csr and cr november 2013
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CSR and CR
by Toronto Training and HR
November 2013
Page 2
CONTENTS5-6 Definition7-8 Pyramid of CSR 9-10 Indicators around CSR 11-12 Pillars of CSR13-14 Routes to CSR15-17 Embedding CSR18-20 Linking CSR to employee engagement21-23 Disclosure of CSR information24-25 CSR integration models26-27 Beliefs28-30 What do attractive employers do?31-32 Negotiation frames33-35 Volunteering36-38 Compassion encouraging social entrepreneurship39-41 Learning lessons from governance and cultural failures42-43 Bill C-30044-45 A possible CSR roadmap and scorecard 46-47 Canada’s top 50 for 201348-49 Examples50-51 Conclusion and questions
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Introduction
Page 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 banking10 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:
Training event designTraining event deliveryReducing costs, saving time plus improving employee engagement and moraleServices for job seekers
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Definitions
Page 6
Definitions• Corporate social
responsibility (CSR)• Corporate responsibility
(CR)• Sustainability• Triple bottom line
Page 7
Pyramid of CSR
Pyramid of CSR
Discretionary
Ethical
Legal
Economic
Page 8
Page 9
Indicators around CSR
Indicators around CSR• Economic• Environment• Labour practices• Human rights• Society• Product responsibility
Page 10
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Pillars of CSR
Pillars of CSR• Business ethics• Compliance• Corporate governance
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Page 13
Routes to CSR
Routes to CSR• Values-based• Strategic• Defensive
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Embedding CSR
Embedding CSR 1 of 2• Partnering• Engaging• Aligning
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Embedding CSR 2 of 2• Attraction• Attitudes• Skills and knowledge• Attaining objectives• Organizational climate• CSR behaviours
Page 17
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Linking CSR to employee engagement
Linking CSR to employee engagement 1 of 2
• Many organizations strive to be a responsible employer
• Organizations create a portfolio of programs and develop a reputation that to varying degrees demonstrate their commitment to CSR
• Organizations engage employees in voluntary and on-the-job CSR-related activitiesPage 19
Linking CSR to employee engagement 2 of 2
MODELS OF ENGAGEMENT• Transactional approach• Relational approach• Developmental approach
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Disclosure of CSR information
Disclosure of CSR information 1 of 2BENEFITS• Enhancement and creation
of the organization’s image/reputation
• Informing their stakeholders about the organization’s contribution to community service
• Transparency• Improving financial
performance
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Disclosure of CSR information 2 of 2BENEFITS(CONTINUED)• Encourage and attract
investors and customers• Support the organization’s
profit• Decision-making
Page 23
Page 24
CSR integration models
CSR integration models
CSR housed within HR CSR housed with a non-HR function
CSR accountability dispersed across teams
CSR as an independent team or foundation
Page 25
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Beliefs
Beliefs• Behavioural• Normative• Control
Page 27
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What do attractive employers do?
What do attractive employers do?
1 of 2ATTRACTIVE EMPLOYERS• Would start a recycling
program• Would stretch the truth• Would volunteer in the local
community• Would try to change
discriminatory policies
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What do attractive employers do?
2 of 2ATTRACTIVE EMPLOYERS• Promotes practices which
you believe are ethical• Produces products or
services which benefit the environment
• Values employee health and safety over profit
• Works to improve the local community
• Works to reduce discrimination in the workplacePage 30
Page 31
Negotiation frames
Negotiation frames• Imposing• Normative• Supportive• Non-participative• Cognitive
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Volunteering
Volunteering 1 of 2
BENEFITS• Increase loyalty and
motivation• Improve employee
personal skills• Enrich work experience• Build team skills• Improve personal
employability
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Volunteering 2 of 2
TYPES OF VOLUNTEERING• Private volunteering• Supported employee
volunteering• Employer-sponsored
volunteering• Employer-planned
volunteering• Business-integrated employee
volunteering
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Compassion encouraging social entrepreneurship
Compassion encouraging social entrepreneurship 1 of 2
• Definition of compassion• Integrative thinking• Prosocial cost-benefit
analysis• Commitment to alleviating
the suffering of others
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Compassion encouraging social entrepreneurship 2 of 2
THE LEGITIMACY OF SOCIAL ENTERPRISE• Pragmatic• Moral
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Learning lessons from governance and cultural failures
Learning lessons from governance and cultural
failures 1 of 2• Debunk the myth that “it
could never happen here”• Conduct risk assessments
and monitor for compliance• Set high ethical standards
and demand accountability at all levels
• Encourage dialogue and even dissent
• Expect and plan for a crisis
Page 40
Learning lessons from governance and cultural
failures 2 of 2• The fork in the road; have
the courage to stand up and do the right thing
• Seek legal advice early
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Page 42
Bill C-300
Bill C-300• The Canadian mining
sector• Strengths of Bill C-300• Weaknesses of Bill C-300• E-3 Plus
Page 43
Page 44
A possible CSR roadmap and scorecard
A possible CSR roadmap and scorecard
• Identify and engage with stakeholders by policies, processes and performance
• Select and prioritize key issues relevant to supporting CSR
• Review and revise all policies in line with CSR principles
• Develop an action plan, scorecard and metrics
• Implement, measure and report impactsPage 45
Page 46
Canada’s top 50 for 2013
Canada’s top 50 for 2013• Banks• Energy and utilities• Food and beverage• Industrials• Materials• Retail• Technology• Telecom/electronics• Textiles, footwear and
apparel• Transportation and logistics
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Examples
Examples
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Page 50
Conclusion and questions
Page 51
Conclusion and questions
SummaryVideosQuestions
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