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1 CSR and Development Panel Ian Jones Project Leader and Research Associate Centre for Business...
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![Page 1: 1 CSR and Development Panel Ian Jones Project Leader and Research Associate Centre for Business Research University of Cambridge Visiting Academic Fellow,](https://reader035.fdocuments.in/reader035/viewer/2022072011/56649e385503460f94b29beb/html5/thumbnails/1.jpg)
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CSR and Development Panel
Ian Jones
Project Leader and Research AssociateCentre for Business Research
University of Cambridge
Visiting Academic Fellow, Henley Business School
![Page 2: 1 CSR and Development Panel Ian Jones Project Leader and Research Associate Centre for Business Research University of Cambridge Visiting Academic Fellow,](https://reader035.fdocuments.in/reader035/viewer/2022072011/56649e385503460f94b29beb/html5/thumbnails/2.jpg)
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A Social Capital approach to MNEs to developing country engagement
• Social capital in developing countries– ‘features of social organisation, such as trust, norms and
networks, that can improve the efficiency of society by facilitating co-ordinated actions.’ Robert Putnam (1993)
– Social relationships are key to facilitating successful development. Michael Woodcock (2000)
• Typology of external relationships– Scope – Person to person, vertical, institutional– Structure (Form): Networks, boundary crossing– Cognitive(Form): Cognitive: Competence/Goodwill
• Studied MNE best practice corporate citizenship projects
![Page 3: 1 CSR and Development Panel Ian Jones Project Leader and Research Associate Centre for Business Research University of Cambridge Visiting Academic Fellow,](https://reader035.fdocuments.in/reader035/viewer/2022072011/56649e385503460f94b29beb/html5/thumbnails/3.jpg)
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High Social and Environmental Impact Projects
Youth Business International (Diageo)International partnership programme for funding and mentoring young entrepreneurs
Anglo-Zimele (Anglo American)Funding, mentoring and sourcing from Black Economic Empowerment SMEs
Love –Life (Anglo American)Collaborative programme providing HIV/AIDS treatment for employees & communities
Lymphatic Filariasis LF (GSK)World wide programme to eliminate third world disease with albendazole
Community phone shops (Vodafone)Supplying subsidised secure converted container mobile phone shops in poor communities
![Page 4: 1 CSR and Development Panel Ian Jones Project Leader and Research Associate Centre for Business Research University of Cambridge Visiting Academic Fellow,](https://reader035.fdocuments.in/reader035/viewer/2022072011/56649e385503460f94b29beb/html5/thumbnails/4.jpg)
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How MNE projects can have high social and environmental impact
• Create an extensive, diverse, and lasting institutional network that delivers
• Strengthens local communities (relationships and learning)
• Relevant to company, relevant to community. • Meets needs in ways that draw on the company and
community interests• MNE and other partnerships contribute their distinctive
expertise to ADD VALUE
![Page 5: 1 CSR and Development Panel Ian Jones Project Leader and Research Associate Centre for Business Research University of Cambridge Visiting Academic Fellow,](https://reader035.fdocuments.in/reader035/viewer/2022072011/56649e385503460f94b29beb/html5/thumbnails/5.jpg)
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These are the few ‘flagship’ projects
• Typically a solvable problem seeking a donor, or arising from a business dilemma, not part of a programme
• Receive the same quality professional management as a normal investment project
• Limited to health, employment, generation, and entrepreneurship?
• International transfer of learning• Legacy network and learning should inspire new projects
or even ‘bottom of pyramid’ products/services• Educate politicians to define impactful ‘licence to
operate’ demands
![Page 6: 1 CSR and Development Panel Ian Jones Project Leader and Research Associate Centre for Business Research University of Cambridge Visiting Academic Fellow,](https://reader035.fdocuments.in/reader035/viewer/2022072011/56649e385503460f94b29beb/html5/thumbnails/6.jpg)
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Most CSR Projects fail to make a lasting and sustainable impact
• Tommorrow’s People (Diageo)– UK project helping unemployed into work
• Earthwatch (Diageo)– Employees volunteer for conservation research
• Projeto Bartender (Diageo)– Trains young unemployed as bartenders
• Opportunity international (Vodafone)– Developing software and equipping micro-finance loan officers with Personal Digital
Assistants –Providing software development
• TSF (Vodafone)– Providing financial support after 2004 Tsunami
![Page 7: 1 CSR and Development Panel Ian Jones Project Leader and Research Associate Centre for Business Research University of Cambridge Visiting Academic Fellow,](https://reader035.fdocuments.in/reader035/viewer/2022072011/56649e385503460f94b29beb/html5/thumbnails/7.jpg)
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The majority weak cases
• Unambitious projects, often donor looking for a problem• Too trivial to get into the ‘blood stream’ of the company• Either unrelated philanthropy or surrogate commercial
acitivities – strategically irrelevant or unimpressive• For an activity that is usually overseen by a board
committee, the management is remarkably inconsistent• Glossy social reports including anything remotely
relevant adds to the impression of a cynical, cosmetic and uncommitted policy
• No legacy of network or learning to transform community or management when philanthropy is exhausted
![Page 8: 1 CSR and Development Panel Ian Jones Project Leader and Research Associate Centre for Business Research University of Cambridge Visiting Academic Fellow,](https://reader035.fdocuments.in/reader035/viewer/2022072011/56649e385503460f94b29beb/html5/thumbnails/8.jpg)
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Under what conditions can MNEs contribute to sustainable development?
• MNE’s Strategic appreciation of power of external relationships and joint value added creation
• MNEs, NGOs, Governments learning how to work together, Overcome climate of suspicion and mistrust.
• Government to setting more stringent ‘license to operate’ conditions, but guided by MNEs
• Philanthropic pump priming leading to ‘shared’ commercial projects
• A major environmental disaster – a wake up call• Higher auditing standards taking a more critical view of
information provided by management• An impact metric to convince investment community