Weitere ähnliche Inhalte Ähnlich wie CSR Trends in Europe (20) Kürzlich hochgeladen (20) 1. European CSR-Trends
- Dr. Susanne Lang, CCCD -
2010 Motorola Foundation
European Grantee Network Conference
Krakow, November 19th, 2010
19.11.2010 © CCCD – Centrum für Corporate Citizenship Deutschland
2. Table of contents
1. What are we talking about?
– some definitions
2. What will I be talking about?
– specifying the focus
3. Why should we – as societies – care about
CSR?
4. Why should you – as non-profit executives -
care?
5. Why should companies care?
6. Some Trends
19.11.2010 © CCCD – Centrum für Corporate Citizenship Deutschland
3. What are we talking about?
The „European“ definition of CSR:
• “A concept whereby companies integrate social and
environmental concerns in their business operations
and in their interaction with their stakeholders on a
voluntary basis." (European Commission)
19.11.2010 © CCCD – Centrum für Corporate Citizenship Deutschland
4. source: 2008 Motorola Corporate Responsibility Summary
What are we talking about?
Supply chain mgt.
Report, table of content.
Product Safety
21.07.2011 4 © CCCD – Centrum für Corporate Citizenship Deutschland
5. Table of contents
1. What are we talking about?
– some definitions
2. What will I be talking about?
– specifying the focus
3. Why should we – as societies and citizens –
care about CSR?
4. Why should you – as non-profit executives -
care?
5. Why should companies care?
6. Some Trends
19.11.2010 © CCCD – Centrum für Corporate Citizenship Deutschland
6. source: 2008 Motorola Corporate Responsibility Summary
What will I be talking about?
Supply chain mgt.
Report, table of content.
Product Safety
21.07.2011 6 © CCCD – Centrum für Corporate Citizenship Deutschland
7. Economic benefit Focus Community Involvement: the sweet spot
pure Win-win:
business combines societal
and business
benefit
pure
philanthropy
societal benefit
source: Michael Porter/Mark Kramer: The competitive advantage of
corporate philanthropy, according to the visual adaptation by
21.07.2011 7 © CCCD – Centrum für Corporate Citizenship Deutschland
8. 1. What are we talking about?
– some definitions
2. What will I be talking about?
– specifying the focus
3. Why should we – as societies and
citizens – care about CSR?
4. Why should you – as non-profit executives -
care?
5. Why should companies care?
6. Some Trends
19.11.2010 © CCCD – Centrum für Corporate Citizenship Deutschland
9. Why should societies care? –
The changing social contract
back in the 70ies and 80ies
Set and execute laws
provide social security
Obey laws redistribute wealth
pay taxes
offer fair
employment Society Government
Social Welfare
Common Good
Business
Civil
Society/
Non-Profits
Fill in cracks of social
system
expand political agenda
21.07.2011 9 © CCCD – Centrum für Corporate Citizenship Deutschland
10. Why should societies care?
The changing social contract
today
Make and execute
Government laws
Pay taxes , obey redistribute wealth
laws
Employ people
help solve social
Society
challenges
act responsibly Social Welfare
Common Good
Business NGO’s
Civil Society
Deliver social services
and fill in cracks of
system
set political agenda
(watchdogs)
21.07.2011 10 © CCCD – Centrum für Corporate Citizenship Deutschland
11. 1. What are we talking about?
– some definitions
2. What will I be talking about?
– specifying the focus
3. Why should we – as societies – care about
CSR?
4. Why should you – as non-profit
executives - care?
5. Why should companies care?
6. Some Trends
19.11.2010 © CCCD – Centrum für Corporate Citizenship Deutschland
12. Why should you care about CSR?
Typically, civil society organisations and
corporations strongly appreciate each other:
Source:
The Partnering Initiative
21.07.2011 12 © CCCD – Centrum für Corporate Citizenship Deutschland
13. Why should you care about CSR?
Drivers towards closer and more interactive
relations between civil society and corporations:
21.07.2011 13 © CCCD – Centrum für Corporate Citizenship Deutschland
14. Why should you care about CSR?
Why Non-Profits work with companies:
1. solve community problems 40,4 %
2. Funding 26,9 %
3. Corresponding to own strategy and/
or own CSR-strategy 17,3 %
4. Requiring expertise 3,9 %
5. Reputation 3,9 %
Source: Not alone – A research on successful partnerships between private
companies and citizens‘ organizations in Europe. Fondaca Active
Citizenship Foundation, 2006.
19.11.2010 © CCCD – Centrum für Corporate Citizenship Deutschland
15. Why should you care?
• Access to funds, technical expertise and business skills
• Opportunities to influence private sector
thinking/behaviour
• Increased credibility among government and business
sectors
• Greater public awareness of the NGO and its cause
• Better understanding of business; how it operates and
how NGOs can influence or change certain behaviours
Source: The Partnering Initiative
21.07.2011 15 © CCCD – Centrum für Corporate Citizenship Deutschland
16. 1. What are we talking about?
– some definitions
2. What will I be talking about?
– specifying the focus
3. Why should we – as societies – care about
CSR?
4. Why should you – as non-profit executives -
care?
5. Why should companies care about CSR?
6. Some Trends
19.11.2010 © CCCD – Centrum für Corporate Citizenship Deutschland
17. Why should companies care?
The business cases in corporate
community involvement
• market differentiation and reputational
gains
• Marketing
• Product innovation and market
development
• Recruiting, HR effects
•…
21.07.2011 17 © CCCD – Centrum für Corporate Citizenship Deutschland
18. 1. What are we talking about?
– some definitions
2. What will I be talking about?
– specifying the focus
3. Why should we – as societies – care about
CSR?
4. Why should you – as non-profit executives -
care?
5. Why should companies care about CSR?
6. Some Trends
19.11.2010 © CCCD – Centrum für Corporate Citizenship Deutschland
19. Some Trends
• CSR has become a political issue:
European governments have developed
CSR-strategies and are now
implementing them
• Corporations turn from donations to
strategic corporate citizenship, bringing
in their core strenghts and competences
• Donations and grant making tend to
migrate to corporate foundations
21.07.2011 19 © CCCD – Centrum für Corporate Citizenship Deutschland
20. Some more Trends
• We have entered the „era of the
partnership“ (Simon Zadek): cross-
sector collaboration instead of
philanthropy
• More and more companies run
corporate volunteering programs
21.07.2011 20 © CCCD – Centrum für Corporate Citizenship Deutschland
21. Types of Corporate Volunteering
Open Employee Involvement
• Random events
• Often driven by community initiated requests
• No deliberate strategy or focus, selected corporate support
Employee-driven Involvement
• Employee initiated
• Personal causes, driven by personal energy/interest
• No stated strategy or focus, selected corporate support
Corporate Volunteering Programs
• Company managed
• Proactive, strategic, linked to business goals
• Corporate resource commitment, plan, guidelines/policies
Combination of Types
21.07.2011 21 © CCCD – Centrum für Corporate Citizenship Deutschland
Hinweis der Redaktion Sweet spot als Abgrenzung gegen Gutmenschentum: gegen pure Philanthropy.Aber auch gegen den puren Business Benefit – dann wären wir bei PR, Herausforderung Glaubwürdigkeit. Note, therearepracticallynodirectrelationsbetween business andcivilsociety. Die Welt war noch in Ordnung, allerdings Aufbrüche zu sehen: Club of Romeandthe Limits to Growth 1972 , Ökologiebewegung, founding of greenpeace in 1971, New socialmovements – peacemovement, women‘slib, environmentalistsWhile in theeconomyyoucouldobserve a radical turn tomarkets, anti-regulatory. Differentpicture: in theemergentsocialcontract, wehave business andcivilsocietyasimportantplayers, andtheareas/constituencies/competencies of business, stateandcivilsocietyarefarmoreoverlappingthantheyusedtobe. New role of civilsociety (in numbers – Beschäftigtenzahl, Umsatz, Freiwillige) and in terms of politicalcultureanddemocracy (servicementalityturninginto an aspiration of self-determination, self-assuredagendasetting, will toparticipation,)The overlappingareasarethosewheretoexpectbothtensionandcreativity/innovation/energy. Andwe‘ll find thatmost of theissuesyoupickedasthemostimportantonesaresomewhere in thoseinterfaceareas, involvingat least two out of thethreeandoftenenough all threesectors, theirrespectivecompetenciesand – remember Drucker – theirstrengths.
