CSR and CR November 2013

CSR and CR

by Toronto Training and HR

November 2013

CONTENTS5-6 Definition7-8 Pyramid of CSR 9-10 Indicators around CSR 11-12 Pillars of CSR13-14 Routes to CSR15-17 Embedding CSR18-20 Linking CSR to employee engagement21-23 Disclosure of CSR information24-25 CSR integration models26-27 Beliefs28-30 What do attractive employers do?31-32 Negotiation frames33-35 Volunteering36-38 Compassion encouraging social entrepreneurship39-41 Learning lessons from governance and cultural failures42-43 Bill C-30044-45 A possible CSR roadmap and scorecard 46-47 Canada’s top 50 for 201348-49 Examples50-51 Conclusion and questions

Introduction

Introduction to Toronto Training and HR

Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking10 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:

Training event designTraining event deliveryReducing costs, saving time plus improving employee engagement and moraleServices for job seekers

Definitions

Definitions• Corporate social

responsibility (CSR)• Corporate responsibility

(CR)• Sustainability• Triple bottom line

Pyramid of CSR

Pyramid of CSR

Discretionary

Ethical

Legal

Economic

Indicators around CSR

Indicators around CSR• Economic• Environment• Labour practices• Human rights• Society• Product responsibility

Pillars of CSR

Pillars of CSR• Business ethics• Compliance• Corporate governance

Routes to CSR

Routes to CSR• Values-based• Strategic• Defensive

Embedding CSR

Embedding CSR 1 of 2• Partnering• Engaging• Aligning

Embedding CSR 2 of 2• Attraction• Attitudes• Skills and knowledge• Attaining objectives• Organizational climate• CSR behaviours

Linking CSR to employee engagement

Linking CSR to employee engagement 1 of 2

• Many organizations strive to be a responsible employer

• Organizations create a portfolio of programs and develop a reputation that to varying degrees demonstrate their commitment to CSR

• Organizations engage employees in voluntary and on-the-job CSR-related activities

Linking CSR to employee engagement 2 of 2

MODELS OF ENGAGEMENT• Transactional approach• Relational approach• Developmental approach

Disclosure of CSR information

Disclosure of CSR information 1 of 2BENEFITS• Enhancement and creation

of the organization’s image/reputation

• Informing their stakeholders about the organization’s contribution to community service

• Transparency• Improving financial

performance

Disclosure of CSR information 2 of 2BENEFITS(CONTINUED)• Encourage and attract

investors and customers• Support the organization’s

profit• Decision-making

CSR integration models

CSR integration models

CSR housed within HR CSR housed with a non-HR function

CSR accountability dispersed across teams

CSR as an independent team or foundation

Beliefs

Beliefs• Behavioural• Normative• Control

What do attractive employers do?


1 of 2ATTRACTIVE EMPLOYERS• Would start a recycling

program• Would stretch the truth• Would volunteer in the local

community• Would try to change

discriminatory policies


2 of 2ATTRACTIVE EMPLOYERS• Promotes practices which

you believe are ethical• Produces products or

services which benefit the environment

• Values employee health and safety over profit

• Works to improve the local community

• Works to reduce discrimination in the workplace

Negotiation frames

Negotiation frames• Imposing• Normative• Supportive• Non-participative• Cognitive

Volunteering

Volunteering 1 of 2

BENEFITS• Increase loyalty and

motivation• Improve employee

personal skills• Enrich work experience• Build team skills• Improve personal

employability

Volunteering 2 of 2

TYPES OF VOLUNTEERING• Private volunteering• Supported employee

volunteering• Employer-sponsored

volunteering• Employer-planned

volunteering• Business-integrated employee

volunteering

Compassion encouraging social entrepreneurship

Compassion encouraging social entrepreneurship 1 of 2

• Definition of compassion• Integrative thinking• Prosocial cost-benefit

analysis• Commitment to alleviating

the suffering of others

Compassion encouraging social entrepreneurship 2 of 2

THE LEGITIMACY OF SOCIAL ENTERPRISE• Pragmatic• Moral

Learning lessons from governance and cultural failures

Learning lessons from governance and cultural

failures 1 of 2• Debunk the myth that “it

could never happen here”• Conduct risk assessments

and monitor for compliance• Set high ethical standards

and demand accountability at all levels

• Encourage dialogue and even dissent

• Expect and plan for a crisis

Learning lessons from governance and cultural

failures 2 of 2• The fork in the road; have

the courage to stand up and do the right thing

• Seek legal advice early

Bill C-300

Bill C-300• The Canadian mining

sector• Strengths of Bill C-300• Weaknesses of Bill C-300• E-3 Plus

A possible CSR roadmap and scorecard

A possible CSR roadmap and scorecard

• Identify and engage with stakeholders by policies, processes and performance

• Select and prioritize key issues relevant to supporting CSR

• Review and revise all policies in line with CSR principles

• Develop an action plan, scorecard and metrics

• Implement, measure and report impacts

Canada’s top 50 for 2013

Canada’s top 50 for 2013• Banks• Energy and utilities• Food and beverage• Industrials• Materials• Retail• Technology• Telecom/electronics• Textiles, footwear and

apparel• Transportation and logistics

Examples

Conclusion and questions

Conclusion and questions

SummaryVideosQuestions

CSR and CR November 2013

Business

Transcript of CSR and CR November 2013