Dr Stavroula Leka CPsychol FRSH

1
Developing responsible business practices in
SMEs Lessons learned from the UK

• Dr Stavroula Leka CPsychol FRSH
• Associate Professor in Occupational Health
  Psychology
• Institute of Work, Health Organisations
• University of Nottingham

2
Presentation objectives
Background Research objectives Research
findings Engaging SMEs Next steps
3

• Institute of Work, Health Organisations
• Applied research institute in OSH
• WHO Collaborating Centre in OH
• EASHW active participant in Topic Centre
  activities
• EA-OHP European Academy of Occupational Health
  Psychology (www.ea-ohp.org)

4

• Psychosocial Risk Management
• PRIMA-EF Development of European Framework for
  Psychosocial Risk Management
• EC FP6 Policy Research Programme
• Partners BAuA, ISPESL, TNO, CIOP, FIOH
• Supported by WHO, ILO
• Advisory Group EASHW, European Foundation,
  DG-Employment, DG-SANCO, ICOH WOPS,
  BUSINESSEUROPE, CEEP, ETUC, ETUI
• Liaison Organisations US NIOSH, University of
  South Australia, Singapore Ministry of Manpower,
  Institute for Social Policies (Bulgaria), HSE
  (UK), Cyprus International Institute
  (Harvard-Cyprus Initiative for the Environment
  Public Health)

5

• Background
• Research funded by Uni of Nottingham
• Collaborative with Business Schools
  International Centre for CSR (ICCSR) gt developing
  focus on SMEs
• Training development through Business Schools
  Institute for Enterprise Innovation

6

• SMEs
• SMEs are important to UK Europe
• Predominant employer
• 23 million in 25 member states
• More than 99 of all enterprises
• Employ more than 75 million in Europe
• Definitions of SME

7

• CSR OSH 1
• Employee health and safety beyond legal
  requirements
• Using OSH as a criterion in the selection of
  subcontractors or in marketing
• Investing in OSH training
• Publicising OSH practices

8

• CSR OSH 2
• CSR is likely to bring OSH closer to issues such
  as
• HR
• Work and life balance
• Fundamental rights at work
• Environmental issues
• Public safety and health
• Profitability and productivity
• CSR as opportunity to raise company commitment to
  OSH

9

• Research objectives
• Explore perceptions of CSR and OSH by SME
  owner/managers and identify barriers to their
  integration
• Review available case studies in SMEs and large
  organisations where the link between CSR OSH
  has had positive outcomes in terms of OSH and CSR
  practices and identify critical success factors
• Develop framework for the integration of OSH and
  CSR in the SME context
• Test framework through further research

10
Sample analysis
120 semi-structured interviews with
owners/managers of SMEs from variety of sizes and
sectors more small enterprises, lack of
representation of agriculture due to access
problems Initial thematic analysis Currently
further analysis is being conducted
11
Key findings 1
CSR is difficult to understand term corporate
doesnt apply .. see it as things like
recycling .. probably not particularly
applicable to us. (construction 22
emp) However, responsible business does
apply when you run a small business I think you
feel responsible for everything, our staff and
customers are our livelihood (service 16
emp)
12
Key findings 2

• Majority of SMEs interviewed believe that they
  should pay significant attention to their social
  and environmental responsibilities
• Better awareness and recognition by larger SMEs,
  and those that are members of business networks
  and associations

13
Key findings 3

• Differences between small and medium firms
• ..as we grew there was more of a need to do
  things better, once we had over 60 people it
  became important that everybody knew what we were
  about ... you cant use the excuse you didnt
  know, it could cost you a lot
• (manufacturing 125 emp)
• Differences between sectors

14
Key findings 4

• Key role of managers and their values
• as far as possible it is my responsibility to
  make sure people are safe while they are working
  for us
• (service 12 emp)
• ..he knows he should do more, but hes got away
  with it for 13 yearshe always says if they dont
  like it they dont have to work here.
• (construction 59 emp)
• More focus on internal issues gt staffing issues,
  employee skills, morale and motivation

15
Key findings 5

• SME social and community activities are
  fragmented and informal
• Many engaging in CSR but not aware of this
• Its so noisy in the factory, weve made a
  peaceful garden for people to take their breaks
  outside and get fresh air they use it all year
  practically the staff say makes them feel better
  and like theyve had a break.
• (manufacturing 9 emp)

16

• Key findings 6
• Limited awareness of and focus on health issues gt
  safety prioritised
• Need for more comprehensive approach to
  well-being to be promoted

17
Barriers to engagement 1
Main perceived barriers are fear of bureaucracy,
time and cost . The trouble is Im not big
enough, if one persons off I work a double day
their job and mine. (construction 9
emp) BUT companies that engage point out that
barriers tend to be built on perceptions rather
than reality
18
Barriers to engagement 2

• Lack of knowledge and opportunities of engagement
  as barriers
• Lack of clear, simple guidance
• Language used

19

• Framework
• Prioritisation

20

• Framework 2
• Impacts

21

• Framework 3
• Implementation

22

• Framework 4
• Implementation cont.

23

• Next steps
• Interviews with key stakeholders in CSR and OSH
  across Europe gt key elements of CSR of relevance
  to OSH gt promote agreement
• Action research gt implementation of framework to
  limited number of SMEs and evaluation of impact
  on CSR OSH practices

24

• Conclusions
• Further research
• Promote awareness and understanding
• Key CSR elements/indicators in relation to OSH
• Case studies
• Use platform to disseminate
• Provide framework and tools to apply and evaluate

25
Thank you!Stavroula.Leka_at_nottingham.ac.ukwww.
nottingham.ac.uk/iwho