Implementation of CSR strategies in business operations

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Implementation of CSR strategies in business
operations

• Birgit Errath, Senior Advisor, IBLF
• birgit.errath_at_iblf.org

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International Business Leaders Forum (IBLF)

• IBLF puts business at the heart of sustainable
  development
• Independent, not-for-profit organisation
• Set up over 15 years ago
• Promotes Responsible Business Leadership
• Works with business, government and civil
  society in partnerships
• Promotes the value of cross-sector
  collaboration
• Global reach - building on experience since
  early 90s
• Supported by over 100 of the worlds leading
  businesses and reaches millions of employees
  worldwide
• Aim to Challenge, Connect, Change

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A business case for CSR / CR?

• Can there be a business case for a concept that
  people define so differently? Or is it rather a
  case for a set of action?
• Is it a mix between a business case and doing
  the right thing?
• Is it about good management?
• At what level should the business case be
  defined, ie. company, sector, national?
• A business case cannot be found, it has to be
  built!

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Value drivers for the individual company
Source IMD Study, 2003 (1096 questionnaires, 9
countries, 8 sectors)
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Corporate responsibility- spheres of influence
and stakeholders

• COMMUNITY
• Stakeholder dialogue
• Partnerships
• Employee engagement
• Sponsorships
• Donations

• WORKPLACE
• Business standards
• Employment creation
• Labour standards
• Health and safety
• Skills training
• Diversity and equality
• Workplace health
• MARKETPLACE
• Integrity
• Quality
• Safety
• Reliability
• Customer relations
• SUPPLY CHAIN
• Standards
• Shared values

ENABLING ENVIRONMENT regulations, legislation,
fiscal incentives, voluntary guidelines and codes
of conduct, public opinion, institutional
structures, financing mechanisms, research,
training and capacity-building, media, etc.
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Three levels of CR (corporate responsibility)
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Philanthropy to support the competitive context
Presence of Local policies and Incentives (IP
rights, encouragement of investment..) Presence
of open local competition
Presence of sophisticated and demanding local
consumers

• Availability of high quality inputs
• human resources
• capital resources
• physical infrastructure
• administrative infrastructure
• information infrastructure
• scientific infrastructure
• natural resources (ie. water)

• Presence of capable, locally based suppliers
• Presence of clusters instead of isolated
  industries

Source Harvard Business Review, Porter/Cramer,
2002
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The Global Compact Performance Model
Vision

• 4 Levels of Integration
• Vision what organization do we want to become?
  Are we Built to Last?
• EnablersWho will get us there and by which means
  and practices?
• Resultswhat improvement and impact will we make?
  
• Reportinghow do we measure and communicate our
  achievements?

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Thank you for your attention