Australians give high praise to others on Corporate Social Responsibility but doubt their own company’s performance, according to new research
February 12, 2012
Australians give high praise to others on Corporate Social Responsibility (CSR) but doubt their own company’s performance according to new research.
The State of CSR in Australia and New Zealand Annual Review 2012/13, shows CSR practitioners question the quality of leadership in their own organisations.
Asked how external organisations display CSR leadership, respondents cite examples of bold, visionary sustainability actions, programs, targets and initiatives from prominent companies like Marks & Spencer, Westpac, Rio Tinto, NAB and Unilever.
By contrast, when asked to share their own organisational experiences of CSR leadership, responses commonly relate to traditional CSR practice including community investment and philanthropy.
Conducted since 2007 by the Australian Centre for Corporate Social Responsibility (ACCSR), this year’s research also finds respondent’s commonly say their company does not display any CSR leadership at all.
But ACCSR Managing Director Dr Leeora Black says this does not necessarily mean there is an absence of CSR leadership in Australia.
“There is a difference between having an intimate knowledge of an organisation’s challenges and seeing only the corporate image that is reflected outwards to society,” Dr Black says.
“When we are looking at others we regard as pioneers or trailblazers, we are more inclined to see the image they are portraying to the world, however when we reflect on our own experience, we see the struggle, challenges and barriers,” she says.
The research also reveals respondents think the most effective tactic used to overcome CSR obstacles
is success.
Tactics
both widely-used and effective
include linking CSR strategy to business strategy, increasing stakeholder engagement and enlisting senior management support.
Less effective tactics include identifying CSR champions, setting operational indicators or targets and implementing CSR- related key performance indicators for staff.
For the fifth year running, a lack of organisational support was rated the greatest obstacle to CSR success. This ongoing challenge has implications for CSR leadership due to the inter-relationship between both issues.
“There seems to be a missing link between leadership and organisational buy-in,” Dr Black says. “But responsible leadership is essential to securing organisational support and achieving long-term CSR success.”
The full report, the State of CSR in Australia & New Zealand Annual Review 2011/2012 will be launched at ACCSR’s conference on February 13 and available for free download on the ACCSR website from next week.
Request a copy from sorayadean@accsr.com.au or call Dr Leeora Black on 03 9049 9500