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Cr salary survey2010

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    Cr salary survey2010 Cr salary survey2010 Document Transcript

    • A Report by
    • Contents Foreword p.3 Introduction p.4 Part 1 The sample p.5 Part 2 Remuneration p.7 Part 3 Education, qualification and career history p.15 Part 4 CR in companies p.17 Part 5 Job function: what do people do? p.19 Part 6 Gender p.21 Part 7 Job satisfaction and job security p.23 Conclusions p.24 About the authors p.272
    • Foreword So if we are a profession and reasonably recession proof, then are there any negative indicators? The main activities we are undertakingby Mike Kelly haven’t really changed and yet when you speak to people individually thereChairman, has been quite a shift into makingCorporate Responsibility Groupand Head of CSR, more of an economic business caseKPMG Europe LLP which doesn’t come through in this survey. So there isnt really any progression in terms of becoming moreIn this third salary survey I think sophisticated in how we help businesswe practitioners really can claim that to become more responsible.CR is now a profession, rather thana cottage industry. The geographic The plethora of new job titles seemsspread is biased – as the authors to have receded a bit, so the thoughtpoint out – but if you recall the a while ago that a range of specialistgrowth in respondents over the functions would be created to addresspast three years then I think that topics such as climate change orbias will reduce as the brand value biodiversity hasn’t really happened.of this survey grows outside of theUK. This will further underline how But my biggest concern is that weCR is becoming embedded in business; seem to have focused so much onlots done but more to do overall. the here and now that the horizon scanning which is a key function ofIf we are a profession, then we are CR seems to have taken a back seat.also pretty recession proof – as shown Where will the next big shift occurby thoughts on job security, budgets and over what issue?and numbers of people in teams as Sadly we practitioners have notall positive indicators. supplied any of the answers here.3
    • Introduction What is happening to CR over time? Our research has provided usThe concepts of corporate responsibility with the opportunity to identify(CR), sustainability and ethical business what changes have occurred tohave always been difficult to define. the CR job market in the UKHowever, their growth has been over the last three years, as itsignificant. The Corporate Responsibility has evolved from a relatively nicheSalary Survey, now in its third year, sector to an increasingly importantaims to add clarity and transparency business function for all areasto the roles, salaries and backgrounds of industry.of the professionals working in thisspace. RemunerationThis year, we’ve gone global. The Overall salary levels have beenCorporate Responsibility Salary Survey static over the last three years.now provides the most accurate picture However, there is some evidenceof how the industry looks on the that salaries for the most seniorground, from those people working employees – both in-house andday-to-day in corporate responsibility consultants – have fallen backaround the world. slightly over the last 12 months while the middle ranks haveAs in previous years, our survey was enjoyed an increase.based on individuals working bothin-house and for consultancies in CR Activity focusand sustainability. We conducted thesurvey online throughout January and The top three areas of activityFebruary 2010 and this year’s results for in-house employees haveare some of the most exciting ever. remained consistent over the three surveys – Community Investment,With three years of data now in hand, Reporting and Environment.we are now able to give a snapshot Consultants continue to focusof the CR industry in 2010, as well as on Reporting followed by Auditingbeing able to examine how the sector & Assurance and Stakeholderhas developed over the last three Engagementyears. We hope this year’s CorporateResponsibility Salary Survey provides Gender split and paya useful insight to all those working differencesin the industry around the world While women working in CR inIn addition to detailed analysis of the UK continuously outnumberthis year’s results, this survey also men by about 2:1, there ishas perceptive commentary from no evidence that the pay gapseveral leading figures. We’d like identified in previous surveys isto thank them for taking the time narrowing. Women continue toto provide us with their views and dominate in Community Investmentalso thank everyone who responded roles while men focus on activitiesto the survey. relating to Climate Change and Environment.For more information on Acre, Aconaand Ethical Performance, see page 27.4
    • Part 1The Sample Company respondents by sectorFive hundred and ninety five peoplecompleted the survey.Seventy two per cent describedthemselves as working in-house andthe remainder as consultants workingfor external clients. This split wasbroadly similar to that seen in ourprevious UK-based surveys.Participants by organisation typeThe highest percentages of in-houserespondents work in Banking & Financeand Consumer Goods (14 per cent Ninety per cent of respondentsin each), followed by Technology and were full-time employees, withRetailing (9 per cent in each). In the the remainder split equally betweenUK, the number of respondents working freelancers/contractors and thosein Banking & Finance, Retailing and working part-time. Freelancers/Professional Services sectors each fell contractors were overwhelminglyby around four per cent compared to employed within consultancies.last year, perhaps not surprising given Three-quarters of those workingthe impact of the recession. part-time were female.5
    • Given that the survey has developed Respondents by location (%)a considerable following in the UK,we expected that a majority of therespondents would be based thereand this proved to be the case, as46 per cent fell into this category.The next best-represented regionswere North America, which accountedfor a quarter of the sample followedby the Rest of Europe (16 per cent).Respondents from the Rest of theWorld made up the remaining 13 percent of the sample. We apologise to Globally, females continue to dominatethose from South America, Africa, Asia in CR (56 per cent). In the consultancyand Australasia for grouping together field the sexes are more evenlysuch extremely diverse regions, and balanced (52 per cent female versuswe hope to see a significant increase 48 per cent male), compared toin the number of participants from in-house (57 per cent female versusthese areas next year. This will 43 per cent male).go some way to offset what weacknowledge is currently a heavy bias The gender distribution in the UKin the sample towards Europe and remains unchanged from past years,North America. with women making up 61 per cent of the respondents. Again, the gap is slightly narrower among consultants than in-house. For more information on the differences between male and female respondents see the chapter on gender, page 21.6
    • Part 2Remuneration We feel it important to issue three caveats about the informationGiven the global audience for this that follows:survey, we decided to use the US dollar First, averages can be distorted byas the base unit for all the questions a relatively small number of outliers,about remuneration, as we believe it in this case very high or very lowremains the most widely used and salaries and bonuses. Consequently,recognised currency worldwide. as well as looking at averages,To facilitate responses we included readers should also considera link on the survey that allowed the distribution of salaries.respondents to convert their localcurrencies into dollars. Secondly, we have not compared the purchasing power of the dollarBelow is a table that sets out the in one country or region with another.average exchange rate for the world’smain currencies during the period of Thirdly, due to the relatively smallthe survey (11 January to 8 February number of responses from outside2010). We have also, for UK salaries North America and Europe, it has notand bonuses, included the equivalent been possible to provide averages forvalue in sterling. the other regions. We did consider including a Rest of the World category but felt, on balance, that the widely varying salaryAverage exchange rates during survey levels in the various regions that would make up this grouping would make the results misleading. Again, we hope that higher levels of participation from these areas in future surveys will allow us to include regional average salaries and bonuses for South America, Africa, Australasia and Asia. Where possible, we also looked at the percentage of respondents working in each sector and howSource: www.oanda.com/currency/historical-rates this varied across regions.7
    • Salaries On average, consultants are paidOverall, the median salary fell within around $15k per year less thana range of $85-90k with about 40 those working in house, with theper cent of respondents earning more. most pronounced gap in the Rest of Europe, where they earn $24k a year less.Overall salary distribution (Global) Nearly 25 per cent of consultants are paid less than $50k (as opposed to 14 per cent of those working in-house) and 54 per cent earn less than $75k (compared to 34 per cent of those in-house). These differences are not offset by higher bonuses (see more information on bonuses on page 10). Salary distribution by organisation typeCompared to past years, averagesalaries of UK-based respondentsappear to have risen significantlyfrom around $80k (£49,600) to$88k (£54,560), while the percentageof those earning $130k (£80,600)or more rose from 12 per cent to17 per cent – a positive sign giventhe turbulent economic times ofthe past 12 months.As we have found in the previoussurveys, a small number of individualsare represented at the highest salarybrackets with around 5 per cent ofrespondents being paid over $200k.The overwhelming majority of thesepeople are based in Europe andNorth America and work in-housefor large listed companies.8
    • We suspect the real determinant of consultants’ salaries – particularly at the most senior levels – is profitabilityOur research showed that those and the extent to which the individualworking in North America commanded, has equity in the business (or, indeed,on average, the highest salaries, may be a reflection of how muchfollowed by those in the Rest of Europe business that individual has wonand then the UK. These differences for their respective consultancy).are not balanced out by bonusesbut may be reflective of the slightly Ideally, we would like to providedifferent benefits packages offered average salary levels for eachin each region, as shown on page 11. of the main business sectors both globally and by region. However, given the current size of the sample and the distribution of participantsAverage salaries by region andorganisation type across the various sectors, we are restricted to providing the following information. Average in-house salaries by sector and regionIn every region consultants are paidless than those working in-house.The difference is most significantin the Rest of Europe. In NorthAmerica the salaries are more equal.For senior people working in-house(Directors/Heads of CR), it would Our research suggests that, for CRappear that the highest salaries professionals, the Construction &are commanded by those working Property and Technology sectors offerfor the biggest companies (in terms the highest salaries. This is particularlyof number of employees), who have true in North America where theresponsibility for the largest CR average salary in Technology is $162k.teams and have control of the The relatively low level of salaries ofmost generous budgets. those working in Banking & Finance is, we suspect, almost certainly connectedFor consultants, the correlation to the more widespread economicis not so obvious and team size problems that have affected the sectordoes not appear to affect salary. over the past couple of years.9
    • BonusesOver one third of participants around Over half of consultants receivethe world received no bonus in the no bonus at all. Of those who dolast 12 months and nearly 70 per receive bonuses the average is $8kcent received $10k or less. less than those paid to in-house employees. The narrowest gap and the region where consultants receiveOverall bonus distribution the highest average bonuses is the Rest of Europe. Average bonus level by salary bandIn previous surveys we have illustrated (1) This is attributable to a small number of verythat the lower salaries of consultants high bonuses being paid to respondents in this salary band.compared to those working in-houseare not offset by higher bonuses.This year’s results have further Average bonus levels by region andunderlined this fact. organisation typeBonus distribution by organisation type Of course, some consultants do receive high levels of financial reward, with 16 per cent earning $150k or more when base salary and bonus are added together. However, this is still low in comparison to 24 per cent of in-house employees who receive this amount.10
    • Overall, the most widespread benefitBenefits was a pension, either contributory (where the individual funds the pension in whole or part) orIn addition to higher salaries non-contributory (where theand bonuses, those working employer is solely responsiblein-house receive more generous for funding the pension), withbenefits than consultants. 93 per cent of those working in-house and 63 per cent of consultants in receipt. The lower level of access to employer-providedBenefit distribution by organisation type pensions in the Rest of Europe compared to the UK and North America is likely to be due to the different role of the state in the provision of retirement income. Overall, just under 70 per cent of respondents were provided with medical cover. In North America the number rises to over 75 per cent compared to only 50 per cent in the Rest of Europe. As with pensions, we believe this reflects the different approaches to the provision of health care in these regions. Thirty seven per cent of in-house employees were given the opportunity to purchase shares in their company, but only 19 per cent of consultantsBenefit distribution by region were granted the same privilege. This suggests that within the consultancy sector, ownership remains restricted to a limited number of individuals – typically founders and/or senior hires who have acquired an equity stake in the business. It is interesting to see that just over 40 per cent of UK-based respondents get a company car or car allowance, with nearly half of those working in-house benefiting. This is in stark contrast to North America, where only 10 per cent of people are in receipt of this benefit. The greater prevalence of a company car or car allowance in the UK may go some way to explain the relatively lower salaries paid there compared to North America and the Rest of Europe.11
    • In-houseRoles and salaries Director/HeadOne of the main motivations This is the most senior CR personbehind our first UK survey was in the organisation and is moreto try to establish benchmark salaries likely to be male than female.for different roles within the sector. This individual will controlYet, at the same time, we were aware an annual budget of betweenthat the survey was not – nor could $500k to $1m. They will haveit ever be – a medium for capturing been in full time employmentdetailed and objective job evaluation for 15-20 years and there isinformation for each participant’s role. an even chance that this wasThe subtle differences in job titles their first role in CR. If theymakes it challenging in the extreme previously worked in CR thento know if a ‘CR Manager’ performs they probably have aroundthe same role as ‘Manager, CR’. 10 years of experience in theSimilarly, and perhaps more field. They will almost certainlyfundamentally, the broad nature have a first degree – thoughof CR and sustainability are such only very rarely in a CR relatedthat even when people have the discipline – and possibly asame job titles and appear to Masters/Doctorate (with aundertake the same activities, there greater likelihood that thisis no certainty as to the extent their is in CR than not).responsibilities are exactly comparable.Aside from these obstacles,we identified a number of genericroles, based on our own understandingof corporate and consultant roles,both for in-house employees and Managerconsultants and analysed the data People in this role will reportto suggest what each would receive to a more senior individual whoby way of salary and bonus. We have has a specific and overarchingrepeated this analysis for the current responsibility for CR within thesurvey. We also provided composite organisation. A typical occupantdescriptions of the educational of this role would be a femalequalifications, career histories graduate (non-CR relatedand other personal characteristics discipline) who may havethat would most likely attach to these a Masters or other postgraduateroles. We have performed a similar degree – again, more likely toexercise this year for the global be in CR. They will have beenCR professional. in full-time employment for 10-15 years though not necessarily in CR (if they are from a CR background they will probably have around seven years’ experience). They will control an annual budget of between $250-$500k.12
    • Advisor/Analyst This role sits within the larger CR team and reports to the Manager or Director/Head Consultants described above. Probably a female graduate (non-CR related discipline) with, on average, 10 years in full-time Director/Senior Partner/ employment, they are unlikely Senior Manager to have worked in CR before this current role. If they have, This could be the owner it would have been for about of a smaller consultancy, five years. Interestingly, if they its directors and senior partners, are a postgraduate, they are or the most senior individual more likely than either their within a CR-focused team of Manager or Director to have a larger consultancy. Twice studied a CR-related discipline, as likely to be male as female, which suggests there are they will probably have a first a growing number of people degree in a non-CR related within corporate roles who are discipline and are very likely trying to align personal beliefs to have a postgraduate and academic qualifications qualification, probably in CR. with their careers. They will have been in full-time employment for between 15 and 20 years and probably worked in the sector before their current role, racking up about eight years of experience in CR. They will Assistant/Team Member control a budget of $250-500k. This is a junior and usually an entry-level role that provides support to others within a team across a range of CR activity. The individual concerned is just as likely to be a male or female Senior Consultant graduate. Though they may have This role is performed either been in full-time employment by someone with an in-depth for between 5-10 years, it is knowledge of a particular area unlikely they have worked in (Environment, for example) CR before their current role. or more wide-ranging knowledge of CR. This role would be occupied by a male or female who has been in full-timeIn-house salaries and bonuses employment for over 10 years and almost certainly worked in the sector (for about eight years) before their current role. The individual will have a first and possibly a postgraduate degree. If the latter, it will almost certainly be in a CR related discipline.13
    • Consultant This role is occupied by someone with limited experience of CR who works under the guidance and supervision of more senior colleagues. More likely to be female than male, with around eight years in full-time employment and experience working in CR before their current role for five years. They will hold a first degree in a non-CR related discipline and possibly a postgraduate qualification.Consultant salaries and bonuses Claire Head, Director AccountAbility “This year’s global Corporate Responsibility salary survey is an exciting development, marking a turning point for the sector as sustainable business scales up despite the economic challenges of the last year. As an international organisation with two offices in the US, one in the UK and others in Beijing and Sao Paulo, this year’s survey is a particularly useful insight for AccountAbility as we look to expand our operations. While it is very interesting to note the discrepancies in salary distribution between geographical regions, I believe further research should be conducted to uncover regional socio-economic infrastructures before we place too much weight on global variations. The unquestionable disparity in salary between consultant and in-house roles appears to be a uniform phenomenon and follows the trend of previous reports. But is the gap growing?”14
    • Part 3Education,qualifications Time in employmentand careerhistoryCR is a field characterisedby well-educated employees.More than 80 per cent ofrespondents have a first and/or For those who had switched into CRpostgraduate degree and over from other roles, the most frequenta third have both. More people previous role for both consultantshad a professional qualification and in-house employees was anotherin a non-CR related subject corporate function.(17 per cent) than in CR(10 per cent). Of the latter,the majority were related to Career switchers previous jobsEnvironmental Audit orManagement.Qualifications of participantsNB: 1st degree=undergraduate 2nd degree=postgraduateFor the overwhelming majority(91 per cent) of respondents,their current role in CR was not theirfirst job. On average, people had beenin full-time employment for 14 yearsand just over half had previouslyworked in CR.15
    • Katie Kross, Associate Director, Center for Energy, Development, and the Global Environment, Fuqua School of Business, Duke University “Corporate responsibility is an interdisciplinary field by definition. CR professionals need to bridge the worlds of business, science, policy, law, and government – and understand how to engage stakeholders from each of these worlds. Increasingly, we see an interest both from students and employers in training that combines both fundamental business or policy expertise with CR or sustainability- specific education. As these survey results show, CR executives often have a combination of primary training in a functional discipline, coupled with a second degree in CR (37 per cent). I expect this trend to continue, with an increase in demand for graduate education that trains practitioners in CR and sustainability methodologies, and prepares executives for careers in this field.”16
    • Part 4CR incompanies Team sizesBudgetsAround a third of respondents hadno budgetary responsibility, whilejust over 10 per cent had controlof budgets in excess of $2m.One in four of those responsiblefor a budget over $2m had a primary Somewhat surprisingly, the datafocus on Community Investment suggests that on average,and three quarters received salaries consultants work in larger teamsin excess of $100k. than those in-house.Budgets directly controlled by respondents Sixty per cent of consultants are part of teams of 10 or more compared to 37 per cent of respondents working in-house. Three quarters of in-house CR teams contain nine people or less, while less than 10 per cent have 20 or more. There are a couple of possible explanations for this. It could be that when asked about teams, consultants are actually referring to the total number of people within their business. Alternatively, givenTeam structure that CR remains a relatively new discipline, the level of humanThe majority (63 per cent) of in-house resources devoted to it withinrespondents work in teams of nine the corporate environmentpeople or less. remains low.17
    • However, it would appear that overallteam sizes within the CR sector aregetting bigger. Our 2008/2009 surveyshowed only nine per centof respondents worked in a teamof 20 or more. This year, 24 per centof respondents work in teams of20 or more and of that group overhalf work in teams of 50 or more.Around a quarter of those workingin-house said their team wasa separate function within theircompany and a third said they werepart of a larger business function with22.5 per cent falling under CorporateAffairs and 11.5 per cent sitting in theMarketing/Communication department.Just under half of in-house respondentshad no direct reports and only five Ben Eavis, Head of Corporate Responsibility,per cent had eight or more. Sainsburys Supermarkets LtdNumber of direct reports in-house “Over the past two years, the field of corporate responsibility/sustainability has faced its toughest test. Many CR sceptics predicted a retreat from businesses on their commitments. I’m pleased to see that on the whole this hasn’t taken place, and that in fact corporate responsibility seems to have come of age during the downturn. Customers have demanded better value and better values; at Sainsburys, for instance, we have seen an increase in sales of Fairtrade products over the past two years. From the survey, I’m most interested to see in which areas companies and consultancies are now focussing their work. For Sainsbury’s, given the scope of our business and the wide range of impacts we face, we continue to work across all areas. Overall I expect that topics connected with efficiency and risk management, such as climate change and ethical trading, will have become more important over the past year.”18
    • From these results we analysed what respondents selected as their primaryPart 5 areas of focus to identify the top activities for those working in-house and those working in a consultancy.Job function: Top 5 activities – In-housewhat dopeople do? Top 5 activities – ConsultancyIn addition to wanting to developbenchmark salaries for particularjobs, one of the purposes of thisand previous surveys has beento develop a clear understandingof how people in the sector spendtheir time. This means analysingthe main activities they focus on, Across the sample, Reportingand whether there are any significant and Performance Measurementdifferences between those working are the top activities for both in-housein-house, those working in employees and consultants globally.a consultancy, and between males This reflects both what we see in ourand females. work and replicates the results of our previous UK-focused surveys.To identify how people spend thebulk of their working day, we asked In the UK, Environment was the topparticipants to rank the activities they activity (being selected as first choicespend most of their time focusing on by 20 per cent of respondents),from the following: marginally ahead of Community Investment and followed, some way behind, by Reporting & Performance Auditing & Assurance Measurement. Community Investment Climate Change & Carbon is far less of a focus area in the Rest Community Investment of Europe. This is unsurprising and was Diversity & Inclusion consistent with our own experience: Environment very few companies in these countries Ethics & Governance have well-developed charitable and/or Ethical Trading & Supply Chain community programmes and there is External Marketing & Communication a widespread view that such support is Health & Safety a matter for the individual or the state. Internal Marketing & Communication Conversely, the fact that Community Philanthropy Investment and Philanthropy did not Reporting & Performance feature highly in the activities Measurement of respondents based in North America SRI contrasted with the widely-held belief Stakeholder Engagement in the UK that CR on the other side Other of the Atlantic is heavily focused on these activities.19
    • The prominence of StakeholderEngagement emphasises how integralthis is to CR. The fact that consultantsare heavily involved here suggests Kevin Moss,two things: first, that companies are Head of CSR, Americas, BT Groupkeen to demonstrate to sometimes Blog:www.csrperspective.comsceptical stakeholders the independenceof the process; and second, that some “The question in my mind iscompanies lack the necessary expertise how much of the doing doto undertake this important work we, the corporate responsibilityfor themselves. practitioners, actually do, and how much of the doingGiven the prominence of Climate do we try and get others to do?Change & Carbon over the past few I consider the role of corporateyears, it‘s not surprising that it made responsibility practitioners is tothe top five for both consultantancy engage with stakeholders to establishand in-house. Indeed, for the former, CR strategies and policies, and thenit appears to have displaced to set the groundwork that will enable,the broader Environment encourage and cajole stakeholderscategory as an area of focus. (mainly but not solely employees) to implement those strategies. Our role should be as catalysts to embed corporate responsibility across the business. When a new issue arises we may have to do some of the doing ourselves in the first instance. But this should only be as a means to proving the issue before we drive for it to be addressed as a ‘ business as usual’ operational responsibility – thus freeing ourselves up to look over the horizon for the next unknown. Over time, I would expect to see the functional components of the role, such as strategy, engagement and reporting, feature consistently in the top five activities. Themes such as climate change, ethical working conditions, or nutrition perhaps, will cycle through and feature only for so long as we are still determining the true impact of the issue prior to embedding it in the business. It would be interesting to be able to look independently at the evolution of functional roles and themes, and even to examine where each theme is in its lifecycle; research, strategy, engagement, operationalization and hopefully, issue resolved!"20
    • Salary distribution by genderPart 6GenderThis survey is not the place to engagein a detailed critique of employmentpractices in the CR sector. However,based on our data and previous Using the generic job descriptionssurveys it seems indisputable that mentioned above, we segmentedthere are a number of serious the sample to see whether therequestions to be asked about is any evidence that particular roleshow the sector is addressing are more or less likely to be filledissues of gender equality. If by women. Based on this analysis,ever there was a case for we suggest that women are currentlypractising what you preach, under-represented as Senior Consultantsthis is it. and Directors/Senior Partners and in senior in-house positions.The gender split of the sample There is more equality aroundwas 56:44 in favour of women. the Manager level and women dominate at the Consultant and, even more so,Overall gender split at the Advisor/Analyst levels. Gender distribution by job titleThe position in the UK was in line withlast year at 61:39 in favour of women.Despite their predominance, womencontinue to occupy less senior rolesand therefore are paid less on average We also looked at those workingthan men. The salary distribution in-house and whether there wasby gender chart below shows clearly any relationship between genderthat women are under-represented and seniority (and the accompanyingin salary bands above $100k and remuneration levels) withinover-represented below that point. the corporate hierarchy. AroundThe salary issue is particularly relevant 46 per cent of the in-housegiven that women are more likely than respondents said they weremen to work in in-house roles which, the most senior CR/sustainabilityas we have seen, pay on average more person in their organisation. Thethan those in consulting. gender split here was roughly in21
    • line with the survey overall, with53 per cent female and 47 percent male. However, the averagesalaries were $118k and $126krespectively, while the total cashelement of remuneration (salaryplus bonus) was $134k for womenand $147k for men. It would appearthat generally women receive a lowerbase salary and percentage bonusthan men. The overall global trendreflects this difference, as do ourresults for the UK and North America.However, when looking only at theRest of Europe, female bonusesand total cash remunerationexceeds that of males.Senior remuneration packages by gender Jennie Galbraith, International Sustainability Manager, British American Tobacco "The survey, as always, provides an interesting insight into this growing profession. Unfortunately, this isnt always a positive one and the genderWe also considered whether there are pay gap indicated by the survey iscertain activities that are more likely both surprising and disappointing.to be carried out by men or women CSR professionals spend much ofwhen working in-house. Based on their time trying to convince, cajolethis year’s survey we believe it is and persuade their organisationsfair to conclude that women are to do things differently or better,much more likely to concentrate but it is our responsibility to practiceon Community Investment, while men what we preach.are focusing more on Climate Changeand broader Environmental issues, Of course, there are many factorsand Audit & Assurance. This is further that influence an individual’s salary,supported by the results of last but equal pay for equal work shouldyear’s survey. be a given. This report should prompt all senior CR managers to considerAmong those claiming to hold senior if unjustifiable inequalities exist withinCR roles, Community Investment was their own teams and, if so, how theythe most popular area of primary should be remedied. The mirror hasfocus (selected by 17 per cent been held up to ourselves this time,of respondents) and was chosen and the image has become quiteby twice as many women as men. uncomfortable."22
    • Part 7Job Job security Overall, more than 80 per centsatisfaction of respondents felt that their job security had improved or remained the same over the past 12 months,and job and this applied both to consultants and people working in-house. Of those working outside Europesecurity and North America, 50 per cent were more confident about job security and only 6 per cent felt it had declined. In the UK, the number feeling less secure had fallen from 29 per cent to 17 per cent compared to the 2008/2009 survey, which tends to support our view that people workingJob satisfaction in the sector are far more positive about their prospects than theyAround 80 per cent of respondents were last year.are satisfied with their jobs, and thisis constant regardless of gender,location or whether people areworking as consultants or in-house.The results suggest that people workingin the sector have made a consciousdecision to do so and have a deepcommitment to concepts of CRand sustainable development.This alignment between personalvalues and the work undertakenis underlined by the fact that95 per cent of participants wouldrecommend a career in the sector.23
    • ConclusionsPaul BurkeSenior Partner, AconaPaul.burke@acona.comOver the last few years, this survey The recession appears not to havehas helped to build a fairly detailed affected the breadth of activitiespicture of the CR community in the UK. undertaken, the resources availableThe data has, by and large, confirmed and – interestingly – salary levels.my own perceptions: that is, This causes me to wonder to whatand at the risk of generalising, extent these are indicators of thethe sector is populated by way in which CR is increasingly movingwell-educated people who are from a peripheral to a more centralpersonally committed to concepts position in many organisations and isof CR and sustainability, and who no longer just the preserve of largerexhibit a high degree of satisfaction companies with significant socialwith their roles. Based on this and environmental impacts?year’s results, it appears that thesecharacteristics are shared by those My one major area of concern relatesworking in the sector in other to the continued focus on reportingparts of the world. and performance management. I would be the first to acknowledgeThe issues around gender are the importance of both activities:to some degree unsurprising given public reporting can act as a powerfulthat other professions – and that, lever for change as well demonstratingI think, is what CR is fast becoming openness and transparency and we– also struggle with ensuring that are all familiar with the mantra ofwomen are appropriately compensated “what gets measured get managed”.for their work and are offered the However, in attempting to producesame developmental and promotional technically proficient reports thatopportunities. The fact that, are read by a relatively smallnotwithstanding the current state number of stakeholders underpinnedof affairs, there is little difference by comprehensive reporting systems,in the levels of male and female job there is a real danger that practitionerssatisfaction raises the possibility that are being distracted from helpingthese imbalances are not regarded to implement change and therebyas significant by those affected improve performance.(alternatively, it could be that womenwould have exhibited even higher levelsof satisfaction if they were addressed!).24
    • Andy CartlandManaging Director, Acre Resourcesandy@acre-resources.co.ukThis is the third instalment of the adept and able to predict marketCR Salary Survey and there is much trends and maximise the businessto be optimistic about. In particular, opportunities that emerge.job security is at an all time high as84% of CR professionals feel their job There is already a good dealstability has improved or remained of evidence to support the viewthe same in the last 12 months. In that senior CR professionals arethe previous year’s survey, which was developing into more commerciallyconducted at the peak of the downturn focused workers. UK salaries(November 2008), the equivalent figure increased dramatically this yearwas 70% and given the state of the (we can’t yet compare internationaleconomy this was remarkable. This salaries as this is the first internationalrecession was the first substantial test report) and levels of remunerationof the CR market’s metal, and it passed are often a good reflection of howwith flying colours. important an individual is for creating or protecting revenue.It appears we have just startedto emerge from the recession but It will be interesting to see howalready I have observed a rapid pick- consultancies adapt to the transition.up in the CR job market. A reflection In this year’s survey, as in previousperhaps that an increasing number of years, consultants were not paid asbusinesses are getting to grips with the generously as those working ‘in house’.commercial opportunities that will arise If consultants are to compete on salaryas humanity shifts from a perilously in the future, it is likely that they willnon-sustainable condition - where a need to move from providing technicalrapidly growing population will put advice and services, to providingpressure on water supplies, arable management consultancy aroundland, carbon sinks and clean energy sustainability. As the opportunities- to a sustainable condition. emerging from the transition to a sustainable world and economyIt is apparent that some companies emerge, I anticipate a growth inhave already capitalised on the the numbers of individuals infinancial opportunities that will such positions.arise as a result of this transition,and have created significant revenue The metamorphosis is not yet complete,streams. As more and more businesses but when it is, expect tocatch on, senior CR and Sustainability see dramatically increased salariesprofessionals will need to ensure and new job titles such as Chiefthey are extremely commercially Sustainability Officer becoming common place.25
    • Peter MasonManaging Editor, Ethical Performancepeter@ethicalperformance.comOne especially interesting aspect Given the job satisfaction levels alsoof this year’s results is the picture revealed by the survey, it would beof an emerging generation of corporate safe to assume that the proportionresponsibility professionals who have of such people will increaseonly ever worked in the field. significantly over time. In ten or 15 years time we may arrive atAlthough the survey shows that the point where the majority have90 per cent of respondents have worked in corporate responsibilityarrived at their current positions alone.from other spheres of activity, thatmeans that one in ten have never Will that be a good thing? There isactually been anywhere else. no reason for it not to be. Undoubtedly the fledgling profession has benefitedThis confirms increasingly strong greatly in its pioneering days fromanecdotal evidence that a young, having many experienced people withincommitted cadre of professionals is its ranks who can boast a broad rangewaiting in the wings to take over from of backgrounds and outlooks. It wouldthe multi-disciplinary old guard when be good to keep a strong elementthe time is right. of that diversity in the profession.No longer is it unusual – over small But there is nothing to suggesttalk at a conference or some kind that a new generation of dedicatedof gathering – for a practitioner corporate responsibility professionals,to reveal that their entire working life, appropriately qualified and gentlyshort as it may yet be, marinated in the topic, will provehas been dedicated to promoting to be anything but useful.socially responsible business. After all, that is the way in many other corporate fields.26
    • About the AuthorsAcreAcre is an international recruitment firm specialising in the corporate responsibilityand sustainability sectors. With offices in London and Chicago and a growing teamof passionate individuals, we have placed hundreds of sustainability professionalsin a range of organizations around the world, from leading corporate brandsto specialist consultancies and innovative start-ups.More info - www.acre-resources.comAconaAcona Ltd is an independent employee-owned consultancy dedicated to providingadvice on corporate responsibility. We have broad expertise and advise large,mainly corporate clients on the full range of social, environmental and ethicalmatters, from tentative first steps through to day to day management, strategicplanning, measuring performance and corporate reporting.More info - www.acona.co.ukEthical PerformanceEthical Performance is a subscription-based monthly newsletter for senior executivesnow in its twelfth year of publication that is read by more than 3,500 CSR andSRI personnel in large companies and investing institutions and relatedorganizations in the UK, Europe and the rest of the world.More info - www.ethicalperformance.com27