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Iranian Green Management Award Model

Designation model of green management by ISGM is some activity else.

This model is implemented in framework of "GREEN MANAGEMENT AWARD" in Iran during three years ago and up to now, ISGM has used mentioned model for 50 organizations and accessed to projects on environmental improvement. On the basis of model, Expert and evaluator of green management educated in all over of Iran.

Volunteer organizations for taking part in award process, get acquainted with model by training and then they can do self-evaluation and submit their declaration to award secretariat.

According to statement of organization, evaluated team assesses situation of this organization and prepares and submits final report.

Cement factories, washer and nutritious industries, petrochemistry, oil refineries, milk industries, tire factories, cooper complex, cane sugar, Machinist factories, municipality and other industries, sectors and factories are member of ISGM and participants in processing of award.

ü Leadership

Excellent leaders ensure the mission, vision,values and ethics of the organisation reflect a socially responsible culture, which they role model and reinforce with the organisation’s people . thay ensure the management system addresses current and future social , environmental and economic issuses as well as all relevant stakeholders on these topics. The leaders ensure that any change takes into account the organisation’s CSR commitments.

Reflection of the socially responsible culture in the mission, vision, values and ethics

· Role modeling of responsible behavior

· stakeholder engagement

· Involvement in organizational change

ü POLICY AND STRATEGY

Excellent organizations embed CSR into their policy, strategy^, and day-to-day^, activities by integrating the mission and vision with policy^, and strategy-; by involving internal and external stakeholders and their present and future needs and expectations in the development, review and updating of policy^, and strategy: They develop strategies to identify and address the current and future social, environmental and economic challenges the organization faces and the current and potential markets in which they^, operate. They also have processes in place to develop and deploy the strategy^,

· Stakeholders' Expectations

· Research on future trends affecting CSR

· Integration of CSR issues in strategic planning and objectives

· Communication with stakeholders

ü People

Excellence organisations manage develop and release the full potential of their people at indevitual, tam based and organisational level, including involving and empowerming them in discussions on CSR and related activities and planning . people’s knowledge and competencies are identified and developed.The organisation rewards, recognises and promotes people in all fairness and equality and has a dialogue with them.

· People management

· People knowledge and competencies

· Recognizing and empowering people

ü Partnerships & resources

Excellent organizations plan and manage suppliers and internal resources to support policy and strayegy and CER objectives, balancing the current and future needs of the organization with the natural environment. The environmental impacts of external relationships, finance, buldings,equipment and materials, technology and information are taken into account in their management

· Management of external partnership

· Management of finance

· Management of buildings, equipment materials

· Management of technology

ü PROCESSES

Excellent organizations design, and manage processes in order to , fully satisfy and generate increasing value for all stakeholders. The processes are improved as needed and communicated to stakeholders. The organization's products and services, are designed, developed and improved in line with customers' and stakeholders' current and future needs and expectations. Customers are advised about the responsible use of the products and services.

· Process design and management

· Process improvement and stakeholder communication

· product and service design and development

· Production, delivery and servicing of products and services

· Customer relationships and CSR advocacy

ü CUSTOMER RESULTS

Excellent organizations comprehensively measure and achieve outstanding results -with respect to their customers, including measures relating to the social, environmental and economic performance of the organization and the goods and services it produces.

Perception Measures:

These measures are of the customers' perceptions of the social, environmental and economic performance of the organization and the goods and services it produces compared to their own values, needs and expectations (obtained, for example, from customer surveys, focus groups, vendor ratings, compliments and complaints).

· Image

· Products and services

· Sales and after sales support

· Loyalty

Performance Indicators:

These measures are the internal ones used by the organization in order to monitor, understand, predict and improve the CSR related performance of the organization and w predict perceptions of its external customers to the organizations.

· Image

· Sales and after sales support

· Loyalty

ü People results

· perception Measures

These measures are of the people’s perception of the social, environmental and economic performance of the organization compared it their own values, needs and expectations (obtained - for example - from surveys, focus groups, interviews, structured appraisals).

· CSR linked motivation and involvement

· Performance Indicators

These measures are the internal ones used by the organization in order to monitor, understand, predict and improve the performance of the organization’s people in CSR issues and to predict their perceptions of the organization’s approach to CSR.

· Achievements

· CSR linked motivation and involvement

ü SOCIETY RESULTS

Excellent organizations comprehensively measure and achieve outstanding (CSR results with respect to society including measures relating to the social, environmental and economic performance of the organization and the goods and services it produces.

Perception Measures

These measures are of the society perception of the social, environmental and economic performance of the organization and the products and services it produces compared to the general values, needs and expectations of society (obtained, for example, from surveys, reports, press articles, public meetings, public representatives, governmental authorities).

Image

· Involvement in society

· Reporting

Performance Indicators

These measures are the internal ones used by the organisation in order to monitor, understand, predict and improve the performance of the organisation as well as o predict society's perception of the social, environmental and economic performance of the organisation and the products and services it produces.

Image

· Involvement in society

· Responsible use of resources

ü Key Business results

Excellent organizations comprehensively measure and achieve outstanding social, environmental and economic results with respect to the key elements of their overall policy and strategy.

Key Performance Outcomes

These measures are the key social, environmental and economic results as defined by the organization and agreed in their policy and strategies. They show what is strategically important to the organization and its processes.

Depending on the purpose and objectives of the organization, the balance it makes and what it finds strategically important, different measures - providing information on their sustainability - may apply in the following three areas":

* Social;

* Environmental;

* Economic

Key Performance Indicators

These measures are the operational ones used in order to monitor and understand the processes and predict and improve the organization’s likely key social, environmental and economic performance outcomes.

* Social;

* Environmental;

* Economic.