Corporate Social Responsibility! Success through responsibility Prof. Dr. B. Hekman

Corporate Social Responsibility!
Success through responsibility
Prof. Dr. B. Hekman
Prof. Dr. U. Schaumann
Prof. Dr. J. v. Kiedrowski
Outline
1 Corporate Social Responsibility in SMEs
1.1 Information
Kundenbindung,
related
Image
to theund
CSR
CSR
Project
1.2 What is Corporate Social Responsibility?
1.3 Fields of action within CSR
1.4 Strategic Corporate Social Responsibility
2 Introduction of CSR at the own enterprise - SME
2.1 The four phases of CSR implementation
2.2 Communicating CSR
3 Further procedure
Prof. Dr. Björn Hekman, Prof. Dr. Joachim von Kiedrowski, Prof. Dr. Uwe Schaumann
2
Concerning the course of the project
Corporate Social Responsibility for SMEs
Workshop Part 1
Workshop Part 2
Workshop Part 3
Presentation event
Working phase at the
enterprise
Presentation event
29.06 - 30.06
 Introduction to the
topic CSR
 Preparing the own
CSR project
01.07 - 30.08
 Planning and
implementing the
own CSR project
Prof. Dr. Björn Hekman, Prof. Dr. Joachim von Kiedrowski, Prof. Dr. Uwe Schaumann
31.08 - 01.09
 Feedback and
contemplation of
the own CSR
project
3
Training objectives – Workshop (WS) Part 1
Workshop Part 1
 What is Corporate Social Responsibility?
 What fields of activity are there in CSR?
 What is understood by the strategic CSR?
 How can I introduce strategic CSR at the enterprise?
Workshop Part 2
 How should I implement the strategic CSR at the own enterprise?
Workshop Part 3
 What experience have I gathered by the introduction of CSR?
 What experiences have the remaining WS participants made?
 What must I consider by my future CSR activities?
Prof. Dr. Björn Hekman, Prof. Dr. Joachim von Kiedrowski, Prof. Dr. Uwe Schaumann
4
What is CSR? Several case studies

CSR by Budnikowsky GmbH & Co.KG
http://www.unternehmen-fuer-die-region.de/materialien/filme/budnikowsky-gmbh-cokg.html
Corporate Social Responsibility (CSR) is often translated in Germany as
„Responsible Company Management“ or „Social Responsibility of Companies“.
Under CSR the social, ecological and economic responsibility of enterprises in all
the areas of business activities is understood – from the actual creation of value to
the exchange relationships with:
–
–
–
–
employees,
suppliers,
customers and the
community.
Prof. Dr. Björn Hekman, Prof. Dr. Joachim von Kiedrowski, Prof. Dr. Uwe Schaumann
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Fields of activity of CSR

CSR/Responsible Company Management is manageable through
consideration and formation of four different fields of activity

The starting points, topics and entry opportunities are different for each
enterprise, there is no single path
Market







Environment




Climate protection
Product quality
Resource consumption
Product information
Renewable energies
Consumer protection
Environmental burden
Excluded customer
at the site
segments
 Environmental
Suppliers & Purchasing
consciousness of
Fair dealing with
employees
business partners
 Environmental
...
management
 …
Economy
Ecology
Workplace
Community
 Compatibility of
family & profession
 Further training &
qualification
 Equal opportunities &
diversity
 Working safety
 Employee participation
 …
 Company donations
 Sponsoring
 Award of contract to
social organizations
 Foundations
 Voluntary engagement
of employees
 …
Prof. Dr. Björn Hekman, Prof. Dr. Joachim von Kiedrowski, Prof. Dr. Uwe Schaumann
Sociology
6
Why CSR? – Strategic goals and demands
of the stakeholders
Prof. Dr. Björn Hekman, Prof. Dr. Joachim von Kiedrowski, Prof. Dr. Uwe Schaumann
7
Why CSR – Economic benefit of the CSR
engagement (self-evaluation of surveyed companies)
Prof. Dr. Björn Hekman, Prof. Dr. Joachim von Kiedrowski, Prof. Dr. Uwe Schaumann
8
Training task 1
What special (!) social responsibility have you
already practiced as a company in one or several
CSR fields of activity?
What experiences have you gained thereby?
Prof. Dr. Björn Hekman, Prof. Dr. Joachim von Kiedrowski, Prof. Dr. Uwe Schaumann
9
Training task 1:
Orientation table for the identification of
own CSR activities
Market
Environment
Workplace
Community
What have we done
in CSR already?
Why are we doing this?
Where are our company
strengths in relation to
CSR activities actually?
What other CSR activities
could we do?
Prof. Dr. Björn Hekman, Prof. Dr. Joachim von Kiedrowski, Prof. Dr. Uwe Schaumann
10
Strategic aspects of CSR
different forms

Key question: How should a company behave specifically to give
effective and efficient utterance to its social responsibility?

Answer according to the economic analysis: In order not to have to
evaluate the effectiveness and efficiency of every imaginable CSR mode
of behaviour again and again it is significantly more reasonable „to look
up“ if the possible CSR behaviour of the enterprise
a) may be integrated in the existing business model
and
b) may be expressed rather as reactive or rather as proactive CSR
behaviour.

Proceeding from these considerations one can prepare a Four Field
Matrix for the systematization of different arts of CSR.

Thereby every CSR activity can be principally planned and also checked
for ist economic benefit!
Prof. Dr. Björn Hekman, Prof. Dr. Joachim von Kiedrowski, Prof. Dr. Uwe Schaumann
11
Focus: Strategic aspects of CSR
Four Field Matrix
strategic in the
broader sense
altruistic
CSR
strategic
CSR in the
proper sense
ethic
CSR
reactive/
tactical CSR
reactive
Behaviour of the company
proactive
not strategic
low
Integration in the business model
Prof. Dr. Björn Hekman, Prof. Dr. Joachim von Kiedrowski, Prof. Dr. Uwe Schaumann
high
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Strategic aspects of CSR
not strategic CSR approaches
ethic CSR:
 indicates the social responsibility of the company in respect to so called
stakeholders who it can potentially damage through its entrepreneurial
activity (physically, mentally, economically, spiritually and emotionally).
– ethic CSR is regarded as an obligation or as a social standard for the
enterprise also if the profitability of enterprises is limited
– actions are justified by the social contract which the enterprise as an
institution has implicitly concluded with society
– in practice the ethic CSR is hardly or not firmly integrated in the business
model of the enterprise
altruistic CSR:
 indicates activities which the enterprise performs beyond social norms
as „Good Corporate Citizen“.
– activities which are not required per se by society corresponding to an ethic
norm
– in practice this approach is hardly or not firmly integrated in the business
model of the enterprise
Prof. Dr. Björn Hekman, Prof. Dr. Joachim von Kiedrowski, Prof. Dr. Uwe Schaumann
13
Strategic aspects of CSR
strategic CSR approaches
reactive tactical CSR:
 available when specific CSR activities with the direct relation to the
value chain and to the competitive environment are implemented only
after misconduct or under pressure from stakeholders
proactive strategic CSR:
 integral component of differentiation strategies at the level of business
area or enterprise
 is not evaluated as a cost position but a long-term investment
 thesis: enterprises which get involved socially are rewarded by the
market through increased demand
 beside benefits for the society there is also the chance for the increase
of effectiveness and efficiency
 through the incentive of profit for the enterprise it can lead to additional
prosperity of society
 Sustainability marketing
Prof. Dr. Björn Hekman, Prof. Dr. Joachim von Kiedrowski, Prof. Dr. Uwe Schaumann
14
Strategic aspects of CSR
Interim conclusion

an unimaginable variety of possible activities in order to give
utterance to social responsibility

choosing and performing CSR activities often fall in the area of
responsibility of enterprise communications

CSR activities are only rarely linked to business processes by the
organizational distance to the actual services related thereto

it contradicts to the requirement for integration of social, ecological
and economic target dimensions of strategic CSR

in order to achieve strategic CSR choosing CSR activities on the basis
of the own value chain
Prof. Dr. Björn Hekman, Prof. Dr. Joachim von Kiedrowski, Prof. Dr. Uwe Schaumann
15
Training task 2
Can the CSR activities named by you be
located in a value chain?
Prof. Dr. Björn Hekman, Prof. Dr. Joachim von Kiedrowski, Prof. Dr. Uwe Schaumann
16
Training task 2
Value chain
Prof. Dr. Björn Hekman, Prof. Dr. Joachim von Kiedrowski, Prof. Dr. Uwe Schaumann
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Outline
1 Corporate Social Responsibility in SMEs
1.1 Information
Kundenbindung,
related
Image
to theund
CSR
CSR
project
1.2 What is Corporate Social Responsibility?
1.3 Fields of action within CSR
1.4 Strategic Corporate Social Responsibility
2 Introduction of CSR at the own enterprise - SME
2.1 The four phases of CSR implementation
2.2 Communicating CSR
3 Further procedure
Prof. Dr. Björn Hekman, Prof. Dr. Joachim von Kiedrowski, Prof. Dr. Uwe Schaumann
18
Introduction of CSR at the own enterprise
1. to orientate oneself, to
understand CSR, to develop
engagagement



determination of CSR location
definition of strategic CSR
deduction of CSR objectives and
measures internally and externally
2. Implementing CSR activities


forming working team
concretizing CSR measures
– Where are we standing today, what are we doing
already?
– What do our competitors do?
– What does strategic CSR mean to us?
– What is our main business, what are our strong
points?
– What can we distinguish ourselves with?
– Where is the connection to own company
activities?
– What are legitimate interests of external players?
– What could interest our stakeholders?
– ...
–
–
–
–
What employees should be involved?
Who bears responsibility and what is it?
How are other employees informed and involved?
What are the definite goals which we want to
achieve measurably?
– In what time period do we want to achieve them?
– ...
Prof. Dr. Björn Hekman, Prof. Dr. Joachim von Kiedrowski, Prof. Dr. Uwe Schaumann
19
Introduction of CSR at the own enterprise
3.
anchoring CSR personally and
structurally


corporate management is represented
involving and informing employees
4.


checking CSR activities
performing success checks
striving for improvements
– How does the corporate management
signalize that it is a crucial topic for them?
– Was a CSR model, value explanations or a
code of conduct developed?
– How are own actions communicated
internally and externally?
– ...
– How are own objectives checked?
– Are customer (stakeholder) surveys
performed?
– Is there press feedback?
– How does the optimization of objectives take
place?
– How can we learn from other enterprises in
networks?
– ...
Prof. Dr. Björn Hekman, Prof. Dr. Joachim von Kiedrowski, Prof. Dr. Uwe Schaumann
20
Training task 3
Now plan your own CSR project with the help of CSR
introductory questions!
Concentrate first of all on one of the four fields of activity
and please locate your activities along the value chain!
Prof. Dr. Björn Hekman, Prof. Dr. Joachim von Kiedrowski, Prof. Dr. Uwe Schaumann
21
Outline
1 Corporate Social Responsibility in SMEs
1.1 Information
Kundenbindung,
related
Image
to theund
CSR
CSR
project
1.2 What is Corporate Social Responsibility?
1.3 Fields of actions within CSR
1.4 Strategic Corporate Social Responsibility
2 Introduction of CSR at the own enterprise - SME
2.1 The four phases of CSR implementation
2.2 Communicating CSR
3 Further procedure
Prof. Dr. Björn Hekman, Prof. Dr. Joachim von Kiedrowski, Prof. Dr. Uwe Schaumann
22
CSR and the own enterprise communication





Beside concentration on sales and customer relations the publicity
effect of the enterprise and the relation to the stakeholders may not be
neglected.
Therefore public relations within the communication policy play a
special role.
CSR-oriented public relations include the active formation of
communications relations between the enterprise and the social
environment with the purpose of improvement of the company image.
The underlying PR leitmotif is as follows: „Speak about what you do!“
Critical for the success is however the evidence of responsibility
undertaken by the CSR through long-term reliable action.
Prof. Dr. Björn Hekman, Prof. Dr. Joachim von Kiedrowski, Prof. Dr. Uwe Schaumann
23
CSR and the own enterprise communication
 What do you want to achieve in the external impact?
(Formulate a measurable objective)
 What CSR activities would you like to be described
with?
(See fields of actions/value chain)
 Who is your CSR message oriented at?
(target groups, competition, suppliers, policy, community etc.)
 Who should communicate your CSR activities?
(Media: newspaper, radio, persons: union, associations etc.)
Prof. Dr. Björn Hekman, Prof. Dr. Joachim von Kiedrowski, Prof. Dr. Uwe Schaumann
24
Training task 4
Please answer the previously discussed questions related to
CSR communication!
Prof. Dr. Björn Hekman, Prof. Dr. Joachim von Kiedrowski, Prof. Dr. Uwe Schaumann
25
Outline
1 Corporate Social Responsibility in SMEs
1.1 Information
Kundenbindung,
related
Image
to theund
CSR
CSR
project
1.2 What is Corporate Social Responsibility?
1.3 Fields of action within CSR
1.4 Strategic Corporate Social Responsibility
2 Introduction of CSR at the own entperise - SME
2.1 The four phases of CSR implementation
2.2 Communicating CSR
3 Further procedure
Prof. Dr. Björn Hekman, Prof. Dr. Joachim von Kiedrowski, Prof. Dr. Uwe Schaumann
26
Training task 5: Further procedure in the
own CSR project
Company representatives:
Students:
By August 31:
By August 31:
 Implementation of the own CSR project
at the enterprise
 Preparing practical reflections
 Documentation of the own CSR project
( Work manual)
 Presentation of the CSR project at the
next workshop meeting



Implementation of the own CSR project at
the enterprise
Documentation of the own CSR project
( Work manual)
Presentation of the CSR project at the
next workshop meeting
Support by the Hamburg University
of Corporate Education

Consulting within the framework of the
project supervision
Support by the Hamburg University
of Corporate Education

Consulting within the framework of PR
Prof. Dr. Björn Hekman, Prof. Dr. Joachim von Kiedrowski, Prof. Dr. Uwe Schaumann
27
Further procedure in the project
Thank you very much!
Prof. Dr. Björn Hekman, Prof. Dr. Joachim von Kiedrowski, Prof. Dr. Uwe Schaumann
28