1.
CSR Value Continuum
Another way to think about Shared Value
Value Distribution  Value Creation
Wayne Dunn
Professor of Practice in CSR @ McGill
President & Founder
CSR Training Institute
wayne@csrtraininginstitute.com
CSR Breakfast Seminar
Friday, May 23rd, 2014
Jakarta, Indonesia

2.
Why Me? Who is Wayne?
• Saskatchewan Farm Boy
• Accidental Academic
• 2 seasons diamond drilling (Gold/Uranium)
• 25+ years of practical, global CSR experience
• About 100 projects (programs, policies, strategy, relationships, innovation,
etc.) Many very complex (e.g., industry HIV/AIDS strategy in South Africa
and Papua New Guinea). Some great successes, at least one social license
failure.
• Over 40 countries spanning all continents (urban, rural, indigenous,
traditional, etc.)
• Numerous awards (1st private sector winner of World Bank
Development Innovation Award, Stanford Case Study, etc.)
• Developed McGill | ISID Executive Program on CSR Strategy &
Management
• Professor of PRACTICE in CSR (note – still practicing and
learning!)

3.
CSR: Sometimes a bit confusing?
Graphic borrowed shamelessly from : http://flowingdata.com/2010/04/27/discuss-powerpoint-is-the-enemy/

4.
CSR: THERE ARE NO EXPERTS
Beware the Expert

5.
Objective
CSR and Value – to discuss a framework
and a couple of tools that MIGHT help you
to be more efficient at understanding and
creating value through CSR investments
and activities (and help you to explain the
value to the ‘quant jocks’)
Remember
 There are no CSR Experts
 We are all learning

6.
CSR in the OLDEN DAYS
Policies &
Good Intentions
Solving Social
Problems

7.
CSR in the OLDEN DAYS (cont)
Community Relations Management
Framework
Plan
?Results?
System

8.
CSR Pie, No Matter How you Slice It

9.
CSR: If not Value, then what?

10.
CSR: If Value, then How?
• Shareholder Value
• Stakeholder Value
• Environmental Value
• Community Value
• Distributed Value
• Shared Value
• Retained Value
• Sustainable Value
• Social Value
• Cultural Value
• Organizational Value
• Created Value
• Lost Value
• New Value
• Reputational Value
• Value Continuum
• Value Sustainability
• Value Creation
• Value Proposition
• Value Efficiency

11.
CSR Value Optimization:
Start by Knowing
Analysis of CSR starts with an inventory of
activities and programs and then proceeds to
analyze and categorize according to various
frameworks
A simple inventory of CSR activities provides
insights for maximizing value – often low-
hanging fruit
Having a common and consistent method to
examine and understand activities and
projects helps to optimize value

12.
CSR: What’s In It For Me?
Does CSR make sense
without self-interest?
Key issue is value
alignment:
Value propositions that
align shareholder
interests with those of
other stakeholders

13.
CSR: Tools & Frameworks
Value Continuum
 Value distribution to value creation
Value Alignment
 Value creation
Value Sustainability
 Expense or Capital
Not all of these are applicable in
every project/situation and there
are others that could be
developed. What is important is
to have frameworks that help to
understand both individual CSR
initiatives and corporate/project
wide CSR

14.
CSR Value Continuum©
Helps to understand aggregate of project/corporate CSR activities.
CSR includes a range of activities from Philanthropy through to
synergistic value alignment (and a well-rounded and developed
program would have activities along the continuum)
Continuum of value distribution through to value creation
Shared Value should be created on all CSR projects, not just those
at far right. Level and amount of shared value/value creation
changes but all are about value and shared value
Value
Distribution
Value
Creation
• Grants/Donations/Philanthropy
• Local organizations/governance
• Education & Healthcare
• Skills training
• Employment
• Procurement
• New products, markets, ventures
© CSR Training Institute 2013

15.
http://www.slideshare.net/waynedunn/csr-and-value-creation-shareholders-communities-and-governments

16.
CSR Partnerships

17.
CSR and Partners
 Who/what benefits from success of
this initiative?
 What sort of partners would fit with
this initiative? (if any)
 What value would they receive?
Create? (for project and for company)?
 PNG AIDS/CIDA Inc.

18.
CSR as a Catalyst
• CSR projects can act as a catalyst
to bring key partners to the table
• Why do this?
• Increases available resources (financial,
human, organizational, political)
• Increases sustainability
• Reduces risk

19.
CSR as a Catalyst
• HIV/AIDS in PNG

20.
Value Proposition
• What Value Gets Created – For
Who?
• Who else might benefit?
• Avoid Zero-Sum situations when
possible

21.
Value
Distribution
Value
Creation
Value
Proposition
Alignment
• Grants/Donations/Philanthropy
• Local organizations/governance
• Education & Healthcare
• Skills training
• Employment
• Procurement
• New products, markets, ventures
it’s all shared
value Every CSR investment and
activity should create value for the
company & for one or more
stakeholders.
1 1 3
CSR Value Alignment Framework©
© CSR Training Institute 2013

22.
Value Sustainability
CapEx or OpEx?
• Does the initial investment continue to
provide value beyond the investment
timeframe
• Community Sports Event
• Local Supply Chain Development

23.
© CSR Training Institute2014
Value Sustainability©
Current
Value
Medium
Term Value
Long Term
Value
• Grants/Donations/Philanthropy
• Local organizations/governance
• Education & Healthcare
• Skills training
• Employment
• Procurement
• New products, markets,
ventures
Does a CSR investment
continue to produce value
over time

24.
CSR is a SHARED RESPONSIBILITY
Value for People
Value for Communities
Value for Shareholders
Value for Governments
Value for other Stakeholders
Need to balance interests
CSR is about value creation not Charity

25.
CSR is a SHARED RESPONSIBILITY
Effective value creation through CSR requires shared
responsibility
Depending on project it may include
• Company
• Local Government
• National Government
• Traditional Leaders
• Development Partners
• International Organizations
• NGOs and other stakeholders

26.
Metrics, Monitoring &
Managing
Framework
Plan
?Results?
System

27.
Metrics, Monitoring & Managing
• Can you manage it if you can’t
measure it?
• What metrics would you
measure/monitor?
• Why?
• How?
• How can it fit within your existing
management systems?

28.
CSR: Tools & Frameworks
Value Continuum
 Value distribution to value creation
Value Alignment
 Value creation
Value Sustainability
 Expense or Capital
Not all of these are applicable in
every project/situation and there
are others that could be
developed. What is important is
to have frameworks that help to
understand both individual CSR
initiatives and corporate/project
wide CSR

29.
For Additional Information
Wayne Dunn
President & Founder
CSR Training Institute
Professor of Practice in Corporate Social Responsibility
McGill University | Institute for the Study of International Development
wayne@csrtraininginstitute.com
Desk: +1.250.743.7619
Slideshare (for this and other lectures, reports, etc.)
http://www.slideshare.net/waynedunn