Social Reporting & Accounting From the Field...... SAN conference 2010 Tim Morgan – Shared Interest.

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Presentation transcript:

Social Reporting & Accounting From the Field SAN conference 2010 Tim Morgan – Shared Interest

Social Accounting – A Strategic Approach to CSR Three main approaches to Corporate Social Responsibility: 1.Corporate “do-gooding” 2.Managing negatives in the supply chain 3.Being strategic about it for competitive advantage

The rhetoric At Northern Rock we will conduct all of our business operations in a fair and balanced manner, respecting and responding to legal, social and ethical issues arising from our commercial activities. We will demonstrate our commitment……. by acting as good corporate citizens, controlling and minimising our direct and indirect social and environmental impacts.. Source: Northern Rock Community Report 2006

The reality......

What the greenwash report will show.....

What we remember....

1. Corporate do-gooding The “greenwash report”  “We give so much of our profits to good causes..”  “Our staff spend x time on community projects..”  “We recycle x tonnes of waste..”

2. Managing negatives Dealing with the inevitable negatives in the business to show that you are trying to minimise them –Examples include Camelot (re gambling addiction/underage lottery playing) and BAT (re sale and promotion of tobacco and harmful health effects).

3. Strategic “philanthropy” (For social impact or purely commercial organisations) Bringing the strategic planning focus to CSR SA a useful tool –Systematic feedback and capture of views –Transparency and openness –Year on year measurement –Self-imposed pressure to improve

Examples SI lending direct to producers SI creating new lending products SI defining where it works (HDI map) Traidcraft being guided on where to work and with which groups (Bangladesh women’s craft group example) Engagement with staff

Social Accounting – Challenges Setting up systems Response rates Making the accounts readable Complexity of “measuring” social impact Attribution of impact Expectations raised – pressure to deliver Do it because it is of value to you (primarily)!

Thanks for listening