CSR and CR 2016
- 1. All you need to know about… CORPORATE SOCIAL RESPONSIBILITY (CSR) London HR and Training 2016
- 3. Intro - London HR and Training • London HR and Training is a specialist human resources and training consultancy headed by Timothy Holden • 10 years in banking • 20 years in training and human resources • Business owner since 2007 • The core services provided by London HR and Training are: - Reducing costs and saving time through bespoke HR initiatives and projects - Training course design and delivery - Services for job seekers Page 3
- 4. Contents 5-6 Definitions 7-8 Stages of CSR 9-10 Types of CSR initiative 11-12 Dimensions of CSR 13-14 Theatres of CSR 15-16 Forms of CSR behaviour 17-18 Supporting causes is good for business 19-20 Developing a unified practice platform 21-22 CSR and the impact of certain variables 23-24 Nine kinds of opportunities 25-26 Creating shared value 27-28 An initial assessment for mining companies 29-30 The arts and CSR 31-32 CSR as a poverty reduction strategy 33-35 Mitigating employees’ adverse behaviour around CSR 36-37 Challenges facing CSR in Egypt 38-40 Reactions of organisations to sustainability 41-42 Sustainability and brand strategies 43-44 Corporate responsibility 45-46 Factors shaping CSR’s future 47-48 Exercise 49-50 To sum up…
- 6. Definitions • Corporate social responsibility • Corporate responsibility Page 6
- 8. Stages of CSR • 1950s-1960s • 1960s-1970s • 1980s-1990s • 1990s-2000s Page 8
- 9. Types of CSR initiative
- 10. Types of CSR initiative • Environment-related CSR • Workplace-related CSR • Community-related CSR • Marketplace-related CSR Page 10
- 12. Dimensions of CSR • Green • HR • Customer and supplier Page 12
- 13. Theatres of CSR
- 14. Theatres of CSR • Focusing on philanthropy • Improving operational effectiveness • Transforming the business model Page 14
- 15. Forms of CSR behaviour
- 16. Forms of CSR behaviour • Philanthropic contributions • Employee benefits • Environment management • Political activity • Product or service related characteristics, innovations or processes Page 16
- 17. Supporting causes is good for business
- 18. Supporting causes is good for business • It attracts top talent • It attracts customers • It boosts the “brand” • It elevates the culture • It’s the right thing to do • Opportunities for giving back • How to choose the right charity cause Page 18
- 19. Developing a unified practice platform
- 20. Developing a unified practice platform • Pruning and aligning programmes within theatres • Putting together metrics • Co-ordinating programmes across theatres • Developing an interdisciplinary CSR strategy Page 20
- 21. CSR and the impact of certain variables
- 22. CSR and the impact of certain variables • Size • Holding • Market uncertainty • Market conditions • Export • R&D • Advertising intensity • Business sector Page 22
- 23. Nine kinds of opportunities
- 24. Nine kinds of opportunities Page 24 New product development New business model development New market creation Product redesign New channel creation Greenfield market expansion Targeted marketing Distribution extension Conquest of competitors’ market
- 26. Creating shared value • Definition • Differences between CSR and CSV Page 26
- 27. An initial assessment for mining companies
- 28. An initial assessment for mining companies • Socio-economic setting • Legal and regulatory obligations • Organisation reputation and objectives • Footprints and social impact • Geography and societies • Land access • Site visits Page 28
- 29. The arts and CSR
- 30. The arts and CSR • Drivers of CSR in the arts • Reasons businesses partner with the arts • Tips when seeking CSR for an arts organisation Page 30
- 31. CSR as a poverty reduction strategy
- 32. CSR as a poverty reduction strategy • Workplace • Communities • Marketplace • Society Page 32
- 33. Mitigating employees’ adverse behaviour around CSR
- 34. Mitigating employees’ adverse behaviour around CSR 1 of 2 Levers to pull • Alignment of incentives between employees and the firms • The attractiveness of outside jobs • Information assymetry Page 34
- 35. Mitigating employees’ adverse behaviour around CSR 2 of 2 Mechanisms underlying the relationship • Labour intensity • Product market competition • Stakeholder dissatisfaction • Internal versus external stakeholders Page 35
- 36. Challenges facing CSR in Egypt
- 37. Challenges facing CSR in Egypt • CSR as a PR and marketing tool • Lack of a CSR partnership tool • Lack of a CSR vision • CSR focuses on humanitarian CSR projects Page 37
- 38. Reactions of organisations to sustainability
- 39. Reactions of organisations to sustainability 1 of 2 Page 39 Dreamers Winners Losers Defenders
- 40. Reactions of organisations to sustainability 2 of 2 • Areas of challenge • Elevate leadership • Systematise methods and models • Align strategy and deployment • Integrate management • Systematise reporting and communication Page 40
- 42. Sustainability and brand strategies • Vision • Endorsement • Strategy • Accountability • Measurement Page 42
- 44. Corporate responsibility (CR) • Areas of CR • Embedding CR in practice • The role of HR • Areas to consider when introducing a CR strategy Page 44
- 45. Factors shaping CSR’s future
- 46. Factors shaping CSR’s future • Firm size • Politico-governmental system • Economic development stage • Geopolitical events and transitions • Diverse societal value systems • Environmental and natural forces Page 46
- 47. Exercise
- 48. Exercise Page 48
- 49. To sum up…
- 50. To sum up… • Conclusion • Summary • Videos • Useful links Page 50