IPR Response to the Global Alliance positioning paper on corporate social responsibility

1. The GA’s draft paper on CSR was published by the GA CSR working party on 28 June 2004. A copy of the discussion paper is available at www.globalpr.org.

2. While the IPR agrees with many of the contexts and principles of good CSR practice raised by the document, the draft statement has also highlighted several areas of contention. The IPR would like to focus on what it sees as points for further consideration.

Suggested areas for reflection:

3. The GA working party’s description and definitions of PR draws upon broad concepts of the purpose of CSR, and where it sees PR fits in the CSR debate (p.2). It is important at this stage to emphasise the role of public relations and communication management in corporate social responsibility. The pointers below are a systematic exploration of this dynamic.

• Decisions over the scope and direction of CSR policies lie in the hands of the Chief Executive and the Board of Management
   
• PR’s role, through its boundary-spanning function and remit in reputation management, can provide support and advice in organisational communications activities. It is a tool for management from which CSR policies are implemented
   
• The capabilities of PR in CSR are therefore dual: on behalf of management, it undertakes planning, research and evaluation (PRE) in organisational issues; and based on the findings from these actions, it uses PR techniques to effect organisational and social change, e.g. via media relations, community liaison, employee relations and public affairs

4. The CSR/Public Relations Interface (p.5):

The four interface areas set out in the GA document are deemed simplistic, advocating behaviours which practitioners are already engaged in. The question of the role of PR in CSR has moved on to one where communications is seen as an integral tool from which to empower the CSR function in organisations. This being the case, the GA CSR working party should therefore consider offering more concrete views in its rationale of the PR/CSR interface.

Greater attention should be paid to the relationship-building and strategic aspects of public relations practice. Bullets one and two could therefore be reworded as:

In the design and implementation of CSR communications programmes, note that:

• openness, transparency and accountability are fundamental tenets to building long-term relationships with all internal and external stakeholder groups
   
• incorporating strategic public relations into CSR programmes helps build stakeholder trust, goodwill and equity

These are fundamental precepts ensuring that the moral values and business imperative PR practitioners deal with are embedded into CSR programmes and campaigns.

5. The two remaining bullet points could be rephrased to draw attention to the multicultural realities of our global markets and their impact on modern PR practice:

• advanced academic theories in PR demonstrate the growing body of knowledge in public relations. These embrace multidisciplinary perspectives exploring critical and rhetoric discourse alongside applied research in business and commerce. These findings help explain the cause and effect of CSR programmes and support the presence of the PR function in CSR programmes
   
• practically, through its role in planning, research and evaluation (PRE); its situational approach to understanding stakeholder networks and the ethical and internationalist perspectives of modern public relations practice, PR can have a edifying role in the practice of CSR
   
• likewise, the growing influence of diversity and multicultural issues pose a unique challenge to CSR, and is one which PR is equipped to manage. The Bled Manifesto on European Public Relations for instance, offers an alternative view to dominant US-based perspectives by listing characteristics of PR that are suited to the balancing of triple bottom line objectives
   
• with this in mind, credence must be paid to existing national and global benchmarks of good practice in CSR standards and protocol, such as developments in the Department of Trade and Industry’s Operating Financial Review (OFR) in the UK, AccountAbility’s AA1000 Series of stakeholder engagement (http://www.accountability.org.uk/aa1000/default.asp) and the Global Reporting Initiative (GRI). These programmes of action must not be regarded in isolation and understanding how one affects the others helps to inform decision-makers of CSR policies, and on the patterns and trends confronting the communication of CSR

6. Indeed, based on the observations of the current state of play, CSR presents the PR profession with several opportunities. These are explained below:

Opportunities

• The CEO and BOM take ownership in setting an organisation’s CSR agenda. With its ‘helicopter view’ of the stakeholder environment, expertise in issues management and pivotal role in strategic counselling, PR’s position in the boardroom is no longer an academic conceit but a reality. PR can have a direct impact on shaping the CSR decision-making process. The profession must therefore advocate for its rightful place in designing and implementing CSR programmes
   
• The trend towards increasing regulation for reporting mechanisms worldwide places the PR profession in a powerful position. For instance, apart from the traditional reporting of company profit/loss, companies will have to account for their intangible assets, of which environmental and social impacts, employee and CSR policies are a part of. The PR profession must carve for itself a tangible role here, distinguishing shareholder/investor communications which accountants are involved in, with wider stakeholder communications that PR possess
   
• Much discussion has centred around the impact of multinationals on the environment and society. Focus on the CSR strategies and tactics of small to medium enterprises is currently lacking and this disparity should be addressed. SMEs, given their tighter resources and smaller budgets, have to devise creative means in which to tackle CSR problems. PR practitioners could have something to learn from these organisations
   
• Research and education are key to developing a stronger understanding of the issues confronting CSR practice. The GA CSR working party could become a ‘think tank’ on CSR matters and could case study model organisations and successful CSR campaigns from different countries. This helps build a bank of information specific to the PR industry and helps build the body of theoretical and practical knowledge

These four areas are identified as the spheres of influence for the PR industry to tap into. Each opportunity is related to the other and concentrating on the individual elements helps build the case for the role of public relations in CSR decision-making.

7. As in any specialist sector of PR, where expertise is required, practitioners involved in CSR campaigning must ensure they are have the requisite knowledge and skills to operate effectively. These competencies must be updated regularly and form their license to operate, ensuring that high standards are maintained and developed as the practice expands.

There are several frameworks in CSR training and development currently available for practitioners, the most recent being the UK government’s CSR Academy (http://www.csracademy.org.uk/). A direct result of this has been the introduction of The CSR Competency Framework, which provides users with six essential elements to help manage CSR, from stakeholder relations to harnessing diversity. The IPR recommends the GA CSR working group analyses this document and develops a similar schema for PR practitioners working in CSR.

8. The above are areas the IPR feels the practice of PR can carve a niche for itself in the communication of organisational CSR policies. Drawing upon the current state of the practice, they focus on the opportunities for the public relations profession in the development of CSR programmes. Bearing in mind the evolutionary and adaptable nature of PR practice, these observations capture a snapshot in time and are subject to revision as the profession progresses.

9. The IPR feels that the overall tone of the GA statement is positive. However, the language used is idealistic – examining what CSR should do rather than what it already does. In order for the PR profession to have a stronger role in CSR, it is advisable to ensure that the case is made with reference to the business advantages of incorporating good communications practice into CSR programmes. Apart from the UN Global Compact, resources from the academic and business communities, for example, the International Finance Corporation (http://www.ifc.org/), should be examined so that other perspectives are included in the GA statement.

Several organisations in the UK have begun to investigate the commercial benefits of sound corporate policies in CSR. Business in the Community (http://www.bitc.org.uk/index.html), Article 13 (http://www.article13.com/default.asp) and the UK government’s gateway to Corporate Social Responsibility (http://www.csr.gov.uk/) provide case studies for the GA CSR working group to explore.

10. The IPR therefore supports the notion of a GA position statement on CSR. However, it must be noted that such a document is organic and grows in accordance with the socio-economic change experienced by the PR profession and industry.

11. The IPR is keen to have a supporting role with other national PR organisations such as FERPI in the GA CSR working group and considers CSR a growth area in communications practice. The IPR will contribute to the work of the GA CSR working group where necessary.

Signed

Colin Farrington
Director-General
The Institute of Public Relations