How to Develop a framework for CSR and Sustainability

Publish in



Please download to get full document.

View again

of 9
All materials on our website are shared by users. If you have any questions about copyright issues, please report us to resolve them. We are always happy to assist you.
1. AUSCHAM How to Develop a framework for CSR and Sustainability 2. <ul><li>Develop long term capacity within the various actors (NGO, MNC, academic, gov’t,…
  • 1. AUSCHAM How to Develop a framework for CSR and Sustainability
  • 2. <ul><li>Develop long term capacity within the various actors (NGO, MNC, academic, gov’t, and citizen) to create stable/ sustainable solutions </li></ul><ul><li>Provide a platform where civil sector professionals can share best practices </li></ul><ul><li>Conduct research, study problems, assess program, & create partnerships </li></ul><ul><li>Work with social entrepreneurs and NGO leaders to develop capacity </li></ul><ul><li>On campus research, develop student leaders, clubs, mentorships, internships </li></ul><ul><li>Established in 2004, Hands On China’s mission is connecting people – both locals and foreigners in Shanghai who want to become involved as volunteers in community activities with local charities who need assistance. </li></ul><ul><ul><li>Coordinates volunteer opportunities for active professionals, according to their availability and personal interests </li></ul></ul><ul><ul><li>Support project partners with direct donations, fundraising planning and execution, community project design/implementation </li></ul></ul><ul><ul><li>Design and manage a variety of community relations programs for private sector partners in Shanghai – CorpWorks! </li></ul></ul><ul><li>Developed the project based class Sustainability and Responsible Leaderships for 193 MBA students </li></ul><ul><li>To institutionally support society by leveraging its students, faculty, alumni </li></ul><ul><li>Improve student awareness of the social and environmental challenges in China </li></ul><ul><li>36 teams will conduct research, develop external partner, & present business plan </li></ul>
  • 3. CSR in Transition Moving Past traditional definitions and appearances of “ CSR” and “Sustainability” <ul><li>Changing Business Model </li></ul><ul><li>Paying full price of operations </li></ul><ul><li>Rebalancing risk / reward equation </li></ul><ul><li>Improving labor conditions and standards </li></ul><ul><li>Addressing issues of governance and exploitation </li></ul><ul><li>Changing Product Portfolios </li></ul><ul><li>Focus on quality and safety vs. price and speed </li></ul><ul><li>Moving away from environmentally damaging processes </li></ul><ul><li>Working to improve industry standards </li></ul><ul><li>Developing Communities </li></ul><ul><li>Internally and Externally </li></ul><ul><li>Creating core values that align with values of employees </li></ul><ul><li>Moving away from value system that places citizens before consumers </li></ul>Positive messaging.. That could be managed
  • 4. <ul><ul><li>3 Core questions to understanding this questions: </li></ul></ul><ul><ul><li>What are the problem faced? </li></ul></ul><ul><ul><li>What are the causes / effects of these problems? </li></ul></ul><ul><ul><li>What needs to be done to change the current path? </li></ul></ul><ul><ul><li>What is the problem we face? </li></ul></ul><ul><ul><li>Is the problem “carbon”? Or is it the by product of problems </li></ul></ul><ul><ul><li>Is their a problem internal to the firm related to governance, labour practice, other? </li></ul></ul><ul><ul><li>Is the problem different for everyone? </li></ul></ul><ul><ul><li>What are the causes / effects of these problems? </li></ul></ul><ul><ul><li>Is the problem systemic? Contained to a BU/ business practice? </li></ul></ul><ul><ul><li>Is the problem different for everyone? </li></ul></ul><ul><ul><li>What needs to be done to change the current path? </li></ul></ul>What is the Goal?
  • 5. <ul><li>The Facts: </li></ul><ul><li>Over past 4 years, Apple has had 4 newsworthy labor actions </li></ul><ul><li>Its own Supplier Responsibility reported a 50+ non-compliance rate </li></ul>In fact, nothing has happened. No market share in US or China lost <ul><li>Questions: </li></ul><ul><li>Are the above problems a real risk to Apple brand, and if so, how? </li></ul><ul><li>Is Apple responsible for forcing supplier compliance? </li></ul><ul><li>What are the gains of “business as usual”? </li></ul><ul><li>What are the risks of “business as usual”? </li></ul><ul><li>Could Apple’s market in China, its potentially largest market, be at risk? </li></ul>Example 1: Apple <ul><li>Twice Apple has had to “respond” to allegations </li></ul>Reaction to date:
  • 6. <ul><li>Core Reason for Action: </li></ul><ul><ul><li>Make Money </li></ul></ul><ul><ul><li>Save Money </li></ul></ul><ul><ul><li>Spend Money </li></ul></ul><ul><ul><li>Look Good </li></ul></ul><ul><ul><li>Feel Good </li></ul></ul><ul><li>Source of action: </li></ul><ul><li>Top-down or bottom-up </li></ul><ul><li>Motives for action </li></ul><ul><ul><li>Global Directive </li></ul></ul><ul><ul><li>Improvement in product of service </li></ul></ul><ul><ul><li>Non-critical process improvement </li></ul></ul><ul><ul><li>Critical regulatory Change </li></ul></ul><ul><li>Scale of action </li></ul><ul><ul><li>Global, regional, local </li></ul></ul><ul><ul><li>Corporate vs. Business Unit </li></ul></ul><ul><ul><li>Supply Chain/ Distribution Channels impact </li></ul></ul><ul><li>Speed of action </li></ul><ul><ul><li>Business as usual or Crisis </li></ul></ul><ul><li>Duration of action </li></ul><ul><ul><li>One-off </li></ul></ul><ul><ul><li>Long term program </li></ul></ul><ul><ul><li>Process </li></ul></ul><ul><li>Focus of action </li></ul><ul><ul><li>People </li></ul></ul><ul><ul><li>Process </li></ul></ul><ul><ul><li>System </li></ul></ul>Determinants of a CSR Program
  • 7. <ul><li>Champions Won’t do it </li></ul><ul><ul><li>For big changes, it can only be done through executive to executive relationships </li></ul></ul><ul><ul><li>For lasting changes, it can only be done through development of internal buy in and culture change </li></ul></ul><ul><ul><li>Collaboration over coercion </li></ul></ul><ul><ul><li>Requires collaboration as, unlike an internal buy in, externals can push back </li></ul></ul><ul><ul><li>“ partners” always have options, and self preservation ultimately will rule </li></ul></ul><ul><ul><li>Higher level of compromise and increased number of steps </li></ul></ul><ul><li>Communication.. Communication… communication </li></ul><ul><ul><li>Clear communication of goals, partnership, and steps is a must </li></ul></ul><ul><ul><li>Any miscommunication can lead to the tabling of idea </li></ul></ul><ul><ul><li>Requires each actor build internal buy in as well </li></ul></ul><ul><li>Time </li></ul><ul><ul><li>Planning, rollout, and measurements require more time </li></ul></ul><ul><ul><li>Speed is determined by slowest player </li></ul></ul>Successful Roll Out
  • 8. Good Programs Brand Themselves <ul><li>Programs don’t have to be sexy </li></ul><ul><li>Programs don’t have to be innovative </li></ul><ul><li>Programs don’t have to win awards </li></ul><ul><li>Need to align core values </li></ul><ul><li>Need to be long term </li></ul><ul><li>Need to be communicated effectively </li></ul>
  • 9. “ In the end, environmental, social and economic sustainability cannot be separated. A sustainable planet must include a sustainable human civilization – resilient human systems that respect the complicated relationships among poverty, human rights, economic development, environmental health, and human success” - Institute for the Future, 2008 <ul><ul><li>Richard Brubaker , Founder </li></ul></ul><ul><ul><li>[email_address] </li></ul></ul>
  • Related Search
    Related Documents
    We Need Your Support
    Thank you for visiting our website and your interest in our free products and services. We are nonprofit website to share and download documents. To the running of this website, we need your help to support us.

    Thanks to everyone for your continued support.

    No, Thanks