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TODAY SESSION IV – CSR &

Strategy1. Presentation2. Break3. Assignment 2 CSR Videos4. Stonyfield Farm Case

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"Like the IT and quality megatrends,sustainability will touch everyfunction, every business line,

every employee.” (Lubin & Esty, 2010)

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Agenda• Sustainable strategy–What, why, examples

• Responsible leadership–New trends in leadership–Examples

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Strategy

Where we are

Where we want

to beCSR

ValuesMission statements GoalsObjectives

ImplementationExternal guidelines

Internal codes of conductLeadershipGovernanceRisk managementHR management

Measuring sustainable performance: CSR accounting and reporting

Tools

Are we there?

Culture

Mission StatementExample:

“Patagonia exists as a business to inspire and implement solutions to the environmental

crisis.”

• a pioneer in environmentalism

• Ventura, California-based clothing company, focusing mainly on high-end outdoor clothing.

What is Business Strategy?

"Strategy is the long-term direction and scope of an organization which achieves advantage for the organization through its configuration of

resources within a challenging environment in order to meet the needs of markets and to fulfill

stakeholders’ expectations”

(Johnson and Scholes, 2010)

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Strategy deals with:– Direction: where are we going in the long-term?– Scope: which markets do we want to compete in, which

customers do we want to serve, what activities do we want to be involved in?

– Advantage: how can we out-perform competition in those markets?

– Resources: which resources (people, financing, knowledge, skills, facilities) do we need to be competitive? – SW of SWOT

– Environment: which external environmental factors and trends will affect our ability to compete? – OT of SWOT

– Stakeholders : what are their values and expectations and how are we going to manage them.

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Sustainable Development Strategies• Many terms used in the literature and by

practitioners• These are not necessarily synonymous– Sustainable Strategy– Sustainability Strategy– Responsible Strategy– CSR Strategy– Societal Strategy– Social Strategy – Environmental Strategy– Etc. 9

So what is a CSR/Sustainable Development Strategy?

It is a strategy which creates, develops and maintains long-term business value and includes specific objectives integrating

economic, environmental and social dimensions

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Why have a CSR/Sustainability Strategy?

• To copy others?• To save the planet?• To feel less guilty?• To do “something”?• To improve the company's reputation?

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Motivations for a Sustainable Business Strategy

1. Ensure the long term survival of the business in anticipating future legislations by improving business image ensuring competitive position transforming the business according to stakeholders’

requirements

2. To exploit new business opportunities linked to sustainable development : green products, clean technology

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When is CSR strategic?• "A CSR policy, program, or process is strategic when it

yields substantial business related benefits to the firm…by supporting core business activities and … contributing to the firm's effectiveness in accomplishing its mission.” - Crane-Matten-Spence, 2008

• When there is: – Alignment of social, environmental and economic

benefits.– Integration of CSR values and behaviors at all levels of

the company.

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7 Dimensions of Strategic CSR

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Centrality: closeness of fit to the firm's mission and objectives. Ex: Merck's Mectizan drugSpecificity: ability to capture firm-specific benefits. Ex: congeneration technologyProactivity: ability to propose CSR policies which anticipate, environmental trends in non-crisis conditions. "Planned change" Ex: Toyota's hybrid technology

Voluntarism: the scope of discretionary decision making and the lack of externally imposed compliance requirements. Ex: InterfaceVisibility: the ability to gain internal and external recognition for CSR initiatives. Ex: J&J (+), Exxon (-)

Stakeholders: Determine which ones are critically important to achieving objectives and set CSR policies which address their needs.

Value creation: the extent to which CSR programs create value for customers

How to Develop a Sustainability Strategy Adam Werbach, CEO of Saatchi & Saatchi advertising

• Drivers– Social– Environmental– Cultural– Economic

• KSFs– Transparency– Engagement – “PSP” Personal

sustainability projects– Networks with experts: NGOs, …

“Many of the best efforts start renegade”

“But it must become a company priority”

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What will ensure that CSR becomes an integral part of a

company’s DNA?

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CSR starts at the top

Responsible leadership

What characterizes a leader according to you?

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Leadership is about who you are,

not what you do.

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Can leadership be developed?

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Leadership Gap in the Financial Sector• Focus on individual bonuses instead of overall good

of the company.

• Too much individual decision making companies have asked business schools, to focus more on team leadership.

• Weak management skills: give little feedback, expect long hours, destroy work-life balance

• Lack of government oversight / regulation and cooperation with competitors.

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Source: "Eyes on the Wrong Prize: Leadership Lapses That Fueled Wall Street's Fall"

Corporate governanceConcept

• A set of processes, customs, policies, laws, and institutions affecting the way a company is directed, administered or controlled.

• Concerned with:– Stakeholder relationships– The goals for which the corporation is governed.– Accountability of individuals in an organization through

mechanisms that try to reduce or eliminate the principal-agent problem (later slide)

– Historically, economic efficiency, with a strong emphasis on shareholders' welfare.

• Renewed interest since 2001 in aftermath of high-profile collapses like Enron and MCI Inc. (formerly WorldCom).

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Governance"Traditional approach"

• CEO, board of directors, managers, shareholders, and other stakeholders

• In corporations, the shareholder (principal) delegates decision rights to the manager (agent) to act in the principal's best interests.

• Separation of ownership from control implies a loss of effective control by shareholders

• Governance controls should help align the incentives of managers and shareholders

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GovernanceAgency theory

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ManagerShareholder

Governance following EnronThe Sarbanes-Oxley Act (2002)

• "Protect investors by improving the accuracy and reliability of corporate disclosures made pursuant to the securities laws, and for other purposes."

• Set new standards for all U.S. public company boards

• Was designed to restore public confidence in corporate governance.

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GovernanceModels vary worldwide

• Anglo-American (liberal) model– Priority to shareholders. – Encourages radical innovation and cost competition

• Coordinated model (Continental Europe and Japan) – Recognizes other stakeholder interests– More collective corporate governance facilitates

incremental innovation.

• Ex: German model of industrial democracy

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