Purpose:
A case study to investigate the implementation of Corporate Social Responsibility practices in a European company and determine the relationship between theatrical recommendations (World Wide and Europe) about CSR and its implementation in a European Company.
This study analyses the three-dimensional model (Arthaud-Day, 2005) of corporate social
responsibility management by multinational corporations operating in a developing country
– India – in order to provide an Indian public relations viewpoint to the existing management
theory of CSR. Employing a unique combination of content analysis of information on CSR
programs available on the websites of selected top ten Multinational Corporations and
interviews with public relations professionals in these companies, this study explores three
fundamental research questions pertaining to the strategic orientation of MNCs in India,
issues that their CSR strategies focused on and the significant role of the public relations
function in formulating, implementing and assessing the success of these CSR strategies.
Interrelationships of the three dimensions namely, Strategic Orientation, Content Domains
and Perspective as suggested in the three-dimensional model have been analyzed for its
effectiveness. Furthermore, this study also reveals ways in which public relations can
contribute to corporate effectiveness by playing a strategic role in the management of CSR
programs. Empirical support to the role of corporate culture and the impact of the national
political system and level of economic development on the CSR practices of MNCs, are also
there. This study provides a pioneering academic perspective on the role of public relations in
the creation and implementation of CSR programs of MNCs in India and offers practical
suggestions to public relations practitioners and MNCs.
Keywords: CSR, MNC CSR, Indian CSR, CSR Communication.
This study analyses the three-dimensional model (Arthaud-Day, 2005) of corporate social
responsibility management by multinational corporations operating in a developing country
– India – in order to provide an Indian public relations viewpoint to the existing management
theory of CSR. Employing a unique combination of content analysis of information on CSR
programs available on the websites of selected top ten Multinational Corporations and
interviews with public relations professionals in these companies, this study explores three
fundamental research questions pertaining to the strategic orientation of MNCs in India,
issues that their CSR strategies focused on and the significant role of the public relations
function in formulating, implementing and assessing the success of these CSR strategies.
Interrelationships of the three dimensions namely, Strategic Orientation, Content Domains
and Perspective as suggested in the three-dimensional model have been analyzed for its
effectiveness. Furthermore, this study also reveals ways in which public relations can
contribute to corporate effectiveness by playing a strategic role in the management of CSR
programs. Empirical support to the role of corporate culture and the impact of the national
political system and level of economic development on the CSR practices of MNCs, are also
there. This study provides a pioneering academic perspective on the role of public relations in
the creation and implementation of CSR programs of MNCs in India and offers practical
suggestions to public relations practitioners and MNCs.
Keywords: CSR, MNC CSR, Indian CSR, CSR Communication.
SPLC 2019 Summit: Inspiration Station: Purchasing that Makes a Positive Socia...SPLCouncil
Slides from: Clay Atkins, Manager, Supplier Diversity & Inclusion, Intel; Lee Fleming, Supplier Diversity Officer, Multnomah County; Tim Hopper, Responsible Sourcing Manager, Microsoft; Mike Wallace, Interim Executive Director, Social & Human Capital Coalition, presented at the Sustainable Purchasing Leadership Council’s 2019 Summit in Portland, OR.
Triple Bottom Line Reporting workshop slides, Laura Musikanski, July 2010Sustainable Seattle
Slides from Laura Musikanski's Triple Bottom Line Reporting workshop in Seattle, July 2010. See http://sustainableseattle.org/Programs/emergingppi/STARs/classes/20100715_TBL/ for background information and http://www.slideshare.net/sustainableseattle/getting-to-tbl-metrics for Burr Stewart's guest lecture at the same class.
RFID technology increases supply chain visibility, improves inventory management, quality control, and enhances relationships with suppliers and customers. It could enable small, agile businesses to compete with larger, more bureaucratic ones that may be slow to adopt this new technology. RFID could lead to great potential benefits for Operations and Supply chain management like long-term competitive advantages for more than one company in the supply chain.
In the second of a series of reports commissioned by HSBC, we consider the extent to which businesses are incorporating responsibility in their business operations.
SPLC 2019 Summit: Inspiration Station: Purchasing that Makes a Positive Socia...SPLCouncil
Slides from: Clay Atkins, Manager, Supplier Diversity & Inclusion, Intel; Lee Fleming, Supplier Diversity Officer, Multnomah County; Tim Hopper, Responsible Sourcing Manager, Microsoft; Mike Wallace, Interim Executive Director, Social & Human Capital Coalition, presented at the Sustainable Purchasing Leadership Council’s 2019 Summit in Portland, OR.
Triple Bottom Line Reporting workshop slides, Laura Musikanski, July 2010Sustainable Seattle
Slides from Laura Musikanski's Triple Bottom Line Reporting workshop in Seattle, July 2010. See http://sustainableseattle.org/Programs/emergingppi/STARs/classes/20100715_TBL/ for background information and http://www.slideshare.net/sustainableseattle/getting-to-tbl-metrics for Burr Stewart's guest lecture at the same class.
RFID technology increases supply chain visibility, improves inventory management, quality control, and enhances relationships with suppliers and customers. It could enable small, agile businesses to compete with larger, more bureaucratic ones that may be slow to adopt this new technology. RFID could lead to great potential benefits for Operations and Supply chain management like long-term competitive advantages for more than one company in the supply chain.
In the second of a series of reports commissioned by HSBC, we consider the extent to which businesses are incorporating responsibility in their business operations.
Provisions for Corporate Social Responsibility in Companies Act, 2013RHIMRJ Journal
CSR as a concept has attracted worldwide attention and acquired a new resonance in the global economy Heightened
interest in CSR in recent years has stemmed from the advent of globalisation and international trade, which has reflected in
increased business complexity and new demands for enhanced transparency and corporate citizenship. Moreover, while
Governments have traditionally assumed the sole responsibility for the improvement of the living conditions of the population,
society’s needs have exceeded the capabilities of Governments to fulfill them. In this context, the spotlight is increasingly
turning to focus on the role of business in society and progressive companies are seeking to differentiate themselves through
engagement in what is referred to as CSR. The Companies Act, 2013 has taken one step ahead and introduced mandatory
provisions in the field of CSR. Though many believe that concerns on the new company law are manifold and it is a bold yet
not beautiful step. For instance, India Inc is concerned that the cost of board performance evaluation may outweigh the
benefits for many small companies in this regard. Also, it has concerns about the prospect of an over regulated regime and the
attendant scourge of corruption. Given the advantages and concerns on the new regulations introduced by the new Companies
Act, we all need to wait and watch once the companies start implementing the new provisions and therefore, the practical
aspects and implications will be evaluated thereafter.
The Corporate Social Responsibility Strategies and Activities Employed By the...iosrjce
Corporate social responsibility (CSR) playa an increasingly important role in business success
today, and economic, political, and social factors are shaping CSR strategies around the world. Approached
strategically, CSR has the potential to generate opportunity, innovation and competitive advantage for
organizations while solving pressing social problems. The study explored the effectiveness of CSR strategies on
organizational performance by ascertaining whether responsibility towards primary stakeholders influences the
financial and non-financial performance of commercial banks. The author focused on the Equity Bank in Kenya.
Content analysis of the Bank’s financial reports between the years 2006 and 2012 was done to ascertain the
relationship between CSR and performance of the Bank. The establishment of EGF, a fully fledged subsidiary of
Equity Bank, to handle all aspects of social responsibility for the Bank is a clear attestation of how important
and serious the institution considers CSR in their day-to-day operations. The categorization of the CSR
strategies into thematic areas showed that, to the Eank, social responsibility is not just a philanthropic deed to
society but a strategic tool for furtherance of business objectives, including stakeholder relationships. The study
recommended the need for organizations to be more inclusive and participatory among all the stakeholders at
all levels of implementation as well as further research to determine the level at which CSR impacts on
performance and the influence of prior organizational performance on social responsibility.
2 Social Responsibility and Stakeholders.Jonathan Alcorn.docxeugeniadean34240
2 Social Responsibility and Stakeholders
.Jonathan Alcorn/ZUMA Press/Corbis
Learning Outcomes
After reading this chapter, you should be able to do the following:
• Examine strategic approaches to social responsibility.
• Analyze the value of corporate social responsibility.
• Evaluate the stakeholder’s role in business ethics and social responsibility and identify the steps required
for stakeholder engagement.
ped82162_02_c02_037-076.indd 37 4/23/15 8:33 AM
Introduction
Introduction
Patagonia: The Responsible Company
Specializing in outdoor clothing in a niche market, Patagonia, Inc. has long been considered
a responsible company. Top executives make it a priority to convey the message that they
care about their employees, their customers, and the environment. What does it mean to be
a responsible company? The founder and owner of Patagonia, Yvon Chouinard, has admit-
ted that he did not intend for Patagonia to be an industry leader in social and environmental
responsibility when he started the company in 1972. Only after addressing a series of deci-
sions in product design, supply, and marketing did Patagonia executives realize that every
business has responsibilities beyond profit. Chouinard decided that he wanted to make a dif-
ference in the world by offering quality products that had minimal environmental impact and
providing employees with meaningful work.
In 1988, staff at one of the Patagonia stores began to experience headaches due to a malfunc-
tioning ventilation system that was recirculating formaldehyde into the air. The source of
formaldehyde was linked to the finishing process of the cotton used in the company’s prod-
ucts. By exploring the issue in detail, Patagonia discovered that formaldehyde in clothing could
create adverse reactions for customers, including cancers and other illnesses. In response, the
company investigated the environmental impact of the materials in their clothing. Based on
their findings, they initiated a switch to organic cotton that was not readily available. Working
with suppliers in the United States and later internationally, Patagonia was able to secure a
greater supply of organic cotton that is free from the harmful chemicals that can affect cus-
tomers and employees as well as the environment. These types of situations have shown that
being a responsible company entails focusing on a broad range of stakeholders and provides
for a viable and sustainable business.
Patagonia has since become a leader in social responsibility. In their book, The Responsible
Company (2012), Chouinard and Vincent Stanley, the company’s chief storyteller and editor
of the Footprint Chronicles (the company’s website that provides transparency to the public
by showing the social and environmental impact of Patagonia products), share five elements
of business responsibility as a model for other companies. These are responsibilities to:
1. The health of the business, including the obl.
Corporate Social Responsibility and Profitability in the Banking Sector: The ...Dr. Amarjeet Singh
In this article, we explore the relationship between corporate social responsibility and profitability with particular reference to Ethiopian financial industry. In line with this, the paper investigated the practice of corporate social responsibility and its impact on profitability in two private banks in Ethiopia. The study used two sampling phases. The first one is to sample out the two banks among the sixteen private banks operated in the country and the second phase is to select number of respondents within the selected banks. According to National Bank of Ethiopia, (NBE, 2020) annual report among the sixteen private commercial banks operated in the country, six of them were operated in the industry for more than 20 years and two banks namely Dashen and United banks were randomly selected for the study. The study used questionnaires as an instrument for data collection and the Cronbach alpha test was used to test the reliability of the instrument. Correlation analysis was carried out to identify the nature of strength and direction of the relationship between the independent variables (philanthropic, ethical, legal and economic responsibilities) and the dependent variables (profitability), regression analysis was also employed to determine the degree in which the dependent variable can be predicated or explained from the independent variables. The finding reveals that ethical, philanthropic, legal and economic responsibilities of CSR dimension have a positive and significant impact on profitability of the banks. Furthermore, the overall finding of the study suggested that CSR practice of banks has a significant impact on the level of their profitability. The study recommends that banks should improve their efforts exerted towards their CSR practice in order to enhance their profitability.
There is growing evidence that suggests that Environmental, Social and corporate Governance (ESG) factors, when integrated into investment analysis and decision making, it may offer investors potential long–term performance advantages. The number of companies disclosing information on their environmental, social and governance performance has grown very significantly in recent years. For large multinational companies, disclosure of ESG information has become a mainstream phenomenon It has become shorthand for investment methodologies that embrace ESG sustainable factors as a means of helping to identify companies with superior business models. ESG factors offer portfolio managers added insight into quality of a company’s management, culture, risk portfolio and other characteristics. By taking advantage of the increased level of scrutiny associated with ESG analysis, managers’ portfolios seek to identify companies based on performance indicators like
• Whether that company exhibits leadership in their industries.
• Whether that company is better managed and more forward thinking.
• Whether that company is better at anticipating and mitigating risk, meet positive standards of corporate responsibility.
• Whether that company is focused on the long term.
The applications of Sustainable Accounting, Reporting and Standardizations have taken a slow pace. The process began during early 1970s when it focused on social responsibility. During mid-late 1970s, it was shifted to employees and unions. 1980s saw explicit pursuit of economic goals with a thin veneer community concern and redefinition of employee rights as the major theme. In the 1990s attention shifted to environmental concern. Slowly, ‘environment reporting’, ‘triple bottom line reporting’, ‘sustainability reporting’ came into light.
A Corporate Social Responsibility, generally noted by “CSR”, refers to a corporation's initiatives to assess and take responsibility for the company's effects on environmental and social well-being. It generally applies to efforts that go beyond what may be required by regulators or environmental protection groups. Governments seeking to advance sustainable development are increasingly turning to policies and strategies that encourage, support, mandate, or directly demonstrate more socially and environmentally sound business practices. A central component of these policies involves promoting increased transparency of economic activities.
Since the 1960s, researchers have looked at the correlation between corporate social responsibility (CSR) and bottom-line results. Within the European Union’s (EU’s) trade territory, CSR became a legal obligation. Canadian businesses interested in international expansion would benefit from learning more about the income opportunities presented by investments in strategic, sustainable business models. A quantitative longitudinal correlational strategy was used for the exploratory investigation. Sustainalytics, a prominent environmental, social, and governance (ESG) research agency in the sector, compiled the CSR rankings. The rankings were based on the following four criteria: Overall score, governance, social justice, and environment. All Canadian corporations’ financial data were stored in the System for Electronic Document Analysis and Retrieval (SEDAR). To conduct multiple linear regressions on 61 observations spanning fiscal years 2009–2017, secondary data were collected and imported into Microsoft Excel 2013. The designs illustrate the interplay between the Toronto Stock Exchange’s (TSX’s) fundamental industries and how CSR relates to revenues from markets outside of Canada. The results showed a strong correlation between adopting CSR strategies and income from markets outside the country. The research found that their financial performance improved when companies adopted CSR practices. Policymakers and business executives in Canada who are considering the possibility of a free trade agreement with the EU may find this helpful report.
Corporate social responsibility of multinational corporations
Infojobs corporate social responsibility case in practice
1. INFOJOBS CORPORATE SOCIAL RESPONSIBILITY CASE IN PRACTICE 1
Infojobs Corporate Social Responsibility case in practice
Implantation of CSR policies in the European Companies. Infojobs case in practice.
Hristo B. Kolev1
AUBG2, EMBA3 program
1
Corresponding Author – contact: hbk127@aubg.bg
2
American University in Bulgaria
3
Executive Master of Business Administration
2. INFOJOBS CORPORATE SOCIAL RESPONSIBILITY CASE IN PRACTICE 2
Abstract
Purpose:
A case study to investigate the implementation of Corporate Social Responsibility
practices in a European company and determine the relationship between theatrical
recommendations (World Wide and Europe) about CSR and its implementation in a
European Company.
Methodology/approach:
The paper is based on the Harvard Business Review’s article Strategy & Society: The
Link between Competitive Advantage and Corporate Social Responsibility by
Michael E. Porter and Mark R. Kramer; the European’s Commission framework: A
renewed EU strategy 2011-2014 for Corporate Social Responsibility; and a case in
practice: Implantation and Report of Social Responsibility Practice in a European
company – Infojobs.
Findings:
The paper finds that there is a close relationship between the article’s
recommendations, the European Commission’s framework and the CSR practice in a
concrete company. The company's performance (Infojobs) proves that the best
practice given by the article and the EC4 is the shared value between business and
social responsibility, but one of the most important variables is the fact that managers
and employees should implement these practices on voluntary bases.
4
European Commission
3. INFOJOBS CORPORATE SOCIAL RESPONSIBILITY CASE IN PRACTICE 3
Introduction
Free market does not always perform perfectly. Marketplace participants must act
honestly and justly toward each other if the ideals of the free market are to be
achieved. CSR is a concern of all the society, ethics in business has been an issue for
academics, practitioners, and governmental regulators for decades, some believe that
unethical, immoral, and/or illegal behavior is widespread in the business world and
their concerns are supported by the numerous scandals from the late ’90s and early
2000s (WorldCom, Enron, Lehman Brothers, Bernard Madoff), others believe that
there is a framework where all stakeholders together (companies, analysts,
government, etc) should integrate CSR in companies. Can CSR gain some credence in
stakeholders? And correct a part of the satated his market imperfection? Actually
modern trends of CSR practice goes further from giving positive response to these
questions, and stands that CSR is becoming a strategic issues for modern
organizations in their competitive advantages.
WBCSD5 defines CSR as "The continuing commitment by business to behave
ethically and contribute to economic development while improving the quality of life
of the work force and their families as well as of the local community and society at
large", this definition is supported by the top ten motivators driving corporations to
engage in CSR for competitive reasons: Economic considerations; Ethical
considerations; Innovation and learning; Employee motivation; Risk management or
5
World Business Council for Sustainable Development
4. INFOJOBS CORPORATE SOCIAL RESPONSIBILITY CASE IN PRACTICE 4
risk reduction; Access to capital or increased shareholder value; Reputation or brand;
Market position or share; Strengthened supplier relationships; Cost savings6.
This paper is organized as follows. Part one is reviewing the Michael E. Porter and
Mark R. Kramer’s article. Part two presents the European governmental framework
and policies to support and extend the implantation of CSR in Europe (the directive is
given by the European Commission). Part three provides a practice case of implanting
and reporting CSR in the Spanish company Infojobs. Part four is a concluding section.
1. Analyst point of view of CSR7
From analytical point of view, there are several approaches that try to explain and
put in practice the CSR. As common in most economic and social differences, there
are different approaches depending on the geographical location: Canadian (Montreal
school of CSR); Continental European and Anglo-Saxon. Other approaches are:
Philanthropy; CSR as business strategy; and Creating Shared Value. One of the most
popular approaches is the Creating Shared Value (CSV) approach, based on the idea
that corporate success and social welfare are interdependent. CSV received global
attention after an article publicized in 2006 by the actual second ranked business
school in the world8 – Harvard Business Review article Strategy & Society: The Link
between Competitive Advantage and Corporate Social Responsibility, by Michael E.
Porter and Mark R. Kramer (2006).
Porter & Kramer (2006) stand that CSR efforts are counterproductive for two
reasons: they put business against society; and CSR is approached in generic ways.
6
KPMG's International Survey of CSR, 2005
7
This section is based on the Harvard Business Review’s article Strategy & Society: The Link between
Competitive Advantage and Corporate Social Responsibility by Michael E. Porter and Mark R. Kramer
8
Financial Times Global MBA Ranking 2012
5. INFOJOBS CORPORATE SOCIAL RESPONSIBILITY CASE IN PRACTICE 5
CSR is getting mature an the framework proposed is to identify all of the effects, both
positive and negative, companies have on society; determine which ones to address;
and suggest effective ways to do so. When looked at strategically, CSR can become a
source of tremendous social progress, as the business applies its considerable
resources, expertise, and insights to activities that benefit society, and this approach
should lead to build a long-term competitive advantage.
Four prevailing justifications for CSR have been used: Moral Appeal (companies
have a duty to be good citizens and to do the right thing); Sustainability
(environmental and community stewardship); License to Operate (tacit or explicit
permission from government); Reputation (improve companies image, strengthen ist
brand, raise stock value). But none of these could help a company identify, prioritize,
and address the social issues that matter most, because all of them focus on the
tension between business and society rather than on their interdependence. Porter &
Kramer (2006) point as the biggest problem that internally, CSR practices and
initiatives are often isolated from operating units-and even separated from corporate
philanthropy. Externally, the company’s social impact becomes diffused among
numerous unrelated efforts, each responding to a different stakeholder group or
corporate pressure point. The consequence of his fragmentation is a lost opportunity.
To correct this bias and integrate business and society, the authors propose companies
to identify those areas of social context with the greatest strategic value by:
identifying the points of intersection between inside-out and outside-in practices;
*Figures 1 and 2 – About Here*
choose which social issues to address; and creating a corporate social agenda, making
Responsive CSR and Strategic CSR.
6. INFOJOBS CORPORATE SOCIAL RESPONSIBILITY CASE IN PRACTICE 6
The moral purpose of business should focus efforts to find shared vale in operating
practices and in the social dimensions of competitive context have the potential not
only to foster economic and social development, but also to change the way
companies and society think about each other. NGOs, governments, and companies
must stop thinking in terms of “Corporate Social Responsibility” and start thinking in
terms of “Corporate Social Integration”. When a well-run business applies its vast
resources, expertise, and management talent to problems that it understands and in
which it has a stake, it can have a greater impact on social good than any other
institution or philanthropic organization.
Porter & Kramer (2006) support their CSR framework mainly with 2 examples:
Toyota – Prius hybrid electric/gasoline vehicle. This product has created a unique
position with customers and has established technology standards, the combination of
these two could suppose a competitive advantage for the company in near future; and
Nestlé’s example – the company went to Moga to build business and establish local
sources of milk from a large, Nestlé diversified base of small farmers in the region,
and the result was a creation of shared value for both the company and the region.
Today Moga has higher standard of living and knowledge, compared to other regions
in the vicinity.
2. European Framework of CSR9
The government is one of the most important stakeholders when we speak about
CSR. Its role is crucial. On one hand regulation can set the agenda for social
responsibility by the way of laws and regulation that will allow a business to conduct
9
This section is based on the European’s Commission policy: A renewed EU strategy 2011-2014 for
Corporate Social Responsibility
7. INFOJOBS CORPORATE SOCIAL RESPONSIBILITY CASE IN PRACTICE 7
itself responsibly, on the other hand, and most important, the government could act in
education with regulations for high school and undergraduate education, this could
build in a social responsibility from the very beginning, therefore future managers and
companies will carry integrated CSR in their DNA. That way CSR will be part of the
company’s strategy and culture.
European Commission is taking measures in CSR since early 2001 when the first
definition was stated: COM (2001)336 “a concept whereby companies integrate social
and environmental concerns in their business operations and in their interaction with
their stakeholders on a voluntary basis”. The Commission has played a pioneering
role in Europe ever since, creating European Multistakeholder Forum on CSR in 2001,
European Alliance for CSR in 2006. CSR underpins the objectives of the Europe
2020 strategy for smart, sustainable and inclusive growth. Under this objective of
Europe 2020 the Commission has reviewed and established a strategy for CSR 2011-
201410 aligned with internationally recognized principles and guidelines as OECD
Multinational Enterprises, the principles of the United Nations Global Compact, the
ISO26000 Guidance Standard on Social Responsibility, the ILO Tri-partite
Declaration of Principles Concerning Multinational Enterprises and Social Policy, and
the United Nations Guiding Principles on Business and Human Rights. This European
Governmental framework seems a necessity as, today, only 15 out of 27 EU Member
States have national policy frameworks to promote CSR11.
A modern understanding of CSR needs a modern (new) definition. This new
definition, given in the EU Strategy 2011-2014 is aligned with the analysts’ opinion
10
European Commission: A renewed EU strategy 2011-2014 for Corporate Social Responsibility
11
European Commission, 2011, “Corporate Social Responsibility: National Public Policies in the EU”
8. INFOJOBS CORPORATE SOCIAL RESPONSIBILITY CASE IN PRACTICE 8
given in part one. European Commission (2011) stands that enterprises should have in
place a process to integrate social, environmental, ethical, human rights and consumer
concerns into their business operations and core strategy in close collaboration with
their stakeholders, with the aim of: maximizing the creation of shared value; and
identifying, preventing and mitigating their possible adverse impacts. This definition
is completely suitable with the framework given by Porter & Kramer (2006). This
2011-2014 strategy shows that the Commission is aware of the multidimensional
nature of CSR, and that public authorities should play a supporting role through a
smart mix of voluntary policy measures and, where necessary, complementary
regulation, for example to promote transparency, create market incentives for
responsible business conduct, and ensure corporate accountability.
The agenda for action 2011-2014 covers 8 main areas:
• Enhancing the visibility of CSR and disseminating good practices: launch a
multistakeholder CSR platforms in a number of relevant industrial sectors; and
launch in 2012 award scheme for CSR partnership between enterprises and other
stakeholders.
• Improving and tracking levels of trust in business: limit the “green washing”
practices and effects; and periodic surveys of citizen trust in business and attitudes
towards CSR.
• Improving self-and co-regulation processes: launch a code of good practice.
• Enhancing market reward for CSR: increase consumer attention to CSR-related
issues; implement a Public Procurement Directives facilitating the better
integration of social and environmental considerations; and promote CSR practice
from public companies or public investments.
9. INFOJOBS CORPORATE SOCIAL RESPONSIBILITY CASE IN PRACTICE 9
• Improving company (SME12 and large companies) disclosure of social and
environmental information: 2,500 European companies publish CSR or
sustainability reports, which puts EU in a position of global leadership13, however
this is still a small fraction of the 42,000 large companies in the EU.
• Further integrating CSE indo education, training and research: provide
further financial support for education and training projects: and raise the
awareness of education professionals and enterprises on the importance of
cooperation on CSR. This area needs special attention, if performed well means
that future European corporations and SME will bring implemented CSR in their
culture, and will be leaded by managers who care CSR in their DNA.
• Emphasizing the importance of national and sub-national CSR policies: create
in 2012, with all Member States, a peer review mechanism for national CSE
policies; European Commission invites all Member States to develop or update by
mid 2012 their own plans or national lists of priority action to promote CSR of the
Europe 2020 strategy.
• Better aligning European and global approaches to CSR: monitor enterprises
>1,000 to take ISO26000; commit all European enterprises to take account of at
least one set of principles form those listed in page 7 of this paper; identify ways to
promote responsible business conduct in its future policy initiatives towards more
inclusive and sustainable recovery and growth in third countries.
12
Small and Medium Enterprises
13
CorporateRegister.com
10. INFOJOBS CORPORATE SOCIAL RESPONSIBILITY CASE IN PRACTICE 10
This agenda is really ambitious and if all actions are to be performed as pretended
European companies would build the strong, long-term competitive advantage, in
terms of CSR, discussed by Porter & Kramer (2006).
3. Infojobs CSR case in practice14
Infojobs is a Spanish company established in 1998 in Barcelona. Its business is to
optimize selection and recruitment process for B2B clients. Ifojobs meats the two
parts of the process – Demand (unemployed or looking for new employment people)
with Supply (companies that offer jobs). The service is free for the Demand and pay-
per-offer for the Supply. Infojobs is owned by Schibsted (94%) and Grupo Intercom
(6%), the company has divisions in Spain, Italy, Portugal and Brazil. Spanish division
is of about 200 people with headquarters in Barcelona and offices in Madrid.
The strongest Infojobs’ CSR policy is its core business, the Demand, at the same
time, Demand supposes only 2% of the company’s revenue (Infojobs is primary B2B
firm). The company’s competitive advantage is based on having the highest possible
numbers of active15, actualized, online CVs16. The online platform, available in their
web, is easy to use, however the company provides free online and call center support
for those (Demand) who have difficulties to make a profile, build their CVs and apply
for an active job offer. Infojobs has a special program to support and help those
people who don’t have access to Internet or lack of basic computer and Internet
knowledge. Main efforts are focused on the Demand, but still, Infojobs helps on a free
base the Supply to start using the Internet to publish its job offers, Infojobs gives
14
This section is based on a telephone interview with the HR director of Infojobs - Joan Pau Fisas
Suriol; Infojobs CSR report of 2011 and Infojobs CSR agenda 2012
15
Unemployed People actively searching job or employed people actively searching to switch their job
16
Curriculum Vitae
11. INFOJOBS CORPORATE SOCIAL RESPONSIBILITY CASE IN PRACTICE 11
support to those companies who don’t have experience in this type of selection and
recruitment, also the first 5 job offers are free for the companies. Actually Infojobs
has more that 7 million CVs in its online database and more than 12,000 companies
subscribed (as clients). The company is pushing the society into innovation and use of
the new technologies, optimizing their time and creating better opportunities for both
Demand and Supply.
Still Infojobs is going further and is doing another type of CSR, based at lease at 3
of the 4 prevailing justifications of CSR, named in both, the Porter & Kramer (2006)
analysis and presented in the European Commission CSR strategy 2011-2014: Moral
Appeal; Sustainability; and Reputation. Since 2009 Infojobs presents an annual CSR
report to its stakeholders.
• 2011 CSR Report: The company had 5 main commitments in 2011.
o Infojobs made a free additional service of 22,000 packs to
unemployed and 12% of them got a job.
o Infojobs ran a total of 31 trainee in-situ sessions for unemployed in
Madrid, Barcelona and Zaragoza.
o Infojobs dedicated €22,000 for scholarships in the IT area.
o Infojobs created a voluntary program for internals. More that 30
internal senior assessors helped external companies and NGOs in
selection and recruitment practices.
o Infojobs donated its Christmas budget for presents for employees to
3 NGOs.
• 2012 CSR agenda/commitments:
o Improving CSR Policies: the company is continuing to improve its
CSR policies in 3 axis: various projects to increase the access to
12. INFOJOBS CORPORATE SOCIAL RESPONSIBILITY CASE IN PRACTICE 12
employment for people at risk of social exclusion; transmit its
values to the children – future managers and stakeholders who will
have the responsibility to establish responsible and productive
companies; preserve the environment and reduce the impact from
Infojobs’ activity.
o Community Support: continue with the voluntary project; launch
software for unemployed and employed professionals; assess the
Supply (companies) in order to create Responsible job offers.
o Environmental Protection: reduce energy losses in the company;
increase the use of recycled paper; calculate greenhouse gas (GHG)
emitted by the company and run a project to reduce it; get ZeroCO2
stamp.
o External Communication: improve information to stakeholders:
via email (to Demand and Supply subscribed to the service);
Newsletter; Blog; 2.0(tweeter, facebook, etc.); improve
communication though web page; present the 2012 CSR report to
the United Nations Global Compact.
o Internal Communication: continue with the voluntary program
and increase participation
The company has established KPIs17 in order to measure the CSR impact in 2012.
*Figure 3 – About Here*
17
Key Point Indicator
13. INFOJOBS CORPORATE SOCIAL RESPONSIBILITY CASE IN PRACTICE 13
After reviewing Infojobs CSR commitment and policies, conclusion is simple.
CSR is part of the company’s culture and business, it is approached strategically and
generates opportunity, innovation, and competitive advantage while solving pressing
social problems. Infojobs has created a distinctive value for both company and society
(Demand and Supply). The company’s progress is related with its stakeholder’s
progress (Demand, Supply, Government) and the company’s R&D is investing in the
stakeholder’s improvement in the industry (job market through technology). Infojobs
fits 100% in the Porter & Kramer (2006) framework for CSR and is a good case to
follow by the first area from the European Commission’s strategy 2011-2014.
4. Conclusions
It is all about people. Companies, their strategy and structure are driven by people
and if we have social responsible people we will have CSR companies. Analysts
opinion and frameworks, government’s directives are very important part of the CSR
as well, their work is basic in aligning companies commitment with CSR and they
have lots of possibilities to improve actual situation by laws, recommendations, public
procurement, education. But still, people are the most variable in this equation,
because companies should integrate CSR on voluntary bases, as part of their strategy
and business, just like Infojobs, Nestlé’s case or Toyota. Infojobs didn’t implant CSR
practice, didn’t needed a directive or low obligation, it just was created with this
values and culture, its main business is social responsible and sustainable. That’s why
the most important area to work in future is education. If society manages to implant
social responsibility in schools and universities, the managers, entrepreneurs,
governments, and other stakeholders will create and rule social responsible
corporation.
14. INFOJOBS CORPORATE SOCIAL RESPONSIBILITY CASE IN PRACTICE 14
References:
Joan Pau Fisas Suriol, (15.3.2012) Infojobs HR Director, telephone interview
Infojobs (2011) CSR report
Infojobs (2012) CSR agenda
Harvard Business Review’s article Strategy & Society (2006) “The Link between
Competitive Advantage and Corporate Social Responsibility” by Michael E. Porter
and Mark R. Kramer
European’s Commission policy (2011) “A renewed EU strategy 2011-2014 for
Corporate Social Responsibility”
European Commission, (2011) “Corporate Social Responsibility: National Public
Policies in the EU”
European Commission’s CSR web page, (20.3.2012)
http://ec.europa.eu/enterprise/policies/sustainable-business/corporate-social-
responsibility/index_en.htm
15. INFOJOBS CORPORATE SOCIAL RESPONSIBILITY CASE IN PRACTICE 15
KPMG, (2005) “International Survey of CSR”
Social Enterprise Block, (10.3.2012) http://www.socialenterpriselive.com/your-
blogs/item/why-csr-why-now
Slide Share Corporate Social Responsibility, (11.02.12) "Need of the Hour", by
Sikander Kushwaha; Sitakant Behra; Sudhir Kr. Pandey; Sushil Bandict Lakra
Financial Times Global MBA Ranking, (2012)
http://rankings.ft.com/businessschoolrankings/global-mba-rankings-2012
Wikipedia, (15.3.2012) http://en.wikipedia.org/wiki/Corporate_social_responsibility
16. INFOJOBS CORPORATE SOCIAL RESPONSIBILITY CASE IN PRACTICE 16
Figure 1 – Looking inside-out: mapping the social impact of the value chain
17. INFOJOBS CORPORATE SOCIAL RESPONSIBILITY CASE IN PRACTICE 17
Figure 2 – Looking outside-in: social influence on competitiveness
Figure 3 – Infojobs KPIs indicators