Diagnose

Diagnose

This is a CSR questionnaire checklist to help organisations evaluate their business practices. It asks about a sample of aspects in your organisation, from the existence of a policy explaining your business conduct to measuring outcomes related to economic, social and environmental issues. You can score your responses from 1 to 4 to gauge how well the business practices perform in relation to the workplace, marketplace and the environment.

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Workplace

1) Do you have a policy explaining your business conduct? (e.g. the purposes of the business and the behaviour expected of directors, employees and stakeholders)My organisation does not have a policy explaining the business conduct
My organisation has a policy explaining the business conduct; however this does not fully capture the social, economic and environmental issues relevant to its activities.
My organisation has a comprehensive policy explaining the business conduct.
My organisation has a comprehensive policy explaining the business conduct. It is very well communicated to our stakeholders, employees, business partners and the supply chain. It is reviewed on a regular basis with regards to any changes in the legislation.
 
2) Do you have a champion within the organisation to drive your responsible business practices? (i.e., ideally an individual encouraging sustainable development practices in terms of economic, environmental and social issues – e.g. sustainability manager, community or tenant liaison officer.)My organisation does not need to have a champion to drive responsible business practices.
My organisation is currently identifying a champion to drive our responsible business practices.
My organisation has assigned a champion to drive our responsible business practices agenda and is currently working on developing a well documented clear measurement criterion for sustainable development.
My organisation has assigned a champion to drive our responsible business practices. We have identified KPI‘s on economic, social and environmental issues and they are regularly reviewed and benchmarked against national standards.
 
3) Does your organisation encourage the following: (to name a few)
  1. Formally advertise all new recruits
  2. Have a guaranteed interview scheme for disabled people
  3. Offer induction programmes to all staff to address social and environmental issues
  4. Offer training programmes to all staff to increase awareness and knowledge on various health and safety related issues
My organisation does not encourage any of the listed statements.
My organisation only encourage two of the listed statements and does not take into account other statements listed as they are not relevant to my organisation. However it is not clear how these objectives are aligned with corporate goals/objectives.
My organisation sometimes does some of these things, but in an ad-hoc and inconsistent fashion.
My organisation does the majority of these. However, it is not clear how these activities are aligned to our corporate goals and objectives.
 
4) Do you have a formal review process for all workplace related issues? (i.e. employee related data – sickness and absence, exit interviews, work-life balance programmes to support employees’ wellbeing, staff satisfaction survey, employee development)My organisation does not need a formal review process for workplace related issues.
My organisation is currently working to develop a formal review process.
My organisation is currently implementing a formal review process.
My organisation has a formal review process and the feedback from the review process is effectively cascaded down through all/most layers of management and also within the organisation.
 
5) Do your employees and the business partners realise the benefits of incorporating responsible business practices for developing sustainable supply chains and understand how they play their part in implementation? Most of the staff in my organisation don’t fully understand their role in driving sustainable development or responsible business practices within the supply chain.
Most of the staff in my organisation understands the need to articulate the business rationale behind responsible business practices and understand their role in driving sustainable development. However, we still have a long way to effectively implement responsible business practices within the supply chain.
Everyone in my organisation understands the need to articulate the business rationale behind responsible business practices. We are aware of driving sustainable development within the supply chain.
We pro-actively implement responsible business practices within the supply chain and tangible, positive sustainable outcomes are increasingly evident through winning of more work, awards and being exemplars of best practices in the industry.
 

Marketplace

6) Does your organisation have a clear, documented and measurable risk assessment policy and procedure in place? Have you prioritised them against your supply chain? My organisation does not have a clear, measurable risk assessment policy and procedure in place nor has it prioritised these against the supply chain categories.
My organisation does have a clear, measurable risk assessment policy and procedure in place and has prioritised these against the supply chain categories. However, the approach has been rather ad- hoc and inconsistent.
My organisation does have a clear, measurable risk assessment policy and procedure in place and has prioritised these against the supply chain categories. The risk assessment policy includes economic, social and environmental factors and is reviewed on a regular basis.
My organisation does have a clear, measurable risk assessment policy and procedure in place and has prioritised these against the supply chain categories. We review this on a regular basis for continuous improvement and have KPI’s in place to benchmark against national standards.
 
7) Do you pro-actively consult, collaborate and seek challenge from your key suppliers and internal stakeholders when setting your goals for responsible business practices? My organisation does not need to consult, collaborate and seek challenge from key suppliers and internal stakeholders when setting goals for responsible business practices.
My organisation is currently developing corporate goals for responsible business practises.
My organisation actively consults, collaborates and seeks challenge from our key suppliers and internal stakeholders when setting our goals for responsible business practices. However, the approach has been rather ad- hoc and inconsistent.
My organisation actively consults, collaborate and seek challenge from your key suppliers and internal stakeholders when setting your goals for responsible business practices. This has improved our collaborative partnering, better understanding and improved supply chain sustainable development goals.
 
8) Do you measure the outcomes related to your business practices? Some example of outcomes are , local sponsorships, reduction in carbon emissions, number of apprenticeships created etc.My organisation does not need to measure the outcomes related to business practices.
My organisation has very recently started measuring the economic, social and environmental impacts of the business.
My organisation measures its economic, social and environmental impact on a regular basis and benchmarks against national standards.
My organisation measures its economic, social and environmental impact on a regular basis. The data forms part of a formal review process and is used to drive continuous improvement.
 

Environment

9) Have you identified the key environmental impact of your business locally and globally? (i.e. in terms of carbon emissions, construction waste management etc.)My organisation does not need to identify the key environmental impacts of our business at the local and global level.
My organisation has identified the key environmental impact of our business at the local and global level. We actively work with our partners and supply chain to improve our environmental impacts locally.
My organisation has identified the key environmental impact of our business at the local and global level. The key environmental impacts of our business are addressed within our management plans. However, at the moment these are addressed on an ad-hoc basis and often considered on a short-term to medium term.
My organisation has identified the key environmental impact of our business at the local and global level. We actively work with our partners and supply chain to improve our environmental impacts locally and globally. The key environmental impacts of our business are addressed within our category management plans. These are reviewed regularly and are often considered on a medium term to long-term basis.
 
10) Do you pro-actively encourage your staff, business partners and the supply chain to consider environmental issues in procurement? (i.e. Use green materials with the least environmental and social impact, recycle and reuse material for further waste reduction, prevent pollution, source materials locally and responsibly etc)My organisation does not need to encourage staff, business partners and the supply chain to consider environmental issues in procurement.
My organisation actively encourages staff, business partners and the supply chain to consider environmental issues in procurement.
My organisation actively encourages staff, business partners and the supply chain to consider environmental issues in procurement. These issues are actively discussed and assessed within our stakeholder review processes. However, we act on an ad-hoc basis regarding any follow up to ensure advice or requirements are acted upon.
My organisation actively encourages staff, business partners and the supply chain to consider environmental issues in procurement. These issues are actively discussed and assessed within our stakeholder review/gateway processes. We pro-actively act on any follow-up issues and we make sure that our processes ensure that all required actions are completed to pass the formal review.
 





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