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All you need to know about… CORPORATE
SOCIAL RESPONSIBILITY (CSR)
London HR and Training
2016
Introduction
Page 2
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
Contents5-6 Definitions7-8 Stages of CSR9-10 Types of CSR initiative11-12 Dimensions of CSR13-14 Theatres of CSR15-16 Forms of CSR behaviour17-18 Supporting causes is good for business19-20 Developing a unified practice platform21-22 CSR and the impact of certain variables23-24 Nine kinds of opportunities25-26 Creating shared value27-28 An initial assessment for mining companies29-30 The arts and CSR 31-32 CSR as a poverty reduction strategy33-35 Mitigating employees’ adverse behaviour around CSR36-37 Challenges facing CSR in Egypt38-40 Reactions of organisations to sustainability41-42 Sustainability and brand strategies43-44 Corporate responsibility45-46 Factors shaping CSR’s future47-48 Exercise49-50 To sum up…
Definitions
Page 5
Definitions• Corporate social responsibility• Corporate responsibility
Page 6
Stages of CSR
Stages of CSR• 1950s-1960s• 1960s-1970s• 1980s-1990s• 1990s-2000s
Page 8
Types of CSR initiative
Types of CSR initiative• Environment-related CSR• Workplace-related CSR• Community-related CSR• Marketplace-related CSR
Page 10
Dimensions of CSR
Dimensions of CSR• Green• HR• Customer and supplier
Page 12
Theatres of CSR
Theatres of CSR• Focusing on philanthropy• Improving operational
effectiveness• Transforming the business model
Page 14
Forms of CSR behaviour
Forms of CSR behaviour• Philanthropic contributions• Employee benefits• Environment management• Political activity• Product or service related
characteristics, innovations or processes
Page 16
Supporting causes is good for business
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
Developing a unified practice platform
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
CSR and the impact of certain variables
CSR and the impact of certain variables
• Size• Holding• Market uncertainty• Market conditions• Export• R&D• Advertising intensity• Business sectorPage 22
Nine kinds of opportunities
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
Creating shared value
Creating shared value• Definition• Differences between CSR and
CSV
Page 26
An initial assessment for mining companies
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
The arts and CSR
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
CSR as a poverty reduction strategy
CSR as a poverty reduction strategy
• Workplace• Communities• Marketplace• Society
Page 32
Mitigating employees’ adverse behaviour
around CSR
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
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
Challenges facing CSR in Egypt
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
Reactions of organisations to
sustainability
Reactions of organisations to sustainability 1 of 2
Page 39
Dreamers Winners
Losers Defenders
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
communicationPage 40
Sustainability and brand strategies
Sustainability and brand strategies
• Vision• Endorsement• Strategy• Accountability• Measurement
Page 42
Corporate responsibility (CR)
Corporate responsibility (CR)
• Areas of CR• Embedding CR in practice• The role of HR• Areas to consider when
introducing a CR strategy
Page 44
Factors shaping CSR’s future
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
Exercise
Exercise
Page 48
To sum up…
To sum up…• Conclusion• Summary• Videos• Useful links
Page 50
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