This covers the following - Responsible business and CSR - Creating a shared vision - The theory of change - Intervention approach - Issue prioritization and targeting - Mainstreaming CSR in corporate governance

1. Creating Social Vision and Drawing CSR Map

2. Responsible business and CSR
Creating a shared vision
Issue prioritization
Theory of change
Intervention approach
Mainstreaming CSR in corporate governance

3. Source: UNESCAP (United Nations Economic and Social Commission for Asia and the Pacific ) Publication
Business responsibility perspective

4. NVG perspective
Business
Responsibility
Business
Responsibility

5. Companies Act perspective

6. Responsible business and CSR
Creating a shared vision
Issue prioritization
Theory of change
Intervention approach
Mainstreaming CSR in corporate governance

7. The big questions

8. Why CSR?
Source: Wikipedia

9. Current trend

10. Factors contributing to vision
Regulatory
Environment
Market
Condition
Political
Environment
Social
Condition
Shareholder
Expectation
Employee
Interest
Customer
Expectation
Community
Need
Global Norms and Standards
National Norms and Standards
Value
Purpose

11. Elements of vision

12. How do we get there?

13. Whose vision is it anyway?
Who shapes the vision
Senior management?
Site based/Community demand?
Employees interest?
Investors interest?
Who owns it?
Is it the responsibility of CSR committee and board alone?
Is the decision making, attitude and behaviour at all levels
within the company underpinned by the shared vision?
Who is aware of it?
Is the vision communicated and understood by all the

14. Source: classroom-aid.com

15. Source: Ebook: Building A Vision Authоr: Steve Carrick
Stages to building a shared vision

16. Vision roadmap

18. Stakeholder expectations mapping
It is important to understand the different
stakeholders needs and expectations, as it would
serve as important references for development of
CSR policy and plans
Stakeholder expectation mapping process
Step I : Stakeholder Identification
Step 2: Stakeholder and expectation and concerned issue
analysis

19. Step I - Stakeholder Identification
Think of all the people who are affected by your
work, who have influence or power over it, or have
an interest in its successful or unsuccessful
conclusion
Are those ultimately affected, either positively or
negatively by an organization's actions
Primary
Stakeholder
Are the ‘intermediaries’, that is, persons or
organizations who are indirectly affected by an
organization's actions
Secondary
Stakeholder
Those (who can also belong to the first two groups)
have significant influence upon or importance
within an organization
Key
Stakeholder

20. Step I - Stakeholder identification

21. Understanding of their needs and concerns
Prioritize the categories of stakeholders as
Vital to the company’s operation and success
Important to include for practical and political reasons
Nice to include if possible given time and resource
Establish communication with different stakeholders
Compile their economic, social, and environmental
needs and concerns
Prioritize concerns/needs according to their impact
on the company into primary, secondary and tertiary

22. OPEN BLIND
UNKNOWNHIDDEN
Probing/consultat
ion
Self discovery
Shared
discovery
Unknown by
others
Known by
others
Unknown by
self
Known by
self
Adapted from Luft and Ingham (Johari Window)
Creating shared perspective with stakeholders

23. Stakeholder engagement process –
community need assessment
Process of assessing the community’s needs and
resources
Community Identification & Targeting
Community - Common geography, culture, interests,
demography, etc
Its reference point to the company

24. Identifying needs the Bradshaw Way
Discrepancy between current state and a given norm or standard
(something that has been professionally defined)
It is what people
in the
community say
they want or
feel they need
Refers to unmet demand – that which can be inferred
by observing
A discrepancy between
what one group has
and what another
group, with similar
characteristics, has

25. Community needs assessment
Problems are translated to needs, needs are
translated to interventions
Needs assessment starts with problem analysis
Integrates qualitative and quantitative methods

26. Information from internal stakeholders
It can be done by using
Survey
FGDs
Group Discussions/ consultations
One-on-one meetings

27. Responsible business and CSR
Creating a shared vision
Issue prioritization
Theory of change
Intervention approach
Mainstreaming CSR in corporate governance

28. Issue prioritization
Next step would be to evaluate the number of issues
compiled so far based upon certain criteria and arrive
at a prioritized list of item
Create a issue prioritization matrix and score it
accordingly
It could be a simple matrix or you can assign weightages to
the various criteria
For instance greater weightage to the concerns of vital
stakeholders
Issue Internal
relevance
External
relevance
Strategic
Alignment
Impact on
company
Leverage
Potential
Feasibility

29. Responsible business and CSR
Creating a shared vision
Issue prioritization
Theory of change
Intervention approach
Mainstreaming CSR in corporate governance

30. “Would you tell me, please, which way I ought to go
from here?"
"That depends a good deal on where you want to get
to.”
― Lewis Carroll, Alice in Wonderland

31. Assumptions
Assumption
s
Assumptions
Assumptions
Present State
Desired
State
Interventions
R
e
s
u
l
t
Theory of change

32. Theory of change
Your view of how change is going to come about; the
mechanism through which it occurs
Rather than projecting outcomes from your activities,
ToC reverses that process by focusing FIRST on WHAT
OUTCOME you are seeking (your goal) – then thoroughly
considering all preconditions necessary
Interventions and Activities are then based on your
outcomes framework

33. Steps to create a theory of change
Identify long term goals
List out preconditions
Identify interventions
Develop indicators
Be clear about what impact you
want to create through your
initiatives and articulate it as
the ultimate goal
List all of the changes that must happen
in order to reach the long-term goalgoal
List out interventions (activities) done in a
certain way that are most likely to bring
about the outcome
List Measurable indicators of success or evidence.
Every indicator should be SMART (Specific,
measurable, attainable, relevant and time – bound

34. Logic of log frame analysis
Project
Description
Indicators Source of
Verification
Assumptions
Goal
Objective(s)/
Outcome(s)
Deliverables/
Outputs
Activities
If the OBJECTIVES are accomplished;
Then this should contribute to the overall goal
If DELIVERABLES are produced;
Then the OBJECTIVES are accomplished
If adequate RESOURCES/INPUTS are provided;
Then the ACTIVITIES can be conducted
If the ACTIVITIES are conducted;
Then RESULTS can be produced

35. Responsible business and CSR
Creating a shared vision
Issue prioritization
Theory of change
Intervention Strategy
Mainstreaming CSR in corporate governance

36. Questions to be considered while selecting
the approach
What should be the implementation strategy?
Who will be implementing it?
Direct implementation
Implementation by NGOs
What should be the program approach?
Extensive /intensive
Develop a model and replicate it at a later stage
Complement/ supplement existing initiatives
Comprehensive programme/ implement different aspects
of the program in different area enabling cross learning

37. Questions to be considered while selecting
the approach
What should be the geographic spread?
Wide spread/concentrated
What will be the unit of intervention?
Ad hoc/ structure (Village/block/district..)
What should be the resource/capacity leveraging
strategy?
Partnering with government bodies
Partnering with other corporate bodies

38. Responsible business and CSR
Creating a shared vision
Issue prioritization
Theory of change
Intervention approach
Mainstreaming CSR in corporate governance

39. CSR and corporate governance
The Companies Act expects directors to be accountable
for the following
CSR policy
CSR activities
CSR fund allocation & utilization
Reporting on CSR
For this purpose CSR committee with 1 independent
director nee to be constituted by the board
Monitoring the CSR project from time to time falls under
the purview of CSR committee and hence ultimately on
the board

40. However it must be noted that a company
with good CSR does not necessarily imply
good corporate governance – until it is in
the business of responsible business!