Corporate social responsibility
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Corporate Social Responsibility. Volunteering New Zealand. Overview. Corporate Social Responsibility (CSR) Sustained responsibility Best practise & actions Positive impact Impact on all stakeholders. Corporate Social Responsibility Practices. Living your values

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Corporate Social Responsibility

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Corporate social responsibility

Corporate Social Responsibility

Volunteering New Zealand


Overview

Overview

  • Corporate Social Responsibility (CSR)

  • Sustained responsibility

  • Best practise & actions

  • Positive impact

  • Impact on all stakeholders


Corporate social responsibility practices

Corporate Social Responsibility Practices

  • Living your values

  • Practising good governance and ethics

  • Being involved in communities

  • Creating value for stakeholders

  • Building trust and relationships

  • Being transparent and accountable

  • Providing safe reliable products

  • Treating employees well

  • Having a positive social impact and contributing to a sustainable environment.

  • (Hahn, 2003)


Csr business perspectives

CSR Business Perspectives

  • 2010 study

  • - 30% companies can make an impact on critical issues

  • - 25% companies enabled to demonstrate their values in action

  • - 18% smart decision for their business

  • - 15% loyalty built among customers

  • -6% differentiate company from their competitors

  • - 4% engaged/retained employees.

  • (Shandwick, 2010)

  • 2011 study

  • - 76% of consumers indicated they would switch brands/companies to one associated with a good cause

  • - 87% of employees at companies with CSR programmes felt a stronger loyalty link to their employer.

  • (Corporate Giving Guidelines, 2011)


Business social investment in nz

Business Social Investment in NZ

  • Align business objectives with community needs.

  • Increase competitive advantage

  • Reduce overall costs

  • Increase business profitability

  • Adds value to business

  • Creates an environment for businesses to become more innovative.

  • The average contribution per employee increased from $NZ733 to $NZ921 in 2011.

  • (2011 LBG study)


Principles of a csr framework

Principles of a CSR framework

  • Aid your organisations mission

  • Develop a long term community culture

  • Differentiate organisation/competitive advantage from competitors

  • Practise culture that values sustainable/ethical behaviour

  • Align business/community objectives

  • Build relationships


Corporate volunteering

Corporate Volunteering

  • Key element of corporate social responsibility

  • Enables businesses within the community to engage and encourage their employees to give their business & personal skills and values to not for profit organisations for mutual benefit.

  • This process allows businesses and organisations to work together towards common objectives (Urlab, 2011).

  • Common practise overseas

    - 1/3 large UK companies have formal employee involvement

    -92% of large US companies support volunteerism

  • Increasingly popular in New Zealand

    (Quirk, 1998)


Csr potential business benefits

CSR Potential Business Benefits

External Benefits

  • - Improved stakeholder loyalty

  • - Enhanced community reputation

  • - Increased name/brand recognition/awareness

  • - Beneficial business-to-business relationships with non-profits

    (Corporate Giving Guidelines, 2011)

    Internal Benefits

  • Competitive advantage in recruiting & retaining employees.

  • Improved internal communication, collaboration of new ideas.

  • Leadership & development opportunities for employees

  • Motivated/cohesive workforce

  • Increased employee performance productivity.

    (Managers Briefing, 2003)


Potential employee benefits

Potential Employee Benefits

  • Employee skills development

  • Increases interaction & aids motivation

  • Adds variety and fulfilment and increases sense of self-worth

  • Rewarding use of professional & personal skills/values

  • (Hahn, 2003)


Potential community organisation benefits

Potential Community Organisation Benefits

  • Provides new talent and energy

  • New perspectives on the issues that organisations face

  • Widen support base/form new relationships

  • Increased volunteer diversity

  • Increases understanding between businesses and non-profit sector

  • Gives capacity to provide community services that otherwise might be impossible.

  • Increased profile and awareness of the work of the community organisation

  • (Managers Briefing, 2003)


How businesses integrate csr

How Businesses Integrate CSR

  • Porter and Kramer suggest how businesses can successfully integrate business and social responsibility.

    (a) to identify the points of intersection between a company and a society;

    (b) to choose which social issues to address;

    (c) to create a corporate social agenda;

    (d) to integrate internal and external practices;

    (e) Ensuring social impact integral to the overall strategy.

    (Baines, 2009)


Volunteer centre skills

Volunteer Centre Skills

  • Create meaningful corporate volunteering activities and partnerships;

  • Provide tailored volunteering options for employers

  • Educate employers on local community issues

  • Understand business needs

  • Ensure mutually beneficial outcomes for both parties;

  • Understand good practice and policy developments; and

  • Support a successful scheme.

    (Volunteering England, 2011)


References

References

  • Baines, T. (2009). Integration of Corporate Social Responsibility Through International Voluntary Initiatives. Indiana Journal of Global Legal Studies 223.

  • Corporate Giving Guidelines. 2011. http://www.slideshare.net/aseits/corporate-giving-guidelines

  • Hahn, C. (2003). Best Practices in Employee Volunteerism: Corporate Volunteer Councils, Volunteer Centres, and Nonprofit Organizations Partner to Strengthen Communities and Improve Performance. http://www.serviceleader.org/instructors/studentpaper1

  • LBG New Zealand & Australia 2011 Bench Marking Report Measuring Corporate Investment.

  • Lee, L. (2012) ‘Navigating the volunteering space: Understanding the role of brokers in employee volunteering partnerships’ Massey University, Wellington, New Zealand.

  • Managers Briefing. (2003). The business case for employee community involvement. London.

  • Quirk, D. (1998). Corporate Volunteering. The Potential And The Way Forward. The Wellington Volunteer Centre.

  • Shandwick, W. (2010). SocialIMPACT. Why Corporations Invest in Corporate Social Responsibility. A survey of business executives. http://impact.webershandwick.com/?q=why-corporations-invest-corporate-social-responsibility

  • Urlaub, J. 2011. Corporate Volunteering: Uniting Corporate CSR and the Community. Sustainability: Business, life, environment. http://blog.taigacompany.com/blog/sustainability-business-life-environment/corporate-volunteering-uniting-corporate-csr-and-community

  • Volunteering Auckland. (2010). Team Volunteering. http://volunteeringauckland.org.nz/

  • Volunteering England. (2011). A Guide To Employer Supported Volunteering Brokerage for Volunteer Centres.

  • Volunteer Wellington. (2011). News From The Edge: Employees In The Community. Corporate Volunteering Full On.


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