareholder representatives - the directors - to formally commit
themselves to the long term of the company in accordance with three key ideas:
•
•
•
"The company concurrently and equally pursues an economic and a societal objective".
"Profit is first and foremost intended for investments; dividends enable capital contributions to be
fairly remunerated."
"The corporate strategy is based on a vision of creating long-term value that is shared by all
stakeholders.
With these three foundations, shareholders accept the fundamental idea according to which:
Results = f (Talent, Capital, Time)
This means that talent is recognized as the first ingredient for success. It makes sense that employees have
strong representation in the Board in a ratio that, over time, may become equal to that of shareholders. It
is also logical for employees to have voting rights.
Elected through universal suffrage, these employees would not automatically call upon unions or personnel
representative bodies. This would enable Board debates and choices to be made in consideration of all
decisional pros and cons, and particularly with respect to the sustainability of the company and the actual
implementation of its vision.
Along these lines, the presence of independent directors who aim to emphasize the points of view of
society, clients and suppliers to the Board, represents another lever for governance change. Therefore, the
mission of these directors is not limited to protecting small shareholders.
All of this requires more diverse, more representative, and especially, higher quality directors. Choosing
such directors involves the triple challenge of assessing their expertise, since content requirements are on
the rise, their availability, since there are increasing numbers of meetings requiring more preparation, and
finally, their remuneration, which is quite modest in general yet costly nonetheless for SMEs.
It is clear that the required governance change will not occur without a serious investment in director
training and a limitation on the number of possible terms.
It is also important to optimize the synergy between the Executive Committee and the Board of Directors
and to create a positive working relationship between their members. To this end, it is crucial every year to
reiterate the separate areas for each body and the areas shared by both bodies, which are constantly a
source of contention.
16
"Refonder l’entreprise", Blanche Segrestin et Armand Hatchuel, Le seuil/la république des idées, 2012
9
Summary: Shifting towards a PROGRESSIVE
Furthermore, since the Board has a pivotal role in corporate strategy - and it may establish a Strategy
Committee just as it may establish an Audit Committee or HR Committee - it is preferable to have an annual
strategy seminar for the Executive Committee and the Board to ensure mutual understanding of daily
operations and challenges, especially those of the stakeholders.
5. Society
The society stakeholder includes the territory in which the company operates. This naturally leads to an
examination of the ecological footprint of this company. Globalization and technology have heightened
territorial disparities. Business clusters (Pôles de compétitivité), which were created in France in 2004, do
not function as well as intended. Administrative barriers hinder many initiatives and subsidies intended to
attract companies to a given territory have not been very effective. More importantly, they do not create
ties.
Apparently, it is often the small companies17, which reinvest their profits, that are the greatest drivers of
territorial development.
The progressive company knows that it is attractive if its territory is attractive, and that what makes it
competitive, such as the quality of its workers, requires investment, and once again, long-term investment.
Progressive companies are not passive; they initiate, they stimulate, they forge relationships with other
local companies to find mutual solutions for their respective needs (in terms of equipment, subcontracting,
operations), to anticipate future developments (expertise, technologies), to contribute to the well-being
and to improve the quality of life of its employees and the neighboring population.
Conscious of the dangers of a future threatened by our overuse of natural resources, our uncontrolled and
varied waste and, of course, our effect on the ozone, progressive companies openly and assiduously take
responsibility for their share.
As always, progressive companies issue an annual carbon report to generate medium term objectives for
reducing environmental impact with accompanying actions plans and related budgets.
Progressive companies involve their suppliers to find solutions, design products and devise ecological
processes. Ecodesign is well-placed here, with the kind of use value clients want.
Above all, progressive companies involve their employees; to this end, in addition to the obviously
necessary internal communication, what could be more powerful in the minds of employees than the
implementation of a Company Commuting Program? What a great place to start! A CCP is of interest to
everyone, since the company subsidizes public transport for employees, encourages alternative modes of
transportation (bicycles, carpooling) and develops the program with neighboring companie.
V. Act. Here and now
Enthusiastic directors and managers have a place where they can take action. It is clear that they feel
powerless to influence major macroeconomic changes. However, they know that despite the regulatory
framework in which they must operate, they have room to maneuver and incorporate innovation AND
responsibility in their organization. "We have," as Emmanuel Faber18, Vice President of Danone, says,
"room to maneuver, and we should use it."
They can refuse high income that goes against the long-term interests of their activity; they can also
establish more democratic and more open ways to work together... By having the power to institute real
transformation, companies can play a key role in developing the progressive company model, which is
based more on being and a bit less on having.
17
In a thesis defended at the Université de Saint-Etienne in 1996 , Alain Bourion demonstrated this SME advantage in the Export/Import relationship
of a given territory
18
Chemins de traverse, Vivre l’économie autrement, Emmanuel Faber, Editions Albin Michel, 2011
10
Summary: Shifting towards a PROGRESSIVE
It is clear here that the value system of the highest corporate director is fundamental: Without open
mindedness, without honesty, without fairness… a progressive company cannot really exist. Progress can
be made, but through pressure, requirement and interest.
Remember, our definition is DE-TER-MINED and HU-MA-NISTIC, and discusses creating SHARED value. We
must move off the beaten path, look at the world in a different way: will the banks refuse to follow? This is
not certain; and there is alternative financing.
And, so? Where do we start? Well, start by taking a thorough look at your company.
Appended to this document is a self-assessment tool for you to use on your company. It is divided into five
major sections based on the five stakeholders in our definition.
The guidelines in part 4 of this document are translated into progress levers. There are 10 or 12 per
stakeholder - 60 in total.
Do the evaluation alone first, then together with the other members of your Executive Committee or
Board. Do the assessment humbly. However, do not be too hard, either. Next, work together to create a
realistic, simple, step-by-step action plan for each stakeholder.
REFERENCES
1
2
3
4
5
6
7
BUILT ON VALUES. Ann Rhoades, Jossey-Bass publishing, 2010
Le mutualisme se perd dans la course aux profits. M. Michaux, L’Expansion, November 2007
L’avenir des banques mutualistes ou coopératives. Hervé Juvin, Revue Banque, September 2013
Les institutions financières coopératives : Réinventer la promesse client. André Coupet, Gestion-HEC Montreal, June 2014
Le guide de la performance Globale, Centre des Jeunes Dirigeants. Editions d’organisation, 2004
Pour une économie Positive. Think tank presided over by Jacques Attal, Fayard/la Documentation française, 2013
Creating shared value. Michael Porter and Mark Cramer, Harvard Business Review, January 2011
8
Les conseils d’administration, acteurs de la réflexion stratégique. Philippe Martel, Gestion, HEC Montreal, December 2013
9
The impact of Corporate Sustainability on Organisational processses and performance. Robert G. Eccles, Harvard
Business Review
HUMAN SIGMA, Managing the employee-customer encounter. John Fleming, Jim Asplund, Gallup Press, 2007
La nouvelle révolution commercial. P. Moati, Editions Odile Jacob, 2011
La fin du salariat. J.P. Gaudard, François Bourin, Editeur, 2013
La gauche n’a plus droit à l’erreur. Michel Rocard, Pierre Larrouturou, Flammarion, 2013
Liberté et Ci. Liberté et Cie, Isaac Getz and Brian Carney, Flammarion, 2009
st
Capital in the 21 Century. Thomas Piketty
Refonder l’entreprise. Blanche Segrestin and Armand Hatchuel
10
11
12
13
14
15
16
17
18
Logiques publiques et stratégies des acteurs économiques: essai de modélisation pour un développement local plus équilibré.
Alain Bourion, Université de Saint-Etienne, 1996
Les chemins de traverse, Vivre l’économie autrement. Emmanuel Faber, Albin Michel, 2012
Appendix 1: Self-assessment for Sociétés Anonymes (corporations)
Appendix 2: Self-assessment for Cooperative / Mutual companies
Appendix 3: Self-assessment for SMEs (without a Board)
11
IS OUR COOPERATIVE
A PROGRESSIVE
COMPANY?
SELF-ASSESSMENT
QUESTIONNAIRE
Draft version
Should not be distributed without the prior
authorization of André Coupet, Managing Partner,
PARIS-MONTREAL CONSEIL
[email protected]
Cooperatives self-assessment, preliminary version, June 20 2014
For the attention of the members
of the Executive Committee
and/or Board of Directors prior to
beginning their strategy meetings.
IS OUR COOPERATIVE PROGRESSIVE?
Characteristics of Cooperative / Mutual
Companies
In addition to taking into consideration the "one
person, one vote" principle common to all
cooperative or mutual companies, the following
self-assessment exercise (originally designed
for corporations) also considers the following
four items:
1. Mutual companies have clients / members
who benefit from services (insurance, in
most cases). Mutual companies do not have
shareholders / equity owners.
The
members elect their directors.
2. Service user cooperatives (for housing,
distribution, banking) have "client owners".
By owning one or more shares, the "clients"
are "members". They elect their directors.
3. Farming cooperatives group together three
different types of people: the farmers are the
suppliers, or "contributors"; there are
"clients" who buy inputs, finished products
or services; they are also equity owners.
4. Worker cooperatives group employee
shareholders who are owners of the
company, in part or in whole.
COMMENTS
Consequently, the sections of the selfassessment questionnaire are as follows:
• The "Client" section pertains to the member
as a client.
• The "Supplier" section has a special
meaning
for
farming
cooperatives;
"contributor" members represent strategic
suppliers.
• The "Human Resources" section does not
really have any statutory characteristics for
employees hired by cooperatives / mutuals;
there are values and there is management.
When these employees are members, it is
appropriate only to consider them from a
work perspective and their employee status
• The "Shareholders" section (used in the
Corporation version) is replaced by the
"Governance" section.
• The
"Society"
section
is
basically
unchanged, since it discusses territorial
involvement and the ecological footprint,
which are of utmost importance in farming
cooperatives
• Corporations that are subsidiaries of cooperative groups should complete
the corporation self-assessment, except in cases where Corporation
clients are considered members (such as the French mutual company, la
MAIF).
• Cooperatives grouping together companies (for example: Leclerc and
Système U in the French distribution sector) that endow themselves with a
common purchasing structure, for example, should complete the
Corporation version of the self-assessment.
Cooperatives self-assessment, preliminary version, June 20 2014
13
IS OUR COOPERATIVE PROGRESSIVE?
Introduction
Before devising a new strategic plan, the
members of the Board and the Executive
Committee of any company can complete this
questionnaire* to determine the extent to
which their company is progressive in each of
the five stakeholder areas.
The evaluations come from perceptions and
judgements
based
on
specific
facts
contributed by all for support.
Therefore, the questionnaire should be
completed by everyone, and then during a
working meeting, should be discussed leverby-lever.
The
General
Manager
or
Chairperson of the Board will collect the
various opinions and translate them into a
collective assessment, which will represent
the diagnostic of the company at time T.
Respondents complete the questionnaire on
their own. They acknowledge the levers one
by one. They formulate their personal
assessment based on facts, such as those
indicated on the left page of the document;
they can also identify facts / actions that they
believe are relevant to their company. Others
can be added if necessary to support the
assessment of the lever in question.
The opinion is issued based on a four-item
assessment scale :
Not at all / Non-existent in the company
(until now)
If the respondent believes that a given
recommended lever does not pertain to the
company, they simply check off the N/A circle.
Calculating points and the subsequent graph
(RADAR) are of little interest if they are only
performed for one individual assessment.
They are more appropriate when multiple
assessments are grouped for an overview.
The point calculations are as follows:
Not at all / Non-existent
0 points
Somewhat / Starting
1 point
Good / Advanced
2 points
Excellent
3 points
How to proceed:
1. Total all points, section by section, with
consideration for weighting.
2. Note down the total, as is, on the last
page (if there are non-applicable levers,
recalculate the total number of points
after removing the non-applicable levers
section).
3. Cross multiply, section by section, to
obtain an assessment out of 20 points.
4. Report the ratings on a scale of 20
section by section on the RADAR.
Somewhat / Starting (we are starting to
go in the recommended direction for the
lever)
Good / Advanced (our company can
consider itself as being advanced along
the path to the lever, even though there is
still room for progress)
Excellent (our company can consider
itself exemplary in terms of the lever
recommendations)
Cooperatives self-assessment, preliminary version, June 20 2014
* There is nothing wrong with suggesting that
stakeholder representatives perform an assessment.
14
IS OUR COOPERATIVE PROGRESSIVE?
Examples of facts/actions
The managers are exemplary: They all talk of the member as a client; they frequently go and meet with "clients".
Our annual report includes a "client relations" assessment (with an indication of level of satisfaction).
1. Our cooperative/mutual is recognized on the market as being highly client-oriented.
Other:
Other:
We design and commercialize solutions, not products and services
2. We give advice and tips to help our clients maximize their use of what we offer to benefit them
We have programs and teaching tools to help increase our clients' level of expertise
Other:
We are developing what we offer to be accessible to generally marginal or unstable segments.
3. We use appropriate language when communicating about our products/services.
Other:
Our prices are clearly displayed, so there are no surprises at the moment the transaction takes place.
The prices do not change all the time. Promotions and sales are fair.
4. Other:
Other:
Cold calling is performed with the agreement of the prospective client and at a time that the client deems appropriate.
Clients can refuse information, and can identify where this can be done.
5. We request the express authorisation of our "clients" before we transmit/sell their information.
Other:
Other:
Our commitments are defined by criteria that the "client" can verify.
6. Our commitments are measured with a reliability indicator that is monitored by management.
There is no sexist or racist advertising, implied or apparent.
Other:
There is an annual client satisfaction survey.
7. Moments of truth are monitored by a "client" evaluation.
The results of these measures are provided to all employees and representatives of members.
Other:
Our "clients" are openly invited to provide feedback and issue claims.
This policy includes a compensatory mechanism that adapts to situations.
8. Our teams make intelligent use of what they learn through client claims.
Other:
Other:
There are continuous improvement teams (for products, services, client experience) throughout the company.
These teams are coordinated by a steering committee.
9. Management knows the results of this measure thanks to frequent reporting.
Management provides these results to the Board.
Other:
Other:
We have a year-end bonus system based on client satisfaction.
10. The amounts of these bonuses, which are considerable, have a real stimulating effect.
Other:
Other:
Cooperatives self-assessment, preliminary version, June 20 2014
15
IS OUR COOPERATIVE PROGRESSIVE?
Not
applicable
CLIENTS/members/ 10 levers
Not at all / Somewhat /
Non-existent
Starting
Good /
Advanced
Excellent
1. Our cooperative/mutual has a very clear "Client" philosophy
2. We focus on the use value of what we offer. We systematically
inform and advise our clients so that they make informed choices
and use our products and services to their advantage
3. Our market segmentation does not discriminate
4. Our pricing policy is fair, logical and easy to understand.
5. We respect the privacy of our current and future clients
6. Our communication is engaging, easy to understand and
respectful
7. The satisfaction of our clients/members is regularly
assessed
8. The claims of our clients/members are seen as opportunities
to strengthen our brand
9. We have a collective approach to constantly improving
quality
10. The variable portion of our employees' remuneration
incorporates client/member satisfaction
1st subtotal
Weight
x1
x2
x3
2nd subtotal
Cooperatives self-assessment, preliminary version, June 20 2014
TOTAL
/3016
IS OUR COOPERATIVE PROGRESSIVE?
Examples of facts/actions
Non-salaried contributors of our cooperative take part in some of our training.
We assess the level of commitment of all of our Human Resources.
1. Our working conditions, which are intended to ensure safety and life balance, apply to all Human Resources.
Other:
Corporate values are formalized and translated into professional practices and observable behaviors.
The company's values are provided and explained to all new employees.
2.
Our human resources management policies (recruitment, training, promotion) explicitly refer to our values
Other:
The level of commitment of our Human Resources is assessed on an annual basis.
This survey leads to action plans that aim to increase employee commitment.
3.
A portion of the variable remuneration of our managers is related to the level of commitment of the employees they oversee.
Other:
We have implemented various programs to develop leadership in various areas.
Exemplariness is the first criterion assessed in our managers.
4. We promote taking initiative and responsibility through recognizing that people have the right to make mistakes.
Other:
We have a basic skills acquisition program for less qualified individuals.
Our training efforts are evenly distributed among different employee categories.
5. We are developing competencies in various forms (for example, tutoring, coaching, missions abroad, corporate university).
Other:
Our managers periodically undergo a 360° assessment.
Our annual reviews integrate qualitative objectives related to putting our in-house values into practice.
6. The contribution to the dynamism of the company (innovation, quality, conviviality) is taken into consideration in the review.
Other:
Our managers are open to proposals for improvement from all employees and place value on good ideas.
Our Human Resources department mobilizes significant resources to encourage internal mobility.
7. Project managers are selected based on their expertise, not their status.
Other:
We offer a variety of flexible work hour options that correspond to different levels of work-life balance.
8. If the company experiences a difficult period, we will ask everybody to make an effort before we consider redundancies.
We promote telecommuting.
Other:
If the bylaws permit it, the employees appoint one or more representatives to the Board of Directors.
9. Our employees take part in strategic diagnostics.
We are organizing strategy appropriation seminars for our employees.
Other:
In all of our entities, continuous quality improvement groups meet regularly.
Innovation is structured around multidisciplinary groups that solicit the creativity of all, including elected people (member
10. representatives).
The company places value on this involvement (internal communication, prices).
Other:
The average of the top 10 remunerations does not exceed five times the median of all company remuneration.
11. Other:
Other:
Other:
The increase in salaries takes into consideration company gains in productivity.
12. The remuneration of all employees has a variable component.
This variable remuneration is based on economic and societal results.
Other:
Employee representative bodies are invited to strategy sessions.
13. Reorganizations that may impact employees are discussed with employee representative bodies before any investments are made.
To avoid putting their jobs in danger, we ensure that the personnel representatives do not spend more than 50% of their time in their
representation function
Cooperatives self-assessment, preliminary version, June 20 2014
17
HR / 13 levers
IS OUR COOPERATIVE PROGRESSIVE?
Not
applicable
Not at all /
Non-existent
Somewhat /
Good /
Starting
Advanced
Excellent
1. Our cooperative/mutual is thoroughly committed to the development
and self-fulfillment of all employees, regardless of their status:
employees, freelancers, employees of strategic suppliers…
2. Our cooperative/mutual has defined internal values. Our
cooperative/mutual provides information about these values in an
engaging way and ensures that the values are translated into actions.
3. Our cooperative/mutual mobilizes its employees with a view to a
permanent, quantified strategic objective that is shared by all managers
4. Our cooperative/mutual develops leadership at all structural levels
5. Our cooperative/mutual develops the talents of all its Human
Resources and makes a special effort to enhance the employability of
the most fragile workers
6. Our objective-based management is accompanied by a complete,
highly qualitative assessment process
7. Our cooperative/mutual is decompartmentalizing its organization to
have as few levels of hierarchy as possible
8. Our cooperative/mutual promotes work sharing in accordance with
employee desires: it is committing to flextime
9. Our cooperative/mutual actively involves its employees in strategic
analysis
10. Our cooperative/mutual involves all its employees in its innovation
and quality processes
11. Remuneration differences are reasonable
12. The remuneration of all employees evolves with global performance
13. Our cooperative/mutual promotes social dialogue based on open and
forward-thinking information sharing with employee representatives
1st subtotal
Weight
x1
x2
x3
2nd subtotal
Cooperatives self-assessment, preliminary version, June 20 2014
TOTAL
/3918
IS OUR COOPERATIVE PROGRESSIVE?
Examples of facts/actions
All our requests for proposals clearly present the selection criteria that will be applied to each selection phase. Their
weight is also explained.
1. First, the quality of the proposals is examined, without reference to price; price is considered during a second phase so
that the focus remains on quality.
Other:
The term "local" or "regional" is explained (cities, departments, kilometers).
Any price advantage is announced in %.
2.
Other:
Other:
Our requests for proposals and contracts clearly commit us in terms of the intellectual property of our bidders and service
providers.
3.
When bidders are required to make exceptional efforts, we compensate them.
Other:
Our large volume requests for proposals are prepared for delivery in batches, when possible.
Our purchasing department has the expertise needed to analyze a supplier's capacity to fulfil contractual conditions (this
4. helps prevent penalizing small and young structures).
Our request for proposal procedure provides for responses to corporate groups.
Other:
5.
We clearly and internally assign contact people to interface with our strategic suppliers.
These dedicated contact people are trained in the business of their suppliers. They understand their constraints and
their opportunities.
Other:
In our establishment, a supplier can enjoy more favorable payment terms than legally-mandated terms if their business
model
is built to handle short-term cash needs.
6.
Other:
Other:
We communicate with our suppliers at least twice a year to discuss the supply schedule.
We inform our suppliers of any scheduling changes within an appropriate time period that corresponds to their business
7. model.
We and our suppliers have a collaborative stock and supply management tool.
Other:
We ask our strategic suppliers to provide us with their employee health and safety information.
8. Other:
Other:
Each year, our corporate leader or manager in charge of strategy meets with our strategic suppliers, and especially our
key contributors (in farming cooperatives).
9. With our strategic suppliers, we organize meetings to share our respective visions and challenges.
Other:
Other:
At the end of the year, we explicitly, and even tangibly (through bonuses or discounts) acknowledge the quality and
commitment of our key suppliers/contributors.
10.
Other:
Other:
We offer them support to implement quality or innovation measures.
After our audits, we suggest action plans.
11.
Other:
Other:
Cooperatives self-assessment, preliminary version, June 20 2014
19
IS OUR COOPERATIVE PROGRESSIVE?
Not
applicable
SUPPLIERS / 11 levers
Not at all /
Non-existent
Somewhat /
Good /
Starting
Advanced
Excellent
1. Our request for proposal processes are transparent and
focus on fairness and true value for money
2. When we prioritize local service providers, this is clearly
outlined
3. We respect the intellectual property and efforts of bidders
4. We pay special attention to SMEs in our requests for
proposals
5. Each strategic supplier is assigned a business contact to
ensure that the relationship is clear
6. Our payment terms can be customized by service provider
type
7. Our delivery schedules respect the lives of subcontractors
8. We ensure the health and safety of our subcontractors'
workers (and our subcontractors' subcontractors)
9. We share our vision of the future with our strategic
suppliers/contributors
10. We reward the commitment of our strategic
suppliers/contributors
11. We contribute to the development of our strategic
suppliers/contributors
1st subtotal
Weight
x1
x2
x3
2nd subtotal
Cooperatives self-assessment, preliminary version, June 20 2014
TOTAL
/3320
IS OUR COOPERATIVE PROGRESSIVE?
Examples of facts/actions
The participation rate (presence and representation) at our local assemblies is over 30%.
1. Our local assemblies determine our local involvement in their territory.
Other:
Other:
The members have enough information to understand and assess the economic and societal performance of our cooperative/mutual.
2. At our General Assembly, we discuss our company's fundamental strategies and vote on major decisions.
We have two assemblies per year, one to approve the accounts and one to discuss strategies.
The second assembly can be open to the public and future members.
The directors sign a document (such as a charter), preferably long-term, that commits them and reiterates that our cooperative/mutual
pursues both an economic and a societal objective.
3. This dual objective is in the bylaws. It is generally part of the Rules and Regulations and the strategy.
Investment projects are presented with their long-term impact, and not just short- and medium-term impact. Our annual report
describes the creation of value for all stakeholders
Our management regularly states that the key to the success of our cooperative/mutual is its intellectual capital and talent.
Our cooperative/mutual has one or more employee directors with decision-making power into the Board.
4. We are organizing universal suffrage elections to select employee directors.
Other:
There are one or two independent directors in our Board.
These directors are vested with the authority to represent the company in public and to represent unrepresented
5.
stakeholders.
Other:
Our diverse directors in the Board include numerous women and young people.
Other:
6. Other:
Other
We offer a training program to all of our directors.
This training does not pertain to the functioning (compliance rules) or financial statements, but rather to the company strategy and
7. social responsibility.
Other:
Other:
The directors who carry out professional activities do not accept more than two simultaneous terms.
8. All directors are limited to two successive terms (not to exceed 10 years).
Other:
Other:
The Board functioning is thoroughly and independently assessed every two or three years.
9. This evaluation includes a review of each director.
Other:
Other:
The Chairperson and the General Manager start the strategic thinking process.
10. There is a Strategy Committee in the Board, in addition to an Audit Committee.
Other:
Other:
This Board and Executive Committee seminar lasts at least one day.
11. The stakeholder threats/opportunities/actions are on the agenda.
Other:
Other:
Each year, the list of individual areas and shared areas is reviewed by the Board.
Investment limits, whether they require Board approval or not, are expressly defined.
12.
Other:
Other:
The performance of the company is defined and globally measured with as many societal indicators (for example, client satisfaction,
13. employee commitment, supplier relations, GG emissions) as economic indicators (for example, margins, productivity, market share).
The variable remuneration of managers is based in a balanced manner on economic results and societal results
Other:
Cooperatives self-assessment, preliminary version, June 20 2014
21
IS OUR COOPERATIVE PROGRESSIVE?
Not
applicable
GOVERNANCE / 13 levers
Not at all /
Non-existent
Somewhat /
Starting
Good /
Advanced
Excellent
x2
x3
1. Local assemblies are democratic bodies with real authority
2. The General Assembly of our Delegates (regional or
national) is a democratic body with real authority
3. All of our directors are formally committed to focusing on
the long term
4. The employees of our cooperative/mutual elect Board
directors through universal suffrage
5. The other stakeholders are represented by independent
directors
6. Candidates for director are selected to enhance their
diversity
7. Our directors are trained
8. Our directors can only serve for a limited number of terms
9. Our Board is regularly and objectively reviewed
10. The Board plays a pivotal role in the company strategy; it
takes part in upstream planning and downstream controls
11. Each year, we hold a joint Board and Executive Committee
seminar
12. We ensure harmonious relations between the Board by
defining which areas each handles and which areas they
handle together
13. The variable remuneration of managers is based on
economic and societal objectives
1st subtotal
Weight
x1
2nd subtotal
Cooperatives self-assessment, preliminary version, June 20 2014
TOTAL
/3922
Examples of facts/actions
IS OUR COOPERATIVE PROGRESSIVE?
TERRITORIAL DEVELOPMENT
Our company financially or materially supports local development initiatives (incubators, design centers).
1. Other:
Other
We share needs (for example, expertise) and solutions with neighboring companies
Other:
2.
Other:
Other:
We have a keen understanding (both strengths and weaknesses) of our workforce
We inform educational institutions of our current and future needs.
3.
Other:
Other:
Our buildings, spaces, access…are exemplary in terms of cleanliness.
We take part in the establishment (and/or supervision) of recreational and tourism equipment.
4.
Our corporate sponsorship focuses on the needs of the territories where we operate.
Other:
We support the expertise of our area in various ways.
5. Other:
Other:
Other:
We occasionally organise an "Open House".
6. We are praised in the local media for our social and ecological action as well as our economic success.
We communicate on what makes us stand out and on our values to attract the best talent (Employer brand).
Other:
Assuming equal expertise or price, local resources win out.
7. If local resources have slight differences, our managers can suggest ways to offset this.
Other:
Other:
ECOLOGICAL FOOTPRINT
We make monetary contributions to employees who commute using public transportation.
We encourage alternative modes of transportation, such as bicycles and carpooling.
1. We have designed our Company Commuting Program (CCP) with neighboring companies.
We limit our vehicle fleet. None of our vehicles are diesel. None of our vehicles are penalized for their fuel consumption.
Our annual GGE report is complete (direct emissions, indirect emissions, emissions induced throughout the cycle).
Other:
2. Other:
Other:
We have objectives (and indicators) to reduce GGE and/or water consumption.
With contributors, the farming cooperative reduces the negative impact of its foodstuffs transportation every year.
3. Other:
Other:
We involve our clients to find new ideas to attenuate our ecological footprint.
We also involve our suppliers to find new ideas.
4. Other:
Other:
Each site has an Environmental guarantee. The coordination is ensured by a steering committee.
The social partners are involved in all environmental measures.
5. Other:
Other:
Our annual report presents our environmental review and our future objectives.
Our website explains our environmental policy and its ecological and economic impact.
6. Our farming cooperative involves its contributors in the communication of its ecological objectives.
Other:
Cooperatives self-assessment, preliminary version, June 20 2014
23
COMPANY/ 13 levers
IS OUR COOPERATIVE PROGRESSIVE?
Not
applicable
Not at all /
Non-existent
TERRITORIAL DEVELOPMENT
Somewhat / Good /
Starting
Advanced
Excellent
1. Our cooperative/mutual launches or takes part in innovative
territorial development initiatives
2. We are developing partnerships; we share programs,
equipment and functions
3. We help universities and schools develop and promote
expertise and talent
4. Where we operate, we take part in improving quality of life and
support initiatives for the general good
5. We support the promotion of the products and services from
the regions in which we operate
6. We ensure that the residents of the region in which we
operate know our company
7. We clearly display our preference for using local resources
ECOLOGICAL FOOTPRINT
1. We have developed a Company Commuting Program (CCP) to
raise our employees' awareness of the environment
2. Our company performs its CARBON REVIEW every year
3. Our company has created a medium-term plan to limit
environmental impact and allocate budgets accordingly
4. We are reviewing our offers by applying "eco-design" and use
value principles for our clients
5. We have implemented environmental management
6. We communicate our environmental approach effectively,
both internally and externally, for clients and citizens
1st subtotal
Weight
x1
x2
x3
2nd subtotal
Cooperatives self-assessment, preliminary version, June 20 2014
TOTAL
/3924
IS OUR COOPERATIVE PROGRESSIVE?
Summary of our assessments
Section 1 : Clients/Members
/30
/ 20
Section 2 : Ressources Humaines
:
/ 39
/ 20
Section 3 : Fournisseurs
:
/ 33
/ 20
Section 4 : Gouvernance
:
/ 39
/ 20
Section 5 : Société
:
/ 39
/ 20
/ OVERALL
/100
The radar (example)
Clients
20
18
16
14
12
10
10
8
Society
16
6
12
HR
4
2
0
8
12
Governance
Cooperatives self-assessment, preliminary version, June 20 2014
Suppliers
26