Your SlideShare is downloading. ×
Creating Social Vision and drawing CSR Map
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Creating Social Vision and drawing CSR Map

347

Published on

This covers the following …

This covers the following

- Responsible business and CSR
- Creating a shared vision
- The theory of change
- Intervention approach
- Issue prioritization and targeting
- Mainstreaming CSR in corporate governance

Published in: Business
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
347
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
18
Comments
0
Likes
1
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. Creating Social Vision and Drawing CSR Map
  • 2. Responsible business and CSR Creating a shared vision Issue prioritization Theory of change Intervention approach Mainstreaming CSR in corporate governance
  • 3. Source: UNESCAP (United Nations Economic and Social Commission for Asia and the Pacific ) Publication Business responsibility perspective
  • 4. NVG perspective Business Responsibility Business Responsibility
  • 5. Companies Act perspective
  • 6. Responsible business and CSR Creating a shared vision Issue prioritization Theory of change Intervention approach Mainstreaming CSR in corporate governance
  • 7. The big questions
  • 8. Why CSR? Source: Wikipedia
  • 9. Current trend
  • 10. Factors contributing to vision Regulatory Environment Market Condition Political Environment Social Condition Shareholder Expectation Employee Interest Customer Expectation Community Need Global Norms and Standards National Norms and Standards Value Purpose
  • 11. Elements of vision
  • 12. How do we get there?
  • 13. Whose vision is it anyway? Who shapes the vision Senior management? Site based/Community demand? Employees interest? Investors interest? Who owns it? Is it the responsibility of CSR committee and board alone? Is the decision making, attitude and behaviour at all levels within the company underpinned by the shared vision? Who is aware of it? Is the vision communicated and understood by all the
  • 14. Source: classroom-aid.com
  • 15. Source: Ebook: Building A Vision Authоr: Steve Carrick Stages to building a shared vision
  • 16. Vision roadmap
  • 17. Stakeholder expectations mapping It is important to understand the different stakeholders needs and expectations, as it would serve as important references for development of CSR policy and plans Stakeholder expectation mapping process Step I : Stakeholder Identification Step 2: Stakeholder and expectation and concerned issue analysis
  • 18. Step I - Stakeholder Identification Think of all the people who are affected by your work, who have influence or power over it, or have an interest in its successful or unsuccessful conclusion Are those ultimately affected, either positively or negatively by an organization's actions Primary Stakeholder Are the ‘intermediaries’, that is, persons or organizations who are indirectly affected by an organization's actions Secondary Stakeholder Those (who can also belong to the first two groups) have significant influence upon or importance within an organization Key Stakeholder
  • 19. Step I - Stakeholder identification
  • 20. Understanding of their needs and concerns Prioritize the categories of stakeholders as Vital to the company’s operation and success Important to include for practical and political reasons Nice to include if possible given time and resource Establish communication with different stakeholders Compile their economic, social, and environmental needs and concerns Prioritize concerns/needs according to their impact on the company into primary, secondary and tertiary
  • 21. OPEN BLIND UNKNOWNHIDDEN Probing/consultat ion Self discovery Shared discovery Unknown by others Known by others Unknown by self Known by self Adapted from Luft and Ingham (Johari Window) Creating shared perspective with stakeholders
  • 22. Stakeholder engagement process – community need assessment Process of assessing the community’s needs and resources Community Identification & Targeting Community - Common geography, culture, interests, demography, etc Its reference point to the company
  • 23. Identifying needs the Bradshaw Way Discrepancy between current state and a given norm or standard (something that has been professionally defined) It is what people in the community say they want or feel they need Refers to unmet demand – that which can be inferred by observing A discrepancy between what one group has and what another group, with similar characteristics, has
  • 24. Community needs assessment Problems are translated to needs, needs are translated to interventions Needs assessment starts with problem analysis Integrates qualitative and quantitative methods
  • 25. Information from internal stakeholders It can be done by using Survey FGDs Group Discussions/ consultations One-on-one meetings
  • 26. Responsible business and CSR Creating a shared vision Issue prioritization Theory of change Intervention approach Mainstreaming CSR in corporate governance
  • 27. Issue prioritization Next step would be to evaluate the number of issues compiled so far based upon certain criteria and arrive at a prioritized list of item Create a issue prioritization matrix and score it accordingly It could be a simple matrix or you can assign weightages to the various criteria For instance greater weightage to the concerns of vital stakeholders Issue Internal relevance External relevance Strategic Alignment Impact on company Leverage Potential Feasibility
  • 28. Responsible business and CSR Creating a shared vision Issue prioritization Theory of change Intervention approach Mainstreaming CSR in corporate governance
  • 29. “Would you tell me, please, which way I ought to go from here?" "That depends a good deal on where you want to get to.” ― Lewis Carroll, Alice in Wonderland
  • 30. Assumptions Assumption s Assumptions Assumptions Present State Desired State Interventions R e s u l t Theory of change
  • 31. Theory of change Your view of how change is going to come about; the mechanism through which it occurs Rather than projecting outcomes from your activities, ToC reverses that process by focusing FIRST on WHAT OUTCOME you are seeking (your goal) – then thoroughly considering all preconditions necessary Interventions and Activities are then based on your outcomes framework
  • 32. Steps to create a theory of change Identify long term goals List out preconditions Identify interventions Develop indicators Be clear about what impact you want to create through your initiatives and articulate it as the ultimate goal List all of the changes that must happen in order to reach the long-term goalgoal List out interventions (activities) done in a certain way that are most likely to bring about the outcome List Measurable indicators of success or evidence. Every indicator should be SMART (Specific, measurable, attainable, relevant and time – bound
  • 33. Logic of log frame analysis Project Description Indicators Source of Verification Assumptions Goal Objective(s)/ Outcome(s) Deliverables/ Outputs Activities If the OBJECTIVES are accomplished; Then this should contribute to the overall goal If DELIVERABLES are produced; Then the OBJECTIVES are accomplished If adequate RESOURCES/INPUTS are provided; Then the ACTIVITIES can be conducted If the ACTIVITIES are conducted; Then RESULTS can be produced
  • 34. Responsible business and CSR Creating a shared vision Issue prioritization Theory of change Intervention Strategy Mainstreaming CSR in corporate governance
  • 35. Questions to be considered while selecting the approach What should be the implementation strategy? Who will be implementing it? Direct implementation Implementation by NGOs What should be the program approach? Extensive /intensive Develop a model and replicate it at a later stage Complement/ supplement existing initiatives Comprehensive programme/ implement different aspects of the program in different area enabling cross learning
  • 36. Questions to be considered while selecting the approach What should be the geographic spread? Wide spread/concentrated What will be the unit of intervention? Ad hoc/ structure (Village/block/district..) What should be the resource/capacity leveraging strategy? Partnering with government bodies Partnering with other corporate bodies
  • 37. Responsible business and CSR Creating a shared vision Issue prioritization Theory of change Intervention approach Mainstreaming CSR in corporate governance
  • 38. CSR and corporate governance The Companies Act expects directors to be accountable for the following CSR policy CSR activities CSR fund allocation & utilization Reporting on CSR For this purpose CSR committee with 1 independent director nee to be constituted by the board Monitoring the CSR project from time to time falls under the purview of CSR committee and hence ultimately on the board
  • 39. However it must be noted that a company with good CSR does not necessarily imply good corporate governance – until it is in the business of responsible business!

×