Creating Social Vision and Drawing CSR Map

Responsible business and CSRCreating a shared visionIssue prioritizationTheory of changeIntervention approachMainstreaming CSR in corporate governance

Source: UNESCAP (United Nations Economic and Social Commission for Asia and the Pacific ) Publication

Business responsibility perspective

NVG perspective

Business Responsibility

Business Responsibility

Companies Act perspective

Responsible business and CSRCreating a shared visionIssue prioritizationTheory of changeIntervention approachMainstreaming CSR in corporate governance

The big questions

Why CSR?

Source: Wikipedia

Current trend

Factors contributing to vision

Regulatory Environment

Market Condition

Political Environment

Social Condition

Shareholder Expectation

Employee Interest

Customer Expectation

Community Need

Global Norms and Standards

National Norms and Standards

ValuePurpose

Elements of vision

How do we get there?

Whose vision is it anyway?Who shapes the vision

Senior management?Site based/Community demand?Employees interest?Investors interest?

Who owns it?Is it the responsibility of CSR committee and board alone?Is the decision making, attitude and behaviour at all levels within the

company underpinned by the shared vision?Who is aware of it?

Is the vision communicated and understood by all the stakeholders (external and internal)

Source: classroom-aid.com

Source: Ebook: Building A Vision Authоr: Steve Carrick

Stages to building a shared vision

Vision roadmap

Stakeholder expectations mappingIt is important to understand the different

stakeholders needs and expectations, as it would serve as important references for development of CSR policy and plans

Stakeholder expectation mapping processStep I : Stakeholder IdentificationStep 2: Stakeholder and expectation and concerned issue

analysis

Step I - Stakeholder Identification

Think of all the people who are affected by your work, who have influence or power over it, or have an interest in its successful or unsuccessful conclusion

Are those ultimately affected, either positively or negatively by an organization's actions

Primary Stakeholder

Are the ‘intermediaries’, that is, persons or organizations who are indirectly affected by an organization's actions

Secondary Stakeholder

Those (who can also belong to the first two groups) have significant influence upon or importance within an organization

Key Stakeholder

Step I - Stakeholder identification

Understanding of their needs and concerns

Prioritize the categories of stakeholders asVital to the company’s operation and successImportant to include for practical and political reasonsNice to include if possible given time and resource

Establish communication with different stakeholdersCompile their economic, social, and environmental

needs and concerns Prioritize concerns/needs according to their impact

on the company into primary, secondary and tertiary

OPEN BLIND

UNKNOWNHIDDEN

Probing/consultation

Self discovery

Shared discovery

Unknown by others

Known by others

Unknown by self

Known by self

Adapted from Luft and Ingham (Johari Window)

Creating shared perspective with stakeholders

Stakeholder engagement process – community need assessmentProcess of assessing the community’s needs and

resources Community Identification & Targeting

Community - Common geography, culture, interests, demography, etc

Its reference point to the company

Identifying needs the Bradshaw Way

Discrepancy between current state and a given norm or standard (something that has been professionally defined)

It is what people in the

community say they want or

feel they need

Refers to unmet demand – that which can be inferred by observing

A discrepancy between what one group has and what another group, with similar characteristics, has

Community needs assessmentProblems are translated to needs, needs are

translated to interventionsNeeds assessment starts with problem analysisIntegrates qualitative and quantitative methods

Information from internal stakeholdersIt can be done by using

SurveyFGDsGroup Discussions/ consultationsOne-on-one meetings

Responsible business and CSRCreating a shared visionIssue prioritizationTheory of changeIntervention approachMainstreaming CSR in corporate governance

Issue prioritizationNext step would be to evaluate the number of issues compiled so

far based upon certain criteria and arrive at a prioritized list of itemCreate a issue prioritization matrix and score it accordingly

It could be a simple matrix or you can assign weightages to the various criteria

For instance greater weightage to the concerns of vital stakeholders

Issue

Internal relevance

External relevance

Strategic Alignment

Impact on company

Leverage Potential

Feasibility

Responsible business and CSRCreating a shared visionIssue prioritizationTheory of changeIntervention approachMainstreaming CSR in corporate governance

“Would you tell me, please, which way I ought to go from here?" "That depends a good deal on where you want to get to.” ― Lewis Carroll, Alice in Wonderland

Assumptions

Assumptions

Assumptions

Assumptions

Present State

Desired State

Interventions

Result

Theory of change

Theory of change

Your view of how change is going to come about; the mechanism through which it occurs

Rather than projecting outcomes from your activities, ToC reverses that process by focusing FIRST on WHAT OUTCOME you are seeking (your goal) – then thoroughly considering all preconditions necessary

Interventions and Activities are then based on your outcomes framework

Steps to create a theory of change

Identify long term goals

List out preconditions

Identify interventions

Develop indicators

Be clear about what impact you want to create through your initiatives and articulate it as

the ultimate goal

List all of the changes that must happen in order to reach the long-term goalgoal

List out interventions (activities) done in a certain way that are most likely to bring

about the outcome

List Measurable indicators of success or evidence. Every indicator should be SMART (Specific,

measurable, attainable, relevant and time – bound

Logic of log frame analysis

Project Description

Indicators Source of Verification

Assumptions

Goal

Objective(s)/Outcome(s)

Deliverables/Outputs

Activities

If the OBJECTIVES are accomplished;

Then this should contribute to the overall goal

If DELIVERABLES are produced;

Then the OBJECTIVES are accomplished

If adequate RESOURCES/INPUTS are provided;

Then the ACTIVITIES can be conducted

If the ACTIVITIES are conducted;

Then RESULTS can be produced

Responsible business and CSRCreating a shared visionIssue prioritizationTheory of changeIntervention StrategyMainstreaming CSR in corporate governance

Questions to be considered while selecting the approachWhat should be the implementation strategy?Who will be implementing it?

Direct implementationImplementation by NGOs

What should be the program approach?Extensive /intensiveDevelop a model and replicate it at a later stageComplement/ supplement existing initiativesComprehensive programme/ implement different aspects of

the program in different area enabling cross learning

Questions to be considered while selecting the approachWhat should be the geographic spread?

Wide spread/concentratedWhat will be the unit of intervention?

Ad hoc/ structure (Village/block/district..)What should be the resource/capacity leveraging

strategy?Partnering with government bodiesPartnering with other corporate bodies

Responsible business and CSRCreating a shared visionIssue prioritizationTheory of changeIntervention approachMainstreaming CSR in corporate governance

CSR and corporate governance

The Companies Act expects directors to be accountable for the followingCSR policy CSR activitiesCSR fund allocation & utilization Reporting on CSR

For this purpose CSR committee with 1 independent director nee to be constituted by the board

Monitoring the CSR project from time to time falls under the purview of CSR committee and hence ultimately on the board

However it must be noted that a company with good CSR does not necessarily imply good corporate governance – until it is in the business of responsible business!