Is your business considering sustainability or corporate social responsibility (CSR) reporting? What will it be: CERES? GRI? CDP? FRP? A4S? WBCSD? Or IIRC?

Phew. That’s a lot of acronyms for what’s really a simple premise: reporting on sustainability and CSR data to stakeholders and the public at large. The above organizations are all associated with voluntary reporting frameworks that organizations can use to standardize sustainability and CSR reporting. While the frameworks differ in scope, to sort out any potential confusion, here’s a quick rundown of each:

Carbon Disclosure Project (CDP): Based in the UK, CDP brings together investors and works with large corporations around the world to develop effective carbon reduction strategies and disclose greenhouse gas (GHG) emissions data. Less a sustainability/CSR reporting framework than an emissions reporting organization, CDP’s scope is nonetheless broad: it publishes emissions data accounting for more than a quarter of global air emissions associated with human activity.
Coalition for Environmentally Responsible Economies (CERES): Founded in 1989 by a group of investors seeking to integrate sustainability into capital markets, CERES itself is not as focused on reporting and disclosure as it is on encouraging sustainability reporting. However, the organization has birthed a reporting framework known as GRI (see below).
Ceres and Tellus Institute Facility Reporting Project (FRP): Another CERES-based reporting framework, FRP is focused squarely on providing a generally accepted framework for facility- and site-specific environmental and social sustainability reporting.
World Business Council for Sustainable Development (WBCSD): This CEO-led association of companies pushes business to incorporate sustainable development into all business decisions. WBCSD is primarily concerned with advocacy and policy development, but asks members to report on environmental performance and urges them to “aspire” towards economic and social reporting.
Global Reporting Initiative (GRI): Formed in 1998 by CERES, GRI has become the standard-bearer on how organizations report on environmental, social and economic performance. Over 1,500 global organizations report in accordance with G3 guidelines (the most recent iteration of the GRI reporting framework).
The Prince’s Accounting for Sustainability Framework (A4S): Spearheaded by none other than Prince Charles, A4S brings advisory and accounting bodies as well as NGOs together to embed sustainability into decision-making and reporting processes.
International Integrated Reporting Committee (IIRC): This is the big one. Announced only earlier this month, IIRC is poised to become the everything-to-everyone reporting framework. IIRC is a collaborative project between GRI and A4S and essentially covers all bases: environmental, social, financial, governance—everything! If widely adopted, and if integrated reporting becomes popular enough, IIRC might erase the need for other reporting frameworks.

For the forward-thinking organization, IIRC is probably the best route. However, if you’re just beginning to consider sustainability and CSR reporting and don’t want to worry about stringent framework requirements yet, start by capturing, tracking, and reporting on environmental data and essential sustainability metrics. It’s a simple start that will make the leap to full-fledged reporting easier in the long run.

Intelex Technologies has released its latest software innovation, the Intelex OpenPass API, a revolutionary application programming interface that will enable its users to sync and report data between multiple business management systems.

The Intelex OpenPass API functions as a conduit for seamlessly feeding data between multiple software programs. This means that Intelex’s environment, quality, and health & safety, and business management Software can now share data with pre-existing business software applications; thereby, saving time and resources while maintaining a degree of accuracy that’s difficult to achieve when data is transmitted manually.

The City of Calgary and St. Gobain are the first Intelex clients to take advantage of the OpenPass API.  The City of Calgary used our OpenPass API to import employee and location data from their pre-existing HR system into their Intelex System. They also used the OpenPass API to export employee injury data (i.e., incident number with date and time stamp) from Intelex’s Master Incidents Module into their HR program.

St. Gobain used the OpenPass API to import training courses, employee lists, and employee workgroup data from Lotus Notes into the Intelex System and Training Management Module. By using the OpenPass API St. Gobain was able to quickly populate their new Intelex System with historical data that will be a key factor in reporting accuracy and trending.

If you think that your organization could use the Intelex OpenPass API to import, export, and sync data between a pre-existing management program and your Intelex System, send an email to client.relations@intelex.com or call 416.599.6009 for more details.

Free Management Review Scorecards and Configurable Reports are now available on the Intelex-Exchange.  Learn how to import them directly into your Intelex System for effective Management Review Meeting reporting. 

SCORECARDS
Management Review - Overdue Scheduled Reviews
Management Review - Overdue Follow Ups
Management Review - Current Year Scheduled vs. Completed Meetings by Type
Management Review - Current Year Completed vs. Scheduled Meetings by Month

CONFIGURABLE REPORTS
Management Review - Current Year Scheduled Reviews by Meeting Type
Management Review - Previous Year Reviews
Management Review - Follow Up History
Management Review - Current Year Follow Ups by Meeting
Management Review - Follow Ups Next 90 Days
Management Review - Completed Follow Ups Last 30 Days

The topic of managing environment, quality, and safety business processes under a single management program has become a popular topic in 2008. More and more, organizations are recognizing the reciprocal relationship that each of these business areas has on the other. In a 2008 whitepaper entitled Gaining Competitive Advantage Through Environmental, Health, Safety, and Quality Programs the author uses the following example to illustrate this point:

"… changing a process or procedure in one area without considering the impact on all areas could improve performance where the change is made but actually harm performance in other areas. For instance, replacing a chemical sanitizer in the laundry processes at a hospital with a less-toxic organic alternative might win points in the environmental category, but if the alternative is less effective at sterilizing linens and a spike in infections results, then quality has been diminished"

Simply put, environment, quality, and safety business processes should never be addressed in isolation of one another. Every organization, regardless of whether it manufactures a product or provides a service, works toward the goal of continuous improvement.  Each business decision presents an opportunity to replace inefficiency with productivity, waste with value, and status quo with leadership.  One of the surest ways to achieve this goal is by implementing an integrated management system specifically designed to drive continual improvement and improve your bottom line across all areas of your business.

You can obtain a copy of the whitepaper mentioned in this post by submitting a request to Intelex.

Dashboards have become virtually indispensible to workers and managers. They provide graphical information in the form of charts and graphs as opposed to spreadsheets and reports, thereby enabling a big-picture view of an enterprise.

Despite the obvious benefits, dashboards can tend to become counterproductive if not properly deployed. There is a risk of information overload if care is not taken to select only the necessary indicators.  Privacy concerns and employee morale issues can also arise if details of individual worker performance are widely accessible.

Here are a few suggestions for successful dashboard implementation:

1. Keep it Simple. Avoid overloading your dashboards with every conceivable metric related to your business.  Information overload will lead to distractions and keep the focus away from your organization’s vital stats. 
2. Participate in the Development. The design and implementation of dashboards is often left to consultants and IT personnel. It is important to include the managers and employees who will be using the system in the development cycle. 
3. Don't micromanage. One of the dangers of being able to instantly track every facet of a business’ operation is a tendency to micromanage.  Managers obsessed with the minutiae of their employees activities can be tempted into micromanagement which then reduces productivity and places unprecedented pressure on workers.