Strategic Public Policy Vision For Corporate Social Responsibility

Societys and Companys problems that require definition and action in terms of CSR

3 Aspects
Agenda Understanding Vision

Corporate Social Responsibility

Concept whereby companies integrate social and environmental concerns in their business operations and in their interaction with stockholders on a voluntary basis.
(European Commission 2001)

WHAT?
Emphasizes the fact that companies should make social and environmental commitments in their actions

HOW?
It stresses the voluntary nature of those commitments.

WHY?

CSR is a new vision

A new relationship between the political and business players, and the ability to develop a shared vision about the nature of the main challenges facing our societies in order to enable us to conceptualize that vision and that relationship.

Elements of consideration:
1. 2. 3. 4. The political and institutional structure The political style and processes The social structure The intensity of the nature to voluntariness, as opposed to the acceptance of regulation and government control 5. How the role of businesses is described locally and nationally

Cont
6. The role and the position of NGOs and civil society 7. The characteristics of the educational system and the values converged by it 8. What is expected of leaders 9. Historical traditions

Building the Nation as an Economic and Social space

*Without a shared vision, the scenario of a conflict of convictions arises. -For a nation, developing CSR is one of the cornerstones for the articulation of its competitive advantage and its ethical wealth

-For business sectors, only with a project and a vision can specific CSR agenda become what they really are, and it is a learning opportunity. An opportunity for innovation, differentiation, and legitimation available to business today.

Issues of concern:
1. CSR players involved: How to develop companies relationship with their social environments. 2. CSR and partnerships relations: The creation of new forms of cooperation between businesses, public administrations and social organizations.

3. CSR and creation of social capital: increasing consolidation and development of social capital arises. 4. CSR and business discourse: assuming social responsibility as a result of a reflection on what role they should play in the emerging society. 5. CSR: Innovation and coherence 6. CSR from rhetoric to good practices

Managing Corporate Social Responsibility

6 main areas of CSR: 1. Vision and Mission 2. Stakeholders 3. Work 4. Market 5. Environment 6. Accountability

 From a CSR perspective, it is necessary to develop strategies, turn them into concrete policies and on this basis generate new practices.

CSR as a learning process

It is particularly relevant to link the development of CSR to the development of people within the company through selection, training, communication, motivation and reward criteria.

CSRs dimensions
The explicit: codes, reports, statements, organizational structures The tacit: organizational culture, history, leadership The negative aspects: sanctions, prohibitions, rules of procedure The propositional aspects: approaches in improving management and shaping relational dimensions

WHY WE NEED STRATEGIC VISION

-CSR has to be linked to economic and social development; to the generation of trust and social capital and to certain vision of national identity

BASIC ISSUE
The economic and political inability of a society is not possible without the practical assumption of a set of fundamental values by the majority of its citizens and organizations.
An awareness of co-responsibility What kind of nation we want t become and what kind of world we want to help to build

Businesses should be fully and totally be businesses of the twenty-first century.

Thank You for Listening