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Strategic Corporate Responsibility

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Title: Strategic Corporate Responsibility


1
Strategic Corporate Responsibility
Consulting Projects
  • Professor Kellie A. McElhaney
  • BA 292C.1
  • 1.17.07

2
This Evening
  • Registration List Attention Shoppers, Add/Drops
    end Monday 1.22.07
  • Professor/ GSI Intros
  • Overview of Course
  • Overview of Project Opportunities
  • Overview of Strategic CSR
  • Questions?

3
The Course
4
Registration List
  • No Drops after Jan. 22 noon
  • No Adds after Jan. 22 noon
  • DO NOT bid on projects if you are not 200
    absolutely sure you are taking this course

5
Professor McElhaney
  • Corporate experience in commercial banking
  • Haas since 2002
  • Launched Center for Responsible Business in 2003
  • Extensive consulting Gap, HP, Nokia, Erste Bank,
    eBay, Navigant, Triage, McDonalds, Capgemini US,
    E Y Ireland
  • Faculty Pioneer Award, 2005
  • Research focus in Branding CSR, Diversity
    CSR, Strategies of CSR

6
GSI Kearns
  • A.K.A. Inspector Kearns
  • School Georgetown University
  • Work Fraud Investigations Dispute Services,
    Ernst Young LLP (Forensic Accounting,
    Litigation Consulting Insurance Claims)
  • Internship ( FT after graduation!) Financial
    Intelligence Unit, Wells Fargo Bank (Detection of
    money laundering terrorist financing)
  • Fun facts.
  • Your Project Coach

7
What This Course Is
  • About business strategy
  • About protecting and/ or creating shareholder
    wealth
  • Real-world, current, emergent
  • Fast-paced, packed in, like drinking from a fire
    hose
  • Taught using multiple methods
  • A unique learning experience
  • Experiential, hands-on, active
  • Something that will stay with you
  • A lot of work with high expectations
  • A lot of fun will threaten to inspire you

8
A Word About Inspiration
Your brain on inspiration
Your brain on business as usual
9
What This Course Is Not
  • Typical b-school course with HBS cases
  • Traditionally, linearly structured
  • Straight-lecture, cut and dry, neatly packaged
  • Good for passive non-participators in learning
  • For the risk-averse, faint-of-heart, or
    weak-kneed
  • For the close-minded
  • For those who like to skip classes
  • For those attached to their lap tops and cell
    phones
  • Easy

10
Class Format
  • Overview of Evening
  • Your Current Event in CSR
  • Lecture/ Discussion
  • Current Company Cases/ Learnings
  • Exercise
  • Inspiration
  • Review of Key Learnings

11
Assignments
  • CSR Report Analysis 15
  • Strategic CSR Issue Paper (partner) 15
  • Personal CSR Strategy 10
  • Consulting Engagement (team) 40
  • Attendance Participation 20
  • Includes current event presentation, in-class
    exercises, discussions, etc.

12
Topics Covered in This Class
  • Multiple Perspectives of CSR
  • Components of Strategic CSR
  • Strategic Frameworks Systems
  • CSR Reporting
  • CSR Communications
  • CSR Metrics
  • Corporate Philanthropy
  • Employee Volunteerism
  • CSR Human Rights
  • CSR Tools
  • Socially Responsible Investing
  • Cause Related Social Marketing
  • CSR Branding
  • CSR Human Resources
  • Strategies of Change Management
  • CSR, Leadership Innovation
  • Limitations of CSR

13
The Projects
14
Consulting Engagement
  • Ability to take classroom learnings and apply
    them immediately
  • Involves teaching strategic CSR to companies
  • Deep on benchmarking, research analysis,
    developing strategy and implementation
    recommendations
  • High profile, high visibility
  • Complex and critical
  • Connected to overall corporate strategy
  • Informing real practice
  • Multi-disciplinary
  • Conduits to internships jobs.

15
Why a Consulting Engagement?
  • Students retain
  • 5 of what they hear in lecture
  • 10 of what they read and hear
  • 20 of what they see, read, and hear
  • 50 of what they discuss, see, read, and hear
  • 75 of what they do, discuss, see, read, and hear
  • 90 of what they teach to others, do, discuss,
    see, read, and hear

Argyris, Schon, Kraft, Kielsmeier,
Astin Pascarella, Terenzini
16
Components of a Project
  • Scope Refinement
  • Letter of Engagement
  • Project Work Plan
  • Weekly Status Report
  • Research Analysis
  • Primary
  • Secondary
  • Mid-Project Updates
  • Preliminary Recommendations Review
  • Final Deliverables
  • Oral Presentations
  • Written Deliverable

17
2007 Project Opportunities
  • American Water
  • AngelPoint
  • Applied Materials
  • AstraZeneca
  • Barefoot Motors
  • Bay Area Council Fund
  • Bio-Rad
  • Bovis Lend
  • Brown-Forman
  • BSR
  • Community Bank of Oakland
  • Del Monte
  • Dow Chemical
  • eBay (2)
  • Fulcrum Funds
  • Grizzlies Academy
  • GrupoNueva Masisa
  • HP (2)

18
2007 Project Opportunities
  • Intel (2)
  • Levi Strauss (2)
  • Lexis-Nexis
  • Lori Bonn Designs
  • MBA Polymers, Inc.
  • OSH
  • PGE
  • Powerlight
  • Salesforce.com
  • Sports4Kids
  • Universal Giving
  • William Sonoma (2)

19
Strategic CSR
20
  • Every single pressing social and global issue of
    our time is a business opportunity.
  • Management is a matter of world affairs.

- Peter Drucker
21
The State of 2007 How Many Business
Opportunities Do You See?
22
Wal-Mart Has EnteredWSJ
  • Wal-Mart, infamous for its truculence on CSR,
    astounds observers with its 500M announcement of
    broad commitments to environmental and social
    responsibility. These include
  • 100 renewable energy
  • Zero waste
  • Reducing greenhouse gas emissions by 20 (by
    2012)
  • Increasing minimum wage
  • Increasing the percentages of women and minority
    managers

23
As one of the largest companies in the world,
with an expanding global presence, environmental
problems are OUR problems. The supply of natural
products (fish, food, water) can only be
sustained if the ecosystems that provide them are
sustained and protected. There are not two worlds
out there, a Wal-Mart world and some other
world. Lee Scott, CEO
24
GE Said Green is Green NYT
  • In May, GE launched their 1.5B Ecomagination"
    environmental responsibility initiative, a move
    that reverberated widely.
  • When a corporate giant such as GE places its
    stamp of approval on CSR as a legitimate
    mainstream business strategy, it suddenly becomes
    much harder to invalidate CSR

25
GEs Ecomagination
26
I Banks are Slowly Arriving.
  • Goldman Sachs became the first major investment
    bank to adopt a comprehensive environmental
    policy--and the fourth major US financial
    institution to do so, after JPMorgan Chase (JPM)
    earlier and Bank of America (BAC) and Citigroup
    in previous years

27
What Is Corporate Social Responsibility?
Sustainable development?
Solving social problems?
Environmental impact?
Employee treatment?
Citizenship responsibilities?
Safe products?
Human rights?
PR?
Business ethics?
Free give aways?
Philanthropy?
Corporate governance?
Transparent reporting?
Sponsorships?
Workplace diversity?
Employee volunteerism?
PROFITABLE?
28
What Is Corporate Social Responsibility?
Pre-texting?
Cooking the books?
Birthday party for wife in Italy?
Insider trading?
Non-independent board?
SEC violations?
Dumping toxins in rivers?
Auditors serving as consultants?
Setting up offshore accounts?
Using I was not aware as CEOs defense?
Domiciling in the Bahamas?
Hiding income?
Squandering employees retirement funds?
Hiding debt?
SUSTAINABLE?
29
Crowded Terminology Space
  • Global Citizenship
  • Corporate Citizenship
  • Values-driven Business
  • Natural Capitalism
  • Spiritual Capitalism
  • Compassionate Capitalism
  • People, Planet, Profits
  • Corporate Social Responsibility
  • Corporate Responsibility
  • CSR
  • Sustainable Development
  • Sustainability
  • ESG
  • CSER
  • Social enterprise

OrGood Management/ Good Business?
30
Global Citizenship/ CSR/Sustainability
Deeper business purpose, great products,
customer satisfaction, employee happiness, social
and environmental responsibility these are the
keys to maximizing long-term profits. John
Mackey, CEO Whole Foods People want to know
your values and ethics demonstrated by how you
treat employees, the community in which you
operate, and many other things that are important
to them.Howard Schultz, Chairman, Starbucks I
believe that businesses today need to ensure that
corporate social responsibility is a strategic
component of their own planning and reporting.
John Chambers, CEO Cisco
  • Employee engagement
  • Community engagement
  • Corporate philanthropy
  • Government and public relations
  • Governance and ethics
  • Corporate environmental footprint
  • Socially and environmentally sound product design
    and production

31
Defining Corporate Responsibility
  • Net Impact Using the power of business to
    create a better world.
  • Business for Social Responsibility (BSR)
    Companies being able to be commercially
    successful in ways that demonstrate respect for
    ethical values, people, community, and the
    environment.

32
Defining Corporate Responsibility
  • World Business Council for Sustainable
    Development Corporate social responsibility is
    the continuing commitment by business to behave
    ethically and contribute to economic development
    while improving the quality of life of the
    workforce and their families as well as of the
    local community and society at large.

33
WBCSD Simplified
  • CSR is about helping to meet peoples needs.

34
The Triple Bottom Line
Triple Bottom Line
J. Elkington, SustainAbility
Social
Economic
Environmental
35
Sustainability/Corporate Responsibility/ Global
Citizenship
ENVIRONMENTAL
SOCIAL
ECONOMIC
TRIPLE BOTTOM LINE
SINGLE BOTTOM LINE SUSTAINABILITY
INCORPORATING INTO STRATEGY AND
OPERATIONS ENSURING AND ENHANCING VALUE CREATION
DOING WELL BY DOING GOOD
36
  • In the world that we are now entering, it is not
    only the mindset of multinational businesses that
    needs to change, but the skill set of the people
    we employ.
  • Corporate Social Responsibility- having a
    positive impact on society- is no longer an
    optional add-on. It is an integral part of
    business strategy and business practice.

Patrick Cescau, Unilever
37
How We Will Define Study Strategic CSR
  • Strategic corporate responsibility is a business
    strategy that is integrated with core business
    objectives core competencies to create business
    value and positive social change, and is embedded
    in day to day business operations.

McElhaney, 1998
38
Strategic CSR
  • CSR Strategy must fit two things
  • Core business objectives
  • Increase sales, penetrate new markets, engage
    employees, reduce operating expenses, improve
    reputation, protect brand, beat competitors
  • Core competencies
  • Technology, financial services, market making,
    convenient fun food, automobiles and
    transportation systems

39
Two Examples
  • Whirlpool
  • Tide http//www.tide.com/en_US/cleanstart/video_j
    ournal.jsp

40
Internal External CSR
Governance
Transparency
Mission, Vision, Values
Supply Chain
Reporting
Compensation/ Benefits
Stakeholder Engagement
Ethics
Environment
Diversity
Privacy (employee)
Human Rights
Socio-political Issues
Health Wellness
Philanthropy
Accountability
Dependent Care
Privacy
Downsizing Layoffs
Community Involvement/ Investment
Work Life Balance
Marketplace
Job Satisfaction
41
Multiple forces creating change
CONSUMERS
SOCIAL AND ENVIRONMENTAL NON-GOVERNMENTAL ORGANIZ
ATIONS (NGOs)
RESPONSIBILITY INCREASING IN IMPORTANCE
COMPETITION
GOVERNMENTS
INVESTORS/ANALYSTS
EMPLOYEES
42
Dangerous Gap CSR Expectations of Companies v.
Performance
Globescan, 2005
43
Trust in NGOs High, MNCs Low
44
Rising sophistication of NGOs
  • http//www.themeatrix1.com/

45
Reputation HR Biggest Drivers
Brand Who says social responsibility is a big
influence in their impressions of companies?
Product Purchase Who considers corporate
citizenship when buying a companys product?
49
79
Product Boycotts How many people would boycott a
product if they learned about negative
citizenship practices?
76
Employee Recruitment Who considers social
commitment when choosing an employer?
77
46
New markets are growing
47
Non-financial factors make up 40 of shareholder
value
48
and non-financial factors matter.ask Nike!
49
Shifts in Power
  • Country/Company GDP/Revenues ( bil) Global 500
    Rank
  • United States 7,783 N/A
  • EEU 6,685 N/A
  • Japan 4,812 N/A
  • .
  • .
  • .
  • 20. General Motors 176 1
  • 21. Thailand 166 N/A
  • 22. Wal-Mart 166 2
  • 23. Hong Kong 164 N/A
  • 24. Exxon 163 3
  • 25. Ford Motor Company 162 4

50
Most Important Thing a Company Can Do to Be Seen
as Socially Responsible
Source Globescan 2006
51
Products Would Most Like to See Become More
Responsible
52
Industry Performance
Source Globescan 2006
53
The CSR Landscape
WORLD Transform multiple industries. Transform multiple industries. Transform multiple industries. Transform multiple industries. Transform multiple industries.
INDUSTRY Transform an industry. Transform an industry. Transform an industry. Transform an industry. Transform an industry. Take responsibility for our full impact (social, environmental, economic). Take responsibility for adjacent industries. Take responsibility for global conditions (climate change, global inter-dependence, etc.).
INDUSTRY Be a beacon to others. Be a beacon to others. Be a beacon to others. Be a beacon to others. Develop codes of conduct for the industry. Build strong coalitions to effect and enforce them. Take responsibility for our full impact (social, environmental, economic). Take responsibility for adjacent industries. Take responsibility for global conditions (climate change, global inter-dependence, etc.).
COMMUNITY Be a good neighbor. Be a good neighbor. Be a good neighbor. Innovate and demonstrate restorative business practices. Influence the industry indirectly, by example. Develop codes of conduct for the industry. Build strong coalitions to effect and enforce them. Take responsibility for our full impact (social, environmental, economic). Take responsibility for adjacent industries. Take responsibility for global conditions (climate change, global inter-dependence, etc.).
COMMUNITY Give something back. Give something back. Support local communities (corporate philan., direct programs, employee matching voluntring.) Reduce waste, consumption and emissions. Innovate and demonstrate restorative business practices. Influence the industry indirectly, by example. Develop codes of conduct for the industry. Build strong coalitions to effect and enforce them. Take responsibility for our full impact (social, environmental, economic). Take responsibility for adjacent industries. Take responsibility for global conditions (climate change, global inter-dependence, etc.).
COMPANY Run a good business. Provide access to tools/ product. Disaster relief. Support local communities (corporate philan., direct programs, employee matching voluntring.) Reduce waste, consumption and emissions. Innovate and demonstrate restorative business practices. Influence the industry indirectly, by example. Develop codes of conduct for the industry. Build strong coalitions to effect and enforce them. Take responsibility for our full impact (social, environmental, economic). Take responsibility for adjacent industries. Take responsibility for global conditions (climate change, global inter-dependence, etc.).
COMPANY COMMUNITY COMMUNITY INDUSTRY INDUSTRY WORLD
54
Nestle Citizenship Framework
55
GE
56
For Next Week
  • Bids by Monday noon
  • Readings on Catalyst Study.net

57
Key Learnings Today?
58
Questions?
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