Miller CSR

Corporate Social Responsibility
Concepts, key issues, context

Key CSR drivers Implications for enterprise Implications for development
Main Concepts of CSR

CSR (Carrol, 1979) Firms have responsibilities to societies including economic, legal, ethical and discretionary (or philanthropic). - See also DeGeorge (1999) on the Myth of the Amoral Firm Social Contract (Donaldson, 1982; Donaldson and Dunfee, 1999) There is a tacit social contract between the firm and society; the contract bestows certain rights in exchange for certain responsibilities.
Stakeholder Theory (Freeman, 1984) A stakeholder is any group or individual who can affect or is affected by the achievement of an organisations purpose. Argues that it is in the companys strategic interest to respect the interests of all its stakeholders.
Main Concepts of CSR
CSR = political economy

The rights and responsibilities assigned to private
industry.
Key Issues in CSR

Labour rights: child labour forced labour right to organise safety and health Environmental conditions water & air emissions climate change Human rights cooperation with paramilitary forces complicity in extra-judicial killings
Poverty Alleviation job creation public revenues skills and technology
Context Globally
Liberalisation of markets reduction of the regulatory approach
Emergence of global giants, consolidation of market share

Development of the embedded firm and the global value chain
Development of supplier networks in developing countries
Key drivers of CSR
Around the world

NGO Activism Responsible investment
Developing Countries
Foreign customers Domestic consumers
Litigation
Gov & IGO initiatives
FDI
Government & IGO
Key Drivers: NGO Activism

Facilitators: IT (esp Internet), media, low cost travel Boycotts, brand damage, influence legislation, domino effect e.g. Shell in Nigeria, Exxon in Cameroon, Sinopec in Sudan, Apparel Industry (Nike, Gap), GMO, Wood Products, etc.
Domino Effect in the US Wood Products Industry:

7 out of top 10 shift policy on old growth within 18 months
Date of Policy Shift Aug - 1999 Nov - 1999 Nov - 1999 Jan - 2000 Aug - 2000 Aug - 2000 Company Home Depot Home Base Wickes Menards Lowes 84 Lumber Industry Rank 1 6 9 3 2 4
Dec - 2000
Payless Cashways
Key Drivers: Responsible Investment

Roots of: South Africa Apartheid Divestment
Significant size: US SRI = 2.3 trillion $ in 2005 or 10% of all professionally managed investments
Shareholder activism: shareholder resolutions; voting process Influence corporate reporting and disclosure requirements New rules on CSR reporting
Principles for Responsible Investment www.unpri.org
Signatories will 1 incorporate ESG issues into investment analysis and decision-making processes. 2 be active owners and incorporate ESG issues into our ownership policies and practices. 3 seek appropriate disclosure on ESG issues by the entities in which we invest. 4 promote acceptance and implementation of the Principles within the investment industry. 5 work together to enhance our effectiveness in implementing the Principles. 6 each report on our activities and progress towards implementing the Principles.
Investor opinion survey (IFC)
Asset owners. Do you expect to implement ESG policies in your emerging market investments?
Yes
81.5%
No
18.5%
10
20
30
40
50
60
70
80
90
100
Key Drivers: Litigation

Foreign Direct Liability
Alien Tort Claims Act (ATCA): human rights, environmental rights o Unocal Burma $30,000,000 settlement
o Coca-Cola Columbia o Rio Tinto Papau New Guinea o Del Monte Guatemala o The Gap Saipan o Shell Nigeria Other tools: RICO, False Advertising E.g. Saipan sweatshop cases; Katsky v. Nike
United Nations Initiatives

UN Global Compact UN Principles for Responsible Investment UNEP Equator Principles ILO Tripartite Declaration of Principles concerning Multinational Enterprises and Social Policy (MNE Declaration) UNHCHR Business and Human Rights UNODC Anti-corruption UNCTAD Corporate Responsibility Reporting, World Investment Report
Implications for Enterprises

CSR Drivers
New social and product liability patterns Development of Codes of Conduct and CSR reporting Expanding sphere of influence
Application of Code of Conduct to value chain CSR management: value chain management = compliance management
Transnational Corporations
The Extended Firm Regional Plants / JV Partners Suppliers / Distributors
Implications for Enterprises: TNC as an organ of society

every individual and every organ of society [should] promote respect for these rights and freedoms and to secure their universal and effective recognition. - UN
International Declaration of Human Rights
It would be a strange tort system that imposed liability on state actors but not on those who conspired with them to perpetrate illegal acts through coercive use of state power.
- 1997 Eastman Kodack Co. v. Kalvin
International principles apply only to governments
Trend in international law
International principles apply to governments and companies
Implications for Enterprises: CSR Management
How do companies address socio-environmental & legal compliance issues?

Policies - Code of Conduct
Systems - Compliance Management

Reporting - Accounting and Reporting
CSR Management: Systems approach

Sustainable business development does not come about of its own accord. Rather, commitment to sustainability demands that corporate processes be reliably controlled and that everyone's actions in finance as much as in environmental and social areas - be coordinated. Prerequisites for this are binding guidelines, unambiguous corporate goals and a clear organizational structure.
- Deutsche Telekom
CSR Management: Management structure

Example: Chiquita
Board of Directors Audit Committee of Board
President & CEO
Group Presidents
Chief Financial Officer
VP of Human Resources
General Counsel
Corporate Responsibility Officer
Steering Committee
CSR Management: Plan, Do, Check, Act method

Plan
Consult stakeholders Establish code of conduct Set targets
Do
Establish management systems and personnel Promote code compliance
Act
Corrective action Reform of systems
Check
Measure progress Audit Report
Code of Conduct: Widespread adoption among TNCs

Adoption of
More than half of the 100 largest firms by global revenue (Fortune Global 100)
More than a third of the 100 largest firms by foreign assets (UNCTAD WIR 100) 57% of all foreign assets 51% of all foreign sales 65% of all foreign employees
Codes found among all industrial sectors.

Not Specified 12% Multi-Sector 7% Technology 17%
Heavy Industry 27% Light Industry 17%
Services 20%
Source: OECD 1999 survey of 233 codes
Code of Conduct: Issue emphasis varies by industry

Heavy Industry Light Industry Services Environment Fair Employment & Labour Rights Rule of Law Fair Business Practices
Technology
Multi-Sector
0 20 40 60 80 100
% of Codes addressing issue

Code of Conduct: Emerging consensus on key issues

Bribery/improper payments Conflict of interest Security of proprietary information Receiving gifts Discrimination / equal opportunity Giving gifts Environment Sexual harassment Antitrust Workplace safety Political activities Community relations Confidentiality of personal information Human rights
0% 25% 50% 75% 100%
% of codes addressing issue

Source: Conference Board 1999, Survey of 123 Codes
Code of Conduct: Cascade effect

100%
82%
as % of all codes surveyed
75%
50%
50%
34%
25%
22%
0%
Company
Contractors
Subcontractors
Customers
Code of Conduct: Cascade effect

JV Partners Suppliers/ Vendors
Giving gifts Receiving gifts Bribery/improper payments Conflict of interest Environment Discrimination / equal opportunity Sexual harassment Workplace safety Human rights Political activities Whistleblowing Child labor Nepotism
Source: Conference Board 1999, Survey of 123 Codes
0% 10% 20% 30% 40% 50%
% of COE applying to JV partner or Supplier/Vendor
Sphere of Influence
Who is to be influenced?
Sphere of Influence
What issues are to be influenced?
Sphere of Influence
How are those issues to be influenced?
Sphere of Influence
Example: Mattel
Who: suppliers, JVs and branch plants

What: OSH How: focus on manufacturing processes, HR, factory design
CSR Management: Governing the value chain
Compliance Management: Management by certification
ISO 14000 by Region

Far East Aust./ New Zealand
SA 8000 by Region
Europe
Africa/ W. Asia
S. America N. America Europe
Asia
N. America Africa S. America
Introduced 1995 By 2002: 37,000 factories, 112 countries
Introduced 1998 By 2005: 763 factories, 47 countries
Compliance Management: Management by certification
ISO 26000: Social Responsibility

To be Introduced in 2009 or 2010 NOT a Management System (?) NOT a Certifiable Standard (?)
ISO 26000 Roadmap

Principles of SR
1. Ethical behaviour 2. Respect for rule of law 3. Respect for international norms of behaviour 4. Respect for and considering of stakeholder interests 5. Accountability 6. Transparency 7. Precautionary approach 8. Respect for human rights
Core Subjects
Organizational Governance
Implementing SR
7.3 Working With Stakeholders
7.2 Defining scope Fair operating practises Community & society development Consumer issues Labour Practises Human Rights
7.4 Integrating into organization 7.5 Implementing in daily practise 7.7 Evaluating performance 7.8 Enhancing credibility
Environment
7.3 Communicating
CSR Management: Supply chain specific
CSR Management: CSR reporting becomes mainstream

% of Large Firms Issuing a CSR Report
64%
CSR Management: Emerging standards in CSR Reporting

Global Reporting Initiative (GRI)
A multi-stakeholder initiative
www.globalreporting.org
International Standards of Accounting and Reporting (ISAR)

A project of UNCTAD
www.unctad.org/isar
Implications for Development

CSR cascade effect on members of the global value chain labour conditions (e.g. OSH, right to organise, wages) environmental controls transfer of new management techniques Compensation for weak legal environment in LDCs Impact on economic development & national competitiveness???
Implications for Development: CSR management

CSR performance among 100 emerging market enterprises
Environment overall
100% 80% 60%
40% 20% 0% Policy Advanced Good Systems Intermediate Limited Reporting No evidence
Source: UNCTAD, 2008

Countering Bribery overall

100% 80% 60% 40% 20% 0% Policy
intermediate
Systems
limited no evidence
Reporting

Human Rights overall

100% 80% 60% 40% 20% 0% Policy
intermediate
Systems
limited
Reporting
no evidence
Implications for Development: is CSR good for growth?

David Henderson
[CSR]s adoption would reduce competition and economic freedom, and undermine the market economy.
[CSR] is liable to hold back the development of poor countries through the suppression of employment opportunities within them.
Implications for Development: Experiments in quantification

Does an increase in CSR correspond with an increase in labour costs?
40,000 35,000
Labor Cost per worker in manufacturing ($ per year, 1990-1994)
30,000
25,000
20,000
15,000
10,000 R2 = 0.6079 5,000 Indonesia 0 30 35 40 45 50 55 60 65 70 75 80 National Corporate Responsibility Index (2003 Score) Costa Rica
Implications for Development: Experiments in quantification

Does an increase in CSR correspond with a decrease in real GDP growth?
10.0% China Ireland
8.0%
Real GDP Growth Avgerage 1991-2001
6.0% New Zealand 4.0% Indonesia
2.0% Turkey 0.0% 30 -2.0% Russia -4.0% National Corporate Responsibility Index (2003 Score) 35 40 45 50 55 60 65 70 75 80 Thailand

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Corporate Social Responsibility

Concepts, key issues, context

Main Concepts of CSR

Main Concepts of CSR

CSR = political economy

Key Issues in CSR

Poverty Alleviation job creation public revenues skills and technology

Emergence of global giants, consolidation of market share

Key drivers of CSR

Around the world

Key Drivers: NGO Activism

Domino Effect in the US Wood Products Industry:

Key Drivers: Responsible Investment

Principles for Responsible Investment www.unpri.org

Investor opinion survey (IFC)

Key Drivers: Litigation

United Nations Initiatives

Implications for Enterprises

The Extended Firm Regional Plants / JV Partners Suppliers / Distributors

Implications for Enterprises: TNC as an organ of society

International principles apply only to governments

Trend in international law

International principles apply to governments and companies

Implications for Enterprises: CSR Management

How do companies address socio-environmental & legal compliance issues?

Systems - Compliance Management

CSR Management: Systems approach

CSR Management: Management structure

President & CEO

Chief Financial Officer

Corporate Responsibility Officer

CSR Management: Plan, Do, Check, Act method

Code of Conduct: Widespread adoption among TNCs

Codes found among all industrial sectors.

Heavy Industry 27% Light Industry 17%

Source: OECD 1999 survey of 233 codes

Code of Conduct: Issue emphasis varies by industry

% of Codes addressing issue

Code of Conduct: Emerging consensus on key issues

% of codes addressing issue

Code of Conduct: Cascade effect

Source: OECD 1999 survey of 233 codes

Code of Conduct: Cascade effect

% of COE applying to JV partner or Supplier/Vendor

Who: suppliers, JVs and branch plants

CSR Management: Governing the value chain

Compliance Management: Management by certification

ISO 14000 by Region

S. America N. America Europe

N. America Africa S. America

Introduced 1995 By 2002: 37,000 factories, 112 countries

Introduced 1998 By 2005: 763 factories, 47 countries

Compliance Management: Management by certification

ISO 26000: Social Responsibility

ISO 26000 Roadmap

CSR Management: Supply chain specific

CSR Management: CSR reporting becomes mainstream

CSR Management: Emerging standards in CSR Reporting