Thema der Lerneinheit

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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

1.2 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

Presentation event

29.06 - 30.06

Introduction to the

topic CSR

Preparing the own

CSR project

Workshop Part 2

Working phase at the enterprise

01.07 - 30.08

Planning and implementing the own CSR project

Workshop Part 3

Presentation event

31.08 - 01.09

Feedback and contemplation of the own CSR project

Prof. Dr. Björn Hekman, Prof. Dr. Joachim von Kiedrowski, Prof. Dr. Uwe Schaumann

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

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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

Product quality

Product information

Consumer protection

Excluded customer segments

Suppliers & Purchasing

Fair dealing with business partners

...

Economy

Environment

Climate protection

Resource consumption

Renewable energies

Environmental burden at the site

Environmental consciousness of

 employees

Environmental

 management

Ecology

Workplace

Compatibility of family & profession

Further training &

 qualification

Equal opportunities & diversity

Working safety

Employee participation

Sociology

Community

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

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Why CSR?

– Strategic goals and demands of the stakeholders

Prof. Dr. Björn Hekman, Prof. Dr. Joachim von Kiedrowski, Prof. Dr. Uwe Schaumann

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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

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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

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Training task 1:

Orientation table for the identification of own CSR activities

Market Environment Workplace

What have we done in CSR already?

Community

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

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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 behaviour.

reactive

or rather as

proactive

CSR

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

for ist

economic benefit

!

and also

checked

Prof. Dr. Björn Hekman, Prof. Dr. Joachim von Kiedrowski, Prof. Dr. Uwe Schaumann

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Focus: Strategic aspects of CSR

Four Field Matrix

not strategic strategic in the broader sense altruistic

CSR strategic

CSR in the proper sense ethic

CSR reactive/ tactical CSR 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

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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

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Strategic aspects of CSR

Interim conclusion

 an

unimaginable variety of possible activities

utterance to social responsibility in order to give

 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

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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

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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

1.2 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

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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

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?

...

2. Implementing CSR activities

 forming working team concretizing CSR measures

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

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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

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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

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Outline

1 Corporate Social Responsibility in SMEs

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

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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

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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

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Outline

1 Corporate Social Responsibility in SMEs

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:

By August 31:

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

Students:

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

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

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Further procedure in the project

Thank you very much!

Prof. Dr. Björn Hekman, Prof. Dr. Joachim von Kiedrowski, Prof. Dr. Uwe Schaumann

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