Slides from a keynote lecture on CSR Tools, Techniques and Frameworks. The lecture was part of the Executive Program on CSR Strategy and Management delivered by The CSR Training Institute and McGill ISID in Ghana in April 2014. The intensive week-long program was attended by 40+ participants from 31 different organizations and coming from 20+ different sectors and interest areas including private sector (mining, petroleum, energy, services, manufacturing, consumer, legal, consulting, etc.), public sector, government (policy, regulatory, para-statal, etc.), NGOs, international organizations, multi-laterals, traditional leaders, individuals, etc. Participants came from 14 different countries on three different continents.
1. SYSTEMATIC APPROACHES TO CSR
Tools, Techniques & Frameworks
Corporate Social Responsibility
STRATEGY AND MANAGEMENT
An Executive Education Program
Accra, Ghana
April 6-11, 2014
Wayne Dunn
Professor of Practice in CSR
McGill | Institute for the
Study of International Development
wayne@csrtraininginstitute.com
Tuesday April 7th, 2014
2. Why Me? Who is Wayne?
• Saskatchewan Farm Boy
• Accidental Academic
• 2 seasons diamond drilling (Gold/Uranium)
• 25+ years of practical, global CSR experience
• About 100 projects (programs, policies, strategy, relationships, innovation, etc.)
Many very complex (e.g., industry HIV/AIDS strategy in South Africa and Papua
New Guinea). Some great successes, at least one social license failure.
• Over 40 countries spanning all continents (urban, rural, indigenous, traditional,
etc.)
• Numerous awards (1st private sector winner of World Bank
Development Innovation Award, Stanford Case Study, etc.)
• Developed McGill | ISID Executive Program on CSR Strategy &
Management
• Professor of PRACTICE in CSR (note – still practicing and learning!)
4. CSR: Sometimes a bit confusing?
Graphic borrowed shamelessly from : http://flowingdata.com/2010/04/27/discuss-powerpoint-is-the-enemy/
5. Objective
CSR and Value – to discuss a framework and a
couple of tools that MIGHT help you to be more
efficient at understanding and creating value
through CSR investments and activities
Remember
There are no CSR Experts
We are all learning
6. How to think about CSR
(more) Systematically
• Frameworks and systematic approaches to CSR is
still an evolving area, despite a lot of progress over
the last 15 years
• No one size fits all
• CSR programs and activities can be examined along
many dimensions
7. CSR: Tools & Frameworks
Value Continuum
Value distribution to value creation
Value Alignment
Value creation
Value Sustainability
Expense or Capital
Not all of these are applicable in
every project/situation and there
are others that could be
developed. What is important is
to have frameworks that help to
understand both individual CSR
initiatives and corporate/project
wide CSR
11. CSR and Partners
Who/what benefits from success of this
initiative?
What sort of partners would fit with this
initiative? (if any)
What value would they receive? Create? (for
project and for company)?
PNG AIDS/CIDA Inc.
12. CSR as a Catalyst
• CSR projects can act as a catalyst
to bring key partners to the table
• Why do this?
• Increases available resources (financial,
human, organizational, political)
• Increases sustainability
• Reduces risk
16. Value Sustainability
CapEx or OpEx?
Does the initial investment continue to
provide value beyond the investment
timeframe
Community Sports Event
Local Supply Chain Development
18. CSR: What’s In It For Me?
Does CSR make
sense without self-
interest?
Key issue is value alignment:
Value propositions that align
shareholder interests with those of
other stakeholders
21. CSR: If Value, then How?
• Shareholder Value
• Stakeholder Value
• Environmental Value
• Community Value
• Distributed Value
• Shared Value
• Retained Value
• Sustainable Value
• Social Value
• Cultural Value
• Organizational Value
• Created Value
• Lost Value
• New Value
• Reputational Value
• Value Continuum
• Value Sustainability
• Value Creation
• Value Proposition
• Value Efficiency
22. CSR is a SHARED RESPONSIBILITY
•Value for People
•Value for Communities
•Value for Shareholders
•Value for Governments
•Value of other Stakeholders
Need to balance interests
CSR is about value creation not Charity
23. CSR is a SHARED RESPONSIBILITY
Effective value creation through CSR requires shared
responsibility
Depending on project it may include
• Company
• Local Government
• National Government
• Traditional Leaders
• Development Partners
• International Organizations
• NGOs and other stakeholders
24. CSR Value Optimization:
Start by Knowing
• Analysis of CSR starts with an inventory of
activities and programs and then proceeds to
analyze and categorize according to various
frameworks
• A simple inventory of CSR activities provides
insights for maximizing value – often low-hanging
fruit
• Having a common and consistent method to
examine and understand activities and projects
helps to optimize value
• See Resource Material for example Cameco
Community Relations Report
25. Social Value Creation / ROI
Millennium Development Goals
Framework for Public/Private development
collaboration
Poverty
Health
Education
Equality
Environment
Common ground between private sector
CSR investments/activities with ODA/Govt
priorities
27. Metrics, Monitoring & Managing
• Can you manage it if you can’t measure
it?
• What metrics would you
measure/monitor?
• Why?
• How?
• How can it fit within your existing
management systems?
29. Industry Social License
•Oil Sands - Alberta
•Uranium Mining – Saskatchewan
•American chefs signing up to boycott Canadian
seafood because of the seal hunt
•Nov 4, 2013 - Newfoundland bans fracking pending
more research
30. CSR: Tools & Frameworks
Value Continuum
Value distribution to value creation
Value Alignment
Value creation
Value Sustainability
Expense or Capital
Not all of these are applicable in
every project/situation and there
are others that could be
developed. What is important is
to have frameworks that help to
understand both individual CSR
initiatives and corporate/project
wide CSR
31. Extra Slides for Handout
The following are extra slides that readers may find useful
32. Gathering & Organizing Information
on CSR Activities
ABC CSR Program
Description Short description of the program
Objective Stated and/or understood objectives
Type of Activity (Where does it fit
on the CSR Value Continuum)
• Grants and Donations
• Community Social & Development
• Training and Education
• Local Institutional Development
• Local Infrastructure
• Employment
• Procurement
• Community Health
• Other
33. Responsibility & Management What dept./position is responsible for the
program?
How is it currently managed and how does the
management integrate with other corporate
management systems?
Does the success/failure of this program affect
the manager’s annual evaluation? How?
Consultation and History What, if any, local involvement was there in the
design and development of the program?
Any other notes on history – when it started, how
it came about, successes, failures, developments,
etc.
34. Budget Current budget including how it is derived (i.e. 3% of something).
Also any recent or expected changes to the budget.
Value Proposition What groups, individuals, stakeholders benefit from this activity,
directly and indirectly? Is there a way to help more to benefit
from it?
Partners Are there any partners that aren’t covered in the value
proposition discussion?
How are partners involved? What are their roles and
responsibilities?
Are they capable of meeting them?
35. Community Benefits What are the benefits to the community?
Can they be quantified? How?
Company Benefits What are the benefits to the company?
Can they be quantified? How?
Other Beneficiaries Are there other benefits from the program?
Who benefits? How?
Can they be quantified? How?
36. Success Indicators, Metrics,
Measuring & Monitoring
How is the program measured and monitored?
Does it connect to management and corporate objectives?
Is the program’s success linked to the management evaluation
program?
What other, if any, success indicators are there?
How is the program reported? To who? Frequency
37. Other Think Abouts • Value Sustainability
• Social Value Return on Investment
• Communications
• Metrics
• CSR as a Catalyst
38. For Additional Information
Wayne Dunn
Professor of Practice in Corporate Social Responsibility
McGill University | Institute for the Study of International Development
wayne@csrtraininginstitute.com
Desk: +1.250.743.7619