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GLOBAL CORPORATE CITIZENSHIP: A NEW AGE FOR CHILE AND THE AMERICAS

GLOBAL CORPORATE CITIZENSHIP: A NEW AGE FOR CHILE AND THE AMERICAS. BRADLEY GOOGINS PhD EXECUTIVE DIRECTOR googinsb@bc.edu August 2003. Economic Sector “Wealth Creation”. Partnerships Planning Collaboration Reciprocity. Legislative Input Mutual Education. Civil Society.

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GLOBAL CORPORATE CITIZENSHIP: A NEW AGE FOR CHILE AND THE AMERICAS

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  1. GLOBAL CORPORATE CITIZENSHIP:A NEW AGE FOR CHILE AND THE AMERICAS BRADLEY GOOGINS PhD EXECUTIVE DIRECTOR googinsb@bc.edu August 2003 THE CENTER FOR CORPORATE CITIZENSHIP AT BOSTON COLLEGE 55 LEE ROAD • CHESTNUT HILL, MA 02467 • www.bc.edu/corporatecitizenship

  2. Economic Sector“Wealth Creation” Partnerships Planning Collaboration Reciprocity Legislative Input Mutual Education Civil Society Political Sector Non Profits NGO’s Advocates Academia Policy Makers State and Federal Home Based Implementation Evaluation Research Public at Large Corporations as Good Citizens Public Relations Outreach Source: Waddock, Bodwell, Leading Corporate Citizens, Boston College

  3. High Anxiety The Economist 09/2000

  4. Globalization and Corporations Income disparities, environmental damage, and cultural degradation are pointing the spotlight on companies Slide courtesy of BSR

  5. “…let’s choose to unite the powers of markets with the authority of universal ideals. Let us choose to reconcile the creative forces of private entrepreneurship with the needs of the disadvantaged and the requirements of the next generations…” Kofi Annan, UN Secretary General Kofi Annan and the UN Global Compact

  6. John Elkington -CEO of SustainAbility “The speed of globalization often means that companies are moving ahead of the ability of current governance systems to monitor and police. Companies will be expected to fill at least some of the gap.” Quote from the Novartis Health, Safety Environment Report 2000: Sustainability and the UN Global Compact

  7. “We also want to benefit society through our economic contribution, through the positive environmental and social consequences of our activities and through an open dialog with our stakeholders.”Dr. Daniel Vasella, Chairman & CEO, Novartis AG Quote from the Novartis Commitment to the UN Global Compact - July 14, 2000

  8. Employees Customers Environment Community Involvement Government Affairs Legal What does Corporate Citizenship look like?

  9. Suppliers Customers Communities & Interest Groups Shareholders CC Employees Governments Stakeholder Engagement – The Key

  10. Transparency Environment Sourcing Suppliers Customers Diversity Economic Development Communities & Interest Groups Shareholders CC Partnerships Employees Human Rights Governments Ethics Sustainable Development Work-life Issues Driven by Stakeholders

  11. Drivers of the “New” Corporate Citizenship • Government Retrenchment • Globalization & The Economic Power of Business • New Activism and Compliance Pressures • The Rise of Civil Society • New Expectations for Business • The Business Case • The “War for Talent”

  12. The Scope of Citizenship Governance “Integrating” corporate citizenship into the company’s organizational structure Identity “Infusing” corporate citizenship into the company Practice “Embedding” corporate citizenship into business planning and operations

  13. Neighbor of ChoiceSMis a strategy that links business success to corporate citizenship. It is a blueprint for developing, implementing and institutionalizing a corporate-wide community investment strategy. It provides: • ROI (for the business and community) • Positions the business as a leading corporate citizen • Builds community support for the business

  14. Vision/Mission: links community & business success • Identifying key issues, • concerns, and needs • external threats & opportunities Building relationships of trust (identify stakeholders) • Strategic programs/responses that serve • company and community needs • social investment/contributions • partnerships • volunteerism The Neighbor of ChoiceSM Strategy source: Boston College CCCR

  15. Fenceline Community Employee Community Cyber Community Impact Community Site Community Interest Community What is the “community?” Immediate neighbors Where employees live/concerns • Operations • Influence • Exit • Entry The Corporation in the community Internet Geographical Common interests

  16. •virtuous circle •investors Reputation Value add •recruitment •retention •productivity Employee Value add • New markets • R&D Customer Value add The Corporation in the community Business Value Add •attraction •image •commitment LTO/ Regulatory VA Community Value add •regulation •risk reduction •trust •Address problems •Do the “right thing” Your goal: build community support Be an asset in the community, and the community will be an asset to you...

  17. A Roadmap to Excellence in Corporate Community Involvement The Standards of Excellence: 7 management principles and practices for creating corporate community involvement excellence. • Leadership • Issues Management • Relationship Building • Strategy • Accountability • Infrastructure • Measurement

  18. The Standards of Excellence in Corporate Community Involvement STANDARD I: Leadership Senior executives demonstrate support, commitment and involvement in community involvement efforts. STANDARD II:Issues Management The company identifies and monitors issues important to its operations and reputation. STANDARD III:Relationship Building Company management recognizes that building and maintaining relationships of trust with the community is a critical component of company strategy and operations. STANDARD IV: Strategy The company develops a strategic plan for community programs and responses that is based on mutual issues, goals and concerns of the company and the community. STANDARD V:Accountability All levels of the organization have specific roles and responsibilities for meeting community involvement objectives. STANDARD VI:Infrastructure The company incorporates systems and policies to support, communicate and institutionalize community involvement objectives. STANDARD VII:Measurement The company establishes an ongoing process for evaluating community involvement strategies, activities and programs, and their impact on the company and the community.

  19. Standards of Excellence:Leadership • Company leadership • Recognizes strong community relationships critical to business goals • Endorses and ensures community vision statement • Personal example and involvement • Communicates expectations • Board of Directors is involved • Leading Companies • SC Johnson Wax • Dayton Hudson • IBM • Merck • Shell • BP Amoco

  20. Standards of Excellence:Strategy • CR strategic plan • Linked to goals of business units • Linked to identified issues • Use variety of resources to respond to community needs, issues, etc. • Communications plan • Leading Companies • Merck • EDS • Whirlpool • Levi Strauss • Olin • Rockwell • Diageo • IBM • London Benchmarking Group

  21. Standards of Excellence:Issue Management • Company IDs and monitors issues • Stakeholders IDed and defined • 2-way system to ID and analyze relevant issues • Early warning system • Community issues factored into business plans • Leading Companies • Merck • Southland/ 7-11 • IBM • Levi Strauss • Wal-Mart • Target • General Mills

  22. Standards of Excellence:Relationship Building • Proactive CR-building plan • All employees involved • Tactics emphasize 2-way communications to foster trust and credibility • Leading Companies • Bell Atlantic • Target • Wal-Mart • Merck • State Farm • Ameritech • BP

  23. Standards of Excellence:Roles and Responsibilities • Clearly defined and articulated • Specific CR department: • Reports to top level • Develops CR plan • Consults with operating units • Impact on communities considered by departments/ units • Leading Companies • FedEx • IBM • Time Warner • Steelcase • Whirlpool • Honeywell • Target • Monsanto

  24. Standards of Excellence:Supporting Systems and Policies • Cross-functional teams • Plan community strategies • Assure cross-functional linkage • Foster internal communications • Secure recognition • Involve all employees • Company-wide communications • Leading Companies • Merck • Diageo • Arch Chemical • Home Depot • Timberland • Target • NOVA Energy • Texas Instruments

  25. Standards of Excellence:Measurement • Ongoing process of evaluating CR strategies, programs • Indicators developed for evaluating community priorities • Evaluation results used to make future decisions • Leading Companies • EDS • Battelle • Diageo • IBM • Pillsbury • London Benchmarking Group • PPL

  26. Partnership Building Blocks

  27. Stage 3: Integration Integrated, cross-functionally aligned with supporting organizational structures and systems. Draws on a wide variety of corporate and community resources. Clear business and community value. Stage 2: Experience Pilot initiatives or specific programs designed to produce a clearly identified business and community benefit. Includes strategic philanthropy. Corporate involvement often limited to one or two business units. Stage 1: Awareness Traditional involvement in low- to moderate-income communities. Driven by community relations and philanthropy for community benefit, corporate responsibility and reputation enhancement. More integrated, formal process Less integrated, informal process The Stages of Business and Community Development

  28. Why Should We Do This? Motivational Silos Societal Factors ValueDrivers Intangible Drivers Market Drivers Compliance Drivers * Right thing to do * Social mission * Legacy in our community Dominant Response * Philanthropy * Strategic Philanthropy * Partnership Events * Social issues influence business (education, community, economic stability, employee safety) * Build reputation and image Dominant Response * Strategic social investment * Pilot BCD projects * Regulation * Activism * Negative press Dominant Response * Resistance * Minimum Compliance * Philanthropy * Location * Customers * Labor * Suppliers Dominant Response * Strategic social investment * BCD projects * Direct investment

  29. Identify Stakeholders • Societal • Market • Internal and External • Identify Issues • Business challenges • Societal pressures and opportunities • Community needs • Identify Organizational Capabilities • Core business resources • Core Community Relations resources • Community resources • Design a Business and Community Development Strategy • Draw on market and societal drivers • Balance risks and opportunities • Include internal and external partners • Improve business performance • Supports sustainable community economic development Strategic BCD Framework

  30. Success in the 21st Century Who you are and what you stand for are becoming just as important as the quality of your products and services

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