Talking about corporate social responsibility (1)

Over the years I have been passionate about the responsibility that corporates, especially foreign companies, have in building sustainable relationship with the communities in which they live and operate. These days ‘simple good practice and common sense’ has turned itself into an industry of its own with a whole dictionary of buzzwords and euphemisms.

Last week I was asked to address the Nigerian Institute of public relations on the following topic: “Corporate Social Responsibilities  Prospects and Challenges in a Growing Economy”. Todays column is from that presentation and from the discussion that followed.

My argument today is that the biggest challenge and opportunity for the CSR industry today is credibility. It is how can we ensure that the current trend for style over substance is shifted into a genuine engagement with true corporate responsibility? In 2007 I wrote the following words in my Outsider Inside column:

“In our professional lives we find ourselves increasingly committing ourselves and our organisations to corporate governance and social responsibility programmes, but how much of this grammar actually impacts the way our companies behave? If one takes an even cursory look at parts of Lagos, Abuja and other cities one can see the result of corporate see no evil, hear no evil. The financial sector, oil and gas, telecommunications, insurance, fast food and other companies and by necessity their managers must take a fair share of the responsibility for the decline of the quality of life in Nigeria today. Many of these companies, especially those with foreign owners or partners, now produce glossy brochures detailing how much money they have spent in drilling boreholes to improve the lives of their communities, what events they have held for motherless babies homes and which roundabout they have planted a few flowers on. At the same time they take daily decisions that have the exact opposite effect on the lives of millions.

How can we as an industry guide our customers and clients to be serious about CSR and if they are what is best practice?

I would say there are five core issues to overcome. Tackle these issues and you are on your way to developing a CSR programme: Consistency, Sustainability, Relevance, Credibility and Affordability.

Build a consistent approach to programmes. Dont ‘chop and change’ but stick to what works. If you have more than one CSR platform ensure they have consistent messages and approach as ‘mixed messages’ can weaken impact, be less cost-effective and make it harder to build relationships and partnerships. Consistency builds momentum and impact over time and stakeholders will ‘know where you are coming from’.

Sustainability. Ensure your programmes can be relied upon over time by your partners. Create longevity so that respected organisations will want to engage with you and know they can plan on your continued support. Build sustainable programmes which, in turn, build trust, partnerships, reputation

Are your programmes relevant to your core stakeholders? Do they feel a connection and pride in ‘their’ company? To your product offerings? Do they enhance/complement your products/services? To your corporate brand? Do they complement your corporate image?

Programmes need to be credible in several contexts including the personal credibility of CEO, board, senior management and programme champions. They need to be supported and not undermined by product quality, company policies/behaviour/values and marketing and other external statements.

Programmes need to be developed in line with budget availability (affordability) – not just now but in the future. Answer questions like: can you afford to complete what you started? Can you afford to do it again next year? Can you maintain standards/quality? Can you afford not just the cash but also other internal resources? Note – throwing money on its own does NOT build an effective or sustainable CSR or ‘Giving Back’ programme. Without the action above, money alone fails to build respect or credibility – any gains are short term.

Next week I will reflect on the challenges of running effective CSR programmes and on some of the discussion that resulted.