Appendices
Appendix I: Interview scheme Appendix II: Structure CSM Appendix III: Motivation Research Appendix IV: Results Motivation Research Appendix V: Questionnaires: People, Planet.
Appendix VI: Article OpenMind
Appendix VII: People and Planet Issues for each Division Appendix VIII: Overview analyzed Documents
Appendix I: Interview Scheme for the Case Studies
Objective of the interview
The collection of information, from statements of the questioned person, in reply to the questions thought up in advance.
Fundamental rules
1. Do not skip any questions.
2. Stick to the sequence of the questions.
3. Stick to the formulation of the questions.
Some more rules
The meaning of the cursive words is that they should be spoken out loud.
The meaning of the underlined words it that the remind the interviewer of something.
The meaning of the red words is that they guide the interviewer through the interview.
Introduction
I would like to start with explaining the objective of this interview. In order to complete my study Management and Organization, I am carrying out a research project at CSM. The objective of this research is to find out how sustainability can be integrated into the corporate strategy of CSM. To fulfill this objective a case study analysis will be conducted. This case study analysis focuses on how other, more progressive organizations in the area of sustainability, give direction to sustainability.
Can CSM learn from other organizations? Therefore your organization, which is seen as a progressive organization in the area of sustainability, has been approached. In a moment, I will ask you several questions about the mission, the vision and the policy of Danisco regarding sustainability. How it has been formulated, how it has been implemented and special attention will be devoted to the influence of culture. The results of the interview will be used to write my research report; this report will be handed to the University of Groningen, the analyzed organizations and CSM itself. The organizations that are participating in this research are Cosun, Nutreco, Unilever, Nestlé and Danisco. The idea is to complete this research report in the beginning of July. If you would like to be informed more extensively, I can refer you to this report. Here, I do have the interview scheme with all the questions I would like to ask you. I hope that you answer these questions as completely as possible. I expect that we need between one and a half, maybe two hours to complete this interview. That was what I wanted to say, do you have any questions regarding this information.
Introduction Questions
1. What is your function within the organization?
2. What is the connection between your function and sustainability?
Motivation
In the following questions I would like to obtain some information of the motivations of your organization to focus on sustainability:
3. Where the motives to focus on sustainability internal or external?
4. What where the 3 most important motives to focus on sustainability?
Check: are the 3 most important motives internal or external?
The next questions are related to the mission, vision and strategy of your organization regarding sustainability:
Mission
5. Is there a mission regarding sustainability?
If not Æ Question 15 If so Æ Question 6
6. What is the mission regarding sustainability?
7. Can the organization be characterized by a shareholder approach or by a stakeholder approach?
8. Are the corporate values made explicit?
If not Æ Question 10 If so ÆQuestion 9
9. What are the corporate values?
10. Are the behavioral standards made explicit?
If not Æ Question 12 If so Æ Question 11
11. What are the behavioral standards?
12. Is a mission necessary to start integrating sustainability within the organization?
13. Did top management, middle management or lower management determine the mission?
14. Where the different cultures (America-Europe) taken into account when determining the mission?
If not Æ Question 16 If so Æ Question 15
15. How where these different cultures taken into account?
Vision
16. Is there a vision regarding sustainability?
If not Æ Question 22 If so Æ Question 17
17. What is the vision regarding sustainability?
18. Is a vision necessary to start integrating sustainability within the organization?
19. Did top management, middle management or lower management determine the vision?
20. Where the different cultures (Europe – America) taken into account when determining the vision?
If not Æ Question 22 If so Æ Question 21
21. How where the different cultures taken into account?
Policy (formulating)
22. Is there a strategy regarding sustainability?
If no Æ Question 38 If yes Æ Question 23
23. What are the key areas of this strategy?
24. Did top management, middle management or lower management determine these key areas?
25. What are the objectives of this strategy?
26. Did top management, middle management or lower management determine these objectives?
The following questions have to be answered in a different way. I will explain you now, how these questions should be answered. On the scale from 1 to 5, you indicate how much the statement is applicable for your organization. The meaning of these numbers is:
1. I do not agree with this statement at all.
2. I do not agree with this statement.
3. Partly I agree, partly I do not agree with this statement.
4. I do agree with this statement.
5. I completely agree with this statement.
Do you have any questions regarding this information?
27. The objectives of the sustainability strategy where based on the analyses of the strengths and weaknesses of the organization.
28. The objectives of the sustainability strategy where based on the analyses of the threats and weaknesses of the environment.
29. The objectives of the sustainability strategy where based on the values of top management.
30. The objectives of the sustainability strategy where based on the analyses of the needs of society?
31. The differences between the culture of United States of America and Europe were taken into account when determining the objectives.
If 1,2,3 Æ Question 32, skip 33 If 4,5 Æ Question 33
Here you arrive at the normal questions again?
From now on we do arrive at the normal answering procedure again? No ranging from 1 till 5 anymore.
32. Why is it that the cultural differences were not taken into account?
33. How where the cultural differences taken into account?
34. Can you mention any bottlenecks that appeared while formulating the strategy regarding sustainability within the organization?
No Æ Question 36 Yes Æ Question 35
35. What are these bottlenecks and how where these bottlenecks solved?
36. Can you mention any bottlenecks that appeared while implementing the strategy regarding sustainability within the organization?
No Æ Question 38 Yes Æ Question 37
37. How where these bottlenecks solved?
As I told in the introduction, in this research the influence of culture on integrating sustainability into the organization will be taken into account. Therefore the next questions are related to culture.
Culture
38. Is the importance of sustainability higher in the United States of America or in Europe?
39. How would you explain this difference?
40. Do you take this difference into account when integrating sustainability within the corporate strategy of the organization?
41. Can you mention some issues, for example 3, which are highly valued in the United States of America?
42. Can you mention another 3 issues, which are highly values in Europe?
43. What will be an important issue in the coming years?
The next questions will address the implementation phase of sustainability. Also the related aspects of organization structure, leadership and management systems will be taken into account here.
Implementing Sustainability
44. Was the implementation of sustainability characterized by an incremental change or a transformational change?
45. Why is this way of implementing being chosen?
46. Where there any bottlenecks when implementing the strategy?
No Æ 48 Yes Æ 47
47. How where these bottlenecks solved?
Organization structure
48. How is sustainability integrated in the structure of the organization?
49. How many employees within the organization are responsible for sustainability?
50. Were there any bottlenecks while implementing sustainability because of the structure of the organization?
No Æ 52 Yes Æ 51
51. How where these bottlenecks solved?
Top leadership
52. Is top management committed towards sustainability?
Is top management involved in formulating the strategy?
Is top management involved in implementing the strategy?
53. Is it necessary that top management is committed while integrating sustainability?
54. What kind of leadership can stimulate the integration of sustainability within the organization?
55. Where there any bottlenecks while implementing sustainability because of the leadership of the organization?
No Æ 57 Yes Æ 56
56. How where these bottlenecks solved?
Organization processes and behavior
57. Which (inter)national standards are adhered by the organization?
58. Are the employees motivated to work in a sustainable manner by a special motivation or/and incentive system?
59. Is sustainability taken into account when recruiting new employees?
60. Is there a special training in order to stimulate sustainability?
61. Are there any special projects in order to improve the integration of sustainability within the organization?
I have asked all the questions I wanted, thank you for the cooperation. Can I contact you if I have any questions regarding this interview.
Do you have any questions left? (wait)
If not, I would like to give a present to say thank you for the cooperation.
Appendix II: Organizational Structure CSM
CSM Bakery Supplies
Europe
CSM nv
BakeMark Danmark BakeMark
Deutschland BakeMark Finland BakeMark Hellas
BakeMark Ingrédients France BakeMark Italia BakeMark Magyarorszag BakeMark Polska BakeMark Portugal BakeMark Sverige BakeMark UK Bender-Iglauer Backmittel Besser Service Braims Italia Carels Goes Délices de la Tour Dreidoppel Express Croex Lachaise
Margo-BakeMark Schweiz
Unipro Benelux
Bakery ingredients and products
Continental Sweets
• Lamy Lutti France
• Lamy Lutti Belgium
• Leaf UK Leaf Finland Leaf Italia Leaf Poland Malaco Leaf RBV Leaf
Wine gums, liquorice, chewing gum, pastilles, peppermints, nougat and chocolate products
CSM Suiker Nedalco (39%)
Sugar, syrups, pulp, molasses and lime fertilizer
Clucona
PURAC America PURAC Asia Pacific PURAC biochem PURAC bioquímica PURAC China PURAC Deutschland PURAC France PURAC Hungary PURAC Japan PURAC Korea PURAC Polska PURAC Production USA
PURAC Russia PURAC sínteses PURAC UK PGLA-I (50%)
Gluconates, lactic acid and lactic acid derivatives, biomaterials, lactitol and xylitol
CSM Bakery Supplies North America
CSM Sugar Confectionary
CSM Sugar CSM Biochemicals
American Ingredients Company
BakeMark Ingredients (West) BakeMark Ingredients (East) BakeMark
Ingredients Canada Baker&Baker Caravan Products H.C. Brill Henry&Henry QA Products
Bakery ingredients and products
Appendix III: The Motivation Research
In order to find out what the motivations of CSM are to integrate sustainability into the corporate strategy, I would kindly request you to answer this question. The results will be used as an input for the next meeting of the Steering Group Sustainability Reporting. Then a discussion will take place about the ‘why’ of Sustainability.
Question:
Make a selection of the list of motivations mentioned below. Which 6 motivations, in order of priority, would you select?
A Reducing operating costs and improving efficiency
B Improving the internal organization: creating synergy between the three P’s;
C Increasing the attractiveness of the organization as an employer, recruiting and retaining people;
D Increasing the motivation of employees to work for the organization (‘feel proud of the organization’);
E Creating a better relation with current customers, by improving the reputation;
F The acquisition of new customers, by the improved reputation;
G Increasing the current market share, by the improved reputation;
H The entrance to new markets;
I Increasing the innovative power in the organization, developing innovative products;
J Improving the functional quality of the products of the organization;
K Synergy with other demands other than quality and costs;
L Increasing the possibility to survive on long-term;
M To be sure of a worldwide sale;
N Take care of the entry of the organization in sustainable investment trusts and/or in the investment policy of retirement funds that want to invest in a sustainable way;
O Improving the relations with stakeholders;
P Less criticism of external interests groups;
Q Anticipating on laws and regulations;
R Reducing the company’s risks, resulting in better relations with the authorities, banks and insurance companies;
S Avoiding bad performance in the area of sustainability which leads to negative publicity/ negative reputation;
T Preventing that the organization becomes a follower in the industrial sector which leads to a negative reputation;
U Other Motives:
Selection (please fill in the letter in front of the motivation) 1.
2.
3.
4.
5.
6.
Appendix IV: Results Motivation Research
1 2 3 4 5 6 Mentioned Measured Ranked
A
B 5 1 5
(5)
10
C 3 3 2 6
(3+3)
9
D 4 2 6 4 4 16 (4+2+6+4) 3
E
F 5 6 5 4 6 5 26
(5+6+5+4+6) 1
G 4 5 4 5 4 18
(4+5+4+5) 2
H 4 3 2 7
(4+3)
8
I
J
K
L 6 1 3 3 10
(6+1)
5
M
N 1 1 1
(1)
O
P
Q
R 3 3 2 3 8
(3+3+2)
7
S 2 1 1 2 4 6
(2+1+1+2) 9
T 5 2 1 1 4 9
(5+2+1+1) 6 U1:
Being stake holder driven
6 6 2 12
(6+6)
4
U2:
Reputation Identity
2 1 2
Appendix V: Questionnaire Sustainability Reporting People
Operating company:
Division:
City:
Country:
1) a What was the annual average of the workforce based on a 4-quarterly average in 2003?
b What was the average period of employment in 2003?
2) What was in 2003 the composition of personnel wit a permanent contract as stated under 1) when divided in age brackets?
3) Average years of employment for personnel with a permanent contract as stated under 1) in 2003?
Data reflect calendar year:
Date of returning to Diemen:
Part time
permanent temporary contract contract
# FTE # FTE
0,0 0,0 0,0 0,0
Full time
permanent temporary
contract contract
Employees
Male
Female
Agency workers
Male
Female
Total 0,0 0,0
Part time
years
Full time
years
Male Female 16 - 20
21 - 25 26 - 30 31 - 35 36 - 40 40 - 45 46 - 50 51 - 55 56 - 60 60 - 65
> 65
Male Female
0 - 5
6 -10
11 - 15
16 - 20
21 - 25
26 - 30
31 - 35
35 - 40
> 40
4) a Did your company have a workers' council in 2003?
Check for Applicability
b Which percentage of employees is represented by a trade union or bargaining unit in 2003 of the total workforce?
5) Would you specify the days of absenteeism in 2003?
6) How much did you spend on training and education in 2003?
Hours spent Money Cost as a
during work spent in
percentage
of Discipline
hours in
2003 2003 total wages
Sales & Marketing %
Finance, administration and ICT %
Production, maintenance and
technology %
Other, please specify %
Management %
Hours Euros
Total 0 0,00 %
Total workforce (permanent and
temporary) 0,0 employees
Please specify or estimate %
>1 day < 2 weeks > 2 weeks
# of cases
total days absent
# of cases
total days absent
Illness in general:
Accidents:
Work related (LTI)
Non-work related
Occupational
diseases:
Total 0,0 0,0 0,0 0,0
Questionnaire Sustainability Reporting Planet
Operating company:
Type:
Division:
City:
Country:
Company Code:
1) a Did you have all appropriate licenses (environmental, discharge, license to operate) required for your operations in 2003?
b How many formal notices did you receive from authorities in 2003?
c Which certified environmental system are you using in 2003?
ISO 14001 specify:
None
2) Did your operation cause environmental nuisance in 2003?
3) Did your operation cause any environmental incidents in 2003?
4) a How much energy did your company use in 2003?
oise
Smell/Odour Traffic
Other, please specify:
Data reflect calendar year:
Date of returning to Di
If no, please describe which licenses are missing and wh
t actions you have taken
Please describe these formal notices, the measures or actions you have taken and the results of these actions:
Check Applicability Number of Complaints
Ch
Check box
Energy consumption in company: Tonnes CO2 equivalent Natural gas M3
Electricity KWH
Fuel oil
Liters
Other (Please specify) m3
b How much of the below did you emit due to the proces in 2003?
Greenhouse gas emissions Tonnes CO2 equivalent
CO2
Tonnes
CH4
Tonnes Other (Please specify)
Tonnes Total
Significant other air emissions:
NOx Tonnes
SOx Tonnes
Other (Please specify) Tonnes
5) Specify the transport related to YOUR sales, distribution, intercompany activities in 2003:
Returned to: Treated m3 / CCF Non-treated m3 / CCF Surface water m3 m3 City sewer
system
m3 m3 Air m3 m3 Total:
6) How much water did your company use in 2003?
Used volume in m3 / CCF
Ground or well water M3 Municipal water M3 Surface water M3
Total: M3
7) Did you operate a wastewater treatment facility on your site(s) in 2003?
b How much water did you return in 2003 (specify per destination and treated / non-treated)?
Returned to: Treated m3 / CCF Non-treated m3 / CCF Surface water m3 m3 City sewer system m3 m3 Air m3 m3 Total: m3 m3
8) How much waste disposal did you have of the following types in 2003? And what was the destination or method?
Type Tonnes disposed Waste collected/removed Destination
by an approved company?
Non hazardous production waste and/or returned
products Please, specify
Hazardous waste
Please, specify Paper/card board
Please, specify Plastics
Please, specify Tara soil/dirt
Please, specify Waste water sludge
Please, specify Solvents
Please, specify Other (please specify)
Please, specify Total:
9) Preferably we want to report by means of an index related to the actual production level.
What is the related total volume of your various production lines in 2003?
Volume Tonnes Capacity % Production Level Hrs/ day
over
weeks
2003
10) Please share with us your ideas/suggestions regarding other data that could be relevant for sustainability reporting by CSM
Appendix VI: Article Open Mind
Help shape a better tomorrow
CSM and the process of Corporate Sustainability
In January 2004, Annemiek Kuipers started working as a trainee at CSM headquarters. Her subject of research is Corporate Sustainability. An important question in her work is: ‘How to implement the concept of corporate sustainability into the strategy of CSM?’ another question which is haunting her mind is: ‘How can we take into account the cultural differences between the different divisions?’ In this article she will give an introduction to corporate sustainability. What is it? Why on earth do we need it – and how far have we come?
In the previous issue of Open Mind, Jaap Vink stated: ‘We must stress the ever-increasing relevance of sustainability. Making profit is important but we have to realize that in the long term we will be unable to do so if we don’t operate in a sustainable manner.’
What is Sustainability?
Corporate Sustainability, Corporate Citizenship; Corporate Social Responsibility; People, Planet, Profit or triple P; all these terms boil down to the same thought. A company must find a responsible balance between the stakes of society and those of its own. Generating profit is no longer the only responsibility; taking care of social and environmental issues has become important too.
Why is it on the agenda?
For a number of reasons. The role of companies in society is changing. Governments retreat from their broader role in society. The private sector is being asked to fill the gap. Companies are also facing expectations from local communities, employees and individuals. They want the companies to get involved in areas that were previously the undisputed province of the government. And then there is this: doing business has become increasingly an international matter. How can we deal - in a responsible way - with the differences in moral and standards in other societies? Thanks to the boom in communications, information can be relayed around the globe almost instantaneously at minimal costs. But shouldn’t we think of questions like: do we really want all these new technological developments? What are the consequences? Do they really add value to the quality of life?
What are the motives?
The motives of a company to incorporate sustainability are diverse. Raising the motivation of the employees is one. Increasing the innovative power within the company is another one. Both result in a better market position. A sustainable reputation might also improve the relation with customers and consumers. In the long run, a responsible approach towards sustainability will fortify the
position of the company against the background of the world – and of course, help this world sustain.
A responsible member of community.
CSM has made the following three statements:
1. We want to contribute to the sustainability of the earth’s resources and to the protection of the environment;
2. We want to comply with laws and regulations of the countries in which we operate and we want to respect local norms and values;
3. We want to be a responsible member of the communities in which we are operating.
CSM’s new history of sustainability
Two years ago CSM has interviewed the division managers, the HR-committee and the Technical Committee in order to trace down relevant sustainability issues. A year later, the social and environmental issues were measured in order to describe the performance on sustainability in an internal report. The next step is a sustainability report over the year 2004 for the outside world, according to the Triple P approach.
To realize improvements in the area of sustainability CSM needs the support and commitment of all employees in the company. In the end everybody needs to be involved in the process of shaping a better tomorrow.
Appendix VII: People and Planet Issues for each Division
People Issues 1. Accidents 2. Food safety 3. Quality
4. Employee absenteeism due to illness or accidents
5. Right on Union
Planet Issues
1. Use of transport for long distance 2. Use of much packaging materials 3. Take away of products/materials which are needed locally
4. Environmental nuisance 5. Application of GNO of plants Bakery Supplies North America
People Issues 1. Accidents 2. Food safety
3. Reliability of delivery 4. Quality
5. Employee participation in decision making
Planet Issues
1. Use of transport for long distance 2. Risk of external safet
3. Environmental nuisance 4. Use of Packaging materials 5. Application of GNO of plants Sugar Confectionary
People Issues 1. Food Safety
2. Reliability of delivery 3. Safety
4. Product with potential health consequences
5. Potential Controversial Products
Planet Issues
1. Risk for external safety
2. Use of transport for long distances 3. Environmental nuisance
4. Use of much packaging materials 5. (huge) emission to air water and soil
Bakery Supplies Europe
People Issues 1. Accidents 2. Food safety
3. Employee participation in decision making
4. Safety
5. High working pressure
Planet Issues 1. Risk of external safety
2. (huge) emission to air water and soil 3. (huge) use of energy
4. (Risk on) environmental pollution of product in at disposal
5. Accidents with huge environmental pollution
Sugar
People Issues 1. Accidents
2. Reliability of delivery 3. Quality
4. Influence on North-South Relations due to trade agreements and barriers
5. Food safety
Planet Issues
1. Use of transport for long distance 2. Environmental nuisance
3. Application of GMO plants 4. Huge emission to air, water or soil 5. Application of GMO for
microbiological products PURAC
Appendix VIII: Overview analyzed documents
Unilever
Social Review 2002: listening, learning and making progress Social Review 2003: listening, learning, update on progress Environmental Performance Report 2002
Environmental report 2003
Unilever Annual Report & Account 2002 Touching lives: The Unilever Africa vision
Growing for the future II: Unilever and sustainable agriculture 2002 Fishing for the future II: Unilever’s fish sustainability initiative (FSI) Our everyday needs: Unilever’s water care initiative 2001
www.unilever.com
Nutreco
Social & Environmental report 2002 Social & Environmental report 2003 Annual Report 2003
www.nutreco.com
Nestlé
Nestlé Management and Leadership Principles 1997 The Nestlé Policy on the Environment 1999
Environment Progress Report 2000 Nestlé in the Community 2001
Nestlé Corporate Business Principles 2001 The Nestlé Sustainability Review 2002 The Nestlé Human Resources Policy 2002
Nestlé and Water: Sustainability, Protection, Stewardship 2003 Nestlé Response to Global Obesity 2004
www.nestle.com
Danisco
Sustainability report 2001 Sustainability report 2002 Sustainability report 2003 Annual Report 2003 www.danisco.com
