|
|
 |
|
 |
|
At the beginning of a long path
Since it is vitally important to root the Principles for Corporate Social Responsibility into normal daily work, they are being incorporated in the management systems. Stora Enso's system for business excellence, Excellence 2005, is particularly important in this respect. Many of the internal management training programmes now include training in Corporate Social Responsibility questions and practices.
Applying process-thinking in Corporate Social Responsibility work requires us to evaluate our current performance and actions against the Principles. Three task forces have mapped the internal need for developing guidelines and education and have analysed internal and external cases, reflecting the prerequisites for success and the sources of shortcomings.
Monitoring and reporting performance in the social and economic area require a long-term perspective and the solving of many methodological questions. In some areas qualitative data probably gives a truer picture than numbers.
A set of indicators has been determined to make monitoring and reporting possible. The first five indicators shed light on working conditions, diversity, communication and social and economic impact.
Throughout the greater part of Stora Enso, the Principles for Corporate Social Responsibility have been adhered to intuitively in both practice and training. It will, however, take time for these Principles to become an integral part of all operations. The Board of Directors and senior management have expressed their strong commitment to this process but it will require the efforts of all Group employees to ensure that better practices are truly implemented.
|
|
|
