csr managers survey 2015 in central europe · cause-related marketing (crm) sustainable supply...

CSR MANAGERS

SURVEY 2015

IN CENTRAL EUROPEWarsaw, October 2015 | Sustainability Consulting CE

© 2015 Deloitte Central Europe 2

KEY FINDINGS


CSR - Past and present

Key findings

IMPACT OF CSR ON THE WAY BUSINESS WORKS

An overwhelming majority of respondents (84%) claim that

business has had a positive effect on finding solutions to

social problems within their countries in recent years,

which includes 36% who strongly agree with this

statement. This is a much better result when compared

with the percentage of same responses provided by CSR

managers through a survey conducted in Poland by the

Responsible Business Forum (RBF).

CSR managers mostly put emphasis on the role of

business in solving environmental problems, supporting

education (financial support) and counteracting

unemployment (creating new jobs). The issues listed

above are key for the respondents, while CSR managers

expect stronger involvement in combatting corruption.

CSR BENEFITS FOR BUSINESS

Respondents witnessed positive changes with employees

when implementing CSR activities in their firm. Some of

the biggest benefits were: stronger involvement (65%),

better ethical awareness (46%), improvement in reputation

(55%), and recognition of the brand as socially responsible

(51%). The results of the RBF survey in Poland were also

similar.

managers believe business has

helped finding solutions to social

problems within their countries

Key social issues that ought to be

addressed by business

ENVIRONMENTAL PROTECTION

EDUCATION

UNEMPLOYMENT

EMPLOYEES(stronger involvement)

IMAGE(improvement in reputation)

84%

Biggest CSR benefits witnessed by

managers in their companies relate to


Key findings

CSR ManagersCSR MANAGEMENT METHODS AND TOOLS

In the opinion of the CSR managers polled, the most useful in CSR

implementation are tools and methods enabling employee

involvement such as corporate volunteering (36%), ethical

programmes for employees (29%) or dialogue with stakeholders

(35%). Respondents also named social campaigns (29%) and pro-

ecological programmes (29%) as useful initiatives. Managers

pointed to socially responsible investing (40%) and inter-sectorial

cooperation (32%) as tools that are underused and worth

popularising. These responses are mostly similar to the responses

we obtained from Polish managers.

MEASUREMENT OF EFFECTIVENESS OF CSR INITIATIVES

Just over half of the respondents (54%) measure the effectiveness

of their CSR initiatives. Media monitoring is the most popular

method for evaluating the respondents’ own initiatives (52%). To a

lesser extent managers use their own CSR metrics (37%) or

opinion polls (34%). Polish managers monitor the effects of their

actions using their own metrics much more often than their

colleagues throughout the rest of Europe.

The managers consider educational programmes, initiatives on the

job market, involvement with and support for local communities and

promotion of pro-environmental initiatives as their greatest

accomplishments

managers measure the

effectiveness of their CSR

initiatives using:54%

Worth popularising:

SOCIALLY RESPONSIBLE INVESTING

INTER-SECTORIAL COOPERATION

EMPLOYEES(volunteering and

ethical programmes)

STAKEHOLDERS(dialogue)

Most useful CSR methods and tools

include cooperation with:

Media monitoring:

OWN CSR METRICS

OPINION POLLS


Key findings

CSR - FutureEFFECT OF CSR INITIATIVES ON SOCIAL AND ECONOMIC

GROWTH ON DOMESTIC MARKET

CSR managers see the best chances for social and economic

development in their countries through the impact of business on

growth of competitiveness in the economy (96%), the positive impact

of enterprises on employment rates, aligning work availability with

actual needs (94%), and their impact on the knowledge-based

economy and intellectual capital growth (91%).

Managers put the least of their hopes on the effect business has on

combatting social inequality (76%).

The vast majority of managers claim that business models are likely to

change in the coming years (86%), and to a great extent, the change

will be the result of pressure from customers who are increasingly

expecting to see socially responsible products and service on the

market (75%). The expectations of Polish managers are in line with

the expectations of their colleagues throughout the rest of Europe.

FUTURE OF CSR

Most of the managers polled are optimistic about the future of CSR –

almost half of them (44%) believe that CSR will flourish and there will

be a continued growth in the number of socially responsible

businesses. One third of respondents, claim that CSR will reach

maturity as social and environmental issues become a part of

business models (32%). This also serves as confirmation of the

optimism among Polish CSR managers.

managers predict that CSR will

flourish and more and more

businesses will be joining the

CSR network

44%

managers claim that CSR will

reach maturity as social and

environmental issues become

a part of business models

32%

Managers forecast CSR

stagnation (no change)18%


Key findings

CSR - Future

Wrong perception of CSR as a form

of sponsoring

Lack of incentives from the state

administration

Businesses’ reluctance to invest

in CSR initiatives

OBSTACLES TO CSR GROWTHSome of the main obstacles, as stated by managers,

for CSR development in the next 15 years are the

wrong perception of CSR as a form of sponsoring, a

lack of incentives from the state administration and

businesses’ reluctance to invest in CSR initiatives.

In Poland, the “weakest link” seems to be business

managers (who lack proper understanding of the idea

and education).

Main obstacles to CSR growth in the

next 15 years:


DETAILED FINDINGSCSR from the perspective of the past 15 years


CSR and social problems

2% 11% 48% 36%

DK I strongly disagree I somewhat disagree I somewhat agree I strongly agree

TOP 2 BOXES – 84%

The overwhelming majority of respondents express a view that business has contributed to solving social

problems in their country in recent years.

CSR managers mainly emphasise the role of business in solving environmental protection problems, as

well as supporting education (through subsidising) and counteracting unemployment (through job creation).

According to the majority, these are the most serious problems that business should get involved in looking

forward. On the other hand, CSR managers expect stronger commitment to combating corruption.

What social problems has business contributed to

solving in recent years? (most popular answers)

Which current social problems in your country should

business be helping to solve? (most popular answers)

supporting young people

on the job market

promoting transparency in

business

counteracting

poverty

supporting the disabled

healthcare

supporting equal opportunities

supporting local communities

combating corruption and

nepotism

environmental protectionreducing

unemployment

subsidising educationenvironmental protection

supporting education

counteracting unemployment

combating

corruption

minority integration

efficient energy use

improving employee competence

promoting

a healthy lifestyle

Do you agree that business has contributed to solving social problems in your country in recent years?



2%0%

8%0%

0%0%

5%0%

5%5%

0%

11%30%

8%

35% 5%

0%5%

8%

5%21%

4%

48%

70%

58%

35%

24%33%

55%

67% 59%

53%

44%

36%

0%

25%30%

57% 56%

36%

25% 27%21%

52%

Tota

l

Bu

lgaria

Cze

ch R

epu

blic

Hu

ng

ary

Ko

sovo

Latv

ia

Lith

ua

nia

Ro

ma

nia

Se

rbia

Slo

va

kia

Slo

ve

nia

DK

I stronglydisagree

I somewhatdisagree

I somewhatagree

I strongly agree

TOP 2 BOXES 84% 70% 83% 65% 81% 89% 91% 92% 86% 74% 96%

Sample size: All respondents, N=179 and respondents from individual countries

Do you agree that business has contributed to solving social problems in your country in recent years?

Managers from Kosovo, Latvia and Slovenia put more emphasis on the role that business has in solving social problems in their country as

compared to the rest of the respondents. The opinions of managers from Hungary and Bulgaria on this matter were the most toned down of

all.



Bulgaria Czech Republic Hungary Kosovo Latvia

• Subsidising education

• Healthcare

• Environmental protection

• Supporting

the disabled

• Reducing unemployment

• Supporting equal

opportunities


• Supporting local

communities



opportunities

• Supporting

the disabled

• Counteracting poverty






opportunities

• Healthcare




• Supporting young people

on the job market

Lithuania Romania Serbia Slovakia Slovenia


• Combating corruption and

nepotism

• Supporting the disabled





on the job market

• Promoting transparency in

business

• Healthcare

• Supporting

the disabled





opportunities




communities


nepotism


on the job market



communities

• Supporting

the disabled



nepotism



business



communities


• Healthcare



business

What social problems has business contributed to solving in recent years? (most popular answers)



Bulgaria Czech Republic Hungary Kosovo Latvia

• Promoting a healthy

lifestyle

• Supporting education



• Combating corruption



lifestyle

• Counteracting

unemployment/ creating

new jobs

• Minority integration

• Efficient energy use

• Improving employee

competence


• Counteracting


new jobs



competence


competence


• Efficient energy use

Lithuania Romania Serbia Slovakia Slovenia



• Counteracting


new jobs






• Counteracting


new jobs





• Counteracting


new jobs





• Counteracting


new jobs


lifestyle


What current social problems should business contribute to solving in your country in particular? (most popular answers)


DETAILED FINDINGSCSR activities –state of affairs


CSR implementation methods and tools

Which of the methods, tools and management techniques listed below do you consider

the most useful in the work of a person involved in CSR/ sustainability implementation?

Which of the aforesaid are under used in your

country and deserve to be popularised?

26%

25%

16%

23%

17%

40%

7%

6%

19%

28%

32%

16%

15%

Sample size: All respondents, N=179

36%

35%

29%

29%

29%

27%

22%

17%

16%

16%

15%

8%

6%

Corporate volunteering

Dialogue with stakeholders

Social Campaigns

Ethics programmes for employees

Environmental programmes

Socially responsible investing (SRI)

Charitable and/ or philantropic actions

Management systems (e.g. ISO 9000; ISO…

Cause-related marketing (CRM)

Sustainable supply chain management

Intersectional cooperation

Social reports

Workplace diversity management

In the opinion of the managers polled, the most useful in CSR implementation are tools and methods enabling employee involvement such

as corporate volunteering, ethical programmes for employees and a dialogue with stakeholders. Respondents also named social

campaigns and pro-ecological programmes as useful initiatives.

Managers pointed to investments in social responsibility and inter-sectoral cooperation as tools that are much underused and worth

popularising.


Best CSR implementation methods and tools

36%

35%

29%

29%

29%

27%

22%

17%

16%

16%

15%

8%

6%



Social Campaigns





Management systems (e.g. ISO 9000;ISO 14000; SA 8000)




Social reports


The most useful tool according to CSR managers – corporate volunteering – is the most popular among the respondents from Bulgaria,

Romania and Serbia. A dialogue with stakeholders is appreciated the most by managers from Latvia, Hungary, Slovakia, Romania and Serbia.

22%

44%

11%

50%

22%

39%

28%

28%

17%

6%

6%

6%

6%

27%

32%

32%

23%

32%

18%

9%

18%

5%

27%

32%

18%

5%LatviaLithuania

25%

17%

17%

42%

33%

50%

25%

17%

8%

8%

25%

0%

8%

35%

45%

25%

15%

35%

20%

20%

20%

10%

20%

20%

10%

15%

37%

42%

5%

47%

32%

26%

16%

21%

16%

26%

5%

16%

5%

Czech Republic

Hungary

Slovakia


Which of the methods, tools and management techniques listed below do you consider the most useful in the work of a person

involved in CSR/sustainability implementation?

BALTIC STATES VISEGRAD GROUP STATES


Best CSR implementation methods and tools

36%

35%

29%

29%

29%

27%

22%

17%

16%

16%

15%

8%

6%



Social Campaigns









Social reports


Please note the low ratings of social campaigns from Latvian and Slovak managers, as well as the low ratings of ethical programmes for

employees from Hungarian, Romanian, Kosovar and Serbian managers.

80%

10%

50%

30%

0%

40%

20%

10%

20%

10%

20%

0%

0%

42%

42%

50%

17%

33%

17%

0%

0%

33%

17%

8%

8%

8%BulgariaRomania

24%

19%

52%

19%

24%

48%

29%

14%

19%

0%

19%

5%

0%

55%

50%

27%

9%

27%

9%

36%

9%

23%

23%

9%

5%

5%

30%

30%

30%

39%

35%

22%

30%

26%

17%

17%

4%

9%

9%

Kosovo

Serbia

Slovenia


Which of the methods, tools and management techniques listed below do you consider the most useful in the work of a person

involved in CSR/sustainability implementation?

SOUTHEAST EUROPE


Methods and tools worth popularising

26%

25%

16%

23%

17%

40%

7%

6%

19%

28%

32%

16%

15%



Social Campaigns









Social reports


Socially responsible investments are worth popularising especially in Lithuania, Hungary and Slovenia, whereas intersectoral cooperation is

relevant to the respondents from Latvia, Hungary and Romania.

33%

33%

0%

33%

17%

42%

17%

0%

8%

8%

25%

8%

8%

15%

20%

15%

20%

5%

55%

0%

0%

5%

50%

50%

30%

30%

16%

21%

21%

16%

16%

37%

5%

5%

16%

37%

32%

26%

21%

Czech Republic

Hungary

Slovakia


44%

28%

11%

17%

22%

39%

6%

11%

22%

11%

44%

17%

17%

9%

27%

18%

50%

18%

50%

0%

0%

9%

27%

23%

18%

14%

Latvia

Lithuania

Which of the aforesaid are under used in your country and deserve to be popularised?



Methods and tools worth popularising

26%

25%

16%

23%

17%

40%

7%

6%

19%

28%

32%

16%

15%



Social Campaigns









Social reports


Corporate volunteering – considered as the most useful – is worth popularising in Latvia, and a dialogue with stakeholders – in Romania and

Slovenia the most.

33%

0%

33%

33%

33%

24%

10%

14%

48%

19%

14%

10%

0%

32%

23%

18%

9%

18%

41%

18%

5%

36%

23%

27%

23%

9%

30%

44%

9%

22%

13%

52%

0%

13%

13%

35%

30%

4%

13%

Kosovo

Serbia

Slovenia


30%

10%

10%

10%

10%

10%

20%

0%

10%

30%

30%

10%

30%

17%

50%

17%

8%

17%

33%

8%

0%

8%

33%

58%

8%

17%

Bulgaria

Romania

Which of the aforesaid are under used in your country and deserve to be popularised?SOUTHEAST EUROPE


Benefits and achievements of CSR actions


65%

55%

53%

51%

46%

32%

23%

21%

12%

10%

1%

An increase in employee involvement

Improvement in reputation

Improvement in relations with localcommunities

Improvement in recognition of the brandas responsible/ sustainable

Improvement in ethics awareness amongemployees

Increase in customer trust

Implementation of new innovativesolutions (e.g. products, services,…

Reduction in operating expenses

A decrease in the number of workplaceaccidents

A decrease in employee turnover

We have not derived any benefits

Among the biggest benefits of CSR activity in their firms the respondents named mainly positive changes for employees (stronger

involvement and better ethical awareness), and changes to the image (improvement in reputation, relations with local communities and

recognition of the brand as socially responsible).

61%

72%

44%

67%

44%

50%

39%

22%

17%

33%

0%

91%

32%

64%

46%

41%

23%

18%

23%

14%

18%

0%LatviaLithuania

58%

50%

42%

50%

67%

0%

8%

17%

25%

0%

0%

60%

55%

60%

60%

55%

30%

30%

35%

5%

5%

0%

58%

26%

63%

47%

42%

26%

5%

16%

21%

5%

0%

Czech Republic

Hungary

Slovakia

What benefits has your company derived from CSR action implementation over the past two years?



Benefits and achievements of CSR actions

65%

55%

53%

51%

46%

32%

23%

21%

12%

10%

1%

An increase in employee involvement

Improvement in reputation

Improvement in relations with localcommunities

Improvement in recognition of the brandas responsible/ sustainable

Improvement in ethics awareness amongemployees

Increase in customer trust

Implementation of new innovativesolutions (e.g. products, services,…

Reduction in operating expenses

A decrease in the number of workplaceaccidents

A decrease in employee turnover

We have not derived any benefits

90%

80%

50%

70%

40%

40%

10%

20%

10%

10%

0%

58%

50%

25%

42%

25%

25%

42%

8%

0%

8%

0% Bulgaria Romania

29%

62%

52%

38%

38%

38%

10%

5%

5%

5%

10%

77%

73%

73%

64%

59%

36%

32%

27%

9%

0%

0%

70%

61%

39%

39%

44%

44%

30%

30%

13%

9%

0%

Kosovo

Serbia

Slovenia

An increase in the involvement of employees is noticed mostly by managers from Lithuania, Bulgaria and Serbia, while an improvement in

reputation is mostly appreciated by respondents from Latvia, Bulgaria and Serbia.


What benefits has your company derived from CSR action implementation over the past two years?

SOUTHEAST EUROPE


Measurement of effectiveness of CSR actions


52%

37%

34%

27%

23%

22%

18%

16%

11%

8%

Media monitoring

Analysys of our own CSR/ sustainabledevelopment strategy realisation metrics

Opinion polls

Result sustainability monitoring

Evaluation of results of respondents'actions

Impact evaluation

Cost and benefits analysis

Ratio analysis for social andenvironmental purposes

Industry benchmarking

Other

Just over half of the respondents measure the effectiveness of their CSR initiatives.

Media monitoring is the most popular method for evaluating the respondents’ own initiatives. To a lesser extent managers use their

own CSR metrics or opinion polls. As their greatest accomplishments the managers name educational programmes, initiatives on the job

market, involvement with and support for local communities and promotion of pro-environmental initiatives.

54%

24%

Yes

No

DK

Do you measure the results of your CSR initiatives? How do you measure the effects of CSR actions?

If you were to summarise your involvement in CSR/ sustainability

initiatives, what would you consider your biggest success so far?

(most popular answers)

• Educational programmes

• Supporting and promoting local communities’ initiatives


• Organising or helping organise charitable initiatives

• Creating new jobs

• Promoting pro-environmental initiatives



24%

10%

50%

30%

52%22%

14%17%

5% 21%

22%

54%

70%

8%

55%

24%

44%

64% 67%

82%74%

48%

To

tal

Bulg

aria

Czech R

ep

ub

lic

Hung

ary

Koso

vo

Latv

ia

Lith

ua

nia

Ro

ma

nia

Serb

ia

Slo

vakia

Slo

ven

ia

Yes

No

DK

Managers from Serbia, Slovakia and Bulgaria monitor the resulted of their CSR actions more often than the rest do.

The managers from the Czech Republic seem to be the least interested in their results.


Do you measure the results of your CSR initiatives?



52%

37%

34%

27%

23%

22%

18%

16%

11%

Media monitoring

Analysys of our own CSR/sustainable development…

Opinion polls


Evaluation of results ofrespondents' actions

Impact evaluation




The managers who are the most likely to monitor the effects of their SCR initiatives (Serbia, Slovakia and Bulgaria) are also more likely to

use their own metrics.

67%

50%

39%

39%

11%

17%

17%

17%

11%

64%

27%

59%

18%

14%

9%

27%

27%

5%LatviaLithuania

58%

17%

25%

42%

17%

33%

17%

0%

25%

45%

30%

25%

20%

5%

5%

15%

30%

15%

32%

47%

16%

16%

79%

32%

11%

0%

26%

Czech Republic

Hungary

Slovakia

Sample size: All respondents, N=179 and respondents from individual countries12

How do you measure the effects of CSR actions?





40%

50%

50%

20%

0%

0%

20%

0%

0%

58%

25%

25%

33%

25%

42%

8%

17%

0% Bulgaria Romania

29%

33%

24%

29%

10%

43%

5%

29%

5%

64%

59%

32%

18%

50%

9%

18%

0%

18%

61%

26%

39%

39%

9%

30%

35%

26%

4%

Kosovo

Serbia

Slovenia

SOUTHEAST EUROPE

Managers from Lithuania and Bulgaria are the most willing to use opinion polls.

52%

37%

34%

27%

23%

22%

18%

16%

11%

Media monitoring

Analysys of our own CSR/sustainable development…

Opinion polls


Evaluation of results ofrespondents' actions

Impact evaluation




How do you measure the effects of CSR actions?


DETAILED FINDINGSCSR implementation management & trends


96%

Role of business in social and economic growth


CSR managers see the best chances of social and economic development of their countries in the impact of business on the growth in

the competitiveness of the economy, the positive impact of enterprises on employment rates and aligning work availability with

actual needs and their impact on the knowledge-based economy and intellectual capital growth. Managers put the least of their hopes

in the effect business has on combatting social inequality.

2%

1%

1%

3%

2%

1%

4%

2%

3%

6%

8%

9%

18%

16%

32%

35%

35%

46%

43%

43%

40%

63%

59%

56%

41%

39%

36%

36%

An increase in the competitiveness of theeconomy

Improvement in employee engagement andadjustment of resources to actual needs

Development of intellectual capital andknowledge-based economy

Energy and climate security

Social capital development of your country& economy

Infrastructure

Prevention of social inequality

DK I strongly disagree I somewhat disagree I somewhat agree I strongly agree Top 2 boxes

Do you agree that business can have an influence on social and economic advancement of your country & economy in the following areas

94%

87%

91%

79%

82%

76%


Role of business in social and economic growth

Sample size: Respondents from individual countries

TOP 2 BOXES”I somehow agree” + ”I strongly agree”

Bu

lga

ria

Cze

ch

Rep

ub

lic

Hun

ga

ry

Ko

so

vo

La

tvia

Lith

ua

nia

Rom

an

ia

Se

rbia

Slo

va

kia

Slo

ve

nia

An increase in the competitiveness

of the economy100% 92% 95% 100% 95% 96% 100% 86% 100% 96%

Improvement in employee engagement

and adjustment of resources to actual needs100% 92% 85% 95% 100% 100% 100% 86% 90% 96%

Development of intellectual capital

and knowledge-based economy90% 83% 85% 95% 95% 91% 100% 86% 95% 91%

Energy and climate security 90% 92% 65% 76% 100% 96% 100% 82% 95% 87%

Social capital development of your country

& economy60% 83% 70% 95% 67% 91% 100% 91% 84% 70%

Infrastructure 40% 92% 70% 81% 78% 95% 100% 82% 74% 74%

Prevention of social inequality 60% 75% 40% 95% 67% 91% 100% 73% 69% 83%

Do you agree that business can have an influence on the social and economic advancement of your country & economy in the following areas


Predicted changes in business over the next years


The vast majority of managers claim that business models are likely to change in the coming years and to a great extent, the change will be

the result of pressure from customers who are increasingly expecting to see socially responsible products and service on the market.

2%

3%

6%

5%

8%

18%

16%

35%

65%

48%

41%

41%

21%

27%

21%

13%

Companies’ business models will change within the next several

years

There will be increasingly strongpressure from consumers onbusinesses to offer socially

responsible products and services

EU Directive on non-financialreporting will positively impact thequality of social reporting in your

country

Operating expenses will go upsharply as companies will have to

take better care of theenvironment/society

DK I strongly disagree I somewhat disagree I somewhat agree I strongly agree

To what extent do you agree with the following statements:

86%

Top 2 boxes

75%

54%

63%


Predicted changes in business over the next years

To what extent do you agree with the following statements:

Sample size: Respondents from individual countries

TOP 2 BOXES”I somehow agree” + ”I strongly agree”

Bu

lga

ria

Cze

ch

Rep

ub

lic

Hun

ga

ry

Ko

so

vo

La

tvia

Lith

ua

nia

Rom

an

ia

Se

rbia

Slo

va

kia

Slo

ve

nia

Companies’ business models will change

within the next several years80% 83% 60% 95% 94% 95% 100% 91% 74% 87%

There will be increasingly strong pressure

from consumers on businesses to offer

socially responsible products and services

60% 83% 80% 95% 72% 77% 92% 64% 37% 87%

EU "Directive on non-financial reporting will

positively impact the quality of social

reporting in your country

60% 17% 70% 81% 78% 64% 83% 86% 26% 48%

Operating expenses will go up sharply as

companies will have to take better care of

the environment/society

40% 17% 45% 62% 72% 86% 50% 59% 37% 48%


4.5%10.0% 9.5% 8.3% 4.5% 8.7%1%

5%

6%

18%

10%

42%35%

5%11%

17%18% 32%

22%

44%60%

25%25%

52% 56%

59%

25%36%

58%

35%

32% 30% 33% 30% 29% 28%41%

50%41%

11%

35%

To

tal

Bulg

aria

Cze

ch

Repu

blic

Hung

ary

Koso

vo

Latv

ia

Lith

ua

nia

Rom

ania

Serb

ia

Slo

vakia

Slo

ven

ia

It will become more maturewhereby it will include social andenvironmental issues in thebusiness model

It will flourish; more and morebusinesses will be joining in theCSR network

It will be in the same position astoday

It will be in decline; no-one will careabout CSR

DK

Position of CSR in the coming years

Most of the managers polled are optimistic about the future of CSR – almost half of them believe that CSR will flourish and there will be a

continued growth in the number of socially responsible businesses. One third of respondents claim that CSR will reach maturity as social and

environmental issues become a part of business models.

Managers from the the Visegrád Group States (Czech Republic, Hungary, Slovakia) are less optimistic in this respect – one third or more of

the respondents from these countries foresee stagnation in CSR.


What do you think the position of corporate social responsibility will be in the coming years?


Obstacles to CSR implementation in the future

59%

52%

46%

40%

39%

36%

35%

27%

24%

Perception of CSR as sponsoringinitiatives

Lack of government incentives

Companies' reluctance to invest

Conviction that CSR "doesn't pay"and no benefits can be derived…

Misunderstanding of the idea bycompanies' management teams

Economic crisis

Absence in the media and publicdebate

Inadequate education ofmanagement team

Lack of consumer pressure

Some of the main obstacles, as stated by managers, for CSR development in the next 15 years are the wrong perception of CSR as a

form of sponsoring, a lack of incentives from the state administration and businesses’ reluctance to invest in CSR initiatives.

56%

33%

39%

33%

67%

11%

50%

28%

33%

55%

50%

41%

64%

55%

9%

18%

18%

32%Latvia

Lithuania

58%

25%

75%

67%

25%

42%

25%

17%

25%

65%

70%

65%

5%

30%

45%

35%

30%

45%

53%

68%

58%

32%

26%

37%

63%

5%

32%

Czech Republic

Hungary

Slovakia



What do you think will be the main problems or obstacles to CSR implementation in your country in the next 15 years?


Obstacles to CSR implementation in the future


50%

30%

30%

30%

30%

20%

20%

30%

20%

75%

42%

25%

17%

25%

25%

17%

25%

17%BulgariaRomania

62%

48%

48%

52%

38%

48%

33%

38%

5%

59%

77%

27%

32%

46%

68%

59%

36%

18%

57%

48%

52%

57%

35%

39%

17%

35%

9%

Kosovo

Serbia

Slovenia

SOUTHEAST EUROPE

The government’s indifference to CSR implementation is mostly visible in Hungary, Slovakia and Serbia.The reluctance of enterprises to invest in CSR is mostly felt by managers from the Visegrád Group States, especially Czech Republic where it has felt strongly that such investments are “unprofitable”.

59%

52%

46%

40%

39%

36%

35%

27%

24%

Perception of CSR as sponsoringinitiatives

Lack of government incentives

Companies' reluctance to invest

Conviction that CSR "doesn't pay"and no benefits can be derived…

Misunderstanding of the idea bycompanies' management teams

Economic crisis

Absence in the media and publicdebate

Inadequate education ofmanagement team

Lack of consumer pressure

What do you think will be the main problems or obstacles to CSR implementation in your country in the next 15 years?


LITHUANIA SUMMARY


Lithuania summary

CSR – Past and present

91%

of managers claim that business has contributed

to solving social problems in Lithuania



nepotism






on the job market


business



• Counteracting


new jobs


What has been done? What should be done?

IMPACT OF CSR ON THE WAY BUSINESS WORKS BENEFITS OF CSR ACTIONS TO BUSINESS

The biggest CSR benefits to their firms

according to Lithuanian managers:

91% An increase in employee involvement

64% Improvement in relations with local communities

46%Improvement in recognition of the brand as

responsible/ sustainable


CSR MANAGEMENT METHODS AND TOOLS CSR EFFECTIVENESS MEASUREMENT

The most useful for

CSR managers:Worth popularising

in Lithuania:

32%Dialogue with

stakeholders

32% Social Campaigns

32%Environmental

programmes

50%Ethics programmes for

employees

50%Socially responsible

investing (SRI)

64%

of Lithuanian managers measure

the effectiveness of their CSR initiatives

Lithuania summary

CSR Managers

Most popular tools for measurement

32%Intersectional

cooperation 59% Opinion polls

64% Media monitoring


FUTURE OF CSR FUTURE OF BUSINESS

Lithuania summary

CSR – Future

59%

of Lithuanian managers predict that

CSR will flourish and there will be a

continued growth in the number of

socially responsible businesses

41%

of Lithuanian managers claim that

CSR will become mature with social

and environmental issues becoming

a part of the business models

Change in the

way business

functions as

a result of CSR

actions

95% 86%

77%

64%

Improvement in quality of

CSR reporting as a result of

EU Directives

Increase in

enterprise cost

Change in

business

models

Clients expect socially

responsible products and

services

OBSTACLES TO CSR GROWTH

Among the main obstacles to CSR development in the next 15 years,

most Lithuanian managers named the following:

64%Conviction that CSR "doesn't pay" and no

benefits can be derived from it

55%Perception of CSR as

sponsoring initiatives

55%Misunderstanding of the idea by

companies' management teams

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