The SDGs: A framework for social and business value

©2017 CSR Training Institute
Projects, partnerships, communications & more
Presented by
Wayne Dunn
President & Founder, CSR Training Institute
Former Prof. of Practice in CSR (McGill University)
wayne@csrtraininginstitute.com
BEST PRACTICES IN CSR
A conversation about sustainability social
responsibility and shared value
Courtleigh Hotel, Kingston Jamaica
Jan 24th, 2017
Kingston, Jamaica
Sponsored by the
Canadian High Commission
The Sustainable Development Goals
A FRAMEWORK FOR SOCIAL & BUSINESS VALUE

??Corporate Social Responsibilty??
•That Do-Good stuff that happens on the
margins of our real business
•Gives us some good things to talk about in
our public statements
•We support it, but try to keep it away from
core-business so it isn’t too distracting
•It helps us to look like good community
people with a conscience

Let’s get one thing clear
CSR is about value. Nothing Else
Profit & Purpose should support each other
CSR is about creating social and business value
CSR disconnected from business value is paternalistic
and unsustainable
CSR as window-dressing is just dumb in today’s
networked and transparent world
Value creation should be as integral to CSR planning
and management as to any other business activity.
Why would you suspend a value-focus simply because it also
involves social value
Strategic CSR can drive social and business value

CSR: What is it?

Outline
•The world changed! What happened?
•Evolution of business’ response
•CSR as a value creation strategy
•SDGs a framework for aligning business and
social value
•Case study/group work
•More emerging issues/trends (if time)

Expectations & Commitments
Wrong program if you just want answers
• Its not a how-to manual or an instruction book
• Not prescriptive
• Success is being able to understand more and ask smarter
questions
• Stay curious and engaged. We will learn from and with each
other, all of us.
• We won’t learn it all today – not enough time (I’ve added
extra slides, plus full Pen Drive)
• Ask questions (there are no dumb questions, just dumb
people that hold back their questions)
• CSR, Shareholders, society, business, stakeholders & you –
it is all about value

Caution: Language is
‘under development’
• Corporate Social Responsibility (CSR)
• Sustainability
• Corporate Responsibility
• Social Responsibility
• Environment, Social and Governance (ESG)
• Shared Value
• Social License
• ????
Whatever the words, it is about where business
meets society, who benefits, how and why

Objective
•Broader value-centric
perspective on CSR
•Understand potential of
SDG framework to
facilitate social and
business value

Issues take years to gain traction
• Emphasis on philanthropy
• Emergence of consumer
activism
• Emergence of
environmental movementUnsafe at any speed
Ralph Nader, 1965

Society’s responses
change companies & industries
Brent Spar, 1996 Shell
Scientifically sound but PR
Disaster
Marcopper Tailings Dam,
Philippines - Placer Dome, 1996
1998 – Placer Dome first major mining
company to adopt sustainability policy
First private sector project to ever win World
Bank’s Development Innovation Award

Echo Chamber of Social Media Drives

The world changed
• Isolated world gave more power and
influence to large institutions
(government, business, etc.)
• More focus on local issues, standards
and expectations
• Globalized inter-connected world
• Emerging global standards and norms
• Increased democratization of power and
influence
• Anywhere is everywhere

Increasing societal expectations
and influence
0
50
100
150
200
250
300
1975 1980 1985 1990 1995 2000 2005 2010 2015
SocietalExpectations&Influence
Applies to organizations of
all types, but especially
business
*directionally indicative data derived from SWAG analysis

Evolution of CSR
• Business response to these global changes took time and is still
evolving
• Some businesses are still resisting and waiting for something magical
to happen

Business’ Response
Evolved over time (and still evolving)
•Beads and trinkets
•Throw money at
problems and issues
•Philanthropy, Charity
& disconnect
•Zero Sum CSR
•Strategic CSR – value
proposition
alignment

CSR: Strategic Value Alignment
Business
Society
Environment
• Society
• Environment
• Business
• It’s OK to have a
strong focus on self-
interest
• Selflessness is
not sustainable

CSR = Value
for shareholders and society
CSR is more than charity and philanthropy
It is NOT simply about organizations giving to society
Corporate Social Responsibility is about creating business value
AND social value. About aligning and balancing shareholder,
societal and environmental interests.
Effective CSR balances the interests of shareholders, society and
the planet, making stronger and more sustainable

The CSR Value Case
•Value to organization is
mandatory
•Plus value to society and/or value
to environment
NO EXCEPTIONS
• Every CSR Project should have a value-case analysis
• Value to the organization
• Value to society
• Value to environment

Social value imperative
applies across industry, sector & geography

Sustainability is a big deal
* Morgan Stanley Institute for Sustainable Investing
And a big
opportunity

Part of Apple’s Response
to pressure and opportunity

The world has changed
The SDG framework can help your
business adjust and adapt to ongoing
social and environmental performance
expectations.
It can also help to align shareholder
value, social value and environmental
stewardship
And will keep changing
Increasing value generation at all levels

Adopted
unanimously by
the United
Nations in a
Special Assembly
September 2015
Global Development Framework II
Collective Social Responsibility

SDGs

The SDGs
1. No Poverty
2. Zero Hunger
3. Good health & well-being
4. Quality education
5. Gender equality
6. Clean water & sanitation
7. Affordable & clean energy
8. Decent work & economic
growth
9. Industry, innovation &
infrastructure
10.Reduced inequalities
11.Sustainable cities &
communities
12.Responsible production &
consumption
13.Climate action
14.Life below water
15.Life on land
16.Peace, justice & strong
institutions
17.Partnerships for the goals

SDGs & CSR Activities
General alignment
Global development
framework
1. Education
2. Health
3. Poverty alleviation
4. Gender
5. Environment
6. Partnerships
7. Equity & justice
Social value investments
of business
1. Education
2. Health
3. Poverty alleviation
4. Gender
5. Environment
6. Partnerships
7. Equity & justice

Jamaica’s commitment to SDGs

SDG Analysis Frameworks
SDG alignment and engagement should be based on a
systematic and strategic analysis around value and fit.
No value | No sense doing anything
Some SDG Value and Fit Analysis Frameworks
• Current status
• Applicability to industry and operations
• Company’s ability to have an impact
• Importance to key stakeholders
• Value impact on business
• Local significance
• Other

SAB Miller’s SDG Alignment
Prosper’s 5 Pillars
Thriving World
10. Reduced inequalities
8. Decent work and economic
growth
5. Gender equality
2. Zero hunger
1. No poverty
Sociable World
3. Good health and well being
Resilient World
6. Clean water and sanitation
15. Life on land
Productive World
2. Zero hunger
6. Clean water & sanitation
8. Decent work & economic growth
15. Life on land
Clean World
13. Climate Action
12. Responsible consumption &
productivity
9. Industry, innovation and
infrastructure
8. Decent work and economic
growth

SAB Miller’s SDG Alignment
Prosper’s 5 Pillars
• Thriving World
• Sociable World
• Resilient World
• Productive World
• Clean World

Ma’aden’s SDG Mapping Analysis
 3. Good health & well-being
 8. Decent work & economic
growth
 9. Industry, innovation &
infrastructure
 12. Responsible production &
consumption
 13. Climate action
 15. Life on land
 17. Partnerships for the goals

…
…
The Sustainable Development Goals and Torex
17
Torex Business
& Activities
Goal 1 End poverty in all its formseverywhere   
Goal 2 End hunger, achieve food security and improved nutrition and promote sustainable agriculture  
Goal 3 Ensure healthy lives and promote well-being for all at all ages 
Goal 4 Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all   
Goal 5 Achieve gender equality and empower all women and girls 
Goal 6 Ensure availability and sustainable management of water and sanitation for all    
Goal 7 Ensure access to affordable, reliable, sustainable and modern energy for all  
Goal 8 Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all   
Goal 9 Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation 
Goal 10 Reduce inequality within and amongcountries 
Goal 11 Make cities and human settlements inclusive, safe, resilient andsustainable    
Goal 12 Ensure sustainable consumption and production patterns  
Goal 13 Take urgent action to combat climate change and itsimpacts*
Goal 14 Conserve and sustainably use the oceans, seas and marine resources for sustainabledevelopment
Goal 15
Protect, restore and promote sustainable use of terrestrial ecosystems, sustainably manage forests, combat desertifcation, and
halt and reverse land degradation and halt biodiversity loss   
Goal 16
Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective,
accountable and inclusive institutions at all levels 
Goal 17 Strengthen the means of implementation and revitalize the global partnership for sustainable development 
SDGImpactAreas
17 SDGs

…
…
SDG Impact Analysis (Current)
17
Business
& Activities
Goal 1 End poverty in all its formseverywhere
Goal 2 End hunger, achieve food security and improved nutrition and promote sustainable agriculture
Goal 3 Ensure healthy lives and promote well-being for all at all ages
Goal 4 Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all
Goal 5 Achieve gender equality and empower all women and girls
Goal 6 Ensure availability and sustainable management of water and sanitation for all
Goal 7 Ensure access to affordable, reliable, sustainable and modern energy for all
Goal 8 Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all
Goal 9 Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation
Goal 10 Reduce inequality within and amongcountries
Goal 11 Make cities and human settlements inclusive, safe, resilient andsustainable
Goal 12 Ensure sustainable consumption and production patterns
Goal 15
halt and reverse land degradation and halt biodiversity loss
Goal 16
accountable and inclusive institutions at all levels
Goal 17 Strengthen the means of implementation and revitalize the global partnership for sustainable development
SDGImpactAreas
17 SDGs
Which of the SDGs does
your business impact now

…
…
SDG Impact Analysis (Strategic)
17
Business
& Activities
Goal 1 End poverty in all its formseverywhere
Goal 2 End hunger, achieve food security and improved nutrition and promote sustainable agriculture
Goal 3 Ensure healthy lives and promote well-being for all at all ages
Goal 4 Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all
Goal 5 Achieve gender equality and empower all women and girls
Goal 6 Ensure availability and sustainable management of water and sanitation for all
Goal 7 Ensure access to affordable, reliable, sustainable and modern energy for all
Goal 8 Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all
Goal 9 Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation
Goal 10 Reduce inequality within and amongcountries
Goal 11 Make cities and human settlements inclusive, safe, resilient andsustainable
Goal 12 Ensure sustainable consumption and production patterns
Goal 15
halt and reverse land degradation and halt biodiversity loss
Goal 16
accountable and inclusive institutions at all levels
Goal 17 Strengthen the means of implementation and revitalize the global partnership for sustainable development
SDGImpactAreas
17 SDGs
Multi-dimensional
assessment of strategic
importance of each SDG
 Applicability to industry
and operations
 Company’s ability to have
an impact
 Importance to key
stakeholders
 Value impact on business
 Local significance
 Other

Business Case for systematic SDG engagement
some value propositions
• Ease of communication – globally accepted framework
• Better social and business ROI
• Prioritize investment and impact areas
• Ability to attract partners and collaborators
• Government and regulator relationships
• Stakeholder relationships
• Framework for Public/Private and NGO partnerships
• Objective criteria for engaging / not engaging
• Connects business directly to global development priorities
• Will becoming increasingly important around finance and risk areas
(Equator / IFC 2, etc.)
• Internal & external communications (simple and easy stories to tell)
• Helps to rationalize CSR strategy and programs

Group Work / Case Study
•CSR Value proposition analysis
•SDG impact/fit analysis
•Divide into groups of about 5 participants
•Review the case and be ready to present your
review to the group

Banking on Value© | Group Work
•XYZ Banking is a regional bank with global
ambitions. They provide a full range of financial
services including deposit taking, consumer and
business finance, investment banking, insurance
and investment management.
•They have recently moved into an Island country in
Asia. The country is made up of several islands and
has a mixture of first and third world conditions.
The economy is growing rapidly and a sizable
portion of the population is transitioning from
subsistence household economies to ones based on
cash and regular income.

• XYZ banking’s leadership prides itself on its
commitment to social causes and issues and has
traditionally supported many important causes around
poverty, arts, homelessness and education. The CEO
put a two-person team in charge of CSR and gave them
a budget to work with.
• They operated mostly independent of core business
operations picking and choosing amongst the many
applications for assistance that were submitted and
allocating resources on a relatively ad-hoc basis. They
seldom engaged with anyone else in the bank unless
the project involved corporate volunteerism and then
they worked to find in-house volunteers.

•The company and the industry started going through
challenging times and the company’s leadership and
managers began questioning the CSR budget, a
budget that they maintained had nothing to do with
creating business value.
•They felt that every dollar that went to CSR was a
dollar they didn’t have to work with, especially during
the challenging times they were in. Shareholders and
even the bank’s customers were uneasy with the
Bank’s unstructured support to a range of social
causes and issues that were basically unrelated to the
business.

•The CSR team recognized that they had an internal
stakeholder issue and began searching for a project
that could both create local social value and, at the
same time, provide direct value to XYZ Banking.
They met with the Banks leaders so they could
better understand the pain points and challenges
that they were facing.
•One of the key pain points was developing a strong
pipeline of new customers for the bank’s retail
operations. Significant investment significant
portion of the Island’s poorest residents were
beginning to transition from a subsistence
household economy to a more cash-based one.

•This transition wasn’t as easy as they expected – the
addition of regular cash paychecks was often
creating domestic problems and tensions and,
because the families had little financial knowledge
they were often exploited by individuals and
businesses.
•The Bank’s CSR team was approached by a local
NGO, Grassroots Finance, and asked to support a
project that would provide the transitioning
households with financial literacy training, including
how to select and work with a retail bank, how to
buy insurance, etc.

•The NGO wanted to target a geographic area that
XYZ Bank was planning on expanding into but
where, currently they had little profile or presence.
•The CSR team really liked this project and realized
that it would be very helpful for the beneficiaries
and would also position XYZ Bank very well for
acquiring these new clients. The NGO wants to
move quickly but the CSR Team has little budget
remaining in the current year and will have to
request additional budget from their Executive
Committee.

1. List the short and medium term value that XYZ
Bank could realize from this program and any
strategies or tactics that they could use to
increase the value they would receive.
2. List the short and medium term value that
beneficiary households would receive from the
program and any strategies and tactics to
enhance the value they would recieve.
3. Identify the SDGs that would be impacted by this
project;

Summary
•The world changed! What happened?
•Evolution of business’ response
•CSR as a value creation strategy
•SDGs a framework for aligning business and
social value
•Case study/group work
•More emerging issues/trends (if time)

Thank you for listening
Questions & Follow-up
Wayne Dunn
President & Founder, CSR Training Institute
Former Professor of Practice in CSR, McGill University
wayne@csrtraininginstitute.com
www.csrtraininginstitute.com
WhatsApp +1.250.701.6088

The SDGs: A framework for social and business value

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