Transform your business Deloitte Sustainability Consulting Central Europe 2015

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© Deloitte Central Europe

Deloitte Sustainability Consulting Central Europe

The Sustainability Consulting Central Europe Deloitte team is composed

ECONOMICS

RELATIONS

of 15 experts who have delivered several hundred projects and conducted

sustainability assess-

management of stake-

over 1000 hours of workshops for almost 200 clients.

ments, analyses in the

holder relations, manage-

scope of sustainability

ment of reputational

We focus our efforts on transformation of companies and organizations from

and its business impact

risks, stakeholder

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

as well as the possibili-

engagement, creating

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

ties of engaging busi-

new business models,

European countries.

ness in the pursuit of

products and services

global sustainable devel- in response to social We provide support to clients from the public and private sectors in their

opment goal.

and economic challenges

Get in touch with us

Irena Pichola Partner, Sustainability Consulting Central Europe

transformation from economically-oriented entities to organizations that con-

Leader

sciously build their value through proactive management of the economic,

Mobile: +48 502 184 587

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

[email protected]

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

TRANSFORMATION

The activities of our team focus on four areas:

analysis, measurement

strategic business trans-

• Economics,

and management of the formation towards an

• Impact,

economic, fiscal, social

integrated and responsi-

• Relations,

and environmental

ble approach to val-

• Transformation.

impacts

ue-based management



Follow us on Twitter

https://twitter.com/DSustainability

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Contents 07

Does your company create value by consciously managing its impact? Measurement, management & reporting the organization’s impact on the economic, social and environmental setting

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

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

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

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

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

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

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How a change of law can affect you? Regulatory impact assessment: necessary basis for legislation changes

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Diversity management

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

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What is impact measurement?

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.

In order to respond more adequately to the needs

Why is it worthwhile to measure the impact?

of all stakeholders the company can identify and

Measuring the impact, inter alia, makes it possible

assess its impact as well as and potential implica-

to identify a full array of values created by the

tions of its decisions.

organization through: • definition of a chain of values and the social

Measuring the impact of its operations enables the

setting in which the organization operates

organization to gain a more complete picture of the

• contribution to economy and public finance

setting in which it functions and the value (positive

• influence on the environment and community.

or negative) triggered by its activities. From the economic perspective, only the compa-

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The measurement of the organization’s impact

nies that take decisions relying on the results of an

consists in analysis of the direct consequences of

overall measurement and understanding of their

the company’s operations as well as the indirect

impact on the surrounding setting them will be

results related to the customers, the employees,

able to grow in a truly sustainable manner and, by

the operating climate as well as other supply chain

the same token, create a common value by deliv-

entities and other stakeholders.

ering benefits to all their stakeholders.

Make an impact that matters and brings benefits

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

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.

stakeholders • legitimization of the company’s operations • conscious business decisions and optimization

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

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.

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

Analysis of key impact

Design of economic,

Analysis of the fiscal

Analysis of the impact

Development of a plan

Preparation and imple-

areas and identification

social (including social

and economic (direct,

of regulatory and eco-

of strategic activities

mentation of a system

of significant spheres of

engagement) and envi-

indirect and induced)

nomic changes on the

aimed at mitigation of

to manage the overall

the organization’s influ-

ronmental impact

influence of the organi-

organization, environ-

negative influence and

impact of the organiza-

ence on the social and

metrics

zation from the indus-

ment and industries

enhancement of posi-

tion on its environment

try, regional and

(e.g. Regulatory Impact

tive influence on the

national perspective

Assessment (OSR), anal-

environment (optionally

ysis and construction of

also support in gaining

alternative scenarios,

funds from public

economic analyses at

sources to finance

micro- and macroeco-

selected activities)

economic environment

nomic levels)

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Impact measurement Contact persons

Rafał Rudzki Senior Manager Sustainability Consulting CE Phone: +48 (22) 348 37 39 Preparation of materials

Action plan for strategy

Mobile: +48 734 436 311

to be published (includ-

and communication as

[email protected]

ing reports, brochures,

well as support in

mobile applications,

selected communica-

Aleksandra Stanek Kowalczyk

websites, etc.) and

tion activities to present

Senior Manager

development of other

the results of the

Sustainability Consulting CE

visual and electronic

impact analysis

Phone: +48 (22) 348 37 39

communication tools

Mobile: +48 602 146 839

(e.g. preparation of a

[email protected]

video clip to present the results of the impact

Paulina Kaczmarek

analysis)

Manager Sustainability Consulting CE 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

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Comprehensive energy management

Energy management is a comprehensive approach

The costs associated with energy consumption

to energy consumption in the organization aimed

often constitute a significant cost for companies

to identify the high use areas and employ a sys-

and local authorities. The solutions that are cur-

temic management system in those areas.

rently available in the market should be seen not only as high tech developments, but also as inno-

The approach incorporates the following

vative, front-line approaches to implementation of

elements:

systems that manage and build awareness among

• implementation of an energy management sys-

employees, thus helping reduce the costs and

tem (according to ISO 50001) • development and implementation of standard energy saving projects • employee education • participation in the system of securing white certificates

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emissions linked with energy consumption.

Energy savings

Asset values

GHG emissions

Disposable income

Energy security

Public budgets

Energy delivery

ENERGY EFFICIENCY IMPROVEMENT

Resource management

Energy prices

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.

Macroeconomic impacts

Local air pollution

Industrial productivity

Employment Health and well-being

Poverty alleviation

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Comprehensive energy management Approach

Effective implementa-

Identification of significant

Implementation of

tion of comprehensive

energy consumption areas

optimisation solutions

energy management

Activities

Activities

Activities

Activities

requires taking the fol-

• Preliminary reviews

• Measurements, monitoring

• Training of executives and

• Identification of energy effi-

lowing steps: 

• Energy efficiency audits

and reviews of the tech-

staff in the scope of ISO

ciency projects and – if

• Energy reviews according to

niques applied to monitor

50001 and the duties arising

required – conducting addi-

energy efficiency

from implementation of an

tional audits

ISO 50001

• Energy use optimisation Results • Evaluation of the potential for implementation of an

• Preparation of documentation on energy management according to ISO 50001

and possibilities to obtain

Results

energy savings

• Analysis and assessment of the potential for energy efficiency improvement projects • Implementation of projects/ actions and possibilities to improve the energy result

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Training in the scope of white certificates

energy management system • Training in the scope of white certificates • Training of Internal Auditors

• Support in the process of securing white certificates for energy efficiency improvement projects.

• Post-implementation audits

energy management system

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Improvement

Results Results • Assessment of the energy performance • System monitoring and evaluation

• Preparation of tender documentation

Comprehensive energy management Results

Implementing a comprehensive energy manage-

Obtaining energy

Training of employees

Becoming an energy

ment system primarily results in direct energy

efficiencies

on energy efficiency

management leader

consumption savings. It also brings other benefits,

and the energy man-

such as changes in behaviour patterns and aware-

agement system

ness of employees, and helps get the company ready to comly with the EU energy efficiency requirements. Improvement of energy

Standardised approach

Possessing an Energy

consumption efficiency

to planning and perfor-

Management System

in technological and

mance of investments

consistent with the

production processes

in the scope of energy

50001 norm - avoiding

and in the ongoing use

efficiency and optimisa-

the recurring costs of

of the technical equip-

tion of the costs of such

comprehensive energy

ment through imple-

projects

audits (required under

mentation of an energy

the draft energy effi-

management system

ciency Act).

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Comprehensive energy management Contact persons

Rafał Rudzki Senior Manager Deloitte Sustainability Consulting Central Europe Phone: +48 (22) 348 37 39 Mobile: +48 734 436 311 [email protected]

Monika Walencka Consultant Deloitte Sustainability Consulting Central Europe Phone: +48 (22) 22 511 04 25 Mobile: +48 500 336 552 [email protected]

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

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Creating value by stakeholder engagement

To operate successfully in a complex global business environment, forwardlooking 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

How do you build the value of your organization?

How to understand the complex mutual influences of the organization and its environment?

• How do you shape relations with employees, customers and other important stakeholders?

Community, Economy and Environment

• How do you reduce the risks associated with the investment projects you run or the organizational redesign you undertake? • How do you build relations and partnerships

EXPECTATIONS

ORGANIZATION

with the stakeholders for the needs of innovation or more productive activities?

INTERESTS

ENGAGEMENT

• Do your communication methods increase the credibility of your organization? • Have you managed to identify the significant 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.

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IMPACT

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?

STAKEHOLDERS

IMPACT

Creating value by stakeholder engagement Benefits

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

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

• 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 independently by individual organizations or firms.

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Broad choice of services linked with stakeholder engagement

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.

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

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

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Stakeholder engagement Contact persons

Aleksandra Stanek Kowalczyk Senior Manager Deloitte Sustainability Consulting Central Europe Phone: +48 (22) 348 37 39 Mobile: +48 602 146 839 [email protected]

Rafał Rudzki Senior Manager Deloitte Sustainability Consulting Central Europe Phone: +48 (22) 348 37 39 Mobile: +48 734 436 311 [email protected]

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Title Subtitle

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

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Dialogue and customer engagement system

Dialogue and customer engagement system

Key questions that we provide answers to:

is a comprehensive approach to the management

OPPORTUNITIES

RELATIONS

of customer relations which:

Does the organization make use of all opportunities

What happens with the information obtained from

• takes into account all customer interaction tools

associated with dialogue and customer engagement?

the customer? How is it used to make the business more productive, support innovation and ulti-

that are available and currently applied • uses a synergy effect derived from taking multiple and diverse actions

EFFECTIVENESS

mately to build relations with the customer?

Does the organization communicate with the customer unilaterally (informative relation), enter into

SYNERGY

actions and customer satisfaction based on

a dialogue (responsive relation) or does it engage

Does the organization make use of the synergy

effective management of the customer’s needs

the customer (engaging relation)?

effect resulting from application of diverse chan-

• makes it possible to increase the productivity of

nels of dialogue and communication with

and customer engagement mechanisms • creates new platforms for communication and

ROLE

cooperation between the organization and the

Do the communication and dialogue channels that

customer, e.g. concerning innovation

are currently used function correctly? Do they fulfil

• supports the establishment of the organization’s reputation, and the customers’ trust and loyalty

the customer? INFORMATIVE

their purpose? Has their role been properly defined? COMMUNICATION KOMUNIKACJA WITH THE CLIENT Z KLIENTEM

Opportunity. Direct dialogue with the customer can drive growth and innovation, if the company knows how to engage stakeholders. Survey: WBCSD baseline report 2013.

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ENEGAGING

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RESPONSIVE

Focus on the customer How can we help?

REVIEW

REBUILD

RENAME

Review of the currently existing customer commu-

Design of an overall approach to customer

Design of marketing and communication activities

nication channels from the perspective of:

engagement and dialogue based on:

around the solutions being implemented and sup-

• Roles of individual channels (informative,

• conclusions from the analysis carried out

port in implementation of selected solutions; defi-

• customer communication tools existing in the

nition of an outcome monitoring method

responsive, engaging) • Current outcomes of the activities/ communication under specific channels • Identification of topics that are significant for customers and assessment of the communica-

organization • new solutions and ideas based on best practices • key company development directions in terms of business and communication

tion activities taken so far in relations with customers

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

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Focus on the customer Contact persons

Aleksandra Stanek Kowalczyk Senior Manager Deloitte Sustainability Consulting Central Europe Phone: +48 (22) 348 37 39 Mobile: +48 602 146 839 [email protected]

Rafał Rudzki Senior Manager Deloitte Sustainability Consulting Central Europe Phone: +48 (22) 348 37 39 Mobile: +48 734 436 311 [email protected]

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

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Why is it worth it?

Until 2008

2008

2011

A change in the scope of company valuations has

The global financial

78% of investors

Nearly 50% of the sur-

The preliminary version

taken place over the past 30 years. It is currently

crisis has triggered a

believe that the level of

veyed CEOs, CFOs and

of the integrated

estimated that intangible assets constitute from

question whether tradi-

non-financial data dis-

COOs declare their will-

reporting methodology

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

tional reporting reflects

closure is insufficient in

ingness to adopt inte-

published by

ing on the industry and market).

the actual quality of the

companies.

grated reporting (survey

International Integrated

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

organization’s manage-

Source: „What do investors

conducted on a sample

Reporting Council

Market Value Study,” 2015

ment processes.

expect from non-financial

of 500 CIMA, AICPA

(IIRC), a coalition of the

reporting?” Eurosif and

leaders).

representatives of the

ACCA

Source: Realising the

public and private sec-

bene¬fits. The impact of

tors for development of

integra¬ted reporting, Black

non-financial reporting

Sun, 2014

methodology in the 21st century.

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© Deloitte Central Europe

2013

2014

Globally, approx. 150

According to the global

The European Commission extends reporting obli-

first integrated reports

Deloitte CFO survey,

gations to include the duty to disclose non-finan-

in 26 countries,

60% of CFOs in large

cial data and diversity-related information.

including Poland.

companies claim that

Beginning from 2017 listed companies, banks and

sustainability challenges

other large public interest entities in Poland will be

will change the financial

required to report, inter alia, their risk assessment,

reporting and

management attitudes and performance indica-

verification.

tions regarding counteracting of corruption and

Source: DTTL global survey

bribery, negative impact on the environment,

of 208 CFOs, 2011

social and employee-related issues, respect for human rights and diversity. Source: Directive on disclosure of non-financial and diversity information by certain large undertakings

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What is an integrated report?

TREND: Simplification

According to IIRC, integrated reporting is a process:

and standardization of

• that relies on integration of the sustainability issues

the organization’s

which are crucial from the perspective of the

reporting processes

organization and the specifics of the industry into

under a common

the organization’s business strategy

umbrella. Integration of

• that produces a periodical integrated report show-

financial, environmental

ing - against the backdrop of the external environ-

and CSR elements that

ment - how the organization’s strategy, corporate

used to be reported

governance and performance help create values in

separately into:

the short, medium and long term.

• one process,

INTEGRATED REPORT

Annual report (marketing report) Management board report on the activities of the Company

• one coherent form,

IIRC has introduced a categorization of capitals which

• one publication.

should be adapted by organizations that prepare integrated reports.

Financial statements

1. Financial capital 2. Manufactured capital

Environmental impact

3. Intellectual capital

assessment report

4. Human capital 5. Social and relationship capital 6. Natural capital

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

CSR report

Integrated Report Benefits

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

Deloitte’s involvement in the development

delivers the following outcomes:

of non-financial reporting International Integrated Reporting Council

Internal:

External:

(IIRC)

• opportunity to understand the ways to create

• enhanced transparency of the organization

Deloitte’s management and non-financial

• strengthened relations with stakeholders thanks

reporting and verification leaders are profes-

value by the organization • increased understanding of the business model,

to engaging them in the process of defining

sionally engaged in formulating new IIRC

strategies and risks, including social and envi-

issues that are material for the organization

guidelines, thanks to:

ronmental risks • breaking down the silos established in the organization to gain an integrated perspective;

• improved understanding of the organization’s strategic priorities by investors • a broader view of potential risks and better

• membership of IIRC Board: Steve Almond, Global Chairman of Deloitte Touche Tohmatsu Limited

better mutual understanding of the functions of

understanding of the chances to undertake

• participation in the Working Group: Kristen

individual departments

operating activities which underlie a better-

Sullivan, Deloitte Sustainability Reporting &

thought-out investment decisions on the side of

Assurance Leader

• 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

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

• participation in the Pilot Program for businesses

environment • improved accuracy of business decisions taken in the organization

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Integrated reporting The road to an integrated report. What do you need to know? How can we help? Rate your readiness. Think how to prepare.

reporting team include the representatives of

their expectations linked with the strategy and

Inspire yourself!

key sustainability areas? Does the CSR reporting

report?

• Do you realize what benefits can be drawn from

team include the representatives of the finance,

integrated reporting? Are you aware of the risks

strategy, controlling, investor relations and pro-

areas? Do you have a system for gathering

involved if you fail to address this issue now?

duction lines? Do you know whom you need to

non-financial data which is adequate to meet

invite to cooperate and how to go about it?

the integral reporting requirements?

• Can you assess the extent to which your organi-

• Are you aware what new processes need to be

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-

• Have you formulated the KPIs for non-financial

Make the first move, plan your further actions!

implemented now in your organization to be

• Can you assess which sustainability and CSR

able to produce integrated reports in the future?

issues are crucial for your organization? • Do you have a risk management system, with social and environmental risks embedded, in

Make it better!

place?

• Do you have a vision of integrated reporting?

• Can you incorporate sustainability into the busi-

Do you know what you want to say? • Are you able to collect data for integrated

rate CSR report, also based on the Global

ness strategy of your organization? Can you

Reporting Initiative (GRI) methodology, do you

measure your impact and report how your

reporting in such a manner so as to make it

understand how it differs from integrated

organization creates value taking account of,

credible and file the report timely?

reporting?

inter alia, the social and environmental capitals?

• Have you put together a team for the needs of integrated reporting? Does the financial

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• Do you know who your stakeholders are? Can you engage in a dialogue with them to define

• Do you know what to include in the report? • Do you know how to prepare the report content to ensure high professional standard?

Integrated Report Contact persons • 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?

Aleksandra Stanek Kowalczyk Senior Manager Sustainability Consulting Central Europe Phone: +48 (22) 348 37 39

We will help you answer each of the foregoing

Mobile: +48 602 146 839

questions!

[email protected]

Maria Ibisz Manager Sustainability Consulting Central Europe Phone: +48 (22) 348 37 36 Mobile: +48 734 451 980 [email protected]

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

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Ethical issues that are most often encountered by

Ethics management system in the organization

Periodical reviews of the ethics management

companies operating in Poland:

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

system enable early identification of gaps that can

• Conflict of interests

documents, tools and processes that ensure compli-

disrupt the functioning of the system as a whole.

• Offering or accepting gifts/ bribes

ance with them. The implementation of such a sys-

They make it possible to make a comprehensive

• Inappropriate use of the working time or the

tem is aimed to shape the ethical culture of the

assessment of the system through:

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

• Identification of the strengths and weaknesses

property of the company • Stealing funds/ information/ intellectual property

vide effective support for the activities it undertakes

of the formal solutions adopted by the

• Forgery of documents

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

organization;

• Lack of integrity in external communication

ience to abuse and fraud.

• Nepotism in employee recruitment

understand the system;

• Harassment

Effective implementation of an ethics management

• Mobbing

system requires the following steps: 

• Discrimination

• Identification of key risks and issues in the scope

• Breach of occupational health and safety rules • Non-compliance with the firm’s Internet use policy

• Checking whether the employees know and

of ethics

• Assessment of the effectiveness of the activities taken as part of the ethics management system. These actions enable effective fraud risk management.

• Design of formal documents and tools • Implementation of the solutions

84% of managers believe that building a company

• Periodical system reviews

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 context on changing business needs Deloitte, January 2015

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Review of the ethics management system as an element of building organizational culture based on ethics and values How 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 consider to be among the key success drivers for effective ethics management in the organization. We recommend the following periodical review of ethics management systems:

Analysis of the estab-

Tests of the available

Interviews with the

Analysis of the activi-

Study addressed to

Preparation of

lished formal solutions

tools

persons involved in

ties taken in the

employees

the report

The analysis includes a

The tests concern the

the operating activi-

sphere of communica-

It includes, inter alia,

Formulating the conclu-

review of the codes of

operation of the help-

ties linked with ethics

tion and education

gathering opinions on

sions and recommenda-

ethics/ conduct, poli-

line, forms and inboxes.

management in the

The analysis is made

the design and effective-

tions in respect of the

cies, procedures, struc-

organization

from the perspective of

ness of the solutions

system functioning.

ture, internal regulations

The interviews are con-

the transparency, ade-

making up the ethics

and incident registers.

ducted, among others,

quacy, frequency and

management system as

with the ethics spokes-

scope of the activities.

well as the information

person and members of

about the actual nature

the ethics committee.

and level of the organization’s ethical culture.

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Ethics management system Contact persons

Aleksandra Stanek Kowalczyk Senior Manager Sustainability Consulting Central Europe Phone: +48 (22) 348 37 39 Mobile: +t48 602 146 839 [email protected]

Jacek Kuchenbeker Senior Manager Sustainability Consulting Central Europe Phone: +48 (0) 22 511 03 42 Mobile: +48 693 07 49 72 [email protected]

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

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

Service personalization and fair play are the most important concealed opportunities for Polish banks. Deloitte Report: Setting a new course. The customer experience in relations with banks in Poland, May 2012

Socially responsible sale and fair play

They make it possible to:

is an approach to sale and long-term customer rela-

• build loyalty and trust of customers who con-

tions that relies on the following assumptions: • simple processes, procedures and products • transparent and complete communication and marketing • educational activities • continuous dialogue with the customer

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, complaints or penalties imposed by various institutions and organizations, e.g. consumer associations

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43

TRUST How can we help?

60% of survey respondents believe that not all banks deserve the same level of trust. TNS Polska for ZBP, April 2014

THINK

REPORT

Important questions:

Important questions:

• Do our sale processes, including the employee com-

• What are our strengths and weaknesses as

pensation system, foster the sale of services that are

regards fair play behaviour in our relations with

tailored to the customer’s needs?

the customer?

• Does lack of sufficient knowledge and understand-

• What are our critical gaps and opportunities as

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

regards fair play behaviour in our relations with

erate additional costs? How high are these costs?

the customer?

• Do our customers trust us? Why? Do our sale/ communication/ marketing activities contribute to building trust of our customers? How can we help?

How can we help?

• Analysis of the documents and procedures in place

Preparation of a report that will:

with reference to the best practices and international guidelines

• indicate strengths and weaknesses

• Analysis of the historical results/ ratios in designated

• present key conclusions and recommendations

• Review of the content relating to the organization’s operations and sales in social media © Deloitte Central Europe

our analysis

• Review of internal processes areas and/ or additional examination of customers

44

• collate and structure the conclusions based on

of further steps

SHARE

TRACK

UPGRADE

Important questions:

Important questions:

Important questions:

• How to show the customer that we are taking

• Have our activities allowed us to obtain the

• Which areas and activities are of primary importance to us? • What benefits/ results do we want to achieve? • What activities do we want to take to accomplish what we have set out to do?

specific actions? • How to combine the actions we take with product communication?

desired results? • Do our customers trust us more? Does it translate into business results?

• What tools and communication channels to use?

How can we help?

How can we help?

How can we help?

• Design of solutions and measurements

• Preparation of an action plan in the scope of

• Periodical monitoring/ reviews of the activities

• Support in the process of implementing solutions • Recommendations on the methods of control, monitoring and implementation of remedy actions

internal and external communication • Definition of the form and content of customer

taken and their results with conclusions and recommendations for the future

communication • Development of a continuous customer dialogue system using various communication tools

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TRUST system Contact persons

Aleksandra Stanek Kowalczyk Senior Manager Sustainability Consulting Central Europe Phone: +48 (22) 348 37 39 Mobile: +48 602 146 839 [email protected]

Marianna Palczewska Consultant Sustainability Consulting Central Europe Phone: +48 (0) 22 348 34 44 Mobile: +48 728 459 611 [email protected]

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© Deloitte Central Europe

Title Subtitle

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How a change of law can affect you? Regulatory impact assessment: necessary basis for legislation changes

© Deloitte Central Europe

47

Purpose of regulatory impact assessment

Due to complexity of regulatory environment in

To enable effective and constructive discussion of

In practice, preparing a regulatory impact asses-

Poland, introduction of positive changes is often

changes, with necessary arguments at hand, a

sment (RIA) report is often accompanied with sup-

difficult and slow. For a regulatory change initiative

regulatory impact assessment is necessary. This is a

port aimed at clarification of specific proposed

to be effective, very good preparation is needed,

comprehensive analysis of impact of the discussed

regulatory changes (with involvement of lawyers,

in particular in the context of possible changes in

changes in legislation on the economy, public

legislators, tax and industry experts) and assistance

the National Budget income.

finance, administration and society, required in the

with subsequent communication.

course of the legislation procedure.

We develop RIA reports both for public administration entities, firms and industry unions.

Typical project works include:

Analyzing opportunities of regulatory changes from the viewpoint of existing domestic and international conditions. Looking for similar practices implemented in other countries.

Determining the exact provisions of the projected regulatory changes.

DEFINING THE SCOPE OF THE CHANGE

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© Deloitte Central Europe

RIA Report: assessment of impact of the projected changes on the economy, public finance, administration and society.

Preparing a plan of communication and dialogue with key stakeholders of a given amendment.

Implementing the communication and dialogue activities. Publications, conferences, meetings with representatives of administration, etc.

ASSESSING THE IMPACT OF THE REGULATION

COMMUNICATION & DIALOGUE

Ot

The scope of RIA reports is closely related to the spe-

La ma bou r ke r t

Public Finance

What should be done and how?

he rs

cifics of each issue. If necessary, our team can carry out economic analyses for different geographies and industries, to include those of the labor market, tax

ess

titiven Compe

flows and other categories that impact the public finance. Further, defining a potential workload for central and local administration arising from new tasks and

RIA

Natural environment

determining the outcome of regulatory changes for households and enterprises is possible. RIA reports

Adm pap inistr erw ative ork

may also include initial estimates of regulatory effects on natural environment. If possible, our RIA reports Qu of ality life

are included in the existing strategic plans adopted by the government, which provides an enhanced basis for discussion and argumentation. ets re ark tu M truc s

Incomes

As authors of the reports, we respect the following standards: • Independence: the report is prepared by an

• Objectivism: our methodology is supported by

• Constructivism: each report is focused

entity that is not a participant of a given market

proven tools and practices of social and econo-

on issues of key importance for stakeholders’

or a party to a discussion

mic survey

debate

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OSR Contact persons

Julia Patorska Senior Manager Sustainability Consulting Central Europe Phone: +48 (22) 511 03 26 Mobile: +48 502 184 801 [email protected]

Jakub Michałowski Manager Sustainability Consulting Central Europe Phone: +48 (22) 511 03 24 Mobile: +48 502 221 433 [email protected]

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© Deloitte Central Europe

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Diversity management

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Market trends

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

Labour market trends - why should business

Deloitte is a global leader in implementing

take action?

diversity management programs.

• Millennials have entered the labour market and

• Deloitte has been the first advisory company in

their values differ from the values of the earlier

the world to appoint a woman to the Board;

generations. Only 28% of Millennials declare

Deloitte is also the first among advisory firms to

that the employers use their potential.

have a female CEO.

• Women make up 59% of university graduates.

• 50% of Fortune 100 companies have asked for

• The European Union is working to introduce a

our support in diversity management Deloitte

requirement that women should comprise 40%

has received the following awards: Fortune,

of supervisory board members in large compa-

Working Mother, DiversityInc, Catalyst and the

nies. The current share of women on Polish

Human Rights Campaign.

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.

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© Deloitte Central Europe

1. Deloitte Talent Edge 2020: Blueprints for the new normal, 2010. 2.The Bottom Line: Corporate performance and women’s representation on boards.

Our coaches include: female directors and partners

DIMENSIONS OF DIVERSITY

of Deloitte Poland who are highly experienced in conducting seminars, workshops and training courses on diversity; male and female experts on national social programs such as Gender Index and Diversity Index; well-versed business coaches; male & female consultants who implement changes in corporations.

AGE

PERSONALITY

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.

DEPARTMENT

In 2015, Deloitte implemented a program called

MARITAL STATUS

WORK XPERIENCE

INCOME

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

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Where to start?

Questions to initiate activities in the scope of diversity management:

1/ What demographical trends apply to the company’s staff and customers? 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 management 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?

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© Deloitte Central Europe

Benefits arising from diversity management

Aligning organizational culture with demographic trends

Getting ready for EU regulations on participation of women in decisionmaking 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

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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

Preparation of an ethics code for the Conducting internal dialogue sessions about optimum diversity support activities company and legal support in the implementation process

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© Deloitte Central Europe

Preparation of a training program and materials for internal diversity coaches

Design of social programs 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

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Diversity management Contact persons

Paulina Kaczmarek Manager Sustainability Consulting Central Europe 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]

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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