CSR MANAGERS SURVEY 2015 IN CENTRAL EUROPE · Cause-related marketing (CRM) Sustainable supply...
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CSR MANAGERS
SURVEY 2015
IN CENTRAL EUROPEWarsaw, October 2015 | Sustainability Consulting CE
© 2015 Deloitte Central Europe 2
KEY FINDINGS
© 2015 Deloitte Central Europe 3
CSR - Past and present
Key findings
IMPACT OF CSR ON THE WAY BUSINESS WORKS
An overwhelming majority of respondents (84%) claim that
business has had a positive effect on finding solutions to
social problems within their countries in recent years,
which includes 36% who strongly agree with this
statement. This is a much better result when compared
with the percentage of same responses provided by CSR
managers through a survey conducted in Poland by the
Responsible Business Forum (RBF).
CSR managers mostly put emphasis on the role of
business in solving environmental problems, supporting
education (financial support) and counteracting
unemployment (creating new jobs). The issues listed
above are key for the respondents, while CSR managers
expect stronger involvement in combatting corruption.
CSR BENEFITS FOR BUSINESS
Respondents witnessed positive changes with employees
when implementing CSR activities in their firm. Some of
the biggest benefits were: stronger involvement (65%),
better ethical awareness (46%), improvement in reputation
(55%), and recognition of the brand as socially responsible
(51%). The results of the RBF survey in Poland were also
similar.
managers believe business has
helped finding solutions to social
problems within their countries
Key social issues that ought to be
addressed by business
ENVIRONMENTAL PROTECTION
EDUCATION
UNEMPLOYMENT
EMPLOYEES(stronger involvement)
IMAGE(improvement in reputation)
84%
Biggest CSR benefits witnessed by
managers in their companies relate to
© 2015 Deloitte Central Europe 4
Key findings
CSR ManagersCSR MANAGEMENT METHODS AND TOOLS
In the opinion of the CSR managers polled, the most useful in CSR
implementation are tools and methods enabling employee
involvement such as corporate volunteering (36%), ethical
programmes for employees (29%) or dialogue with stakeholders
(35%). Respondents also named social campaigns (29%) and pro-
ecological programmes (29%) as useful initiatives. Managers
pointed to socially responsible investing (40%) and inter-sectorial
cooperation (32%) as tools that are underused and worth
popularising. These responses are mostly similar to the responses
we obtained from Polish managers.
MEASUREMENT OF EFFECTIVENESS OF CSR INITIATIVES
Just over half of the respondents (54%) measure the effectiveness
of their CSR initiatives. Media monitoring is the most popular
method for evaluating the respondents’ own initiatives (52%). To a
lesser extent managers use their own CSR metrics (37%) or
opinion polls (34%). Polish managers monitor the effects of their
actions using their own metrics much more often than their
colleagues throughout the rest of Europe.
The managers consider educational programmes, initiatives on the
job market, involvement with and support for local communities and
promotion of pro-environmental initiatives as their greatest
accomplishments
managers measure the
effectiveness of their CSR
initiatives using:54%
Worth popularising:
SOCIALLY RESPONSIBLE INVESTING
INTER-SECTORIAL COOPERATION
EMPLOYEES(volunteering and
ethical programmes)
STAKEHOLDERS(dialogue)
Most useful CSR methods and tools
include cooperation with:
Media monitoring:
OWN CSR METRICS
OPINION POLLS
© 2015 Deloitte Central Europe 5
Key findings
CSR - FutureEFFECT OF CSR INITIATIVES ON SOCIAL AND ECONOMIC
GROWTH ON DOMESTIC MARKET
CSR managers see the best chances for social and economic
development in their countries through the impact of business on
growth of competitiveness in the economy (96%), the positive impact
of enterprises on employment rates, aligning work availability with
actual needs (94%), and their impact on the knowledge-based
economy and intellectual capital growth (91%).
Managers put the least of their hopes on the effect business has on
combatting social inequality (76%).
The vast majority of managers claim that business models are likely to
change in the coming years (86%), and to a great extent, the change
will be the result of pressure from customers who are increasingly
expecting to see socially responsible products and service on the
market (75%). The expectations of Polish managers are in line with
the expectations of their colleagues throughout the rest of Europe.
FUTURE OF CSR
Most of the managers polled are optimistic about the future of CSR –
almost half of them (44%) believe that CSR will flourish and there will
be a continued growth in the number of socially responsible
businesses. One third of respondents, claim that CSR will reach
maturity as social and environmental issues become a part of
business models (32%). This also serves as confirmation of the
optimism among Polish CSR managers.
managers predict that CSR will
flourish and more and more
businesses will be joining the
CSR network
44%
managers claim that CSR will
reach maturity as social and
environmental issues become
a part of business models
32%
Managers forecast CSR
stagnation (no change)18%
© 2015 Deloitte Central Europe 6
Key findings
CSR - Future
Wrong perception of CSR as a form
of sponsoring
Lack of incentives from the state
administration
Businesses’ reluctance to invest
in CSR initiatives
OBSTACLES TO CSR GROWTHSome of the main obstacles, as stated by managers,
for CSR development in the next 15 years are the
wrong perception of CSR as a form of sponsoring, a
lack of incentives from the state administration and
businesses’ reluctance to invest in CSR initiatives.
In Poland, the “weakest link” seems to be business
managers (who lack proper understanding of the idea
and education).
Main obstacles to CSR growth in the
next 15 years:
© 2015 Deloitte Central Europe 7
DETAILED FINDINGSCSR from the perspective of the past 15 years
© 2015 Deloitte Central Europe 8
CSR and social problems
2% 11% 48% 36%
DK I strongly disagree I somewhat disagree I somewhat agree I strongly agree
TOP 2 BOXES – 84%
The overwhelming majority of respondents express a view that business has contributed to solving social
problems in their country in recent years.
CSR managers mainly emphasise the role of business in solving environmental protection problems, as
well as supporting education (through subsidising) and counteracting unemployment (through job creation).
According to the majority, these are the most serious problems that business should get involved in looking
forward. On the other hand, CSR managers expect stronger commitment to combating corruption.
What social problems has business contributed to
solving in recent years? (most popular answers)
Which current social problems in your country should
business be helping to solve? (most popular answers)
supporting young people
on the job market
promoting transparency in
business
counteracting
poverty
supporting the disabled
healthcare
supporting equal opportunities
supporting local communities
combating corruption and
nepotism
environmental protectionreducing
unemployment
subsidising educationenvironmental protection
supporting education
counteracting unemployment
combating
corruption
minority integration
efficient energy use
improving employee competence
promoting
a healthy lifestyle
Do you agree that business has contributed to solving social problems in your country in recent years?
© 2015 Deloitte Central Europe 9
CSR and social problems
2%0%
8%0%
0%0%
5%0%
5%5%
0%
11%30%
8%
35% 5%
0%5%
8%
5%21%
4%
48%
70%
58%
35%
24%33%
55%
67% 59%
53%
44%
36%
0%
25%30%
57% 56%
36%
25% 27%21%
52%
Tota
l
Bu
lgaria
Cze
ch R
epu
blic
Hu
ng
ary
Ko
sovo
Latv
ia
Lith
ua
nia
Ro
ma
nia
Se
rbia
Slo
va
kia
Slo
ve
nia
DK
I stronglydisagree
I somewhatdisagree
I somewhatagree
I strongly agree
TOP 2 BOXES 84% 70% 83% 65% 81% 89% 91% 92% 86% 74% 96%
Sample size: All respondents, N=179 and respondents from individual countries
Do you agree that business has contributed to solving social problems in your country in recent years?
Managers from Kosovo, Latvia and Slovenia put more emphasis on the role that business has in solving social problems in their country as
compared to the rest of the respondents. The opinions of managers from Hungary and Bulgaria on this matter were the most toned down of
all.
© 2015 Deloitte Central Europe 10
CSR and social problems
Bulgaria Czech Republic Hungary Kosovo Latvia
• Subsidising education
• Healthcare
• Environmental protection
• Supporting
the disabled
• Reducing unemployment
• Supporting equal
opportunities
• Environmental protection
• Supporting local
communities
• Subsidising education
• Supporting equal
opportunities
• Supporting
the disabled
• Counteracting poverty
• Reducing unemployment
• Subsidising education
• Counteracting poverty
• Environmental protection
• Supporting equal
opportunities
• Healthcare
• Environmental protection
• Reducing unemployment
• Subsidising education
• Supporting young people
on the job market
Lithuania Romania Serbia Slovakia Slovenia
• Environmental protection
• Combating corruption and
nepotism
• Supporting the disabled
• Counteracting poverty
• Reducing unemployment
• Subsidising education
• Supporting young people
on the job market
• Promoting transparency in
business
• Healthcare
• Supporting
the disabled
• Counteracting poverty
• Subsidising education
• Environmental protection
• Supporting equal
opportunities
• Reducing unemployment
• Counteracting poverty
• Supporting local
communities
• Combating corruption and
nepotism
• Supporting young people
on the job market
• Reducing unemployment
• Supporting local
communities
• Supporting
the disabled
• Environmental protection
• Combating corruption and
nepotism
• Subsidising education
• Promoting transparency in
business
• Environmental protection
• Supporting local
communities
• Counteracting poverty
• Healthcare
• Reducing unemployment
• Promoting transparency in
business
What social problems has business contributed to solving in recent years? (most popular answers)
© 2015 Deloitte Central Europe 11
CSR and social problems
Bulgaria Czech Republic Hungary Kosovo Latvia
• Promoting a healthy
lifestyle
• Supporting education
• Environmental protection
• Supporting education
• Combating corruption
• Environmental protection
• Promoting a healthy
lifestyle
• Counteracting
unemployment/ creating
new jobs
• Minority integration
• Efficient energy use
• Improving employee
competence
• Environmental protection
• Counteracting
unemployment/ creating
new jobs
• Supporting education
• Improving employee
competence
• Improving employee
competence
• Environmental protection
• Efficient energy use
Lithuania Romania Serbia Slovakia Slovenia
• Environmental protection
• Supporting education
• Counteracting
unemployment/ creating
new jobs
• Combating corruption
• Supporting education
• Minority integration
• Combating corruption
• Environmental protection
• Counteracting
unemployment/ creating
new jobs
• Environmental protection
• Combating corruption
• Supporting education
• Environmental protection
• Counteracting
unemployment/ creating
new jobs
• Combating corruption
• Minority integration
• Environmental protection
• Minority integration
• Counteracting
unemployment/ creating
new jobs
• Promoting a healthy
lifestyle
• Supporting education
What current social problems should business contribute to solving in your country in particular? (most popular answers)
© 2015 Deloitte Central Europe 12
DETAILED FINDINGSCSR activities –state of affairs
© 2015 Deloitte Central Europe 13
CSR implementation methods and tools
Which of the methods, tools and management techniques listed below do you consider
the most useful in the work of a person involved in CSR/ sustainability implementation?
Which of the aforesaid are under used in your
country and deserve to be popularised?
26%
25%
16%
23%
17%
40%
7%
6%
19%
28%
32%
16%
15%
Sample size: All respondents, N=179
36%
35%
29%
29%
29%
27%
22%
17%
16%
16%
15%
8%
6%
Corporate volunteering
Dialogue with stakeholders
Social Campaigns
Ethics programmes for employees
Environmental programmes
Socially responsible investing (SRI)
Charitable and/ or philantropic actions
Management systems (e.g. ISO 9000; ISO…
Cause-related marketing (CRM)
Sustainable supply chain management
Intersectional cooperation
Social reports
Workplace diversity management
In the opinion of the managers polled, the most useful in CSR implementation are tools and methods enabling employee involvement such
as corporate volunteering, ethical programmes for employees and a dialogue with stakeholders. Respondents also named social
campaigns and pro-ecological programmes as useful initiatives.
Managers pointed to investments in social responsibility and inter-sectoral cooperation as tools that are much underused and worth
popularising.
© 2015 Deloitte Central Europe 14
Best CSR implementation methods and tools
36%
35%
29%
29%
29%
27%
22%
17%
16%
16%
15%
8%
6%
Corporate volunteering
Dialogue with stakeholders
Social Campaigns
Ethics programmes for employees
Environmental programmes
Socially responsible investing (SRI)
Charitable and/ or philantropic actions
Management systems (e.g. ISO 9000;ISO 14000; SA 8000)
Cause-related marketing (CRM)
Sustainable supply chain management
Intersectional cooperation
Social reports
Workplace diversity management
The most useful tool according to CSR managers – corporate volunteering – is the most popular among the respondents from Bulgaria,
Romania and Serbia. A dialogue with stakeholders is appreciated the most by managers from Latvia, Hungary, Slovakia, Romania and Serbia.
22%
44%
11%
50%
22%
39%
28%
28%
17%
6%
6%
6%
6%
27%
32%
32%
23%
32%
18%
9%
18%
5%
27%
32%
18%
5%LatviaLithuania
25%
17%
17%
42%
33%
50%
25%
17%
8%
8%
25%
0%
8%
35%
45%
25%
15%
35%
20%
20%
20%
10%
20%
20%
10%
15%
37%
42%
5%
47%
32%
26%
16%
21%
16%
26%
5%
16%
5%
Czech Republic
Hungary
Slovakia
Sample size: All respondents, N=179 and respondents from individual countries
Which of the methods, tools and management techniques listed below do you consider the most useful in the work of a person
involved in CSR/sustainability implementation?
BALTIC STATES VISEGRAD GROUP STATES
© 2015 Deloitte Central Europe 15
Best CSR implementation methods and tools
36%
35%
29%
29%
29%
27%
22%
17%
16%
16%
15%
8%
6%
Corporate volunteering
Dialogue with stakeholders
Social Campaigns
Ethics programmes for employees
Environmental programmes
Socially responsible investing (SRI)
Charitable and/ or philantropic actions
Management systems (e.g. ISO 9000;ISO 14000; SA 8000)
Cause-related marketing (CRM)
Sustainable supply chain management
Intersectional cooperation
Social reports
Workplace diversity management
Please note the low ratings of social campaigns from Latvian and Slovak managers, as well as the low ratings of ethical programmes for
employees from Hungarian, Romanian, Kosovar and Serbian managers.
80%
10%
50%
30%
0%
40%
20%
10%
20%
10%
20%
0%
0%
42%
42%
50%
17%
33%
17%
0%
0%
33%
17%
8%
8%
8%BulgariaRomania
24%
19%
52%
19%
24%
48%
29%
14%
19%
0%
19%
5%
0%
55%
50%
27%
9%
27%
9%
36%
9%
23%
23%
9%
5%
5%
30%
30%
30%
39%
35%
22%
30%
26%
17%
17%
4%
9%
9%
Kosovo
Serbia
Slovenia
Sample size: All respondents, N=179 and respondents from individual countries
Which of the methods, tools and management techniques listed below do you consider the most useful in the work of a person
involved in CSR/sustainability implementation?
SOUTHEAST EUROPE
© 2015 Deloitte Central Europe 16
Methods and tools worth popularising
26%
25%
16%
23%
17%
40%
7%
6%
19%
28%
32%
16%
15%
Corporate volunteering
Dialogue with stakeholders
Social Campaigns
Ethics programmes for employees
Environmental programmes
Socially responsible investing (SRI)
Charitable and/ or philantropic actions
Management systems (e.g. ISO 9000;ISO 14000; SA 8000)
Cause-related marketing (CRM)
Sustainable supply chain management
Intersectional cooperation
Social reports
Workplace diversity management
Socially responsible investments are worth popularising especially in Lithuania, Hungary and Slovenia, whereas intersectoral cooperation is
relevant to the respondents from Latvia, Hungary and Romania.
33%
33%
0%
33%
17%
42%
17%
0%
8%
8%
25%
8%
8%
15%
20%
15%
20%
5%
55%
0%
0%
5%
50%
50%
30%
30%
16%
21%
21%
16%
16%
37%
5%
5%
16%
37%
32%
26%
21%
Czech Republic
Hungary
Slovakia
Sample size: All respondents, N=179 and respondents from individual countries
44%
28%
11%
17%
22%
39%
6%
11%
22%
11%
44%
17%
17%
9%
27%
18%
50%
18%
50%
0%
0%
9%
27%
23%
18%
14%
Latvia
Lithuania
Which of the aforesaid are under used in your country and deserve to be popularised?
BALTIC STATES VISEGRAD GROUP STATES
© 2015 Deloitte Central Europe 17
Methods and tools worth popularising
26%
25%
16%
23%
17%
40%
7%
6%
19%
28%
32%
16%
15%
Corporate volunteering
Dialogue with stakeholders
Social Campaigns
Ethics programmes for employees
Environmental programmes
Socially responsible investing (SRI)
Charitable and/ or philantropic actions
Management systems (e.g. ISO 9000;ISO 14000; SA 8000)
Cause-related marketing (CRM)
Sustainable supply chain management
Intersectional cooperation
Social reports
Workplace diversity management
Corporate volunteering – considered as the most useful – is worth popularising in Latvia, and a dialogue with stakeholders – in Romania and
Slovenia the most.
33%
0%
33%
33%
33%
24%
10%
14%
48%
19%
14%
10%
0%
32%
23%
18%
9%
18%
41%
18%
5%
36%
23%
27%
23%
9%
30%
44%
9%
22%
13%
52%
0%
13%
13%
35%
30%
4%
13%
Kosovo
Serbia
Slovenia
Sample size: All respondents, N=179 and respondents from individual countries
30%
10%
10%
10%
10%
10%
20%
0%
10%
30%
30%
10%
30%
17%
50%
17%
8%
17%
33%
8%
0%
8%
33%
58%
8%
17%
Bulgaria
Romania
Which of the aforesaid are under used in your country and deserve to be popularised?SOUTHEAST EUROPE
© 2015 Deloitte Central Europe 18
Benefits and achievements of CSR actions
Sample size: All respondents, N=179 and respondents from individual countries
65%
55%
53%
51%
46%
32%
23%
21%
12%
10%
1%
An increase in employee involvement
Improvement in reputation
Improvement in relations with localcommunities
Improvement in recognition of the brandas responsible/ sustainable
Improvement in ethics awareness amongemployees
Increase in customer trust
Implementation of new innovativesolutions (e.g. products, services,…
Reduction in operating expenses
A decrease in the number of workplaceaccidents
A decrease in employee turnover
We have not derived any benefits
Among the biggest benefits of CSR activity in their firms the respondents named mainly positive changes for employees (stronger
involvement and better ethical awareness), and changes to the image (improvement in reputation, relations with local communities and
recognition of the brand as socially responsible).
61%
72%
44%
67%
44%
50%
39%
22%
17%
33%
0%
91%
32%
64%
46%
41%
23%
18%
23%
14%
18%
0%LatviaLithuania
58%
50%
42%
50%
67%
0%
8%
17%
25%
0%
0%
60%
55%
60%
60%
55%
30%
30%
35%
5%
5%
0%
58%
26%
63%
47%
42%
26%
5%
16%
21%
5%
0%
Czech Republic
Hungary
Slovakia
What benefits has your company derived from CSR action implementation over the past two years?
BALTIC STATES VISEGRAD GROUP STATES
© 2015 Deloitte Central Europe 19
Benefits and achievements of CSR actions
65%
55%
53%
51%
46%
32%
23%
21%
12%
10%
1%
An increase in employee involvement
Improvement in reputation
Improvement in relations with localcommunities
Improvement in recognition of the brandas responsible/ sustainable
Improvement in ethics awareness amongemployees
Increase in customer trust
Implementation of new innovativesolutions (e.g. products, services,…
Reduction in operating expenses
A decrease in the number of workplaceaccidents
A decrease in employee turnover
We have not derived any benefits
90%
80%
50%
70%
40%
40%
10%
20%
10%
10%
0%
58%
50%
25%
42%
25%
25%
42%
8%
0%
8%
0% Bulgaria Romania
29%
62%
52%
38%
38%
38%
10%
5%
5%
5%
10%
77%
73%
73%
64%
59%
36%
32%
27%
9%
0%
0%
70%
61%
39%
39%
44%
44%
30%
30%
13%
9%
0%
Kosovo
Serbia
Slovenia
An increase in the involvement of employees is noticed mostly by managers from Lithuania, Bulgaria and Serbia, while an improvement in
reputation is mostly appreciated by respondents from Latvia, Bulgaria and Serbia.
Sample size: All respondents, N=179 and respondents from individual countries
What benefits has your company derived from CSR action implementation over the past two years?
SOUTHEAST EUROPE
© 2015 Deloitte Central Europe 20
Measurement of effectiveness of CSR actions
Sample size: All respondents, N=179
52%
37%
34%
27%
23%
22%
18%
16%
11%
8%
Media monitoring
Analysys of our own CSR/ sustainabledevelopment strategy realisation metrics
Opinion polls
Result sustainability monitoring
Evaluation of results of respondents'actions
Impact evaluation
Cost and benefits analysis
Ratio analysis for social andenvironmental purposes
Industry benchmarking
Other
Just over half of the respondents measure the effectiveness of their CSR initiatives.
Media monitoring is the most popular method for evaluating the respondents’ own initiatives. To a lesser extent managers use their
own CSR metrics or opinion polls. As their greatest accomplishments the managers name educational programmes, initiatives on the job
market, involvement with and support for local communities and promotion of pro-environmental initiatives.
54%
24%
Yes
No
DK
Do you measure the results of your CSR initiatives? How do you measure the effects of CSR actions?
If you were to summarise your involvement in CSR/ sustainability
initiatives, what would you consider your biggest success so far?
(most popular answers)
• Educational programmes
• Supporting and promoting local communities’ initiatives
• Supporting the disabled
• Organising or helping organise charitable initiatives
• Creating new jobs
• Promoting pro-environmental initiatives
© 2015 Deloitte Central Europe 21
Measurement of effectiveness of CSR actions
24%
10%
50%
30%
52%22%
14%17%
5% 21%
22%
54%
70%
8%
55%
24%
44%
64% 67%
82%74%
48%
To
tal
Bulg
aria
Czech R
ep
ub
lic
Hung
ary
Koso
vo
Latv
ia
Lith
ua
nia
Ro
ma
nia
Serb
ia
Slo
vakia
Slo
ven
ia
Yes
No
DK
Managers from Serbia, Slovakia and Bulgaria monitor the resulted of their CSR actions more often than the rest do.
The managers from the Czech Republic seem to be the least interested in their results.
Sample size: All respondents, N=179 and respondents from individual countries
Do you measure the results of your CSR initiatives?
© 2015 Deloitte Central Europe 22
Measurement of effectiveness of CSR actions
52%
37%
34%
27%
23%
22%
18%
16%
11%
Media monitoring
Analysys of our own CSR/sustainable development…
Opinion polls
Result sustainability monitoring
Evaluation of results ofrespondents' actions
Impact evaluation
Cost and benefits analysis
Ratio analysis for social andenvironmental purposes
Industry benchmarking
The managers who are the most likely to monitor the effects of their SCR initiatives (Serbia, Slovakia and Bulgaria) are also more likely to
use their own metrics.
67%
50%
39%
39%
11%
17%
17%
17%
11%
64%
27%
59%
18%
14%
9%
27%
27%
5%LatviaLithuania
58%
17%
25%
42%
17%
33%
17%
0%
25%
45%
30%
25%
20%
5%
5%
15%
30%
15%
32%
47%
16%
16%
79%
32%
11%
0%
26%
Czech Republic
Hungary
Slovakia
Sample size: All respondents, N=179 and respondents from individual countries12
How do you measure the effects of CSR actions?
BALTIC STATES VISEGRAD GROUP STATES
© 2015 Deloitte Central Europe 23
Measurement of effectiveness of CSR actions
Sample size: All respondents, N=179 and respondents from individual countries
40%
50%
50%
20%
0%
0%
20%
0%
0%
58%
25%
25%
33%
25%
42%
8%
17%
0% Bulgaria Romania
29%
33%
24%
29%
10%
43%
5%
29%
5%
64%
59%
32%
18%
50%
9%
18%
0%
18%
61%
26%
39%
39%
9%
30%
35%
26%
4%
Kosovo
Serbia
Slovenia
SOUTHEAST EUROPE
Managers from Lithuania and Bulgaria are the most willing to use opinion polls.
52%
37%
34%
27%
23%
22%
18%
16%
11%
Media monitoring
Analysys of our own CSR/sustainable development…
Opinion polls
Result sustainability monitoring
Evaluation of results ofrespondents' actions
Impact evaluation
Cost and benefits analysis
Ratio analysis for social andenvironmental purposes
Industry benchmarking
How do you measure the effects of CSR actions?
© 2015 Deloitte Central Europe 24
DETAILED FINDINGSCSR implementation management & trends
© 2015 Deloitte Central Europe 25
96%
Role of business in social and economic growth
Sample size: All respondents, N=179
CSR managers see the best chances of social and economic development of their countries in the impact of business on the growth in
the competitiveness of the economy, the positive impact of enterprises on employment rates and aligning work availability with
actual needs and their impact on the knowledge-based economy and intellectual capital growth. Managers put the least of their hopes
in the effect business has on combatting social inequality.
2%
1%
1%
3%
2%
1%
4%
2%
3%
6%
8%
9%
18%
16%
32%
35%
35%
46%
43%
43%
40%
63%
59%
56%
41%
39%
36%
36%
An increase in the competitiveness of theeconomy
Improvement in employee engagement andadjustment of resources to actual needs
Development of intellectual capital andknowledge-based economy
Energy and climate security
Social capital development of your country& economy
Infrastructure
Prevention of social inequality
DK I strongly disagree I somewhat disagree I somewhat agree I strongly agree Top 2 boxes
Do you agree that business can have an influence on social and economic advancement of your country & economy in the following areas
94%
87%
91%
79%
82%
76%
© 2015 Deloitte Central Europe 26
Role of business in social and economic growth
Sample size: Respondents from individual countries
TOP 2 BOXES”I somehow agree” + ”I strongly agree”
Bu
lga
ria
Cze
ch
Rep
ub
lic
Hun
ga
ry
Ko
so
vo
La
tvia
Lith
ua
nia
Rom
an
ia
Se
rbia
Slo
va
kia
Slo
ve
nia
An increase in the competitiveness
of the economy100% 92% 95% 100% 95% 96% 100% 86% 100% 96%
Improvement in employee engagement
and adjustment of resources to actual needs100% 92% 85% 95% 100% 100% 100% 86% 90% 96%
Development of intellectual capital
and knowledge-based economy90% 83% 85% 95% 95% 91% 100% 86% 95% 91%
Energy and climate security 90% 92% 65% 76% 100% 96% 100% 82% 95% 87%
Social capital development of your country
& economy60% 83% 70% 95% 67% 91% 100% 91% 84% 70%
Infrastructure 40% 92% 70% 81% 78% 95% 100% 82% 74% 74%
Prevention of social inequality 60% 75% 40% 95% 67% 91% 100% 73% 69% 83%
Do you agree that business can have an influence on the social and economic advancement of your country & economy in the following areas
© 2015 Deloitte Central Europe 27
Predicted changes in business over the next years
Sample size: All respondents, N=179
The vast majority of managers claim that business models are likely to change in the coming years and to a great extent, the change will be
the result of pressure from customers who are increasingly expecting to see socially responsible products and service on the market.
2%
3%
6%
5%
8%
18%
16%
35%
65%
48%
41%
41%
21%
27%
21%
13%
Companies’ business models will change within the next several
years
There will be increasingly strongpressure from consumers onbusinesses to offer socially
responsible products and services
EU Directive on non-financialreporting will positively impact thequality of social reporting in your
country
Operating expenses will go upsharply as companies will have to
take better care of theenvironment/society
DK I strongly disagree I somewhat disagree I somewhat agree I strongly agree
To what extent do you agree with the following statements:
86%
Top 2 boxes
75%
54%
63%
© 2015 Deloitte Central Europe 28
Predicted changes in business over the next years
To what extent do you agree with the following statements:
Sample size: Respondents from individual countries
TOP 2 BOXES”I somehow agree” + ”I strongly agree”
Bu
lga
ria
Cze
ch
Rep
ub
lic
Hun
ga
ry
Ko
so
vo
La
tvia
Lith
ua
nia
Rom
an
ia
Se
rbia
Slo
va
kia
Slo
ve
nia
Companies’ business models will change
within the next several years80% 83% 60% 95% 94% 95% 100% 91% 74% 87%
There will be increasingly strong pressure
from consumers on businesses to offer
socially responsible products and services
60% 83% 80% 95% 72% 77% 92% 64% 37% 87%
EU "Directive on non-financial reporting will
positively impact the quality of social
reporting in your country
60% 17% 70% 81% 78% 64% 83% 86% 26% 48%
Operating expenses will go up sharply as
companies will have to take better care of
the environment/society
40% 17% 45% 62% 72% 86% 50% 59% 37% 48%
© 2015 Deloitte Central Europe 29
4.5%10.0% 9.5% 8.3% 4.5% 8.7%1%
5%
6%
18%
10%
42%35%
5%11%
17%18% 32%
22%
44%60%
25%25%
52% 56%
59%
25%36%
58%
35%
32% 30% 33% 30% 29% 28%41%
50%41%
11%
35%
To
tal
Bulg
aria
Cze
ch
Repu
blic
Hung
ary
Koso
vo
Latv
ia
Lith
ua
nia
Rom
ania
Serb
ia
Slo
vakia
Slo
ven
ia
It will become more maturewhereby it will include social andenvironmental issues in thebusiness model
It will flourish; more and morebusinesses will be joining in theCSR network
It will be in the same position astoday
It will be in decline; no-one will careabout CSR
DK
Position of CSR in the coming years
Most of the managers polled are optimistic about the future of CSR – almost half of them believe that CSR will flourish and there will be a
continued growth in the number of socially responsible businesses. One third of respondents claim that CSR will reach maturity as social and
environmental issues become a part of business models.
Managers from the the Visegrád Group States (Czech Republic, Hungary, Slovakia) are less optimistic in this respect – one third or more of
the respondents from these countries foresee stagnation in CSR.
Sample size: All respondents, N=179 and respondents from individual countries
What do you think the position of corporate social responsibility will be in the coming years?
© 2015 Deloitte Central Europe 30
Obstacles to CSR implementation in the future
59%
52%
46%
40%
39%
36%
35%
27%
24%
Perception of CSR as sponsoringinitiatives
Lack of government incentives
Companies' reluctance to invest
Conviction that CSR "doesn't pay"and no benefits can be derived…
Misunderstanding of the idea bycompanies' management teams
Economic crisis
Absence in the media and publicdebate
Inadequate education ofmanagement team
Lack of consumer pressure
Some of the main obstacles, as stated by managers, for CSR development in the next 15 years are the wrong perception of CSR as a
form of sponsoring, a lack of incentives from the state administration and businesses’ reluctance to invest in CSR initiatives.
56%
33%
39%
33%
67%
11%
50%
28%
33%
55%
50%
41%
64%
55%
9%
18%
18%
32%Latvia
Lithuania
58%
25%
75%
67%
25%
42%
25%
17%
25%
65%
70%
65%
5%
30%
45%
35%
30%
45%
53%
68%
58%
32%
26%
37%
63%
5%
32%
Czech Republic
Hungary
Slovakia
BALTIC STATES VISEGRAD GROUP STATES
Sample size: All respondents, N=179 and respondents from individual countries
What do you think will be the main problems or obstacles to CSR implementation in your country in the next 15 years?
© 2015 Deloitte Central Europe 31
Obstacles to CSR implementation in the future
Sample size: All respondents, N=179 and respondents from individual countries
50%
30%
30%
30%
30%
20%
20%
30%
20%
75%
42%
25%
17%
25%
25%
17%
25%
17%BulgariaRomania
62%
48%
48%
52%
38%
48%
33%
38%
5%
59%
77%
27%
32%
46%
68%
59%
36%
18%
57%
48%
52%
57%
35%
39%
17%
35%
9%
Kosovo
Serbia
Slovenia
SOUTHEAST EUROPE
The government’s indifference to CSR implementation is mostly visible in Hungary, Slovakia and Serbia.The reluctance of enterprises to invest in CSR is mostly felt by managers from the Visegrád Group States, especially Czech Republic where it has felt strongly that such investments are “unprofitable”.
59%
52%
46%
40%
39%
36%
35%
27%
24%
Perception of CSR as sponsoringinitiatives
Lack of government incentives
Companies' reluctance to invest
Conviction that CSR "doesn't pay"and no benefits can be derived…
Misunderstanding of the idea bycompanies' management teams
Economic crisis
Absence in the media and publicdebate
Inadequate education ofmanagement team
Lack of consumer pressure
What do you think will be the main problems or obstacles to CSR implementation in your country in the next 15 years?
© 2015 Deloitte Central Europe 32
LITHUANIA SUMMARY
© 2015 Deloitte Central Europe 33
Lithuania summary
CSR – Past and present
91%
of managers claim that business has contributed
to solving social problems in Lithuania
• Environmental protection
• Combating corruption and
nepotism
• Supporting the disabled
• Counteracting poverty
• Reducing unemployment
• Subsidising education
• Supporting young people
on the job market
• Promoting transparency in
business
• Environmental protection
• Supporting education
• Counteracting
unemployment/ creating
new jobs
• Combating corruption
What has been done? What should be done?
IMPACT OF CSR ON THE WAY BUSINESS WORKS BENEFITS OF CSR ACTIONS TO BUSINESS
The biggest CSR benefits to their firms
according to Lithuanian managers:
91% An increase in employee involvement
64% Improvement in relations with local communities
46%Improvement in recognition of the brand as
responsible/ sustainable
© 2015 Deloitte Central Europe 34
CSR MANAGEMENT METHODS AND TOOLS CSR EFFECTIVENESS MEASUREMENT
The most useful for
CSR managers:Worth popularising
in Lithuania:
32%Dialogue with
stakeholders
32% Social Campaigns
32%Environmental
programmes
50%Ethics programmes for
employees
50%Socially responsible
investing (SRI)
64%
of Lithuanian managers measure
the effectiveness of their CSR initiatives
Lithuania summary
CSR Managers
Most popular tools for measurement
32%Intersectional
cooperation 59% Opinion polls
64% Media monitoring
© 2015 Deloitte Central Europe 35
FUTURE OF CSR FUTURE OF BUSINESS
Lithuania summary
CSR – Future
59%
of Lithuanian managers predict that
CSR will flourish and there will be a
continued growth in the number of
socially responsible businesses
41%
of Lithuanian managers claim that
CSR will become mature with social
and environmental issues becoming
a part of the business models
Change in the
way business
functions as
a result of CSR
actions
95% 86%
77%
64%
Improvement in quality of
CSR reporting as a result of
EU Directives
Increase in
enterprise cost
Change in
business
models
Clients expect socially
responsible products and
services
OBSTACLES TO CSR GROWTH
Among the main obstacles to CSR development in the next 15 years,
most Lithuanian managers named the following:
64%Conviction that CSR "doesn't pay" and no
benefits can be derived from it
55%Perception of CSR as
sponsoring initiatives
55%Misunderstanding of the idea by
companies' management teams
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© 2015 Deloitte Central Europe