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.

How do you organize an efficient Stakeholders Dialogue? Blog 2 out of 4

What is needed to begin a good stakeholder dialogue? How can you be certain that you will reach all the intended stakeholders? Motivate and instigate them for your mission in 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!

Here are 3 suggestions for enhancing your preparation

A good beginning is, of course, half the battle and to be clear, concise whilst supporting stakeholder agreements!

1. 'Framing'

'Anyone, who is able to capture or 'frame' incorporating

an appropriate message can triumph in a dialogue or debate'

- Quote of a Dutch writer Hans de Bruijn 

Translation from his book 'Framing'

- about the power of language in politics

Suggestion 1

Probably a 'frame' has already been developed by your organisation to include CSR! It is now, however, time to 'map' all available CSR documents to check and 'tweak' them whilst being aware of any updates and/or any new developments! After collation, evaluation and refreshment this will become your 'base' frame! Your following task then will be to prepare and devise a strategy to collate, in detail, incorporate and enhance the essence of the message(s) retrieved from the stakeholders dialogue. My advice is to prepare a 'frame' beforehand in a strikingly clear, concise package. Please do not underestimate the power of language. It is not what you say but how you say it, or write it that counts!

• Language arouses attention (good or bad);
• It can initiate action;
• Influence opinions;
• And instigate much thought.

Never forget, when 'framing': Can it be communicated and/or explained? Its presentation and documentation - will it bring the message to the right people? Will it come across well and instigate a reaction among the stakeholders?

Another point of attention: Convincing others does not only depend on information exchanged in dialogue. Answering stakeholders’ questions and developing a 'one on one' relationship can develop into a vital role.

2. Mapping

'The greatest asset of Mapping, is that you can create your own playing field, giving maximum insight into players and the game' –

which enables more control over the dialogue'.

This good advice has been taken and translated from a book ‘Implementation of real life CSR cases with guidance in accordance with the ISO 26000’ (this book is translated in English and can be bought in May).

Advice is also given to help determine the priority issues and how to deal with any controversy or contradiction between your business organization and the stakeholders.

With regard to good communication, I would like to offer the following additional advice to:

• Single out individual stakeholders that are in the dialogue;
• Check their interests and demands within their CSR frame that apply to your organization;
• Identify any decision makers - noting their characteristics and opinions;
• Document what has been communicated about CSR, to whom and via which communications means:
• Analyze any noticeable shared visions between your stakeholders and your organization.
• Identify and acknowledge differences that need to be 'bridged'.
• Specify the 'no-go' areas!

And finally,

• Be aware of relationships that exist or develop between different stakeholders.

Suggestion 2

The book 'Mutual Sustainability,'- written by Dutch writers Kees Verschoor & Jean-Paul Boerekamps, defines 'mutual sustainability' in essence, in targeting the interested parties whilst recognizing each others values and independence and an acknowledgement base of mutual respect.

Four basic 'rules of thumb' are mentioned to emphasis the way to assess the developing interactive relationships, how to build on them (page 33-37). Personally I found it interesting to study since it was beneficial in achieving a more efficient dialogue with the stakeholder.

Suggestion 3

Although 'subject matrix' has been mentioned in the ISO 26000 Book, my preferance is ‘Mind Mapping’. This is met technique, by way of association to enable visualization of important information and stimulate creativity. For more information, see the book 'Mind Mapping ' - written by  'Guru' Tony Buzan.

3. Building your CSR Stakeholder Dialogue

'If a stakeholder dialogue has organized, it is imperative that control in is development is taken, to avoid unnecessary escalations. This demands careful thought and vision - recognizing that the stakeholders are like business partners valuing their input whilst keeping it constructive and to the point.'

It is advisable to compare your own ‘CSR frame' to that of the ‘CSR frame’ of the most important stakeholders of your organization. Acknowledgement and notation of the differences in dialogue, the subjects will be of significant importance. Decide, ideally with your supervisor, on the principles, outcomes and tone of voice of your stakeholder dialogue.

To conclude

In the next Blog - No. 3/4 - attention will be given, in depth, into actual dialogue including examples! Naturally practical advice and tips will accompany this. Please feel free to contact me if you have any questions or requests about this subject!

Vonk Communicatie wenst je veel WakaWaka voor 2013!

‘Het kerstfeest is een gebeurtenis dat over heel de wereld wordt gevierd. Dat merk je als je in deze dagen een internationale vlucht maakt. Kerstmis is de Dag van de Geboorte met als diepste betekenis; bewustwording van de geboorte van het Kind in mijn leven en in ons leven. Als een persoonlijk en ook als een collectief gebeuren. In feite is geboorte het meest fundamentele in ons leven, geen verbetering of vernieuwing, maar als een nieuw begin.’
- Uit de blog van Paul de Blot, Professor of Business Spirituality aan Nyenrode Business Universiteit.

Wat een treffende Kerstuitleg van deze wijze Professor de Blot! Na enige reflectie in Kenia, voorzie ik een nieuw begin voor Vonk Communicatie in 2013:
1)    Ik wil met eigenheid en passie een constructieve & inspirerende bijdrage leveren aan de wereld.
2)    Hoofd & hart combineer ik in het zakendoen, omdat het nu eenmaal beter is om vanuit mijn hart te werken dan hard te werken.
3)    Met focus, expertise en actie richt ik me op het levensvatbaar maken en houden van slimme, duurzame concepten bij bedrijven.
4)    Zo sla ik bruggen van hoofd naar hart, van harde naar zachte resultaten, van binnen naar buiten, van bekende naar onbekende mogelijkheden, van Nederland naar emerging markets.
5)    Dat doe ik samen met klanten, (samenwerkings)partners, netwerken die geloven wat ik geloof.
6)    Daarmee verdien ik veel & fair geld om het vervolgens zinvol te investeren -> zie punt 1.

Om concreet te maken wat ik bedoel:
WakaWaka Light (www.wakawakalight.com) is niet alleen een leuke lamp met een grappige naam, maar ook een slim product waar de wereld iets aan heeft. En wereldwijd een groot succes! Als ‘token’ heb ik mijn klanten een WakaWaka lamp gestuurd en een aantal lampen bij Samburu scholieren (stam in rural Kenia) bezorgd.

Hier koppel ik graag mijn ambities voor 2013-2015 aan:
-    Helpen we vijfentwintig (25) bedrijven vooruit met duurzame, creatieve concepten à la WakaWaka Lights.
-    Stimuleren we duurzaam ondernemen van het Nederlands MKB met emerging markets.
-    Dragen we samen bij aan de ‘Millennium Development Goals’ van de Verenigde Naties zoals (environmental) sustainability en (global) partnerships.
-    Verbinden en versterken we elkaar met energie, inspiratie, lef en eigentijds ondernemen!

Yep, stevige ambities! Nu ik deze boodschap de wereld instuur, weet ik dat mensen mij gaan helpen en ik hen! Dus kan ik jou helpen om jouw dromen te realiseren? Of zie je mogelijkheden om mij te helpen? Mooi! Ik spreek je graag.

Tot slot, wens ik jou, je dierbaren en je medewerkers heel veel WakaWaka toe voor 2013!

Graag tot ziens!

PS. Vonk Communicatie is niet op kantoor van 23 december 2012 tot 7 januari 2013.

CSR in Silicon Savannah

In every aspect, my temporary stay in Kenya feels just like a safari: adventurous, enriching, stimulating and liberating. And all while, I for the second time in a relatively short time, living in Nairobi. But unlike in 2008-2009, there is now an energy, progress, pride and entrepreneurship in the air. What will this bring Vonk Communicatie?

Why Kenya and why temporarily?

The desire to extend our family was very much at the heart of it. So much that we packed up our stuff and moved to Kenya! One of the requirements of the Kenyan adoption procedure is to stay in the country for minimal 6 months. The care that underlies this process spoke to us! Despite all of that, it’s quite an undertaking. For our personal story, I’d like to direct you to our private blog samuelcaleb.waarbenjij.nu.

Entrepreneurship from Kenya

Besides being a mom, I’m an entrepreneur. It’s in my blood and doesn’t change because of our second son. Thanks to the good co-operation with my husband, there is space & time to work with Vonk Communicatie from Kenya. Firstly, to support my fine clientele from Kenya and whilst I’m here, I’d really love to connect Dutch and Kenyan organisations. Preferably focused on sustainable and innovative* practices. After all, my drive to provide organisations with workable CSR concepts doesn’t stop at the Dutch boarder.

What is the status of CSR in Kenya?

Four years ago, people here looked at me blankly when I asked them about CSR (with exception to the Agro sector). One of the little (far-fetched) examples I ran into at that time, was a knitting club organised as a co-operation. The women bought used woollen sweaters at a second-hand market. Subsequently, they re-used the sweaters knitting higher priced ‘fairtrade’ novelty toys for cats exported to the USA market.

Nowadays a number of Dutch, Indian and Kenyan organisations strive for CSR. During an exploration conversation with the Royal Dutch Embassy, I learnt that CSR here, in particular means responsibility in the chain, focused on requirements from customers or certification. A necessary ‘evil’ being to have the ability to export and hold a certificate that costs a lot of money and time. And mostly seen as Western Innovation.

On the other hand, it’s very common for the Kenyan corporate sector to contribute to communities in a charitable sense or environmental issues, such as awareness of water usage or waste disposal.

CSR Work Place Programme and ISO26000***

After my visit to the Royal Dutch Embassy, I’ve been approached to contribute to a pilot CSR Work Place Programme. Already more than 10 years a proven concept in the Netherlands and now ready for a flying kick-start in Kenya. We will start with 4 organisations in different sectors. My contribution exists out of analysing the programme and finding connection to ISO26000. It would be great if participating organisations could do both - killing 2 birds with one stone! 

Possible start of CSR Kenya?

The official launch of CSR Work Place Programme is planned for Q2-2013. And why not the start of CSR Kenya?! In ‘Silicon Savannah’ where growth, innovation and self consiousness are increasing, an inspiring, information sharing network such as ‘MVO Nederland’ is what is needed!

My thought path leads me to creating a small group of spirited people with the same aim in mind; namely making business management more sustainable from a positive point of view and an ‘Afri-can-do’ mentality. Think of the impact of this platform/network in such a big country as Kenya where entrepreneurship is booming…

So, I’m investigating if organisations are in need of such a network and I’m identifying possible partners to make CSR Kenya a realisation.

#DTA****

Of course, I’m unable to do this on my own. Therefore, an invitation to all who read this blog and share my intention:

-    Do you know organisations in Kenya that might be interested in ‘CSR Kenya’? Please send me their contact details.
-    Can you recommend a Kenyan organisation that absolutely must join ‘CSR Kenya’ to help make it a success? Their contact details are also more that welcome!
-    Do you know of any relevant research material or websites? Please send me the links
-    Do you see a role for yourself to help contribute to getting this off the ground?
For further information/suggestions, please contact me via Skype (VonkCom) or mail info@vonkcommunicatie.nl

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* ‘Silicon Savannah’; because of the technical innovations, mainly in Mobile Technology, such as M-PESA, pay by mobile, Kenya is called the sister of ‘Sicilon Valley’. At this very moment, a 4G network is being installed in the whole country. No other country in Europe is this far as Kenya in this field. In 2010 $ 360 m has been exported on technology related services (source: The Economist, article ‘ Innovation in Africa’).

** CSR = corporate social responsibility

*** ISO26000
"This International Standard is not a management system standard. It is not intended or appropriate for certification purposes or regulatory or contractual use. Any offer to certify, or claims to be certified, to ISO 26000 would be a misrepresentation of the intent and purpose and a misuse of this International Standard. As this International Standard does not contain requirements, any such certification would not be a demonstration of conformity with this International Standard." This statement includes that ISO 26000 cannot be used as basis for audits, conformity tests and certificates, or for any other kind of compliance statements.

However, the practical value of ISO 26000 might be limited if it merely provided a common understanding of social responsibility instead of also facilitating management routines and practices leading to social responsibility. Despite the non-certifiability some scholars see distinct elements of a management system standard also in ISO 26000.[1] Against this background, the potential benefits of the new standard, the managerial relevance, and specific limitations of ISO 26000 are currently being discussed.[2]

As a guidance document the ISO 26000 is an offer, voluntary in use, and encourages organizations to discuss their social responsibility issues and possible actions with relevant stakeholders. As service providers, certification bodies do not belong to an organization’s stakeholders. ISO 26000 encourages to reconsider an organization's social responsibility or "socially responsible behaviour" and to identify/select from its recommendations those where the organization could/should engage in contributions to society. ISO 26000 encourages further to report on actions taken.