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Measuring Social Return on Investment (SROI)
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Measuring Social Return on Investment (SROI)

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A presentation that focused on the value of measuring Social Return on Investment within the Corporate Social Responsibility Context.

A presentation that focused on the value of measuring Social Return on Investment within the Corporate Social Responsibility Context.

Published in Business , Economy & Finance
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  • 1. ROI in the CSR Context. Does it Matter? Dr. Sherif Tehemar BDS/DDS, MSC, PhD, FACOMS, CSSGB Sustainability Reporting Certified (GRI) CSR Certified (World Bank) CSR Consultant
  • 2. Monitor Percentage Target Input Performance Indicators Develop Return on Investment Outcome SMART Plan Value Impact Formula Output Sustainability CSR Measure SocialStakeholders
  • 3. Points to Consider  Businesses have the RIGHT to earn profits.  CSR is NOT a philanthropic activity.  Businesses have COMMITMENTS toward society.  Implementing CSR programs by Businesses SHOULD improve their TBL.  ETICAL profits of the Company should have an impact on the PROSPERITY of the society.  The CSR in improving the COMPETETIVE ADVANTAGE of the company should be well realized and appreciated by all stakeholders. role of
  • 4. Important Statistics  Employees at green companies are 16% more productive  NG Survey: 80% of US workers want to work for an organization which makes the environment a priority  DSFH: 6% Decrease in employee turnover after 2 years  2012 Neilsen survey: 66% customers prefer to buy from companies that give back to society -62% want to work for these companies -59% want to invest in these companies
  • 5. Financial Data  IBM: “We earn a 3:1 return on our investment in Corporate Citizenship’  Westpac CEO, Morgan, 2006: “Benefits from reducing our employee turnover are $50 million of avoided costs per annum”  DSFH: 150% reduction in SR in stationery after GO Green campaign & digital environment (over 3 years)  Jumeirah Group: $ 870,000 Saved efficiencies in the last quarter of 2008 through energy  Wal-Mart: $2.4 million per year saved from eliminating excessive packaging in ONE toy line
  • 6. Branding  Increase by 200% in brand recognition after year 1 (reference: Scandic)  Brand recognition, reputation and loyalty, reflect on profits starting year 2  DSFH: Brand Audit DSFH ranked 1st brand in healthcare for two years in a row.
  • 7. Studies: UAE(2012)  The driving forces are  Preserving the environment.  Better image and reputation,  Developing and sustaining better relationships with the government,  Increases productivity and contributes to employee loyalty. Dubai Chamber of Commerce and Industry (Dubai Chamber) funded by the Emirates Foundation for Philanthropy (2012)
  • 8. Why we measure ROI?  Improved program management  More effective planning  More effective evaluation  Increased understanding of the impact of your work  Stronger communication of the value of your work to ‘the people that matter’ (internal and external stakeholders)  Enhanced attention to the social, economic and environmental value created by your business or organization
  • 9. KPI in the CSR Guidelines  GRI: Performance indicators in the GRI Guidelines.  IIRC: Integrated Reporting  SROI Network: Mandatory Indicators
  • 10. Maximize your ROI  Believe and be committed (Being Good by Doing Good)  Engage with your stakeholders & build your Communication Model  Understand the need  Develop you CSR strategy with SMART goals  Build solid data management process  Link your CSR initiatives to your core business  Raise awareness  Be transparent  Continuously review your process & measure performance  Report
  • 11. Challenges in Healthcare Sectors  Retain highly professional employees  Access to care for poor people
  • 12. Brand 2011 2010 2009 2008 1 2 2 Brand Audit 1
  • 13. Employee’ Satisfaction Overall Staff Satisfaction 45.90% 2008 49.90% 55.70% 57.20% 36% 2009 2010 2011 Int. Benchmark
  • 14. Employees’ Loyalty International rate of hospital turnover 17.5 %to 19.4% DSFH overall turnover in 2011 13% International nursing turnover 17.1 %to 25.2% DSFH nursing turnover 2011 13% 19% 16% 13% 2009 2010 2011
  • 15. Patients’ Visit Total Patients Visit 599259 443993 2008 641938 472307 2009 2010 2011
  • 16. Charity Office  Deduction of 1 SR from each hospital bill.  Free Treatment for 10,000 patients
  • 17. We live by ethics & we grow by knowledge S. Tehemar