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Corporate social responsibility (CSR) and corporate responsibility (CR) February 2012


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Half day open training event held in Windsor, Canada.

Published in: Business, Economy & Finance
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Corporate social responsibility (CSR) and corporate responsibility (CR) February 2012

  1. 1. Corporate social responsibility (CSR) and corporate responsibility (CR) by Toronto Training and HR February 2012
  2. 2. 3-4 Introduction to Toronto Training and HRContents 5-6 7-8 Definitions Grouping initiatives around CR 9-10 Benefits of CR 11-13 Introducing a CR strategy 14-17 Role of HR in CR 18-27 Case studies A-E 28-29 The CSR roadmap 30-31 Implementing corporate social responsibility 32-33 Integrating CSR into global business practices 34-35 How to ensure you’re taking the most effective approach 36-40 Trends to be aware of 41-48 Case studies F-I 49-50 Conclusion and questions Page 2
  3. 3. Introduction Page 3
  4. 4. Introduction to Toronto Training and HR• Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden• 10 years in banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR are: - Training event design - Training event delivery - Reducing costs - Saving time - Improving employee engagement & morale - Services for job seekers Page 4
  5. 5. Definitions Page 5
  6. 6. DefinitionsCorporate social responsibility (CSR)Corporate responsibility (CR) Page 6
  7. 7. Grouping initiatives around CR Page 7
  8. 8. Grouping initiatives around CREnvironmentMarketplaceWorkplaceCommunity Page 8
  9. 9. Benefits of CR Page 9
  10. 10. Benefits of CRCreation of a distinct position in the marketplaceProtection of the employer brandBuilding credibility and trust with both current andpotential customers and employeesEnhancing employee engagement, motivation andretention Page 10
  11. 11. Introducing a CR strategy Page 11
  12. 12. Introducing a CR strategy 1 of 2Clarify the core values and principles of CR thatare relevant for the individual organizationIdentify key internal and external stakeholders andthe CR issues that affect the relationships withthemGet the top team on board, and know how to sellthe benefits of CR to different stakeholdersUnderstand how the CR strategy is aligned tobusiness strategy and HR practices Page 12
  13. 13. Introducing a CR strategy 2 of 2Get endorsement for the CR strategy from insideand outside the organizationCommunicate, consistently, on how CR is relevantto the individual organization and businessstrategyTraining is vital, as CR will only have an impact ifemployees are engaged with the particular issuescoveredEffectively measure and evaluate CR Page 13
  14. 14. Role of HR in CR Page 14
  15. 15. Role of HR in CR 1 of 3Helping ensure that, as a minimum, statutoryobligations are met in respect of issues such asremuneration practice or health and safety andthat the organisation aims to go beyond theregulatory floor where possibleTaking responsibility for the key systems andprocesses underpinning effective delivery, includingaligning CR with the overall business strategy andoperations Page 15
  16. 16. Role of HR in CR 2 of 3Training and educating employees on their socialand environmental responsibilities and embeddingthese values into organisational and individualobjectivesIntegrating these values into the culture of anorganisation – as the unwritten rules of how thingsare done are powerful in demonstrating anorganisation’s commitment to the CR agenda Page 16
  17. 17. Role of HR in CR 3 of 3Delivery, not rhetoric, is the key to all stakeholdersdeveloping trust in an organizationInfluencing attitudes and behaviour change withline managers and the top teamUsing the positive aspects of CR in respect of theemployer brand in recruiting, motivating andretaining highly skilled people Page 17
  18. 18. Case study A Page 18
  19. 19. Case study A Page 19
  20. 20. Case study B Page 20
  21. 21. Case study B Page 21
  22. 22. Case study C Page 22
  23. 23. Case study C Page 23
  24. 24. Case study D Page 24
  25. 25. Case study D Page 25
  26. 26. Case study E Page 26
  27. 27. Case study E Page 27
  28. 28. The CSR roadmap Page 28
  29. 29. The CSR roadmapPHASE 1, support readiness for CSRPHASE 2, engagementPHASE 3, adapting business processesPHASE 4, training and communications Page 29
  30. 30. Implementing corporate social responsibility Page 30
  31. 31. Implementing corporate social responsibilityAsk probing questions about how CSR can belinked to employees’ day-to-day experienceAvoid making CSR sound like the latestmanagement fadHelp CSR champions link employee activities backto business objectives Page 31
  32. 32. Integrating CSR intoglobal business practices Page 32
  33. 33. Integrating CSR into global business practicesAssess your company’s CSR readinessSeek input from stakeholdersDevelop your CSR strategy Page 33
  34. 34. How to ensure you’retaking the most effective approach Page 34
  35. 35. How to ensure you’re taking the most effective approachUnderstand the environmentKnow what your stakeholders wantYour reputation travelsDeliver on expectations Page 35
  36. 36. Trends to be aware of Page 36
  37. 37. Trends to be aware of 1 of 4Studies from half a dozen large consultancy firmsin the last year indicate a continued growingimportance of Corporate Social ResponsibilityFull life cycle analysis to assess the environmentalimpact of products is becoming widespreadThe “social” aspect of CSR is often neglected atthe expense of the “environmental” agenda-yet,studies are showing that social initiativescontribute more to a positive brand image thangreening enterprises Page 37
  38. 38. Trends to be aware of 2 of 4China will be the place to experiment better waysto be sustainable over the next few years: they arebuilding several new “sustainable cities” fromscratchCorporations will continue to judge CSRinvestments based on “good business practices”-meaning: it has to generate a positive financialreturn Page 38
  39. 39. Trends to be aware of 3 of 4CSR reporting is being typically done within theannual report (instead of a separate report) toshow full integration with corporate strategy.Building trust is a chief driver of CSRCR reporting is becoming more sophisticated:balance must be achieved betweencomprehensiveness and readability Page 40
  40. 40. Trends to be aware of 4 of 4Leading companies are taking the responsibility forhelping consumers reduce utilization of resources(water, pollutants, energy…)Companies are increasingly engaging withstakeholders for all aspects of their operationsTechnology will play an important role in CSR andCR Page 41
  41. 41. Case study F Page 41
  42. 42. Case study F Page 42
  43. 43. Case study G Page 43
  44. 44. Case study G Page 44
  45. 45. Case study H Page 45
  46. 46. Case study H Page 46
  47. 47. Case study I Page 47
  48. 48. Case study I Page 48
  49. 49. Conclusion and questions Page 49
  50. 50. Conclusion and questionsSummaryVideosQuestions Page 50