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Rural area
strategies
not
new way economic success
Positive impact for beneficiaries
Positive returns for the business
Source: Porter and Kramer (2011). Harvard Business Review
SOCIETY CORPORATIONS
Shared Value
few jobs new school swimming pool
Source: Vanclay et al. (2015). Guidance for assessing and managing the social impacts of projects. IAIA.
regulatory approval
mitigation
local benefits
opportunities
risks
active partners
Improves outcomes and
business value
priorities
local content
capacity building
Separate
Integrated
Corporate Social Responsibility (CSR) Creating Shared Value
Corporate values, citizenship and philanthropy: sharing money the company has already made
New products/ services meeting social & environmental needs while simultaneously delivering financial return
Risk management: changing business practices in response to external pressures
Improve capabilities (skills, knowledge, productivity) of suppliers
Contributions in-kind, pro-bono service and volunteerism: sharing products, expertise, talent, time
Create local clusters to strengthen and capture economic and social benefits at the community level
Typically led by External/ Public Affairs, Community Relations, Sustainability or related company units
Typically led by senior executive team and individual champions in close collaboration with other units
on phased development
3rd parties
through all lifecycle stages
engagement and participation
Invest in knowledge and relationships
Develop a solid foundation
Align project concept and vision
Realise the vision
Phased Development
INT
ER
ES
T T
O C
OM
PA
NY
VERY HIGH
• Road safety• Oil spill response• Access to energy
• Impact on biodiversity and protected areas
• UXO (de-mining)
• Opportunities for local contractors and suppliers
HIGH
• Build regulatory capacity• Political stability/ABC
• Technical/professional training and education
• Enterprise development (e.g. SMEs)
MED
• Community development• Energy efficiency• Cultural heritage• Crime
• Disaster prevention and relief
• Youth development• Waste/water management• Access to health care
LOW
• Public infrastructure • (e.g. roads, schools, medical
clinics)
LOW MED HIGH VERY HIGH
INTEREST TO STAKEHOLDER GROUPS
INT
ER
ES
T T
O C
OM
PA
NY
VERY HIGH
• Road safety• Oil spill response• Access to energy
• Impact on biodiversity and protected areas
• UXO (de-mining)
Opportunities for local contractors and suppliers
HIGH
• Build regulatory capacity• Political stability/ABC
Technical/professional training and educationEnterprise development (e.g. SMEs)
MED
• Community development• Energy efficiency• Cultural heritage• Crime
Disaster prevention and reliefYouth developmentWaste/water managementAccess to health care
LOW
Public infrastructure (e.g. roads, schools, medical clinics)
LOW MED HIGH VERY HIGH
INTEREST TO STAKEHOLDER GROUPS
Impact on biodiversity & protected areas
De-mining
Opportunities for local contractors & suppliers
Build regulatory capacity
Political stability/ anti-bribery & Corruption
Technical/ professional training & education
Enterprise development (e.g. SMEs)
Company Interests/Risks Stakeholder PrioritiesOverlap1.Assisting O&G regulatory
governance
Understanding O&G industry regulations and standardsMonitoring and auditing
Direct and indirect (SMEs)
Training/ education in HSSE
Career development
3.Reducing land mine risk
4.Improving environmental understanding and management
company)
stakeholder
shared value proposition
Match
phased
low hanging fruit
was not a priority
Would a shared value approach have achieved better results?
time/ resources
Not a silver bullet
Complements
top levels
Contact: Ross Mitchell, Ph.D., The Hague, NetherlandsPh. +31 (0)566220475; [email protected]
phase activities to match development
