CSR Action and Engagement in the workplace

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CSRAction and Engagement in the workplace
Alec Bashinsky National Partner People
Performance
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What is Corporate Social Responsibility within
Deloitte?

• CSR within Deloitte globally describes how we
  manage our business processes to generate
  stakeholder value, while having a positive impact
  on the community and minimising any adverse
  impact on the environment.

• CSR requires
• Commitment of senior leadership
• Values-based behavior.

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Defining Workplace
Employment policies related to legislation,
workplace diversity/non-discrimination, work/life
balance, health safety, workforce planning,
training and development, compensation and
benefits. External focus job creation/ HR
development support for education, training,
capability development Inspiring Women program,
Cultural Diversity education programs
Key considerations . . .

• evaluate performance in relation to our
  definition of workplace implement continuous
  improvement
• define Employer of Choice strategy and related
  programs
• gather and use employee input
• involve staff in changes that affect them
• compare HR policies and practices to external
  standards to which we have committed.

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Defining Community Involvement
Community Involvement refers to a wide range of
actions companies can take to have an impact on
communities with their invested or donated money,
time, products, services, influence, management
knowledge and other resources.
Key Considerations

• How we manage these activities
• Strength of connections between community
  programs and firms business strategy
• Processes are in place to determine the impact of
  these activities on the firm and community
• Internal/external communications to promote
  community involvement
• Contributions
• Cash in-kind giving annually
• Number of pro-bono service hours
• Firm sponsored volunteer targets/opportunities
• Leadership involvement in non-profit boards, etc.
• Employee giving programs

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CSR in Deloitte

• Deloitte Australia has supported not-for-profit
  organisations and initiatives within
• our national, state and local communities for
  many years
• to enhance CSR activities in the community to
  inspire our Deloitte people we set up The
  Deloitte Foundation Limited in 2005
• all of the firms CSR activities channelled
  through The Deloitte Foundation
• we surveyed our 4500 people across Australia
  which CSR areas they wanted to support Five key
  areas
• - Community welfare
• - healthcare and medical research
• - education
• - environment
• - arts and culture.

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What has and hasnt worked?

• supporting 1-2 major charities/ communities
  nationally
• donations as a CSR response
• genuine CSR response rather than teflon
  strategy
• lack of depth of understanding by leadership
• leveraging CSR as marketing tool.
• Low key communications to employees

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CSR In Deloitte

• 67 of our people have been directly involved in
  Foundation activities
• over 50 organisations have benefited from the
  work of The Deloitte Foundation
• expenditure through pro bono and sponsorship in
  excess of 1.9M
• The Deloitte Foundation provides support for
  these areas through donations, volunteerism, pro
  bono services and board appointments
• In 2007 we held a competition inviting our people
  to nominate their particular charity for a
  financial grant. We received over 100 nominations
  and 30 organisations will be receiving varying
  grants via their Deloitte employee contact.
• so far in 2007 financial year we donated almost
  300,000 to worthy charities in every state and
  in Australia
• our people have given freely of their own time
  through fund-raising activities and volunteer
  work eg internal CSR through Red nose day, time
  off, your personal charity.
• .

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What has worked?

• Recruitment Engagement Trends
• gen X Y clearly wanting to do things
  differently
• employer branding is now key to recruitment
• focus on an organisations culture and values
• increased focus on CSR
• leveraging alumni and ambassadors
• interactive marketing using the internet
• re-engineering roles and working styles
• promise of global secondments, rotation programs,
  Time off in Lieu, 5 weeks annual leave

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Graduate Recruitment - Trends to 2010
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Rebranding to Deloittes EVP

• Bright, striking new imagery,
• aligned to Signals Culture

1. Culture 2. Work 3. Career 4. Leadership 5.
Thinking
1. Signals 2. Work with top clients 3. Commitment
to learning 4. Access to great leaders 5.
Innovative thinking 6. Global opportunities 7.
Corporate social responsibility
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Integrating CSR with other people strategies . . .

• Flexible Working Practises
• Reward Recognition
• Inspiring Women strategy
• Performance Management system
• Wellbeing/ Family Forum
• Work Activities
• Wisdom Workers
• Job Mobility working across SL new
  experiences