Sustainability Advisory Group: What Do Middle Eastern Leaders Think about CSR

1. What Do Middle Eastern Leaders Think about CSR
Sustainability Advisory Group
November 2009
CSR Summit: Opportunities for CSR in times of crisis Page..1

2. What Do Middle Eastern Leaders Think about CSR?
High-level results
Sustainability Advisory Group conducted a cross-regional survey to capture executive attitudes towards CSR in the
Middle East. Preliminary results of the survey were presented by Sustainability Advisory Group at the 6th CSR
Summit in Dubai in late October. The full high-level results are presented in this document and further explored in an
article published as part of our <think wider> series (forthcoming).
For more information about the survey contact:
Maria Sillanpaa
+971 (0)50 719 4042
maria@sustainabilityadvisory.net
or
Heidi Ryan
+971 (0)50 849 3106
heidi@sustainabilityadvisory.net
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3. What do regional leaders think?
Survey of leaders in the Middle
East regarding attitudes
towards and understanding of
CSR
106 respondents ranging from
UAE, KSA, Lebanon, Oman,
Palestine, Jordan and Qatar
Majority of respondents work
in CSR/Sustainability (22%)
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4. What do regional leaders think?
Our corporate social responsibility is...
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5. What do regional leaders think?
Business priorities in the current economic climate?
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6. What do regional leaders think?
CSR can...?
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7. What do regional leaders think?
How important will following issues be to your business in next 10 years?
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8. What do regional leaders think?
How effectively are the following issues being addressed by your company?
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9. What do regional leaders think?
What CSR Management Processes are in place in your organisation?
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10. What do regional leaders think?
Barriers to implementing CSR in your company?
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11. What do regional leaders think?
How do you think that the importance of CSR has changed in light of the
current economic climate?
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12. What do regional leaders think?
How do you think that the importance of CSR has changed in light of the
current economic climate?
“There has been little or no attention given to CSR due to the economic climate. That,
coupled with the fact that CSR was always looked at as a promotional tool, has really lead
to the failure of our approach to it.”
“In the current challenging economic situation, CSR is crucially important:
• We know that more and more investors decide whether or not to invest in a company based
on sustainability criteria
• Employee engagement is higher if employees know they are working for a company that
conducts its business in an ethical and sustainable way
• More and more consumers are willing to pay a premium price for products that are
sustainable”
“The current economic crisis highlights the fact that there is a pressing need for a new
business/economic model. Much of the business and political world remains in denial about
this seeming somehow unable to equate a clear demonstration of cause and effect.”
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13. What do regional leaders think?
Is there anything else that you would like to add?
“The construct of CSR is evolving in regional terms. A hybrid form combining old ways
with an internationalised conception of CSR is being tested. The interest of certain class
of companies in CSR communication might drive downstream efforts for better strategy
and institutionalisation of structure.”
“CSR needs to be an organizational culture and not just a department with some activities.”
“I believe that elements of CSR are being undertaken by companies but they do not
recognise these either singularly or collectively as CSR.”
“These are extremely exciting times for the region - and enlightening ones too - for those
businesses that are really want to become better and more responsible organisations. It will
take commitment for real change to filter through a business and all its associated parts, but
with the right support, vision and motivation, real, enduring change will come.”
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