Doorverwijzing

Voor meer nieuwe blogs verwijs ik je graag door naar www.vonk-mvo.nl (zie inspiratie).

Vonk Communicatie wenst je veel Kazuri in 2014!

Kazuri betekent ‘klein maar fijn’ in Swahili. Het is de naam van een Keniaans initiatief dat uitgroeide tot een verantwoorde internationale onderneming met inmiddels 34 jaar ervaring. Ik ontdekte Kazuri tijdens de adoptieperiode van ons 2^e zoontje uit Kenia (juli 2012-maart 2013).

Een bezoek aan de fabriek van Kazuri (Nairobi, Kenia) en rondleiding door medewerkster Karen leerde me o.a. het volgende:

Rondleidster Karen vertelde dat oprichtster Susan Wood Kazuri in 1975 startte met twee medewerksters, beide alleenstaande moeders (vaak besmet met HIV/AIDS). Het doel van de oprichtster was werkgelegenheid creëren voor deze kwetsbare groep, zodat ze in staat waren een (constant) inkomen te verdienen. Deze filosofie staat nog steeds overeind. De Kazuri familie is inmiddels heel groot, warm en krachtig.

Over Susan Wood (inmiddels overleden) vertelde Karen dat zij in eerste instantie niet zo’n onderneemster was. Ze had echter een groot leer- en aanpassingsvermogen en ging gewoon door volgens haar motto: ‘Stop nooit met beginnen!’

Dat heeft Kazuri gebracht tot waar het nu staat: 400 medewerkers produceren 5 miljoen unieke kralen van klei per jaar. Ze exporteren hun sieraden naar 30 exportlanden. Dat ‘klein hét nieuwe groot is1’, bewijst Kazuri iedere dag letterlijk en figuurlijk!

In navolging op Kazuri, wens ik jou en je bedrijf inspiratie, wijsheid een warm netwerk en veel (kleine) kansen met grote potentie toe!

  

Heel graag tot ziens in het nieuwe jaar!

Elise - Vonk Communicatie

PS. Vonk Communicatie steunt Kazuri in 2013-2014. 

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1 Trendrapport van MVO Nederland

Loslaten in ondernemerschap

In juli jl. schreef ik de blog ‘Lancering ISO 26000 in Kenia: Dromen-Doen-Doorzetten’. Tijd voor een update…

Succesvolle CSR Round Tables in Kenya

Enthousiast kan ik melden dat CSR Round Table Kenya – o.l.v. MVO Nederland en de Nederlandse Ambassade in Kenia - op 16 november succesvol is verlopen. Er kwamen meer bezoekers dan geregistreerd. Wegens het grote animo volgden er nog eens twee Round Tables die week. Ook onze ISO 26000 Fact Sheet vond gretig aftrek bij de bezoekers. En, MVO Nederland heeft inmiddels laten weten nog dit jaar te starten met het schrijven van een plan voor de Keniaanse & Nederlandse kansen op het vlak van (een) MVO (netwerk) in Kenia.

Doel bereikt

Mijn droom ‘… Het verduurzamen van het bedrijfsleven in Kenia vanuit een positieve insteek en ‘Afri-can-do’ mentaliteit!’ (zie mijn eerdere blogs) is aan het uitkomen. Het is zelfs niet meer alleen mijn droom, maar het zaadje is gepland en geland in meerdere breinen. Precies zoals ik graag wenste. Waarom ervaar ik dan toch ongemak?

Verwachtingen bijstellen

De drie Keniaanse consultants waarmee ik dit event en de ISO 26000 training zou gaan organiseren, vertelden me in september dat ze elk een ander pad hadden gekozen. Dat had een paar consequenties:

·   De in november geplande ISO26000 training heb ik uitgesteld tot voorjaar 2014;

·   MVO Nederland en de Nederlandse Ambassade waren al aan boord. Zij pakten de organisatie van de CSR Round Table Kenya heel voortvarend op;

·   Ik besloot om niet mee te gaan naar Kenia voor de Round Table.

Gelukkig kon ik wel blijven meedenken en werd ik op de hoogte gehouden van alle ontwikkelingen.

Overlaten of loslaten

Natuurlijk weet ik dat zaken altijd anders lopen dan voorgesteld, zeker in het ondernemerschap. Desalniettemin heb ik er moeite mee dat ik, als iniatiefneemster, niet meer ‘in control’ ben. Anderen zijn met mijn input aan de slag gegaan en het voelt alsof ik op de achterbank zit. Dat gevoel wil ik graag loslaten. Ik speur op internet naar tips/blogs over ‘loslaten’ in ondernemerschap:

‘Loslaten betekent dat je de mogelijkheid creëert om opnieuw te dromen en je open te stellen voor nieuwe zaken, nieuwe contacten, nieuwe netwerken, nieuwe ideeën.’

- Paul de Blot, oud-hoogleraar Business Spiritualiteit op Nyenerode

‘Ondernemerschap; dat betekent creativiteit en doorzettingsvermogen. Je kunt dat niet aanleren. Het moet in je zitten.’

- Hennie van der Most, ondernemer

‘Zacht zand; probeer dat maar eens in je hand te houden! Kansloos. Zacht zand wil bewegen, wil niet opgesloten zitten. Pas dan kan het de mooiste vormen aannemen!’ n.a.v. de prachtige site van zandkunstenaar Gert van der Vijver.

En weer doorgaan!

Paul, Hennie en Gert slaan de spijker op z’n kop: dat ik niet leidend ben, betekent nog niet dat ik moet loslaten. Ik realiseer me dat ik even een zijstap mag zetten en de kans krijg om na te denken over mijn volgende stap voor/met/in CSR Kenya. Die stap zal er zeker weer één voorwaarts zijn!

Ik ben benieuwd of jij ook wel eens -zakelijk- een pas op de plaats hebt moeten maken en hoe dit vervolgens is uitgepakt? Wat je ervan geleerd hebt? Heb je een tip voor me?

PS. Dit is een therapeutisch stuk geweest :-). Ik ben zojuist gestart met het genieten van het behaalde resultaat in Kenia

. Hoe vaak maak je mee dat je droom realiteit aan het worden is?!

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Mijn eerdere blogs over Kenia:

- Lancering ISO 26000 in Kenia: dromen, doen, doorzetten

- 12 inzichten voor zakelijk succes in Kenia

- MVO in Silicon Savannah

Launch ISO 26000 in Kenya: dream-do-endure

My mission, to launch ISO 2600 in Kenya, was thwarted by the Elections held on the 4th of March 2013. No business would be willing to start or invest in any program, due to the following unrest expected. Luckily the elections passed without any incidents. Now nothing was standing in the way of my and others’ dream turning to create:

‘...Implement sustainability in the corporate sector of Kenya whilst incorporating the positive attitude of ‘Afri-can-do’!’

Sharing increases possibilities





Research has shown that organizations in Kenya are aware they need to act, with regard to sustainability. The only question they need answering is ‘how’ this can be achieved?! Myself, together, with International ISO 26000 Expert, Hans Kröder, and a team of three local consultants, would like to show that ISO 26000 could be the answer. By sharing our knowledge, we will save the Kenyan corporate sector time and efforts, when undertaking corporate social responsibility (CSR) in practice.

Why ISO 26000
 is suited for Kenya?

ISO 26000 is an internationally standardized (composed by 99 countries) CSR framework, incorporating guidelines for all types of organizations, in any given country.

-       Offering a unique multi-stakeholder process with six stakeholder groups per country: industry, government, labour, consumers, NGOs and others

-       Involving thousands of experts from 99 countries

-       Participation of United Nations: Human Rights (John Ruggie), Global Compact, ILO, UNEP, UNCTAD, UNSD and UNIDO

-       Participation of World Business Council Sustainable Development, ICC, GRI (Global Reporting Initiative) as well as 40 other international organizations

-       66 developing countries participated in the development - a unique record

-       No single African country voted ‘NO’

-       The Chairman of the International Drafting Task Force is South African

-       Every leading position was twinned – developed and developing country together

Successful short visit

I can proudly announce, that during my short visit - (from11- 18^th June) the following results were achieved:

•              Compose an ISO 26000 Team with 3 Kenyan consultants

•              Ten companies expressed their interest in an ISO 26000 training (November)

•              Two media agencies are connected

•              A start has been made with the organisation of a CSR Round Table (November)

•              A first number of CSR* Icons have been identified

Three Iconic CSR examples

I’d like to share these three Kenyan CSR examples:

International School of Kenya 

This school truly lives up to its claim to ‘empower students to create solutions for tomorrow's challenges'. What the school does for sustainability is impressive which is largely due to student’s initiatives. For example, the school designed a system to recycle water, then re-recycle and re-re-recycle yet again. It would be a wonderful idea to introduce an ISO 26000, with a team of ISK students and incorporate all their ideas, under ISO 26000’s ‘wing’.

Rubicom - The Ruaraka Business Community – (Website is under construction) 


Ruaraka is a poor area situated near Nairobi. Rubicom has taken the initiative to make Ruaraka a 'safer, better and healthier place for everyone to invest, work and live in’. What began as sustainable and responsible activity has emerged into a growing industrial area. Rubicom has made a business from refuse and, in doing so, helping young, disadvantaged become entrepreneurs. With an ISO 26000 Rubicom could be helped with a more holistic approach.

Dutch Water Limited 

Dutch Water Ltd. is a Dutch initiative combining 'Profit' (which is re-invested in Kenya) with 'People' (by providing clean and healthy drinking water; employment and development opportunities) and ‘Planet’ (e.g. introducing return deposit system for their jerry cans). ISO 26000 could result in more involved stakeholders.

Six insights after my short visit

1.               If you want to bring your dream to reality - ‘go for it’ and accept help to achieve it!

2.               Make an action plan, to keep focused and on target; 


3.               The importance of international experience;

4.               Local network – (without it you will not get far, in a country like Kenya) make sure  

            your partners, in any projects, are trustworthy and have a good network

5.               Shared responsibility – partners need to feel jointly responsible 



6.               Sustainability is amazingly versatile and exciting whilst offering many organizations

            more opportunities

Dream - Act – Share – Get involved

Now it is all about and continuation and motivation, especially in Kenya. I’ve started the initiative and the 3 consultants will take over in Kenya. Surely your suggestions, actions and energy regarding to the launch of ISO26000 in Kenya are more than welcome! Please feel free to contact me.

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*CSR = Corporate Social Responsibility

*Source: International ISO 26000 expert Hans Kröder

My earlier blogs about Kenya

http://vonkinzaken.blogspot.nl/2013/01/12-inzichten-voor-zakelijk-succes-in.html

http://vonkinzaken.blogspot.nl/2012/09/mvo-in-silicon-savannah.html 

MVO jaarverslag: Wat verbeeldde Vonk Communicatie zich wel in 2012!

Omdat oordelen zo makkelijk is, ontstond vorig jaar het idee om een eigen MVO jaarverslag te schrijven. Mijn tweede jaarverslag draagt de titel 'Wat ‘verbeeldt’ Vonk Communicatie zich in 2012’, waarin ik o.a. stevige ambities formuleer gericht op versnelling van een duurzame economie door (internationaal) verbindingen te leggen. Voor nu én de toekomst! Ook spreek ik de wens uit voor (ver)nieuwe(nde) samenwerkingsvormen. Wellicht met jou en/of jouw organisatie?

Ik ‘verbeeld’ me in ieder geval dat de rol van creatieve communicatie voor de ontwikkeling en vooruitgang van MVO binnen organisaties cruciaal is; communicatie helpt om het proces van duurzaamheid te verbeteren en te ontwikkelen, inzicht te krijgen in de ‘do’s en dont’s’, inspirerende voorbeelden in de etalage te zetten, stakeholders te binden, boeien en bewegen en trends en onmisbare kennis te delen. Dat geldt voor elke organisatie en hoeft niet complex te zijn of bakken geld te kosten.

Na het publiceren van mijn jaarverslag kwamen o.a. deze twee spontane reacties bij mij binnen via Twitter:

‘Mooi MVO verslag van ZZP-er’

- Beoordeling van Willem Lageweg, Directeur MVO Nederland

‘MVO verslag als ZZP-er? Het kan, zoals @VonkCom laat zien.’

- Aanmoediging van Lars Moratis, MVO Expert, auteur van boeken over MVO/ISO 26000

Ik ben heel benieuwd of ik jouw verbeelding ook heb weten te prikkelen...

How can you complete a targeted dialogue, then progress on to a continuation – blog 4/4

How can you complete a targeted dialogue, then progress on to a continuation – blog 4/4

What do you need to do to continue and maintain this dialogue with your stakeholders? As a corporate and socially responsible marketing and communication expert, I can certainly help you - not only to keep the dialogue open but continue and maintain it.

Blog 1, the first of the four blogs, is an introduction. Blog 2, clarifies and includes recommendations as to how you can prepare a stakeholders dialogue for a more control result! Blog 3, helps you to actually communicate with your stakeholders in an off-line stakeholders dialogue. Blog 4, the last blog on this item, offers tips on how, as a CSR, Communication and/or Project Manager, to close a targeted stakeholder’s dialogue and to continue and maintain one.

What's next?

Summary & ’leaving a good, lasting, impression’

It is imperative to search for a constructive form, within your dialogue and to build up ‘the right impression’ by using quotes, photos or even film. After closing your targeted dialogue, it is important to make sure that your stakeholders receive your summary, preferably, within 2 to 5 working days!

Evaluation

When sending your summary, include a short, on-line form to evaluate, consolidate and, perhaps confirm your results.

Follow-up

Make sure that your appointments, including any internal ones, receive the correct follow-up. This can be more difficult than it may, at first, seem! For example, ‘How can they be captivated?' Collating the information and outcome from the participants, requires reflection on your own actions and work. This is not always easy - it may reveal that your company might need to have a closer look at its stakeholders (from inside out instead of looking, at the value of emissions (outside in).

In the case of the Dutch company VanHoutum, published in the book, 'De implementatie van MVO, Praktijkcases en tools voor ISO 26000', page138 -147) their stakeholders helped them identify and fill-in any 'blind spots’. Ultimately the goal is to keep, whilst filling any gaps, the balance between the various corporate and social responsibilities both within and outside the organization. However, it should not be underestimated, that, whilst your stakeholder’s horizons have been broadened, that change, within their own business or organization, will be inevitable.

Activation

Working with 'Five powerful tools to ensure change' – a model from the book written by the Dutch Annemarie Mars on - 'How to engage them?'[1], is recommended here. She writes about ‘connection’ being the essence to stimulate a change in behaviour! The ‘connection’ consists of a 'pushing' force (urgency), three driving forces (planning, interaction and leadership) and a 'pulling' force (ambition)!

The writer then clearly explains that ‘persuasion’ is not the only way to achieve change. This strategy works by the ‘connection’ and fusion of both of individual and the business interests. The ultimate achievement is, however, that everyone is convinced that it is what they want themselves! Author Mars goes on to describe another three strategies for change which are based on - knowledge, obligation and awareness. The combinations are constantly changing but the power of knowledge is processing and analysing any argument. Obligation is loyalty and a sense of duty. Awareness is the power of flexibility and creation (which is necessary for adaption of any new or unknown situations). The person, conducting or instigating the change, is then able to adapt to a new role or persuasion, having gained more knowledge, expertise and awareness of their clients or, project manager/coach, as the case may be.

In conclusion, Annemarie Mars continues to write, in her book, her view, regarding any change - 'to remain completely neutral'. Neutrality ensures resistance to any initial reaction and response you may, feel inclined, to make. This will then enable use of your greatest assets: to be able to listen, analyse and reflect before, significantly, joining in any dialogue.

Action – through Creative Communication

One suggestion is to develop, together with communication expert(s) or department(s), a creative communications concept to instigate action among the stakeholders! The CSR Concept Development Module of GreenTreeModel is a way to go forward.

An example, to state this suggestion, is that of Eneco, a significant, Dutch energy supplier, who challenged its customers to be more aware of their use of energy! In particular with its regard to heating and its development of a thermostat with the name of ‘TOON’. The launch, accompanied by a competition included, amongst others, student residences. The competition’s result was that Eneco’s customers felt challenged to reduce their own energy consumption! It was of even more interest to find out, after the competition had ended, that participants, energy consumption remained, significantly, lower! Eneco was, therefore, not only able to prove that it was possible to save energy but could initiate their goal, in a pleasurable way, resulting with a sustainable and positive outcome. This launch experience of ‘TOON then replicated in the form of both customer satisfaction and loyalty!

Moving together to achieve change!

It is my contention that communication is the base for action and change!

In conducting a continuous dialogue, we are able to understand and help each other and in the broad concept to be able to contribute to a sustainable world! This is my, personal, wish for you in both your private and business life!

Thank you for taking the time and interest to read my Blogs!

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[1] This book is highly recommended as a reference!

How do you have an efficient Stakeholders Dialogue – blog 3 out of 4

What is needed to have a good stakeholder dialogue? How can you be certain that you will reach all the intended stakeholders? Motivate and instigate them for your corporate social responsibility (CSR)? Stakeholders dialogue is an important part of ISO 26000. Being a marketing and communication expert, I am offering my help to target and enhance this in the most efficient and effective way to achieve your goal.

Blog 1, the first of the four blogs, is an introduction. Blog 2, clarifies and includes recommendations as to how you can, as a Project, CSR or Communications manager, prepare a stakeholders dialogue for a more control result! Blog 3 - helps you – as a project, communications or CSR manager – to actually communicate with your stakeholders in an off-line stakeholders dialogue. However, an on-line dialogue is, of course is nowadays another option.

Six insights for a focused off-line dialogue

To ensure the necessary trust within a relaxed atmosphere whilst 'harvesting' the desired result - the following six insights are detailed:

1. Acclimatization

Make sure the stakeholders have the room and time, to introduce and express themselves and their own expectations, to set the dialogue in motion.

Why? Relationships need to develop and are more important than content.

2. Frameworks for interaction 

Ask or choose a moderator as spokesperson to lead the dialogue in the right direction. Once the request for a meeting has been made - set some ground rules. The most important rule being - to listen to one other! It is also good to set the agenda and establish certain matters, with regard to mobile phones, toilet location, coffee and/or breaks for smoking.

3. Presentation

As a presentation is a part of the stakeholders dialogue - here are a few quick tips: to prepare, read Lianne Ebbink's blogs, a Dutch presentation professional, 'Being in the Room', coupled with 'Toast Masters' or refer, on YouTube, to 'TedX', for inspiration.

4. Tools and Methods

Assuming you have already studied the composition of the group and the space available (see blog 2), put this knowledge to good use by giving participants space to, express and articulate their CSR interests. Provide a balanced programme. Start with the expected 'harvest' yield, then select appropriate divergent and convergent methods. This can be achieved within smaller groups being brought together. The number of tools is numerous - from 'hot seat' presentation, story telling, mind mapping, brainstorming, interviews to 'energizers' and relaxation! A good moderator knows how to 'drop' a level of high energy flow and get the stakeholders back 'on track' to maintain an interactive one.

5. Confirmation of Agreement

Specify, list and confirm agreement at the end of a dialogue.

- Which CSR issues contribute to the sustainable development for all stakeholders;

- What are relevant to your own organization and of those stakeholders;

- Which agreements are made about actions, tasks and planning;

   and

-  Has the right focus has been found!

6. The importance of informal dialogue

Plan enough room for an informal break(s) or time: e.g. coffee, drinks or a buffet lunch. Make sure enough time is given to digest the previous dialogue(s), to build on and enhance relationships. Never underestimate this - an environment, which gives an important opportunity to 'target', brainstorm and exchange ideas, will be a great asset!

Practical examples

In the book 'De implementation van MVO. Praktijkcases en tools voor ISO 26000'*

(* Translation - Implementation of Corporate Social Responsibility with Examples and Tools of ISO 26000' -> English book can be bought soon) there are nine listed cases described - among which is:-

Alliander

Case 3 about Alliander - specialist when it comes to complex private energy grids and installations - (page 102 - 113, the most relevant part being on pages 112-113), describes a number of lessons that can be attributes to 'communication and dialogue':

1. Assist business units, by translating Alliander's CSR policies and priorities;

2. Use CSR language when talking about CSR;

3. Give attention to suppliers and even more to the dialogue undertaking joint internal chains and processes.

4. Exploit the knowledge of potential chain managers involved in core procedures, in shaping the CSR processes.

Maasvlakte

'Stakeholdermanagement bij Maasvlakte 2'* (N.B. This is not from the ISO 26000 book!)

Chairman, Thomas Louden, asked the following question in a Dutch interview:

‘The process of stakeholders being directly involved in the planning takes time.

Did the time, involved, finally pay off?’ To which Feenstra replied: ’It does take time and energy but it dissipates the time traditional litigatation would have cost!’

Online dialogue – also an option

Gemeente Amsterdam

During the construction of the Amsterdam's Noord/Zuid Line underground station, many mistakes were made. The continuing controversy and the subsidence, of several buildings on the Vijzelgracht, ensured that the construction of the 'Line' was, in places, between September 2008 and August 2009, temporarily halted! Ultimately, a committee advised that, the Noord/Zuid Line, had to be finished! The Amsterdam's City Council decided to have better information and contact with their stakeholders, as one of their improvements. These is why the City Council went on to incorporate and include, online dialogue through Twitter, Facebook, Flickr and YouTube.

Imtech promotes GreenTalent

'From a sustainable concept to fly larvae' also relates to online dialogue with stakeholders via a creative communication concept. It answered Royal Imtech's questions, as how you can involve stakeholders in future challenges? How can you work with them in terms of sustainability and co-operation? Last but not least, - how can you become a more accessible expert?

Please feel free to contact me if you have any questions, requests or comments related to this blog or the next –and last- blog about this subject.