IBM Global Business Services IBM Institute for Business Value Attaining sustainable growth through corporate social responsibility Corporate Social...

Attaining sustainable growth through corporate social responsibility Corporate Social Responsibility IBM Institute for Business Value IBM Global Business Services IBM Institute for Business Value IBM Global Business Services, through the IBM Institute for Business Value, develops fact-based strategic insights for senior executives around crit\ ical public and private sector issues. This executive brief is based on an in-depth study by the Institute’s research team. It is part of an ongoing commitment by IBM Global Business Services to provide analysis and viewpoints that help companies realize business value. You may contact the authors or send an e-mail to [email protected] for more information.

A growing body of evidence asserts that corporations can do well by doing good. Well-known companies have already proven that they can differentiate their brands and reputations, as well as their products and services, if they take responsibility for the well-being of the societies and environments in which they operate. These companies are practicing Corporate Social Responsibility (CSR) in a manner that generates significant returns to their businesses. Attaining sustainable growth through corporate social responsibility By George Pohle and Jeff Hittner Attaining sustainable growth through corporate social responsibility So, with this increased visibility of corporate actions, customers’ perceptions of companies and their consequent purchasing behaviors are fundamentally changing . And because that means significant financial impact for businesses, CSR is no longer viewed as just a regulatory or discretionary cost, but an investment that brings financial returns.

Our survey of 250 business leaders worldwide found that businesses are wasting no time in interpreting these implications and acting on them: When companies talk about CSR publicly, they tend to describe it in terms of philanthropy. Our survey, however, found that businesses have actually assimilated a much more strategic view; 68 percent are now utilizing CSR as an opportunity and a platform for growth. Introduction Just as the Internet has triggered lasting change in the structures of industry and the ways in which industries can create value, the ubiquitous connectivity in place today has already caused an enduring shift in the relationship between an enterprise and its customers, employees, and partners. That’s because massive amounts of information – and opinions – about companies, their products and practices, are available in every part of the globe, every minute of every day.

And because the Internet is now a place where people congregate to discuss and organize social actions, the balance of power between business and society has shifted toward society and away from business. Corporate Social Responsibility is the way companies manage their businesses to produce an overall positive impact on society through economic, environmental and social actions. IBM Global Business Services Based on our conversations with business leaders and our own survey of their actions and expectations, it appears incontrovertibly true that business leaders are starting to see CSR as a sustainable growth strategy.

It’s equally true that the more advanced view of CSR demands significant long-term commitment, and definition (or re-definition) of corporate values. It can also require wholesale changes to the ways companies operate.

Finally, it will require a finely honed appre - ciation of customers’ concerns. A potentially alarming finding from our survey is that 76 percent of the business leaders surveyed admitted they don’t understand their customers’ CSR expectations well.

The CSR survey IBM’s global survey was conducted to gauge just how deeply the CSR issue has penetrated the core of the corporation and its strategies and operations. We surveyed more than 250 business executives worldwide. These were business leaders and strategists, not the executives responsible for charitable foundations or special corporate CSR initiatives. Our analysis led us to three dynamics that companies should understand and act upon in dealing with CSR. These dynamics are:

• Impact on business – From cost to growth • Information – From visibility to transparency • Relationships – From containment to engagement.

This study will examine each of these dynamics individually and make recommenda - tions that will help companies in their journey to achieve sustainable growth through CSR.

Connectivity in action All over the world new communication technology is altering the relationship between business and society in dramatic and surprising ways. Even in more closed societies, connectivity can derail business plans. In Xiamen, China, armed only with cell phones and text messages, citizen groups forced local government and business to suspend development of a petrochemical plant. The demonstration looked spontaneous, but behind the scenes, activists were using mobile phones to coordinate it. IBM Global Business Services Attaining sustainable growth through corporate social responsibility Attaining sustainable growth through corporate social responsibility Impact for business: From cost to growth Governments have historically arbitrated much of the relationship between society and business, and in its most rudimentary form, CSR can be viewed as compliance with the laws and regulations set by the public sector.

Although regulation can have significant social value, companies look at compliance as a cost of doing business – and as a source of potentially costly hits in terms of litigation and reputation.

As companies have gone global – either by entering new markets to sell their products and services or by working with new overseas suppliers – the costs of compliance have risen rapidly. Failure to abide by local and global regulations can destroy business reputations and brands, but compliance alone won’t build brands. Nor will compliance offer the growth opportunities that strong brands and reputations bring with them.

Many companies have clung to this narrow compliance-based view of CSR for decades.

Quite recently, however, companies have started shifting their thinking about what it means to be socially and environmentally responsible.

Today, a surprising number of companies already regard corporate social responsibility as a platform for growth and differentiation. • Over two-thirds (68 percent) of the business leaders surveyed by IBM are focusing on CSR activities to create new revenue streams.

• Over half (54 percent) believe that their companies’ CSR activities are already giving them a competitive advantage over their top competitors.

When aligned with business objectives, companies are beginning to see that CSR can bring competitive differentiation, permission to enter new markets, and favorable positioning in the talent wars. How do you develop a CSR strategy?

Our approach is to view a company’s current activities and objectives against the CSR Value Curve (see Figure 2), which captures the shift in thinking from CSR as a cost or risk- mitigation effort to CSR as a strategic goal that brings in new revenues.

FIGURE 1.

Focusing CSR to create new revenue streams.

Source: IBM Institute for Business Value. 49% Activities have recently begun in this area 9% Activities are mature in this area % No activities in this area (Percent responses) 4 IBM Global Business Services When businesses do start to move beyond compliance they start their journey along a continuum described in the CSR Value Curve.

Our survey results showed that surprisingly few companies engaged in what appears to be a very fundamental area for reputation building – strategic philanthropy. Strategic philanthropy aligns charitable giving with business strategy, company skills and market needs. These efforts reinforce a company’s social commitment with ongoing returns, often in the form of goodwill and typically indirectly from a financial perspective.

For example, IBM works with public and not- for-profit organizations to make the World Community Grid available to a volunteer force of more than 210,000 people who donate the idle processing power of their computers to create a “virtual supercomputer” devoted solely to humanitarian research.

The program is strategic to IBM because it demonstrates how leading-edge technologies the company is developing can meet major global challenges, and it gives the company feedback on the performance of those technologies in real-world applications.

Because the positive financial impact of strategic philanthropy is often indirect, these efforts aren’t always sustained. But in order to have a lasting impact on society and on the business, they must be maintained and leveraged. So the closer you align philanthropy to the core strategy of the business, the easier it is to consistently support the efforts.

Companies are finding that many CSR initiatives, including those that reduce energy consumption or benefit the environment, help reduce overall cost structures or increase productivity. For example, Catalyst Paper Corporation, a Canadian pulp and paper company, uses its own by-products (biomass) to power its operations. It also regains heat from effluence to warm process water and thereby further reduce its carbon emissions. FIGURE 2.

CSR Value Curve. Adherence to law in the countries of production, operation and distribution Alignment of charitable activities with social issues that support business objectives Incorporates the company’s value system and/or code of conduct to guide business behavior Measurable cost savings through efficient or win-win scenarios Access to new markets, new partnerships or product/service innovations that generate revenue Legal and compliance Strategic philanthropy Values-based self regulation Efficiency Growth platform As companies move from left to right on the value curve, greater returns are realized as CSR becomes more integrated into core business strategy. Source: IBM Institute for Business Value.

Attaining sustainable growth through corporate social responsibility Together with efficiency gains and a switch to natural gas, the company has lowered its GHG emissions by 70 percent and its energy use by 21 percent since 1990. In 2005 and 2006 alone, the company saved US$4.4 million through a 2 percent reduction in fuel consumption. 1 The maximum benefit from the CSR opportunity takes place when all activities on the CSR Value Curve become integrated into a single company strategy, with leadership from the top managers and full engagement by employees, business partners and customers.

As Figure 3 shows, business leaders in our survey are already focusing their CSR activities to develop capabilities in many areas across the CSR Value Curve. Interestingly, more than half their activities have only broadened quite recently, an indication of gathering momentum and continued opportunity. 00 90 80 70 60 0 40 0 0 0 0 Activities are mature in this areaActivities have been started recently in this area Compliance with regulations and standards Strategic philanthropy Formal company values system Cost savings FIGURE 3.

CSR gains momentum.

Source: IBM Institute for Business Value. Creating new revenue streams 67% 30% 44% 28% 48% 44% 38% 19% 47% 49% The CSR profile of outperforming companies Companies that report they are substantially outperforming their peers already grasp the benefits that result from a CSR strategy integrated into the core of their business. Our survey found that these companies are more than twice as likely to:

Collaborate • Understand their customers’ CSR expectations well • Have increased the amount of information they provide about the sourcing, composition and impact of their products, services and operations • Collaborate with consumers and business partners on their CSR initiatives • Engage their full base of employees in their CSR objectives (i.e. not t\ op down) Integrate • Place critical importance on, and consider themselves very effective at, CSR supply chain processes • Consider themselves very effective at developing products and services with positive societal or environ - mental impact • Place critical importance on, and consider themselves very effective at aligning philanthropy with business priorities Companies that have focused their CSR activities in the following areas (Percent responses) 6 IBM Global Business Services Information:

From visibility to transparency Compared to their predecessors a generation ago, consumers today are information omnivores, devouring information at a dizzying rate. Some keep abreast of the nutrition and health issues of the products they consume by scouring web sites as frequently as they read ingredient labels. Others research the sustainability of the materials used to create the products they consider.

This hunger for information is intensifying. In the UK, 57 percent and in the US, 59 percent of consumers say their knowledge about the contents of the food they buy has increased over the last two years. 2 Because the actions of companies are more visible than ever before, and customers as well as other stakeholders have grown accustomed to such visibility, they are leading a demand for more transparency. In essence, they are asking companies to act in a more open manner.

Moreover, the traditional adage, “buyer beware,” has now become “seller beware.” Since 1990 the web has spurred the growth of more than 100,000 new citizen groups devoted to social and political issues. 3 And the torrid pace of information traveling the Internet is transforming consumer expectations as customers gain continuous access to special- interest action plans, third party scorecards, and more. In fact, companies can easily lose control of their own brand and reputation in today’s marketplace.

Increased visibility is best countered by greater transparency. And the way to build trust with consumers and other constituents is to make sure that there is a continuous exchange of information.

Our survey results chart a marked increase in information related to CSR:

• Three-quarters (75 percent) said the number of advocacy groups collecting information on their business has increased in the past 3 years.

• Three-quarters (75 percent) have also increased the amount of information they provide about the sourcing and social and environmental impact of their products and services and operations in the past 3 years.

• A full 63 percent believe they have sufficient information about the sources and composi - tion of their products and services to satisfy customer concerns.

• Yet 33 percent of those same leaders admit they don’t understand their customers’ concerns well; making it likely that most companies are either simply confident of their ability to meet regulatory requirements or, at best, guessing at what customers expect.

FIGURE 4.

Information explosion over the last 3 years.

Source: IBM Institute for Business Value. Increased No change 75% Decreased Don’t know 6% 1% 17% The number of advocacy groups collecting and reporting information on your industry, enterprise and/or productsInformation companies provide on the amount of sourcing, composition and impact of its products, services and operations.

75% 23% 0% 3% (Percent responses) 7 Attaining sustainable growth through corporate social responsibility Product information is only the start While businesses typically provide the product information that is required of them by law, customers are digging deeper. They are scruti - nizing procurement and sourcing policies.

They’re checking trading practices, product composition and lifecycle management policies. They’re looking at the global impact of their choices across the entire supply chain – labor conditions in contract factories, and the lending policies of the financial institutions they deal with.

Like consumers, companies are digging deeper into their business partners’ operations, asking about their carbon dioxide emissions, and the impact of hazardous components in the supply chain (see Figure 6). Customers are joining with activist NGOs and advocacy groups, who no longer depend on door-to-door canvassing and street demon - strations to bring environmental and fair trade issues to worldwide attention. They use blogs, podcasts, text messaging, MySpace and YouTube to proliferate their messages.

What seems like an insatiable thirst for information is in reality a drive for relevant information that can reduce complexity and increase comfort level with purchase decisions.

For example, expiration dates on food cartons were designed to provide easy- to-understand guidelines. But when you encounter one bad egg you wonder whether FIGURE 5.

Could companies be caught in the gap? Source: IBM Institute for Business Value. 33% 63% Don’t knowNoYes Carbon management Waste management Water management Product composition and lifecycle FIGURE 6.

Required by business partners to adopt environmental standards.

Source: IBM Institute for Business Value. Knowledge gap Believe they have sufficient information to satisfy customer concernsn=0 Of this group, tho se that understand customer concerns welln= 63% 12% 52% 36% 10% 39% 52% 9% 47% 45% 13% 43% 44% 00 80 60 40 0 0 (Percent responses) (Percent responses) 8 IBM Global Business Services you need to discard the rest of the carton as well. EggFusion is a company that provides freshness and traceability coding to give you egg-specific answers – each egg receives its unique number before being put in a carton.

The consumer enters that number on a web site to find out when and where the egg was packed, as well as an expiration date for the particular egg. 4 Imagine how this approach might be used in the future: What vitamins did the hen receive in its feed? Is it hormone free? At what temperature was it stored and for how long?

Companies that figure out how to make information relevant will win customers’ trust – and build a powerful platform for growth.

Smart systems “You can’t make a product greener…without making it smarter” says Thomas Friedman describing variable pricing for traffic congestion networks. 5 Being open will require embedding information in innovative ways – smart utility meters, smart power lines, smart cars and smart strips for detecting food-borne bacteria. All will be based on realtime data.

Technology will enable companies to give stake - holders the kind of information they crave for quick decisions. A utility company, for example, that allows them to switch energy sources based on the current availability of the most environmen - tally friendly energy sources. Cell phones that scan product bar codes and immediately display the user’s pre-defined product information. The view from outside Increasingly, we believe that the degree to which a company is willing and able to open itself to stakeholder scrutiny will be a make or break factor in achieving CSR objectives. In fact, the company that invites more eyes on its operations can preempt problems that would otherwise become very expensive to solve.

Imagine a manufacturing company that has tens of thousands of suppliers under contract, all faced with the impossible goal of monitoring all their global suppliers. It’s not in an enviable position when an NGO digs up and publicizes negative information about the environmental practices of a supplier to one of its partners. But how can a company be expected to see that far down into its supply chain? Most look at the difficulty of growing expectations and go on the defensive. In this position, however, the company runs the risk of negative publicity, which in turn increases the risk of continued hostile scrutiny and regulation.

But if a company clearly pledges to enforce standards, openly sets goals to improve upon its current abilities, and invites and enables stakeholders like NGOs to help monitor practices, then transparency not only relieves the business of some of the burden for monitoring, but strengthens relationships that were once adversarial.

9 Attaining sustainable growth through corporate social responsibility The information dilemma As businesses grow more global and complex, and more interlocked with the operations of the partners in their value chain, there’s a very real concern that the growing demands for information transparency could outpace the ability to supply it. Even the most open and proactive firms face a dilemma: Too often they just don’t know what they know. And when they do, they don’t know what to share.

U.S. footwear company Timberland created an unusually open product label. Based on the graphic design of a nutritional label, it indicates the name and location of the factory, the amount of energy used in production, and percentage of renewable energy used. It even shows the percentage of factories assessed against code-of-conduct standards, and the number of hours employees have volunteered in the community. 6 Too much information… or just right?

Information strategies need to be relevant to customers’ concerns, expectations, and preferences. Customers will define the amount and type of information they need, and the enterprise will find the best ways to deliver it.

A key dependency for all companies will be a single view of the truth across their extended supply chains. And that will require innovative methods for maintaining compliance and cooperation on common objectives and standards. As the MediaCo case study describes on page 10, automated systems that draw upon advanced analytics can enable adherence to common standards, and even predict compliance.

A single view of the truth provides the foundation for delivering that information, but ongoing interactive relationships are necessary for companies find out what’s important and relevant at any given time to customers and other stakeholders.

A company’s most valuable asset is its ability to convert brand power into customer buying decisions. The company that has trusted information it can share with stakeholders at any time can be a trustworthy “partner in sustainability” for customers who are ready to buy.

0 IBM Global Business Services MediaCo protects its brand For a company selling to families, the impact of a human rights campaign\ along the lines of “made for children by children,” could be devastating. Recognizing its responsibility to\ uphold international labor standards, a prominent family media and entertainment company, MediaCo, needed to overhaul a system for overseeing a worldwide network of licensees / vendors and thousands of factories. D\ esigned to hold licensees and their vendors to responsible labor standards, the system wasn’t adequate to\ support growth plans, which would require double the number of plants in ten years – most of that takin\ g place in countries with the highest risk of breaching standards.

MediaCo realized it needed a new way to manage the risks associated with distributed global sourcing. Not only did it need to be based on a consistent pro-active application of its la\ bor standards policy, information needed to be accessible and easy for licensees and vendors to use. In other wor\ ds, the policy needed to be transparent inside and out.

Because three attempts to update the system had been unsuccessful, the c\ ompany decided to lead with an executive steering committee consisting of senior level management from \ business units. It combined a “top-down,” goal-based approach with a “bottoms up,” issues-\ based one incorporating workshops and other collaboration techniques for rapid identification of existing and requir\ ed business processes and strategic improvements.

Based on more than 00 ad hoc policy statements, complexity and fragmentation made the curre\ nt system difficult to administer and virtually impossible to grow. More than fifty documents were in use, with no central management, no business rules and no alerting system. Audit forms were c\ omplex, lacking quantifiable data and multilingual capability. MediaCo realized that the goal of a CSR program was not to police its \ partners and suppliers through rigorous audit protocols but to provide them self-supp\ ort, as well as access to tools and resources to maintain ethical manufacturing standards.

Data sharing and data integrity were major issues. There was no capabili\ ty for internal and external stakeholders to share information. Data entry was done manually by compliance specialists with no linkage to the ent\ erprise system and there was no way it could be used to negotiate current deals \ or to prevent production from being initiated if policies weren’t met.

Collaborating internally across multiple functions and externally across\ its supply chain, MediaCo was able to collapse its 00 policies to 70 integrated rules. Eight key documents replaced fifty.

By making the information system accessible and easy to use it became po\ ssible to spread the responsibility for data collection, shifting it to the licensees and vendors, away from\ the small MediaCo team. Growth can now proceed quickly and responsibly – because robust factory records are available to business units, licensees and vendors. In order to accommodate intellectual property issues, the datab\ ase was designed with restricted views as needed to meet contractual requirements.

While MediaCo has no plans to audit 40,000 factories itself, it is now i\ n a position to apply advanced analytics for effective 00 percent coverage. A risk engine can be set up to quantify, accept and normalize audits from multiple sources. Risk levels can then be ranked, scored and prioritized for mitigati\ on -- through interventions in the form of direct audits, visits or face-to-face educational engagem\ ent. Scorecards and key performance indicators can be continuously updated for internal and external reporti\ ng purposes. While MediaCo has no plans to audit 40,000 factories itself, it is now in a position to apply advanced analytics for effective 100 percent coverage.

Attaining sustainable growth through corporate social responsibility Relationships: From containment to engagement When CSR strategies are effective, transpar - ency, as discussed in the previous section, goes hand in hand with stakeholder engage - ment. First, you can’t call it transparency if you simply spew information out into the marketplace, or unleash what is effectively a data dump on your customers. It could even backfire. To truly communicate requires not just context, but interaction among the parties.

Second, engagement without full transparency is disingenuous at best.

Most companies have limited the ways in which they directly interact with customers and other constituents on CSR issues. Typically, engagement begins and ends with sales, marketing, customer care, or public relations functions.

Driving transparency, however, requires signifi - cantly more interaction with customers – from senior managers to shop assistants. And at all these touch points, businesses will need to both practice openness and ensure that its full employee base is prepared to enter into a dialogue with customers.

Businesses have a long way to go. Only 16 percent of our survey respondents said they really engage and collaborate with customers regarding CSR activities. And the numbers aren’t much better for business partners and communities – 23 percent and 19 percent respectively (see Figure 7).

The only way to get a better handle on stake - holder expectations is to foster a relationship based on continuous engagement. Let’s revisit the manufacturing company that shared its upstream suppliers’ human capital policies and shipment information with NGOs.

Imagine the information gathering ability and the cost savings that could come from asking the foot soldiers of a global NGO to monitor working conditions or chemical spills.

Partnerships with stakeholders allow compa - nies to achieve some of their objectives at lower cost – as the NGO’s resources can be brought to bear to support common objec - tives. In this case the company can go beyond simply providing more transparency into its operations. It can leverage its stakeholders to accomplish some of the tasks it would other - wise have to shoulder by itself.

In fact, this is one bright spot in our survey; 48 percent of businesses report they are already partnering with NGOs or local governments for business purposes. This suggests a good foundation for collaboration has already been established. Slightly more than three quarters of business leaders surveyed don’t understand their customers CSR expectations well. FIGURE 7.

Companies that mainly collaborate with stakeholders on CSR initiatives.

Source: IBM Institute for Business Value. Investors Business partners Employees Consumers Community Government 15% 25% 20% 30% 17% 28% 27% 41% 23% 37% 21% 35% All companiesCompanies that understand customers well (Percent responses) IBM Global Business Services The new customer conversation The only way to decide what’s really relevant is to engage customers. Capture their ques - tions. Listen to their ideas. Make it easy for them to find the answers to their questions online, on labels, and from sales and service employees. Analyze underlying themes so you can make your actions and information increasingly relevant. Increasingly, companies are making information interactive, encour - aging consumers to call an information desk, or check a product code on the Internet to find the information they need. Interactions like these can be tracked and analyzed to better understand customers’ interests and expectations. Marks & Spencer: Differentiation based on trust “Fifteen years ago British consumers were perhaps the most trusting i\ n the world,” says Mike Barry, who heads corporate social responsibility for British retailer Marks & Spenc\ er. However, a series of debilitating food scandals in the early 990s left them so shaken that by 000 consumer skepticism had exploded to other products too – from the wood used in furniture to the chemicals in cl\ othing. “I think it’s safe to say that from 000-00 retailers like Marks & Spencer were in crisis management mode.” Against this backdrop, and in response to public concern over sustainabi\ lity and traceability, M&S was anxious to get in front of the issue and better understand what was driving cust\ omer concerns and behaviors. Their analysis revealed four consumer groups:• percent weren’t interested in green or social issues at all; most of these customers had low incomes and more pressing concerns.

• 8 percent were somewhat interested in green or social issues but didn’t know if they could make a difference themselves. These customers wanted to be sure if, for example\ , their individual recycling would make a difference.

• percent were fully engaged in the issues but did not want to compromise on \ price and quality.

• percent were crusaders – very passionate and looking to Marks & Spencer to be an advocate as well. Essentially, two-thirds of British consumers were asking for M&S to make things eas\ y for them. “The only decision they really want to have to make is whether or not they should \ walk through the doors of our store,” says Barry. “They don’t have to think about it. It’s easy.” Based on these insights, M&S launched the “Behind the Label” campa\ ign, which educated its 6 million customers about all the things the company was doing around environmenta\ l and social issues. The program was deemed a success, but competitors were also doing some good things t\ o gain consumer trust.

Attaining sustainable growth through corporate social responsibility To establish a clearer point of differentiation, last year M&S launched P\ lan A, a highly visible £00M “eco-plan,” impacting every part of the company’s operations. With 0 million items of clothing and . billion items of food produced under its label, M&S recognized it needed to work with sta\ keholders in new ways. That required an open and innovative approach to information exchange. Collaborating with suppliers and customers On the supplier side, the focus was collaboration as well as traceabilit\ y. “If you don’t know who you are buying from, you can’t manage the issues,” says Barry. At M&S, meat used in sandwiches and recipes can be sourced back to the individual cow. Traceability for clothing reaches back deep into the value chain --as far as dye houses a\ nd spinning mills. While the complexity of the supply chain, especially textiles, still poses major challenges, \ it has also brought opportunities for innovation. “It’s like the wild west out there in terms of ideas. You’ve got to put yourself on the map so organiza - tions with different ideas know you and can approach you,” says Barry.

As part of Plan A, M&S created a supplier exchange in order to share bes\ t practices. Barry explains, “It’s about closing the loop – taking different parts from the business model –\ bits that used to be isolated from each other, and linking them up.” Farmers, for example, who learned how to use an\ aerobic digestion to create biogases from farm waste are now selling green electricity to M&S, along with the\ ir beef. A manufacturer in Taiwan that can turn bottles into polyester is talking to a polyester plant buyer wh\ o in turn is talking to M&S buyers.

Another key objective for the company has been to engage customers. Acco\ rding to Barry, “You actually want consumers to buy into driving change rather than just being recipients o\ f it.” To do that, the company looked for opportunities to collaborate with NGOs. Oxfam fit the bill. Together, the retailer and the NGO have created an alternative to dumping old clothing into landfill. Customers who take\ their used M&S clothing to an Oxfam charity shop get a discount when they purchase new clothing at M&S. Programs like this give shoppers an opportunity to learn about sustainable consumption by taking action that\ achieves a social benefit as well.

Barry is quick to caution that the collaborative approach – with customer\ s, suppliers, NGOs – requires patience:

“This battle will be won and lost in three, four, five years’ time, not in the next six months. And anybody who thinks this is about short-term positioning is in for a rude awakening. \ This is about long-term positioning of your brand.” Engagement starts from within What happens when a customer walks into a store, a bank, a showroom, or even a factory floor and asks if the products they see are fair- trade or sourced sustainably? Do employees have the information at hand? Can they answer questions about the company’s labor practices and energy consumption as well as product disposal? Not usually. “It’s like the wild west out there in terms of ideas. You’ve got to put yourself on the map so organizations with different ideas know you and can approach you.” Are they prepared to have a real dialogue, one in which they learn about the customers’ needs? Not frequently enough according to the respondents of the survey.

All too often in corporate life, the CEO announces a vision and the average employee is mystified or indifferent. With CSR, it can be different. Research at Marks & Spencer, for 4 IBM Global Business Services FIGURE 8.

Company engagement in CSR objectives and initiatives.

example, shows that employees rate higher on every measure of CSR commitment than customers. Developing and implementing a CSR strategy is a unique opportunity to rally the company. However, as our survey results show, only 31 percent of businesses engage their employees on the companies CSR objectives and initiatives. This is a significant opportunity lost (see Figure 8).

Some companies engage employees by posing grand challenges, in which groups collaborate around a common goal to develop a product or service with societal or environmental benefits. Other companies provide incentives for individual actions that make a significant difference. 3M’s Pollution Prevention Pays (3P) rewards employees who have breakthrough ideas for eliminating pollution at its source. Since its inception, nearly 6,000 3P projects have prevented the creation of more than 2.2 billion pounds of pollutants and generated savings of nearly $1billion, counting only first year savings from the projects. 7 Every business will find its own way to engage employees, customers, partners and NGOs. The success of all these programs, however, will hinge on the depth and vitality of the interactions they support. Those that consistently combine clear transparency with deep interaction will best be able to advance sustainability in businesses and society.

Employee engagement on CSR initiatives can have another positive affect; it can be a powerful recruitment and retainment tool in an environment where the war for talent is shaking up whole industries. A recent study found that 44 percent of young professionals say they would discount an employer with a bad reputation. 8 Moreover, there are plenty of studies and surveys that suggest the more socially- and environmentally-aware generation leaving school now doesn’t just want to join a company with a good CSR reputation; they want to be an part of a movement to create a better world – and to do that from inside business. That means getting involved in identifying CSR-based growth platforms, getting creative in applying innovative solutions, and getting closer to customers. Source: IBM Institute for Business Value. All companies Board of Directors Corp/Business Unit Leaders Front-line Managers Employees Families 58% 62% 46% 31% 19% 70 60 0 40 0 0 0 0 (Percent responses) Attaining sustainable growth through corporate social responsibility Impact of customer intimacy Companies that understand their customers’ CSR concerns well • Report more success than their peers in increasing revenue and reducing costs as a result of their CSR strategy • Are more likely to focus on and believe they are effective at differentiating their products and services.

• Believe they are more effective at improving labor practices, adopting ethical and green procurement, manufacturing and logistics processes, aligning philanthropy with business priorities, and adopting a formal company value system than their peers.

• Are more likely to engage their employees in the company’s CSR objectives. Conclusion CEOs have long been accountable to a varied group of stakeholders – employees and communities, as well as investors . The nature of these relationships is now changing in ways that significantly affect corporate performance.

In part due to the emergence of the Internet and continuing globalization, companies are becoming accountable for labor issues and working conditions in their partners’ operations as well as their own. In climbing the CSR Value Curve from compliance to growth, companies must:

1. Align and incorporate CSR with business strategy and integrate it across all opera - tional functions. Thus, making it easy to invest (not spend) the funds necessary to achieve its objectives.

2. Implement an open information strategy for more transparent information-sharing with multiple stakeholders.

3. Leverage transparency to increase the level of engagement of key constituents and customers.

When these activities are done in combination, CSR can become a dimension of a company’s successful competitive strategy. Done right, it offers a company improved relationships with all of its key constituents, more loyal customers, lower costs, higher revenues and an overall improvement of the business’ standing in society. 6 IBM Global Business Services About the authors George Pohle is the Vice President and Global Leader of IBM’s Business Strategy Consulting Practice. He has over 20 years of line management and consulting experi - ence and has held strategic and operational roles in both entrepreneurial endeavors and in large corporations. He can be reached at [email protected] . Jeff Hittner is the Corporate Social Responsibility Leader for the IBM Institute for Business Value. He works with a range of industries and clients to address the emerging role of corporate social responsibility in core business strategies. He can be reached at [email protected] . Contributors Thanks are due to Guy Blissett, Stephen Rogers and Kevin Thompson. About IBM Global Business Services With business experts in more than 160 coun - tries, IBM Global Business Services provides clients with deep business, process and industry expertise across 17 industries, using innovation to identify, create and deliver value faster. We draw on the full breadth of IBM capabilities, standing behind our advice to help clients innovate and implement solutions designed to deliver business outcomes with far-reaching impact and sustainable results.

7 Attaining sustainable growth through corporate social responsibility References1 Catalyst Paper Corporation. “Environment Manufacturing Principles.” Richmont, Canada. December 2007. http://www.

catalystpaper.com/socialresponsibility/ socialresponsibility_environment_manufac - turingprinciples.xm l 2 IBM Online Traceability Survey, 2007.

3 Sheila, M., Lenny T. Mendonca and Jeremy M. Oppenheim, ”When Social Issues Become Strategic,” The McKinsey Quarterly, 2006 Number 2.

4 www.eggfusion.com 5 Friedman, Thomas. “The Green Road Less Traveled.” The New York Times, July 15, 2007.

6 www.timberland.com 7 www.3M.com 8 Vorster, Gareth. “Corporate social respon - sibility is more important than salary when choosing a job,” Personnel Today, August 2, 2007.

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