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applying CSR in SMEs - ebbf dtruran - part 1
 

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    applying CSR in SMEs - ebbf dtruran - part 1 applying CSR in SMEs - ebbf dtruran - part 1 Presentation Transcript

    • IMSD / CSR in SMEsCSR in SMEs - an IntroductionPROFESSORdaniel truran - @dtruran - daniel.truran@ebbf.org www.eoi.es
    • IMSD / CSR in SMEs Your assignment by Wednesday 17th April 20% of marking EOI blog post one or more short blog posts about one or more areas of CSR in SMEs that struck you / that you felt are important 70% of marking a short document on CSR in SMEs 2 A4 pages maximum - 3 min presentation - website links - Identify an SME that has applied CSR (world coverage) - describe the driver that pushed that company to CSR - identify stakeholders it positively influenced - describe success it brought about: IMPORTANT quantify success email to : daniel.truran@ebbf.org 10% of marking attention and “intelligent” active participation in the classebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEs Definition of SME ?ebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEs Definition of SME ? Medium-sized enterprises: - Have fewer than 250 employees. - Their annual turnover should not exceed EUR 40 million - Or their annual balance-sheet total should be less than EUR 27 million. Small enterprises: - have between 10 and 49 employees. - They should have an annual turnover not exceeding EUR 7 million - or an annual balance-sheet total not exceeding EUR 5 million. Micro-enterprises: are enterprises which have fewer than 10 employees (According to Commission Recommendation (96/280/EC) of 3 April 1996 )ebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsnew definitions ... http://www.lisboncouncil.net//index.php?option=com_downloads&id=639ebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsnew definitions ... •Campalyst is one of the micro-multinationals that have emerged over the past few years. http://www.lisboncouncil.net//index.php?option=com_downloads&id=639ebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsnew definitions ... •Campalyst is one of the micro-multinationals that have emerged over the past few years. http://www.lisboncouncil.net//index.php?option=com_downloads&id=639ebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsnew definitions ... •Campalyst is one of the micro-multinationals that have emerged over the past few years. •Enabled by communication technologies, they can set up shop anywhere. "Small is an asset, it means youre able to respond to consumer needs very quickly. You can be agile without the bureaucracy." http://www.lisboncouncil.net//index.php?option=com_downloads&id=639ebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsnew definitions ... •Campalyst is one of the micro-multinationals that have emerged over the past few years. •Enabled by communication technologies, they can set up shop anywhere. "Small is an asset, it means youre able to respond to consumer needs very quickly. You can be agile without the bureaucracy." http://www.lisboncouncil.net//index.php?option=com_downloads&id=639ebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsnew definitions ... •Campalyst is one of the micro-multinationals that have emerged over the past few years. •Enabled by communication technologies, they can set up shop anywhere. "Small is an asset, it means youre able to respond to consumer needs very quickly. You can be agile without the bureaucracy." •Todays start-ups will never grow into conglomerates with a staff of 100,000 that traditional path is over. Its ineffective." http://www.lisboncouncil.net//index.php?option=com_downloads&id=639ebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsnew definitions ... •Campalyst is one of the micro-multinationals that have emerged over the past few years. •Enabled by communication technologies, they can set up shop anywhere. "Small is an asset, it means youre able to respond to consumer needs very quickly. You can be agile without the bureaucracy." •Todays start-ups will never grow into conglomerates with a staff of 100,000 that traditional path is over. Its ineffective." http://www.lisboncouncil.net//index.php?option=com_downloads&id=639ebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsnew definitions ... •Campalyst is one of the micro-multinationals that have emerged over the past few years. •Enabled by communication technologies, they can set up shop anywhere. "Small is an asset, it means youre able to respond to consumer needs very quickly. You can be agile without the bureaucracy." •Todays start-ups will never grow into conglomerates with a staff of 100,000 that traditional path is over. Its ineffective." •"For us, opening an office in another country would mean one of us flying there, finding a co-working space and setting up a desk” http://www.lisboncouncil.net//index.php?option=com_downloads&id=639ebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsnew definitions ... •Campalyst is one of the micro-multinationals that have emerged over the past few years. •Enabled by communication technologies, they can set up shop anywhere. "Small is an asset, it means youre able to respond to consumer needs very quickly. You can be agile without the bureaucracy." •Todays start-ups will never grow into conglomerates with a staff of 100,000 that traditional path is over. Its ineffective." •"For us, opening an office in another country would mean one of us flying there, finding a co-working space and setting up a desk” http://www.lisboncouncil.net//index.php?option=com_downloads&id=639ebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsnew definitions ... •Campalyst is one of the micro-multinationals that have emerged over the past few years. •Enabled by communication technologies, they can set up shop anywhere. "Small is an asset, it means youre able to respond to consumer needs very quickly. You can be agile without the bureaucracy." •Todays start-ups will never grow into conglomerates with a staff of 100,000 that traditional path is over. Its ineffective." •"For us, opening an office in another country would mean one of us flying there, finding a co-working space and setting up a desk” •"Were really fast, so if we see that there is, for example, a huge market for us in Brazil, well be http://www.lisboncouncil.net//index.php?option=com_downloads&id=639 there in a week."ebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsWhat are the characteristics of an SME?ebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsWhat are the characteristics of an SME?They usually have extensive local knowledge of resources, supply patterns andpurchasing trends.ebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsWhat are the characteristics of an SME?They usually have extensive local knowledge of resources, supply patterns andpurchasing trends.SMEs also represent an important source of innovation. They tend tooccupy specialized market “niches” and follow competitive strategiesthat set them apart from other companies.ebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsWhat are the characteristics of an SME?They usually have extensive local knowledge of resources, supply patterns andpurchasing trends.SMEs also represent an important source of innovation. They tend tooccupy specialized market “niches” and follow competitive strategiesthat set them apart from other companies.They are highly adaptable and fast changersebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsWhat are the characteristics of an SME?They usually have extensive local knowledge of resources, supply patterns andpurchasing trends.SMEs also represent an important source of innovation. They tend tooccupy specialized market “niches” and follow competitive strategiesthat set them apart from other companies.They are highly adaptable and fast changersThey draw upon the community for their workforce and rely on it to do business.They are an important source of employment.They provide goods and services tailored to local needs and at costs affordableto local people.ebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEs“local” market of SMEsebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEs“local” market of SMEsebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEs“local” market of SMEsebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEs“local” market of SMEs suppliersebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEs“local” market of SMEs suppliers customersebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEs“local” market of SMEs suppliers customers shareholdersebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEs“local” market of SMEs suppliers customers shareholders employeesebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsnew definitions ... http://www.cnbcmagazine.com/story/rise-of-the-roaming-empires/1558/3/ebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsnew definitions ...Avego operates in China, Europe and the US, yet its head office is in Kinsale, southern coast ofIreland."The idea of a headquarters is really a foreign concept,” http://www.cnbcmagazine.com/story/rise-of-the-roaming-empires/1558/3/ebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsnew definitions ...Avego operates in China, Europe and the US, yet its head office is in Kinsale, southern coast ofIreland."The idea of a headquarters is really a foreign concept,” Being spread across 18 time zones poses challenges. Most of the staff have monthly Skype meetings; managers have a bi-weekly substitute for the traditional chat around the water cooler. The company uses Google+ hangouts and shared desktops, and Dropbox for sharing documents. "Most large companies cannot compete on http://www.cnbcmagazine.com/story/rise-of-the-roaming-empires/1558/3/ this level”ebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsImpact of SMEsIn OECD (*) economies SMEs andmicroenterprises account for:over 95% of firms,60-70% employment,55% of GDPIn developing countries, more than90% of all firms outside theagricultural sector are SMEs andmicroenterprises. (*) Most OECD members are high-income economies with a "very high" Human Development Index (HDI) and are regarded as developed countries.ebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsImpact of SMEsIn OECD (*) economies SMEs andmicroenterprises account for:over 95% of firms,60-70% employment,55% of GDPIn developing countries, more than90% of all firms outside theagricultural sector are SMEs andmicroenterprises. (*) Most OECD members are high-income economies with a "very high" Human Development Index (HDI) and are regarded as developed countries.ebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsImpact of SMEsIn OECD (*) economies SMEs andmicroenterprises account for:over 95% of firms,60-70% employment,55% of GDPIn developing countries, more than90% of all firms outside theagricultural sector are SMEs andmicroenterprises. SMEs and Microenterprises also create 80% of pollution (*) Most OECD members are high-income economies with a "very high" Human Development Index (HDI) and are regarded as developed countries.ebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsImpact of SMEsebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsImpact of SMEs organizationebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsImpact of SMEs shareholders management organization suppliers employees clientsebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsImpact of SMEs environment government shareholders management organization suppliers employees clients local communityebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsImpact of SMEs common good environment government shareholders management organization suppliers employees clients local communityebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEs "Profit for a company is like oxygen for a person,ebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEs "Profit for a company is like oxygen for a person, Unfortunately, most businesses operate as if their purpose is breathing” Peter Sengeebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsyet another definition of CSR?ebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsyet another definition of CSR? “the sum of your activities is the social and economic impact of business in a locality” BitC - Business in the Community (UK)ebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsyet another definition of CSR? “the sum of your activities is the social and economic impact of business in a locality” BitC - Business in the Community (UK) they can be negative impacts unemployment, noise/pollution, exclusion, congestion, product misuse ....ebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsyet another definition of CSR? “the sum of your activities is the social and economic impact of business in a locality” BitC - Business in the Community (UK) they can be negative impacts unemployment, noise/pollution, exclusion, congestion, product misuse .... or positive impacts jobs, support social enterprise, education skills and training, community investment, local amenities ...ebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsWhat decisions affect? where you locate and manage your operations [site location and management] implications: getting to work ... who you hire [employment] what and from whom you purchase [supply chain and procurement] how and what you produce and sell [product and service deliver] what and how you give back [community and social investment] ....ebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEs examples from your companies ? what positive or negative effects ?ebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsexamples from your companieswhat positive or negative effects ? common good environment government shareholders management organization suppliers employees clients local communityebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEs Collective impact Collectively SMEs have considerable environmental impact. However, given the various challenges with which they are confronted, and the perception that their individual impact is not significant, it is unlikely that environmental concerns will figure high on their business agendas.ebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEs Collective impact Collectively SMEs have considerable environmental impact. However, given the various challenges with which they are confronted, and the perception that their individual impact is not significant, it is unlikely that environmental concerns will figure high on their business agendas. do you agree?ebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEs Collective impact Collectively SMEs have considerable environmental impact. However, given the various challenges with which they are confronted, and the perception that their individual impact is not significant, it is unlikely that environmental concerns will figure high on their business agendas. do you agree? are you ok with this?ebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEs Collective impact Collectively SMEs have considerable environmental impact. ”? le is not However, given the various challenges with which they are sib confronted, and the perception that their individual impact significant, it is unlikely that environmentalp on will figure s concerns high on their business agendas. “ re o be t Es SM es you agree? d riv do h at W are you ok with this?ebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEs Collective impact Collectively SMEs have considerable environmental impact. However, given the various challenges with which they are confronted,drivesperception that their individual impact is not What and the SMEs to be “responsible”? significant, it is unlikely that environmental concerns will figure high on their business agendas. the good corporations can do By engaging with SMEs, assisting them with capacity building, and aiding them with compliance, particularly with environmental standards, large corporations can help SMEs integrate sustainable development thinking into their production processes and operations.ebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsWhat drives an SME’s efforts in CSR?corporate supply chainebbf.org / Daniel Truran www.eoi.es Walmart Supplier Sustainability Assessment
    • IMSD / CSR in SMEsWhat drives an SME’s efforts in CSR?corporate supply chainebbf.org / Daniel Truran www.eoi.es Walmart Supplier Sustainability Assessment
    • IMSD / CSR in SMEsWhat drives an SME’s efforts in CSR?corporate supply chain http://www.sustainabilityconsulting.com/walmart-services/ebbf.org / Daniel Truran www.eoi.es Walmart Supplier Sustainability Assessment
    • using a scorecard to your advantage Another challenge for some suppliers is figuring out how to translate the scorecards answers into strategic management plans. The scorecards 15 questions are grouped into four categories: energy and climate; material efficiency; natural resources; and people and community so its easy to see which sustainability category need to be addressed with short term tactics. Whats more difficult is building the right internal team and developing a more strategic approach, because most manufacturers dont organize their management teams and business units around sustainability categories. http://www.fivewinds.com/english/news-and-events/patterns-newsletter/how-to-use-walmart-s-supplier-scorecard-to-your-advantage.htmebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsWhat drives an SME’s efforts in CSR?ebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsWhat drives an SME’s efforts in CSR? - Large corporations supply chain requirements - Government regulation - constraints concerning environment social contracts and legislation - Increased demand from customers/society - Personal wish to be responsible, to do the right thing - Eco-efficiency driven innovation - ....ebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEs Difference between these two groupings?ebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEs Difference between these two groupings? - Large corporations supply chain requirements - Government regulation - constraints concerning environment social contracts and legislation - Increased demand from customers/society - Personal wish to be responsible, to do the right thing - Eco-efficiency driven innovation - ...ebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEs Difference between these two groupings? PASSIVE v - Large corporations supply chain requirements - Government regulation - constraints concerning environment social contracts and legislation - Increased demand from customers/society - Personal wish to be responsible, to do the right thing - Eco-efficiency driven innovation - ...ebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEs Difference between these two groupings? PASSIVE v - Large corporations supply chain requirements - Government regulation - constraints concerning environment social contracts and legislation - Increased demand from customers/society ACTIVE v - Personal wish to be responsible, to do the right thing - Eco-efficiency driven innovation - ...ebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEs Difference between these two groupings? PASSIVE v - Large corporations supply chain requirements - Government regulation - constraints concerning environment social contracts and legislation - Increased demand from customers/society ACTIVE v - Personal wish to be responsible, to do the right thing - Eco-efficiency driven innovation - ... creating the love brand ... (or the “like” brand)ebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsLove BrandEmotional Engagement with your stakeholdersebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsLove BrandEmotional Engagement with your stakeholdersebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsLove BrandEmotional Engagement with your stakeholdersebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsLove Brand Stakeholders “in love” Not only buy But actively promoteebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsevolving purchasing patternsebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsevolving purchasing patterns awarenessebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsevolving purchasing patterns consideration awarenessebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsevolving purchasing patterns preference consideration awarenessebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsevolving purchasing patterns preference consideration purchase awarenessebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsOLD purchasing patterns:aiming to create loyalty preference consideration purchase awareness loyaltyebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsNEW purchasing pattern:the key is now creating - positive advocacy - preference consideration purchase awareness loyaltyebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsNEW purchasing pattern:the key is now creating - positive advocacy - preference consideration purchase advocacy awareness loyaltyebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsNEW purchasing pattern:the key is now creating - positive advocacy - preference consideration purchase advocacy awareness loyaltyebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsNEW purchasing pattern:the key is now creating - positive advocacy - preference consideration purchase advocacy awareness loyalty have you used the powerful www.eoi.esebbf.org / Daniel Truran opportunity to “advocate” recently?
    • IMSD / CSR in SMEsgetting that advocacy creating emotional engagement making the promise delivering the promiseebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsgetting that advocacy creating emotional engagement advocacy making the promise delivering the promiseebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsgetting that advocacy creating emotional engagement advocacy making the promise delivering the promiseebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsLove Brand Are you in “love” with any brand because of its sustainability / responsibility? what is your emotional engagement?ebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsPrinciple behind successful SMEs “having a healthy business should go hand in hand with creating a healthy community”ebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsWho are the “stakeholders” involvedin the following three examples?ebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsWho are the “stakeholders” involvedin the following three examples? Shareholders Cu s to m e s er ye s plo Em Enterprise Enterprise rs En lie vir p on S up m Communities en tebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsWho are the “stakeholders” involvedin the following three examples? Shareholders the enterprise eco system: the stakeholder concept Cu s to m e s er ye s plo Em Enterprise Enterprise rs En lie vir p on S up m Communities en tebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEs Who are the “stakeholders” involved in these three examples? Who made CSR happen in these SMEs?ebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEs Who are the “stakeholders” involved in these three examples? Who made CSR happen in these SMEs? Why? What was their driver?ebbf.org / Daniel Truran www.eoi.es
    • ebbf.org / Daniel Truran www.eoi.es
    • ebbf.org / Daniel Truran www.eoi.es
    • Warby Parker - doing good doing wellebbf.org / Daniel Truran www.eoi.es
    • Warby Parker - doing good doing wellhttp://youtu.be/DarG-uI319cebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEs Sure ... but in times of crisis, when the pressure is on?ebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsCloser to local communityebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEs trust in times of crisis Giada Dall’Oebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEs trust in times of crisis "my first and current job is to create contracts with hotels, restaurants and all stakeholders present in the tourism sector. From my first day at work I always tried to be honest and transparent with my suppliers whilst of course always trying to achieve the financial goals of my company. Even though combining the two was sometimes a challenge, in the end I was rewarded in both areas! This happened not so long ago when the manager of a large Italian hotel chain decided to confirm a big contract with us, taking away share from our Giada Dall’O competitors, he justified his decision by saying:ebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEs trust in times of crisis "my first and current job is to create contracts with hotels, restaurants and all stakeholders present in the tourism sector. From my first day at work I always tried to be honest and transparent with my suppliers whilst of course always trying to achieve the financial goals of my company. Even though combining the two was sometimes a challenge, in the end I was rewarded in both areas! This happened not so long ago when the manager of a large Italian hotel chain decided to confirm a big contract with us, taking away share from our Giada Dall’O competitors, he justified his decision by saying: “in times of economic crisis such as the ones we are living now, knowing that you can trust the people that you work with is fundamental”ebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEs Shareholders Cu s to m e s er ye s plo Em Enterprise Enterprise rs En lie vir p p on Su m Communities en tebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsWho are the “stakeholders” involved inthe following three examples? Shareholders Cu s to m e s er ye s plo Em Enterprise Enterprise rs En lie vir p p on Su m Communities en tebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsWho are the “stakeholders” involved inthe following three examples? ShareholdersWho made CSR happen Cu s to m e s er yein these SMEs? s Em plo Enterprise Enterprise rs En lie vir p p on Su m Communities en tebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsWho are the “stakeholders” involved inthe following three examples? ShareholdersWho made CSR happen Cu s to m e s er yein these SMEs? s Em plo Enterprise Enterprise rs En lie vir p p on Su m CommunitiesWhy? en tWhat was their driver?ebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsWhat are some direct consequences / driversof SME’s efforts in CSR ? Culture Integrity wins public approval Courage (love - emotional engagement) differentiates your business Active (not passive) CSR minimizes risks Innovation reduces costs http://www.bi.no/CenterFiles/Centre%20for%20Corporate%20Responsibility/SME_Innovation_CSR.pdfebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEs Shareholders Cu s to m e s er ye s plo Em Enterprise Enterprise rs En lie vir p on S up Communities m en tebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEs pick a stakeholder and be socially responsible Shareholders Cu s to m e s er ye s plo Em Enterprise Enterprise rs En lie vir p on S up Communities m en tebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEs Identify Stakeholders outcome of dialogue with stakeholdersebbf.org / Daniel Truran www.eoi.es www.ebbf.org
    • IMSD / CSR in SMEs Identify Stakeholders outcome of dialogue with stakeholders Build Impact Measurement WITH stakeholdersebbf.org / Daniel Truran www.eoi.es www.ebbf.org
    • IMSD / CSR in SMEs Identify Stakeholders outcome of dialogue with stakeholders Build Impact Measurement WITH stakeholders Dialogue as a source of information and understandingebbf.org / Daniel Truran www.eoi.es www.ebbf.org
    • IMSD / CSR in SMEs Identify Stakeholders outcome of dialogue with stakeholders Build Impact Measurement WITH stakeholders Dialogue as a source of information and understanding Suppliers to IVECO exampleebbf.org / Daniel Truran www.eoi.es www.ebbf.org
    • IMSD / CSR in SMEs Identify Stakeholders outcome of dialogue with stakeholders Build Impact Measurement WITH stakeholders Dialogue as a source of information and understanding Suppliers to IVECO example Source of innovationebbf.org / Daniel Truran www.eoi.es www.ebbf.org
    • IMSD / CSR in SMEsExamples of stakeholderconversations (I) CEO closing the entire factory down for one day to set 10 year strategy including the toilet cleaner - FULL engagementebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEs “…significantly boost our company’s performance during the next five years. How? Foremost, we look to inspire our employees’ hope in the future, to fill them with a sense of progress and advancement in their careers as well as their personal lives. How we treat and teach our employees and the sense of respect and fairness our company projects, will instill the loyalty, motivation and positive thinking our team needs to accomplish our goals.” Fasha Mahjoor - CEO of Phenomenexebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEs “…significantly boost our company’s performance during the next five years. How? Foremost, we look to inspire our employees’ hope in the future, to fill them with a sense of progress and advancement in their careers as well as their personal lives. How we treat and teach our employees and the sense of respect and fairness our company projects, will instill the loyalty, motivation and positive thinking our team needs to accomplish our goals.” Fasha Mahjoor - CEO of Phenomenexebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEs “…significantly boost our company’s performance during the next five years. How? Foremost, we look to inspire our employees’ hope in the future, to fill them with a sense of progress and advancement in their careers as well as their personal lives. How we treat and teach our employees and the sense of respect and fairness our company projects, will instill the loyalty, motivation and positive thinking our team needs to accomplish our goals.” Fasha Mahjoor - CEO of Phenomenexebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEs Shareholders Cu s to m e s er ye s plo Em Enterprise Enterprise rs En p lie vir S up on m Communities en tebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEswhy do you think that employeesshould be the first focus point ofCSR in SMEs ? Shareholders Cu s to m e s er ye s plo Em Enterprise Enterprise rs En p lie vir S up on m Communities en tebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEs this is THE age where you can make anything happenebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEs Your assignment by Wednesday 17th April 20% of marking EOI blog post one or more short blog posts about one or more areas of CSR in SMEs that struck you / that you felt are important 70% of marking a short document on CSR in SMEs 2 A4 pages maximum - 3 min presentation - website links - Identify an SME that has applied CSR (world coverage) - describe the driver that pushed that company to CSR - identify stakeholders it positively influenced - describe success it brought about: IMPORTANT quantify success email to : daniel.truran@ebbf.org 10% of marking attention and “intelligent” active participation in the classebbf.org / Daniel Truran www.eoi.es
    • EXTRA “BONUS” CONTENTebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsnew definitions ... Campalyst is one of the micro-multinationals that have emerged over the past few years. With global aspirations from the get-go, enabled by communication technologies, they can set up shop anywhere. "Small is an asset, it means youre able to respond to consumer needs very quickly. You can be agile without the bureaucracy." Todays start-ups will never grow into conglomerates with a staff of 100,000 that traditional path is over. Its ineffective." "For us, opening an office in another country would mean one of us flying there, finding a co-working space and setting up a desk, or just hiring another person there. This is totally our decision," he says. "Were really fast, so if we see that there is, for example, a huge market for us in Brazil, well be there in a week." http://www.lisboncouncil.net//index.php?option=com_downloads&id=639ebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsnew definitions ...... his company Avego operates in China, Europe and the US, yet its head office is in Kinsale, nearCork on the southern coast of Ireland. "The idea of a headquarters is really a foreign concept,"he says.The nature of its products meant ... opening up offices for sales and support in Washington DCand Silicon Valley, as well as a manufacturing facility for its hardware and a support office inDalian, China. Around 30 of its staff are in Ireland, with 15 in China and eight in the US. Being spread across 18 time zones poses challenges. Most of the staff have monthly Skype meetings; managers have a bi-weekly substitute for the traditional chat around the water cooler. The company uses Google+ hangouts and shared desktops, and Dropbox for sharing documents. "Most large companies cannot compete on http://www.cnbcmagazine.com/story/rise-of-the-roaming-empires/1558/3/ this level”ebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEs What are other drivers of CSR in SMEs? India China Peopleebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsAdapting to different environments The Indian example The Gandhian principle of trusteeship (GandhiM.K. Harijan, 1927) expresses the inherent duties of the business enterprises to its consumers, workers,community and the mutual responsibilities of these to one another. ebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsAdapting to different environmentsThe Indian exampleIndia has 638,596 villages. The rural population is 72.2%The private sector plays a critical part in the growth of rural India:1. bridge the gap left by the government2. increase their markets.If you help build a road in rural India it benefits the community andyour company.Examples: work in the rural areas for agriculture, animal husbandry,water conservation, village institution building, capacity building andamenities to fishermen, rural development programs which touches thelives of people in remote villages medical services to the communities.http://www.scribd.com/doc/51283801/4th-Wheel-March-2011-Newsletterebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsAdapting to different environmentsThe Indian example a ct m p n i aIndia has 638,596 villages. The rural population is 72.2% a ke of rural India:The private sector plays a critical part in the growth1. bridge the gap left by the governmentto m2. increase their markets. r eaIf you help build a road in rural t a it benefits the community and Indiayour company. an ev areas for agriculture, animal husbandry,Examples: work in the el r rural onwater conservation, village institution building, capacity building andamenities to us cfishermen, rural development programs which touches the folives of people in remote villages medical services to the communities.http://www.scribd.com/doc/51283801/4th-Wheel-March-2011-Newsletterebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsPrinciple behind successful SMEs “having a healthy business should go hand in hand with creating a healthy community”ebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsAdapting to different environmentsebbf.org / Daniel Truran http://www.chinacsrproject.org/ www.eoi.es
    • IMSD / CSR in SMEsAdapting to different environments The Chinese example Hebei Huatong Wires & Cables Co. Ltd (working with GIZ) . particularly important for export companies . high rate of employee turnover . poor product quality pointsebbf.org / Daniel Truran http://www.chinacsrproject.org/ www.eoi.es
    • IMSD / CSR in SMEsWhat drives an SME’s efforts in CSR?(In China)Employee Care Scheme:! minimum of two hours of technical or managerial training every week.! Operators on the production line would take a minimum of 20 hours of in-house training and aminimum of 50 hours of on-site training every year! All employees would take a minimum of one hour of safety education training every month.! Selected employees would visit peer companies once every six months! Employees encouraged to receive advanced vocational training. The training fee would alwaysbe fully reimbursed in the case of cable related operations. Other types of training would also bepartially subsidized.Improving working conditions:! A workplace safety fund was established. Huatong decided to allocate RMB 100,000 (USD14,754) per year to the fund.! RMB 100,000 (USD 14,754) per year also allocated for Personal Protection Equipments (PPEs) tothe workshop in the area of production.! Medical check-up for all employees twice a year.! Medical box was equipped on site in all workshops.ebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsWhat drives an SME’s efforts in CSR?(In China)Employee Care Scheme:! RMB 150,000 (USD 221,302) was invested to install solar bathing systems at all employeedormitories.! RMB 40,000 (USD 5,905) was invested to build a sports room and a basketball court.! Two tourism-related activities would be organized every year in spring and summer forthe employees, to be defined by Huatong’s management system.! An entertainment activity would be organized for all employees every three months.! A birthday party would be organized every month for those employees whose birthdaysfall in that month.ebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsWhat drives an SME’s efforts in CSR?(In China) The Employee Care Scheme brought about encouraging results in 2009. ! The employee turnover rate was reduced from 5.7% to 2.8% (from end of 2008 to end of 2009). This led to the following unintended benefits to Huatong compared to a year earlier: ! The costs of recruitment and training were effectively reduced by RMB 13,000, (USD 1,917), 47.6% lower than the year before. ! The product First Pass Rate increased from 97.1% to 99.2%. ! The customer satisfaction rate in services increased from 74.6% to 86.3%. ! The overall savings achieved due to the upgrading of skills were over RMB 5 Million (USD 737,676)ebbf.org / Daniel Truran www.eoi.es
    • IMSD / CSR in SMEsGIZ in Chinaebbf.org / Daniel Truran http://www.chinacsrproject.org/ www.eoi.es