CSR Champions - feedback on experience
Submitted by Mark Day on Thu, 21/08/2008 - 15:38.
All CSR initiatives need champions around the firm to help maintain momentum and show local leadership. What do firms see as best practice in identifying/selecting champions and what should be their terms of reference?
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CSR Champions - feedback on experience
We tend not to badge it with the CSR or CR moniker so much, and focus more on issue areas (eg, human rights, law centres/advocacy, enterprise, education and opportunity, and sustainability). Partners who have opted to be part of the programme take a lead on those issues and champion them accordingly.
This approach works best for us because it means that partners can demonstrate their passion about a particular issue or project without getting bogged down in the mechanics of delivering the overall CR programme. The programme is governed by two committees - Community Investment and Sustainability - which have strong representation from partners across the business.
Responsibility for delivering the programme ultimately rests with the Chief Operating Officer and the CR team who are part of the Central Management function.
CSR Leadership and champions
As CSR is increasingly embedded into the way in organisations operate, leadership from the top is essential. Identifying board member/s who have responsibility for the CSR agenda enables a more strategic approach to the issues of embedding best practice principles into the heart of the business.
In terms of the best practice developed at DLA Piper for regional champions - we have CSR partners in each of our offices (globally). The partners in questions have roles and responsibilities and an agreed 60 hours in which to discharge their duties. Their terms of reference refer to supporting the CSR focus areas outlined in our strategy. Their contribution is then captured during the Performance Management process.