Keynote presentation to the International Congress on Community Relations’ Global Forum in Lima, Peru, Aug. 2014. Discusses how community relations and CSR can create value for industry and community
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Community relations creating value for industry and community
1. Community Relations/CSRCreating value for industry & community
Wayne Dunn
President, CSR Training Institute
Professor of Practice in CSR @ McGill
wayne@csrtraininginstitute.com
Friday, Aug 15, 2015
Lima, Peru
2. What is CSR Training Institute?
HELP BUSINESS TO SERVE SHAREHOLDERS AND SOCIETY
•World Class Faculty, primarily practitioners.
•Executive Programs
•Partnering with leading Universities and Institutions
•Open registration programs
•Integrated training, advisory services and mentoring
•Corporate development
•CSR Events
3. Why Me? Who is Wayne?
• Saskatchewan Farm Boy
• Accidental Academic
• 2 seasons diamond drilling (Gold/Uranium),
• 2 years oil rigs
• 25+ years of practical, global CSR experience
• About 100 projects (programs, policies, strategy, relationships, innovation, etc.) Many
very complex (e.g., industry HIV/AIDS strategy in South Africa and Papua New
Guinea). Some great successes, at least one social license failure.
• Over 40 countries spanning all continents (urban, rural, indigenous, traditional, etc.)
• Extensive Indigenous experience in Peru and globally
• Numerous awards (1st private sector winner of World Bank Development
Innovation Award, Stanford Case Study, etc.)
• Developed McGill | ISID Executive Program on CSR Strategy & Management
• Professor of PRACTICE in CSR (note – still practicing and learning!)
5. CSR: Sometimes a bit confusing?
Graphic borrowed shamelessly from : http://flowingdata.com/2010/04/27/discuss-powerpoint-is-the-enemy/
6. Objective
CSR and Value–to discuss a framework and a couple of tools that MIGHThelp you to be more efficient at understanding and creating value through CSR investments and activities
Gap Analysis –to explore a common gap between industry and community that often destroys value and relationships
Remember
There are no CSR Experts
We are all learning
7. Session Objectives
•To provide tools and insights for assessing and understanding CSR projects and initiatives?
•To help participants be able to think about CSR & Value in a more systematic manner.
•To discuss Industry/Community capacity gaps and bridges
8. CSR/Community Relations
in the OLDEN DAYS
Policies &
Good Intentions
Solving Social
Problems
Suddenly
communities
could influence
how, or if, a
project could
proceed.
Industry had a
new challenge to
figure out
9. CSR in the OLDEN DAYS (cont)
Community Relations Management
Framework
Plan
?Results?
System
10. How to think about CSR (more) Systematically
•Frameworks and systematic approaches to CSR is still an evolving area, despite a lot of progress over the last 15 years
•No one size fits all
•CSR programs and activities can be examined along many dimensions
13. CSR: If Value, then How?
•Shareholder Value
•Stakeholder Value
•Environmental Value
•Community Value
•Distributed Value
•Shared Value
•Retained Value
•Sustainable Value
•Social Value
•Cultural Value
•Organizational Value
•Created Value
•Lost Value
•New Value
•Reputational Value
•Value Continuum
•Value Sustainability
•Value Creation
•Value Proposition
•Value Efficiency
14. CSR: What’s In It For Me?
Does CSR make sense without self- interest?
Key issue is value alignment:
Value propositions that align shareholder interests with those of other stakeholders
15. CSR is a SHARED RESPONSIBILITY
•Value for People
•Value for Communities
•Value for Shareholders
•Value for Governments
•Value of other Stakeholders
Need to balance interests
CSR is about value creation not Charity
16. CSR is a SHARED RESPONSIBILITY
Effective value creation through CSR requires shared responsibility
Depending on project it may include
•Company
•Local Government
•National Government
•Traditional Leaders
•Development Partners
•International Organizations
•NGOs and other stakeholders
17. CSR Value Optimization: Start by Knowing
•Analysis of CSR starts with an inventory of activities and programs and then proceeds to analyze and categorize according to various frameworks
•A simple inventory of CSR activities provides insights for maximizing value –often low-hanging fruit
•Having a common and consistent method to examine and understand activities and projects helps to optimize value
•See Resource Material for example Cameco Community Relations Report
18. CSR: Tools & Frameworks
Value Continuum
Value distribution to value creation
Value Alignment
Value creation
Value Sustainability
Expense or Capital
Not all of these are applicable in
every project/situation and there
are others that could be
developed. What is important is
to have frameworks that help to
understand both individual CSR
initiatives and corporate/project
wide CSR
22. CSR/Community Relationsand Partners
Who/what benefits from success of this initiative?
What sort of partners would fit with this initiative? (if any)
What value would they receive? Create? (for project and for company)
Quinoa production(Dept of Agriculture, Food Security, etc.)
23. CSR/Community Relations Projects as a Catalyst
•CSR projects can act as a catalyst to bring key partners to the table
•Why do this?
•Increases available resources (financial, human, organizational, political)
•Increases sustainability
•Reduces risk
24. Value Proposition
•What Value Gets Created –For Who?
•Who else might benefit?
•Avoid Zero-Sum situations when possible
26. Value Sustainability
CapEx or OpEx?
Does the initial investment continue to provide value beyond the investment timeframe
•Community Sports Event
•Local Supply Chain Development
28. Social Value Creation / ROI
Millennium Development Goals
Framework for Public/Private development collaboration
Poverty
Health
Education
Equality
Environment
Common ground between private sector CSR investments/activities with ODA/Govt priorities
30. We’re all TryingBut, often its not working
Industry Efforts
Community Efforts
Clear roles & responsibilities
Organizational Structure/Vehicle
Cultural Understanding
Adequate Resources
Execution Capacity
Governance
Partnership Strategy
Politics/Business separation
Etc.
32. Metrics, Monitoring & Managing
•Can you manage it if you can’t measure it?
•What metrics would you measure/monitor?
•Why?
•How?
•How can it fit within your existing management systems?
34. Industry Social License
•Oil Sands -Alberta
•Uranium Mining –Saskatchewan
•American chefs signing up to boycott Canadian seafood because of the seal hunt
•Nov 4, 2013 -Newfoundland bans fracking pending more research
35. CSR: Tools & Frameworks
Value Continuum
Value distribution to value creation
Value Alignment
Value creation
Value Sustainability
Expense or Capital
Not all of these are applicable in
every project/situation and there
are others that could be
developed. What is important is
to have frameworks that help to
understand both individual CSR
initiatives and corporate/project
wide CSR
36. QuestionsFor follow-up and more information
CSR Training Institute
Wayne Dunn
Professor of Practice in CSR
wayne@csrtraininginstitute.com
37. Extra Slides for Handout
The following are extra slides that readers may find useful
38. Gathering & Organizing Information on CSR Activities
ABC CSR Program
Description
Short descriptionof the program
Objective
Statedand/or understood objectives
Type of Activity (Where does it fit on the CSR Value Continuum)
•Grants and Donations
•Community Social & Development
•Training and Education
•Local Institutional Development
•Local Infrastructure
•Employment
•Procurement
•Community Health
•Other
39. Responsibility & Management
What dept./position is responsible for the program?
How is it currently managed and how does the management integrate with other corporate management systems?
Does the success/failure of this program affect the manager’s annual evaluation? How?
Consultation and History
What, if any, local involvement was there in the design and development of the program?
Any other notes on history –when it started, how it came about, successes, failures, developments, etc.
40. Budget
Current budget including how it is derived (i.e. 3% of something). Also any recent or expected changes to the budget.
Value Proposition
What groups,individuals, stakeholders benefit from this activity, directly and indirectly? Is there a way to help more to benefit from it?
Partners
Are there any partners that aren’t covered in the value proposition discussion?
How arepartners involved? What are their roles and responsibilities?
Are they capable of meeting them?
41. Community Benefits
What are the benefits to the community?
Can they be quantified? How?
Company Benefits
What are the benefits to the company?
Can they be quantified? How?
Other Beneficiaries
Are there other benefits from the program?
Who benefits? How?
Can they be quantified? How?
42. Success Indicators, Metrics,
Measuring & Monitoring
How is the program measured and monitored?
Does it connect to management and corporate objectives?
Is the program’s success linked to the management evaluation program?
What other, if any, success indicators are there?
How is the program reported? To who? Frequency
43. Other ThinkAbouts
•Value Sustainability
•Social Value Return on Investment
•Communications
•Metrics
•CSR as a Catalyst
44. For Additional Information
Wayne Dunn
Professor of Practice in Corporate Social Responsibility
CSR Training Institute
wayne@csrtraininginstitute.com
www.csrtraininginstitute.com
Desk: +1.250.743.7619