Half day open training event held in Windsor, Canada.

1. Corporate social responsibility (CSR)
and corporate responsibility (CR)
by Toronto Training and HR
February 2012

2. 3-4 Introduction to Toronto Training and
HR
Contents 5-6
7-8
Definitions
Grouping initiatives around CR
9-10 Benefits of CR
11-13 Introducing a CR strategy
14-17 Role of HR in CR
18-27 Case studies A-E
28-29 The CSR roadmap
30-31 Implementing corporate social
responsibility
32-33 Integrating CSR into global business
practices
34-35 How to ensure you’re taking the most
effective approach
36-40 Trends to be aware of
41-48 Case studies F-I
49-50 Conclusion and questions
Page 2

3. Introduction
Page 3

4. Introduction to Toronto Training
and HR
• Toronto Training and HR is a specialist training and human
resources consultancy headed by Timothy Holden
• 10 years in banking
• 10 years in training and human resources
• Freelance practitioner since 2006
• The core services provided by Toronto Training and HR are:
- Training event design
- Training event delivery
- Reducing costs
- Saving time
- Improving employee engagement & morale
- Services for job seekers
Page 4

5. Definitions
Page 5

6. Definitions
Corporate social responsibility (CSR)
Corporate responsibility (CR)
Page 6

7. Grouping initiatives
around CR
Page 7

8. Grouping initiatives around CR
Environment
Marketplace
Workplace
Community
Page 8

9. Benefits of CR
Page 9

10. Benefits of CR
Creation of a distinct position in the marketplace
Protection of the employer brand
Building credibility and trust with both current and
potential customers and employees
Enhancing employee engagement, motivation and
retention
Page 10

11. Introducing a CR strategy
Page 11

12. Introducing a CR strategy 1 of 2
Clarify the core values and principles of CR that
are relevant for the individual organization
Identify key internal and external stakeholders and
the CR issues that affect the relationships with
them
Get the top team on board, and know how to sell
the benefits of CR to different stakeholders
Understand how the CR strategy is aligned to
business strategy and HR practices
Page 12

13. Introducing a CR strategy 2 of 2
Get endorsement for the CR strategy from inside
and outside the organization
Communicate, consistently, on how CR is relevant
to the individual organization and business
strategy
Training is vital, as CR will only have an impact if
employees are engaged with the particular issues
covered
Effectively measure and evaluate CR
Page 13

14. Role of HR in CR
Page 14

15. Role of HR in CR 1 of 3
Helping ensure that, as a minimum, statutory
obligations are met in respect of issues such as
remuneration practice or health and safety and
that the organisation aims to go beyond the
regulatory floor where possible
Taking responsibility for the key systems and
processes underpinning effective delivery, including
aligning CR with the overall business strategy and
operations
Page 15

16. Role of HR in CR 2 of 3
Training and educating employees on their social
and environmental responsibilities and embedding
these values into organisational and individual
objectives
Integrating these values into the culture of an
organisation – as the unwritten rules of how things
are done are powerful in demonstrating an
organisation’s commitment to the CR agenda
Page 16

17. Role of HR in CR 3 of 3
Delivery, not rhetoric, is the key to all stakeholders
developing trust in an organization
Influencing attitudes and behaviour change with
line managers and the top team
Using the positive aspects of CR in respect of the
employer brand in recruiting, motivating and
retaining highly skilled people
Page 17

18. Case study A
Page 18

19. Case study A
Page 19

20. Case study B
Page 20

21. Case study B
Page 21

22. Case study C
Page 22

23. Case study C
Page 23

24. Case study D
Page 24

25. Case study D
Page 25

26. Case study E
Page 26

27. Case study E
Page 27

28. The CSR roadmap
Page 28

29. The CSR roadmap
PHASE 1, support readiness for CSR
PHASE 2, engagement
PHASE 3, adapting business processes
PHASE 4, training and communications
Page 29

30. Implementing corporate
social responsibility
Page 30

31. Implementing corporate social
responsibility
Ask probing questions about how CSR can be
linked to employees’ day-to-day experience
Avoid making CSR sound like the latest
management fad
Help CSR champions link employee activities back
to business objectives
Page 31

32. Integrating CSR into
global business practices
Page 32

33. Integrating CSR into global
business practices
Assess your company’s CSR readiness
Seek input from stakeholders
Develop your CSR strategy
Page 33

34. How to ensure you’re
taking the most effective
approach
Page 34

35. How to ensure you’re taking the
most effective approach
Understand the environment
Know what your stakeholders want
Your reputation travels
Deliver on expectations
Page 35

36. Trends to be aware of
Page 36

37. Trends to be aware of 1 of 4
Studies from half a dozen large consultancy firms
in the last year indicate a continued growing
importance of Corporate Social Responsibility
Full life cycle analysis to assess the environmental
impact of products is becoming widespread
The “social” aspect of CSR is often neglected at
the expense of the “environmental” agenda-yet,
studies are showing that social initiatives
contribute more to a positive brand image than
greening enterprises
Page 37

38. Trends to be aware of 2 of 4
China will be the place to experiment better ways
to be sustainable over the next few years: they are
building several new “sustainable cities” from
scratch
Corporations will continue to judge CSR
investments based on “good business practices”-
meaning: it has to generate a positive financial
return
Page 38

39. Trends to be aware of 3 of 4
CSR reporting is being typically done within the
annual report (instead of a separate report) to
show full integration with corporate strategy.
Building trust is a chief driver of CSR
CR reporting is becoming more sophisticated:
balance must be achieved between
comprehensiveness and readability
Page 40

40. Trends to be aware of 4 of 4
Leading companies are taking the responsibility for
helping consumers reduce utilization of resources
(water, pollutants, energy…)
Companies are increasingly engaging with
stakeholders for all aspects of their operations
Technology will play an important role in CSR and
CR
Page 41

41. Case study F
Page 41

42. Case study F
Page 42

43. Case study G
Page 43

44. Case study G
Page 44

45. Case study H
Page 45

46. Case study H
Page 46

47. Case study I
Page 47

48. Case study I
Page 48

49. Conclusion and questions
Page 49

50. Conclusion and questions
Summary
Videos
Questions
Page 50