Zilele Biz, CSR, Nov 18th, 2010

Puncte ante si post concluzie

• Cultura binelui prin prisma Habitat

• Implicare adevarata

• Miscarea lucrurilor (f)

Purpose of statement

• specific cases and examples of CSR practices that are genuinely integrated into corporate strategy

Lafarge’s CSR

Features of relationship in

practice

• Stability: 8 years• Long term PA (2x5y.)• Product-need match• Broader support:

employees + training• CSR Manager driven

by 3rd paradigm

Lafarge’s CSR integration

Top-down:• Core products

donated (top-down) to meet community’s need were joined by staff at all levels as volunteers meeting beneficiaries and training HFH and community to use products

Down-top• Staff came back

excited, influenced increasingly donations, new features (safety) and consolidation of Lafarge’s strategy to continue strengthening CSR

Lafarge’s statement

• “Strategia de creştere – include responsabilitatea socială atât faţă de angjaţii proprii, cât şi faţă de comunitate. Această dimensiune a făcut posibil acordul de colaborare cu Habitat for Humanity Romania”

Vodafone’s CSR

Features of relationship in

practice

• Stability: 5 years• Annually renewable PA• Cash + Staff manpower-

need match• Broader support:

beneficiaries/personal contact + comms support + staff allocation

• CSR Manager driven by 3rd paradigm

Vodafone’s CSR integration

Top-down:• Major cash funding

donated (top-down) to meet numerous communities’ needs was joined by staff at all levels as volunteers meeting beneficiaries and continuing personal relationships

Down-top• Staff came back excited,

influenced increasingly funding, new features (homeowners’ safety) and consolidation of Vodafone’s strategy to continue strengthening CSR

• E.g. volunteering line-up x—x+80%; linch

Vodafone’s statement

• “Pentru Vodafone Romania a fi o companie responsabila inseamna sa reinvestim in societatea din care facem parte, sa ne implicam in comunitate si sa fim alaturi de oameni prin sustinerea acelor initiative care le pot imbunatati viata.”

Conclusions: ingredients of succesful integration of CSR in strategy – a beneficiary’s perspective

• Long term comittment whatsoever• Employee’s (at all levels) feed-back to strategy

and participation in CSR • Formalization of CSR relations with the outside

world• Reality check positive flexibility• Stable HR position of CSR heads• Excellent media coverage• Employees fidelity to company’s values