Nov 27, 2019
November 23, 2019
社會企業研究院於2019年11月23日舉行「Project M.I.未來領袖培訓計劃」學生面試暨培訓簡介會，向在場學員詳述師徒實習計劃的流程細節及提供培訓支援。參與學員多為高中生、大學生及碩士生，Shining Partners耀揚教育創辦董事伍浩汶先生擔任培訓導師，除了解答學員職業規劃的疑難外，亦以自身經驗協助學員培養最佳狀態和提升心理質素，為踏進職場做足準備！學員們專心聆聽、踴躍發問，受益匪淺！
「Project M.I. 未來領袖培訓計劃」早於7月29日啟動，至今已獲多個機構領袖及學生參與支持。透過此計劃， 本院除了為機構及學員提供交流平台，亦為他們提供全面培訓支援，促進兩代可持續溝通。月前亦已順利為機構舉行培訓簡介會，為即將開展的師徒計劃和實習計劃做足準備。
October 21, 2019
Project M.I. 未來領袖培訓計劃早於7月29日啟動，至今已獲多間機構參與支持！社會企業研究院聯於2019年10月21日舉行「Project M.I.未來領袖培訓計劃」簡介會，會上向在場企業成員詳述Project M.I.師徒及實習計劃的流程細節。 有意參加之企業請即報名：https://www.seraasia.org/projectmi/mi-application-employer/。
透過Project M.I. 計劃， 本院除了為機構及學員提供交流平台，亦為其提供全面培訓支援，促進兩代可持續溝通。是次活動亦邀得國際心理學家何庸亞博士任主講嘉賓，並以8C 簡介與新世代的溝通模式，分別是：」Character」, 「Clarify」, 「Create」, 「Choice」, 「Change」, 「Confirm」, 「Continue」及」Closing」，讓企業高層了解年輕員工之特性，化解深層次矛盾，從而進行有效培訓及管理，受益匪淺！
未來更會推出為期2天的「千禧一代的管理藝術Managing Millennials」企業管理進階課程。誠邀各企業成員到http://bit.ly/millennialsapply 登記留位。課程的日期、時間、地點及費用等詳情即將公佈。
《Marie Claire》#349 Oct 2019
Sustainable development means meeting the needs of the organization and its stakeholders, while also protecting, sustaining and improving the economic, social and environmental resources needed for the future.
Actions for sustainable development have already proven to increase tangible gains, ranging from the benefits of reduced air pollution, higher energy usage efficiency and cost savings, higher yields in agriculture and greater employment opportunities.
For businesses, the key to sustainable development is to integrate the delivery of economic development, social progress and environmental integrity. In other words, profit (economic), people (social) and the planet (environmental) are considered to be the triple bottom line for sustainable development. This requires the balanced development towards the following three interconnected objectives:
a) Environmental integrity: preventing pollution and optimising resource efficiency in operations, developing products and services with minimal environmental impacts.
b) Social responsibility: meeting the wider concerns and needs of stakeholders (customers, employees, suppliers and communities) over issues such as product responsibility, working conditions, human rights and community involvement.
c) Financial performance: creating profits to shareholders and securing long-term value for relevant stakeholders.
In order to be sustainable, organizations need to have a responsible (integrated) management system designed to align quality, health and safety, social responsibility and environmental integrity with the overall management and governance system for value creation,
Achieving a balance between the environmental, social and economic subsystems within the global system is considered to be essential in order to meet current needs without having to compromise the ability of the future generations to meet their needs (ISO 14001: 2015).
ISO 9001: 2015 was intentionally developed to have a common system structure for the easier integration of other ISO standards. In the introduction session before the clauses, it addresses the strategic intent to “improve its overall performance and forms an integral component of sustainable development initiatives”.
The ISO 14001: 2015 provides the specific standard requirements to implement the environmental management system, which can be integrated with ISO 9001: 2015 under the common system structure.
The ISO 26000 is the guidance standard for social responsibility. However, this guidance standard does not provide the specifications to implement the management system for social responsibility.
Organizations cannot afford to wait for years in context of implementing the responsible integrated management system, due to the lack of relevant ISO standards as an excuse.
The ESG Management Standard developed by Social Enterprise Research Academy is the normative standard for implementing the responsible integrated management system. Quality practitioners will be able to easily embrace sustainable development initiatives based on the common system structure of ISO 9001: 2015.
The standards for management systems such as ISO 9001, ISO 14001 and ISO 45001 (OHSAS 18001) are developed towards a high-level structure of compatibility. Driven by the need for sustainable development, the logical step is to integrate the various management systems into one coherent responsible management system.
There are two methods of integration: direct approach and incremental approach.
The direct approach option completely replaces the existing quality management system (ISO 9001: 2008) with the target system, an ESG Management Standard introduced by Social Enterprise Research Academy (SERA). There is no need to integrate the processes of various management systems into the common system structure.
Under the direct approach, the scope of responsible (integrated) management system covers the entire organization’s processes to embrace quality as an integral component of sustainable development which are relevant to the strategic direction, compliance obligations and stakeholder requirements.
The implementation of the responsible management system can be carried out through the PDAC cycle:
- Context of the organization
- Operation planning and control
- Performance evaluation
Alternatively, the incremental approach starts with the quality management system (ISO 9001: 2015) first, and then uses the high-level structure to integrate with other management systems (ISO 14001, ISO 45001 and other standards). These systems are added incrementally towards the target system (sustainable management system). ESG Management Standard introduced by Social Enterprise Research Academy is a normative standard for implementing the responsible management system.
The advantage of the incremental approach is the change in existing management system will be easy to manage. However, the target system (responsible management system) being developed will consume a lot of time as there are multiple standards of management systems to be integrated under the incremental approach, of which requires a careful mitigation plan. A drawback is that the common system processes must first be identified before any implementation takes place, as interface problems may arise if this procedure is not correctly performed.
The process approach, risk-based thinking and PDCA cycle have been addressed in ISO 9001: 2015, and are considered essential for developing, implementing and improving the effectiveness of a management system. A process is a set of interrelated or interacting activities which transforms inputs into outputs (ISO Definition).
However, the success of the implementation requires both a “holistic approach” and “process approach” for the synthesis, alignment and integration of the systems.
Synthesis means looking at the whole organization as an open system in the context of business environment and stakeholder requirements, taking into consideration of the risks and opportunities.
Alignment means the linkage of sustainable management system with the organization’s strategic direction, objectives, policies and action plans. The process hierarchy of the system includes five levels: 1) system level; 2) business processes; 3) work processes; 4) activities and 5) tasks.
Integration means the processes of subsystems that are interconnected to deliver anticipated results, which cuts across different departments or functions. From the customer’s point of view, a single process will have taken place. For example, “selling to customers” involves a) the sales department finding the customer; followed by b) the distribution department taking the order and then c) the accounting department issuing an invoice to the customer. Predictable results are achieved when these activities are managed as an interrelated process that functions as a coherent system.
《HKET 香港經濟日報》- CSR TIMES SEP 2019
Responsible management refers to the strategic integration of sustainability, ethics and corporate responsibility to create long-term sustainable value for relevant stakeholders, beyond legal obligations.
There are three main areas of sustainability: (i) businesses sustainability, (ii) environmental sustainability and (iii) social sustainability. Sustainability is defined as meeting the needs of the organization and its stakeholders, while at the same time protecting, sustaining and improving the economic, social and environmental resources required in the future.
Business ethics are concerned with moral principles and norms which guides the way a business behaves beyond legal compliance. Business ethics reflects the values, beliefs and guidelines of a business, including respect for human rights, protection of consumer rights and maintenance of environmental integrity.
Social responsibility is part of corporate responsibility, as it is concerned with the obligations and actions of the organization towards its stakeholders. In addition to social responsibility, the organization should also have financial, environmental, legal, human and product responsibilities
The United Nations Global Compact has laid down ten principles of responsible management in the subject areas of human rights, labour standards, environmental and anti-corruption. The PRME (Principles for Responsible Management Education) is inspired by the UN Global Compact for business schools through the six principles in purpose, values, method, research, partnership and dialogue. The Principles for Responsible Investment (PRI) was introduced in 2006 for the investment community.
However, companies need an effective responsible management system to align with the principles of responsible management in order to create sustainable value.
There are several normative standards which addresses a specific dimension of sustainability issues:
a) Business sustainability: ISO 9001
b) Environmental sustainability: ISO 14001
c) Social sustainability: SA 8000, OHSAS 18001
There is a need for an integrated approach in the development of a responsible management system. Social Enterprise Research Academy aims at developing an ESG Management Standard for this purpose. Any organization can adopt this standard to implement the responsible management system based on the framework of ISO 9001: 2015 or ISO 14001: 2015.
The responsible management system is developed on the basis of principal similarities of ISO 9001, ISO 14001 and ISO 45001 (OHSAS 18001). However, the SA 8000 (social accountability) does not follow the high-level structure of the ISO standards. It requires the mapping of SA 8000 requirements with the ISO standards for the integration.
The responsible (integrated) management system can decrease the extent of documentation and bureaucracy with a common “system manual”.
We look into an ESG Management Standard that provides a common system structure to integrate the ISO 9001, ISO 14001, ISO 45001 and SA 8000 into a coherent responsible management system, which consists of the principles of responsible management terms and definition as well as the documentation requirements for auditing and reporting.
ISO 26000: 2010 is not a management system standard, nor is it intended or appropriate for certification. However, ISO 26000 provides the guidance on social responsibility, including the terms and definitions, principles, core subjects and issues. However, no requirements for reporting are indicated in the ISO 26000, nor are there requirements on how this could be done. We need an ESG Management Standard provides the standard requirements for ESG reporting.