CSR and CR

by Toronto Training and HR

November 2013
CONTENTS
5-6
7-8
9-10
11-12
13-14
15-17
18-20
21-23
24-25
26-27
28-30
31-32
33-35
36-38
39-41
42-43
44-45
46-47
48-49
50-5...
Introduction

Page 3
Introduction to Toronto Training
and HR
Toronto Training and HR is a specialist training and
human resources consultancy h...
Definitions

Page 5
Definitions
• Corporate social responsibility
(CSR)
• Corporate responsibility (CR)
• Sustainability
• Triple bottom line
...
Pyramid of CSR

Page 7
Pyramid of CSR
Discretionary

Ethical

Legal

Economic

Page 8
Indicators around CSR

Page 9
Indicators around CSR
•
•
•
•
•
•

Economic
Environment
Labour practices
Human rights
Society
Product responsibility

Page...
Pillars of CSR

Page 11
Pillars of CSR
• Business ethics
• Compliance
• Corporate governance

Page 12
Routes to CSR

Page 13
Routes to CSR
• Values-based
• Strategic
• Defensive

Page 14
Embedding CSR

Page 15
Embedding CSR 1 of 2
• Partnering
• Engaging
• Aligning

Page 16
Embedding CSR 2 of 2
•
•
•
•
•
•

Attraction
Attitudes
Skills and knowledge
Attaining objectives
Organizational climate
CS...
Linking CSR to employee
engagement

Page 18
Linking CSR to employee
engagement 1 of 2
• Many organizations strive to be
a responsible employer
• Organizations create ...
Linking CSR to employee
engagement 2 of 2
MODELS OF ENGAGEMENT
• Transactional approach
• Relational approach
• Developmen...
Disclosure of CSR
information

Page 21
Disclosure of CSR information 1 of 2
BENEFITS
• Enhancement and creation of
the organization’s
image/reputation
• Informin...
Disclosure of CSR information 2 of 2
BENEFITS(CONTINUED)
• Encourage and attract
investors and customers
• Support the org...
CSR integration models

Page 24
CSR integration models
CSR housed within HR

CSR housed with a non-HR
function

CSR accountability dispersed across
teams
...
Beliefs

Page 26
Beliefs
• Behavioural
• Normative
• Control

Page 27
What do attractive
employers do?

Page 28
What do attractive employers do?
1 of 2
ATTRACTIVE EMPLOYERS
• Would start a recycling program
• Would stretch the truth
•...
What do attractive employers do?
2 of 2
ATTRACTIVE EMPLOYERS
• Promotes practices which you
believe are ethical
• Produces...
Negotiation frames

Page 31
Negotiation frames
•
•
•
•
•

Imposing
Normative
Supportive
Non-participative
Cognitive

Page 32
Volunteering

Page 33
Volunteering 1 of 2
BENEFITS
• Increase loyalty and motivation
• Improve employee personal
skills
• Enrich work experience...
Volunteering 2 of 2
TYPES OF VOLUNTEERING
• Private volunteering
• Supported employee volunteering
• Employer-sponsored vo...
Compassion encouraging
social entrepreneurship

Page 36
Compassion encouraging social
entrepreneurship 1 of 2
•
•
•
•

Definition of compassion
Integrative thinking
Prosocial cos...
Compassion encouraging social
entrepreneurship 2 of 2
THE LEGITIMACY OF SOCIAL
ENTERPRISE
• Pragmatic
• Moral

Page 38
Learning lessons from
governance and cultural
failures

Page 39
Learning lessons from governance
and cultural failures 1 of 2
• Debunk the myth that “it could
never happen here”
• Conduc...
Learning lessons from governance
and cultural failures 2 of 2
• The fork in the road; have the
courage to stand up and do
...
Bill C-300

Page 42
Bill C-300
•
•
•
•

The Canadian mining sector
Strengths of Bill C-300
Weaknesses of Bill C-300
E-3 Plus

Page 43
A possible CSR roadmap
and scorecard

Page 44
A possible CSR roadmap and
scorecard
• Identify and engage with
stakeholders by policies,
processes and performance
• Sele...
Canada’s top 50 for 2013

Page 46
Canada’s top 50 for 2013
•
•
•
•
•
•
•
•
•
•

Banks
Energy and utilities
Food and beverage
Industrials
Materials
Retail
Te...
Examples

Page 48
Examples

Page 49
Conclusion and questions

Page 50
Conclusion and questions
Summary
Videos
Questions

Page 51
Upcoming SlideShare
Loading in …5
×

CSR and CR November 2013

519 views
338 views

Published on

Half day open training event held in Mississauga, Ontario.

Published in: Business, Economy & Finance
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
519
On SlideShare
0
From Embeds
0
Number of Embeds
12
Actions
Shares
0
Downloads
11
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

CSR and CR November 2013

  1. 1. CSR and CR by Toronto Training and HR November 2013
  2. 2. CONTENTS 5-6 7-8 9-10 11-12 13-14 15-17 18-20 21-23 24-25 26-27 28-30 31-32 33-35 36-38 39-41 42-43 44-45 46-47 48-49 50-51 Definition Pyramid of CSR Indicators around CSR Pillars of CSR Routes to CSR Embedding CSR Linking CSR to employee engagement Disclosure of CSR information CSR integration models Beliefs What do attractive employers do? Negotiation frames Volunteering Compassion encouraging social entrepreneurship Learning lessons from governance and cultural failures Bill C-300 A possible CSR roadmap and scorecard Canada’s top 50 for 2013 Examples Conclusion and questions Page 2
  3. 3. Introduction Page 3
  4. 4. Introduction to Toronto Training and HR Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking 10 years in training and human resources Freelance practitioner since 2006 The core services provided by Toronto Training and HR are: Training event design Training event delivery Reducing costs, saving time plus improving employee engagement and morale Services for job seekers Page 4
  5. 5. Definitions Page 5
  6. 6. Definitions • Corporate social responsibility (CSR) • Corporate responsibility (CR) • Sustainability • Triple bottom line Page 6
  7. 7. Pyramid of CSR Page 7
  8. 8. Pyramid of CSR Discretionary Ethical Legal Economic Page 8
  9. 9. Indicators around CSR Page 9
  10. 10. Indicators around CSR • • • • • • Economic Environment Labour practices Human rights Society Product responsibility Page 10
  11. 11. Pillars of CSR Page 11
  12. 12. Pillars of CSR • Business ethics • Compliance • Corporate governance Page 12
  13. 13. Routes to CSR Page 13
  14. 14. Routes to CSR • Values-based • Strategic • Defensive Page 14
  15. 15. Embedding CSR Page 15
  16. 16. Embedding CSR 1 of 2 • Partnering • Engaging • Aligning Page 16
  17. 17. Embedding CSR 2 of 2 • • • • • • Attraction Attitudes Skills and knowledge Attaining objectives Organizational climate CSR behaviours Page 17
  18. 18. Linking CSR to employee engagement Page 18
  19. 19. Linking CSR to employee engagement 1 of 2 • Many organizations strive to be a responsible employer • Organizations create a portfolio of programs and develop a reputation that to varying degrees demonstrate their commitment to CSR • Organizations engage employees in voluntary and on-the-job CSR-related activities Page 19
  20. 20. Linking CSR to employee engagement 2 of 2 MODELS OF ENGAGEMENT • Transactional approach • Relational approach • Developmental approach Page 20
  21. 21. Disclosure of CSR information Page 21
  22. 22. Disclosure of CSR information 1 of 2 BENEFITS • Enhancement and creation of the organization’s image/reputation • Informing their stakeholders about the organization’s contribution to community service • Transparency • Improving financial performance Page 22
  23. 23. Disclosure of CSR information 2 of 2 BENEFITS(CONTINUED) • Encourage and attract investors and customers • Support the organization’s profit • Decision-making Page 23
  24. 24. CSR integration models Page 24
  25. 25. CSR integration models CSR housed within HR CSR housed with a non-HR function CSR accountability dispersed across teams CSR as an independent team or foundation Page 25
  26. 26. Beliefs Page 26
  27. 27. Beliefs • Behavioural • Normative • Control Page 27
  28. 28. What do attractive employers do? Page 28
  29. 29. What do attractive employers do? 1 of 2 ATTRACTIVE EMPLOYERS • Would start a recycling program • Would stretch the truth • Would volunteer in the local community • Would try to change discriminatory policies Page 29
  30. 30. What do attractive employers do? 2 of 2 ATTRACTIVE EMPLOYERS • Promotes practices which you believe are ethical • Produces products or services which benefit the environment • Values employee health and safety over profit • Works to improve the local community • Works to reduce discrimination in the workplace Page 30
  31. 31. Negotiation frames Page 31
  32. 32. Negotiation frames • • • • • Imposing Normative Supportive Non-participative Cognitive Page 32
  33. 33. Volunteering Page 33
  34. 34. Volunteering 1 of 2 BENEFITS • Increase loyalty and motivation • Improve employee personal skills • Enrich work experience • Build team skills • Improve personal employability Page 34
  35. 35. Volunteering 2 of 2 TYPES OF VOLUNTEERING • Private volunteering • Supported employee volunteering • Employer-sponsored volunteering • Employer-planned volunteering • Business-integrated employee volunteering Page 35
  36. 36. Compassion encouraging social entrepreneurship Page 36
  37. 37. Compassion encouraging social entrepreneurship 1 of 2 • • • • Definition of compassion Integrative thinking Prosocial cost-benefit analysis Commitment to alleviating the suffering of others Page 37
  38. 38. Compassion encouraging social entrepreneurship 2 of 2 THE LEGITIMACY OF SOCIAL ENTERPRISE • Pragmatic • Moral Page 38
  39. 39. Learning lessons from governance and cultural failures Page 39
  40. 40. Learning lessons from governance and cultural failures 1 of 2 • Debunk the myth that “it could never happen here” • Conduct risk assessments and monitor for compliance • Set high ethical standards and demand accountability at all levels • Encourage dialogue and even dissent • Expect and plan for a crisis Page 40
  41. 41. Learning lessons from governance and cultural failures 2 of 2 • The fork in the road; have the courage to stand up and do the right thing • Seek legal advice early Page 41
  42. 42. Bill C-300 Page 42
  43. 43. Bill C-300 • • • • The Canadian mining sector Strengths of Bill C-300 Weaknesses of Bill C-300 E-3 Plus Page 43
  44. 44. A possible CSR roadmap and scorecard Page 44
  45. 45. A possible CSR roadmap and scorecard • Identify and engage with stakeholders by policies, processes and performance • Select and prioritize key issues relevant to supporting CSR • Review and revise all policies in line with CSR principles • Develop an action plan, scorecard and metrics • Implement, measure and report impacts Page 45
  46. 46. Canada’s top 50 for 2013 Page 46
  47. 47. Canada’s top 50 for 2013 • • • • • • • • • • Banks Energy and utilities Food and beverage Industrials Materials Retail Technology Telecom/electronics Textiles, footwear and apparel Transportation and logistics Page 47
  48. 48. Examples Page 48
  49. 49. Examples Page 49
  50. 50. Conclusion and questions Page 50
  51. 51. Conclusion and questions Summary Videos Questions Page 51

×