[Rossella derickson, krista_henley,_almaz_negash,_(book_fi.org)

20660 Stevens Creek Blvd.
Suite 210
Cupertino, CA 95014
Awakening Social
Responsibility
A Call to Action
By Rossella Derickson
and Krista Henley
with Cindy Campbell
Heather Connors
and Almaz Negash

Awakening Social Responsibility: A Call to Action
Guidebook for Global Citizens, Corporate and
Non-Profit Organizations
Copyright © 2007 by Rossella Derickson & Krista Henley
All rights reserved. No part of this book shall be reproduced, stored in
a retrieval system, or transmitted by any means electronic,
mechanical, photocopying, recording, or otherwise without written
permission from the publisher. No patent liability is assumed with
respect to the use of the information contained herein. Although every
precaution has been taken in the preparation of this book, the
publisher and author(s) assume no responsibility for errors or
omissions. Neither is any liability assumed for damages resulting from
the use of the information contained herein.
First Printing: October, 2007
Paperback ISBN: 1600050654 (978-1-60005-065-7)
Place of Publication: Silicon Valley, California, USA
Paperback Library of Congress Number: 2007937601
eBook ISBN: 1600050662 (978-1-60005-066-4)
Trademarks
All terms mentioned in this book that are known to be trademarks or
service marks have been appropriately capitalized. Happy About®
cannot attest to the accuracy of this information. Use of a term in this
book should not be regarded as affecting the validity of any trademark
or service mark.
Warning and Disclaimer
Every effort has been made to make this book as complete and as
accurate as possible, but no warranty of fitness is implied. The
information provided is on an “as is” basis. The authors and the
publisher shall have neither liability nor responsibility to any person or
entity with respect to an loss or damages arising from the information
contained in this book.

Praise for Awakening Social Responsibility
"Organizations that provide meaning and service attract people who
want to find meaning and deliver service. If these are the people you
would like to attract, read this book!"
Marshall Goldsmith - author of 'What Got You Here Won't Get You
There', a New York Times best seller and Wall Street Journal #1
business book.
"The Social Responsibility of most of our institutions needs to be
awakened, for it has been dozing on the drug of minimum standards
for years. I hope this book will be an awakening; it has all the tools you
need."
Peter Block, Bestselling author of 'Flawless Consulting: A Guide
to Getting Your Expertise Used' and 'Stewardship: Choosing
Service Over Self-Interest'
"Environmental protection and economic prosperity can, must and
shall go hand in hand. This book will guide you to find the protection /
prosperity intersection in your company."
Hunter Lovins, Co-Author, 'Natural Capitalism: Creating the Next
Industrial Revolution'

Dedication
This book is dedicated in gratitude to all the people, businesses, and
organizations that are committed to create a sustainable world. We
thank you.

Acknowledgements
Special thanks go to Susan Collin-Marks and John Marks from the
Search for Common Ground for their kind but direct push to step in to
lead in this vitally important territory of social responsibility.
Almaz Negash, Cindy Campbell and Heather Connors formed our
interview and writing team for this project. We are grateful for their
wisdom, creativity and support. They are much more than contributing
authors, they are the inner circle which made this project possible.
We thank our publisher Mitchell Levy for his support and
encouragement to broaden our mission to bring wisdom to the
workplace through this book.
We appreciate beyond words our editor, Alis Valencia, for her
guidance, writing skill, and knowledge in the area of social
responsibility. We also acknowledge Kathryn Hall, whose many years
as a top book publicist, gave us the insights needed to move this
project forward.
Finally, thank you to each individual highlighted in this book, for your
purpose and passion, and for aligning with us to make a difference in
how companies engage in Corporate Social Responsibility.
Rossella Derickson and Krista Henley

A Message From Happy About®
Thank you for your purchase of this Happy About book. It is available
online at http://happyabout.info/csr.php or at other online and physical
bookstores.
• Please contact us for quantity discounts at sales@happyabout.info
• If you want to be informed by e-mail of upcoming Happy About®
books, please e-mail bookupdate@happyabout.info
Happy About is interested in you if you are an author who would like
to submit a non-fiction book proposal or a corporation that would like
to have a book written for you. Please contact us by e-mail
editorial@happyabout.info or phone (1-408-257-3000).
Other Happy About books available include:
• Happy About People-to-People Lending With Prosper.com:
http://happyabout.info/prosper/
• Overcoming Inventoritis:
http://happyabout.info/overcoming-inventoritis.php
• Confessions of a Resilient Entrepreneur:
http://happyabout.info/confessions-entrepreneur.php
• Memoirs of the Money Lady:
http://happyabout.info/memoirs-money-lady.php
• 30-Day Bootcamp: Your Ultimate Life Makeover:
http://www.happyabout.info/30daybootcamp/life-makeover.php
• Happy About Joint Venturing:
http://happyabout.info/jointventuring.php
• Happy About LinkedIn for Recruiting:
http://happyabout.info/linkedin4recruiting.php
• Scrappy Project Managment:
http://happyabout.info/scrappyabout/project-management.php
• 42 Rules of Marketing:
http://happyabout.info/42rules/marketing.php
• Foolosophy:
http://happyabout.info/foolosophy.php
• Tales From the Networking Community
http://happyabout.info/networking-community.php
• Happy About Online Networking:
http://happyabout.info/onlinenetworking.php
• The Home Run Hitter's Guide to Fundraising
http://happyabout.info/homerun-fundraising.php

C o n t e n t s
Awakening Social Responsibility - A Call to Action vii
Preface Preface
Book Use How to Use this Book
Part I Perspectives on Social Responsibility . .5
Chapter 1 Silicon Valley Watcher
Tom Foremski . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
Chapter 2 Forty Years of Corporate Social
Responsibility
James O'Toole . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
Chapter 3 Survey Trends
Salvatore V. Falletta . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Chapter 4 Raise the Bar
Alis Valencia . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
Chapter 5 From Corporate Citizenship to Global
Citizenship
Dinesh Chandra . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
Part II Implementing Social Responsibility . . .35
Chapter 6 Heed the Challenges
Kirk O. Hanson . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
Chapter 7 Consider Ethical Issues
Marvin Brown . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41
Chapter 8 Assess the Opportunities
Azure Kraxberger . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45
Chapter 9 Exercise Influence
B. Kim Barnes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61

viii Contents
Chapter 10 Integrate CSR into Business-As-Usual
Pravir Malik. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65
Part III Corporate CSR Initiatives . . . . . . . . . . . 69
Chapter 11 Authentic CSR
Christine Arena . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71
Chapter 12 Getting Started
Sun Microsystems: Marcy Scott Lyn
and Rich Lang . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75
Chapter 13 Ethical Sourcing from Suppliers
Gap Inc.: Dan Henkle . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79
Chapter 14 Sustainable Business
Cisco Systems, Inc.: Adrian Godfrey . . . . . . . . . . . . . . . . 83
Chapter 15 Investing in the Future
Intel Corporation: Dave Stangis . . . . . . . . . . . . . . . . . . . . 87
Chapter 16 Pro Bono Services
Cooley Godward Kronish LLP: Maureen Alger
and Ashley Kanigher . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93
Chapter 17 Responsible Business Processes
Symantec Corporation: Cecily Joseph. . . . . . . . . . . . . . . . 97
Chapter 18 Empowered to Do the Right Thing
Adobe Systems Inc.: Michelle Mann . . . . . . . . . . . . . . . 101
Part IV Ways to Take Action on
Social Responsibility. . . . . . . . . . . . . . 105
Chapter 19 Become a Beacon of Sustainability
Act Now: Adam Werbach . . . . . . . . . . . . . . . . . . . . . . . . 107
Chapter 20 Incorporate CSR from the Beginning
Entrepreneurs Foundation: Sean Foote . . . . . . . . . . . . . . 111
Chapter 21 Recruit Immigrant Professionals
Upwardly Global: Jane Leu. . . . . . . . . . . . . . . . . . . . . . . 115

Awakening Social Responsibility - A Call to Action ix
Chapter 22 Volunteer on Your Terms
One Brick: Dave Shefferman . . . . . . . . . . . . . . . . . . . . . 119
Chapter 23 Contribute to Global Peace and
Well-Being
The Dalai Lama Foundation: Tony Hoeber. . . . . . . . . . . 123
Chapter 24 Good Capital: Invest in Social Enterprise
Right Reality: David Batstone. . . . . . . . . . . . . . . . . . . . . 127
Chapter 25 Become an Internet Philanthropist
Bring Light: Drew McManus . . . . . . . . . . . . . . . . . . . . . 131
Chapter 26 Engage in One-on-One Philanthropy
Human Connexus Foundation: Cindy Campbell
and Heather Connors . . . . . . . . . . . . . . . . . . . . . . . . . . . . 133
Chapter 27 Reuse and Recycle Surplus Items
iReuse LLC: Ken Kurtzig . . . . . . . . . . . . . . . . . . . . . . . . 135
Chapter 28 Promote Economic Independence
Kiva Microfunds: Premal Shah . . . . . . . . . . . . . . . . . . . . 139
Chapter 29 Help Nonprofits with their Training
Needs
Community Outreach Program: Kris Schaffer . . . . . . . . 143
Chapter 30 Support Collaborative Solutions to
Conflict
Search for Common Ground: Jane Shaw . . . . . . . . . . . . 145
Chapter 31 Find Core Competitive Advantage
ATDynamics, Inc.: Andrew Smith . . . . . . . . . . . . . . . . . 149
Chapter 32 Empower Women
Entwine Global: Almaz Negash . . . . . . . . . . . . . . . . . . . 153
Chapter 33 Raises Living Standards
Village Enterprise Fund: Nicholas Imparato. . . . . . . . . . 155

x Contents
Part V The Human Resources Leadership
Role in CSR . . . . . . . . . . . . . . . . . . . . . 159
Chapter 34 Corporate Social Responsibility: HR's
Leadership Role
Society for Human Resource Management (SHRM):
Nancy Lockwood. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 161
Part VI Resources . . . . . . . . . . . . . . . . . . . . . . 183
Chapter 35 CSR Global Resource Links
Authors About the Authors . . . . . . . . . . . . . . . . . . . . . . . . . 189
Books Other Happy About Books . . . . . . . . . . . . . . . . . . . 193

Awakening Social Responsibility - A Call to Action 1
P r e f a c e
Preface
We live in an unprecedented time where there
are remarkable changes in our society,
economy, and environment. We can no longer
avoid the impact that individuals, corporations,
and organizations have in a community. What
can we do to help? What is our responsibility?
There are pivotal times in our lives when we are
called to action; when we are called to make a
difference. Our team of five committed profes-
sional women answered the call to make a differ-
ence by interviewing experts in social
responsibility, and bringing the wisdom back to
you, our readers.
The result is a quick guidebook for global citizens
who are interested in creating socially responsi-
ble programs but have little or no idea where to
begin within their own companies. Our team
makes no effort to be comprehensive but instead
offers a glimpse of what is possible. Our intention
is to help people get started on the pathway to
corporate social responsibility (CSR).
The concept of CSR is not new, just of greater
interest now that media scrutiny, shareholder
concerns, and public opinions have heightened
the value placed on socially and environmentally

2 Preface
beneficial business practices. The benefits,
however, will be greater when initiatives are well
integrated with business strategy and, as a
result, companies “do well while doing good.”
By just picking up this book, you have joined us
as a change agent to support the evolution of a
more sustainable world. As you read, we hope
you are inspired by each contributor to the book.
We trust you will gain insights on how to leave a
positive global footprint, and through CSR
programs, bring meaning into the workplace.
Please join us by awakening members of your
network to the importance of CSR, and together,
answer the call to take action!
Rossella Derickson, Krista Henley, Almaz
Negash, Cindy Campbell and Heather Connors

B o o k U s e
How to Use this
Book
The book has six sections; each gives the
reader flexibility to choose what is most
important to get a CSR program started, or to
enhance an existing program. The guidebook
includes interviews with industry leaders and
CSR experts to help you understand the
business case for transforming your organization
and to illustrate issues that may pose challenges
for implementation. There is also a compilation of
resources including non-profit organizations and
other socially responsible business options for
you and your company to utilize while creating
your own programs.
Perspectives on CSR: In this section we
present the observations of experienced profes-
sionals: what CSR means, the good and the bad,
the trends, and the possibilities.
Implementing CSR: The challenge of introduc-
ing change is heightened when a company is
serious about CSR. The chapters in this section
introduce some of the issues companies need to
consider as they move forward with a CSR

4 How to Use this Book
program: leadership, clarity of purpose, ethical
concerns, procedural steps, and strategic inte-
gration.
Corporate CSR Initiatives: We provide inside
views of several corporate CSR programs to il-
lustrate the sort of initiatives underway. Our
examples also show how CSR can be incorporat-
ed throughout an organization, and reveal issues
that can pose special challenges.
Opportunities to Practice CSR: An ever-in-
creasing number of nonprofit organizations facil-
itate CSR by providing opportunities for
companies—and their employees—to contribute
resources, time, and expertise. There are also
companies formed expressly to meet social,
economic and environmental needs. The
companies model CSR-driven business strate-
gies and also provide business opportunities to
invest in CSR. In this section we profile a diverse
array of organizations that facilitate CSR.
The Human Resources Leadership Role in
CSR: The HR professional can gain clarity of
purpose and have the ability to influence their or-
ganization's culture by embracing the new and
evolving CSR role addressed in this section.
Resources: Opportunities to learn more about
CSR abound. We list organizations and periodi-
cals, all readily accessible on the Internet,
dedicated to advancing socially and environmen-
tally responsible business practices.
15% of the profits from this book will be
donated to charity.

Part I
Perspectives on
Social Responsibility
• Silicon Valley Watcher—Tom Foremski
• Forty Years of Corporate Social
Responsibility—James O'Toole
• Survey Trends—Salvatore V. Falletta
• Raise the Bar—Alis Valencia
• From Corporate Citizenship to Global
Citizenship—Dinesh Chandra

C h a p t e r
1 Silicon Valley Watcher
Tom Foremski
Tom Foremski is a former news reporter and
columnist for the Financial Times. He now writes
about the business and culture of Silicon Valley
on his web site, The Silicon Valley Watcher
(www.siliconvalleywatcher.com). We asked Tom
for his views on corporate social responsibility.
What are your thoughts about Corporate
Social Responsibility?
CSR is a topic that is about to explode. Google
started igniting peoples' thinking about CSR with
an article in Red Herring. In fact, the Google
Foundation was almost the reason Google
existed. It was inspiring. That kind of vision
statement is vital here in Silicon Valley.
“Google.org aspires to use the power of
information to help people better their lives.
We are an experiment in active philanthropy.
In addition to financial resources, we are
fortunate to be able to engage Google's
entire family of people and partners,
information technologies and other
resources to address three major growing
global problems: climate change, global
public health, and economic development
and poverty.”

8 Chapter 1: Silicon Valley Watcher
People really want to change the world; they are here to make a
difference. I see it time and time again with new start-ups. After several
successes, the entrepreneurs want to get back in and try again, to
continue to innovate. It's not about changing the world with software or
chips. There has to be a place for us to give back to our societies and
to our communities to make it all worthwhile.
People want to be a part of a group that is doing fantastic things. The
organization has to be a good corporate, community and world citizen.
All companies need to have all of these elements, and you can't just
give lip service and say you are doing it; leadership has to be involved.
Why might Silicon Valley be the new frontier for social
responsibility?
Silicon Valley is a melting pot. The competition here is for the best in
the world, and it's not money that competes for the best in the world.
What attracts that person is more than money and stock options - it is
being part of an organization that is much more than that.
To make real progress, the venture capital community needs to be
more involved in CSR. It is time for VCs to have CSR in their business
plans. That would really help things along.
Where would you start?
Silicon Valley has to show social commitment in our own
neighborhood. A local commitment is not evident. Schools are the
fabric of a community and society, and they should be the first focus of
CSR. The public schools in Silicon Valley are terrible. They should be
showcases. Within a few miles of each school are resources,
materials, and money. There is no excuse for such a bad school
system. As a community, we need to get involved and show that we are
involved locally. Some of the charity needs to start at home.
One simple solution is to have the best and brightest donate time to
schools. We could leverage the brilliant minds to inspire our youth.

Silicon Valley entrepreneurs know how to build business. Why not
have a social mission and be extremely profitable? One should be
rewarded for doing well in the community. People shouldn't have to
take a lower wage to do good work. Silicon Valley can set an example
and stop the old way of thinking about good work, which is “You love
what you do so we can pay you less.” The new model might be “Love
your work, do the right thing, and be financially rewarded, too.”
Tom Foremski
1900 Eddy Street #6
San Francisco, CA 94115
www.siliconvalleywatcher.com
Tom@Foremski.com

10 Chapter 1: Silicon Valley Watcher

C h a p t e r
2 Forty Years of
Corporate Social
Responsibility
James O'Toole
James O'Toole is The Daniels Distinguished
Professor of Business Ethics at Denver
University's Daniels School of Business. He has
conducted research and written on leadership,
ethics, corporate culture, and philosophy.
Creating the Good Life, the New American
Workplace, the Executive's Compass, and
Leading Change are among his 18 books.
O'Toole has studied what companies have done
in the area of corporate social responsibility for
over 40 years. In spite of recent press that puts
California and the Silicon Valley at the forefront
of what looks like a new movement, O'Toole
considers many in the Human Resources
community to be latecomers to CSR. Late or not,
he seems hopeful that a tipping point of sorts
might change the way Human Resources
engages and commits to take action in Corporate
Social Responsibility.
Can you briefly describe the history of
corporate social responsibility?
CSR started in the 1960s. Companies as
backward as GM, had CSR programs in the early
1970s. There was a tremendous amount of
pioneering effort in this arena in the 1970s and

12 Chapter 2: Forty Years of Corporate Social Responsibility
1980s. Atlantic Richfield, Dayton Hudson, and Levi Straus put large
staffs and big contributions into CSR with programs like the 10% Club,
5% Club, and 1% Club. They took innovative initiatives with regard to
environmental action. Xerox gave sabbaticals to employees to donate
their time (up to a year) working for local nonprofits. Hence the new
interest in CSR today is almost like a rediscovery of the wheel. Put
positively, there is lots of experience to draw on, even right here in
Silicon Valley. In the early 1980s at Stanford, the Business Enterprise
Trust, headed by Kirk Hanson (who now directs the Markkula Center at
Santa Clara University) encouraged companies all over the country to
engage in CSR and documented what they had done so others could
learn from their experiences.
What company do you admire for CSR practices?
Some companies do good by doing well. For example, Patagonia does
good in the Third World, which helps them to recruit top-notch people
here in the United States. CSR is built into their culture - part of
everything they do and stand for.
How have companies with longtime investments in CSR
done?
Sometimes companies try to do the right thing with CSR programs, but
then they back off. I did a study in 1980 of ten companies that were
leaders in CSR at the time. Of the ten, only two are still leaders. The
others got out of the business. Levi Strauss in 1980 was number 1.
Their investment went beyond philanthropy to how they treated all
employees and how they acted in the community. Their blue collar
employees were a part of decisions regarding where to put their
charitable donations, and those employees also put in their own time
to do community service at the agencies that received company funds.
Because Levi Straus was so badly mismanaged, they no longer have
any blue collar workers in the United States, so the employee-led
programs have all disappeared. Now there is just senior-level
engagement in philanthropy.

What is the prime social responsibility of every private
company?
Their prime responsibility is to their employees and the lives of those
who work for them. This is especially true in Silicon Valley where
business activities don't have a huge impact on the environment. The
key ethical question that needs to be asked in high-tech industries is:
How are our people treated? To have a first rate CSR program in the
Valley a company must start with its own people: their opportunities for
advancement, the impact of working conditions on the children of
employees, and the quality of health care. All this not just for U.S.
based workers but for the company's workers in the developing world
as well, including their contractors and subcontractors.
Does philanthropy create dependence? What is the impact if
companies are not able to continue to support nonprofits?
Bank of America was a generous contributor to arts and community
programs in San Francisco. But when the company moved its
headquarters to North Carolina, nonprofits in the Bay Area stopped
getting those philanthropic donations, and they suffered for many
years. Another example is Atlantic Richfield, a company that for many
years supported California nonprofits. When the company started to
cut back on its presence in California, they also cut off funding to local
nonprofits. Companies need to be aware that they may be creating
dependencies that they are unprepared to maintain.
Where should companies invest in CSR?
The Gates Foundation is an admirable example of virtuous giving. Bill
and Melinda Gates have created a model program that is separate
from Microsoft. The Gates give their money and Warren Buffet's
personal wealth away, which frees them from corporate self-serving. A
few years ago, Bill Gates sat back and considered who the neediest
people in the world were. This was a different frame of mind from the
one he had when he was thinking with his Microsoft hat on: When he
first started down the CSR path, he was going to give people
computers. What he later discovered is that if you make less than $1 a
day, you need water, food, and medicine; and computers can come
later.

14 Chapter 2: Forty Years of Corporate Social Responsibility
Unfortunately, most companies make decisions about where to invest
their CSR dollars based on who makes the most noise in the
community and, even more often, on the CEO's pet interests. The
decisions are based on what is convenient, not on where the company
can have the greatest impact on the neediest people.
In Workplace Visions, the 2007 SHRM report, it is clear that
CSR will be a driver and new role for HR. What are your
thoughts?
CSR is a way to gain competitive advantage for recruiting. If you are a
responsible citizen you will want go to work for a responsible company.
So, which company will a good candidate choose: Cisco or Oracle?
The decision will often be made based on a company's reputation for
social responsibility. At Patagonia, 200 to 500 qualified candidates
apply for every job opening, so they can pick and choose the prime
employees. Companies with good CSR records also seem to have
lower employee turnover rates.
O'Toole closed with a message about CSR to HR
professionals.
Everyone else is doing it, so you better get on board. If you have not
started, you are already way behind. It is no honor to be 35 years
behind GM!
www.JamesOToole.com
jim@jamesotoole.com

C h a p t e r
3 Survey Trends
Salvatore V. Falletta
Dr. Salvatore Falletta is President and CEO of
Leadersphere, Inc. — a workforce intelligence
consulting firm that specializes in web-based
surveys & assessments. Prior to founding
Leadersphere, Inc., he served as VP, Global HR
and Chief People Officer for a Fortune 1000
company based in Silicon Valley and held
management and consulting positions at Nortel
Networks, Alltel, Intel, SAP AG, and Sun
Microsystems.
The Society for Human Resources Management
(www.shrm.org) recently concluded a compre-
hensive study in the United States and abroad to
determine what corporate social responsibility
means to HR professionals and how it is
implemented.1
The study highlights the
importance of developing CSR strategies and
the role of the HR professional in driving specific
policies and practices. For example, respon-
dents in the United States as well as other
countries reported that HR had an active role in
implementing CSR strategy within their
respective organizations. Additionally, HR
1. A. Benedict, Corporate Social Responsibility: United
States, Australia, India, China, Canada, Mexico, and
Brazil - A Pilot Study. (Alexandria, VA: Society for
Human Resource Management, 2007).

16 Chapter 3: Survey Trends
professionals reported engaging or involving employees in CSR
programs by recognizing them for participating in volunteer programs,
encouraging senior management to participate in volunteer programs,
providing company-sponsored volunteer events, and encouraging
employees to lead volunteer programs, to name a few.
To learn about CSR perspectives and practices in Silicon Valley, the
South Bay Organizational Development Network (www.SBODN.com)
asked Leadersphere to conduct a survey of SBODN members and
their extended professional networks.
Findings
Of the 63 HR, training and development, and OD professionals who
participated in the survey, 63.5% reported being active participants in
CSR,while 17.5% were considering or planning to take action in the
future. The remaining 19% had no plans to take action in CSR.
The majority of respondents (83%) were from for-profit organizations;
the remainder represented nonprofit, public sector, and higher
education organizations.
As anticipated, survey participants from large organizations (50,000+
employees) reported being more active in CSR practices and activities
than smaller organizations. Internal employees reported themselves
as being more active in CSR than independent or principal consultants,
perhaps due to larger organizations having more CSR programs and
resources available to employees.
Table 1: Participation in CSR (Overall)
My company/organization is: Frequency Percent
An active participant in CSR 40 63.5%
Considering or planning to take action in
CSR
11 17.5%
Not considering or planning to take action
in CSR
12 19.1%
n=63

Table 2: Participation in CSR (by Organizational Size)
My company/
organization is:
100 or
less
(n=19
101 -
1000
(n=11)
1001 -
5000
(n=13)
5001 -
10000
(n=4)
10001 -
50000
(n=8)
50001 +
(n=8)
An active
participant in
CSR
61.6% 80.0% 60.0% 80.0% 60.0% 100.0%
Considering or
planning to take
action in CSR
19.2% 0.0% 20.0% 0.0% 20.0% 0.0%
Not considering
or not planning
to take action in
CSR
19.2% 20.0% 20.0% 20.0% 20.0% 0.0%
Table 3: Participation in CSR (by Internal Employee vs.
External Consultant)
My company/organization
is:
An
employee of
an
organization
(n=46)
An independent
consultant/principal
for a consulting firm
(n=17)
An active participant in CSR 69.6% 47.1%
Considering or planning to
take action in CSR
13.0% 29.4%
Not considering or not
planning to take action in CSR
17.4% 23.5%

The results show a wide range of CSR practices being performed in
organizations. The three most frequently reported practices are to:
1. Support the community through company sponsored volunteer
projects,
2. Donate or collect money for charities, and
3. Consider the overall social impact of business decisions.
Table 4: Types of CSR Practices (Overall)
Frequency Percent
Support the community through company -
sponsored volunteer projects
47 74.6%
Donate/collect money for charities (e.g., Red
Cross, United Way)
40 63.5%
Consider the overall social impact of
business decisions
35 55.6%
Company matching for employee contribu-
tions/donations (e.g., dollar for dollar
matching or some type of percentage%
match)
31 49.2%
Donate/collect money for natural disasters
(e.g., South Asian tsunami, Hurricane
Katrina, earthquakes, etc.)
30 47.6%
Monitor the impact of business on the envi-
ronment/eco-system
26 41.3%
Partner with woman- or minority-owned sup-
pliers/companies
24 38.1%
Partner with environmentally-friendly suppli-
ers/companies
23 36.5%
Cause marketing/branding (i.e., aligning
product or company marketing with a
particular social cause)
13 20.6%

Smaller organizations (100 or fewer employees) placed greater
emphasis on partnering with environmentally-friendly suppliers or
companies, whereas larger companies (1001 or more employees)
more often used company matching programs for the charitable
donations of employees.
Other types of CSR practices reported by participants included:
• Promoting “green or eco” related initiatives to employees.
• Helping local communities with urban planning projects for positive
community relations.
• Paid leave or paid time off for employees who perform volunteer
work.
• Assisting other companies that are planning CSR activities.
• Developing eco-friendly or energy efficient products and services
When participants were asked what one thing they would take action
on related to CSR, the top three responses were to:
Support global initiatives in developing
countries (e.g., building water and/or
sanitation systems)
11 17.5%
Monitor global fair labor standards/practices
(e.g., child labor regulations, working
conditions)
10 15.9%
Track sources of global raw materials/suppli-
ers
8 12.7%
Other 7 11.1%
Note: Types of CSR Practices were adapted from 2007 SHRM CSR
Report.1
1. Ibid.
Table 4: Types of CSR Practices (Overall)
Frequency Percent

• Drive “eco/green/environmental” awareness and meaningful
practices within their organization, their community, and society at
large.
• Make CSR an ongoing practice in their organization rather than a
single event or campaign.
• Support employee volunteer programs by, for example, providing
paid leave or time off or organizing volunteer programs in
collaboration with groups and organizations at local, national, and
global levels.
Approximately 43% of the respondents reported that their
organization's President/CEO had the ultimate responsibility for
creating CSR strategy. This is consistent with the results found in the
SHRM study mentioned earlier. Another 19% reported that the Chief
CSR/ Corporate Citizen Officer are responsible for strategy
development. 22% of participants did not respond.
Table 5: Primary Responsibility for CSR Strategy Creation
Frequency Percent
President/CEO 27 42.9%
Chief CSR/Corporate Citizen Officer 12 19.1%
Chief HR Officer 7 11.1%
Chief Ethics Officer 2 3.2%
Chief Marketing Officer 1 1.6%
Chief Compliance Officer 0 0.0%
Chief Public Relations Officer 0 0.0%
Chief Financial Officer 0 0.0%

Responsibility for implementation lies mostly with the President/CEO
(25%) or HR (19%), a finding consistent with the SHRM study.
Notably, many respondents commented that CSR is everyone's
business and that responsibility should be apportioned across the
executive leadership team. Similarly, participants in the SHRM study
reported that employee task forces or committees and senior
management were largely responsible for implementing CSR
strategies. Nonetheless, organizations often appoint or designate a
primary leader to drive CSR policies and practices so that there is a
single point of ownership and accountability.
When participants were asked what role HR plays or should play in
CSR at their organization, the following themes emerged:
• HR should influence CSR strategy and participate in its
implementation.
• HR supports or should support the CEO on CSR policies and
practices (fair labor practices, for instance).
• HR should coordinate CSR-related events and activities (for
example, volunteer programs or donations to charitable
organizations).
Table 6: Primary Responsibility for CSR Strategy
Implementation
Frequency Percent
President/CEO 16 25.4%
Chief HR Officer 12 19.1%
Chief CSR/Corporate Citizen Officer 9 14.3%
Chief Public Relations Officer 6 9.5%
Chief Compliance Officer 2 3.2%
Chief Ethics Officer 2 3.2%
Chief Marketing Officer 1 1.6%
Chief Financial Officer 0 0.00%

• HR instills or should instill underlying cultural values for CSR (for
example, include “eco-friendly” or “environmental stewardship” as
part of the organizational/company core values) and ethical
behavior (for example, serve as a CSR champion and drive CSR
and ethics training).
• HR, training and development, and OD are or should be working
synergistically on CSR implementation.
An Appraisal
The CSR practices most frequently adopted in Silicon Valley—compa-
ny-sponsored volunteer projects, contributions to charities, and social
impact as a new variable in business decisions—represent a traditional
view of CSR in that they emphasize philanthropic activities. The
organizations surveyed by SHRM were no different.
Although volunteer programs and planned giving are noble practices,
and considering that the overall social impact of business decisions is
promising, organizations must push the proverbial envelope with
respect to ensuring that CSR is an integral part of the overall business
strategy. More importantly, organizations must do a better job of
monitoring the impact of business on the environment and measure
their footprint on society at large as well as the environment.
Seen in this light, it is encouraging that driving “eco/green/environmen-
tal” awareness and meaningful practices was the number one theme
that emerged when respondents to the SBODN survey were asked to
identify the one thing they would take action on related to CSR.
Cutting-edge organizations will be able to establish an “eco-advan-
tage” by using an environmental strategy to innovate, create value, and
build competitive advantage.2
Dr. Salvatore V. Falletta, GPHR, President & CEO
888-244-1594
www.Leadershpere.com
sal@leadersphere.com
2. D. C. Esty and A. S. Winston, Green to Gold: How Smart Companies
Use Environmental Strategy to Innovate, Create Value, and Build
Competitive Advantage. (New Haven, CT: Yale University Press, 2007).

C h a p t e r
4 Raise the Bar
Alis Valencia
Corporate Social Responsibility (CSR) has
entered the mainstream. Once pursued by
companies at the fringes of the corporate world,
it now receives the attention of executives
worldwide and is viewed by the public as an
important dimension of business practice. Look
closely, and you can find substantive contri-
butions designed to meet an array of important
social and environmental problems. Major
challenges remain, however, if business is to
realize the full potential of CSR.
From a business perspective, CSR is rarely
integrated with corporate strategy. From a social
and environmental perspective, CSR serves
various needs, but none wholly.
In their December 2006 Harvard Business
Review article, Michael Porter and Mark Kramer
point out the rather haphazard nature of CSR to
date and describe how companies can make
CSR an integral part of business: They can meet
social and environmental needs with new
products and services; model social responsibil-
ity through their business operations; and
contribute money and expertise to society in
ways that also benefit the business.

24 Chapter 4: Raise the Bar
These approaches seem eminently sensible. To approach CSR from a
strategic, income-producing orientation reduces the role that personal
whim or bias may play and keeps the focus on business. To model
social responsibility is another plus, a demonstration of walking the
talk; and to invest in the development of social and economic
infrastructure so that company needs are met has multiple benefits. A
closer look, however, reveals a fundamental conflict between the
imperative to maximize profits and CSR, expressed as “to take from
society with one hand and give back (less) with the other.”
Wal-Mart, for example, even though late to climb on the CSR
bandwagon, exemplifies the mixed signals that characterize corporate
claims of social and environmental responsibility: The company has
committed to reducing energy use and packaging, to recycling plastic,
and to selling organic foods and buying organic cotton, but by contrast,
the company continues its strategy to minimize labor costs through low
wages, part-time jobs, suppliers' use of sweatshop labor, a flexible
staffing program that leaves employees with unpredictable work hours,
and a health plan used by fewer than 50% of qualified employees.
Similarly, there is no question that Nestlé, Unilever, Philips Electronics,
and other corporations contribute significantly to developing social and
economic infrastructure. In doing so, they fill a role traditionally held by
governments. Here in the United States, that government role has
been limited by lack of sufficient public funds, a circumstance due in
part to corporate efforts to gain tax relief and subsidies, pursue
strategies to minimize taxable income, and negotiate reduced fines for
illegal acts.
A genuine commitment to CSR requires a resolution of such contradic-
tions. Corporate leaders can do this if they pursue integrity.
When a company strives to have all of its practices be consistent with
one another and be designed to avoid harming society or the
environment, it is pursuing integrity. When it takes responsibility for
removing the harms it has caused and meets or exceeds regulatory
standards, it is pursuing integrity. When it responds to a changing
environment by aggressively seeking new business opportunities
instead of trying to hold on to what it has, it is pursing integrity. When
it considers employees a valuable asset and treats them accordingly,
it is pursuing integrity.

When a company pursues integrity, it increases its likelihood of
continued success.
Many companies use their accounting of CSR practices to pat
themselves on the back for doing what they should be doing anyway in
response to changing social and environmental circumstances. Why
not take a vow of integrity and lead the institution of business away
from profit maximization and toward a genuine practice of doing well by
doing good?
Alis Valencia, Editor and Author
Editor: Consulting to Management (C2M)
Editor: At Work: Creating a More Enlightened World of
Business & Work
avalencia@mcn.org

C h a p t e r
5 From Corporate
Citizenship to Global
Citizenship
Dinesh Chandra
Dinesh Chandra is founder of Globalcitizenship
Inc. He has been an advisor to leading
corporations, blending Eastern and Western
values, on strategic business issues and has
worked in 16 different countries.
For many organizations, the focus of recent
years has been on Corporate Citizenship and in
performing well against a balanced scorecard.
Triple score cards, as developed by the Global
Reporting Initiative, measure success on
economic, social and environmental areas. For
most organizations the social domain has been
the local community, city, or nation in which they
operate. The same is generally true for
environmental concerns. But the time has come
for corporations to stretch their thinking further
and move beyond Corporate Citizenship to the
broader arena of Global Citizenship, thereby
ensuring not only the success of the corporation,
but also the success of the global community in
which they operate.
In her book Finding Our Way: Leadership for an
Uncertain Time, Meg Wheatley states: “In recent
years, we have been learning how the lives of
those far away affect our own and how we affect
theirs. We are beginning to realize that to live

28 Chapter 5: From Corporate Citizenship to Global Citizenship
peacefully together on this planet, we need to be in new relationships
especially with those far distant from us. When my children were small
I had a refrigerator magnet that read 'if mama ain't happy, ain't nobody
happy.' Perhaps that was my children's first lesson in systems thinking.
We adults are learning this too. If others do not feel safe, we are not
safe. If others are struggling, we experience the consequence of their
struggle. If others are poor, no matter how wealthy we are, we
experience the consequence of their impoverishment.”
Systems thinking, as described by Wheatley, is essential for
understanding the requirements for being a Global Citizen. As others
and I have contemplated what it means to be a Global Citizen for the
past decade, I would offer the following simple definition. Global
Citizens are those who understand connectedness, have open minds,
celebrate diversity and care for the whole.
The notion of global citizenship expands our scope of concern from a
singular focus on corporate success to a broader focus on the local
community and the larger environment, and finally to full awareness of
the need for global well-being. This broader awareness allows us to
see global connectedness. Regardless of where we live or what our
socio-economic status is, when there is damage to the environment,
whether in the form of acid rain or ozone holes, it will eventually impact
all of us. In the West, we have created enormous boundaries, ranging
from organizational charts, to ethnicity, to nations, thus obscuring our
inter connectedness. Although we appear to understand global issues,
our actions are often more divisive than open. Hence, we hear an
outcry against outsourcing as jobs are moving away from our nation,

something that violates our sense of justice. However, we do not have
the same reaction when jobs are relocated from Silicon Valley to San
Diego or Texas, for economic or other reasons. Why?
The reason is that we have a sense of connection within our nation.
Such a connection is lacking when we look beyond our national
borders. Global mindset requires a shift to a broader connection where
each one of us sees our planet as an organic entity, in which all parts
are connected and interdependent. While there is intellectual
acceptance of the idea of our connection to something larger, we find
it difficult to implement, especially when we are losing jobs in our
community. So why bother?
Primary Focus Mindset Examples
Global
Citizenship
Global
Well-being
Understand
connectedness,
Open mind,
Care for the whole,
Celebrate diversity
HP,
Cystic,
Interface
Environmental
Initiatives
Environment Ecologicalbalance,
Initiatives involving
employees,
Organic
organizations
Tom's of
Maine,
Body
Shop
Social Initiatives Community Care for the
community,
Projects involving
employees
Sara Lee
Corporate
Citizenship
Economic/profit Mechanistic
organization,
Meet minimum
legal requirements,
Philanthropic
donations
generally without
employees'
involvement
Microsoft

The shift toward Global Citizenship will enable us to look at the world
differently, and, in the long run, will create a more just world that
benefits all. Such a world will provide fewer reasons to give birth to
militants in all fields and in all forms. There is a direct correlation
between the disparity in incomes and the crime rate in communities.
Global citizenship will enable us to bridge the gap between the haves
and the have-nots and will result in a reduction of criminal mindsets,
which threaten the security of those with financial means. However, it
is a larger human issue than simply finance or security.
Our bodies, much like the Earth, are interconnected systems. With a
health-oriented mindset, we do not punish or hurt any part of our body
to satisfy another part. We strive to have balance. We might
periodically slip and overindulge to satisfy our tongue, with disregard
for our stomach, liver, or heart. But, this choice is usually followed by
regret. Similarly, when we think of Earth as one organic system, our
choices and our reactions to issues may change. For example, with
outsourcing we might open our thinking and feel the pain of the vast
majority of people on this planet who are surviving on meager wages.
We might see their desire to improve their lot as no different from our
desire to do the same. With this new mindset, we may be open to
collaborate beyond limited self-interest toward a more fair global
trading system. Can we imagine a world where this is possible?
Even though in a free world, products/services can be generated
anywhere; it is desirable to have it value-based. Given the superior
value of Swiss watches, Switzerland may be one of the leaders in this
field just as Japan may be considered a leader in electronics. From a
global perspective, we can strive for a level playing field and a
consistent set of ground rules for all players e.g. no child labor and no
environmental pollution. This is not an easy task. However, there are
several world forums that have taken on this challenge. Is it possible
for us to agree on global environmental regulations that prevent
corporations from finding the country with the weakest environmental
regulations so they can pollute there? If corporations continue to find
'other places' where they can pollute, it is likely that the toxicity will
come back to haunt us in the form of a tsunami or acid rain. We are
beginning to understand the cost of not paying attention to the Earth
and the problems inherent in our pathological compulsion to maximize
profits at any cost. So what can we do?

Responsible corporations are taking the lead on three key initiatives.
Even though they can be taken simultaneously, some organizations
have followed a three-step process. The first step is to enter the Social
Initiatives phase and create more awareness, encouraging employees
to give of their time to the local community. Volunteers working with
Habitat for Humanity and similar organizations are a good example of
this level of local social awareness. We need many more corporations
to get involved in the social good of the community that they are
serving e.g. efforts to ensure that suppliers in other countries are
paying their employees a living wage represents a level of global social
awareness.
The second step might be toward environmental awareness and
driving Environmental Initiatives. It is a natural step toward a global
mindset. Ray Anderson of Interface, Inc. has developed a precise set
of metrics to describe what his company gives and takes from the
environment. They have used these metrics to make a serious
commitment to create a balance. For them, “Sustainability is a process
which enables all people to realize their potential and to improve their
quality of life in ways that simultaneously protect and enhance the
Earth's life support system.” Working on environmental issues enables
us to realize our connectedness on a global level and prepares for the
third step: the move toward a Global Citizen mindset.
Our ability to operate as a Global Citizen takes time. It begins with
small steps. But, even small steps require a fundamental change in our
thinking and intentions. What if we truly felt that our intention was to
care for the whole rather than just family or community or nation? That
one declaration of intention could have a profound impact on our
planet. Our words and actions might change over time, and soon our
actions might align with our intentions. The work of a leader is to align
intention and words with action. We would stop using words like
“offshore” and begin using “other nations.” Symbolism and language
are powerful means to communicate openness and acceptance of the
ideas of others and global oneness. Language can play an important
role in gaining understanding of each community's part in caring for the
whole.
With this awareness we start taking steps to bring prosperity to the
inhabitants of our planet in a systematic manner. We begin by
understanding how we are contributing to global problems. For

example, by operating armament factories and selling F16s, we
contribute to sustained conflict in countries like India and Pakistan.
Perhaps we might channel these resources in a different direction such
as providing food, education and water for millions who sleep on
pavements night after night on empty stomachs and without access to
drinking water. Instead of rationalizing that if we don't supply
armaments someone else will, perhaps we can look within ourselves
for more of the creative genius that established the Peace Corps.
Perhaps we can shift our thinking and see abundance and not a
zero-sum world. Can we turn the pyramid at the United Nations upside
down, showing the money spent on destruction versus construction?
We know that nations with a narrow, self-serving role have failed
miserably at this challenge. But, perhaps global organizations can play
a crucial role in creating this new mindset. After all, some global
organizations are far more economically-powerful than many nations.
In his book The Corporation: The Pathological Pursuit of Profit and
Power, Joel Bakan points out that legally a corporation is treated in a
fashion similar to an individual. However, corporations exist without the
soul or conscience of an individual. As a legal entity, a corporation has
as its edict a singular goal - to create profits for its shareholders,
without legal or moral obligation to the welfare of workers or the
environment, or the well-being of society as a whole. Bakan clearly
details the way corporations cut corners or use creative accounting and
other such means to maximize profits. Competition and self-interest
dominate while other aspects of human nature, such as creativity,
empathy, and the ability to live in harmony with the earth, are
suppressed or even ridiculed. Bakan believes that this ideological
order cannot last and that the mechanistic corporate rule must be
challenged to bring balance and revive the values of democracy, social
justice, equality, and compassion. Can we find an alternate model?
I believe that the alternative is to create the organic organization,
rooted in deep purpose, meaning and collective conscience or spirit.
What is the acid test indicating that an organization is an organic
organization? Answers to the following questions may show us: Who
has the ownership of structure, plans and measures? A select few, or
is it shared by all concerned? What is the quality of the energy
unleashed by the employees' creativity and sense of belonging? Do

people believe that they are making a difference in the world, or do they
see themselves as part of a 24x7, workaholic, competitive machine,
maximizing ROI for shareholders?
How do we transform a mechanistic organization into an organic living
system? We do so by empowering individuals, helping them to connect
with their creative selves and to express their inner purpose in their
workplaces. As we do this, we sow the seeds of organic growth and
soulful living. The synergy begins when these individuals connect with
others who share their passion, and create organizations with deeper
roots and a global perspective. There are numerous examples of such
organizations including the following: The Body Shop, Tom's of Maine,
W. L. Gore & Associates and Semco (based in Brazil).
In summary, understanding the crucial role of a global organization
enables us to move toward caring for the whole. Working for social and
environmental issues moves us further, and as we adopt a mindset of
Global Citizenship, we are more open to learning about other people
and their cultures, feeling neither superior nor inferior to them. We
achieve a sense of connectedness with all. Imagine a world where
diversity is welcome, where open, frank dialogue is possible on all
issues and where we are connected by values of empathy, compassion
and caring for the whole instead of narrow and divisive national or
corporate interests. We can envision a world with immense possibilities
and opportunities for all. Welcome to the World of Global Citizenship.
Dinesh Chandra
www.GlobalCitizenship.com
www.GlobalOpenSpace.org
This article was first published in
www.kosmosjournal.org

Part II
Implementing Social
Responsibility
• Heed the Challenges—Kirk Hanson
• Consider Ethical Issues—Marvin Brown
• Assess the Opportunities—Azure Kraxberger
• Exercise Influence—Kim Barnes
• Integrate CSR into Business As Usual—Pravir
Malik

C h a p t e r
6 Heed the Challenges
Kirk O. Hanson
Multinational corporations must contend not only
with the scale and complexity of their operations
but also with public scrutiny that can expose poor
labor conditions or poor behavior of any kind,
anywhere in the world. To gain perspective on
the challenges multinational corporations face in
implementing CSR, we posed questions for Kirk
O. Hanson, executive director of the Markkula
Center for Applied Ethics at Santa Clara
University and University Professor of
Organizations and Society. He also is an
emeritus faculty member of Stanford University's
School of Business and has served on the
boards of such foundations as The Business
Enterprise Trust and the Social Venture Network.
What challenges do multinational
corporations face when implementing
CSR?
“Companies first need to assess why they want
to implement CSR,” said Hanson. What is their
rationale for implementing CSR? Are they
implementing CSR based on the belief that it will
help their long-term profitability or is it to fend off
criticism and help the reputation of their
corporations? Companies that implement CSR

38 Chapter 6: Heed the Challenges
simply to boost their reputations generally do not expend the amount
of time and resources needed to make CSR a truly meaningful part of
their organizations.
Hanson views measurement as the biggest challenge of CSR. How do
you measure the benefit to a company from its CSR program? Costs
avoided from the implementation of CSR are hard to measure. For
example, BP cut its maintenance and safety investment in the late
1990s and early 2000s. There was an explosion at one of its Texas
refineries that resulted in employee deaths. This incident hurt both the
company's finances and brand. A similar situation occurred when BP's
negligence in maintaining its Alaskan pipeline resulted in costly repairs
and significant damage to its reputation. “It is now possible to calculate
that poor maintenance cost lives and tens of millions of dollars,” said
Hanson, “but if BP had invested $20 million more in maintenance how
would we know the cost avoided?”
“Companies should be asking other questions as well,” said Hanson.
For example, how do you measure the damage in value to a firm from
sweat shop allegations? How do you measure greater firm productivity
resulting from treating your employees better? What are the preventive
measures that companies can take to make sure that they are not
involved directly or indirectly in unethical businesses in often distant
places?
Hanson advocates that companies implement CSR in order to create
strong and sustainable management practices and not in response to
public pressure. He believes that CSR is profitable in the long term if it
is fully integrated. However, “successful CSR integration will happen
only if the CEO of the corporation believes in it.” The CSR program
needs to become a part of the corporate culture, and the development
of a CSR action plan should be the responsibility of an executive who
can coordinate its implementation across the entire company. A few
leading companies are appointing a “Chief Responsibility Officer” who
serves as a member of the top leadership team and can influence all
corporate decisions. This kind of powerful position helps make CSR
implementation uniform across all divisions.
In order for CSR programs to be truly integrated, noted Hanson,
companies should make them a part of their annual performance
evaluation. Such a requirement helps companies measure the impact

of their corporate social reasonability endeavors. Companies can set a
dollar amount to be saved; for example, “Next year, we will save
$1,000,000 by asking all employees to shut their computers off before
leaving the office.” Or they can ask department heads to bring their
operations up to a certifiable standard; for example, the environmental
certification standard (ISO 14000).
What are the global challenges of CSR for multinational
corporations?
Rightly, there is a lot of pressure for multinational corporations simply
to comply with the local rules and regulations of other cultures. Simul-
taneously, large multinational companies face even more pressure
from NGOs to conduct their global business operations responsibly
and ethically.
“There are societies in which U.S. corporations are expected to comply
with strict government policies that challenge widely held standards of
human rights,” said Hanson. How do you deal with difficult cases such
as government pressure in China to censor the Web? Recently, Google
and Yahoo have been criticized by human rights organizations for
allowing the Chinese government to filter certain information. As a
result, “Businesses must be engaged in government policy
development. For example, they can engage international regimes and
organizations that promote workers' rights. But how do U.S.
corporations properly deal with human rights issues which go beyond
simple employee working conditions and include broader societal
development?”
CSR is different in every country and company. Hanson noted that
CSR is highly developed in European countries and that the demands
on companies for responsible behavior are extensive. For example,
European firms are more often expected to listen to their stakeholders'
needs and fulfill them, whereas U.S. businesses prefer to “Listen to
their stakeholders and then consider their needs as one input to
corporate decision making.”

40 Chapter 6: Heed the Challenges
Can you give an example of a company that has fully
integrated CSR?
Hanson said that it is very difficult to say that any company is doing all
it should, but “companies have recognized that they have no choice
regarding whether to integrate stakeholder concerns into the
management decision-making process. The consequences of ignoring
these concerns are just too great.”
Kirk O. Hanson
Markkula Center for Applied Ethics
www.scu.edu/ethics

C h a p t e r
7 Consider Ethical
Issues
Marvin Brown
Marvin Brown has spent much of his career
helping to develop and design ethics, diversity
and compliance training programs, working
closely with Human Resources. He also teaches
business ethics at the University of San
Francisco and is the author of Corporate
Integrity: Rethinking Organizational Ethics and
Leadership.
Why have an ethics program?
Most ethics programs in corporations have
focused on compliance, said Brown. He
believes, however, that they should focus on
employee training in decision making. Even
though most major corporations have ethics
officers, few focus on the deeper issues because
their legal and auditing departments are often in
charge. When HR takes the lead, the program is
much stronger. But, Brown said, “The potential to
promote decision making, training and the
empowerment of employees has not blossomed
the way we wish it would. We still have a long
way to go.”

42 Chapter 7: Consider Ethical Issues
CSR implies that ethical concerns guide practices. What
areas pose special challenges for companies?
“Corporate responsibility should balance responsibility to customers,
workers, managers, suppliers, community, workers, and the
environment,” Brown responded. “What a lot of corporations do is
emphasize one stakeholder at the expense of others. In the current
economy, the stakeholder view is that of low price to the consumer or
high profit for the investor. Often the work force does not get the
attention it needs. Decreasing costs increases profit, so companies let
go of people, their workforce. HR is supposed to serve the workforce
and they don't get what they need to train and support the people to
live more fulfilling lives.” In essence, said Brown, “Resource allocation
needs to be restructured.”
“An important ethical question is the distribution of the income that
comes into the corporation. If you distribute good salaries, benefits,
and training, you'll have a more meaningful work place. If you cut prices
like Wal-Mart, the distribution becomes unbalanced with too much
focus on the customer and not enough on the work force.”
“StoneyField Farm Yogurt is a good example of a balanced company.
It makes an organic yogurt so their product is of high quality. They
support dairy farmers and treat their employees well. Such companies
are models of corporate responsibility, much more than Chevron, for
instance, which uses one hand to give money to various philanthropic
causes and the other hand to spend millions defeating legislation that
would protect the environment.”
What are your thoughts concerning sustainability?
“In the natural world, everything is reused. Nature is 100% efficient.
Our current economy is 4% efficient. How can we transform an
economy based on consumption and growth to be sustainable? Given
the current rate of consumption, if China and India develop to live as
we do, we'll need four earths and we only have one.”
Brown recommends that we look to The Natural Step as one way to
develop more sustainable practices. The Natural Step is a program for
sustainability developed by Karl-Henrik Robert, one of Sweden's

leading cancer researchers. Several U.S. companies have become
committed to the program. “This is the kind of movement that can make
a huge difference,” said Brown.
3
3. From the Context Institute www.ortns.org/framework.htm
The Natural Step
Imagine the following3
: The scientists of an entire nation come to
consensus on the roots of our environmental problems and the most
critical avenues for action. The nation's head of state then gives his
or her endorsement to the consensus report. An educational packet
based on that report is prepared and sent to every household and
school so that citizens and students can learn the basics of sustain-
ability. Then a roster of famous artists and celebrities goes on
television to promote and celebrate the birth of this remarkable
national project - a project that, in the long run, promises to
completely reorganize the nation's way of life to bring it into alignment
with the laws of nature. This scenario may read like a fairy tale, but it
actually describes the course of events when The Natural Step
program was adopted in Sweden.
The Natural Step (TNS) framework is grounded in natural science and
serves as a guide for businesses, communities, educators,
government entities, and individuals who select the path toward
sustainable development. To become sustainable, society must meet
four conditions:
1. Nature is no longer subject to systematically increasing
concentrations of substances extracted from the earth's crust.
2. Nature is no longer subject to systematically increasing
concentrations of substances produced by society.
3. Nature is no longer systematically impoverished by physical
displacement, over-harvesting, or other forms of ecosystem
manipulation.
4. People are no longer subject to conditions that systematically
undermine their capacity to meet their needs.

44 Chapter 7: Consider Ethical Issues
What about education?
“Twenty years ago the public schools in California were in better
shape. We went from being at the top of the list to close to the bottom,
largely because of less money for public schools. One reason there is
less money is that corporations are paying less taxes. This is not just
a problem for California, but for the nation. In 2000, for example,
Microsoft did not pay any income taxes because of tax shelters. Most
corporations today pay no more than half of the 35% tax rate. So it is
impossible to maintain the quality of our public institutions. And then,
people like Bill Gates give money to the schools that they want to
support, but behind such actions there is a disempowerment and a
weakening of public education due to the withdrawal of tax dollars.”
Brown continued, “From this perspective, CSR can be looked at as a
privatization of taxes. Instead of the government deciding what a
corporation's contribution should be, the company's foundation
decides what to give schools and which schools to give it to. This
disempowers the civic dimension of schools. Instead of elected repre-
sentatives running our schools, wealthy people are deciding the future
of public education. This school gets a grant; this school does not. The
grant even defines how the money will be used.”
If multinational corporations fail to have all their practices
consistent with CSR, what is left?
“In the San Francisco area, about 70% of jobs are people who work for
family businesses. Maybe only 16% of jobs in SF are in multinational
corporations. Sustainability can be a local initiative and have a huge
impact given these numbers.”
“The company I like best is Chez Panisse. Alice Waters started Chez
Panisse. Her father was an organizational development consultant,
and he helped her start the restaurant. She has an organic garden run
by kids in the court systems and is now working to educate school
children in Berkeley about healthy food. She could have a Chez
Panisse in every city, but she doesn't. Growth does not have to mean
expansion. Sustainability requires a look at local successes.”
Dr. Marvin Brown, 2736 Derby Street, Berkeley, CA 94705
www.WorkingEthics.com

C h a p t e r
8 Assess the
Opportunities
Azure Kraxberger
Conducting assessments is an important part of
integrating CSR into your business. It involves
taking a thorough look at how the business is
doing today, identifying areas that could be
changed or improved, prioritizing those areas,
and then incorporating the highest priority areas.
Whether you are new to implementing CSR
practices or have been doing so for years,
assessment provides a baseline and ongoing
framework.
The Assessment Tool4
The following assessment tool has been
organized into six stakeholder categories:
Employees, Environment, Customers,
Community, Suppliers, and Shareholders. Use
the following numbers to answer each question:
2: Always
1: Sometimes
0: Never
Add up your scores at the end of each section.
4. Format and questions from the Canadian Business
for Social Responsibility (2004)

46 Chapter 8: Assess the Opportunities
Employees
Assess your current employee practices, which could include
prioritizing employee health and safety or being an equal opportunity
employer to having creative benefits programs that allow employees to
fund personal development work. Employee practices can also include
providing complimentary day care for working parents or facilitating job
training for employees who have to be laid off.
How is your business involved with
employees?
Always Sometimes Never
Ensures prompt payment to all
employees and contractors.
Places a high priority on employee
health and safety and ensures that
procedures reflect this.
Ensures all employees have access to
and understand the company
employee policies; rights and
legislation, including payment, bonus,
benefits, professional development,
and termination policies; and clearly
define all employee policies at the time
of hire.
Offers each employee and contract
worker a performance and contract
review at least annually.
Provides equal access to employment
and promotion to all employees
regardless of gender, ethnicity,
religion, sexual orientation, age, or
language.
Provides benefits to both full - and
part-time employees

Provides opportunities to share in the
growth and profitability of the firm
through initiatives such as bonus
packages and share ownership plans
(if applicable).
Practices an “open book”
management philosophy, making
company financial statements
available to all employees and
reporting the financial position in plain
language to employees annually.
Fosters a culture that encourages
employee and management
communication and feedback,
creating opportunities and providing
mechanisms for it. The company
rewards employee suggestions that
provide both small and significant
advantages to the business.
Supports employees to balance work,
family, and personal development
commitments. These programs may
include flexible working hours, job
sharing, parental and family leave
policies, and telecommuting options.
Supports professional and personal
development through initiatives such
as training programs, financial
assistance, or flexible work hours for
programs outside the organization.
Encourages employees to develop
real skills and long-term careers (e.g.,
via a performance appraisal process
or a training plan).
employees?

Environment
The environment consists of the elements that make up our natural
surroundings such as water, air, earth, non-human life, and the
complex relationships and ecological systems that connect them all.
Environmental practices include minimizing waste and maximizing
materials, process and energy efficiencies, as well as looking at the
environmental impact of the materials used in products and processes.
There is a process to ensure that
adequate steps are taken against all
forms of discrimination both in the
workplace and during recruitment
(e.g., against women, ethnic groups,
disabled people, etc.).
Employees are consulted on important
issues.
There are suitable arrangements for
health, safety, and welfare that
provide sufficient protection for your
employees.
The company has clearly defined
values and rules of conduct.
Employees are made aware of the
company's values and rules of
conduct.
Employees are trained on the
importance of the company's values
and rules of conduct.
Total
employees?

How does your business utilize
environmental resources?
Complies with all environmental laws
and regulations in the jurisdictions in
which we operate.
Attempts to reduce water usage, for
example through ongoing
maintenance to reduce leakages,
spills, etc.
Applies measures to reduce energy
use and monitors progress.
Encourages all staff to reduce waste
by providing recycling facilities for
office materials including paper,
bottles, and cans.
Encourages staff to select environ-
mentally-friendly products when
purchasing for the organization (i.e.
green purchasing policy or checklist).
Provides a facility to compost food
waste from staff and operations.
Encourages staff to use alternative
transportation (carpool, transit, bike)
to and from work, and for work travel
through programs (i.e. providing bus
tickets, bike storage, showers).

Encourages broad employee
participation in environmental
initiatives through training. This
includes ensuring that employees
understand the company's
commitment to the environment and
are adequately trained to assist in
implementing the company's
environmental procedures and
programs.
Designates one person in the
organization to be responsible for
seeing that environmental programs
and goals get implemented.
Identifies opportunities in the
production or service delivery
process to use inputs that have less
impact on the environment.
Identifies opportunities in the
production or service delivery
process to reduce or reuse waste.
Reduces your enterprise's
environmental impact in terms of:
Energy conservation
Waste minimization and
recycling
Pollution prevention (e.g.,
emissions to air and
Water, effluent discharges, or
noise)
Protection of the natural
environment
Sustainable transport options

Customer
Customer practices range from ensuring customer satisfaction to
facilitating customer giving through innovative business or community
partnership programs. It can be about developing long term
relationships with customers rather than one-offs and communicating
to customers about the responsible use and disposal of your product.
The company considers the potential
environmental impacts when
developing new products and
services (e.g., assessing energy
usage, recyclability or pollution
generation).
The business supplies clear and
accurate environmental information
on its products, services, and
activities to customers, suppliers,
local community, etc.

How does your business interact
with customers?
Markets products and services in a
truthful way, avoiding false claims;
advertises products with a
sensitivity to the impact on different
groups (for example, children,
women, or minorities), and does not
generate or perpetuate stereotypes
or negative advertising images.
Commits to customer satisfaction
(for example, through return
policies, exchange policies, product
guarantees, or a customer service
telephone number). Displays
commitments prominently and
makes them easily available to
clients.
Monitors the quality, safety, and
environmental impacts of products
and services, informing customers
of the social and environmental
impacts of products, and taking
responsibility to ensure that
customers use products in a
responsible way.
Ensures that all customers are
aware of any risks relating to safety,
quality, improper use of products,
and product disposal.

Community
A business's community encompasses all the people it touches directly
and indirectly. Community practices range from philanthropy programs
to employee volunteerism and strategic community partnerships.
Promptly advises customers and
authorities of any significant health
concerns or safety issues
associated with products or
services (for example, by promptly
issuing recalls in the case of faulty
products).
Has a mechanism for gathering and
promptly responding to customer
complaints and responding to
issues that have been raised.
Total
How does your business interact
with customers?
How is your business socially
responsible to the community?
Provides support to a range of
good causes in response to the
needs and appeals of charitable
and community organizations.
Donates to charitable
organizations, which may include
contributing volunteer time and
donations in kind.
Gives priority to local employment
and local suppliers when feasible.

Has a board and management
team that understand and
integrate community interests into
their decision making processes.
Encourages and supports
employee voluntarism in the
community.
Offers training opportunities to
people from the local community
(e.g., apprenticeships or work
experience for the young or for
disadvantaged groups).
Has an open dialogue with the
local community on adverse,
controversial, or sensitive issues
that involve your enterprise (e.g.,
accumulation of waste outside
your premises, vehicles
obstructing roads or footpaths).
Tries to purchase locally.
Encourages employees to
participate in local community
activities (e.g., providing
employee time and expertise or
other practical help).
Gives regular financial support to
local community activities and
projects (e.g. charitable donations
or sponsorship).
Customers are aware of your
enterprise's values and rules of
conduct.
Total
How is your business socially
responsible to the community?

Suppliers
Supplier practices include incorporating social and environmental
values into purchasing decisions to working with suppliers on their own
social and environmental practices. Does it screen the conditions
under which its supplies were made? Those businesses that are more
advanced in this area start to look not only at the suppliers that sell
products and services directly to them, but also those businesses
further down the supply chain.
How does your business
interact with your suppliers?
Incorporates social and
environmental values into our
purchasing decisions,
communicating the company's
ethics and standards that apply
to the supplier relationship and
advising suppliers that the
company will give priority to
those suppliers whose practices
are compatible with these ethics
and standards.
Makes fair and prompt payment
to all contractors and suppliers
invoices.
Ensures that all qualified
businesses have an opportunity
to supply and service contracts,
with preference given to local
firms. (Equal opportunity can be
achieved through mechanisms
such as a fair bidding policy and
social purchasing policy).

Does not enter into business
relationships with companies
that use any form of compulsory
labor (child labor or involuntary
prison labor) or allow
substandard working conditions.
Develops an environmental and
social procurement policy and
ensures that all employees
understand and follow this
policy.
Has a policy to ensure honesty
and quality in all its contracts,
dealings, and advertising (e.g., a
fair purchasing policy, provisions
for consumer protection, etc.).
Supplies clear and accurate
information and labeling about
products and services, including
its after-sales obligations.
Has a process to ensure
effective feedback, consultation,
and dialogue with customers,
suppliers, and the other people
you do business with.
Registers and resolves com-
plaints from customers, sup-
pliers, and business partners.
Works together with other
companies or other
organizations to address issues
raised by responsible entrepre-
neurship.
Total
How does your business
interact with your suppliers?

Shareholders
Shareholders include any individual or business that owns equity in the
business as well as lenders to whom the company has fiscal account-
ability. Shareholder practices range from implementing sound fiscal
policies to involving shareholders in defining the financial and
non-financial direction of the company.
How is your business responsible to
your shareholders?
Implements fiscal policies, financial
management systems, and
accounting controls that help to
ensure fiscal responsibility and
long-term viability and practices good
governance.
Reports to our shareholders on our
financial status and non financial
initiatives in a clear, timely, and
accurate way.
Identifies non financial environmental
and social objectives and affirms a
mission that includes these
objectives.
Supports financial and non financial
objectives with staff training and
communication.
Incorporates social and
environmental targets into senior
management's performance
measurements and compensation
plans.
Total

How to Use the Assessment Results
Use the results of your assessment to pick your focus areas by
conducting such activities as the following:
1. Review your strengths and weaknesses. There will be some
stakeholder groups for which you have many current CSR
practices and there will be some areas in which you have very
little activity. Look through each stakeholder group in the
Assessment Tool to identify your strong and weak areas.
2. Conduct a group brainstorm. Bring together staff and
employees to generate ideas based on your strengths and
weaknesses. Address such questions as:
a. How can you build on your strengths?
b. What are some of the ways to make them even stronger?
c. How can you overcome your weaknesses?
d. What are some initiatives you could undertake to address
them?
3. Clearly identify your outcomes. Specify in detail what CSR will
look like from a tangible and practical perspective. Ask the
following questions:
a. What are you trying to achieve with CSR in your business?
b. How does it fit into your overall business objectives?
c. What is the end result you would like to achieve in the next
year?

4. Pick a strategy that will best achieve your outcome. Based on
the outcome that you want to achieve and knowing your CSR
strengths and weaknesses, you may want to focus on one or
more of the following strategies:
a. Focus on filling gaps. In what areas of CSR is your
company weak? Look at the lowest scores from the
assessment and focus on those stakeholder groups. These
are the areas where you will be able to see the most
improvement.
b. Focus on strengths. In what areas of CSR is your company
excelling? Look at the highest scores from the assessment
and focus on ways to build them even further. These are the
areas where you are strongest and can build deeper CSR
commitments.
c. Focus on one or two stakeholder groups. Which
stakeholder group has the most impact on your business?
You know your business best. For retail businesses with
face-to-face relationships with customers, the customer
stakeholder group is important. For manufacturers, suppliers
are key. For most businesses, employees are usually one of
the most important stakeholder groups.
d. Focus on low-hanging fruit. Your low-hanging fruit are CSR
practices you can pursue with the most bang for your buck;
that is, initiatives that have significant impact but don't require
too many resources to implement. For those companies just
beginning on the CSR path, you should start with the low
hanging fruit. CSR is a continuous journey and one that
requires a sustained effort. If you do not start out with
successes, it is very difficult to build and maintain momentum
for the long run.
Assessing the many elements of your organization's current and future
objectives in CSR will help to speed decision making, adoption and
implementation.
Azure Kraxberger, PsyD
510-387-5091
akraxberger@gmail.com

C h a p t e r
9 Exercise Influence
B. Kim Barnes
B. Kim Barnes specializes in helping individuals
to gain the skills and the processes needed to
move ideas to action in a competitive and
interdependent environment. We talked with her
about the use of influence in an organization.
In most companies, CSR teams rarely have
direct authority over the people who will actually
undertake new initiatives. As a result, team
members need to be skillful and flexible in the
way they influence others to support, champion,
and participate in their projects and initiatives.
People feel influenced rather than coerced to
take an action when they are treated with respect
and offered a choice. Barnes has defined two
sets of skills that help CSR team members to get
things to happen through others: Expressive
skills get your ideas out to others and help to
generate energy. Receptive skills invite ideas
from others and stimulate them to take action.
To model expressive skills, you might suggest
ideas, express a need, provide a rationale,
demonstrate benefits, offer an incentive, or
describe a vision. Alternatively, you might use
receptive skills first and ask questions to

62 Chapter 9: Exercise Influence
stimulate thinking, listen actively to key ideas that move the process
along, identify with the other or disclose information, and then invite the
other to make a commitment to action.
Some opportunities for exercising influence are spontaneous; others
can be planned long in advance. In either case, keep an observable
goal in mind and consider what is needed to create the conditions for
success. What, for example, do you need to know about the person or
group, the organization, the culture?
Once you engage others, you will see if the individual or group leans
toward support for or toward resistance to your effort. Getting clear on
when to step back and disengage is also critical. When there is
resistance, you may want to disengage, use the new information you
have gained to rethink your approach, and then re-initiate the
conversation. The key to exercising influence is to use what you want
to achieve, as well as key information about the person you seek to
influence, to guide the conversation.
To increase your success in influencing others, Barnes offers 12
Principles for Exercising Influence:
1. Have a clear goal, and make sure that achieving that goal will
meet your needs.
2. Keep your goal in mind and do not accept invitations to diverge
unless you see an alternate path to achieving your goal.
3. Remember that influence happens in the mind of the other per-
son. Focus most of your attention on the other person, not on
what you are going to say next.
4. Maintain an overall balance between expressive and receptive
behaviors. If you experience resistance or avoidance, switch to
the “other side.”
5. Do not assume that the first issue or problem is all there is. Be
sure to explore using receptive skills before you respond with ex-
pressive behaviors.
6. Allow time for your efforts to have an impact by giving the other
person time to think and respond. Avoid using “but” or “however”
to link two messages.

7. If you put the other person on the defensive, be aware that it will
be costly in time, effort, and achievement.
8. Treat resistance as an opportunity to learn rather than as an ob-
stacle. Think of it as a source of information and use the informa-
tion you gain to be successful in influencing the other person.
9. If what you are doing is not working, stop doing it even if you think
it is “the right way.” Disengage before you get an absolute “no,”
and then rethink your approach.
10. If you want to influence a person, never do anything that requires
him or her to admit being bad, wrong, or stupid.
11. Use your skills to promote your ideas rather than demolishing
those of others. Remember that sarcasm does not work as a di-
rect influence behavior.
12. Be persistent and flexible. Err on the side of lightness.
Barnes & Conti Associates, Inc.
940 Dwight Way, Ste. I5
Berkeley, CA 94710
www.barnesconti.com
bkbarnes@barnesconti.com

64 Chapter 9: Exercise Influence

C h a p t e r
10 Integrate CSR into
Business-As-Usual
Pravir Malik
Companies are recognizing that compli-
ance-based activities and codes of conduct and
guiding principles represent just the first step in
pursuing CSR. Ultimately, CSR agendas will
need to span environmental, social, and human
rights issues, which means that CSR must be
integrated into business-as-usual. To help
companies meet this challenge, Business for
Social Responsibility has identified 11 key issues
to address when formulating CSR strategy and
plans.
1. Clarity of Intent
Is the intent of the initiative well understood?
The importance and goals of the initiative must
be clear if there is to be buy-in and a mobilization
of time, money, and resources. The bigger the
initiative, the more important it will be that this
clarity of intent originates at the top of the
organization.
2. Business Alignment
Does the CSR initiative align with what the
business must do in the next two years?
Organizational commitment for any initiative is
the key driver of its success. Commitment
usually depends on how important the initiative is

66 Chapter 10: Integrate CSR into Business-As-Usual
for meeting the critical business goals of the immediate future. A simple
rule of thumb establishes whether a goal is critical: Does maintaining
the current business reality have a prohibitively higher cost than
pursuing the goal? If the answer is yes, then the goal must be critical.
Being in alignment with the goal will increase the probability of
commitment and hence success in integrating the initiative.
3. CSR Structure and Reach
Is the CSR team well positioned to ensure successful execution of the
initiative?
The CSR department may create a progressive CSR policy or even
embed social and environmental responsibility into such processes as
manufacturing, distribution, or procurement. If, however, the
department cannot ensure that the new requirements are met, there is
a poor likelihood that they will be. The relationship between CSR and
procurement is a good example: Usually these departments report to
different executives so that when push comes to shove and
procurement goals have to be met, CSR policies and procedures can
easily take a back seat.
4. Executive Ownership
How strong is executive-level ownership and support?
Executive ownership is generally a requirement for the success of any
initiative. This is especially true of initiatives like CSR, which tend not
to be viewed as business-centered. Executive ownership implies a
complete understanding of why an initiative has to succeed and what
people in the organization are being asked to change as a result. There
must be an understanding of the personal, political, and organizational
costs incurred by an initiative and also a willingness to pay the costs
required for the initiative to succeed, even by diverting resources and
assets that may be required elsewhere. This willingness must be
constantly reinforced with peers and subordinates in public and private
settings and through rewards to those parts of an organization that
show commitment to making the initiative succeed.
5. Employee Ownership
Has ownership of the initiative been sufficiently cascaded down the
organization?

Ownership of the initiative must be assumed at each level of the
organization, all of the way down to the front lines. This is no trivial task
and requires well-thought-out planning, leveraging of sufficient
resources and assets, and a gestation period designed to bring about
the required shifts in ownership.
6. Employee Resources
Do individuals and departments have the capacity to design,
implement, and execute the initiative?
Every new initiative requires the use of intellectual, emotional and
physical resources at the individual and departmental levels.
Dysfunction may result when demand exceeds the available supply of
resources and be signaled by whining, frustration, unwillingness to
take risks, conflict, poor communication and decision making, and
ineffective teamwork. Such conditions will easily compromise the
success of the initiative. Individual and departmental capacity can be
managed by having an approach to prioritization that ensures that only
the most critical initiatives are undertaken.
7. Supportive Organizational Culture
Do the organization's key behaviors, beliefs, values, and assumptions
support CSR and the initiative in question?
Organizational culture is represented by the behaviors, beliefs, values,
and assumptions that have made a company successful in the past. An
assessment is needed to determine whether those same features will
hamper the success of a new initiative. If not, then the price needed to
create a new culture must be paid. Otherwise, integration will fail.
8. Resistance to Change
Will the initiative upset people's expectations?
Resistance can be a formidable force that easily undermines the
success of any initiative, even at the planning stage. It usually results
when people's expectations are upset by the thought of or knowledge
of an impending initiative. It is important to plan for managing the
resistance in order to ensure successful integration. This is always
expensive, but it is even more costly to try to heal from unmanaged
resistance.

68 Chapter 10: Integrate CSR into Business-As-Usual
9. Synergy
Does synergy among key leaders exist?
There are many ways to counter or even obfuscate the success of an
initiative in order to bring about its demise. In the face of this
commonplace reality, synergy is a source of directed energy that works
to bring about the success of an initiative. It is often the result of the
realizations that leaders or departments have common goals that can
only be achieved by true interdependence and that organizational
efforts must be structured to allow pockets of genuine leadership to
guide and track an initiative's development and execution.
10. Management Capabilities
Does the organization have people with the expertise and skills needed
to manage a company-wide initiative?
Large initiatives require a maturity in governance. This means having
the ability to plan in detail what is to be done, to track corresponding
metrics, and to create the right instruments to bring in a continuous,
efficient stream of information. Mature management is also able to
mobilize assets and resources as required.
11. True Intent
Will the intent, as well as the structure and processes of the initiative,
be achieved?
One of the biggest shortfalls in achieving integration is the belief that
an initiative has been successfully completed when the processes,
structures, and associated systems have been put into place.
Integration is not likely to occur, however, unless the true intent, or
spirit, of the initiative has been achieved as well. It is like having all the
wires and switches in place but no current to bring the structure to life.
Plans for a CSR initiative will address the key issues: clarity of intent,
business alignment, CSR structure and reach, executive and
employee ownership, employee resources, organizational culture,
resistance to change, synergy, and management capabilities.
Pravir Malik
Managing Director, Advisory Services
Business for Social Responsibility
© 2007 Business for Social Responsibility
www.bsr.org

Part III
Corporate CSR
Initiatives
• Authentic CSR—Christine Arena
• Getting Started—Sun Microsystems: Marcy Scott
Lyn and Rich Lang
• Ethical Sourcing—Gap Inc.: Dan Henkle
• Sustainable Business—Cisco Systems, Inc.:
Adrian Godfrey
• Investing in the Future—Intel Corporation: Dave
Stangis
• Pro Bono Services—Cooley Godward Kronish
LLP: Maureen Alger and Ashley Kanigher
• Responsible Business Processes—Symantec
Corporation: Cecily Joseph
• Empowered to Do the Right Thing—Adobe
Systems Inc.: Michelle Mann

C h a p t e r
11 Authentic CSR
Christine Arena
Christine Arena has a highly pragmatic approach
to corporate social responsibility (CSR). She first
became interested in the topic during the dotcom
era of the 1990s, a time when CSR was largely
marginalized. After attending numerous
conferences on corporate social responsibility
and noticing the lack of real-world case
examples, she seized an opportunity to help
prove the business case and move the practice
to the mainstream.
Ironically, Arena began her career developing
marketing strategies for some of the world's least
ethical companies, including manufacturers of
cigarettes and alcohol. Shortly after she saw
Michael Moore's film The Big One where Moore
accosted Phil Knight of Nike regarding the
company's use of sweat shops in Malaysia, she
became convinced that watchdogs and the press
would only become more relentless in their
pursuit of “bad” companies, while corporations
engaged in unethical practices of any kind would
need to proactively respond. Furthermore, she
decided that she had had enough of marketing
for companies that sold $100 sneakers to poor,
inner-city children; toilet paper manufacturers

[Rossella derickson, krista_henley,_almaz_negash,_(book_fi.org)

[Rossella derickson, krista_henley,_almaz_negash,_(book_fi.org)

Recommended

Recommended

More Related Content

Viewers also liked

Viewers also liked (20)

Similar to [Rossella derickson, krista_henley,_almaz_negash,_(book_fi.org)

Similar to [Rossella derickson, krista_henley,_almaz_negash,_(book_fi.org) (20)

Recently uploaded

Recently uploaded (20)

[Rossella derickson, krista_henley,_almaz_negash,_(book_fi.org)