国际商务报告：International Business Report：Corporat

Corporate Social Responsibility:a necessity not a choice.International Business Report 2008

Corporate Social Responsibility 1
Hardly a day goes by without some mention in the media ofcorporate social responsibility and its growing significance ongood business practices. CSR, as it is commonly known, isbecoming increasingly 留学生dissertation网important to us all, both as individualsand in our professional lives. Despite much public focus onlarge multinationals, it is the changing behaviour of theprivately held business sector that is likely to make the greatestimpact on global corporate social responsibility. Privately heldbusinesses have always been the economic engine of the world,but in recent years their voice has been lost under the clamourof the large multinationals.
Privately held businesses may not be conducting theexpensive campaigns that catch the public’s attention, but theyare making changes which affect their bottom line.Whethechanges are made to be more attractive employers, a moreappealing supplier to a large multinational or simply becauseof the ethical desire of the owner, all the evidence in this surveypoints to privately held businesses becoming more sociallyresponsible.Whatever the reason, the survey results reflect anincreasingly competitive and constantly changing businessenvironment. As for the rest, it is surely only a matter of timebefore all privately held businesses have to adhere to greaterpressure to do business in a more socially responsible andtransparent manner. The businesses that are responsive, quickand innovative will be theones who not only survive thechange, but emerge as winners.
Alex MacBeath
Global leader – privately held business services
Grant Thornton International
International Business Report 2008
Introduction
2 Corporate Social ResponsibilityWhat is corporate responsibility?
Multinational organisations
In comparison to PHBs, large multinationals have afar more powerful stakeholder group to considerand have, in many cases, adopted an holisticapproach to CSR.Many businesses have signed upto the UnitedNation’s voluntary framework, TheGlobal Compact, a cross-cultural ethical practicefor businesses who are prepared to commit to
principles in the following four main areas:
• human rights
• labour standards
• the environment
• anti-corruption.
The UnitedNations Global Compact is not aregulatory instrument, but relies on publicaccountability and the self-interest of companies tofurther its aims without enforcing or measuringbusiness actions.Governments
While corporate responsibility principles aredeveloped within companies and often fostered bynon-governmental organisations, nationalgovernments have a major role to play. They can setreference frameworks, encourage action andpromote dialogue but crucially can enforce actionthrough legislation. Governments can use taxationto encourage ‘green’ practices, set minimum wagesand impose restrictions on working hours. Inmanycountries targets are set on businesses to reducegreenhouse emissions. Yet many businesses stressthat government incentives, rather than punitivetaxes, would do more to encourage ethicalbehaviour, especially on ‘green’ issues.We all have a personal responsibility to each otherand the world around us. Everything we do has aneffect on other people. It is the same for businesses,large and small, public or private, that their actionsaffect a large number of stakeholders. Suchstakeholders include customers, shareholders,#p#分页标题#e#
employees, suppliers and society in general.With growing scrutiny of business operations,organisations are increasingly being driven tosatisfy the expectations of opinion formers,governments and customers in order to thrive. Inessence, businesses adopting CSR principles believe
that by operating ethically and responsibly, theyhave a greater chance of success. For privately heldbusinesses (PHBs), with fewer stakeholders tosatisfy, their greatest concern appears to be theircustomers and their own ability to satisfy thedemand for products effectively.
Businesses are demonstrating that well managedcorporate responsibility actually supports businessobjectives, especially amongst large corporateswhere improved compliance, reputation andrelationships has been shown to increaseshareholder value and profitability.
For privately held businesses, the pressure to actcan stem from the demands of the supply chain,
with large multinationals increasingly demanding
that suppliers conform to ethical business practices.
http://www.ukthesis.org/dissertation_writing/MBA/Incorporating corporate responsibility into abusiness’s core strategy can also enhance its
attractiveness as an employer.
Corporate Social Responsibility 3Nevertheless, many PHBs are adhering to the
highest ethical standards – why? In order toanswer this question we need to understand what
is driving business ethics amongst PHBs and whatinitiatives they are implementing.
Although PHBs perhaps face the greatestchallenge, it is these businesses who could make
the greatest impact on global corporate socialresponsibility.What are privately held businesses doing?
PHBs are ‘the economic engine of the world’.Although public attention is often focused on large
multinationals and how ethical their businesspractices are, PHBs are expected to adhere to thesame ethical practices.
However, the two sets of businesses differgreatly in terms of size and structure.Whenadopting more ethical business practices, PHBsare at a distinct disadvantage to theirmultinational counterparts. Primarily due to lackof resources, but PHBs also lack experience orpeers in their industry group to develop examplesof ‘best practice’. PHBs also are not subject to theweight of expectation and attention which falls onmultinationals who impact our daily lives.
4 Corporate Social Responsibility
International Business Report
Results
Cost management
Maintaining strict cost control encourages careful
management of resources whose use can contribute
to CO2 levels and environmental degradation. TheIBR results show widespread agreement that theneed to control costs encourages ethical behaviouramongst PHBs.Only in a few countries did 50 per
cent or fewer respondents cite this issue. It wasconsidered as the leading driver in eleven countries,
led by Brazil (87 per cent) and India (85 per cent).What is driving corporate responsibility?The International Business Report (IBR) 2008results emphasise a key point – that the adoption ofethical business practices is fundamental to thesuccess of privately held businesses.The main factor driving corporate responsibilityis the need for PHBs to attract and retain highquality staff to meet current and future demands(see figure 1). This was identified by 65 per cent ofrespondents in our survey. Closely behind was costmanagement (63 per cent) reflecting the recognition#p#分页标题#e#
that controlling costs is good for business and theenvironment. The need to establish confidence andloyalty among customers led 56 per cent ofrespondents to cite public attitudes/building brandas an important driver.
Employment
Recruitment/retention of staff was a driver of socialresponsibility in all countries – and the main factorin almost half of surveyed countries (figure 2). Theproportion of respondents citing this driver asimportant varied from 53 per cent inHong Kongto 89 per cent in Denmark.
Unemployment in Denmark is amongstthe lowest in the world, perhaps explainingrespondents’ concern with labour recruitment/retention. Labour market considerations also seemto lie beneath the high proportion citing this factorin Turkey (86 per cent) and Vietnam (85 per cent),where skills shortages in certain sectors are acuteand some employers have great difficulties withstaff retention.
Figure 1: Drivers of corporate responsibilityPercentage of privately held businesses citing factor as importantRecruitment/retention of staff
Cost managementPublic attitudes/building brand
Tax reliefSaving the planet
Investor relations
Government pressure
Source: Grant Thornton IBR 2008
Business ethics is a keyfactor for recruitment andretention in Denmark’s tightlabour market. Privatelyheld businesses ignoringCSR issues are facing futureskills shortages that willthreaten their globalcompetitiveness.”Jan Hetland MøllerGrant Thornton, Denmark
“6 Corporate Social Responsibility
Tax relief
Taxation reasons are perceived as the mostimportant driver of business ethics in onlyone country, Thailand, cited by 94 per cent ofrespondents.Nevertheless, tax measures were citedas important incentives by a large percentage ofrespondents in Brazil and Vietnam, both at79 per cent. In Brazil this seems to reflect taxationreductions introduced to encourage businesses
to standardise employment practices. Taxtransparency is also a prerequisite to publiclisting – a desire for many privately held businesses
in Brazil.Taxation is one area that governments can use toforce businesses to change their actions.However,it is not evident from the IBR results that any CSRrelated taxes are having a strong effect on PHBs,
which poses a question:Have governments aroundthe world utilised taxes or tax breaks effectivelyenough to positively affect global business ethics?Figure 2: Main driver of corporate responsibilityCost management Public attitudes/ Recruitment/ Tax relief Investor relationsbuilding brand retention of staffBotswana Argentina Armenia Thailand Vietnam
Brazil Greece AustraliaFrance Ireland Belgium
Hong Kong Mexico Canada
India Singapore Denmark
Italy Spain Germany
Malaysia Japan
Netherlands New Zealand
Philippines Poland
South Africa Russia
Taiwan Sweden
Turkey
United Kingdom
United States
Source: Grant Thornton IBR 2008#p#分页标题#e#
Public attitudes/building brand
While they may not be under the same scrutiny
as multinationals, PHBs still identify responsible
behaviour as being integral to reputationalmanagement and long-term strategy. Public
attitudes/building brand is cited by 56 per centof respondents globally as a key driver of ethical
business behaviour.Mexico (89 per cent) andGreece (85 per cent) top the list while France liesat the other extreme at only 27 per cent, a longway behind the next lowest country – Belgium
at 39 per cent.
It is interesting to note that for PHBs, publicattitudes/building brand comes after employee andcost management issues. It suggests that individualsare driving PHBs towards more ethical businesspractices. As organisations grow in size, the levelof scrutiny under which they operate also growswith large multinationals having to give greaterconsideration to public attitudes/building brand.‘Saving the planet’ and ‘government pressure’Neither option was considered the ‘most’important driver of corporate responsibility in any
country. But saving the planet was cited as animportant factor by three quarters (or more) of
respondents in Brazil (84 per cent) and India (75 per
cent). At the other extreme is the United States with
just 21 per cent of PHBs identifying saving the
planet as a driver for social responsibility, and in
many other mature economies less than a third of
respondents identified this as a key issue.
Government pressure was considered an important
driver by just 38 per cent of respondents, the lowest
of the seven issues which the IBR presented. It
featured most prominently in Italy (67 per cent)
and least in Denmark (16 per cent).
There is no doubt that governmental pressure
can generate positive action. The question is
whether governments are doing enough in the
PHB sector for the level of change needed?
Investor relations
Only in Vietnam are investor relations considered
the prime incentive to adopt a more ethical business
practice. Vietnamese PHBs appear to be benefiting
from structural reforms to modernise the economy
and boost more competitive, export-driven
industries, but this modernisation is very recent and
companies appear to be striving to impress both
local and overseas investors. This also seems to be a
feature of emerging markets in general with India
(75 per cent of respondents), the Philippines (71 per
cent), Brazil (64 per cent) and Turkey (63 per cent)
leading the emerging economies citing this factor.
By contrast, in more mature economies, where
investor relations have been managed for decades, it
is seen as less of a driver. Throughout the EU and in
Singapore, the proportion of respondents
identifying investor relations is 35 per cent; 32 per
cent in the United States and just 9 per cent in#p#分页标题#e#
Japan. These figures are perhaps unsurprising
considering that PHBs have fewer external
investors to satisfy compared to public listed
companies.
Corporate Social Responsibility 7
Internships and work experience
Businesses offering internships and work
experience are often best placed to identify the
market’s finest talent and are in prime position to
recruit them to permanent positions. Among the
global regions, the practice was most prevalent in
the EU (83 per cent of respondents) but two
Latin American countries –Mexico (95 per cent)
and Argentina (87 per cent) – recorded higher
proportions. The bottom eight countries in this
context are all in Asia, with very low proportions in
India (35 per cent), Japan (40 per cent) and Vietnam
(41 per cent). Businesses in industries particularly
challenged by skills shortages have shown that by
using internships and work experience initiatives
effectively, they can help to find the right talent
to build a stable future for their business.
8 Corporate Social Responsibility
Implementing corporate
responsibility
When privately held businesses were asked what
they had done in the past year to manage their
corporate responsibility, workforce related matters
topped the list (see figure 3). This complemented
the result which showed staff attraction/retention
as a key driver of ethical behaviour.
Four of the top five initiatives were directly
associated with people and their workplace – active
promotion of workforce health and well-being
(71 per cent of respondents); provision of
apprenticeships and work experience (67 per cent);
promotion of diversity/equality in the workplace
(64 per cent) and allowing flexible working (62 per
cent). These all have an important role in the
context of social responsibility, though the
initiatives also play a key role in human resource
management.
Health and well-being
Measures to improve workforce health and wellbeing
are in place at most PHBs surveyed – over 80
per cent in many countries and over 90 per cent in
Malaysia, South Africa, the United States andNew
Zealand. They are clearly seen as vital to attract and
retain staff in a tight labour market, with skills
shortages pressurising production and growth.
Even in emerging markets at the other end of the
scale – Thailand, India, Armenia and the Philippines
– 35 to 45 per cent were undertaking such measures.
Employee health is essential to the morale of
the workforce. Such incentives demonstrate an
employer’s concern about the individuals it
employs.However, it is also increasingly important
to manage costs encountered through time lost from
long-term absenteeism – a huge issue for private#p#分页标题#e#
businesses in some more mature economies.
Figure 3: Corporate responsibility initiatives undertaken in the past year
Percentage of privately held businesses
Actively promoted workforce health and well-being
Provided apprentices/work experience
Donated to community causes/charities
Actively promoted diversity/equality at work
Allowed flexible working
Improved waste management
Improved energy efficiency
Participated in community activities
Changed products/services
Helped other businesses improve performance
Sourced local or ethical products/services
Source: Grant Thornton IBR 2008
71
67
65
64
62
59
57
55
41
35
32
Private businesses in Malaysia
are being forced to change their
products and services to reduce
their environmental impact.
Businesses satisfying the global
demand for more ethical
production and delivery are best
placed to capture the rapidly
growing market generated by
discerning consumers and
multinationals.”
Dato’ Narendra Jasani
Grant Thornton, Malaysia
“
10 Corporate Social Responsibility
Flexible working
In today’s increasingly demanding society,
employers are having to become more flexible to
accommodate family-friendly work practices.
The IBR survey found that action to promote
flexible working has been widespread over the past
year, notably in Germany, where 90 per cent of
PHBs adopted such measures. There is a spread of
countries across the globe among the most vigorous
promoters of flexible working, see figure 4, but
those least likely to adopt flexible working are all in
Asia. This suggests that working practices such as
home working or flexitime are yet to reach private
businesses in some of the emerging markets.
However, the rate of growth and the increased
maturity of such economies seems likely to lead to
the rapid modernisation of working practices in the
near future.
Donating to good causes
This is the third most popular action in managing
social responsibility in our survey, and the only one
in the top five not concerned with human resource
issues. International practice shows very marked
divergences reflecting cultural and fiscal differences,
strongly affecting individual country results. In
Thailand, for example, donating to worthy causes
is a strictly personal and religious matter, rather
than a business issue. Thus only 11 per cent of
respondents record donations to community
causes/charities. Similar cultural factors also affect
corporate donations in France, where only 31 per
cent of privately held businesses donate. The
Philippines (22 per cent), Japan (27 per cent) and#p#分页标题#e#
India (33 per cent) also have very low percentages
in this area. Countries with tax concessions, no
cultural inhibitions and where useful publicity
can accrue, push up the global average to 65 per
cent. The highest proportions are in the United
States (94 per cent),New Zealand (91 per cent),
and Botswana, Ireland and South Africa (all
88 per cent).
Diversity/equality in the workplace
The culturally diverse economies ofMalaysia (91
per cent), South Africa (90 per cent) and the United
States (84 per cent) lead the way on implementing
policies to promote equality in the workplace. In
most other countries this figure falls to between 60
and 80 per cent, but there are some major
exceptions – Japan (28 per cent), Singapore (21 per
cent) and Thailand (15 per cent).
Figure 4: Countries allowing flexible working – top and bottom five
Percentage of privately held businesses citing action taken
Germany
New Zealand
Denmark
Brazil
United States
Global average
Singapore
Hong Kong
India
Japan
Thailand
Source: Grant Thornton IBR 2008
90
86
84
83
82
62
40
38
37
29
24
Waste management and energy
efficiency
Improved waste management and
energy efficiency are strongly correlated
– as shown in figure 5. In many
countries, led by Ireland,Malaysia and
Taiwan, a large proportion of
respondents say they have taken action
on waste management and have also
acted to improve energy efficiency. In
general, countries at this end of the scale
have mature but resource poor
economies, so there is a strong incentive
for energy and related efficiency. At the
other end of the scale, in Armenia and
Vietnam, relatively few companies have
acted on energy efficiency and waste
management. These countries are
newcomers to the global marketplace
and at present, amid their very rapid
progress, waste management and energy
efficiency appear to have a relatively low
priority.
However, as frameworks and
policies become increasingly global and
universally accepted, emerging markets
may have difficulties reaching any
potential levels driven by their more
mature counterparts. Such global
policies appear inevitable in the long
term and for some privately held
businesses, falling behind in
implementing waste management and
energy quotas may become a concern.
They may wish to act now to avoid
being crippled by daunting targets over
the coming decades.
Improved energy efficiency
Improved waste management
0 10% 20% 30% 40% 50% 60% 70% 80% 90%
80%
100%
70%
90%
60%#p#分页标题#e#
30%
10%
20%
Figure 5: Correlation between waste management and energy efficiency
50%
40%
Argentina
Armenia
Australia
Belgium
Botswana
Brazil
Canada
Denmark
France
Germany
Greece
Hong Kong
India
Ireland
Italy
Japan
Malaysia
Mexico
Netherlands
Poland
Russia
Singapore
South Africa
Sweden
Taiwan
Thailand
Mainland
China Turkey
United Kingdom
United States
Vietnam
Source: Grant Thornton IBR 2008
Philippines
Spain
New Zealand
Corporate Social Responsibility 11
Many privately held businesses
in Argentina are experiencing
pressure from their multinational
customers to become a more
ethical supplier. As a result,
CSR credentials are becoming a
priority for Argentine businesses
as they compete in the global
marketplace.”
Enrique Langdon
Grant Thornton, Argentina
“
12 Corporate Social Responsibility
Corporate Social Responsibility 13
A formalised strategy?
We asked privately held businesses
whether corporate responsibility policies
were incorporated into a written
document or strategy. Amongst all
businesses, 56 per cent said they had a
formalised programme.However, the
proportion in individual countries
showed marked variations from the
global average, ranging from 74 per cent
in mainland China to 29 per cent in
Vietnam, see figure 6. Yet neither at the
top or bottom of the range was a pattern
discernable among the countries
included, from a geographical,
development status or political
perspective.
However, the appearance of
countries such as mainland China,
Mexico and Brazil at the top suggests
that PHBs in these countries have come
under the greatest pressure to formally
adopt a strategy to comply with the CSR
frameworks of their large corporate
customers.
Figure 6: Formal corporate responsibility programmes – top and bottom five
Percentage of privately held businesses incorporating CSR policies into a formal responsible business practice programme
Mainland China
Mexico
Brazil
Thailand
United States
Global average
Greece
New Zealand
Poland
Taiwan
Vietnam
Source: Grant Thornton IBR 2008
74
69
68
64
63
56
36
35
35
30
29
14 Corporate Social Responsibility
The IBR survey shows that privately held businesses
appear more likely to adopt ethical business practices for
practical commercial reasons than any other. Although
unsurprising, it offers an insight into ways in which#p#分页标题#e#
organisations and governments can improve global
corporate social responsibility.
While ‘saving the planet’ is a concern, by far and away the
main drivers for action on corporate social responsibility
are recruitment and retention issues followed closely by
cost management. This highlights the power of the
individual. Privately held businesses are having to take
notice of individuals and install CSR initiatives because it
is being demanded by their workforce through recruitment
and retention issues.
The demand for action
Corporate Social Responsibility 15
Another factor is the demand of the large corporates.
CSR frameworks are filtering down the supply chain,
influencing the business practices of privately held
businesses. Such businesses are often able to change the
direction of their business more efficiently due to the
ability of the owner to individually alter the business’s
operations.
Corporate social responsibility is no longer the domain
of the large corporate and is now a necessity rather than a
choice. Those privately held businesses adopting ethical
business practices quickly and efficiently will survive.
These are the businesses who will secure the skilled
workers and the contracts with the large multinationals.
Those failing to act now face an uncertain future.
16 Corporate Social Responsibility
Further information
IBR contacts
Please contactNeil Bird, IBR
project manager, if you would like more
information on +44 (0) 20 7391 9516,
or visit the IBR website at
www.internationalbusinessreport.com.
Note to readers.
Mainland China is not included in responses to drivers of
Corporate Responsibility due to compliance with research
regulations in mainland China.
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