This
discourse seeks to interrogate the Corporate Social Responsibility (CSR)
initiatives in the Nigerian corporate landscape and their effectiveness.
Attention shall be drawn to what constitutes strategic CSR and generic CSR and
what the deployment of either portend for brand entrenchment and equity. We
shall then chart a fresh course by subtly advocating how best to travel in the
quest for doing it right, and not just doing it. First, there is an urgent need
to understand CSR and put it in the right perspective. In this regard, one can
refer to the description of CSR by the UK government-- “the government sees CSR
as the business contribution to our sustainable development goals”. This
certainly deflates wrong perceptions of Corporate Social Responsibility as a measure
of favour. The implication is far-reaching; just like in alms seeking; the beggar
is believed to have no choice. The reality, especially in developed societies
indicates that CSR is a basic business tool that all companies latch-on to in
projecting their corporate core values. I shall supply specific examples much
later in the paper.
The point
that is being made here is that CSR is actually a window for hyping or projecting
brand essence, earning goodwill and deepening corporate governance. It is therefore
a symbiotic process by which a party (the company) rides on the horseback of another
(the beneficiary). In other words, CSR deserves strategic attention in order to
ensure its effective deployment. In fact, companies are globally acclaimed as
successful not just because of the depth of their branding, but by parameters
which include their practice of giving back to the society: As the foregoing
has shown, CSR is an integral part of corporate strategy and it is a
responsibility
companies are expected to shoulder. Given this understanding, CSR becomes a
major thing, not one of those things! Against this backdrop, it is pertinent to
assert that the task of exploiting the potentials of CSR is a scientific
process which, among other things, makes logical, milieu-specific decisions
which rub-off positively on the fortune of our brands. It does not augur well for
brands to groan under negative image backlash despite investing huge resources
in CSR in addition to fat advertising and public relations spend.
Note the
two words. Those advocating "giving back" are not merely
saying that a successful individual should give
to society, out of generosity or some altruist notion.
They are saying that he should give
back; that he has taken something that--in justice, according to the
noble code of Earning one's money and paying one's
debts--he must return. How then can
CSR be made to drive brand positioning? This
is simply by making conscious effort to deploy the right CSR initiatives at the right
time, in the right place; also, it is
incumbent on CSR managers to make judgments
based on stakeholder needs, and not wants. Little
wonder that the Niger Delta continues to be hounded
despite claims of CSR investments over the years
by oil
companies. The point therefore is that, CSR practice deserves closer scrutiny
for its effect to be felt. To illustrate this, one may want to cite the
examples of some CSR projects in Lagos. Why provide a bus stop when the need of
the specific community is a pedestrian bridge? It is indubitable that despite
claims by Nigerian companies of rich CSR credentials, very few seem to be to be
touching the right spots. Most CSR efforts seem generalized and are not
informed by needs analyses of the operating environments. Also, quite evident
is the fact that companies do not regularly appraise CSR strategies to either
strengthen them or reassess the appropriateness of such activities.
How many
companies in Nigeria have a carefully developed plan of action that governs
their CSR mechanisms? Let us illustrate with some examples to drive home our
point Cadbury Schweppes Community Investment programme is a strategic
Enterprise in Schools Scheme by the Birmingham, UK based company. This is an
initiative on which over £1 million has so far been expended over a period of 6
years. This programme has produced budding entrepreneurs in the target host
communities. For Diageo, the CSR the platform is charity, anchored on 'Tomorrow
People's Trust'. At the 20 anniversary of the trust in 2004, 382000
beneficiaries had been assisted. (Examples drawn from www.article
13.co/csr/cbi. Viewed July 15, 2008) Marks and Spenser through its Ready for
Work Scheme, which ran for 3 years provided succor to 600 homeless people in 13
cities in England, Wales and Northern Ireland. Unilever also provides another
innovative dimension through the Unilever Sustainable Agriculture Initiative,
which in addition to employment generation provides major raw materials for the
company. There is also the example of automobile giant, BMW whose Mature
Apprenticeship Scheme provides personnel for electrical and mechanical maintenance.
The list is endless…
The point is
that the companies mentioned above implement their CSR strategically to
achieve set
goals. Organizations need to evolve standard practices addressing stakeholder
challenges. It is incumbent on all to adopt strategic CSR initiatives whenever or
wherever the need arises. This entails a conscious effort to meet the needs,
not wants, of the target beneficiaries, in a variety of ways.This brings us to
the question of modus operandi, the methodologies employed. How do we
employ the right CSR strategies and hit the bull's eye? I shall offer a few suggestions.
CSR as presently practiced by many corporate organizations appears to be a
product of one of many factors including response to pressure, fear of
intimidation, peer influence and above all, the moral hang-ups of those
involved in managing and implementing CSR strategies. What this implies is that
many CSR interventions are neither planned nor strategically deployed. Rather
they are hastily packaged arrangements that hardly follow any verifiable logic.
The point being made here is that a unit of corporate communication should have
the responsibility of CSR function. They are expected to make suggestions based
on
outcomes of
surveys that investigate the needs of the targeted geographical areas. This would
ensure that Ikoyi in Lagos does not get the same CSR project as Zungeru in
Niger State, Ayetoro-Gbede in Kogi State or Umoba in Abia State. Each one
should be addressed based on the needs that they have. Even as companies
continue to groan under a hostile operating environment
exacerbated
by the challenge of sourcing energy, profits nevertheless continue to flow. One
wonders if a window like CSR is not enough impetus for companies to start generating
own power and even servicing the populations closest to their operational
bases. Companies would 'kill two birds with a stone' in going this route. This
is one out of the many areas of need that could be explored. As a corporate
tool for engaging its publics, CSR is clearly not just a function that an organization
may choose to or not to perform. CSR is a viable and strategic tool for engaging
stakeholders and a responsibility that companies are obligated to fulfill. Ensuring
that an organization's CSR counts, requires, if one may borrow Virgin Nigeria's
pay-off, 'touching the right spots' as far stakeholder needs are concerned.
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