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| Corporate Responsibilities 2006/07 > CR in our business > Managing CR | Print Page |
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Managing CRTaking an integrated approachThe section above shows how we favour an approach that embeds CR into the functional roles of those colleagues responsible for particular operational areas, linking CR with the commercial needs and operations of the business. This means that people with the right knowledge and expertise are in the front line when it comes to managing issues. For example, our paper buyer understands all about how paper is sourced, the manufacturing processes involved and the types of paper that we need to manufacture the Argos catalogue. It makes obvious sense to us that he should be the person to manage the environmental impacts of this process. We have explained our CR strategy to our 53,000 employees in a way that is relevant to their everyday work, in language they understand, using our internal newsletters, intranet and management briefings, and we have listened to their feedback. We also produce specific, tailored communications to those that need to know; for example training buyers on our ethical trade policy. CR management arrangementsThe demerger from GUS plc has allowed us to rethink the way that we manage CR and the arrangements we have in place. Over the past year, we have streamlined the CR management processes and developed a much closer link between these and the mainstream management arrangements within our business. Our Group Company Secretary, Gordon Bentley has overall responsibility for CR, ensuring it is on the agenda at the highest level within the Group. This appointment also ensures a close link between CR and the governance and risk management processes within our business. Regular reports on CR issues are provided to the plc Board and Group Operating Board which plays an important role in policy approval and also in agreeing significant initiatives and investments. Our Corporate Responsibility Manager is Laurence Singer. His main role is to co-ordinate CR activity around the Group and to make sure that the people that need to know about a particular issue facing the business do so and take the appropriate action. Laurence also takes the lead on external communication, stakeholder engagement and the development of CR strategy. The Home Retail CR Steering Group comprises the Company Secretary (Chair), Group Commercial Director, Group HR Director and CR Manager. This group provides strategic direction for Home Retail on CR and reports directly to the Group Operating Board. It is also responsible for reviewing external developments and emerging best practice; monitoring the implementation of policies; recommending CR policies to the Group Operating Board; monitoring CR risks and overseeing external CR reporting. The Group Operating Board approves CR policies for Home Retail Group and, where appropriate, seeks plc Board approval on significant policy issues. In addition, there are two working groups that provide input into the CR Steering Group. Both of these are chaired by Group Operating Board Directors and meet in advance of the CR steering group. The first group is chaired by our Group Commercial Director, and manages issues relating to business processes such as energy, waste management and the supply chain. The second group is chaired by our Group HR Director, and oversees issues relating to people and community such as reward and health and safety.
Group policies We have a number of policies that provide the foundations on which our CR performance rests. They also address issues on which our stakeholders want to know our position. These are:
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