(2) The war for talent: Employees are increasingly seeking to be employed with companies that can offer packages fit for the individual rather than the other way round. Graduates are coming out of the university saying they want to work for a company that puts something back into the community and into the environment;
(3) Global interdependency: Due to the global role of investments, firms have become brokers of cultures, as well as products and services. Firms are being required to understand the culture of the country they operate in, bringing such slogans as
(4) The anti-globalisation lobby: This lobby has become so organised and effective that companies cannot just ignore it. Cases are known where anti-globalisation activists have been able to block internationally renowned brands as well as cause physical havoc to certain operations deemed as anti-environmental. 3
- The CSR Consultant
- Given the fact that CSR consultancy is still in its evolving stage, such a consultant has different backgrounds, and is either a niche specialist or a specialized change manager. What is important is that such a consultant must understand the need for a balance between profit and good corporate behavior.
- A CSR consultant may be engaged externally, providing the firm expert advice and recommendations on the local environment – social, economic and political, in a case where a global company decides to invest in a new country. There are also cases where big firms have engaged the services of a high profile ex-NGO leader in order to advise the company on its best policy for social accountability and respectability. In other cases, the CSR responsibility has been entrusted to the internal change manager, who with his background can steer change from top to bottom to make the firm adhere to more ethical business practices.
- Although CSR consultancy is still being seen as a largely uncharted area of business management territory, the main tasks of the consultant may be identified under these headings:
- Developing a CSR strategy: the design, development and implementation of the overall CSR strategy.
- Management and staff development: as to ensure that management and employees are aware with and skilled in CSR issues and practices.
- Assessing CSR policy and practice: carrying out an audit on the company’s CSR activities.
- Stakeholder management: promoting a productive dialogue with stakeholders.
- PR and reporting guidelines: giving specialist advice on the structure and content of reporting to internal and external stakeholders.
- Benchmarking: different surveys on CSR by industry, regional or top companies
- Analysis and reporting: providing an analysis of current trends on corporate strategy relating to the community, consumer groups, trade union practices, international development.
- CSR standard analysis: establishing procedures and processes for measurement and reporting of national, international and industry specific CSR standards.
4.4. Firms have become to report about their CSR practices. For example, in the UK British Telecom has now followed the Co-operative Bank. Both companies have found out, through research, that part of their market share may be easily attributable to their ethical stance. It is for these same reasons that CSR consultancy is becoming increasingly important and new frontiers are on the horizon for this market niche in the consultancy industry.
- Case Studies
- British Telecom [BT]
BT has an extensive CSR website at . This is a clear indication of the importance of CSR, even when one considers that BT, until a decade ago, enjoyed monopolistic conditions. The website gives the following report on BT’s main CSR indicators 4:
- Customer Dissatisfaction reduced by 37%.
- Broadband available to 67% of UK households.
- People Satisfaction Index steady at 67%.
- Increase in the percentage of ethnic minority employees (8.6%) in BT whilst percentage of women (23.6%) and disabled employees (2%) held steady.
- Global Warming CO2 emissions now 40% lower than 1996.
- General waste down 1.1% to 89,878 tonnes and 24% recycled.
- Health & Safety significant incident rate down from 126 to 113 per 10,000 full time employees.
- Ethical trading risk assessment questionnaires completed by 31 suppliers and 14 on-site assessments undertaken.
- Community investment of £8.2 million plus £17.9 million in further funding and support in kind.
- Awareness of our Statement of Business Practice in the UK up from 76% to 83%.
5.2. Shell wins social reporting award 5
The Royal Dutch/Shell Group of Companies has been announced as the joint winner of the best social report category of the inaugural Association of Certified Chartered Accountants and Institute of Social and Ethical Accountability Social Reporting Awards. And the print advertising of the Shell Group’s recent ‘Profits and Principles’ corporate communications campaign has been announced as a winner of Business Week’s Awards for Excellence in Corporate Advertising.
Both awards recognise the important contribution the Shell Group is making in pioneering the way large corporations report their performance and impact in economic, social and environmental terms alongside traditional financial reporting.
The award winning 1999 report, “People, Planet and Profits” was the second Shell Report, following the ground-breaking 1998 Shell Report, “Profits and Principles – does there have to be a choice?”. The reports measure the Group’s performance against its own set of formal business principles and commitment to sustainable development.
Tom Delfgaauw, Head of Shell’s Sustainable Development Group said: “Our corporate communications programme is closely linked to our efforts to incorporate sustainable development across all of our activities. And it draws heavily on the work in the Shell Reports. It is gratifying that both our reporting and corporate communications should be recognized by these awards.”
The Shell Report 2000 entitled “How do we stand?” published on 2 May 2000, which contains additional economic information, has been merged with the Group Health, Safety and Environmental (HSE) report to provide a consolidated overview of the Group’s activities. The award winning 1999 report and the 2000 report can be seen at .
5.3. Home Depot Inc. 6
The Home Depot is built on the principle of creating value for our stockholders while never forgetting our . We seek to be profitable, responsible and balance the needs of our communities.
Throughout our company, our associates are challenged with finding ways in which we can provide the best products for our customers, provide the best possible work environment for our associates, have a positive impact on the communities in which we operate, and provide excellent returns for our stockholders. Please take some time to read our , which describe how we address these challenges.
Through , our and associates’ volunteer time, The Home Depot strives to have a positive impact on communities in the U.S., Canada and Mexico. We also invite the to participate in practical and educational programs that benefit children and adults. Our shows through our energy efficient and sustainable products, recycling practices, and business principles.
The Home Depot Values
Associates are central to Home Depot’s success and our values are part of the fabric of the company. Values are beliefs that do not change over time. They are what we believe in, what we do, and what govern our decisions on a day-to-day basis. They are the principles and standards for the framework upon which Home Depot is built. Home Depot’s unique culture is built on associate dedication and a commitment to an “orange-blooded” entrepreneurial spirit.
- Taking care of our people:
The key to our success is treating people well. We do this by encouraging associates to speak up and take risks, by recognizing and rewarding good performance and by leading and developing people so they may grow.
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Giving back to our communities:
An important part of the fabric of The Home Depot is giving our time, talents, energy and resources to worthwhile causes in our communities and society.
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Doing the right thing:
We exercise good judgment by "doing the right thing" instead of just "doing things right." We strive to understand the impact of our decisions, and we accept responsibility for our actions.
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Excellent customer service:
Along with our quality products, service, price and selection, we must go the extra mile to give customers knowledgeable advice about merchandise and to help them use those products to their maximum benefit.
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Creating shareholder value:
The investors who provide the capital necessary to allow our company to grow need and expect a return on their investment. We are committed to providing it.
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Building strong relationships:
Strong relationships are built on trust, honesty and integrity. We listen and respond to the needs of customers, associates, communities and vendors, treating them as partners.
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Entrepreneurial spirit:
Home Depot associates are encouraged to initiate creative and innovative ways of serving our customers and improving the business and to spread best practices throughout the company.
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Respect for all people:
In order to remain successful, our associates must work in an environment of mutual respect, free of discrimination and harassment where each associate is regarded as a part of the Home Depot team.
The highlights of achievements during 2002 were:
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7,000,000 hours donated while working on community service projects
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7,500 non-profit organizations supported
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68 playgrounds built and refurbished with KaBOOM!
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12 Habitat for Humanity homes built
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2,000 home repairs made in partnership with Rebuilding Together™
5.4. These three sample case studies clearly indicate the prominence Corporate Social Responsibility is being given by the corporate sector. It has become part of the business culture that makes every CEO proud with the achievements of any particular year. Reference has been made how firms have confirmed that a percentage of their sales and bottom-line results have been achieved through their persistent campaign of corporate social responsibility.
- A recent MORI survey has brought out these significant findings amongst people in Britain:
- 80 percent of the public believes large corporations have a moral responsibility to society;
- 61 percent of the public believes that large corporations do not really care about the long-term environmental and social impact of their actions;
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44 percent of the public considers as an important factor when making a decision about buying a products or service from a company that gives high priority to its social responsibility; 7
- Internet Resources
- It is not a co-incidence that the subject of corporate social responsibility has also got the attention of the Internet. Today there are several specialized institutions – from the corporate and the not-for-profit sectors – that are devoted to bring about change within the business community and integrate corporate social responsibility within the overall company strategy.
- This in itself continues to confirm that although this is a new area of business strategy, there are a number of resourceful institutions that have built a wealth of information, experience, expertise and human resources that could be made available to the corporate sector. These resources are part of the commitment that political, business and community leaders have shown to make business more ethical and responsive to the growing needs of communities all over the world.
- The Internet itself has been a positive force to bring a culture of change since it has been a tool for networking between the various sectors that support corporate social responsibility. Suffice to say that an email sent early in the morning may be sent to over 60 million persons/entities within one day. The email tool has been widely used by campaigners from the non-profit-sector since it is a very cheap and effective tool to communicate and garner support.
7. Reforms
- Tony Blair, the British Prime Minister has been quoted as saying:
“You do not have to be an expert to realize that sustainable development is going to become the greatest challenge we face this century.” 8
Furthermore, in July of this year, The Rt. Hon Patricia Hewitt, Secretary for State and Industry addressed the conference on “A Better way of Doing Business” and she stressed the legislative programme under consideration in order to make business more transparent and accountable. The draft bill will also enable people to form “Community Interest Companies” which is being considered a huge development for social enterprises, offering the legal device for combining social good with entrepreneurship. There are other studies underway, together with the relevant institutions, including BITC. 9
- This is what is happening in the UK. It is not the purpose of this paper to make a comprehensive list of the initiatives going on around the globe. Suffice to say that there are several initiatives in the USA, whereby state legislatures, as well as on Capitol Hill, are considering new legislation to make business more accountable and responsive to the changing economic and social environment in the world.
- The Future - From ‘Trust Me’ to ‘Show Me’
8.1. In the past, business leaders – and, to a degree, politicians – could rely on a culture where there was a greater degree of trust in the ‘Establishment’. In its Profits & Principles report, Shell notes that the world is moving from a ‘Trust Me’ culture (where companies can rely on society’s broad acceptance that they act in good faith), through a ‘Tell Me’ culture (where society wants to be told what is going on) to a ‘Show Me’ culture (in which companies have to demonstrate their serious intent to change for the better).
8.2. Clearly, different parts of the world still operate on different lines. Until the recent focus on ‘crony capitalism’ in countries such as Indonesia and Malaysia, for example, most of Asia was still very much in ‘Trust Me’ mode. But the globalisation of the media, leading to the creation of what some dub a "CNN World", means that all major international companies will increasingly be exposed to ‘Tell Me’ and ‘Show Me’ requirements.
8.3. Although there is a school of thought that may see corporate social responsibility as a Trojan Horse – to bring socialism or communism through the back door - the sign of the times clearly indicate that citizens all over the world would like their leaders and peers to be honest, transparent and accountable, as well as socially responsible to the community at large. There is no doubt that profit is earned through a set of business practices, but in the future, the rules of engagement will surely include corporate social responsibility on top of every boardroom agenda.
Footnotes:
1. Chris Staples, Community Affairs Director, Zurich Financial Services (April 2002)
2. Social & Ethical Reporting Clearinghouse,
[http://cei.sunderland.ac.uk/ethsocial/what.htm]
3. Consulting in the area of corporate social responsibility – Chapter 4 – Consulting into the future – Management Consultancy Association
4. British Telecom Official Website
5. Socialfunds.com Website
6. Home Depot Inc Official Website
- MORI Report – Reputation and Corporate Responsibility – January 2003
8. op cit
9. CSRWire.com – Press Release from Business in the Community
CERTIFICATION OF AUTHORSHIP:
I certify that I am the author of this paper and that any assistance I received in its preparation is fully acknowledged and fully disclosed in this paper (examination). I have also cited any sources (footnotes or endnotes) from which I used data, ideas, theories, or words, whether quotes directly or paraphrased. I further acknowledge that this paper has been prepared by myself specifically for this course.
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Jimmy Magro Date
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I affirm that the attached work is entirely my own, except where the words or ideas of other writers are specifically acknowledged according to accepted citation conventions. This assignment has not been submitted for any other course at Robert Kennedy College or any other institution. I have revised, edited and proofread this paper.
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Jimmy Magro Date