View
1.261
Download
2
Embed Size (px)
DESCRIPTION
Why companies engage employees in corporate responsibility and sustainability. A presentation taken from the online training course "Getting to Grips with CR" which will soon be available for registration and begins on March 24 2014. Contact [email protected] for details.
Citation preview
Why do companies engage employees today in Corporate Responsibility and
Sustainability?
But first, why do they engage employees?
• Brand trust and reputation
• Increasing evidence CR major factor in recruitment, motivation and retention
• Numerous studies ‘prove’ this
• Viewed as major potential source of innovation
Typical engagement issues: Internal
• Corporate environmental performance
• Community and volunteering work
• Anti-corruption and bribery
• Codes of behaviour/conduct
• Diversity, empowerment
Typical engagement issues: External
• Climate change
• Global development
• Waste and recycling
• Biodiversity/environment
• Social exclusion/innovation
• Human rights issues
Most companies focus on internal issues…
• “Low hanging fruit”: Office recycling/greening/cycle to work etc are common issues
• Volunteering and community engagement
• Fundraising for charity
Because they can get quick wins…
• Office recycling saves money fast: e.g. centralised waste areas
• Increasing drivers for mandatory ethics/bribery training
• Fundraising looks/feels good
And volunteering/community work is expected….
• 2011 - Committee Encouraging Corporate Philanthropy studied 184 companies with regard to community/volunteering
• These included 63 of the top 100 companies in Fortune 500
And volunteering/community work is expected….
2010: 94% of companies offered a matching-gift program (programs that match employee contributions of cash or volunteer time with a financial contribution to the employee’s charity of choice)
Donations seem to be going up…
2009 to 2010: 57% of companies increased their cash contributions to matching gift programs
2010: 89% of companies had a formal domestic employee-volunteer program
52%: International volunteering
Doughty Centre for Corporate Responsibility study 2009:
• Employee engagement is both a driver, as well as an outcome, of corporate social performance and sustainable value creation
• Corporate [social performance] has both a direct and indirect impact (via employee engagement) on the creation of sustainable business value
• Social intrapreneurs – who are engaged [within companies] in both [social] and commercial innovation – can improve corporate social performance and enhance sustainable business value
Conclusions
• We see very few, if any arguments AGAINST engagement with employees
• Lots of “macro” studies
• New movement to consider how CR drives innovation: Alliance Boots one example
• “Intrapreneurs” concept growing
• Traditional business case strong and growing
• Cheap and easy to do compared with say, management of CR in the supply chain