CSR i tiden muligheder og udfordringer?

Transkript

1 CSR i tiden muligheder og udfordringer? Steen Vallentin Institut for Ledelse, Politik og Filosofi CBS Center for Corporate Social Responsibility Copenhagen Business School sv.lpf@cbs.dk

2 Tendenser Fra at reflektere samfundets værdier (window-in) til at skabe værdi (window-out) Fra risiko og omkostninger til muligheder og innovation Fra etik til strategi Fra implicit social ansvarlighed til eksplicit CSR Statens rolle (handlingsplan, årsregnskabslov m.m.) Transportområdets særlige issues

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6 Frontløberne

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10 "On the face of it, shareholder value is the dumbest idea in the world Shareholder value is a result, not a strategy... your main constituencies are your employees, your customers and your products. FT, March 12, 2009

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12 EUs definition CSR defineres som virksomhedernes frivillige arbejde med at integrere sociale og miljømæssige hensyn i deres forretningsaktiviteter og i interaktionen med deres interessenter. Europa-Kommissionen, 2001

13 Milton Friedman ( ) The view has been gaining widespread acceptance that corporate officials and labor leaders have a social responsibility that goes beyond serving the interest of their stockholders or their members. This view shows a fundamental misconception of the character and nature of a free economy. In such an economy, there is one and only one social responsibility of business - to use its resources and engage in activities designed to increase its profits so long as it stays within the rules of the game, which is to say, engages in open and free competition, without deception or fraud. Capitalism & Freedom, 1962

14 En tidligere skeptiker There is no way to avoid paying serious attention to corporate citizenship: the costs of failing are simply too high. ( ) There are countless win-win opportunities waiting to be discovered: every activity in a firm s value chain overlaps in some way with social factors everything from how you buy or procure to how you do your research yet very few companies have thought about this. Professor Michael Porter Harvard Business School The goal is to leverage your company s unique capabilities in supporting social causes, and improve your competitive context at the same time. The job of today s leaders is to stop being defensive and start thinking systematically about corporate responsibility.

15 Strategisk filantropi

16 Business case: overskrifter Kurucz et al. (2008) Orlitzky (2008) Omkostningsreduktion og risikominimering Konkurrencefordele Omdømme og legitimitet Synergisk værdiskabelse Minimering af forretningsmæssige risici Forbedring af interne ressourcer og kompetencer (effektivitet) Øget salgsprovenu (premium) Øge konkurrenters omkostninger Forbedre organisationens omdømme

17 The principle of shared value The essential test that should guide CSR is not whether a cause is worthy but whether it presents an opportunity to create shared value that is, a meaningful benefit for society that is also valuable to the business. the more closely tied a social issue is to the company s business, the greater the opportunity to leverage the firm s resources and capabilities and benefit society. Porter & Kramer, 2006

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19 Raison d etre for strategisk CSR Corporations are not responsible for all the world s problems, nor do they have the resources to solve them all. Each company can identify the particular set of societal problems that it is best equipped to help resolve and from which it can gain the greatest competitive benefit. When a well-run business applies its vast resources, expertise, and management talent to problems that it understands and in which it has a stake, it can have a greater impact on social good than any other institution or philanthropic organization. Porter & Kramer, 2006

20 Den danske regering

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22 World Economic Forum

23 (Matten & Moon, 2008) CSR: explicit and implicit

24 Roadmap to sustainability: overcome barriers Slide from the World Economic Forum (WEF)

25 25 Tendenser og spændinger i CSR-feltet Etik og/eller profit Fra implicit til eksplicit CSR Fra hvorvidt til hvordan Tale vs. handling (motiv, konsekvens, troværdighed) Top (ledelse) vs. bund (medarbejdere og interessenter) Integration (kerneforretning) vs. dekobling (sideaktivitet) Vedvarende engagement vs. modefænomen De store og de små

26 Den enkelte virksomhed Hvad gør vi allerede? Hvor kan vi gøre mere? Hvor har vi et særligt ansvar? Hvor er vi særligt udsatte? Hvor har vi særlige kompetencer? Synergier, retning, fokus? Relevante interessenter og påtrængende issues?

27 Det sociale ansvar Samarbejde (collaborative governance) Branche, netværk, klynger Partnerskaber (offentlig-privat-civilsamfund) Social kapital, sammenhængskraft Investeringer i lokalsamfund Regional udvikling