Corporate Social Responsibility


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  • Global project in reproductive health and family planning (RH/FP) funded by USAID Addresses unmet need for RH/FP and increasing access to services by the poor and underserved at the community level Managed by Pathfinder International in partnership with MSH, Intrahealth, and Meridian Group International, Inc. Meridian provides CSR expertise. NGO-Corporate Partnerships/CSR are cross-cutting activity
  • Good afternoon.
  • It’s where to find young women and men In 2007, 40.4% of the world’s labor force was female. Key target population - young women 18-24 – make up large percentage of factory workers and export agricultural workers: > 80 percent of workforce in apparel, footwear and toy industries Poor, underserved, and limited access to services Young shape social norms in rural and urban communities
  • Unilever Tea Tanzania (UTT), Subsidiary of Unilever PLC, London, United Kingdom with 80 companies worldwide and 3 regional offices UTT is a leading grower and processor of tea. Produces 40% of Tanzanian tea. Has 6,000 employees working in three factories and 5 tea estates in the southern Tanzania highlands (has 300 hectars of tea) UTT currently provides free medical care to its employees and their dependents, totaling about 30,000 people. The centerpiece of the medical care is a 67-bed hospital and 12 dispensaries. About two-thirds of UTT employees live in the free housing provided in company villages scattered throughout the estates. There are also several large, non-company towns surrounding UTT operations, with approximately 200,000 residents, including UTT.
  • A women’s health initiative in factories launched in 2007 Modeled on ESD’s research in a Bangladesh factory showing a positive return on investment from health services Focuses on both health and RH/FP impacts and business benefits from programs
  • A women’s health initiative in factories launched in 2007 Modeled on ESD’s research in a Bangladesh factory showing a positive return on investment from health services Focuses on both health and RH/FP impacts and business benefits from programs
  • Inputs : Training worker peer health educators and factory clinic staff and ongoing follow-up Design: Program to fit into factory operations Work through NGO implementing partners Tracking of ROI/impacts on business and health benefits Capacity building of existing health staff to sustain/expand the program Dissemination : Business case data, guidance tools and lessons learned
  • Corporate Social Responsibility

    1. 1. CSR & NGO-Corporate Partnerships: Building the Business Case & Leveraging CSR structures for RH/FP David Wofford Shawn MacDonald Extending Service Delivery Project October 9, 2009
    2. 2. What is the Extending Service Delivery Project (ESD)? <ul><li>Global project in reproductive health and family planning (RH/FP) funded by USAID </li></ul><ul><li>Addresses unmet need for RH/FP and increases access to services by the poor and underserved at the community level </li></ul><ul><li>Managed by Pathfinder International in partnership with MSH, IntraHealth, and Meridian Group International, Inc. Meridian provides CSR expertise </li></ul>
    3. 3. What is Corporate Social Responsibility in terms of NGO-Corporate Partnerships? <ul><li>CSR is a movement to integrate social and environmental considerations into business practices </li></ul><ul><li>In practice, CSR is a growing infrastructure of standards, policies, and practices </li></ul><ul><li>For ESD, CSR means partnering with the NGOs and private sector based on mutual interests and leveraging the CSR partnerships to improve health </li></ul>
    4. 4. What is ESD’s approach to corporate partnerships and CSR? <ul><li>CSR/partnerships embedded in the project – part of ESD program description </li></ul><ul><li>CSR supports ESD’s mission of extending access to RH/FP services </li></ul><ul><li>ESD develops models to leverage NGO and corporate networks at workplace and in supply chains: </li></ul><ul><ul><li>Corporate Structure Model </li></ul></ul><ul><ul><li>Global Business Association Model </li></ul></ul><ul><ul><li>Global Standards-Setters Model </li></ul></ul>
    5. 5. Why focus on Women in the Workplace?
    6. 6. Why focus on corporations and their suppliers? <ul><li>Companies have access to large target populations: </li></ul><ul><ul><li>Unilever: 102 000 employees (Asia, Africa, Central & Eastern Europe) </li></ul></ul><ul><ul><li>Nike suppliers: 800,000 employees, 700 factories in 52 countries </li></ul></ul><ul><ul><ul><li>80% of these workers are women between the ages of 18-24 </li></ul></ul></ul><ul><ul><li>GAP suppliers: 130, 000 employees in 2,000 garment factories </li></ul></ul><ul><ul><li>Levi Strauss suppliers: 11,400 employees worldwide </li></ul></ul>
    7. 7. What evidence is there for workplace health services? <ul><li>ESD’s Return on Investment Study, Bangladesh: </li></ul><ul><li>Chittagong Garment Factory: </li></ul><ul><ul><li>450 workers, 86% female, with no onsite health services </li></ul></ul><ul><ul><li>Absenteeism/Turnover major business problem </li></ul></ul><ul><li>Program </li></ul><ul><ul><li>Introduced comprehensive services including RH/FP half day/week – paid for by the factory </li></ul></ul><ul><ul><li>Clinic use promoted by worker peer educators </li></ul></ul><ul><ul><li>Absenteeism, turnover, attitudes studied over 18 months </li></ul></ul>
    8. 8. What evidence is there for workplace health services? <ul><li>Results </li></ul><ul><ul><li>Clinic highly valued </li></ul></ul><ul><ul><li>30% of services for RH/FP </li></ul></ul><ul><ul><li>Absenteeism/turnover decreased over 18 months – estimated $3 return for every $1 invested </li></ul></ul><ul><ul><li>Quantitative survey/focus groups – improved attitudes toward management </li></ul></ul>
    9. 9. What’s different in this CSR approach for the non-health sector? <ul><li>Workplace health programs are NOT new </li></ul><ul><li>BUT Now: </li></ul><ul><li>There are sufficient regulatory mechanisms (“CSR System”)… and more opportunities for influencing the system </li></ul><ul><li>ESD leverages the new business context and structures based on: </li></ul><ul><ul><li>New incentives…New accountability systems… </li></ul></ul><ul><ul><li>Better program models…Increased sustainability </li></ul></ul>
    10. 10. The CSR System - Global Reporting Initiative - U.N. Global Compact - Calvert Women’s Principles - Global Business Coalition on HIV/AIDS, TB and Malaria - Business for Social Responsibility - UN Global Compact <ul><li>- United Nations Global Compact </li></ul><ul><li>- Equator Principles (Private Banks) </li></ul><ul><li>Calvert Women’s Principles </li></ul><ul><li>NGO standards groups (Ag, </li></ul><ul><li>Electronics, Toys, Mining) </li></ul><ul><li>Industry Associations </li></ul><ul><li>IFC/World Bank </li></ul><ul><li>- Verité </li></ul><ul><li>- COVERCO </li></ul><ul><li>- ITS, SGS, STR </li></ul><ul><li>Rainforest Alliance </li></ul><ul><li>Fair Trade Labeling </li></ul><ul><li>- Retailer/Brand compliance staff </li></ul><ul><li>- Sustainable Agricultural Network </li></ul>
    11. 11. So why hasn’t business done more in RH/FP & women’s health? <ul><li>There was no </li></ul><ul><li>Business Case: </li></ul><ul><ul><li>No incentives </li></ul></ul><ul><ul><li>No enforcement </li></ul></ul><ul><ul><li>No practical experience </li></ul></ul><ul><ul><li>No data on benefits </li></ul></ul><ul><ul><li>Women’s health has not been a top </li></ul></ul><ul><ul><li>priority in the supply chain of corporations </li></ul></ul>
    12. 12. 1. The Corporate Structure Model Unilever Tea Tanzania Ltd
    13. 13. How has ESD leveraged Unilever Tea’s structures? <ul><li>Launched partnership in 2008 to improve UTT peer education program and health services </li></ul><ul><li>Linked into UTT’s business needs, CSR codes, and existing UTT structure </li></ul><ul><li>Piloted “Healthy Images of Manhood” (HIM) approach at workplace </li></ul><ul><ul><li>First male engagement program tailored to the needs of the workplace </li></ul></ul><ul><ul><li>Furthered ESD priorities in gender and FP-HIV integration </li></ul></ul>
    14. 14. Background on Unilever Tea Tanzania <ul><li>Unilever strong commitment to CSR and employee health </li></ul><ul><ul><li>6000 employees, 25,000 dependents, 100,000+ in surrounding rural community </li></ul></ul><ul><ul><li>HIV is a major concern - 21% of its people in region are HIV(+) </li></ul></ul><ul><li>Unilever Health system </li></ul><ul><ul><li>Full service hospital and 12 dispensaries </li></ul></ul><ul><ul><li>HIV/AIDS Care and Treatment Center, VCT </li></ul></ul><ul><ul><li>Family planning and maternity care </li></ul></ul><ul><ul><li>160 worker Peer Health Educators </li></ul></ul>
    15. 15. Impact at Unilever Tea <ul><li>FP services, not previously offered in UTT HIV services, show uptake in FP by HIV clients: </li></ul><ul><ul><li>17 new FP clients and 70 repeat visits Jan-June 2009 </li></ul></ul><ul><li>Slow increase overall of new FP clients: </li></ul><ul><ul><li>16/month Jan-June 2009 compared to an average of 11/month for Jan-June 2007 </li></ul></ul><ul><li>122,492 male and 5,321 female condoms distributed by HIM-trained PHEs over 17 months </li></ul>
    16. 16. How had ESD leveraged corporate structures for HIM? <ul><li>Through Unilever </li></ul><ul><ul><li>Scale Up : </li></ul></ul><ul><li>UTT has expanded HIM training to 50 new PHEs (75 trained in total), managed by UTT project coordinator </li></ul><ul><ul><li>Replication : </li></ul></ul><ul><li>Unilever Tea Kenya to incorporate HIM into current peer educator program </li></ul><ul><li>Through other business structures </li></ul><ul><li>Kenya business groups to incorporate HIM into existing workplace programs </li></ul>
    17. 17. 2. Global Business Association Model <ul><li>Business for Social Responsibility (BSR) </li></ul>
    18. 18. 2. How is ESD leveraging global business associations for RH/FP? <ul><li>The BSR health initiative: HERproject (“Health Enables Returns”): </li></ul><ul><ul><li>In 5 countries and 30 factories to date </li></ul></ul><ul><ul><li>9 major brands and long-term influence on 250 BSR members and their suppliers </li></ul></ul><ul><ul><li>“ Return on Investment” data – business case </li></ul></ul><ul><ul><li>Women’s health programs designed for the factory </li></ul></ul>
    19. 19. Who is Business for Social Responsibility? <ul><li>World’s premier CSR business organization </li></ul><ul><li>Companies look to BSR on CSR guidance </li></ul>Nearly 100 Staff in Asia, Europe, and North America: San Francisco New York Paris Beijing Guangzhou Hong Kong 250 Corporate Members : Apple AT&T BP Caterpillar Citigroup The Coca-Cola Company Dell Ford Motor Company Gap GE GlaxoSmithKline Goldman Sachs Hitachi Home Depot HP IKEA Levi Strauss & Co.
    20. 20. What is impact of HERproject? <ul><li>BSR’s primary technical partner: </li></ul><ul><ul><li>Global TA to BSR on model, RH/FP programs and ROI and NGOs in Egypt & Pakistan </li></ul></ul><ul><li>HERproject impact: </li></ul><ul><ul><li>Broad dissemination of model through BSR </li></ul></ul><ul><ul><li>Planned expansion in Pakistan </li></ul></ul><ul><ul><li>New $1 grant from Swedish development agency </li></ul></ul><ul><ul><li>Scalability/Replicability– workplace model tested widely </li></ul></ul>
    21. 21. 3. Global Standard-Setters Model <ul><li>The Calvert Group </li></ul><ul><li>Verité </li></ul>Brand codes of conduct framed at the Lotus jeans factory in Egypt
    22. 22. How has ESD leveraged standards-setters in the CSR system ? <ul><ul><li>The Calvert Group </li></ul></ul><ul><ul><ul><li>A leading financial firm specializing in socially responsible investments. </li></ul></ul></ul><ul><ul><ul><li>Launched the Calvert Women’s Principles for corporations in 2006 </li></ul></ul></ul><ul><ul><li>Verité </li></ul></ul><ul><ul><ul><li>A leading NGO that monitors factories and trains monitors </li></ul></ul></ul><ul><ul><ul><li>Works in 60 countries, operates a global system for training monitors, and has conducted 1000s of workplace audits </li></ul></ul></ul>
    23. 23. What is ESD’s role in the Women’s Principles ? <ul><li>The Women’s Principles launched in 2006, required further company guidance and performance indicators </li></ul><ul><li>ESD role : Providing TA in the re-drafting of standards and development of guidance and indicators </li></ul><ul><li>Impact : The UN Global Compact to adopt the Women’s Principles – a stakeholder process for adoption launched in June 2009 </li></ul>
    24. 24. How is ESD working with Verité? <ul><li>ESD provides TA to Verité in two areas: </li></ul><ul><ul><li>Training of workplace monitors : ESD is helping to integrate RH/FP and health into compliance program of monitors </li></ul></ul><ul><ul><li>Standards for Monitor Trainings (US State Department process): ESD is providing input in global accreditation standards for all monitors worldwide to ensure inclusion of RH/FP & women’s health in training curricula </li></ul></ul>
    25. 25. Leveraging all parts of the CSR System for RH/FP & Women’s Health <ul><li>- ROI Studies/Methodology </li></ul><ul><li>- “Business Case” data </li></ul><ul><li>Male Engagement “HIM” </li></ul><ul><li>model for workplace </li></ul><ul><li>Practical Models for </li></ul><ul><li>Factory programs </li></ul><ul><li>“ How-to” implementation </li></ul><ul><li>guides for suppliers/NGOs </li></ul><ul><li>- Lessons learned </li></ul><ul><li>Guidance and compliance </li></ul><ul><li>metrics for Women’s Principles </li></ul><ul><li>RH/FP input on U.S. State </li></ul><ul><li>Department monitors </li></ul><ul><li>accreditation standards </li></ul><ul><li>RH/FP into monitor </li></ul><ul><li>training curricula </li></ul><ul><li>Data on country laws </li></ul><ul><li>relating to women’s health </li></ul>