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From Ideas to Action Planning for Sustainable CSR An Approach by Green Kettle Consulting
Agenda <ul><li>Green Kettle Consulting (GKC)- An introduction </li></ul><ul><li>Trends in CSR management </li></ul><ul><li...
Green Kettle Consulting Offering <ul><li>Complete end to end solutions in Sustainable Social Responsibility program manage...
Education Environment Micro finance Art & Culture Civic projects Talent development Adolescent  counseling Govt. Employees...
Founded  by.. <ul><li>Rama Iyer </li></ul><ul><ul><li>Marketing and advertising professional with over 16 years of experie...
Some Ongoing Assignments <ul><li>Develop a behaviour change model to address the issue of infant malnutrition  </li></ul><...
Agenda <ul><li>Green Kettle Consulting (GKC)- An introduction </li></ul><ul><li>Trends in CSR management </li></ul><ul><li...
Traditionally, CSR Programs have been seen by corporates as a one way street <ul><li>CSR for corporates is “nice to have”,...
A vicious cycle of low/ no expectations and poor impact <ul><li>Time and resource constraints </li></ul><ul><li>Dependent ...
Corporates Face Several Challenges on their CSR Journey  <ul><li>What causes should we align with? </li></ul><ul><li>How d...
If I get something out of CSR, is it CSR at all? <ul><li>CSR Vs. Philanthropy </li></ul><ul><ul><li>Source of funds- own v...
Sustainability is the new interest zone in the CSR space * Michael E. Porter and Mark R. Kramer,  The Competitive Advantag...
4 key levels of CSR engagement Source: LBG Canada Arm’s length Philanthropy Using organizational expertise to impact socia...
CSR Sustainability chances are higher with higher engagement levels Source: LBG Canada Intermittent support to wide range ...
Examples: Using Organizational Skills to Create Social Impact Emergency and Disaster Relief FedEx provides contributions a...
Eg. – Socio-Commercial Investments . In attempt to own the “your partner in retirement” proposition, ICICI Prudential Life...
Lifebuoy Swastya Chetna  (LBSC) is a rural health and hygiene initiative  with the objective of spreading awareness about ...
Eg. Integrating into Business <ul><li>Sky’s Disability Strategy:  </li></ul><ul><li>Legisltaion  - the Disability Discrimi...
Eg. Integrating Into Business <ul><li>Elements of GE’s citizenship framework </li></ul><ul><li>Make money   </li></ul><ul>...
Eg. Integrating into Business
Integrated CSR typically has  higher impact value for corporate Impact  Value  for corporate Philanthropic Transactional I...
However, CSR  is still largely ad-hoc and CEO-driven in India <ul><li>Only 11% of the companies had a written policy thoug...
GKC  Approach is based on the principle of sustainability Visioning Brewing Strategy Greenview Greencept Greenprint Factor...
A Well Planned CSR approach has several advantages <ul><li>Culture change </li></ul><ul><ul><li>Greater internal appreciat...
Agenda <ul><li>Green Kettle Consulting (GKC)- An introduction </li></ul><ul><li>Trends in CSR management </li></ul><ul><li...
The CSR Cycle
Step 1:  Conduct a CSR Assessment <ul><li>1.1 What is a CSR assessment?  </li></ul><ul><li>1.2 Why do an assessment?  </li...
A CSR assessment is the logical starting point for any organization <ul><li>A CSR assessment gathers and examines relevant...
4 key areas of CSR focus CSR SELF ASSESSMENT TOOL - HANDOUT
A CSR assessment avoids the trap of launching a CSR approach that is not sustainable.  <ul><li>Identify CSR gaps and oppor...
Assemble a CSR Team that has representation from or reports into the board <ul><li>Ideally, a CSR leadership team would in...
Develop a Working Definition of CSR for the firm <ul><li>1.3.2. Develop a working definition of CSR  </li></ul><ul><li>Egs...
Identifying and Engaging Key stakeholders is a CRITICAL SUCCESS FACTOR <ul><li>A stakeholder is any person or Organization...
Prioritizing Stakeholders Using Power/ Interest Grid Power High  Low Interest Low High Keep  Satisfied Manage Closely Moni...
Step 2: Define the CSR objectives
<ul><li>P&G </li></ul><ul><ul><li>Ensuring a better quality of life for everyone, now  and for generations to come . </li>...
<ul><li>We created the Schwab Foundation for Social Entrepreneurship because we recognized that the most promising and inn...
Step 3: Develop a CSR Strategy  <ul><li>3.1 What is a CSR strategy?  </li></ul><ul><li>3.2 How to develop a CSR strategy  ...
Step 3: Develop a CSR Strategy <ul><li>3.1 What is a CSR strategy?  </li></ul><ul><li>A CSR strategy is a road map for mov...
Step 3: Develop a CSR Strategy  <ul><li>3.2  Craft the CSR strategy  </li></ul><ul><li>Research what others are doing  </l...
Proposed CSR-  Matrix   Workplace MarketPlace Community Efforts Environmental Impact Current Proposed Current Proposed Cur...
The business case for CSR depends on risks and opportunities Being seen as doing good can mitigate risks due to business s...
Step 4: Implement and Review <ul><li>4.1 Choosing collaboration partners </li></ul><ul><li>4.2 Setting project milestones ...
CSR Evaluation Matrix Value for society High Low High Low Value for Business Inclusive businesses <ul><li>Link back to pro...
Agenda <ul><li>Green Kettle Consulting (GKC)- An introduction </li></ul><ul><li>Trends in CSR management </li></ul><ul><li...
From “ Social Responsibility” to “Social Investment” <ul><li>The idea of CSI originates from a fundamental philosophy that...
Many business leaders already look at CSR with an investment mindset <ul><li>&quot;Corporate social responsibility is a ha...
CSI example: Lafarge- Sustaining  a Healthy Workforce <ul><li>The construction materials company Lafarge has nearly 7,000 ...
CSI Example: Philips- Marketplace/ Community- Operation Disha <ul><li>The challenge </li></ul><ul><ul><li>The poorer secti...
A multi-sectoral effort brings the operation to life  <ul><li>Philips India is using public-private partnerships to bring ...
Evolving thoughts on CSR communications <ul><li>Obvious publicity - caution in being seen as self-congratulatory / self-se...
Benefit Cause and Company <ul><li>Well-positioned communication adds value to company’s CSR efforts: </li></ul><ul><ul><li...
In sum.. When CSR works, everyone wins!
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From Ideas to Action - Planning for sustainable CSR

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Greenkettle Consulting presentation, at CII - CSR Best Practices Meet, Chandigarh

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From Ideas to Action - Planning for sustainable CSR

  1. 1. From Ideas to Action Planning for Sustainable CSR An Approach by Green Kettle Consulting
  2. 2. Agenda <ul><li>Green Kettle Consulting (GKC)- An introduction </li></ul><ul><li>Trends in CSR management </li></ul><ul><li>How to get your company involved in CSR- an approach </li></ul><ul><li>Moving from CSR to CSI </li></ul>
  3. 3. Green Kettle Consulting Offering <ul><li>Complete end to end solutions in Sustainable Social Responsibility program management that engage corporates in meaningful strategies and programs, adding value to themselves and society they exist in </li></ul>
  4. 4. Education Environment Micro finance Art & Culture Civic projects Talent development Adolescent counseling Govt. Employees Community Industry forums Share holders Media Nutrition Health & Hygiene GKC partners with corporates across multiple stakeholders and issues Consumer and watch bodies Gender sensitization Affirmative action Alliances/ relationships for execution Project management skills Thought leadership on CSR Passion Green Kettle Conceptual and ideation skills For each area, we will partner with a domain expert at the appropriate stage
  5. 5. Founded by.. <ul><li>Rama Iyer </li></ul><ul><ul><li>Marketing and advertising professional with over 16 years of experience </li></ul></ul><ul><ul><li>Engaged with companies like Ogilvy, Lowe, HUL, ICICI </li></ul></ul><ul><li>Manisha Kapoor </li></ul><ul><ul><li>Marketing professional with 13 years of experience in management and consulting </li></ul></ul><ul><ul><li>Worked with companies like HUL, J&J, consulted across companies like M&M, ICICI, Marico, ING, Dabur etc. </li></ul></ul>
  6. 6. Some Ongoing Assignments <ul><li>Develop a behaviour change model to address the issue of infant malnutrition </li></ul><ul><li>Develop a proposition to attract youth to the social sector </li></ul>
  7. 7. Agenda <ul><li>Green Kettle Consulting (GKC)- An introduction </li></ul><ul><li>Trends in CSR management </li></ul><ul><li>How to get your company involved in CSR- an approach </li></ul><ul><li>Moving from CSR to CSI </li></ul>
  8. 8. Traditionally, CSR Programs have been seen by corporates as a one way street <ul><li>CSR for corporates is “nice to have”, sometimes “must have” dictated by international norms </li></ul><ul><li>Typically driven by personal beliefs of management rather than integrated into company culture </li></ul><ul><li>No measurement of what this program does for the corporate- “Philanthrophy” mindset </li></ul><ul><ul><li>No link, therefore no impact on business results </li></ul></ul><ul><ul><li>Even impact on corporate/ brand image is not measured or tracked </li></ul></ul><ul><li>Sporadic, inconsistent efforts rather than a thought out and planned exercise </li></ul><ul><li>Rarely reviewed, never measured </li></ul>
  9. 9. A vicious cycle of low/ no expectations and poor impact <ul><li>Time and resource constraints </li></ul><ul><li>Dependent on “voluntary” action by employees </li></ul><ul><li>Difference in culture vis-à-vis implementing partners </li></ul><ul><li>Poor accountability for results </li></ul><ul><li>Poor conviction in making a difference </li></ul>
  10. 10. Corporates Face Several Challenges on their CSR Journey <ul><li>What causes should we align with? </li></ul><ul><li>How do I aggregate a bunch of sporadic efforts- what is the common theme running? </li></ul><ul><li>How do I audit/ measure the impact of my CSR efforts so far? </li></ul><ul><li>How do I generate sustained interest in employees to participate in CSR? </li></ul><ul><li>How do I derive value for the organization out of the amounts spent on CSR? </li></ul><ul><li>In a chosen field, am I with the right implementing partners? </li></ul>
  11. 11. If I get something out of CSR, is it CSR at all? <ul><li>CSR Vs. Philanthropy </li></ul><ul><ul><li>Source of funds- own vs. Shareholders’ </li></ul></ul><ul><ul><li>Benefit: Feel good vs. Tangible impact </li></ul></ul><ul><ul><li>Opportunity cost of funds </li></ul></ul><ul><ul><li>Responsibility and accountability </li></ul></ul><ul><li>Yet, many CSR programs run like individual philanthropy </li></ul>
  12. 12. Sustainability is the new interest zone in the CSR space * Michael E. Porter and Mark R. Kramer, The Competitive Advantage of Corporate Philanthropy , Harvard Business Review, December, 2002. Pure philanthropy Pure business Social benefit Convergence of interests for sustainability* Economic benefit Combined social and economic benefit*
  13. 13. 4 key levels of CSR engagement Source: LBG Canada Arm’s length Philanthropy Using organizational expertise to impact social causes Socio-Commercial Investments Business model integration
  14. 14. CSR Sustainability chances are higher with higher engagement levels Source: LBG Canada Intermittent support to wide range of good causes depending on needs of community or charitable organizations Using organizational or employee s to impact social causes kills Activities in partnership with community based organizations that are closely linked to business objectives Core business activities to meet the needs for goods and services Higher chances of sustainable CSR Arm’s length Philanthropy Leveraging organizational expertise Socio-Commercial Investments Business model integration
  15. 15. Examples: Using Organizational Skills to Create Social Impact Emergency and Disaster Relief FedEx provides contributions and logistics/ transportation support for emergency and disaster needs. Relationships with several relief agencies to help ensure that aid reaches quickly and efficiently during times of crisis.
  16. 16. Eg. – Socio-Commercial Investments . In attempt to own the “your partner in retirement” proposition, ICICI Prudential Life Insurance has partnered with Diginity Foundation to launch ActivAge. ActivAge is a program through which ICICI Pru Life customers plan their non-financial post-retirement life too.
  17. 17. Lifebuoy Swastya Chetna (LBSC) is a rural health and hygiene initiative with the objective of spreading awareness about the importance of washing hands with soap. 1/3 of diarrhoeal diseases in children occur in India . According to a study done by the London School of Hygiene and Tropical Medicine, the simple practice of washing hands with soap and water can reduce diarrhoea by as much as 47%. However, ignorance of such basic hygiene practices leads to high mortality rates in rural India. Being India’s leading personal wash health brand, Lifebuoy saw a role for itself in propagating the message of hygiene and health in villages. Lifebuoy Swasthya Chetna initiative was launched keeping this rationale in mind. The programme has touched 27000 villages and 80 mn people over the last four years. . SHAKTI - Changing Lives in Rural India Shakti is HUL's rural initiative, which targets small villages with population < 2000. Empowers underprivileged rural women by providing income-generating opportunities, health and hygiene education through the Shakti Vani programme, and creating access to relevant information through the iShakti community portal. 25,000 women entrepreneurs in its fold. A typical Shakti entrepreneur earns a sustainable income of about Rs.700 -Rs.1,000 per month, which is double their average household income. Shakti is thus creating opportunities for rural women to live in improved conditions and with dignity, while improving the overall standard of living in their families. Eg. Socio- Commercial Investments
  18. 18. Eg. Integrating into Business <ul><li>Sky’s Disability Strategy: </li></ul><ul><li>Legisltaion - the Disability Discrimination Act, which required companies’ customer services to provide for disabled people. </li></ul><ul><li>Not been very successful as the actions taken were mainly ‘add-on’ activities. </li></ul><ul><li>Then started viewing this as a business opportunity </li></ul>Sky understood the barriers disabled people found to using their products. Eg. One barrier was that deaf people could not contact Sky because the only way was by telephone. A special service team at a call centre was set up to respond to disabled customers’ enquiries through direct access, including email, fax, text, letter writing and telephone.  With this service operational Sky was ready to launch a special marketing strategy to attract new disabled customers . Sky is building an enviable brand synonymous with an excellent reputation for meeting the needs of disabled people.
  19. 19. Eg. Integrating Into Business <ul><li>Elements of GE’s citizenship framework </li></ul><ul><li>Make money </li></ul><ul><li>Make it ethically </li></ul><ul><li>Make a difference through collaboration with society </li></ul>Solar Clean Water System GE’s innovative Homespring water treamtent systems Based on solar-energy technology, these systems will enable governments, non-governmental organizations (NGOs), and philanthropic organizations to help improve the health and safety conditions of areas with inadequate infrastructure and no direct access to safe water supplies. Launching Socially relevant products Reducing Environment footprint
  20. 20. Eg. Integrating into Business
  21. 21. Integrated CSR typically has higher impact value for corporate Impact Value for corporate Philanthropic Transactional Integrative Brand Fit with values/ vision Market access, influence Employee centred CSR Approach Provides project sustainability because corporate is dependent upon CSR
  22. 22. However, CSR is still largely ad-hoc and CEO-driven in India <ul><li>Only 11% of the companies had a written policy though more than 85% of the companies agreed that they have a responsibility towards society </li></ul><ul><li>Overall approach still seems to be philanthropy-based rather than integrating it with business </li></ul><ul><li>However, there are a few companies which are moving away from charitable giving to strategic CSR approaches </li></ul>*Source: Article 13 study, May 2007
  23. 23. GKC Approach is based on the principle of sustainability Visioning Brewing Strategy Greenview Greencept Greenprint Factors Output Principles Economic Value to corporate, Social Value to community Sustainability <ul><li>Business Vision </li></ul><ul><li>Business Objectives </li></ul><ul><li>Business area of operation </li></ul><ul><li>Key organizational competencies </li></ul><ul><li>Brand/ Corporate equity </li></ul><ul><li>Key societal priorities </li></ul><ul><li>Environment scan of threats and opportunities </li></ul><ul><li>Stakeholder mapping- Core, non core </li></ul><ul><li>Cause alignment </li></ul><ul><li>Cause understanding </li></ul><ul><li>Delivery channel understanding </li></ul><ul><li>Partner/ Collaborator understanding </li></ul><ul><li>Primary stakeholder understanding </li></ul><ul><li>Best fit </li></ul><ul><li>Delivery through </li></ul><ul><li>Product </li></ul><ul><li>Community efforts </li></ul><ul><li>Supply chain </li></ul><ul><li>Employees </li></ul>
  24. 24. A Well Planned CSR approach has several advantages <ul><li>Culture change </li></ul><ul><ul><li>Greater internal appreciation of the strategic opportunity of CSR </li></ul></ul><ul><li>Improved planning and program management: </li></ul><ul><ul><li>Assessing performance against cost, i.e. ‘value for money’ </li></ul></ul><ul><li>More compelling communication </li></ul><ul><ul><li>Internally (to employees, management, the Board) </li></ul></ul><ul><ul><li>Externally (credibility of reported data, increased transparency and evidence of impact) </li></ul></ul>
  25. 25. Agenda <ul><li>Green Kettle Consulting (GKC)- An introduction </li></ul><ul><li>Trends in CSR management </li></ul><ul><li>How to get your company involved in CSR- an approach </li></ul><ul><li>Moving from CSR to CSI </li></ul>
  26. 26. The CSR Cycle
  27. 27. Step 1: Conduct a CSR Assessment <ul><li>1.1 What is a CSR assessment? </li></ul><ul><li>1.2 Why do an assessment? </li></ul><ul><li>1.3 How to do an assessment </li></ul><ul><ul><li>1.3.1 Assemble a CSR leadership team </li></ul></ul><ul><ul><li>1.3.2 Develop a working definition of CSR </li></ul></ul><ul><ul><li>1.3.3 Identify and Engage key stakeholders </li></ul></ul>
  28. 28. A CSR assessment is the logical starting point for any organization <ul><li>A CSR assessment gathers and examines relevant information about the firm's products, services, decision-making processes and activities to determine accurately where the firm is now with respect to CSR activity, and to locate its &quot;pressure points&quot; for CSR action. </li></ul><ul><li>A proper CSR assessment should provide an understanding of the following: </li></ul><ul><ul><li>The firm's values and ethics </li></ul></ul><ul><ul><li>The drivers motivating the firm to undertake a more systematic approach to CSR </li></ul></ul><ul><ul><li>The key CSR issues that could affect the firm </li></ul></ul><ul><ul><li>Key stakeholders </li></ul></ul><ul><ul><li>The human resource and budgetary implications of such an approach </li></ul></ul><ul><ul><li>Existing CSR-related initiatives. </li></ul></ul><ul><li>The assessment should include </li></ul><ul><ul><li>Identifying main risks and opportunities </li></ul></ul><ul><ul><li>Thorough gap analysis: where is the organization strong and where is it weak relative to internal goals, peers and best practices? </li></ul></ul>
  29. 29. 4 key areas of CSR focus CSR SELF ASSESSMENT TOOL - HANDOUT
  30. 30. A CSR assessment avoids the trap of launching a CSR approach that is not sustainable. <ul><li>Identify CSR gaps and opportunities and thereby improve business decision making </li></ul><ul><li>Many firms are already engaging in CSR activities without necessarily identifying them as such, and frequently a firm can introduce a CSR approach to support or complement this work without much incremental investment. </li></ul><ul><ul><li>Eg. a firm may have in place quality, environmental, occupational health and safety and other management systems, employee educational advancement programs or community outreach initiatives. </li></ul></ul><ul><ul><li>These are likely to become important building blocks of a systematic CSR approach. </li></ul></ul>
  31. 31. Assemble a CSR Team that has representation from or reports into the board <ul><li>Ideally, a CSR leadership team would include representatives from the board of directors and top management or owners, as well as volunteers from various units within the firm that are affected by or involved in CSR issues. </li></ul><ul><li>As the team progresses and gets a better understanding of the implications of CSR, it is possible that the membership of the team will change. </li></ul>
  32. 32. Develop a Working Definition of CSR for the firm <ul><li>1.3.2. Develop a working definition of CSR </li></ul><ul><li>Egs. </li></ul><ul><li>Identify key values that motivate the firm and its supply chain, such as inclusivity, stewardship and integrity. </li></ul><ul><li>Engage people at all levels of the from the very beginning to ensure the CSR approach will resonate and be accepted throughout the organization. </li></ul>CSR is the responsibility the firm has to its stakeholders. It means that the firm's products and services create value for customers and contribute to the well-being of society, using ethical business practices minimizing the environmental impact of its facilities and products. It means providing jobs, paying taxes and making a profit, as well as supporting the community. It means treating employees with respect and being a good neighbour to the people next door as well as those half a world away. <ul><ul><li>CSR is the firm';s practices and policies that contribute to the well-being of the environment, economy and society. They address the needs of customers, suppliers, shareholders and employees, as well as those of government, the general public and the communities where the firm operates, without compromising the ability of future generations to meet their own needs. </li></ul></ul>
  33. 33. Identifying and Engaging Key stakeholders is a CRITICAL SUCCESS FACTOR <ul><li>A stakeholder is any person or Organization who can be positively or negatively impacted by, or cause an impact on the actions of a company. </li></ul><ul><li>Typically stakeholders are </li></ul><ul><ul><li>Shareholders </li></ul></ul><ul><ul><li>Consumers </li></ul></ul><ul><ul><li>Local Community </li></ul></ul><ul><ul><li>Suppliers </li></ul></ul><ul><ul><li>Employees </li></ul></ul><ul><ul><li>Government and other regulators </li></ul></ul><ul><ul><li>Management </li></ul></ul><ul><ul><li>Environment bodies </li></ul></ul><ul><ul><li>Other watch bodies </li></ul></ul>
  34. 34. Prioritizing Stakeholders Using Power/ Interest Grid Power High Low Interest Low High Keep Satisfied Manage Closely Monitor (Min effort) Keep Informed
  35. 35. Step 2: Define the CSR objectives
  36. 36. <ul><li>P&G </li></ul><ul><ul><li>Ensuring a better quality of life for everyone, now and for generations to come . </li></ul></ul><ul><ul><li>Designing Sustainability deeply into our products, packaging and operations. </li></ul></ul><ul><ul><li>Providing products and services that don’t require consumers to make choices between Sustainability and their needs for performance and value </li></ul></ul><ul><ul><li>Eg. Helping to save energy and reduce greenhouse emissions through products such as Tide Cold Water and Ariel CoolClean that reduce energy use through cold-water washing </li></ul></ul>
  37. 37. <ul><li>We created the Schwab Foundation for Social Entrepreneurship because we recognized that the most promising and innovative solutions to our world’s problems were often spearheaded by rather unknown individuals working tirelessly in the shadows of the market and the public sector. </li></ul>
  38. 38. Step 3: Develop a CSR Strategy <ul><li>3.1 What is a CSR strategy? </li></ul><ul><li>3.2 How to develop a CSR strategy </li></ul><ul><ul><li>3.2.1 Research what others are doing </li></ul></ul><ul><ul><li>3.2.2 Prepare a matrix of proposed CSR actions </li></ul></ul><ul><ul><li>3.3.2 Choose priorities for implementation </li></ul></ul>
  39. 39. Step 3: Develop a CSR Strategy <ul><li>3.1 What is a CSR strategy? </li></ul><ul><li>A CSR strategy is a road map for moving ahead based on the CSR assessment and CSR objectives </li></ul><ul><li>It includes: </li></ul><ul><ul><li>Overall direction for where the firm wishes to go in its CSR work </li></ul></ul><ul><ul><li>A basic approach for proceeding </li></ul></ul><ul><ul><li>Specific priority areas </li></ul></ul><ul><ul><li>Immediate next steps. </li></ul></ul>
  40. 40. Step 3: Develop a CSR Strategy <ul><li>3.2 Craft the CSR strategy </li></ul><ul><li>Research what others are doing </li></ul><ul><li>Prepare a matrix of proposed CSR actions </li></ul><ul><li>Develop options for proceeding and the business case for them </li></ul>
  41. 41. Proposed CSR- Matrix   Workplace MarketPlace Community Efforts Environmental Impact Current Proposed Current Proposed Current Proposed Current Proposed Initiatives Products /services Impacts Responsibility centre
  42. 42. The business case for CSR depends on risks and opportunities Being seen as doing good can mitigate risks due to business scandals and environmental incidents Extremely sharp media scrutiny Risks Opportunities Reputation Risk License to Operate Talent Attraction Brand Differentiation Substantial voluntary steps on key issues minimizes intervention from regulators and media Aid recruitment and retention Create preference New products
  43. 43. Step 4: Implement and Review <ul><li>4.1 Choosing collaboration partners </li></ul><ul><li>4.2 Setting project milestones </li></ul><ul><li>4.3 Finalizing measures </li></ul><ul><li>4.4.Monitoring impact </li></ul><ul><li>4.5 Pilots and scale ups </li></ul>
  44. 44. CSR Evaluation Matrix Value for society High Low High Low Value for Business Inclusive businesses <ul><li>Link back to products and services </li></ul><ul><li>Consider communication efforts </li></ul><ul><li>Re-engineer CSR strategy/ program </li></ul><ul><li>Improvement cycles </li></ul><ul><li>Build on success </li></ul><ul><li>Scale up </li></ul><ul><li>Consider new alliance partners </li></ul><ul><li>Re-engage stakeholders </li></ul>
  45. 45. Agenda <ul><li>Green Kettle Consulting (GKC)- An introduction </li></ul><ul><li>Trends in CSR management </li></ul><ul><li>How to get your company involved in CSR- an approach </li></ul><ul><li>Moving from CSR to CSI </li></ul>
  46. 46. From “ Social Responsibility” to “Social Investment” <ul><li>The idea of CSI originates from a fundamental philosophy that businesses are driven to construct a sustainable economy that delivers value to their stakeholders and simultaneously value to the society. </li></ul><ul><li>CSI means that your program is not a one way effort </li></ul><ul><li>Not necessarily a terminology shift, but definitely a mind set change </li></ul>
  47. 47. Many business leaders already look at CSR with an investment mindset <ul><li>&quot;Corporate social responsibility is a hard-edged business decision. Not because it is a nice thing to do or because people are forcing us to do it... because it is good for our business&quot; - Niall Fitzerald, Former CEO, Unilever </li></ul>“ If corporations were to analyze their prospects for social responsibility using the same frameworks that guide their core business choices, they would discover that CSR can be much more than a cost, a constraint, or a charitable deed—it can be a source of opportunity, innovation, and competitive advantage.” - Michael E. Porter and Mark R. Kramer, Harvard Business Review We have the ability. If we, as businesses, applied the same level of innovation, passion and determination to corporate social responsibility as we do to product development, sales and marketing, the results would be phenomenal. And why shouldn’t we? In the business world, “good enough” rarely is; we’re always working to make it better. There’s no reason why the standards should be any less for our CSR efforts CEO of Timberland, Jeff Schwartz
  48. 48. CSI example: Lafarge- Sustaining a Healthy Workforce <ul><li>The construction materials company Lafarge has nearly 7,000 employees in 9 countries in sub-Saharan Africa, an area particularly affected by HIV/AIDS </li></ul><ul><li>The basic principles of the group’s HIV/AIDS policy are: </li></ul><ul><ul><li>To act in accordance with national legislation; </li></ul></ul><ul><ul><li>To forbid pre-employment screening; </li></ul></ul><ul><ul><li>To forbid discrimination (and adapting working conditions for all ill employees); </li></ul></ul><ul><ul><li>To grant total confidentiality </li></ul></ul><ul><li>90% of Lafarge’s sub-Saharan area employees benefit on a daily basis from prevention and information activities including the distribution of free condoms. </li></ul><ul><li>40% of employees have voluntarily participated in testing campaigns which are anonymous and accompanied by advice. This is a fairly highnumber, comparable with the leading private sector initiatives. </li></ul><ul><li>Operations in six countries offer access to antiretroviral therapies for workers and their families. </li></ul><ul><li>Access to therapies, which is completely confidential, is paid for by Lafarge. </li></ul>
  49. 49. CSI Example: Philips- Marketplace/ Community- Operation Disha <ul><li>The challenge </li></ul><ul><ul><li>The poorer sections of rural Indian households spend close to 12% of their income on healthcare. Nearly 60% of this population takes loans at interest rates of 60-120% per year to pay for either prolonged treatment or for hospitalization </li></ul></ul><ul><ul><li>In India, Royal Philips Electronics aims to provide quality healthcare at an affordable price through has custom-built a tele-clinical van complete with diagnostic equipment and dedicated doctors and para-medical staff </li></ul></ul><ul><ul><li>The initiative is not a philanthropic action, but rather a challenging business value creation process aiming to combine the best of Philips’s capabilities, technologies and expertise with knowledge and experience of various for-profit and non-profit, governmental and non-governmental organizations (NGOs) active in the field of healthcare. </li></ul></ul>
  50. 50. A multi-sectoral effort brings the operation to life <ul><li>Philips India is using public-private partnerships to bring the DISHA vision to life, in its first pilot being undertaken in Theni district in Tamil Nadu </li></ul><ul><li>Apollo Hospitals provides doctors for the van and specialists for free consultations; </li></ul><ul><li>The Indian Space Research Organization (ISRO) provides satellite connectivity from the teleclinical van to the remote Apollo Hospital </li></ul><ul><li>Active in social mobilization, micro-finance and micro-insurance, the NGO Development of Humane Action (DHAN) brings its knowledge of the target local communities to the project (to estimate demand of various diagnostic services) and plays a key role in building trust, credibility and community participation for the project </li></ul><ul><li>Philips provides the appropriate diagnostic equipment to customize the tele-clinical van (x-rays, ultrasound, ECG devices, blood and urine analyzer, etc.) </li></ul><ul><li>Total care (including diagnostic, medicines, tele-consultation, etc.) will cost an average of US$ 6-7 per user, substantially lower than what is incurred by them in the current private health system. </li></ul>
  51. 51. Evolving thoughts on CSR communications <ul><li>Obvious publicity - caution in being seen as self-congratulatory / self-serving </li></ul><ul><li>Marketplace demanding greater transparency </li></ul><ul><li>Business and government requiring detailed, accurate reporting </li></ul><ul><li>Audiences making educated decisions </li></ul><ul><li>CSR differentiating factor </li></ul>From... To
  52. 52. Benefit Cause and Company <ul><li>Well-positioned communication adds value to company’s CSR efforts: </li></ul><ul><ul><li>Support NGO partners and projects – helpful to the cause </li></ul></ul><ul><ul><li>Drive cause awareness through consumer touchpoints </li></ul></ul><ul><ul><li>Share best practice and innovative models </li></ul></ul><ul><li>Thus, the impact and benefit to the cause is far greater than through direct corporate investment alone </li></ul><ul><li>Bottom-line benefits: </li></ul><ul><ul><li>Enhanced reputation </li></ul></ul><ul><ul><li>Innovation </li></ul></ul><ul><ul><li>Increased sales </li></ul></ul>
  53. 53. In sum.. When CSR works, everyone wins!
  54. 54. Thank You [email_address]

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