10th CSR Summit Rania Tayeh-Pahl Senior brand & CSR officer raniatay@dubal.ae

Corporate Social Responsibility Who we are?

DUBAL • Dubai’s industrial flagship

• One of the world's largest modern smelters

• Production capacity of 1M tonne

• 2,350 MW power station

• 30 million gallon per day desalination plant

• More than approx. 3800 employees

• More than 33 nationalities

• 50% ownership of EMAL

To be among the Top 5 producers of Aluminium in the world by 2015

Ice cream breaker We will split the audience into two groups:

Group A

People with more than 5 years experience in their profession

Question: What I wish I knew at the beginning that I know now

Group B

People with less than 5 years experience in their profession

Question: What I think I need to know to get to the next level

Corporate Social Responsibility Session: Selecting stakeholders

Who are Stakeholders?

A stakeholder:

can be defined as any person, or group, who has an interest in the project or could be potentially affected by its delivery or outputs.

Why is stakeholder management important?

•Recognised as a central part of an

organisation’s effectiveness.

•Stakeholders play important roles as

advocates, sponsors and partners

•People are more willing to listen to companies

with strong reputations. Where there is trust,

communications are more effective.

Possible purposes (or reasons) for undertaking stakeholder engagement include:

To connect other people’s energies and resources

To explore issues and come up with fresh ideas

To network, share ideas and best practice

To assist decision-making

To understand local needs and wants

To encourage local buy-in & ownership in projects

To achieve more sustainable results

To better understand and monitor community perceptions

To establish more open communication channels, gain trust or work on

To break down historic barriers.

Level of Responsibilities

Level of Responsibilities toward stakeholders

•The institution responsibility is to produce goods and services that a society wants and to maximise profit for its owners and

shareholders.

Economic Responsibilities

• Should be operated on a profit-oriented basis, so long as is stays within the rule of the game.

•Businesses are expected to fulfil their economic goals within the legal framework

Legal Responsibilities

• To be ethical, organization’s decision makers should act with equity, fairness, respect the rights of individuals, and provide different treatments of individual only when differences occurs.

Ethical responsibilities

• Companies are expected to fulfil local and international

environment rules and regulations and should not

breach those rules

Environment Responsibilities

• It is purely voluntary and guided by an organization’s desire to make social

contributions.

Social responsibilities

Stakeholder Engagement

Plan the Engagement Process

1. Determine your engagement objectives (want & need)

2. Describe each stakeholder group and any subgroup

3. Whenever possible, use the language of the

stakeholder group (provide interpreters if required).

4. Consider getting outside help (professional facilitator)

5. Allow all vulnerable groups (such employees) to speak

openly, without fear. This may require holding

engagement off-site.

6. Be sensitive to gender issues.

7. Cost and time constraints.

Conducting a Stakeholder Analysis

Stakeholder Analysis

Step 1: Identify

Stakeholders

Step 2: Mapping & Grouping

Stakeholders

Step 3: Create a

Relationship Model

Step 4: Establish

Participation level and Methods

Step 1: Identify Stakeholders

• Companies CANNOT choose its stakeholders

• Companies CAN identify its stakeholders based on:

– Location

– Nature of operations

– Effect for better or worse

– Direct or indirect (employees – families)

“5” Who: getting to know each Stakeholder?

• Beneficiaries

• Supporters

• Opponents

• Resource providers

• Vulnerable groups

Who are the potential beneficiaries?

Who are the supporters

Who are your opponents

Who can provide resources

Who are the vulnerable groups?

Step 2: Stakeholder mapping

• Think of relationships in which the firm affect people or they affect the firm

• Avoid engagement burnout by talking to too many stakeholders

• Set priorities (the importance of the

stakeholder group to operations such

customers and suppliers, etc…)

Grouping Stakeholders

Primary stakeholders

• Customers

• Suppliers

• Employees

These stakeholder groups can benefit from a company’s success and can be harmed by its mistakes.

Secondary stakeholders

• Governments

• NGOs

• Media.

They are also important because they can take action that can damage or assist the organization.

Stakeholders

Step 3: Create a relationship model

• What is the relationship

among stakeholders

• Who influence whom?

• Who has control

• over whom?

Step 4: Encourage Stakeholder participation

• Workshops

• Questionnaires

• Interviews

• Role plays

• Brainstroming discussions

• Small group discussions

• Surveys

Information sharing

Participation by consultation

Participation through Material

incentives

Functional Participation

Interactive participation

Empowerment

Provide data

Learn about practices, discuss topic Consult for best time, etc…

Probably not appropriate but could be invited to a meeting and have his expenses paid to attend

Part of a project evaluation team Quarterly meeting, etc…

Present project and have involvement in decision making Engage from the very start

Pre-project design: objectives, implementation plan, outputs, evaluation.

Methods for stakeholder participation

Consideration

1. Maintain the Dialogue & Deliver on

Commitment

• Engage in a spirit of respect and openness for

mutual benefit

• There can be a wide range of engagement

approaches. There is no “one size fits all

2: what to consider when engaging with aboriginal people? Building mutually supportive relationships with native people requires:

• Genuine respect for their perspective and position.

• A common problem area is Aboriginal imagery (use Aboriginal images to promote or market company or product) sometimes without the consent of affected Aboriginal communities.

• Out of respect for the owners of this intellectual property, companies need to consult with and obtain the permission of the owners of these images prior to using them.

3: Why it is important to engage with non-governmental organizations Partnerships with non-governmental organizations are becoming a valued CSR strategy.

• Engaging with

– Ethical groups

– Non-profitable organizations

– Unions and campaign groups

– Environmental or social Networks

– Innovation groups

• Check: www.bsr.org

CSR at DUBAL

We strive to be a role model for care and responsibility within the community.

fulfil our Corporate

Social Responsibility

Why is DUBAL committed to CSR?

Environment

Economic

Workplace

Social

Community Engagement clip

DUBAL stakeholders

Employees:

Employee engagement, Awareness

campaigns, surveys, etc…

Bus. Associates/ Suppliers

Bus. development, Supplier survey, auditing, etc…

Customers: Customer

Satisfaction surveys, customer portal,

technical support, etc…

Community: Investment through

donations, sponsorships,

employee volunteers, etc…

Government bodies: Official meetings, Reporting, Rules and regulations,

etc…

Non-government organisations:

One-on-one meetings, phone

calls, donations and sponsorships, events, etc…

Summarizing our diverse stakeholders

DUBAL’s CSR policy – Touch points impacting

Stakeholders

Conserve natural resources

Positive financial contribution

to our society

Engage community

Partners

Awareness of EHS

Improve quality of life for disempowered

people

Knowledge & education

Involve employees and families

Sports development

Recycling and waste

Promote our values

Quick Tips

Quick tips

• Prioritize which stakeholders to engage with in terms of their ability to impact positively or negatively on the firm.

• Make sure you know in advance why and how you are going to engage with them.

• Consider using professional facilitators or consultants to assist in constructing an effective engagement process.

• Involve “champions”

Thank you,