MASTERPROOF (not to be made public at Fortis request) CORPORATE SOCIAL RESPONSIBILITY - FORTIS Focus on the code of conduct and corporate philanthropy

MASTERPROOF (not to be made public at Fortis’ request) CORPORATE SOCIAL RESPONSIBILITY - FORTIS Focus on the code of conduct and corporate philanthropy

Tutor internship at Fortis: Senior Project Manager Freddy Poelman Global Internal Communications Tutor internship at Ghent University: Prof. Dr. Geert Jacobs Promotor internship at Ghent University: Mr. Luc De Bie Catherine Asselman Master-After-Master programme of Multilingual Corporate Communication Major in English 2006-2007

Corporate Social Responsibility

Catherine Asselman

Acknowledgements This masterproof is a wonderful experience written down. I have never in my life learned so much as in these last few months while doing my internship. It turned out to be a very fruitful ending of a very fruitful year. Still, I could not have come so far without the support and guidance of some very fascinating people. First of all, I would like to say a major thanks to the people at Fortis who supported me and took me in like I was one of them. Especially my tutor Freddy Poelman played a very big part here, since he was an excellent guide in this strange world called work. Thank you for investing time and effort in me. But I would also like to thank Myriam De Vroey and Rita Kempenaers for keeping me company at the office and always being there for the little things that matter too. I also want to thank Walter Torfs who was always busy and running around but at all times with a kind smile. Thank you for letting me work for your department. Finally, I would like to express my thanks to Eric Bouwmeester who let me interview him about the matter and with his enthusiasm and drive made me even more motivated to work on the subject. Furthermore, there are also a few academics I would like to render thanks to like Prof. Aimé Heene, for letting me interview him during the summer months, for his good advice, the interesting insights and the friendly feedback. I also want to show my appreciation to Prof. Geert Jacobs and Luc De Bie of the faculty. Finally, this acknowledgement would not be complete without the almost obligatory word of thanks to my parents and grandparents. I thank them for supporting me in silence.

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Index INTRODUCTION __________________________________________________1

CHAPTER 1 – PRESENTING THE COMPANY / FORTIS _____________________3 COMPANY PROFILE________________________________________________________ 3 CORPORATE IDENTITY _____________________________________________________ 3 COMPANY STRUCTURE AND ACTIVITIES __________________________________________ 4 COMPANY HISTORY _______________________________________________________ 5 COMPETITORS __________________________________________________________ 5 FINANCIAL STATUS _______________________________________________________ 6 Turnover ___________________________________________________________ 6 Business results _____________________________________________________ 6 Workforce __________________________________________________________ 7 SWOT-ANALYSIS ________________________________________________________ 7

CHAPTER 2 – THEORETICAL FRAMEWORK ______________________________9 TRENDS PRECEDING SUSTAINABILITY AND CSR ____________________________________ 9 SUSTAINABILITY ________________________________________________________ 10 CORPORATE SOCIAL RESPONSIBILITY __________________________________________ 11 Defining CSR _______________________________________________________ 11 Triple P ___________________________________________________________ 13 Problems __________________________________________________________ 14 Dichotomy: profit versus people and planet _____________________________ 14 Overuse of the concept _____________________________________________ 15 History of the concept ____________________________________________________________ 16

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BASIC PRINCIPLES_______________________________________________________ 17 Importance of stakeholders ___________________________________________ 17 Stakeholder management ___________________________________________ 17 Chain approach ___________________________________________________ 19 Claim for transparency and accountability ________________________________ 20 Social reporting ___________________________________________________ 20 Social reporting standard ____________________________________________ 22 Voluntarity resulting in discretionary practices _____________________________ 22 Legal frame ______________________________________________________ 23 Differences between Europe and the United States ________________________ 24 APPROACHES __________________________________________________________ 26 Inactive approach - Friedman __________________________________________ 27 Reactive approach ___________________________________________________ 27 Active approach_____________________________________________________ 28 Pro-/interactive approach _____________________________________________ 28 Conflicting approaches _______________________________________________ 28 ADVANTAGES OF CSR ____________________________________________________ 29 Greater efficiency ___________________________________________________ 29 Increased sales and market share ______________________________________ 29 Better reputation - corporate image - brand_______________________________ 30 Increased ability to attract, motivate and retain employees___________________ 31 Increased productivity________________________________________________ 31 Stimulation of innovations_____________________________________________ 31 Increased appeal to investors and financial analysts ________________________ 31 … Resulting in competitive advantage____________________________________ 31 STRATEGY ____________________________________________________________ 32 DEMARCATION OF THE FIELD OF INTEREST _______________________________________ 33 MNO - Multinationals _________________________________________________ 33 Financial companies _________________________________________________ 34 HOW TO BE(COME) SOCIALLY RESPONSIBLE? _____________________________________ 36 Direct and very concrete measures______________________________________ 37 Indirect measures ___________________________________________________ 37 Company policy - the framing and claiming method _______________________ 37 Management standards and labels_____________________________________ 38 Reporting ________________________________________________________ 38 CSR investments __________________________________________________ 39 Code of conduct ___________________________________________________ 39

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CODE OF CONDUCT ______________________________________________________ 39 CORPORATE PHILANTHROPY ________________________________________________ 41 COMMUNICATING CSR____________________________________________________ 42 Do not communicate CSR _____________________________________________ 43 Do communicate CSR ________________________________________________ 43 CONCLUSION BASED ON A RECENT STUDY _______________________________________ 46

CHAPTER 3 – BUSINESS PRACTICE / INTERNSHIP ______________________48 MOTIVATION OF CHOICE ___________________________________________________ 48 ASSIGNMENTS INTERNSHIP _________________________________________________ 49 CODE OF CONDUCT ______________________________________________________ 51 Background ________________________________________________________ 51 Process ___________________________________________________________ 52 Main ideas of the new code of conduct _________________________________ 52 Content: CSR more extensively incorporated ___________________________ 52 Format: print on distance - print on demand ___________________________ 52 Process: more attention to the decision making process for better acceptance_ 53 Main activities with regard to the new code of conduct _____________________ 54 Benchmark _____________________________________________________ 54 Meeting ________________________________________________________ 55 Questionnaire ___________________________________________________ 56 Evaluation _________________________________________________________ 57 CORPORATE PHILANTHROPY ________________________________________________ 58 Background ________________________________________________________ 58 Process ___________________________________________________________ 58 Shaking hands ____________________________________________________ 58 Solidarity Days ____________________________________________________ 59 Solidarity Day Melle ______________________________________________ 59 Solidarity Day Vremde ____________________________________________ 60 Cycle for life ______________________________________________________ 60 Evaluation _________________________________________________________ 61

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FORTIS SHOP __________________________________________________________ 62 Background ________________________________________________________ 62 Process ___________________________________________________________ 62 Evaluation ________________________________________________________________________ 63 BELGIAN ASSOCIATION OF CORPORATE PRESS ________________________________

64

Background ________________________________________________________ 64 Process ___________________________________________________________ 64 Evaluation _________________________________________________________ 65 BLOGGING ____________________________________________________________ 66 CONCLUSION __________________________________________________________ 67 Link with the training of Multilingual Corporate Communication________________ 67 What I learned on a professional level ___________________________________ 68 What I learned on a human level _______________________________________ 68

CONCLUSIONS __________________________________________________69

BIBLIOGRAPHY _________________________________________________71

ANNEXE _______________________________________________________________________________

Figures Figure 1: Contribution to net profit of each core business ________________________ 4 Figure 2: Net profit of core businesses for 2006 ________________________________6 Figure 3: Explicit and implicit CSR - Difference between Europe and the US _________26 Figure 4: Overview assignments internship___________________________________50 Figure 4: Fortiom - Communicate the story___________________________________70

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Introduction In a few years time, the topic of corporate social responsibility (CSR) gained ever greater importance. All types of organisations are becoming more and more aware of the issue. The actual choice for the CSR theme of my masterproof, resulted from the assignments given to me during my internship. One of my main activities was working on an adaptation of the code of conduct. Furthermore, there was my involvement in several Fortis Foundation projects which are all about corporate philanthropy and corporate volunteering. All this made me choose for CSR as the topic of my masterproof. Since I knew only little about this subject and wanted to know more, I engaged myself in doing some literature research and interviews besides experiencing CSR in business life itself. The fact that I barely new something about CSR, shows that there is certainly a need for developing education about it. Doing so, will result in managers and business people who will be better equipped to deal with the issue. So far the statement I wanted to make. With regard to the actual masterproof and how it is structured, we can already reveal there are three main chapters: presenting the company / Fortis (1), the theoretical framework (2) and the business practice / internship (3). The first chapter gives an overview on what the Fortis company does, what it stands for, its history, competitors and even its financial status. As a conclusion, a SWOT-analysis is given for understanding the company’s strengths, weaknesses, opportunities and threats. The second chapter offers a theoretical framework. First of all, the concept of sustainability and CSR are defined and explained. Next, we focus on the basic principles of CSR, the approaches how to handle it, the advantages of CSR handled properly and how to do so. In the meantime, the masterproof is becoming more and more practical. Therefore, we demarcate our field of interest. What follows is more specific advise on how to be(come) socially responsible with direct and indirect measures and information about the concept ‘code of conduct’ and ‘corporate philanthropy’. Lastly, we ask ourselves whether or not to communicate CSR and give a conclusion of this chapter based on a recent study.

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The third chapter is all about my practical experience with the topic. First of all, my choice for Fortis and the banking business is motivated. Then we give an overview of the assignments during the internship. Next, we treat all the major assignments: helping with the development of a new code of conduct and being involved in the communication of corporate philanthropic events. The assignments of secondary importance are handled afterwards: tasks with regard to the Fortis Shop, the Belgian Association of Corporate Press and Blogging. In the final conclusion, we try to formulate an answer to the question of whether or not to communicate CSR based on theoretical insights and practical experience. Another challenge for this masterproof is finding the answer on how to really create a win-win situation for society and companies in tackling the matter of CSR.

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Chapter 1 – Presenting the Company / Fortis In the following chapter we will give a presentation of the Fortis company. Most data used in this chapter come from Fortis’ Annual Review 2006 which is also available on the company website.

Company profile

Fortis is an international provider of banking and insurance services to personal, business and institutional customers (see infra). The company is even the market leader with regard to banking and insurance in the Benelux region. Fortis built on its core skills and expertise in the Benelux to develop an extensive European and global impact by exporting these skills and this expertise internationally (Fortis, 2006: on line).

Corporate identity

Fortis’ vision “In an increasingly complex, yet ever more convergent world, innovation, speed and agility will be as crucial as scale, track record and reach. We will stand out as a professional international financial services brand, recognised for our ability to deliver superior and sustainable stakeholder value by constantly anticipating and surpassing the needs of customers, investors, employees, partners and communities wherever we do business (Ibid.).” Fortis’ mission “Fortis provides compelling customer solutions creatively. One of Europe’s most dynamic and sustainable financial services brands, by delivering specialised, innovative and pragmatic customer solutions across a network of channels and by leveraging our operational and entrepreneurial expertise (Ibid.).”

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Fortis’ strategy The strategy Fortis adopts which is called ‘Getting you there!’ has to be all about customer focus. According to CEO Jean-Paul Votron customers demand great products and services. By continually anticipating these needs, Fortis creates significant and sustainable added value for its customers and long term sustainable growth for all its other stakeholders (Ibid.). In conclusion, we can state that the aspect of sustainability is already very present in the company’s vision, mission and strategy. Thus, the ideas are already established and I can personally confirm that Fortis is also very intensely trying to make sustainability work in practice as well.

Company structure and activities

The company has three core businesses: retail banking (1), merchant and private banking (2) and insurance (3). The company structure is based on these activities. Retail Banking provides financial services to individuals, professionals and small businesses. Merchant and private banking, in turn, offers tailored financial products and skill oriented services to large international companies and institutions, to Europe oriented medium-sized enterprises and entrepreneurs and to private banking clients. Finally, Fortis is also a prominent player in the European insurance market. With tailored insurance solutions Fortis wants to serve retail clients, SMEs and corporate clients in selected markets (Ibid.). Figure 1: Contribution to net profit of each core business

Retail Banking

Merchant and private banking

Insurance

(Fortis, 2006: on line) 4


Catherine Asselman

Company history

In the following paragraphs we will give a short overview of the most striking events in the company’s history. The events we chose to mention are especially focussed on a Belgian context. For the more detailed international history, we refer to the company website. On the company website the history of Fortis already begins in 1991 with a few rather international actions. In Belgium, however, it is only two years later that Fortis gained public notice when the company acquired the majority interests in ASLK (Algemene Spaar- en Lijfrentekas) from the Belgian government. The activities and expertise of Fortis increased considerably. In 1995 Fortis took over the bank NMKN (Nationale Maatschappij voor het Krediet aan de Nijverheid) which merged fully with ASLK in 1997. 1997 was also the year in which Fortis increased its interest in ASLK with another 25%, bringing its stakes in the company to about 75%. In the year 1998 the merger with Generale Bank was completed. In a two-step takeover Fortis acquired almost 100% of Generale Bank, which merged with ASLK in 1999. In this year Fortis also acquired the remaining 25% of the ASLK shares. A few years later in 2003, Fortis made a major leap into its sustainable development future and joins the Dow Jones Sustainability Word Index and the Dow Jones Sustainability Stock Index. Those are two of the best known indices with regard to CSR and sustainability (Fortis, 2007b: on line). Now in 2007, Fortis (together with The Royal Bank of Schotland and Banco Santander) is involved in the bidding process to acquire 100% of the Dutch company ABN AMRO (see most recent press releases).

Competitors

According to the Belgian commission for banking, finance and insurance (Commissie voor het bank-, financie- en assurantiewezen / CBFA) there are 33 financial companies in accordance of the Belgian law. The most familiar ones are: Axa, Bank van de Post, Citibank, Delta Lloyd, Dexia Bank, Ethiasbank, Europabank, Fortis, ING Belgium and KBC Bank (CBFA, 2007: on line). Making a distinction between these financial organisations can be done by means of their assets. Only three Belgian banks are ranked with the top 100 financial companies of the world: Fortis, Dexia and KBC. The first two are even listed in the top 50 (Van Damme,

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2003: on line). To my opinion, it are also Dexia and KBC which could be seen as Fortis’ main competitors since they appear to resemble Fortis the most.

Financial status

Turnover

Total income for banking rose about 15% up to EUR 10.324 billion. Fortis insurance realised a total gross inflow of EUR 17.2 billion, an augmentation of 6% (Fortis, 2006: on line).

Business results

Retail banking managed to increase its net profit with 26% climbing up to EUR 1.1 billion. Merchant and private banking’s net profit even soared 38% to EUR 2.0 billion. Together the whole banking segment realised a net profit of EUR 3.149 billion which means a growth percentage of 29% in comparison with the previous year. Insurance, in turn, reached a net profit of EUR 1.420 billion equalling a growth of 16% compared with 2005 (Fortis, 2006: on line). Figure 2: Net profit of core businesses for 2006 Retail banking

EUR 1.1 billion

+ 26%

Merchant and private banking

EUR 2.0 billion

+ 38%

Insurance

EUR 1.420 billion

+ 16%

(Fortis, 2006: on line) All these positive results, in turn, lead to other positive results with regard to the net profit per share which is now up to EUR 3.38, an increase of EUR 0.31 compared to 2005, as well as a dividend increase from EUR 1.16 to EUR 1.40.

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Workforce

The Fortis workforce is still extremely populated with professionals of the Benelux which is Fortis’ core market. Nevertheless, the internationalisation of the Fortis workforce is steadily growing. Already about 33% of the total amount of employees now comes from outside the Benelux countries (Ibid.). With regard to the difference of employment per core business, we can state that employees at banking make use of 438,000 people in Full Time Equivalents (FTEs), which is 26,000 more than in 2005. Insurance stays at 131,000 in FTEs (Ibid.). This makes it clear that Fortis is a very important employer, especially in its core markets. About 30% and therefore most of Fortis employees work in retail banking, 23% work in merchant and private banking, 22% in insurance and another 25% are employed in support functions (Fortis, 2007a: on line).

SWOT-analysis

To end this concise company presentation, we give a short overview of the company’s main assets and flaws. According to Standard & Poor’s, the world's foremost provider of independent credit ratings, indices, risk evaluation, investment research, data, and valuations (a division of The McGraw-Hill Companies), the strengths and weaknesses of Fortis are the following: Strengths -

Strong business profile of the group that combines considerable market shares in the home markets and several different income sources

-

Low to moderate risk profile

-

Sound financial profile supported by a satisfactory capital position, strong operating profitability, and strong liquidity (Standard & Poor’s, 2006: on line)

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Catherine Asselman

Weaknesses -

Limited growth potential and highly competitive nature of the Benelux core markets in both banking and insurance

-

Untested diversification strategy outside Benelux market (home- and core market) (Ibid.)

Opportunities Opportunities and threats are often difficult to separate. It are external factors that can be turned into advantages or not. -

The most important external economic factor in this day and age is definitely CSR related. The issue is becoming more important for the public. For companies adapting to this new context can be a huge opportunity for growth. In my opinion, Fortis is already very aware of this while business plans are being developed with this changing context in mind.

-

There are several trends in the financial world which may entail huge opportunities and innovations (as well as threats). Such trends are the dematerialisation (from cash to cards, from brick banks to click banks …), a movement away from intermediarity (from being an intermediary to being an advisor) and the fading of branches of industry (Van Damme, 2003: on line).

Threats -

Related to the earlier mentioned weakness of Fortis, that it is part of a very competitive market, it can be stated that this competitiveness can turn out to be a serious threat. It will be important for Fortis to maintain its leadership position. How to do this will mostly be a matter of staying alert for changes and constantly innovating and improving.

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Chapter 2 – Theoretical Framework Since I initially did not know a lot about CSR and sustainability and wanted to know much more, I developed a rather extensive theoretical framework to captivate the whole story. In the beginning we take a running start towards the actual CSR topic by discussing the trends that have an impact on the matter and by explaining the related notion of sustainability. Afterwards, the subject of CSR itself will be thoroughly discussed and analysed. Step by step the theoretical framework will become more practical and will evolve in a more concrete guide on how to adopt CSR. This will result in two specific actions to undertake CSR: introducing the concept of the code of conduct and that of corporate philanthropy. In the end, this process of becoming more and more practical will lead us to in the next chapter about the internship. To make the link with the training and my communicational background, we are also going to tackle the question of whether or not to communicate CSR.

Trends preceding sustainability and CSR

The context in

which

contemporary businesses operate is

constantly changing.

Companies are compelled to constant learning, changing and improving. An important trend

that

has

been

stimulating

this

development

is

globalisation.

Economical

globalisation made it possible for companies to grow enormously. With this amplification in (economical) influence, also the question of their responsibilities is raised (Keijzers a.o., 2002: p. 29-30). This masterproof will focus on the above mentioned responsibilities, especially the social responsibility organisations need to bear in mind when doing business. Of course we reckon that problems and consequences of globalisation are system problems and therefore need system solutions. No individual company can solve them. Individual solutions will not cure system problems. Nonetheless, companies are partially responsible and therefore they can also be part of the solution.

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Sustainability

This masterproof may well be titled ‘Corporate Social Responsibility’, but it is nevertheless opportune to first explain the broader notion of sustainability. After all, sustainability is very closely linked with the concept of CSR. The notion of sustainability was introduced in 1987 by the United Nations Commission on Environment and Development in a report titled ‘Our Common Future’. At the time, the Norwegian Prime Minister Mrs. Gro Harlem Brundtland was the chairperson of the commission. Therefore, the report is more frequently referred to as the Brundtland report (Michiels, 2007a: p. 26). For the first time a definition of sustainable development was formulated (Ibid.): “Sustainable development is development that meets the needs of the present without compromising the ability of future generations to meet their own needs (Porter a.o., 2006: p. 81).” The primary thought raised here, is that corporations are able to make a significant contribution to the sustainable development of society. This can be achieved by bringing economic development into balance with a just allocation of wealth and environmental protection (Waardenburg, 2001: p. 12-13). The most important conclusions of the report were that major global environmental problems were the result of poverty in one part of the world and non-durable consumption and production in the other part. Therefore, the report incited for the first time ‘sustainable development’ (Wikipedia, 2007: on line). The concept has been growing more popular ever since. But, despite the large public knowledge sustainability has gained so far, the concept is still in its stage of defining (Keijzers a.o., 2002: p. 27). Up until now, also numerous other terms which are linked with sustainability have manifested. So many in fact, it gets difficult not to get caught in the web of the vocabulary accompanying the sustainability idea. It are all concepts that express the same range of ideas, but sometimes modified, completed / perfected, limited or clarified from another perspective (Heene a.o., 2003: p. 32).

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In the following paragraphs we will try to explain the concept of sustainability in relation to that other important notion ‘CSR’. Sustainability is the broadest notion. It is defined as a process in which companies integrate ecological, economic and social aspects of their activities1 in a strategic fashion into their corporate policy. It is a process of constant change and improvement. The process can only take place in continual interaction with the companies stakeholders (Keijzers a.o., 2002: p. 9, 15). In the aforementioned definition it becomes clear that the focus lies on economic, ecological and social aspects. Consequently, the concept ‘sustainability’ could be perceived as follows: Sustainability -


-

Corporate Environmental Responsibility

Here, corporate environmental responsibility is strictly about the environmental aspect in combination with the economic one and corporate social responsibility entails solely the social aspect combined with the economic one. Common in literature, however, is that both sustainability and corporate social responsibility are used as synonyms. After all, environmental issues are also social issues and being environmentally responsible is also a social responsibility (Ibid.: p. 22). Therefore, we will also often use both terms as synonyms.


Defining CSR

CSR is the abbreviation of several concepts. Next to corporate social responsibility, there is also corporate societal responsibility, corporate social responsiveness and corporate self-responsibility (Van Tulder a.o., 2006: p. xiii). Explaining all these concepts in detail would lead us too far from the original subject. Here, we will concentrate on the former notion. 1

See ‘Triple P’ or Triple Bottom Line 11


Catherine Asselman

Out of the numerous existing definitions, we can deduct three main aspects: the importance of the stakeholders (1), the claim for transparency and accountability (2) and the aspect of voluntarity resulting in discretionary practices2 (3). Later on, we will go into more detail about these basic principles. Despite the great variety of definitions, probably the most widely accepted and referred to conceptualisation of CSR is that of Archie Carroll (1979) (Matten a.o., 2005: p. 337). Carroll’s definition captures in all probability the lowest common denominator of CSR (Ibid.: p. 338). He distinguishes four different responsibilities of business (Ibid.: p. 337): Economic responsibility - The first responsibility of any business is to function properly as an economic entity and make sure it can stay in business. All the other responsibilities are built on this first layer of CSR. It is even literally stated that this is ‘required’ of all corporations (Ibid.: p. 337). Meaning: you can call this a conditio sine qua non for other CSR. Although, this is not the vision everyone embraces. Further on we will go more into detail about this rather problematic issue. Legal responsibility - This is the responsibility a company has in relation to the law. Every company has to stick to the rules. It is a requirement for all organisations who want to be socially responsible (Ibid.). Ethical responsibility - The ethical responsibility is the responsibility to do what is just, even if it is no obligation of the law. It is generally expected by the public (Ibid.). Philanthropic responsibility - The philanthropic aspect of CSR addresses a vast variety of issues. This kind of responsibility is merely desired of corporations (Ibid.). In conclusion, we can argue that all existing definitions of CSR show the complexity of the notion (Van Tulder a.o., 2006: p. 135). The CSR agenda includes an extensive set of issues and is therefore very complex and dynamic (Roome, 2005: p. 319). Nevertheless,

2

Kotler’s definition will make this last aspect clearer:

“Corporate social responsibility is a commitment to improve community well-being through discretionary business practices and contributions of corporate resources.” The focus of this definition lies on ‘discretionary’, meaning those business activities that are not obligatory by law. Rather, the reference to the voluntary commitment in choosing and implementing particular business practices is meant (Kotler a.o., 2005: p. 3). 12


Catherine Asselman

CSR is becoming a reality we can no longer ignore, although it still has only vague lining (Michiels, 2007b: p. 32).

Triple P

A theoretical framework about CSR without mentioning the three Ps would not be a complete theoretical framework at all, given that this is the only thing with regard to CSR that is extremely clear. The fact everyone agrees on is that CSR is based on three pillars (Luijk a.o., 2003: p. 12). You can compare it with a GPS system. Every GPS device needs three satellites to set out a route. The same stands for CSR (De Pierpont, 2007: p. 8). With CSR every business initiative is viewed from three angles: people, planet and profit.

People

To this category we count the achievements on a social-ethical domain. Themes that are of great importance here are: human rights, bribery and fraud, child labour, diversity, poverty, codes of conduct … (Dubois & Co, 2007: on line).

Planet

When talking about this aspect, we mean achievements regarding the environment. How does a company handle responsibilities concerning nature, landscapes, supply chains, eco-efficiency, cleaner production processes, sustainable technology developments … (Ibid.)?

Profit

With respect to profit, not only financial successes are taken into consideration (profit, turnover …). Also topics like employment, investments in infrastructure, location policy, political involvement, outsourcing, economical effects of products and services play their part next to sponsoring, employee participation, profit allocation … (Ibid.). These three pillars are also referred to as the Triple Bottom Line as put forward by John Elkington (Sociale economie.be, 2007: on line).

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Thus, we found a certainty concerning CSR, namely the three pillars: people, planet and profit. Finding a good tradeoff between those notions is a whole other challenge. Cécile Neven, responsible for sustainable development at the Walloon employers’ association believes it is impossible to evolve in only one pillar independent from the two others. But, obviously a company that is barely surviving and does not make any profit will not prioritise social and environmental aspects. She argues we have to accept that a solid economic basis is necessary to make progress in both other areas (Michiels, 2007a: p. 28). Also Carroll’s definition earlier made this clear. Nevertheless, there are other academics, like Prof. Dr. Heene, who are not so sure of this statement. In the next section we go into further detail about this.

Problems

Dichotomy: profit versus people and planet

Here we go further into detail about the problematic issue of profit versus people and planet. Or the question: is profit the conditio sine qua non for CSR? We already discussed two views, both sharing the same insight of profit being the most basic of all responsibilities. Nevertheless, in this respect we want to add the comment of Prof. Dr. Heene. In the interview he gave, he stated the following3: Interviewer: “Are financial means the first condition for being able to take part in CSR? Is it the first requirement for a company to have enough resources, enough oxygen, make enough profit before they can start thinking of doing business in a social responsible way?” Prof. Dr. Heene: “No, that is not how you should put it. Before realising any profit every

organisation

needs

(all)

her

stakeholders

(meaning:

not

only

the

shareholders who put up money and hold shares).” (Heene, 2007: p. 5-6 in annexe) Another vision that supports the idea of interdependence between all three areas puts it like this: flourishing corporations need a healthy society to flourish in. Things like proper 3

The original interview was in Dutch, just like the transcript which is included in the

annexe. Here the fragment is translated. 14


Catherine Asselman

health care and equal rights are crucial to productive personnel. Safety in production does not only generate more customers, it lowers the costs of accidents. Efficient use of land, water, energy and other natural resources increases productivity. Good government and strong regulation standards protect both consumers and producers. Finally, a healthy society creates a better context for doing business. Any company that undermines this and pursues its ends at the expense of society will find that its success will only be temporary. In the long run successful companies need a healthy society (Porter a.o., 2006: p. 83). At the same time a healthy society also needs successful companies. Society needs business to create jobs, wealth, innovation, to improve living standards, social conditions … If governments take measures against business, also they will find that their success will only be brief. What would society do if competitiveness fades, wages stagnate, jobs disappear and the wealth that pays taxes and supports non-profit organisations vanishes (Ibid.)? In short, the temporary gain of one element will undermine the long term prosperity of both (Ibid.: p. 84). For a long time economic and social objectives have been distinct and often even competing. But, this is a false dichotomy that embodies a somewhat outdated perspective. Companies today do not function in isolation from the society of which they are a part (Porter a.o., 2002: p. -). In the past, the focus lied too much on the tension between company and society and not on the points of intersection. This mutual dependence means we have to strive for shared value that benefits both sides (Porter a.o., 2006: p. 84).

Overuse of the concept

Another problem concerning CSR and sustainability is the overuse of both terms. It is a good thing that these ideas get a lot of attention and people are becoming aware of the notions, but it also appears that these terms lose all meaning. The problem with catchwords like this is the risk they become ideologies that lose their drive

to

undertake

action.

There

are

already

signs

indicating

corporate

social

responsibility is fading (Van Tulder a.o., 2006: p. xix).

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History of the concept

CSR may well appear to be a fairly new concept, the idea itself of companies taking up their social responsibility by operating beyond market imperatives is as old as capitalism itself. The meaning of this term dates back to the industrial revolution (second phase, mid-nineteenth century). The changing economy of the time called for new social structures while the government was not yet ready for large scale interventions. At the time, trade unions provided labourers

with pension funds and health

support.

Manufacturers made their contribution with health and saving funds. Many large industrial corporations became active in public housing. Some companies even built entire city quarters for their workers and their families (Ibid.: p. 133). We have to add that companies took such actions more out of self-interest than out of a sense of social responsibility, because they feared labour unrest and hoped to divert more strict regulations (since none of these initiatives was obliged by law). Various manufacturers, however, already saw the promotional potential of being socially responsible. So, despite the motive of self-interest, the idea of corporate social responsibility was born (Ibid.: p. 134). The term ‘corporate social responsibility’ first appeared in the beginning of the twentieth century in the United States. It was introduced by business men who understood doing business was more than making profit. The notion developed as imbalance rose and companies grew bigger and more powerful4 (Van Tulder a.o., 2002: p. 8-9). It is to be expected that CSR will further spread in the business community. Stakeholders are gaining more and more influence, meaning they can exercise more pressure on companies to take up their responsibilities, even those responsibilities that go beyond making profit (Heene a.o., 2005: p. 83). In the following section we will treat the function of stakeholders more profoundly amongst other main components of CSR.

4

See ‘Trends preceding sustainability and CSR’ 16


Catherine Asselman

Basic principles

Like mentioned earlier when defining the concept of CSR, there are three main aspects which play a huge role in the whole CSR story. In almost every definition of the concept ever made, the focus lies at least on one of these components: the importance of the stakeholders (1), the claim for transparency and accountability (2) and the aspect of voluntarity resulting in discretionary practices (3).

Importance of stakeholders

Stakeholder management

CSR is often called ‘stakeholder management’ (De Vos a.o., 2004: p. 29) or ‘stakeholder approach’. Stakeholders are interest groups that each concentrate on their own priorities with regard to all business activities. For some this is nature, for others it is a special group of people. These groups can put company policy under serious pressure (Waardenburg, 2001: p. 69). Especially their joint powers are not to be underestimated. The government can try to manipulate companies towards a more sustainable corporate policy through the issuing of rules. Customers can do so with their buying behaviour. Nevertheless, both elements are not powerful enough to make sure companies act sustainable. Together, however, the government, the market and social groupings can guide companies towards a more sustainable corporate policy. Today they are all important partners to help companies with the realisation of a socially responsible economy (Keijzers a.o., 2002: p. 112). Since stakeholders are essential it is important to know them as well as their interests for getting an insight in the threats and opportunities the companies have to deal with (Waardenburg, 2001: p. 69). Therefore, companies name their stakeholders in their mission statement (De Vos a.o., 2004: p. 29). The stakeholders that are mentioned the most in such mission statements are the employees and the consumers. According to the Panel Survey of Organisations in Flanders, it are also these groups which are most likely not to be left out of the decision making process. In only 8% of the companies the employees were not involved and in only 25% this was the case for consumers (Ibid.: p. 79).

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The stakeholders on the other hand who are frequently left out of the decision making process: non-governmental organisations (82%), consumer organisations (63%), the neighbourhood (60%), environmental organisations (60%) and trade unions (59%) (Ibid.). These findings, however, do not match the situation at Fortis. In the interview with Fortis’ head of the global CSR department Mr. Bouwmeester it became clear that for Fortis these stakeholders do matter and as a result they are consulted. The next fragment of the interview will illustrate this5. Interviewer: “… Is there at Fortis a certain stakeholder group - even if it is not said out loud - which gets priority over the other stakeholders?” Mr. Bouwmeester: “One of the stakeholders? We find our own people very important, to make them aware of the subject (of CSR) and to mobilise them for it. (…) We also find it very important to listen carefully to the outer world. So, what serious non governmental organisations have to say. Such organisations are Netwerk Vlaanderen, Amnesty International and Friends of the Earth. We have a dialogue with them. Our interests often contradict, but we listen very carefully, we find it important. We also try to involve our clients. If we develop ideas on how we can operate more sustainably, how can we convince our clients to do the same together with us? I think now … That are for me the three most important groups. Of course, we have to deal with a whole lot more parties: the media, supervisors, the general public. But, I would like to concentrate on the former three groups.” (Bouwmeester, 2007: p. 26-27 in annexe) Also the trade unions are not left out of the decision making process at Fortis. I have experienced this myself. In the process of rewriting and adapting the Fortis’ code of conduct, trade unions are involved from the beginning. The stakeholders that only seem to be consulted for information are the competitors (43%), consumers (37%) and suppliers (36%) (De Vos a.o., 2004: p. 79). Also this was something I experienced myself while doing my internship. I did a lot of research for Fortis and most of it was benchmarking. For more information, I refer to the practical chapter.

5

Again, the original interview was in Dutch, just like the transcript which is included in

the annexe. Here the fragment is translated. In addition, we would like to mention the interview was prepared by reading Fortis’ Sustainability Report 2006. This report is available on the company website.

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The stakeholders who are frequently consulted when making strategic decisions according to the panel survey are the proper employees (39%), banks (25%) and suppliers (20%) (Ibid.). The stakeholders who seem to have a real impact on the decision making process are shareholders (43%), owners (44%) and own employees (24%) (Ibid.). Notice that ultimately it are still the stakeholder groups with the most financial power that have the greatest impact on the decision making process. Albeit, stakeholders like the abovementioned are all undoubtedly very important, the interests of the company itself may never be ignored. Prof. Dr. Heene: “There is one thing you may not forget in the whole discussion about CSR and it is very often forgotten. There is one party whose interests you may not leave out of sight, the company itself.” (Heene, 2007: p. 11 in annexe) By seeking to please all their stakeholders, companies give primary control of their CSR agendas to outsiders. Stakeholders’ views are obviously essential, but they can never fully comprehend the corporation’s own needs (Porter a.o., 2006: p. 82). So, it has to be clear from the start that CSR is also partly developed from a self-interest perspective (Waardenburg, 2001: p. 58).

Chain approach

One of the characteristics of sustainable entrepreneurship is the broader focus: from the individual company to the total production- and/or consumption system of which the company is a part. This integrated approach is elaborated in two ways: the chain approach and the phenomenon of the sustainable industrial parks6 (Keijzers a.o., 2002: p. 25). In what follows we will only focus on the chain approach, since this also gets a prominent place in the Fortis Sustainability Report.

6

The most recent development is that of the eco-industrial parks. This entails a

geographical demarcated group of companies that strive to improve their collective social and environmental achievements (Keijzers a.o., 2002: 25). 19


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The chain approach takes the whole product cycle into consideration and tries to optimise the environmental and social accomplishments in the whole cycle. Companies do not only have an influence on that phase in a products’ life cycle that takes place in their own company. They can play their part in making all the phases in the products’ life cycle more sustainable. For example, they can do so by taking into account environmental issues even when a product is still in its developing phase (reuse, recycling, energy consumption …) or they can ask their suppliers to also adopt the basic values of the International Labour Organisation … (IDCO, 2005: p. 11).

Claim for transparency and accountability

Stakeholders and the general public demand more and more that companies are transparent and open about their business activities. Companies are also more often being held accountable for CSR matters. In trying to be transparent, companies increasingly use the tool of social reporting or social auditing.

Social reporting

Next

to

the

traditional

annual

reports,

companies

are

progressively

publishing

sustainability or CSR reports (Michiels, 2007a: p. 26). Social auditing can be defined as a process where the organisation reflects about her social and societal impact as well as her ethical behaviour; where she measures this, evaluates, reports and adjusts it in function of her own goals and values and those of her stakeholders (IDCO, 2005: p. 20). Social auditing is becoming a key element of CSR. ‘Tell me, show me’ seems to be a necessary condition to the credibility of the ethical efforts companies make (Meireman a.o., 2002: p. 1). Already more than 200 years ago, the philosopher Jeremy Bentham argued that publicity committed companies to their duties. He stated, “The more strictly we are watched, the better we behave (Epstein a.o., 1999: p. 11). The true test of a company’s accountability is specific: whether it measures quantitatively - with financial and non-financial numbers - and reports (all) her activities. Only hard 20


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numbers reveal those organisations hesitant to make a commitment to full accountability (Ibid.: p. 5). After all, the idea behind reporting is that companies give an insight into their impact (Keijzers a.o., 2002: p. 30). There are three Cs that need to be taken into account to be able to talk about good sustainable initiatives and all three aspects are related to social reporting. These aspects are: continuity (1), comparability (3) and credibility (3) (Ibid.: p. 31). Continuity – Always the same methods and techniques are used throughout time to get an insight in the company’s evolution (Ibid.). Comparability – Like mentioned above social reporting and auditing is very useful to make comparisons throughout time and judge progress, but it is also very interesting to compare with other companies in a benchmark (Ibid.). Credibility – It has already been stated that being transparent and publishing quantitative results enhances a company’s credibility. The fact that the reporting is quantitative guarantees to a certain extent that the information gives a true and fair view of the company’s achievements (Ibid.). So, the great advantage of social reporting is that CSR initiatives are openly communicated. On the other hand, there is also the risk that this tool is being used merely as window dressing and PR (Van Tulder a.o., 2006: p. 246). The problem with social reporting is that such publications rarely offer a consistent framework of all CSR projects, let alone a strategic one. Most of the time social reports are a bundling of anecdotes about uncoordinated initiatives to show how much the company cares about CSR (Porter a.o., 2006: p. 80-81). This problem seems to be the result of the fact that there is still a whole lot of uncertainty about CSR which covers so many issues. This already became clear when trying to define the concept. Despite this huge obstacle which makes it quite hard to develop proper social reporting, there are several promising initiatives supporting the idea of developing the three Cs, a development towards more continuity, comparability and credibility. A lot is to be expected from the development of new indicators and the obligatory reporting of the company achievements (Keijzers a.o., 2002: p. 30). Also the standardisation of social reporting is becoming of great importance for attaining this purpose (Ibid.: p. 34). Today,

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the Global Reporting Initiative (GRI) is the most well-known standard that has been developed so far.

Social reporting standard

The Global Reporting Initiative is the most integrated and ambitious international standard that is being developed by an independent international organisation (Van Tulder a.o., 2006: p. 248). GRI has been developed to give some coordination opposed to all the dispersed indicators developed thus far (Keijzers a.o., 2002: p. 33). In short, GRI provides corporate guidelines for Triple Bottom Line reporting (Brown, 2005: p. 180). The GRI initiative came into existence at the end of 1997 with the objective of developing useful

guidelines

to

report

about

economical,

ecological

and

social

corporate

achievements. Later on, this was broadened to achievements of other organisations, public enterprises and non-governmental organisations (N, 2003: p. 17). In March 1999, a preliminary design of the sustainability reporting guidelines was being made public. The GRI guidelines shaped the first global model for extensive CSR reporting (Ibid.). After a testing period, the revised and improved guidelines were published in June 2000. GRI became a permanent, independent, international institution lead by stakeholders with diverse backgrounds. The principal assignment of GRI is updating, expanding and spreading the guidelines (Ibid.). With this initiative sustainable reporting is being brought to the level of financial reporting (Keijzers a.o., 2002: p. 33).

Voluntarity resulting in discretionary practices

Another main principle of CSR is the fact that it is not obligatory by law. CSR is basically founded on voluntary initiatives. As a result the initiatives entail a discretionary factor, meaning organisations can choose how to implicate CSR into their business as well as which CSR initiatives to implicate.

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Nevertheless, heightened corporate attention to CSR has not been completely voluntary. A lot of companies only became more socially responsible after being surprised by public reactions on issues of which they previously did not think of as their business responsibility (Porter a.o., 2006: p. 80). Also the government plays more and more its part in coordinating CSR initiatives and as a result slightly limiting the voluntary aspect of CSR. In the next section we will focus on the government’s role for CSR and the legal frame.

Legal frame

In principle, adopting CSR is a matter for organisations themselves. Nonetheless, as evidence is growing that CSR pays off for society, there is a role for public authorities to stimulate and promote corporate social and environmental

responsible practices

(European Commission, 2002: p. 10). Slowly, more government initiatives are being taken to bring CSR into practice. These initiatives situate on an international, European, federal (Belgium) as well as on a regional level (Flanders) (Meireman a.o., 2002: p. 180). We will not go into much detail about this, as it would lead us too far from the original subject. Yet, we will briefly discuss two particular initiatives on the regional level. Concerning Flemish initiatives, we limit ourselves to the Trivisi Initiative that explicitly focuses on CSR (Ibid.: p. 185) and the digital knowledge centre. The Trivisi Initiative got launched in June 2000. It is being developed for stimulating and coordinating the bottom-up process of CSR. We already argued that voluntarity is one of CSRs main principles, which means companies themselves take action with regard to their social responsibility. This is called ‘a bottom-up approach’, since it is not forced upon companies by higher authorities. The notion ‘Trivisi’ refers to the integrated vision of the three pillars discussed before. Trivisi aims at developing management instruments and good CSR practices, next to building knowhow and exchanging experiences about best practices (Ibid.). Furthermore, there is also Flanders’s digital knowledge centre of CSR (MVO Vlaanderen Digitaal Kenniscentrum) with URL www.mvovlaanderen.be which was founded in 2004.

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On the website, every type of organisation can find various pieces of information about CSR brought into practice. This turns out to be a very useful tool. But, there is still a lot to be said about government initiatives on any level supporting CSR. Nevertheless, most companies prefer to be a step ahead of government legislation like pointed out before. They want to anticipate social pressures themselves and develop their own policies in response to them (Matten a.o., 2005: p. 345).

Differences between Europe and the United States

CSR entails a whole lot of different types of initiatives, but let us take a look at corporate philanthropy for example. European organisations are much less inclined to take on this type of commitment compared with their North-American counterparts. The most reasonable explanation for this is the fact that the European nations have much higher levels of taxation and their social safety net is much denser. European nations have a more developed welfare state infrastructure which causes the European corporations to perceive issues such as funding of education and health care as being much more the responsibility of their national governments instead of it being a corporate social responsibility (Ibid.: p. 346). Another factor in this discussion is the higher level of government influence for several large European companies. European economy still differs significantly from the American one concerning the government’s influence. As a result, governmental influence on corporate attitudes toward CSR in Europe still remains implicitly strong (Ibid.: p. 347). European welfare states are, however, increasingly confronted with the limitations of their capacities. It seems no longer possible for them to take care of social issues the way they traditionally did (Ibid.). In the changing economy we live, it becomes ever more impossible for them to realise society’s every need. Hence, the opportunity for companies to develop into dynamic partners of their governments (d’Oultremont a.o., s.d.: p. 6). That is why company donations and such are often an extension of the mostly insufficient governmental support (Ibid.: p. 70). Consequently, as for taking CSR initiatives, it may appear that Europe is far behind compared to the United States. Nevertheless, this has to be put in perspective. It merely shows us both economies have a very different context.

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This has also its repercussions on the communication of CSR in both Europe and the United States. In Europe and in Belgium more specifically, there seems to be a lack of open communication and transparency in business policies. It should be noted that social reporting in particular is only just starting in Belgian companies (Heene a.o., 2005: p. 84). All this raises a conceptual paradox: is it possible for business in Europe to be socially responsible in the absence of a CSR language (Matten a.o., 2005: p. 335)? We would argue that there is in fact a long tradition of corporations’ involvement in issues that can be associated with modern CSR. This has been the case for most of the last century. But, this corporate social commitment was understood, articulated and performed in many different ways (Ibid.: p. 336). Therefore, we have to mention that there was a real CSR mindset in most European companies, however, this remained largely implicit due to a basic cultural characteristic of European context (Heene a.o., 2005: p. 85). So indeed, there seems to be a huge difference between CSR in Europe as opposed to CSR in the United States. We will try to reconcile this contradiction by distinguishing implicit and explicit CSR. It is already stated above that European companies are more frequently labelled as being implicitly socially responsible. That is the case because the majority of CSR issues are implicit consequences of the legal framework and the particular economic situation. These issues are codified in the norms and standards of the European nations (Matten a.o., 2005: p. 336). In other words, implicit CSR is mostly mandatory and therefore not really to be communicated since it is considered an obligation (Ibid.: p. 342). Explicit CSR is much less complicated. This kind of corporate social responsibility is taken up voluntarily. Such initiatives differ for each company according to their level of involvement. Therefore, they are useful to be made explicit. Explicit CSR happens especially in the United Stated. Government regulations and interference about the matter are scarce or non-existent there. The graph below will make this visually clear.

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Figure 3: Explicit and implicit CSR - Difference between Europe and the US

Various CSR

CSR issues addressed by

Issues

explicit corporate policies

CSR issues addressed by mechanisms implicit in the institutional framework for business

USA

Strenght of institutional framework

Europe (Matten a.o., 2005: p. 342)

Like mentioned earlier, this contrast of implicit versus explicit seems to be fading slightly. Since the economic context is changing, there is also a European shift from implicit to more explicit CSR. This seems to be the result of government’s limitations, new market imperatives and new social demands (Ibid.: p. 344). Later on, we will come back to this issue while analysing CSR communication. Here, we end the section of the three main aspects of CSR. After all the conceptualisation and characterisation, it is time to move on to a more practical aspect of the matter. First, we will discuss several approaches of CSR. Next, we will give an overview of the advantages that good CSR can bring about and then we will discuss the integration in corporate strategy, an essential condition to generate those advantages.

Approaches

Over the years, four approaches concerning the CSR matter have been developed: the inactive, reactive, active and pro- / interactive approach. Each one with its own logic (Van Tulder a.o., 2006: p. 143).

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Inactive approach - Friedman

The inactive approach reflects the vision of Milton Friedman. Friedman argued that a company only had one responsibility to live up to: generating profit. This is an inward looking perspective on business because it only focuses on the end result. There seems to be no room for ethical questions. In other words, the motivation for CSR here is in the first place utilitarian (Ibid.). This is how Friedman is mostly stated in literature. A more complete fragment of Friedman’s work, however, shows that his ideas were not that bold. According to him a company had the responsibility “to use its resources and engage in activities designed to increase its profits so long as it stays within the rules of the game, which is to say, engages in open and free competition without deception and fraud (Ibid.; Friedman, 1962: p. -).” Nonetheless, the basic idea of Friedman is often stated as “The Social Responsibility of Business is to Increase its Profits” (Van Tulder a.o., 2006: p. 130). Of course, there is some truth in this. As it would not be responsible for a company not to make profit, which brings us back to the false dichotomy in which we do not want to let ourselves get trapped again. We concluded that profit as well as planet and people are essential from the start. Friedman, however, seemed to think otherwise (we already explained that the dichotomy was a rather outdated perspective and Friedman’s statement concerning the matter dates back to the early sixties). Friedman considered the attention to other factors of social responsibilities as being soft and even ‘wrong’ (Ibid.). Nevertheless, he had a point when he argued a company could never stay in business driven by ethics alone. But, we will see the same principles can complement profit making when they offer the company a unique selling proposition (Ibid.: p. 131). That is also one of the many reasons why those so called ‘soft factors’ are becoming of increasing importance, even in purely market oriented companies (Ibid.: p. 130).

Reactive approach

The reactive approach has the same focus on efficiency than the inactive approach, but with particular attention of not making any mistakes. In the reactive approach companies monitor their environment and practice social responsiveness. Here, the motivation for CSR is rooted in negative duties (Ibid.: p. 143).

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Active approach

The active approach seems to have the most ethical orientation of them all. It is even explicitly inspired by ethical values and virtues or positive duties (as opposed to the previous approach). It is a strongly outward oriented approach. This view even seems to utter a missionary urge. Nonetheless, also this approach has its threats: the risk of neglecting business efficiency. “In a society that is structured around the principles of business production methods, this can also be regarded as socially irresponsible (Ibid.: p. 145).”

Pro-/interactive approach

The proactive approach is in fact a combination of ethics and efficiency; where the tension between these elements is engaged in a socially responsible way (Ibid.). Also the interactive approach to CSR is like that. The two opposed orientations, namely inside-out and outside-in complement each other. This vision is also referred to as discourse ethics which was developed by Jürgen Habermas. According to this theory, the tension between the foregoing approaches can only be resolved when business focuses on the profitability of values (Van Tulder a.o., 2006: p. 146). Like mentioned before, ethical principles turn out to be very interesting unique selling propositions.

Conflicting approaches

The conflict that arises in the earlier mentioned approaches is one of efficiency versus equity. Paying attention to effectiveness can be the solution to overcome this tension. This brings us to the Triple E strategy (efficiency, equity or ethics and effectiveness) instead of the Triple P strategy. In the former strategy, efficiency and equity or ethics are goal oriented while effectiveness, on the other hand, is means oriented (Ibid.: p. 153).

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Advantages of CSR

In the following section we will explain what the advantages are of good CSR? -

Greater efficiency

-

Increased sales and market share

-

Better reputation - corporate image - brand

-

Increased ability to attract, motivate and retain employees

-

Increased productivity

-

Stimulation of innovations

-

Increased appeal to investors and financial analysts

Greater efficiency

Corporate social responsibility can lead to a far greater efficiency of corporate resource use of which the derived benefits are extremely interesting (IDCO, 2005: p. 14; Michiels citing Louche7, 2007a: p. 29). For example, a decrease of operating costs as a result of environmental initiatives to contribute to the preservation of the environment (reduce waste, recycle, conserve water and electricity …) can represent a serious economic benefit (Kotler a.o., 2005: p. 17). On the other hand, these kind of initiatives also often equal massive investments for which many companies recoil. Nonetheless, it remains a huge opportunity in the long run and will turn out to be very profitable. This brings us to the next advantage of CSR: increased sales and market share. We still focus on the economic benefits, but we have to point out that in fact all advantages are directly or indirectly economic advantages.

Increased sales and market share

Several studies showed that good CSR increases sales and market share. There is strong evidence showing that companies can have a significant economic benefit when being

7

Céline Louche, who got interviewed by Michiels, is a CSR specialist at Vlerick Leuven

Ghent Management School. 29


Catherine Asselman

more socially responsible (Ibid.: p. 11). Besides, all the following aspects will turn out to be a positive influence on the long term market position of the company (IDCO, 2005: p. 14).

Better reputation - corporate image - brand

The company brand is a very valuable asset, often just as important as the product itself. A brand distinguishes a company from its competitors by the ideas, emotions and values it conveys (Vogel, 2005: p. 53). For corporations whose products seem to be very similar to those of competitors, brands are even more important since this is the only way to distinguish from competitors (mostly the actual products or services are nearly the same or even identical). Financial companies are examples of such companies. As a result, also Fortis will have to position itself very clearly against its competitors. Fortis already works on this. According to the renowned consultancy specialists of Brand Finance the Fortis brand is now even worth about EUR 3.2 billion (Fortis, 2006: on line). So, building a solid brand is very important for a company’s reputation. Also CSR is about reputation management. There are two perspectives to manage a company’s reputation. A company can strive for a positive reputation or a company can try to avoid a negative reputation. Mostly, it takes years before an organisation has built a solid reputation. Nevertheless, all of it can disappear at once, for example when clients want to punish the company for irresponsible behaviour. To avoid such evolvements it is of great importance to have a plan for reputation management. Such plan should be able to start immediate correction when something goes wrong in a way that can harm the company’s reputation (Van Tulder a.o., 2006: p. 199). The focus here lies in building a positive reputation and trying to maintain it. Opposed to this positive attitude, there is also a rather negative attitude which focuses on avoiding a negative reputation. This converges with consumers’ attitudes concerning the matter, since they appear more willing to avoid a product produced in ways regarded irresponsible than to purchase responsibly produced products (Vogel, 2005: p. 51).

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To conclude, we can state that a better reputation is probably on of the most important advantages of CSR, though it is only one component and rarely the most critical (Ibid.: p. 54).

Increased ability to attract, motivate and retain employees

This advantage is related to the previous one in the sense that it seems to be derived from it. When all employees can gather behind one strong brand of which they can be proud, motivation will increase as well as the attractiveness of the company for potential employees (IDCO, 2005: p. 12; Michiels citing Louche, 2007a: p. 29).

Increased productivity

This advantage, in turn, seems to be a derivative from the increased ability to motivate and retain employees. It has a positive influence on the company’s productivity (Ibid.).

Stimulation of innovations

An enhanced productivity contributes to a higher innovation capacity (IDCO, 2005: p. 14). But, also CSR interest in itself stimulates innovation (Michiels citing Louche, 2007a: p. 29).

Increased appeal to investors and financial analysts

Another advantage derived from a better reputation is the increased appeal of such companies to investors and financial analysts. An investment in such organisations is more likely to be seen as a good investment (Vogel, 2005: p. 11).

… Resulting in competitive advantage

In conclusion, we can state that all these advantages are sources of competitive advantage (IDCO, 2005: p. 12; Michiels citing Louche, 2007a: p. 29; Roome, 2005: p. 319).

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Next to the competitive advantage and in relation to it, CSR also appears to have a financial advantage. After all, the most important driver of corporate interest in CSR is the fact that being socially responsible also means doing good business. Corporate virtue seems to deliver financial rewards as well (Vogel, 2005: p. 11). But, is this link between CSR and better economic achievements clear and unambiguous? Although caution is required, empirical results are hopeful (Michiels, 2007a: p. 29). Most studies point out a positive correlation between companies’ social and financial performance (Van Tulder a.o., 2002: p. 9). There is even a metastudy8 conducted in 2004 which indicates that 55% of all studies show a positive correlation between CSR initiatives and financial results as opposed to 13% of the studies illustrating a negative correlation and 23% that did not find any correlation at all (N=144 studies) (Allouche a.o., 2004: p. 2399). Although most businesses support the assumption of CSRs positive impact (especially in the long term), it is extremely difficult to quantify this effect (European Commission, 2002: p. 12). Hence, the many contradictory results. All the preceding advantages and arguments put together, however, should be more than sufficient to convince organisations to adopt CSR as an integral part of good business management (Vogel, 2005: p. 11).

Strategy

Prior to enjoying all the above mentioned advantages, it is absolutely mandatory for CSR to be well integrated in general business policy. Before, we talked about good CSR. By this, we mean incorporated CSR and not social initiatives of the dispersed and fragmented kind. Here lies the difficulty, since the overall CSR agenda is very much like this (Roome, 2005: p. 320). CSR is nevertheless often mentioned in the mission statement and the company values, yet the real integration into corporate processes is mainly missing (N citing Heene, 2007a: p. 18) and this is undoubtedly a tremendous lost opportunity (Porter a.o., 2006: p. 83). Thus, we can state businesses have awakened to CSR, however, they are much less clear on how CSR is put into practice. Most corporate response with regard to CSR seems to be neither strategic, nor operational, but purely cosmetic (Ibid.: p. 80-81).

8

A metastudy is a study of studies. 32


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For a company to really take advantage of CSR it is key to integrate it strategically into the company’s general policy (Waardenburg, 2001: p. 57), this is often called ‘mainstreaming CSR’ (De Pierpont, 2007: p. 7). Mainstreaming CSR works best when focussing as much as possible on just one central theme. Fragmentation will be a waste of time and money and will only attracts less public attention (Waardenburg, 2001: p. 57). The choice for one central theme should be made with business opportunities for market objectives in mind. Therefore, it is recommended to choose that issue the community, customers and employees care most about (Kotler a.o., 2005: p. 9). The question where it comes down to is: how can the interests of all the above mentioned stakeholders be converted into corporate economic opportunities (Keijzers a.o., 2002: p. 13)? The answer is: strategy. Company’s creation of social values will only become an indissoluble part of strategic management if this value creation coincides with the companies’ own goals (Ibid.: p. 11). To achieve this integration, however, a clear insight is required in the content of the social and economic problems, as well as an insight in the organisation processes required to make changes possible (Keijzers a.o., 2002: p. 13). For all this a lot of thinking and time is needed. Still, it is a goal every company should set for itself.

Demarcation of the field of interest

In further thinking of strategy and how a company can actually be socially responsible which is again slightly more practical - it is important to demarcate the field of interest. When reading the next section, it is advised not to think about companies in general any more, but about multinational and financial companies. This will make the insights more useful with regard to the chapter about the internship which took place at a multinational financial company, namely Fortis.

MNO - Multinationals

CSR is not a privilege for large companies only. On the contrary, it are especially smaller companies that are often better integrated into their environment and therefore adopt more quickly corporate socially responsible behaviour, possibly without even being fully aware of it (Michiels, 2007a: p. 27). In what follows, we will focus especially on the bigger companies and multinationals instead of small and medium-sized enterprises. 33


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For this, we want to add a piece of information about CSR in an international dimension. This is called ‘international corporate responsibility’ (ICR). This adds three complicating dimensions to regular CSR: increased bargaining dynamics due to larger regulatory voids (1), increased competition (2) and increased complexity of issues (Van Tulder a.o., 2006: p. 220-221).

Financial companies

Next to companies with an international dimension, we also want to concentrate on the financial sector. With regard to CSR, financial companies are very important to study especially because they take on an intermediary function in economy and society. Because of this, financial companies fulfil a key role in reaching sustainability. In financial companies all cash flows come together, meaning they have a significant influence in directing client companies towards more sustainable corporate policies (Luijk a.o., 2003: p. 12) since they decide which initiatives get a chance through their financial support (Witteveen, 2003: p. 37). Financial companies can actually play several roles, that all have the potential to lead client companies towards more sustainability: -

Investor: financial companies provide the capital necessary to come to sustainable development

-

Product developer: financial companies can develop new financial products that stimulate sustainability

-

Consultant: financial companies quantify the risk value and the expected profit range

-

Stakeholder: financial companies are very powerful stakeholders and have a significant influence on the decision making process

-

Polluter: although the financial business is not that polluting, they nevertheless do contribute to pollution and can therefore play a part in limiting this

-

Employer: by handling their personnel in a socially responsible way, financial companies can set a good example concerning CSR (Luijk a.o., 2003: p. 13)

In the next paragraph we go into further detail about the combination of several roles a financial company can fulfil. So, financial companies define the conditions to get financial support, think of the rate of interest that needs to be paid and the term of repayment.

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However, they also have the possibility to make other demands for granting credit, for instance the condition that the activities have to be socially and environmentally responsible. Furthermore, financial companies are also institutional investors and they often take up a huge amount of shares in listed companies (listed or quoted on the stock market). With a considerable amount of shares a financial company can control another company. When this is the case, the financial company can pressure company policy during shareholders’ meetings (Ibid.: p. 15). In conclusion, we could say that financial companies can have a great impact on all their client companies to act upon CSR and sustainability. However, this does not show. Big world banks may proclaim they are involved in sustainable development, but it often does not show in their methods of financing sustainability projects. Their credit demands continue to be very hard and focussed on maximising profit in the short run, also for projects with a sustainable background (Witteveen, 2003: p. 39). In this respect, we want to add a fragment out of the interview with Mr. Bouwmeester concerning this aspect: Interviewer: “If a client company meets a lot of sustainability conditions, is that a guarantee? Is it easier then to get help from you [Fortis] to get a loan? Even though these projects are often only profitable in the long run?” Mr. Bouwmeester: “No, it has nothing to do with that. It has everything to do with when we evaluate our clients who apply for a credit grant, that we will also take into account other aspects. Secondly, when companies seem to be sustainable undertakings, we often see opportunities in that. Sometimes we are prepared to apply more gentle conditions, but in many cases we see, think of renewable energy and investing in it, that these projects frequently offer very interesting results.” (Bouwmeester, 2007: p. 20 in annexe) Since this answer was not that clear to me I tried again later. This time, the answer was much clearer: Interviewer: “Earlier I already asked you about the criteria for sustainable undertakings and if the criteria for such businesses are less strict? And you said: …” Mr. Bouwmeester: “Actually not.” (Bouwmeester, 2007: p. 25 in annexe)

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Catherine Asselman

Note: We have to remark, however, that Fortis moved up to the top of the Clean Energy League Tables of 2006 (by New Energy Finance Ltd.) for its financing of clean energy projects, meaning it is the biggest lender for this kind of projects (Fortis, 2007c: on line). But, if financial companies can have such an impact, why then is the reality still different? Because financial companies are still very much dependent of their clients to whom they grant a credit (Luijk a.o., 2003: p. 15). Since financial companies have to deal with very harsh competition, especially international financial corporations, they are hesitant to demand too much of their clients. This means that client organisations needing credit, wanting a project being financially supported or wanting to issue shares will nearly always find some financial company to meet their needs. That is why it is not that easy for financial institutions to play a pioneering role concerning sustainability and CSR. Doing so, could lead clients to desert to a competing financial company where they probably will get the credit they ask for. A way to overcome this problem is drawing up a code of conduct for the whole financial business, signed and ratified by all (major players) (see infra) (Ibid.: p. 16).

How to be(come) socially responsible?

Every company (big and small) can become more socially responsible. They all can make their contribution to the goals set out by CSR and sustainability according to their own size and resources. Next to that, there are a whole lot of CSR issues to choose from, since there are so many aspects of CSR and so many different ways for companies to take up their social responsibility. Consequently, we can state that corporate social responsibility can find its realisation in many different ways, with regard to the content as well as the scale of the initiatives (Waardenburg, 2001: p. 12-13). So, there does not exist one best practice formula for proper CSR management. Instead, a whole range of possibilities is available (Van Tulder a.o., 2006: p. 131). Cramer argues that the level of ambition a company can have concerning sustainable development depends on three factors: the external pressure on the company (1), the degree of competitive advantage (2) and the manoeuvre space a company has for organisational change (3) (Keijzers a.o., 2002: p. 24). In the following section we will give an overview of the more practical applications of CSR and how certain measures can help companies in integrating CSR. First, we will shortly

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Catherine Asselman

discuss some direct and very concrete measures for a company to act socially responsible and then we will go into further detail about the more indirect methods.

Direct and very concrete measures

-

Occasional financial donations for a good cause (for instance with a company anniversary or with disasters)

-

Regular fixed financial donations for a good cause

-

Physical help for a good cause

-

Material help for a good cause

-

Letting a good cause use company production means

-

Letting a good cause use company location and/or building (Waardenburg, 2001: p. 31)

Indirect measures

-

Company policy – the framing and claiming method

-

Management standards and labels

-

Reporting

-

CSR investments

-

Code of conduct

-

…

Company policy - the framing and claiming method

Like already emphasised before, CSR is not an isolated concept within the organisation. Good CSR is integrated in corporate policy which reflects the mission and vision of the company. As a result, the basic principles on which the organisation bases its CSR, is written down in the mission statement, code of conduct and all their derivatives (Waardenburg, 2001: p. 26). Later on, we will go into detail about this aspect. For more information, we refer to the extensive section about the code of conduct. The framing and claiming model created by Van der Zwan is a method to integrate social responsibility into corporate policy. The model entails eight steps:

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Catherine Asselman

-

Search: search for suitable themes which fit the corporate profile

-

Selection: select a theme based on organisational criteria like strategy, internal organisation and environmental motives

-

Selling: sell the chosen theme to colleagues and get them motivated to obtain commitment

-

Strategy: develop a strategy / plan on how a company should handle the theme internally as well as externally

-

Sharing: share success of the chosen theme with everyone, by doing so the platform that exists for that particular theme will expand

-

Storytelling: the chosen theme and the communication policy have to emerge into a corporate story that acts like a script for all corporate communication

-

Show: translate the theme into real means and actions

-

Study: monitor and evaluate the theme as an input for following initiatives (Ibid.: p. 33)

Management standards and labels

Management standards exist for numerous themes. A lot of companies are already familiar with management standards for quality. The ISO 9000 series (International Organisation for Standardisation) are the best known examples of this (IDCO, 2005: p. 18). Some management standards prioritise an integrated approach where several diverse elements get combined into one management system. Those are also called ‘integral care systems 9 ’. For example the AA 1000 standard (AccountAbility) is such a standard. It focuses especially on the quality of social ethical accounting, auditing and reporting (Ibid.) with particular attention for the provable involvement of the company stakeholders (Waardenburg, 2001: p. 28).

Reporting

We already talked extensively about social reporting and social auditing as a way of being transparent and accountable, a basic principle of CSR. Therefore, we are not going to treat this topic again.

9

In Dutch: integrale zorgsystemen 38


Catherine Asselman

CSR investments

Investing in CSR initiatives is especially interesting in the long term. Next to social, ecological and ethical benefits, a company can also generate financial benefits this way (IDCO, 2005: p. 17).

Code of conduct

While discussing company policy, we already mentioned the importance of a code of conduct. Such a code is a formal statement of the values an organisation attaches great importance to (Ibid.). In the next section, we will give a thorough theoretical background of this concept. The reason for focussing especially on this measure is my involvement in the rewriting process of the code of conduct at Fortis. This was one of my main assignments during the internship. More information about the assignment itself is to be found in the chapter dedicated to the internship.

Code of Conduct

With regard to sustainability and CSR the European Commission developed an extensive description of the concept, being “a formal statement of minimum standards together with a pledge by the company to observe them and to require its contractors, subcontractors, suppliers and licensees to observe them. It may be a sophisticated document, which requires compliance with articulated standards and have a complicated enforcement mechanism (European Commission, 2001: p. 27).” Others put it like this and state that it is “a system of agreements and basic principles through which a company communicates the kind of conduct its members - and possibly business partners - are expected to exhibit in specific situations. This implies that the code should indicate what is acceptable and what not (Van Tulder a.o., 2006: p. 240).” A code of conduct is very much related with strategically integrating CSR into business practices. Good CSR is about making socially responsible issues and company objectives coincide. It is important that the motifs leading to this kind of socially responsible behaviour and the actual goals also find their expression in company policy. The house rules are written down in a mission statement. The elaboration of these general rules can be written down in a more specific code of conduct (Waardenburg, 2001: p. 29). What is

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Catherine Asselman

exactly stated in those codes is very company specific because it is derived from the company mission and vision. The explicitness of CSR in such a code also makes it possible to test if companies walk the talk and control if they actually do what they say they do (reference to the principle of transparency and accountability). Monitoring is the most important test for the seriousness of the code’s implementation regarding CSR (Van Tulder a.o., 2002: p. 26). In other words, the biggest challenge for codes is to ensure they are effectively implemented, monitored and verified (European Commission, 2002: p. 18). For this, however, it is necessary that everyone has easy access to the code. Mostly, making the code available is done by putting it on the internet and by making it part of the contracts with suppliers and other stakeholders (Waardenburg, 2001: p. 29). In the course of the 1990’s, almost every major company in the world drew up and implemented a code of conduct (Van Tulder a.o., 2002: p. 1). Concerning the international dimension of corporations and their code of conduct, we want to add the following: when corporations are active in an international context and if the chain approach plays an important part in doing business, it is vital the code of conduct is at least based on international standards (IDCO, 2005: p. 18). Also Fortis integrated such international standards such as the United Nation’s Global Compact initiative10 and the Equator Principles11 into its code of conduct. Signing these charters, however, is not obligatory. This was also made clear by the voluntarity principle of CSR explained above. A government authority in charge of implementing and monitoring laws concerning CSR does not exist for multinational corporations. In this void, such coordinated initiatives and company specific codes of conduct can fill in some of the regulatory gaps (Van Tulder a.o., 2002: p. 3). So, we can state a code of conduct plays an important role in the whole CSR process. But, next to being involved in the rewriting process of the code of conduct, also working for

10

The United Nation’s Global Compact is “an initiative that would bring companies

together with UN agencies, labour and civil society to support universal environmental and social principles (United Nations, 2007: on line).” 11

The Equator Principles are defined as “a benchmark for the financial industry to

manage social and environmental issues in project financing (Equator Principles, 2007: on line).” 40


Catherine Asselman

the Fortis Foundation was a big part of my internship assignments. Therefore, in the next section we will focus on corporate philanthropy. Nonetheless, corporate philanthropy, corporate volunteering and charity are only one way for a company to be socially responsible.

Corporate philanthropy

Some authors differentiate corporate philanthropy and community volunteering. Since the Fortis Foundation incorporated both elements, we will treat both concepts together. First, we will define what corporate philanthropy actually is. This concept can be described as “a direct contribution by a corporation to a charity or cause, mostly in the form of cash grants, donations and/or in-kind services (Kotler a.o., 2005: p. 144).” Community volunteering, in turn, is “an initiative in which the company encourages employees to donate their time, expertise, talents, ideas and/or physical labour to a local community cause (Ibid.: p. 175).” Community volunteering is viewed by many as the kind of social involvement that is most genuine and satisfying (Ibid.: p. 205). Also my tutor at Fortis, Mr. Poelman, confirmed this. He regularly takes part in community volunteering through the Fortis Foundation and stated that he did always come home truly happy and satisfied after a hard Saturday’s work of volunteering. Corporate philanthropy is very much different as opposed to individual philanthropy. With corporate philanthropy one must not think as an individual Maecenas who can do whatever he wants and whenever he wants to. When a company takes up the role of a Maecenas, the decisions have to be conform to company strategy. They have to be rational, universal and justifiable (d’Oultremont a.o., s.d.: p. 55). If a company decides to allocate a budget for corporate philanthropy, the stakeholders can ask for the company’s motifs and also for their choice of a particular project. Being able to rely on a rational framework makes it much easier to take and justify such decisions (Ibid..: p. 53). Thus, again there has to be an interface between the good cause and the company’s goals. The key to success is the choice for that particular choice that has a connection with the company itself (Kotler a.o., 2005: p. 163). But, corporate philanthropy does not just address a company’s self-interest, it benefits many through social commitment. Besides, there is no contradiction between improving competitive context and making a sincere commitment to a better society (Porter a.o., 2002: p. -).

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Catherine Asselman

Consequently, we can add the advice not to underestimate the ‘soft power’ of corporate philanthropy (De Backer citing de Woot12, 2003: p. 9).

Communicating CSR

Regarding to the main principles of CSR, we already explained the importance of transparency and accountability. Consequently you could say that communication in general will be a key issue for CSR. Communication is definitely a main issue. Nevertheless, it still is not that clear if communicating CSR is such a good idea. All the theoretical insights we have already treated seem to be in favour of communication, yet in real life it is often a difficult question whether or not to communicate CSR initiatives. Let us focus on corporate philanthropy. Should a company communicate its generosity? It is a difficult question. Giving away something for free is beyond our comprehension, especially when the corporate world does this. Moreover, as soon as one starts talking about a donation, it is no longer selfless. Corporate philanthropy is then becoming ambiguous. Is that donation still only a donation? What is the difference then between corporate philanthropy and sponsoring (Ibid.: p. 8)? The difference between corporate philanthropy and sponsoring is indeed not always very clear. However, we can state that the major difference is the return (Waardenburg, 2001: p. 16). With sponsoring the return is much more direct and explicit. With corporate philanthropy, on the other hand, there are - so it seems - no strings attached. Although, even then companies mostly have a hidden agenda. So, next to being charitable, there is also the aspect of self-interest and there is nothing wrong with that (Ibid.: p. 21). Although, it already becomes clear that this makes it hard to differentiate sponsoring and corporate philanthropy, since both do not seem to be completely selfless. Should we then be on our guard for Maeceni? Which ‘return’ do they expect (De Backer citing de Woot, 2003: p. 8)?

12

Philippe de Woot, who is cited by De Backer, is a professor at the Catholic University of

Louvain (Université Catholique de Louvain - Louvain La Neuve) and an expert with regard to corporate philanthropy. 42


Catherine Asselman

Do not communicate CSR

In the section about the differences between CSR in Europe and the United States, it became clear that in Europe CSR seems to be more implicit as a result of the legal framework as opposed to the United States where CSR appears to be more explicit. This has also its consequences on the vision on whether or not to communicate CSR (see supra). According to the European vision it is recommended for a company not to emphasise CSR too much in their communication (Waardenburg, 2001: p. 58). So, it is advised not to stress CSR in campaigns. Doing so, would arouse suspicion and would work against the company (Ibid.: p. 63). The doctoral research of Geerardyn about the motives of companies not to communicate CSR13, pointed out that many Belgian companies do act socially responsible, but rarely communicate about it. They find they should not to be too presumptuous about it (N, 2007b: p. 31).

Do communicate CSR

In reality not so many companies seem to take the risk of communicating their CSR out of fear of being perceived as arrogant. Theoretical insights, however, show the opposite. In a practical guide for corporate philanthropy it is said that in general it is ‘wrong’ not to communicate CSR. But, it is also added that with matters where human as well as rational arguments play their part, it can not be excluded that sometimes there are good reasons

not

to

communicate

CSR

and

to

display the

necessary

confidentiality

(d’Oultremont a.o., s.d.: p. 54). So, although not communicating is not recommended, it is a possibility (Ibid.: p. 53). Also Kotler, supporting the American perspective, advises to communicate corporate philanthropy. He states not to be shy, but to be appropriate about the matter (Kotler a.o., 2005: p. 163). As we already mentioned, the American perspective is known for its explicitness of CSR. This explains why this perspective also supports communicating CSR.

13

The doctoral research of Geerardyn was awarded for its CSR contribution this year

(2007) by the jury of Het Ei van MVO (N, 2007b: p. 31). 43


Catherine Asselman

The idea of actually communicating CSR may have been clear from the start with the formulation of the basic principle of transparency and accountability. Moreover, being transparent is not possible without communication (d’Oultremont a.o., s.d.: p. 55). However, we already argued that this matter is not as simple as it appears. When focussing on the actual communication, we can distinguish internal communication and external communication. Internally a company can present its objectives through the mission statement. When the goals are clearly defined, employee dedication with regard to CSR will probably enhance. An extra incentive can be: giving regular updates for what is being accomplished. A company can give such information by means of reports, think of environmental and social reports (Luijk a.o., 2003: p. 18). The actual internal communication channels put together are the following: -

Mission statement

-

Code of conduct

-

Meeting of staff

-

Staff magazine

-

Intranet (Waardenburg, 2001: p. 65-68)

Next to all these internal communication channels, there are also external ones. These can be especially efficient in improving company image. And at the same time, it creates more clarity for clientele, stockholders and societal organisations. An example of this is the publication of an ambition statement which puts a company’s direction, main goals and main values into words. Obviously, a company is held accountable for this (Luijk a.o., 2003: p. 18). Externally corporate social responsibility can be communicated through the following channels: -

Public spaces like the reception hall, the waiting room, the entrance hall …

-

Corporate brochure with a code of conduct and a report of all CSR activities

-

Corporate presentation

-

Website

-

Reporting

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Catherine Asselman

-

Advertising

-

Press contacts: press conferences, press releases, press interviews

-

Label (quality mark)

-

Labour market communication

-

Public affairs, public relations (Waardenburg, 2001: p. 70-75)

In the following paragraphs we will explain some aspects of the previous list. The first external communication channels are public spaces. In these spaces like the reception hall, the waiting room and the entrance hall, the visitor gets a first impression of the company, its activities and its dedication towards corporate social responsibility. This can be expressed in several ways, for example, with a collage of photographs portraying the company’s activities, literature about the activities in the waiting room, CSR reports, brochures … Next to this, also the interior can send a powerful message. If a company wants to be known for its dedication to the environment, this message should also be obvious in the company buildings (Ibid.: p. 70). Another external communication channel that is mentioned is that of advertising, however, this is not at all an issue over which academics have reached consensus since it brings us back to the earlier discussed difference between sponsoring (a kind of advertising) and corporate philanthropy. Also Mr. Bouwmeester at Fortis has difficulties with this matter: Mr. Bouwmeester: “One of the questions I ask myself, you should think about this yourself as well, is … We have a global branding campaign which is made by our advertising department. The question is: can we make an advert entailing a CSR topic? I did not come to an answer yet. Interviewer: “Would you like to?” Mr. Bouwmeester: “I do not know if I want to. We are thinking about it. I ask myself. But, I think we could eventually publish something like that, one time, in a specific publication … We often hold lectures and we often get the opportunity to advertise in certain magazines on special occasions with a CSR message. However, we did not yet developed an advertisement for the general public. We talked to journalists about it, issued press releases about it, write pieces about it, present it. But, to actually make an advertisement about it? Although, it is possible, I see a whole lot of others doing it. (Bouwmeester, 2007: p. 25 in annexe)

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The fragment out of the interview makes it clear that Fortis is using a lot of the external channels stated before. Advertising, however, remains a problematic one (Waardenburg, 2001: p. 70-75). For optimal results internal and external communication are best to be combined with first internal communication before communicating externally. A long term decision with such consequences as CSR first of all needs the support of the company’s own workforce (Ibid.: p. 64). Afterwards, it is vital to keep the employees posted on further developments as well as keeping them motivated (Ibid.: p. 67). In conclusion, we can state that

CSR and

internal communication can

not

exist without each other

(d’Oultremont a.o., s.d.: p. 59). Next to differentiating internal and external communication, there is also the difference between communicating formally and informally. Formal CSR communication seems to be rather weak as opposed to CSR communication through more informal channels which is more often the case (Michiels, 2007a: p. 36). On no account underestimate the power of word of mouth advertising which is a very efficient communication channel (d’Oultremont a.o., s.d.: p. 39). To conclude the whole discussion of whether or not to communicate, we want to finish up with this last, but very important idea: “The acid test of good CSR is whether the desired social change is so beneficial to the company, that the organisation would even pursue this change even if no one ever knew about it (Porter a.o., 2002: p. -).” An example with regard to the financial business to illustrate this: Safeco, an American insurance and financial firm, is working in partnership with non-profit organisations to stimulate affordable housing and improve public safety. As home ownership and public safety increased, like it was the case in its four test markets, insurance sales did too, in several cases by up to 40% (Porter a.o., 2002: p. -).

Conclusion based on a recent study

The following conclusion is not a traditional one. In the next paragraphs the most important elements of the theoretical framework will be made clear by means of a recent study.

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Catherine Asselman

Deloitte, a well respected auditing and consulting firm who provides many corporations of financial advice, surveyed business people responsible for CSR and CEOs of about thirty large Belgian and international enterprises about the CSR topic. The results of the Deloitte study are a good reflection and summary of everything explained above. Thirty percent of all respondents were opportunistic about CSR. With regard to communication, companies give priority to clientele and personnel. Structural social reporting, however, did not yet find its way into most companies. Only eight Belgian companies (including Fortis) use the GRI standard (Michiels, 2007a: p. 32). Companies are not yet becoming fully aware CSR can lead to extra profit, only 7% links CSR to improved financial results. Most companies, that is 64%, are still driven by a feeling of moral obligation alone and another 22% pays attention to CSR under pressure of its stakeholders (Ibid.: p. 33). The majority of the companies want CSR to stay a voluntary concept; it has to stay a tailored process. CSR should be regarded as a voluntary learning process which presumes companies should be able to discover CSR at their own pace and also try to find ways to integrate CSR into company policy at their own pace (Michiels, 2007a: p. 34). The only thing we want to add to this as being the most important conclusion of all, is that integrating CSR into general corporate policy is the way to create that win-win situation for company and society. Therefore, it will be the challenge for the future.

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Chapter 3 – Business practice / Internship This chapter is as practical as it can get. Here, the internship is the focal point. All assignments done during the internship will be treated, the ones about CSR more extensively than the others. The procedure how every assignment will be treated is the same. First we will give a background, than we will explain the actual process of finalising the assignment, followed by an evaluation. In the end, we will conclude by making the link with the training and how it helped me in completing the assignments as well as what I have learned on a professional and human level.

experience2

For this was a personal experience, I will talk about it in the first person what may sound somewhat awkward in a masterproof context, but for me this seemed the most honest thing to do. We will also refer frequently to other documents; these are all available on the included CD-R.

Motivation of choice

My choice of which organisation to apply to for my internship was mainly based on the company’s brand. I have a strong preference for companies that are very well-known. It seemed to me that working for such a brand would be very motivating. In hindsight, I can confirm that this indeed played a significant part while doing my actual internship. Especially near the end, I really loved the brand I worked for. For me, this turned out to be a great motivator. Next to this, I was really fascinated by the importance of financial companies in our economy. Financial companies fulfil an intermediary function in our modern economy, meaning they are in contact with all other market segments. To take my first steps in the corporate world, I found it interesting to choose such a branch of industry which is that closely linked to all other businesses. In addition, financial companies are said to be the most attractive employers to work for.

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Catherine Asselman

So, these were my criteria in finding the perfect internship. Fortis was the first company that crossed my mind. In my case, this company scored best on unaided awareness, probably because I was already a client at Fortis and as a youngster I frequently get Fortis’ Mine Magazine. To me Fortis seemed to fit the bill perfectly. A strong appealing brand that is even the market leader of retail banking in the Benelux region and the Belgian market leader in insurance. So, I decided to apply at Fortis and this is how I got into contact with Mr. Freddy Poelman, senior project manager at Fortis’ Global Branding and Communication department. Mr. Poelman became my tutor at Fortis. He would guide me, brief me and teach me the ways of corporate communication. By the way, he did all those things marvellously and I am still very grateful for this.

Assignments internship

The following table will give an overview and description of all the assignments I did during my internship. For a complete overview in Dutch, I refer to the annexe.

49

Figure 4: Overview assignments internship Domain

Description

Specification

Code of conduct

Externally: benchmark

Consulting websites and contacting different companies

Development of a new code of conduct

(other codes of conduct)

(under which members of the Belgian Association of Corporate Press)

Internally: composing a network list

Consulting intranet and contacting HR managers and

(for business / for country)

compliance officers

Composing a questionnaire

Questionnaire about composition, familiarity, content … of the code of conduct and suggestions for improvement

Fortis Foundation Belgium

Text

Critical evaluation and repositioning

Website

Analysing website and giving advice about possible


improvements Solidarity Days

Helping out in the arrangement of communication practicalities

Shaking Hands

Helping out in the arrangement of practicalities

Blog

Research about disireability of a blog

Fortis Shop

Benchmark (other e-shops)

Consulting websites

How should the Fortis Shop meet the

Verify existing content

Controlling text (titles and descriptions) and pictures; in

needs of being more customer friendly?

Belgian Association of Corporate Press

Dutch, English and French Communication plan (summer)

Developing ideas of action and time frame

Blog


Website Benchmark

Consulting websites of similar organisations and analysing

- Belgische Vereniging van de Bedrijfspers / BVB -

BVB website to give advice about possible improvements Corporate Press Prize / Award

Evaluating the publications that were handed in to be nominated

Blog


Lecture

Attending lecture and writing a report about it for website


Catherine Asselman

In this chapter about the actual internship, the focus will lie especially on my assignments about CSR. In particular my main assignment, the one about the code of conduct. We will treat it as a case study to complement the theoretical insights we have already attended to earlier. In addition, we have to mention that all the assignments made during my internship are included in the CD-R. These documents are, however, all in their original language, being Dutch.

Code of conduct

Background

In the theoretical chapter we already stated that since the 1990’s most companies developed a code of conduct to express their corporate social responsibilities. This development process is a very dynamic one. One company, frequently in response to stakeholder expectations, introduces a code which, in turn, leads to the adoption of similar codes by other companies. This often generates additional requests by stakeholders that again require company response for example in an update of the code or more specific codes and policies (Van Tulder a.o., 2002: p. 1). This dynamic process also explains how the Fortis’ code of conduct is being developed and how it came to an update. The previous code of conduct dated from 2002 and needed updating, especially with regard to CSR which is becoming more important while it was not extensively incorporated in the previous code of conduct. Furthermore, it was also essential to go through the decision making process carefully so the code would be better accepted. Finally, also the format would have to change. The new code of conduct format had to be more user friendly and globally adaptable. The new format is called ‘print on distance print on demand’. My tutor labelled helping in the development with this new code of conduct as my assignment with the first priority.

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Catherine Asselman

Process

Main ideas of the new code of conduct

In the following paragraphs there are three items that will be discussed. It were the three essential improvements in developing Fortis’ new code of conduct: more CSR issues (1), a more adaptable format of print on distance - print on demand (2) and all this developed in a way that generates more acceptance than the previous code of conduct (3).

Content: CSR more extensively incorporated

In 2002 CSR and sustainability was not so much an issue yet. Also the company’s CSR department did not exist yet. As a result, in the old code of conduct there were only very few paragraphs that referred to these matters 14 . Like already explained above, this changed especially because of external pressure. There was the need of incorporating much more CSR elements in the new code of conduct. Principles and international codes that need to be taken into account are the Global Compact Initiative and the Equator Principles (see supra), the proclamation of human rights, carbon banking, the Fortioms15 and the effect of Fortis’ CSR on other stakeholders (chain approach).

Format: print on distance - print on demand

The 2002 code of conduct did not seem to be widely accepted. One reason for this is cultural difference. Since Fortis is a multinational organisation and our western ideas often do not match the ones in other countries where Fortis is also doing business. Thus because Fortis is expanding and becoming more and more multinational, it is also important that this aspect gets solved. This can happen by changing the format of the code of conduct. By making this format adaptable, each country can create a code of 14

For the complete 2002 Fortis code of conduct, we refer to the Fortis website.

15

Fortioms are the axioms of Fortis (Fortis + Axiom = Fortiom). Fortis developed

fourteen rules for guiding employees in concrete company behaviour. Later on, you will find my personal favourite. 52


Catherine Asselman

conduct that fits the needs of that particular country and culture. In this respect, Fortis chose for the print on distance - print on demand approach. To understand this development it is necessary to explain how the previous code of conduct looks like. The different aspects of the previous code of conduct were: an accompanying letter, the introduction why the code is necessary and the code itself with the

different

chapters:

clients,

employees,

stakeholders, intermediaries and

the

community. The new code of conduct is being developed according to the principle of print on distance - print on demand. This means that Fortis’ headquarters develops a new code of conduct which is being made electronically available that can be adapted and modified by the subsidiaries worldwide according to their own needs. Each subsidiary can choose whether or not to print the code entirely or only certain parts complemented with own motivation and accompanying letter for example. This new format, however, acquires a serious adaptation for the copywriters as well, since all chapters have to be linked up with each other to create an electronic path. Also derivated codes have to fit into this electronic path. In the theoretical frame we already argued that the code of conduct is a very important document, next to the mission statement of the company. As a result, the code of conduct will also get a very prominent place on the company website.

Process: more attention to the decision making process for better acceptance

It is already stated that the 2002 code of conduct was not generally accepted. Another reason was not due to the content, but about the way the code of conduct was called into existence. Trade unions were not involved in the process which led to opposition to the document because they felt overlooked. Making a new code of conduct was the opportunity to set things straight and do involve this party in the decision making process. Involving them from the beginning, will significantly enhance the degree of acceptance in the end. One of my assignments regarding the code of conduct was creating a network list, a list of 115 Fortis employees from whom it is important to know the opinion about the draft version of the new code of conduct. In a meeting with all the people involved, it was

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argued that it would be better and faster not to let all of them give comment on the draft. It would be more manageable to let them say which aspects they thought needed the most improvement. Otherwise, the situation would get out of control.

Main activities with regard to the new code of conduct

The next section will concentrate on the actual assignments like doing a benchmark, attending and participating in a meeting and creating a questionnaire.

Benchmark

It was especially research that kept me busy for this project, since I carried out an extensive benchmark on several codes from several multinational and other corporations. For all the developments Fortis had in mind, there was need for some proper research about the matter to support the whole decision making process. I drew up a list of competitors in all the sectors Fortis operates (retail banking, merchant banking and insurance) completed with all Belgian major companies that are not necessarily finance related. Since my tutor Mr. Poelman is also chairman of the Belgian Association of the Corporate Press (Belgische Vereniging van de Bedrijfspers / BVB) (see infra), I was also able to ask a few other organisations for some internal information about the matter16. After studying for these companies’ code of conduct on the internet I contacted those companies of which I could not find a code of conduct. The remaining companies were contacted electronically or over the phone and were asked to give some information or if it was possible to send their code of conduct to me electronically or by traditional mail17.

16

The list of companies which were initially incorporated in my research is to be found in

on the CD-R. Not all companies were interesting or made it possible to do the necessary research and as a result not all the mentioned companies were taken into account. 17

The question protocol is available on CD-R in the document about the exploratory

research and preparation. 54


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When I had already gathered many codes I could start reading and analysing the codes of conduct. I focussed on the following aspects: the name of the document, the location, the composition and their size in pages. Name of the document Since the name of the document is an important factor of whether or not it is easy to find, I found it important to take into account the different names companies give to their code of conduct. Location It is interesting to know the location where the code is to be found to get an insight into the availability and accessibility. Here, I took into account the whole electronic path that needed to be followed to come to the code of conduct. This can give a clear understanding of which path is the most rational and which one do most people tend to follow. Composition I also looked at the composition of the different codes of conduct. This gives an overview on how to structure a code of conduct. But, it can also serve to check the content and make sure there are no important issues being left unsaid. Size in pages Finally, to understand how elaborated most codes of conduct are, I found it interesting to take into account the size of the analyzed documents. Throughout the report of this benchmark, I added some remarks and I signalled what were, according to me, the best practices. Later on, I gave some advice and recommendations for Fortis18.

Meeting

For this project I joined several small meetings and briefings. But, one meeting for this project, the one referred to earlier, was really important. On this particular meeting seven people were present: the senior project manager of internal global communication

18

The conclusions and recommendations based on the complete analysis as well as the

analysis itself is to be found on the included CD-R. 55


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who is responsible for this project, the copywriter who made up the draft version of the new code of conduct, the researcher for the project (myself), the head of compliance, the head of HR global, the head of CSR global and a representative of the trade union. I learned a lot by joining this meeting. For example, the meeting showed the precariousness of the whole code of conduct development process. To me, a code of conduct was like a mission statement and I thought everyone already agreed on this. Being involved in the process, however, made it clear we were dealing with a delicate matter. That is also why the whole process took up so much time. I also realised that a code of conduct was a really important document to base decisions on, but therefore the code had to be accepted of course. This insight in the seriousness of the matter also clarified that there had to be a mandate for the trade unions in the group of people charged with this project to create the necessary support for this. With this, Fortis supports the open approach of being transparent.

Questionnaire

Like I stated earlier, it was decided on the meeting that we should gain more information about how the Fortis employees thought about the old code of conduct. I was briefed on editing a questionnaire to find out three things. Firstly, if people found that there was something missing in the 2002 code of conduct. Secondly, if the code was easily available and accessible and thirdly, if they thought the code was well-known by Fortis staff. This should give Fortis enough indications on possible flaws of the 2002 code of conduct, which in turn could lead to improvements in the new code. For this, I chose to adopt an e-mail questionnaire with an even Likert scale 19. This is rather easy for the respondent and still forces them to take sides. This small scale survey can show possible voids that have been overlooked so far. It is a tool used to complement the research.

19

The version which I developed is available on CD-R as well as the improved and

adapted version which was translated into the three main languages and send to all the people of the network list. 56


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Evaluation

What I learned most about being involved in the process of developing a new code of conduct was the importance of research and especially research about competitors. In the theoretical chapter we already discussed that competitors are often the most important stakeholders when it comes down to gathering information. Research plays an important role in having an understanding of best practices. By knowing these best practices, a company can follow the example and improve itself. A company should constantly strive towards improvement. Another remarkable element with regard to competitors is the lack of competition I experienced. I had the pleasure to be able to work in a very amicable atmosphere with the different competitors I contacted for the project. And although this may seem unnatural, I am sure it is the best way to work, since learning from each other and sharing information and best practices benefits all. Another aspect that struck me while being involved in the process of developing a new code of conduct was the fact that this had so much to do with formal elements in comparison with attention for content. So, in the theoretical framework the focus was on the content of CSR and the content of a code of conduct, but in reality a lot of attention goes to more formal elements. Bureaucracy, slowing things down tremendously, is necessary though. The process in itself may not be underestimated, because next to the end result also the realisation of it plays an important role in its success. This was an aspect that got especially clear during the meeting I talked about earlier. At that meeting I was also very pleasantly surprised by the creative input of all the participants. Although it was a very serious meeting about an equally serious and important issue, there was a lot of ingenuity in the room. Working in such a stimulating environment of smart and incredibly creative personalities was very enriching and appealing. It amazed me quite a few times how many inventive solutions came into being during the meeting. I found working in such an atmosphere very stimulating, since I myself also want to develop that talent of seeing beyond the obvious and being able to offer not so self-evident solutions and ideas. What I do regret about the meeting is the fact that I was not fully prepared. I assumed I was only expected to be present and I would have the opportunity to listen to ideas and take notes. At the beginning of the meeting, however, my tutor offered me the chance to give some explanation about my research. Since I was not prepared for this it did not go

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as smoothly as I desired and I did not say as many interesting things as I could have. It is too bad I did not use this opportunity to show my capacities. I could have prepared a short presentation with a brief slideshow showing the main conclusions. This way, my research would have been able to provide more context to the actual project. It is regretful and a bit of a lost opportunity, but I have learned my lesson to always be prepared for a meeting.


Background

Since my tutor was a senior project manager of the communications department, I was also given the chance to be involved in projects for the Fortis Foundation. This is an independent organisation within Fortis which is engaged in corporate philanthropy: donating financial support as well as corporate volunteering.

Process

Shaking hands

The Shaking Hands project is about organising one day where collegiality is the main focal point. It should turn out to be a very playful event to bring employees closer together and to increase awareness of the Foundation and its new logo (of two hands). Notice the important link between the Fortis Foundation and the internal communications department. Corporate social responsibility is also about bringing employees closer together to create a better working environment. The very first meeting I attended was the one with regard to this Shaking Hands project which was completely in French. I found it a very unique experience to attend a French brainstorm session which turned out to be very fruitful since a couple of very nice ideas for the project got launched. So, I witnessed a project only being in a start-up phase. The idea which found the most agreement was the one about the crackers. In this scenario all employees would get a cracker while entering the building (it is an indoor internal event) and then they have to work in pairs to open such a cracker in which they 58


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find a positive fraternal message to keep in mind throughout the day. There were also suggestions to do the same with balloons which became our backup plan when the cracker plan turned out to be unfeasible. I got appointed to do some research about the attainability of the proposed ideas and the cost of it. For this, I searched the internet extensively and made a lot of phone calls and send a whole lot more e-mails. I also had to give a copywriter of advertising the assignment to develop some suitable messages to put in the crackers. Afterwards, I made a summary of my findings and gave them to my tutor for the next meeting. Finally, we chose to opt to outsource the practicalities of this project to one company which would arrange everything into detail. The project was given to a company that had already worked for Fortis in the past.

Solidarity Days

Another project of the Fortis Foundation is the Solidarity Day initiative. For those days Fortis volunteers are sought to help out an organisation and the Fortis Foundation supports this financially and coordinates these events practically as well. For this the Foundation also works closely together with the internal communication department to reach all Fortis employees. For the Foundation it is all about solidarity and helping those people in society who can really use some help. For Fortis employees, in turn, these days are like team building days. Thus, a win-win situation is created.

Solidarity Day Melle

The good cause for the Solidarity Day in Melle near Ghent was the non-profit making institution called ‘Steevliet’. The tasks of the day are painting jobs in the organisation’s buildings. My assignments where to write a reminder on the intranet to motivate Fortis employees living in the neighbourhood of Melle to enrol themselves as volunteers for this project. For writing this text I got the advice not to sound too emotional. I found this very difficult, however, since it seems like a natural instinct to play on peoples feeling of guilt with regard to this matter. I would have thought that this would be the way to go, although my tutor was much more understanding and believed there was no point in motivating people out of a sense of guilt. He understood many people did not want to sacrifice their few free moments of the week to volunteer. However, he wanted to motivate them so 59


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they would help but for the right reasons. In hindsight, this also seems the only way to achieve a sense of team building. Nevertheless, I still found some ways to be creative in writing these texts20.

Solidarity Day Vremde

This Solidarity Day would take place in Vremde / Boechout at a boy shelter. Here, volunteers would have to handle some tough outside work. The communication process for this project already ran more smoothly for me. I was able to finish off this assignment needing less guidance to bring it to a good end. Next to the more communication related assignments21, I also handled more of the practical matters, for example selecting the addressees of the e-mailing. This was not as easy as it sounds while I had to select by postal codes basing my choice on a geographical map of the region. The next step was working together with the HR department to get all the addresses of the Fortis employees in the selected postal areas. For this project, I also had permission to develop an advertising poster communicating this particular Solidarity Day. My tutor took me with him to the lay-out and design department to take a look at how such a poster is being made.

Cycle for life

Cycle for Life is an event at all the seven Belgian university hospitals where people can cycle and walk for cancer research. I only attended one meeting for this project and did not get any assignments with regard to this event22. Nevertheless, it still was an interesting experience because the discussion was raised on the choice of this subject and if it fitted into the strategy of the Fortis Foundation which normally only supports initiatives concerning children, youngsters and solidarity between generations. It is clear that this project does not fit these requirements and as a result there was some uncertainty whether the Foundation should support this event or not. The Foundation was slightly worried they would send out the 20

The text of the Solidarity Day in Melle is available on CD-R.

21

Texts with regard to the Solidarity Day in Vremde are available on CD-R.

22

The minutes of this meeting are included on the CD-R. 60


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wrong signal. They did not want to stimulate other similar causes to apply at the Foundation for financial support since this is not in line with their strategy. What about coherence? The project eventually got support because: for one the Foundation already supported this initiative in the past and secondly, the organisation made an exception because Fortis employees were involved. Each year dozens of Fortis members of staff participate and this is good for their well-being and consequently for the company. The message send to the Fortis staff is to exercise and at the same time support a good cause. Also Fortis togetherness is being promoted. Every year it is arranged Fortis employees are welcomed at the event on a special stand where they receive a goodie bag with company gadgets, they also get a lunch package and their group picture is taken to stimulate group feeling. It seems to me that only the element of team building and internal coherence between colleagues is perceived as being the return on investment of corporate philanthropy for the Fortis company (based on own experience and on the statement of Maurice Lippens in De Backer, 2003: p. 9). Of course, it means a great deal when employees are proud to be part of the company and when employees have an affective bond with the organisation. But there is more to it than this. The return on investment can be that much greater (see supra). Although, I understand the motives of the Foundation to support this event, strictly rational it is not that interesting for them to support it. In the theoretical framework we already discussed the best initiatives are the ones that fit company goals and are chosen strategically. Since the Foundation chose to support children, youth and solidarity between generations the theme of supporting medical research does not really fit the bill. For me, the questions posed at the meeting about the coherency pointed out that it would be better for the Foundation not to get involved in this activity. Supporting Cycle for Life creates a very fragmented image of the Fortis Foundation at what it stands for. This, in turn, only means lost opportunities.

Evaluation

As before, I was amazed by the inventiveness of the people I had the chance to work with. I was pleasantly surprised to see how much creativity was used to develop all the Fortis Foundation projects. To me, this was a very motivating and enriching environment to work in.

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Next to this, I also experienced a problem, however. The major problematic issue I came across, was something that also got a lot of attention in the theoretical framework, namely the choice of which good causes to support and which ideas to give priority. These decisions have to be based on the strategic goals of the company so it can fully benefit from each supported initiative creating a win-win situation. What I saw at the Fortis Foundation seemed to be too much an example of the situation argued by Porter. He stated that the majority of corporate contribution programmes are diffuse and unfocused. Most of it consisting of numerous small cash donations given to aid local civic causes in the hope of creating goodwill among employees, customers and the local community. “Rather than being tied to well though-out social or business objectives, the contributions often reflect the personal beliefs and values of executives and employees (Porter a.o., 2002: p. -).” I reckon the Foundation is based on very wholehearted beliefs, but there could be much more of a synergy of advantages if the Foundation would be less independent of the Fortis company and would do more to get its ideas in line of that of the company. It may sound very strange, but to me giving up the independence of the Fortis Foundation could mean the creation of much more societal and corporate benefits. This conclusion is based on the theories discussed before.

Fortis Shop

Background

The Fortis Shop is an e-shop, only accessible for Fortis employees via the company’s intranet. The shop was brought into life, because a lot of employees wanted the opportunity to buy Fortis branded things which were often given as a present to business acquaintances. The shop is still in a very early stage though and therefore it is still susceptible for improvement.

Process

With regard to the Fortis Shop I had to accomplish two main assignments: screening the existing Fortis Shop in Dutch, English and French and assisting in the development of the internal communication plan for the summer.

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Screening the shop in the mentioned languages was a real challenge, since in my previous training the focus lay solely on communication. Now, however, a whole lot of the time for the period of my internship was taken up by multilingualism23. The aspect I liked much more was the development of the communication plan for the Fortis Shop24. For developing such a plan I was also involved in a brainstorm session. I already knew a lot about brainstorm sessions and I even participated in several brainstorm sessions myself while working on projects during my training, yet having a brainstorm session in a business environment is very different from what I had already experienced before, since you have to be creative, fast and on the spot while keeping in mind that you are in a meeting with your superior which could inhibit your most creative ideas. Anyhow, since I had such a reassuring tutor I was not restrained and I could fully participate in the brainstorm session. For me, this was a unique experience, since I had the chance to learn more about experts’ professional creativity and still be able to have an own modest input. Setting up a communication plan for the Fortis Shop also meant I was involved with the layout department, a copywriter of the marketing department and people outside the company for example the arrangements with regard to the Bibendum costume. The Michelin guide was the central topic of the campaign, since with every purchase in the Fortis Shop during the summer months you would get a free Michelin guide. This acquired the permission, however, of the Michelin company and also getting to use such a costume required working together with them.

Evaluation

Screening the shop in the mentioned languages was a true challenge. I had the idea people expected a lot from me since my training is called ‘multilingual’ corporate communication. This made me feel slightly uncomfortable, but although it was not easy doing a screening in French as well, I was still excited I did a one in this language as well.

23

You can find the screening of the Fortis shop in the three languages on the included

CD-R. Mind you, especially in the French screening there are some gaps that needed to be filled by someone with more experience in this language. 24

The communication plan with my creative input is included on the CD-R, as well as the

actual practicalities set out for week 21 and 26. 63


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Overall, this assignment took up a lot of my time. Concentrating on language aspects turned out to be very time consuming for me. Concentrating on communicational issues, on the other hand, suited me much more. That is also the reason why brainstorming and helping to develop the communication plan for the Fortis Shop, as well as being involved in the actual elaboration and having meetings and making phone calls for this, was much more fun for me. What attracted me most was the fact that you can be very creative in coming up with ideas of developing such a communication plan. The thing I learned, however, was that being creative in itself is not enough. You always have to link up your communication with the company and other company issues. Working together with the sponsoring department and keeping track of Fortis’ current events was important to evolve to a maximised result for the company.

Belgian Association of Corporate Press Belgische Vereniging van de Bedrijfspers / BVB

Background

My tutor at Fortis, Mr. Freddy Poelman, is next to Senior Project Manager also chairman of the Dutch department of the Belgian Association of Corporate Press (Belgische Vereniging van de Bedrijfspers / BVB). Since this is a very interesting platform to meet new internal communication professionals from all industry segments and generate even more new insights, and since Mr. Poelman could use some help for the BVB activities he does outside his job at Fortis, I got involved in this as well. Note: I want to make it very clear that the Belgian Association of Corporate Press and the activities I did for it has nothing to do with my other assignments at Fortis. The only link between the two is that Fortis is a member of this association.

Process

First of all, it was explained to me what the BVB was about and how this organisation works. Mr. Poelman then asked me to think about the disireability of a blog for the BVB.

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Later on, I was invited to attend a lecture organised by the BVB with Mr. Bruno Comer, corporate journalist at KBC, as the lecturer. I got this invitation since I had contact with Mr. Bruno Comer and other professionals with experience in internal communication for executing that benchmark concerning the code of conduct. So, I got invited for the lecture at KBC headquarters. The lecture was about portraying in internal communication. Afterwards, I wanted to make a concise report about the lecture for my tutor for he could not be present and later this was made public on the BVB website25. After the lecture and having a much clearer view on what the BVB really did, I was asked to analyse the organisation’s website and effectuate a benchmark with respect to other similar organisation’s websites and giving comments and advice about possible improvements26. Another briefing was about the award for the best internal communication magazine of 2007 organised by the BVB. I got a stack of magazines and Mr. Poelman asked me to evaluate all these magazines according to a checklist designed for this 27 . With a spreadsheet

28

I made based on the checklist, it was possible to quote the different

magazines and compare the results with each other. In the end, it was the magazine I preferred and which got the highest rates according to my calculations, that also won the award of the best corporate magazine 2007. On the BVB website an article got published about this award mentioning me as a member of the professional jury29.

Evaluation

I very much enjoyed working for the BVB, since my reports, comments and ideas were really taken into account. To me, this appreciation was very motivating, especially since I saw my input being used and published. Next to this, also the fact that I got to know all sorts of different people through the BVB was very appealing. I think the BVB is an

25

The concise report about the lecture is to be found on CD-R as well as on the BVB

website with URL www.bvb.be. 26

The advisory report in addition of the new site map, is included on CD-R.

27

For the evaluating checklist we refer to the CD-R.

28

The spreadsheet is to be found on CD-R, as well as the comment on quoting the

magazines. 29

The article about the award of best corporate magazine is available on CD-R as well as

on the BVB website. 65


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incredibly nice way to exchange best practices and learn from each other. The context I experienced was one of no competition between the different companies and businesses at all. The atmosphere was really friendly and for me it was a perfect learning environment. I already heard a lot about the learning organisation and the impact of constant change in the organisational context, but it was extremely interesting how this actually happens in real life. Also in the several benchmarks I executed, it became clear how much you can learn by comparing with other companies and looking for best practices. In evaluating the actual assignments for the BVB, I also want to add that especially reading the different corporate magazines which were send to us for the award was immensely different of all the other assignments. Nevertheless, it was a great experience and since these magazines are mostly very light-hearted I really enjoyed completing this assignment as well. For the BVB in general, I can conclude that working for this organisation was a nice variation on the work I did for Fortis.

Blogging

Because blogging is a communicational topic, I can not leave this assignment unnoticed, although I will only discuss it very superficially since it is not about CSR. I was asked to do some research about the disireability of blogs for the Fortis Foundation, the Fortis Shop and the Belgian Association of Corporate Press. I analysed two scientific articles, did some research on the internet and was able to give an overview on what the concept actually meant and what I advised to do. In a briefing with my tutor it became clear he wanted me to make a more in-depth report about the concept to base decisions on whether or not to use blogs for certain projects30. In addition, I also made a checklist to find the answer on that question even more easily31. For me, this indicated once again that even a huge company like Fortis is still learning and constantly trying to find new ways of adopting new and improved techniques.

30

On the CD-R the whole blogging report is included.

31

The checklist for using a blog or not is to be found on CD-R. 66


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Conclusion

Link with the training of Multilingual Corporate Communication

Prof.Dr. Heene: “… We have to deal with a language problem, this shall interest you much being a multilingual corporate communication specialist …” (Heene, 2007: p. 3 in annexe) And it did interest me very much. My subject of CSR and sustainability began with a language difficulty. I experienced that language differences often served as a barrier. I sometimes was not even able to use theoretical fragments of other languages, because they played with all the notions used in the field and translating them into English was impossible. The interview I had with Mr. Bouwmeester and Prof. Dr. Heene made this clear. In both interview we discussed this topic, however, it could not be translated appropriately since in English other terminology is used. Nevertheless, I highly recommend reading these interviews (although in Dutch) for understanding the complexity of the topic and the link with the training. Next to the language aspect which links my masterproof with the training, I also experienced the advantage of the company visits we were able to do through the programme. Since I worked in the domain of internal communications I was really glad to be able to fall back on my notes concerning the company visit of P&O Ports. The person responsible for internal communications there had given us a very elaborate overview of all the channels used in that large corporation. It was reassuring I could fall back on this if necessary. While doing my internship in internal communication I thought it was too bad we did not learn about an integrated internal communication plan, although we touched the subject scattered over several courses. Also learning more about HR would have been interesting for working in internal communications while both departments have to work closely together. Another advantage of the company visits I experienced was the file we had to compose before the actual visit. We learned how to integrate historical, financial … information in one report giving an overview of the company. This helped me a great deal in presenting Fortis in the first chapter. Finally, the focus on working in teams during the training seems to be a very important matter in business life as well. I, myself experienced on the workfloor how much

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everyone needs everyone. According to me, being able to function in a team is maybe the most important skill in business life.

What I learned on a professional level

My internship turned out to be great and the key for this was excellent guidance. I experienced how important good briefings and follow-ups are. Furthermore, it is equally important to be able to ask questions and take your time for executing all your assignments without having to be afraid of taking up too much time or coming across as unintelligent. Since I had a very supporting tutor I was able to do all this and for me this was the way to deliver the best results. For the company, it is indeed an investment. But eventually, this turns out to be a win-win situation.

What I learned on a human level

It is very difficult to just sum up what I have learned on a human level while doing my internship, because every day I experienced new things. Mostly these were little things, but things that are typical for a working environment which I never experienced before. For example how Fortis has its own business culture, how people interact, how business procedures are executed, how everyone is linked up with each other, how a meeting works in real life, how the tasks are divided, how employees handle visitors and colleagues from other companies … In short, I learned more about how a big company works from the inside. For me, this was a great experience which you can never have by talking about it in a classroom and even not with a company visit. You learn most about business life in business life itself.

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Conclusions Like I ended my theoretical framework with the question whether or not to communicate CSR, I would also like to end my masterproof in general with this matter. In the interview with Mr. Bouwmeester, head of the CSR department at Fortis, it became clear he and his department struggled with the issue of whether or not to communicate their CSR initiatives. I already gave the opinion of many academics and other business people but also I, in turn, being a communication scientist, want to formulate my advice on the matter. It is best to find exactly that specific CSR initiative which accords best with the company’s business activities and which generates advantage even if it does not get communicated. It is vital to find that for creating a win-win situation. Nevertheless, this is an extremely difficult challenge and it will acquire a lot of thinking to come up with such CSR ideas. Nonetheless, reaching that point will make the question of whether or not to communicate practically disappear. This will not matter any more since the company wins either way. But, since this will be very hard to accomplish, we still ask ourselves this question here. For me, the answer seems to be very context related. In a European context like the one we live in, CSR is much less explicit especially when it comes down to social responsibility as opposed to environmental responsibility which has become much more explicit over the last few years. As a result, initiatives concerning environmental responsibilities, like the Fortis’ climate neutral plan, are much easier to make explicit because there is already a large platform for such issues. Fortis’ climate neutral plan is already a well elaborated plan, so now my advice to Fortis would be: by all means, communicate this wonderful idea and do not be afraid to accentuate the efforts the company makes to be more environmentally responsible. Communicating social responsibility, on the other hand, is a much harder question. For corporate philanthropy and corporate volunteering there is still only has a very small platform. People and companies are only beginning to discover this. In this case a company has to ask itself the question whether it wants to be a pioneer in communicating CSR with the risk of the unknown or whether it wants to go with the flow 69


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and first see how competitors act on these issues. Even though the Fortis Foundation is already very developed compared to other initiatives in the banking business, I would still recommend to not play a pioneering role, but to first synchronise the goals of the Foundation more strategically to the corporate objectives of Fortis itself. By then, the platform for CSR will be larger and it will be more interesting to communicate the matter. Till then, I advice to find ways on how to generate maximum advantage from CSR without explicitly communicating it yet. Try to find that win-win situation. In general, we can conclude with the following statement: do not be shy, but do be appropriate about the matter (see supra). ‘Communicate the story’, if the context seems to support this. To accentuate my conclusion and advice, I used my favourite Fortiom. Figure 4: Fortiom - Communicate the story

(Fortis internal communication)

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Bibliography ALLOUCHE, José ; HUAULT, Isabelle and SCHMIDT, Géraldine (2004), Responsabilité sociale des entreprises: la mesure détournée?, Congress AGRH l'Association de gestion des ressources humaines, Montréal - Canada: p. 2389-2410 BOUWMEESTER, Eric (2007), Interview with a professional, May 15th 2007, Brussels Belgium BROWN, Marvin T. (2005), Corporate Integrity: rethinking organizational ethics and leaderschip, Cambridge - UK: Cambridge University Press, p. 272 CBFA Commissie voor het bank-, financie- en assuratiewezen (2007), Lijst van kredietinstellingen

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(on

line),

http://www.cbfa.be/nl/ki/li/html/ki1_li.asp#R11A, consulted July 26th 2007 DE BACKER, Serge (2003), ‘Meeting for the Future 2003 - Bedrijfsmecenaat: Fortis Foundation geeft tekst en uitleg’ in Business & Society Magazine, volume 2003, issue 11: p. 8-9 DEPIERPONT, Géry (2007), ‘Twee visies op MVO en Business & Society: Ariane Molderez en Géry de Pierpont’ in Business & Society Magazine, volume 2007, issue 19: p. 7-8 DE VOS, Ans; BUYENS, Dirk and STOBBELEIR, Kathleen (2004), Panel Survey of Organizations in Flanders: mainstreaming van maatschappelijk verantwoord ondernemen, Leuven - Belgium: Katholieke Universiteit Leuven and Hoger Instituut voor de Arbeid p. 170 D’OULTREMONT, Amélie and BLAVIER, Jean (s.d.), Praktische gids voor bedrijfsmecenaat: voor wie, waarom en hoe?, Brussels - Belgium: Editeco NV, p. 98 DUBOIS & CO. REGISTERACCOUNTS (2007), Definitie van maatschappelijk verantwoord ondernemen

(on

http://www.maatschappelijkverantwoordondernemen.net/definitie.htm,

line), consulted

May

12th 2007

71


Catherine Asselman

EPSTEIN, Marc J. and BIRCHARD, Bill (1999), Counting what counts: turning corporate accountability to competitive advantage, Reading - USA: Perseus Books, p. 307 EQUATOR PRINCIPLES (2007), The Equator Principles (on line), http://www.equatorprinciples.com, consulted June 20th 2007 EUROPEAN COMMISSION (2001), Promoting a European Framework for Corporate Social Responsibility: green paper, Luxembourg - Luxembourg: Office for Official Publications of the European Communities, p. 28 EUROPEAN COMMISSION (2002), Corporate Social Responsibility: a business contribution to sustainable development, Luxembourg - Luxembourg: Office for Official Publications of the European Communities, p. 30 FORTIS

(2006),

Fortis’

Annual

Review

2006

(on

line),

http://www.fortis.com/Shareholders/Media/pdf/Annual_Review_2006_UK_lrs.pdf, consulted July 26th 2007 FORTIS (2007a), Fortis in brief (on line), http://www.fortis.com/general/index.asp, consulted July 26th 2007 FORTIS (2007b), History of Fortis (on line), http://www.fortis.com/general/history.asp, consulted July 26th 2007 FORTIS (2007c), Press release: Fortis tops league table in clean energy lending (on line), http://www.fortis.com/press/pressreleases_en.asp, consulted July 26th 2007 FRIEDMAN, Milton (1962), Capitalism and Freedom, Chicago - USA: University of Chicago Press, p. 202 HEENE, Aimé and DENTCHEV, Nikolay (2003), ‘Studie - MVO: theorie en praktijk’ in Business & Society Magazine, volume 2003, issue 11: p. 32-33 HEENE, Aimé; LANGENBERG, Suzan and DENTCHEV, Nikolay (2005), ‘A Hot Topic in Contemporary Management’, p. 77-86 in reader HABISCH, André ed., Corporate Social Responsibility across Europe, New York - USA: Springer, p. 397 HEENE, Aimé (2007), Interview with an academic, July 10th 2007, Ghent - Belgium

72


Catherine Asselman

IDCO Interdepartementale commissie duurzame ontwikkeling (2005), Referentiekader maatschappelijk verantwoord ondernemen: ontwerp, Brussels - Belgium: Federale overheid, p. 25 KEIJZERS, Gerard; BOONS, Frank and VAN DAAL, Rob (2002), Duurzaam ondernemen: strategie van bedrijven, Dordrecht - the Netherlands: Kluwer, p. 144 KOTLER, Philip and LEE, Nancy (2005), Corporate Social Responsibility: doing the most good for your company and your cause, New Jersey – USA: John Wiley & Sons Inc., p. 307 LUIJK, Ronald; DORSCHEIDT, Rob; BARTMAN, Victor and TUIN, Sylvia (2003), MVO Pilot: duurzaam bankieren, s.l. - the Netherlands: Consumentengids, p. 109 MATTEN, Dirk and MOON, Jeremy (2005), ‘A Conceptual Framework for Understanding CSR’, p. 335-356 in reader HABISCH, André ed., Corporate Social Responsibility across Europe, New York - USA: Springer, p. 397 MEIREMAN, Katrien; SEPELIE, Rita and SPILLEMAECKERS, Sophie (2002), Social audit en maatschappelijk verantwoord ondernemen in Vlaanderen: een beleidsvoorbereidende studie, Leuven - Belgium: Hoger instituut voor de arbeid, p. 249 MICHIELS, Anne (2007a), ‘Maatschappelijk verantwoord ondernemen: een duurzame trend? Hoe duurzaam is duurzaam?’ in Forward VBO magazine, volume 5, issue 5: p.2631 MICHIELS, Anne (2007b), ‘VBO peilt naar maatschappelijk gedrag van Belgische bedrijven: maatschappelijke verantwoordelijkheid laat bedrijven niet koud’ in Forward VBO magazine, volume 5, issue 5: p.32-36 N (2003), ‘GRI: een gemeenschappelijke structuur voor duurzaamheidsrapportage’ in in Business & Society Magazine, volume 2003, issue 11: p. 17 N (2007a), ‘Maatschappelijk verantwoord leren ondernemen op de schoolbanken - Aimé Heene’ in Business & Society Magazine, volume 2007, issue 19: p. 18 N (2007b), ‘MVO kan wel beter worden geïntegreerd in de opleiding’ in Business & Society Magazine, volume 2007, issue 19: p. 31-32

73


Catherine Asselman

PORTER, Michael E. and KRAMER, Mark R. (2002) ‘The Competitive Advantage of Corporate Philantropy’ in Harvard Business Review, volume 80, issue 12: p. 56-69 PORTER, Michael E. and KRAMER, Mark R. (2006), ‘Strategy and Society: the link between competitive advantage and corporate social responsibility’ in Harvard Business Review, volume 84, issue 12: p. 78-92 ROOME, Nigel (2005), ‘Some Implications of National Agendas for CSR’, p. 317-333 in reader HABISCH, André ed., Corporate Social Responsibility across Europe, New York USA: Springer, p. 397 SOCIALE

ECONOMIE.BE

Meerwaardeneconomie

(2007),

(on

line),

http://www.socialeeconomie.be/default.aspx?ref=ABAAAA&lang=NL, consulted May 12th 2007 STANDARD

&

POOR’S

(2006),

Research

Fortis

SA/NV

(on

line),

http://www.fortis.com/Debtinvestors/media/pdf/FortisFinanceSP.pdf, consulted July 26th 2007 UNITED

NATIONS

(2007),

What

is

the

Global

Compact?

(on

line),

http://www.unglobalcompact.org/AboutTheGC, consulted June 20th 2007 VAN DAMME, Luc (2003), De Belgische banksector: bedrijfskader en evoluties (on line ptt), http://www.abb-bvb.be/gen/downloads/CC%20JET%202003%20volet1%20NL.ppt, consulted July 26th 2007 VAN TULDER, Rob and KOLK, Ans (2002), International Codes of Conduct: trends, sectors, issues and effectiveness, Rotterdam - the Netherlands: Erasmus University Rotterdam Department of Business-Society Management, p. 89 VAN TULDER, Rob and VAN DER ZWART, Alex (2006), International Business-Society Management: linking corporate responsibility and globalization, New York - USA Routledge, p. 440 VOGEL, David (2005), The market for virtue: the potential and limits of corporate social responsibility, Washington DC - USA: Brookings Institution, p. 222

74

Corporate Social Responsibility WAARDENBURG,

Marten

(2001),

Catherine Asselman Communicatie

en

maatschappelijk

verantwoord

ondernemen: be good and tell it, Deventer - the Netherlands: Kluwer, p. 82 WIKIPEDIA

(2007),

Brundtland-rapport,

(on

line),

http://nl.wikipedia.org/wiki/Brundtland-rapport, consulted July 12th 2007 WITTEVEEN, Christel (2003), ‘Sorry: grootbanken bieden geen extra financiering’ in P+ People Planet Profit, volume 2003, spring issue: p. 36-39

75

Corporate Social Responsibility - Annexe -

Catherine Asselman

Annexe

Index

INTERVIEWS _________________________________________________________- 1 Interview - Academic - Professor Doctor Heene ________________________ - 1 Interview - Business - Mr. Bouwmeester _____________________________ - 13 ASSIGNMENTS INTERNSHIP IN DUTCH ________________________________________- 28 -


Catherine Asselman

Before losing yourself in the annexe, we need to mention that every document remained in its original language, meaning that everything is in Dutch.

Interviews

INT:

Interviewer met name Catherine Asselman

RESP:

Respondent

…

Hapering of zin die niet werd afgemaakt

[]

Aanvullingen

Interview - Academic - Professor Doctor Heene, specialised in CSR

Relevante informatie Respondent: Prof. Dr. Aimé Heene, docent van de cursus ‘Maatschappelijk verantwoord ondernemen’ (dit academiejaar, zijnde 2006-2007, werd deze cursus voor de eerste maal ingericht voor het derde jaar bachelor in de toegepaste economische wetenschappen aan de Universiteit van Gent); tevens vakgroepvoorzitter van de vakgroep Management en ondernemerschap Datum: 10 juli 2007 “The education system, at all levels, has a crucial role to play in the fostering of social responsibility in citizens, including those who are working - or will work - in the world of business or outside it (European Commission, 2002: p. 14).” Transcriptie [Dit interview werd voorbereid met reeds enige inzicht in de materie op theoretisch vlak en een gepast vragenprotocol. Na een inleiding waarin ik uitleg gaf over het opzet van het interview, ging het interview van start.] INT:

Eerst en vooral: Ik heb gelezen dat dit eigenlijk het eerste jaar was dat er aan de Universiteit van Gent een les is gegeven of een module ‘Maatschappelijk verantwoord ondernemen’ (MVO) …

RESP: Derde bachelor, toegepaste economie.

-1-

Corporate Social Responsibility - Annexe INT:

Catherine Asselman

Maar is dat echt het eerste jaar? Dat is echt juist wat ik gelezen heb?

RESP: Dat is echt het eerste jaar. INT:

En wat zijn eigenlijk de belangrijkste inzichten die u gedoceerd heeft aan de studenten? Of wat zou u het liefst hebben dat uw studenten hebben opgestoken van uw vak?

RESP: Wat

de

studenten

vooral

moeten

opsteken

uit

het

vak

‘Maatschappelijk

verantwoord ondernemen’ is inzien dat er behalve zuiver economische criteria die kunnen gebruikt worden om beslissingen te nemen in het bedrijfsleven, dat er ook nog wel andere criteria een rol kunnen gaan spelen. En dat het nemen van beslissingen met andere woorden multidimensioneel is. Waarbij ook … Tweede belangrijke: een aantal technieken en modellen en structuren verwerven om bij het nemen van beslissingen rond management ruimer te kijken dan de pure economische dimensie. Dat is eigenlijk hoofdzakelijk het doel. INT:

Nu, als je begint te lezen over maatschappelijk verantwoord ondernemen, kom je al direct op het punt dat daar enorm veel definities bestaan en enorm veel synoniemen. Ik wou graag … U noemt uw cursus ‘Maatschappelijk verantwoord ondernemen’, mag ik dan aannemen dat u dat de meest correcte en de meest juiste term vindt?

RESP: Neen. [lacht] U mag aannemen dat dat de term is die gangbaar is, waar de meeste mensen zich iets kunnen bij voorstellen. Maar veel meer dan dat is het niet.

Ik

zou

voor

die

term

‘Maatschappelijk

verantwoord

ondernemen’,

waarschijnlijk niet de best mogelijke term … INT:

En welke term zou u dan verkiezen?

RESP: Als ik de term daar zou opplakken en als ik daar eigenlijk de belangrijkste doelstellingen zou bekijken, dan zou dat veel meer een cursus kunnen worden in systeemdenken. INT:

Dat is iets helemaal anders dan wat er allemaal geschreven wordt? [Hiermee wou ik aangeven dat deze term in de overvloedige literatuur niet (vaak) voorkomt.]

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Catherine Asselman

RESP: Nee nee, Omdat de essentie van maatschappelijk verantwoord ondernemen waarschijnlijk toch ook is: van beslissingen te nemen waarbij je de consequenties van uw beslissingen zo breed mogelijk en in een zo lang mogelijk tijdsperspectief tracht te situeren. En dat is eigenlijk systeemdenken. INT:

En termen zoals duurzaam ondernemen en ‘Corporate Citizenship’ en ‘Total Quality Management’ enzo, wordt dat in de lessen dan gekaderd van dat staat ten opzichte van dat …

RESP: We gebruiken een handboek hé, het handboek van Crane en Matten. Business Ethics 32 noemt dat, nog een andere terminologie, waarin die begrippen ook allemaal aan bod komen en gesitueerd worden tegenover elkaar. INT:

Maar dus er bestaat wel een soort … boom waarin al die begrippen een plaats krijgen? Het zijn niet allemaal synoniemen?

RESP: Het zijn niet allemaal synoniemen. En je zou daarvoor een keer kunnen kijken in werk van Nikolay Dentchev [gastprofessor Universiteit Gent], omdat hij daar ook een paper over gepubliceerd heeft, over hoe die verschillende begrippen zich tegenover elkaar verhouden … Trouwens als je bekijkt … in een aantal de dingen die ik in de cursus vertel … Ik praat misschien gemakkelijker de dag van vandaag over

‘maatschappelijk

bewust

ondernemen’

dan

over

‘maatschappelijk

verantwoord ondernemen’. Omdat, we zitten daar met een taalprobleem, en dat zal een meertalige bedrijfscommunicatiespecialist wel interesseren, we zeggen ‘maatschappelijk

verantwoord

ondernemen’,

maar

eigenlijk

bedoelen

we

‘maatschappelijk verantwoordelijk ondernemen’. Je hebt die twee luiken: uw verantwoordelijkheid

nemen,

anderzijds

u

verantwoorden.

‘Maatschappelijk

verantwoord ondernemen’ houdt ook de notie in van transparant zijn: zeggen wat we doen, doen wat we zeggen, bewijzen dat we doen wat we zeggen. En ik durf tegenwoordig nog wel een keer zeggen … eerder ‘maatschappelijk bewust ondernemen’ met twee luiken: verantwoordelijk ondernemen en verantwoord ondernemen.

32

Dit handboek kon ik noch in de universiteitsbibliotheken van Gent, Antwerpen, Leuven

noch in de economiebibliotheek van Ehsal bekomen en heb ik spijtiggenoeg niet kunnen raadplegen; CRANE, Andrew and MATTEN, Dirk (2007), Business Ethics: managing corporate citizenship and sustainability in the age of globalization, Oxford - UK: Oxford University Press, p. 566 -3-


Catherine Asselman

En ‘verantwoord’ is dan het feit dat je transparant moet zijn en moet rapporteren enzo?

RESP: Ja. En ‘verantwoordelijk’ betekent dan het opnemen van verantwoordelijkheden. INT:

En dan … In het Engels komt dat vooral tot uiting, de term ‘CSR’, die wordt echt enorm veel gebruikt. Vindt u niet dat de termen ‘MVO’ en ‘CSR’, dat die zo vaak gebruikt worden dat die op de duur eigenlijk worden uitgehold?

RESP: Natuurlijk, die betekenen niet veel meer of die betekenen alles. Want onder maatschappelijk verantwoord ondernemen of onder CSR zitten dan inderdaad dingen zoals filantropie, citizenship, stakeholdermanagement, corporate social responsiveness, want dat onderscheid wordt ook gemaakt in de literatuur tussen corporate social responsibility en corporate social responsiveness. Dat zit daar eigenlijk allemaal onder … en duurzaam ondernemen, sustainable development. INT:

U zei ‘stakeholdermanagement’. Dat is iets dat ik heel vaak tegenkom. Dat is één van de belangrijkste punten in MVO …

RESP: … Vanuit één perspectief hé. INT:

Ja. En hoe ik het dan begrijp: stakeholders zijn heel belangrijk, maar wat wil dat concreet eigenlijk zeggen stakeholdermanagement? Waarom is dat zo belangrijk, want dat is toch voor elk bedrijf heel belangrijk? En voor iedereen?

RESP: Dat is voor elk bedrijf heel belangrijk, dat is voor iedereen heel belangrijk. Wat dat hele MVO-denken aangereikt heeft, is het inzicht dat dat inderdaad belangrijk is en dat de onderneming ervoor moet zorgen dat ze op lange termijn voorzien blijft van de middelen die ze nodig heeft om te blijven verder bestaan. Een groot deel van die middelen zijn afkomstig van die stakeholders, dus dat betekent eigenlijk dat langs de ene kant die onderneming ervoor moet zorgen dat ze ook voldoende acties onderneemt om die stakeholders te motiveren en hen in staat te stellen om de middelen beschikbaar te stellen die de onderneming nodig heeft. Anderzijds zit daar ook het aspect aan vast: het bewustzijn dat de onderneming nogal wat externe effecten creëert. Dat is een heel bekende term natuurlijk en een heel bekend fenomeen in de economie: de zogenaamde ‘externaliteiten’. Daar ben je waarschijnlijk ook al op gebotst? En dat die onderneming zich ook de vraag moet stellen in welke mate ze die externe effecten moet internaliseren, dan wel

-4-


Catherine Asselman

daar rekening mee houden bij het nemen van managementbeslissingen. Dus met andere woorden, het tweede aspect is nadenken over wie draagt welke gevolgen van hetgeen we aan het doen zijn en in welke mate zijn we daarvoor verantwoordelijk en in welke mate moeten we daar ook iets aan doen. INT:

Dat is ook een vraag dat we ons stelden, als ik bij Fortis mijn stage deed, namelijk hoe ver kun je daarin gaan? Want ze spreken altijd van ketenbeheer en je moet rekening houden dat als jouw leverancier of jouw klant dingen doet waar je niet kan achterstaan … Maar hoever kan je daarin gaan, want je hebt jouw leverancier en klanten niet …

RESP: … Niet helemaal in de hand. Dat roept dus die hele moeilijke vraag op van: hoe ver reiken mijn verantwoordelijkheden als onderneming? En hoever wil ik daarin gaan? Je zult daar nooit op een objectieve manier kunnen vaststellen. Ik denk dat dat een beslissing is die het management op een bepaald moment neemt. Ik zeg dat ook soms wel eens anders en dan praten we over de stakeholderruimte. En de stakeholderruimte zijn dan al die partijen die we als stakholders beschouwen, samen met de interacties tussen die verschillende partijen. Wat het management op een bepaald moment moet doen is beslissen: dat is de stakeholderruimte waar ik mee verder werk. En ik ga bepaalde partijen daarop insluiten of ik ga andere partijen daar niet insluiten. INT:

Je moet daarin dan eigenlijk een beetje een keuze maken welke stakeholders dat voor u het belangrijkste zijn?

RESP: Welke stakeholders dat voor u van die mate belang hebben dat je er inderdaad gaat mee rekening houden. Je kan dat natuurlijk wel doen op basis van een aantal modellen en een aantal theorieën en technieken. Je bent waarschijnlijk wel gestoten op het modelletje van Mitchell, Agle and Wood. Die zegt: stakeholders zou je kunnen karakteriseren in de mate waarin ze machtig zijn, de mate waarin ze legitiem zijn, de mate waarin ze een urgente reactie vragen. Dus je zou wel dat modelletje kunnen gebruiken om een keer na te denken over welke partijen, met welke partijen ga ik rekening houden, met welke partijen ga ik geen rekening houden. INT:

Als eerste punt zei u iets over de middelen en de stakeholders. Is het dan zo dat dat eigenlijk de eerste voorwaarde moet zijn: dat een bedrijf genoeg middelen

-5-


Catherine Asselman

heeft en genoeg zuurstof, genoeg winst maakt vooraleer ze kan beginnen denken aan maatschappelijk verantwoord ondernemen? Of heb ik dat mis? RESP: Neen, zo mag je het inderdaad niet stellen. Elke onderneming heeft vóór het realiseren van haar winst haar stakeholders nodig. Omdat elke onderneming middelen heeft, die ze nodig heeft maar die om drie redenen niet door die onderneming kunnen opgebouwd worden. Ik mag niet zeggen kunnen opgebouwd worden, ik zal het anders zeggen … De onderneming heeft nood aan middelen die ze niet zelf kan opbouwen, bijvoorbeeld omdat haar economische activiteiten niet toelaten om voldoende financiële middelen te generen die ze nodig heeft voor het in stand houden van haar activiteiten en dan doet ze dus beroep op de kapitaalmarkt. Ofwel gaat het over middelen die ze niet zelf wil opbouwen, omdat ze nu eenmaal tot de vaststelling komt dat ze beter bij leveranciers bepaalde grondstoffen koopt dan die grondstoffen zelf te maken of uit te baten of wat dan ook. En dan zijn er ten derde een aantal middelen die de onderneming nodig heeft, maar die ze niet zelf mag opbouwen: wetgeving, vergunningen, infrastructuur als voorbeelden. En voor die middelen, die ze nochtans zeer nodig heeft, moet ze beroep doen op de stakeholders INT:

Nu over maatschappelijk verantwoord ondernemen en banken. Spelen banken een andere rol bij maatschappelijk verantwoord ondernemen, omdat die dan zo als stakeholder heel vaak terugkomen bij allerlei bedrijven omdat zij financiering bieden?

RESP: Ja, zij zullen zeker één van de belangrijke stakeholders zijn, omdat zij die financiële middelen beschikbaar stellen. En ze zouden natuurlijk wel op een bepaald moment ook het standpunt innemen van die financiële middelen alleen maar beschikbaar te stellen aan die klanten waarvan zij denken dat ze verantwoord en verantwoordelijk ondernemen. INT:

Dus als banken een streng beleid voeren daarin, zou dat dan willen zeggen dat dat een grotere impact zou kunnen hebben dan andere bedrijven? [Hiermee bedoelde ik dat als financiële bedrijven strenge criteria zouden opleggen met betrekking tot MVO, de klanten dan hoedanook zouden moeten volgen willen zij financiering van diezelfde organisaties. De impact van financiële bedrijven op het gebied van MVO zou in die zin toch veel groter zijn dan de afzonderlijke MVOinitiatieven van allerlei afzonderlijke bedrijven?]

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Catherine Asselman

RESP: Neen, niet per se. Dezelfde impact kan ook komen van het personeel natuurlijk hé. Ook het potentiële personeel op de arbeidsmarkt kan op een bepaald moment, omdat het vindt dat een onderneming niet verantwoord of verantwoordelijk onderneemt, beslissen om daar niet te gaan werken. Maar natuurlijk de vraag is: wie neemt die beslissing van dat bedrijf werkt verantwoord of verantwoordelijk? INT:

Ik heb een Power Point-presentatie van u op het internet gevonden van 2005 en daarin stelde u dat het eigenlijk nog niet zo gekend was wat de baten en de kosten waren. Dat dat nogal onduidelijk was. Is dat nog altijd zo?

RESP: Dat is nog altijd zo. Maar daarvoor kan je dus ook terecht bij Nicolay Dentchev, want ook hij heeft daar in specifiek onderzoek over gedaan. Het is vooral niet zeker of dat financieel veel bij brengt, maar het heeft te maken met veel elementen natuurlijk. INT:

Wat is eigenlijk de meest … Er zijn veel manieren om aan maatschappelijk verantwoord ondernemen te doen, maar wat is volgens u de meest doeltreffende of de meest aangewezen manier voor een organisatie, en denk dan misschien vooral aan de banksector, om aan maatschappelijk verantwoord ondernemen te doen? Wat heeft volgens u de grootste impact?

RESP: De stakeholders rond de tafel en aftoetsen, want het probleem is dat je te maken krijgt met partijen die zeer uiteenlopende tot tegenstrijdige belangen hebben. Dus de stakeholders rond de tafel en samen met hen praten hoe dat je met die stakeholders hoe je op een meer verantwoordelijke en verantwoorde wijze kunt ondernemen. Ik denk dat dat de beste manier van doen is. En ook de stakeholders laten beslissen: dat ze vinden dat je goed of niet goed bezig bent. INT:

Ik heb al gezegd [in het inleidende gesprekje] de thema’s waar ik mij vooral op wil concentreren zijn de gedragscodes, en dat komt ook regelmatig terug in de literatuur …

RESP: Dat is één techniek, ja. INT:

En bedrijfsfilantropie. Maar wat is volgens u de rol van een gedragscode in heel dat MVO-verhaal?

-7-


Catherine Asselman

RESP: De gedragscode heeft tot doel om in … en dan zal het meestal gaan over grote ondernemingen, multinationale ondernemingen, mensen een zeker gedrag voor te schrijven of een aantal beslissingsregels voor te schrijven die ze moeten hanteren bij het stellen van bepaalde gedragingen of bij het nemen van bepaalde beslissingen. En dat wordt vooral relevant op het ogenblik dat je met multinationale

ondernemingen

te

maken

hebt

die

in

de

verschillende

waardensystemen actief zijn. Dus in verschillende stukken van de wereld waarbij je eigenlijk botst op de thematiek dat er weinig of geen universele waarden zijn. INT:

Dus wil dat dan zeggen dat dat vooral belangrijk is voor de mensen binnen de organisatie?

RESP: Uiteraard, ja. INT:

Hoe ik het begrepen heb is een gedragscode toch niet helemaal het ankerpunt om MVO aan op te hangen, is het eerder zoiets dat niet zo heel vaak terugkomt in de literatuur …

RESP: Het is één van de managementinstrumenten. Je zou zeker een keer Crane en Matten moeten bekijken hoor dat boek van Business Ethics, omdat daar ook een hoofdstukje

in

staat

over:

hoe

manage

je

nu

eigenlijk

maatschappelijk

verantwoord ondernemen in de onderneming? Hoe doe je dat nu? Welke instrumenten kun je daarvoor gebruiken? En één van de instrumenten die je daarvoor kan gebruiken zijn ethische codes. Maar evenzeer, en een ander instrument is de multistakeholderdialoog: de stakeholders rond de tafel en daar de dialoog organiseren. Dus die ethische code is één manier van doen. Dat is één techniek

dat

je

hebt

om

dat

verantwoord

ondernemen

eigenlijk

in

de

bedrijfspraktijk om te zetten. INT:

En nu over bedrijfsfilantropie: dat is eigenlijk … bijvoorbeeld omdat ik dan altijd aan Fortis denk omdat ik het daaraan kan vastknopen [meerbepaald de Fortis Foundation]. Dan geeft dat bedrijf eigenlijk vrijwilligers en geld zonder daar iets in ruil voor terug te vragen. Maar gaat dat niet in tegen het economisch denken, want dat is toch …

RESP: Je zou eens moeten … maar misschien heb je het gelezen. Heb je het artikel van Porter gelezen over filantropie?

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Catherine Asselman

Wel, ik heb heel veel artikels gelezen, maar ik weet niet juist niet meer …

RESP: Michael Porter van de Harvard Business Review? Die daar eigenlijk zijn idee geeft over hoe je … Je kunt natuurlijk aan filantropie doen gewoon omdat je een goed hebt zeker en omdat je … noem maar op. Maar je kunt ook aan filantropie doen waarschijnlijk met een aantal goed begrepen en goed bedoelde eigenbelangen, zijnde uw eigen voordeel dat je daar uit haalt. Als het alleen maar puur geld geven is aan goede doelen, dan is dat natuurlijk beperkt door de centen die je daarvoor hebt en ook door de vraag van hoever je daarin wil gaan. Maar er zijn zeker ook wel mogelijkheden om dat te koppelen met het strategisch gebeuren in de onderneming. INT:

Dus dan staat daar dan toch iets tegenover?

RESP: Dan staat daar toch iets tegenover. Ik weet niet of je voorbeelden gevonden hebt van bedrijven die daar zeer intensief mee bezig zijn. Maar wie daar bijvoorbeeld zeer intensief mee bezig is, is TNT Express [leverancier van wereldwijde koerieren expressdiensten voor de zakelijke markt]. Heb je daar iets over gelezen? Moving the world? INT:

Dat zegt mij niet echt veel.

RESP: ‘Moving the world’ is een project dat gestart is door de CEO van TNT waarbij de hele

infrastructuur

van

TNT

beschikbaar

gesteld

wordt

voor

het

wereldvoedselprogramma van de Verenigde Naties. Dus wat zij doen is vliegtuigen, vrachtwagens beschikbaar stellen, ook personeel beschikbaar stellen om mee te werken

aan

het

wereldvoedselprogramma.

Mensen

binnen

TNT

krijgen

bijvoorbeeld de mogelijkheid om gedurende drie maand, zes maand in het buitenland te gaan meehelpen aan het wereldvoedselprogramma. INT:

Betaald door TNT?

RESP: Dat is puur vrijwilligerswerk. Betaald door TNT. [Dit lijkt op het eerste zicht een vreemde stelling, omdat we hierin een paradox lijken te ontwaren. Toch klopt de redenering in die zin dat de actor van het vrijwilligerswerk hier de organisatie TNT is en niet de individuele arbeiders daar zij betaald worden voor hun geleverde inspanningen. Het is niet helemaal vergelijkbaar met het vrijwilligerswerk dat uit gaat van de Fortis Foundation, omdat hier de Fortis-medewerkers kosteloos en in

-9-


Catherine Asselman

hun vrije tijd zekere inspanningen leveren voor het goede doel.] Welke voordelen haalde TNT daar uit? Ten eerste dat mensen die bezig zijn met logistiek daardoor in zeer moeilijke omstandigheden leren en beter leren wat logistiek is. Het is nog iets anders van een vliegtuig te laten landen op Zaventem, dan een vliegtuig te laten landen in de brousse. Dus ze doen daar bijkomende ervaring op, maar wat daar ook bij komt is de enorme motivatie bij het personeel. Weten dat ze daar misschien op een dag eens zullen uitgekozen worden om aan dat programma te kunnen meewerken. INT:

Dus dat heeft vooral op werknemers een grote invloed?

RESP: In dit geval wel hé. In dit geval heeft dat een zeer grote invloed op die werknemers die daardoor eigenlijk bijkomende kennis en bijkomende motivatie … INT:

Zou dat bij alle vrijwilligerswerk zo zijn?

RESP: Misschien wel, misschien niet. Ik weet het niet. Maar ik denk dat dat wel een belangrijke overweging zou kunnen zijn natuurlijk, ja. Dat dat bijkomende leereffecten creëren en bijkomende motivatie. INT:

Als daar dan toch iets tegenover staat, waar trek je dan de grens met sponsoring?

RESP: Dat wordt heel moeilijk natuurlijk hé. Dat wordt heel moeilijk. Het loopt door mekaar hé. En sponsoring is ook een vorm van filantropie waarschijnlijk hé. INT:

Nu bij sponsoring wordt er echt expliciet gecommuniceerd wat er gedaan wordt, wat er gedoneerd wordt enzo. Maar dan een vraag die echt heel vaak terugkomt: moeten we dat nu eigenlijk communiceren, een bedrijf doet aan maatschappelijk verantwoord ondernemen … ?

RESP: Als je maatschappelijk verantwoord onderneemt, als je transparant bent, zie ik geen probleem waarom je ook niet over uw filantropische activiteiten zou rapporteren. Maar natuurlijk, het bedrijf kampt daarmee en dat is een heel bekend fenomeen ook en een heel bekend dilemma: ja, eigenlijk doen we dat uit menslievendheid, maar mogen we dat ook zeggen dat we dat doen, we zeggen dat liever niet want dan wordt dat weer met veel eigenbelang … INT:

Maar u ziet dat eigenlijk wel als een kans? U zegt: communiceren? Ja.

- 10 -


Catherine Asselman

RESP: Ja, als je verantwoord onderneemt, ben je transparant en rapporteer je over hetgeen je doet. INT:

En zou je daarin dan zo ver kunnen gaan van ook te stellen … dat echt in advertenties te gaan gebruiken? Want daar wordt ook in bedrijven over nagedacht hé?

RESP: Ik zou dat doen. Ik zou niet inzien waarom TNT dat niet aan de rest van de wereld zou mogen zeggen. [Respondent denkt verder in de lijn van het gegeven voorbeeld.] INT:

Omdat … Veel organisaties willen dat niet doen omdat die dan denken: dat is zo op ons eigen borst kloppen en dan …

RESP: Dat mag toch? INT:

Ja, ik weet niet. Ik heb mij die vraag gesteld, maar ik kwam er niet uit, want dan heb ik zoiets van: ja …

RESP: … Je mag dingen doen uit eigenbelang. Ik denk: er is één zaak dat je niet mag vergeten in heel die discussie rond MVO en dat wordt zo vaak vergeten. Er is één partij wiens belangen je niet uit het oog mag verliezen, dat is de onderneming zelf. Ja. Waarom zou je niet mogen zeggen … Ik ga nu een heel ander voorbeeld nemen, een veel kleinschaliger voorbeeld. Er is daar ergens in Limburg, en voor de rest speelt het geen rol wie het is, een heel groot bedrijf dat zeer zwaar investeert in lokale sportfaciliteiten voor de jeugd, die daar zeer veel centen aan geeft. Waarom doen ze dat? Omdat ze gewoon zeggen: ja, we zijn aangewezen op de lokale arbeidsmarkt en we hebben er baat bij dat de jongeren hier in deze streek, dat die opgroeien binnen een maatschappelijk aanvaard kader. Dus, we gaan voor die gasten ontspanningsfaciliteiten maken en zorgen dat ze zich amuseren, zodanig dat wij straks in die arbeidsmarkt kunnen rekruteren. En we gaan niet vragen: als je nu drie jaar lid geweest bent van de basketbalclub, teken eens een papier dat je bij ons komt. Dat vragen wij niet, maar we zorgen er wel voor dat ze zich gezond kunnen ontspannen zodanig dat ze ook gezond zijn en dat ze bij ons kunnen komen werken. Wat is daar mis mee? INT:

Nee,

hoe

u

het

uitlegt,

niet

veel

hé.

Dus

ook

rond

bedrijfsmecenaat

communiceren, dat zou u ook nog doen?

- 11 -


Catherine Asselman

RESP: Tuurlijk, tenzij de tegenpartij dat niet graag zou hebben. Maar dat is dan ook een stakeholder hé. INT:

Dat is dan één van de vele.

RESP: Dat is dan één van de vele stakeholders, ja. INT:

Maar kunt u zich voorstellen bedrijven die dat echt niet willen doen. Er zijn er zoveel hé. Waarom … Wat is dan die hun motivatie.

RESP: Die zien dan waarschijnlijk niet de voordelen die ze daar zelf zouden kunnen uit plukken hé. En dat neem ik hen ook niet kwalijk hé. Als ze dat niet zien, zien ze dat niet, ja. INT:

En dan … Ik ben bijna rond hoor, maar wat ik nog wou vragen is: wat vindt u het belangrijkste dat ik moet opsteken uit heel dat MVO. Wat is voor u het belangrijkste dat ik zou moeten onthouden?

RESP: Dat je daar met een hele complexe problematiek bezig bent waar veel bedrijven de dag van vandaag mee worstelen omdat die heel vaak overspoeld worden door allerlei ideeën die ze niet goed een plaats kunnen geven in het kader van hun strategie. Ik kom vanuit het strategisch management hé. Wat jij vooral zou moeten trachten te onthouden is hoe bedrijven, bijvoorbeeld Fortis of diegene waarmee ze werken … Hoe bedrijven worstelen met het inpakken van heel die MVO gedachte in het strategisch denken van een onderneming. INT:

Oké, dat was het. Héél erg bedankt voor het interview.

- 12 -


Catherine Asselman

Interview - Business - Mr. Bouwmeester, Fortis’ head of the global CSR department

Relevante informatie Respondent: Eric Bouwmeester, General Manager Corporate Social Responsibility Fortis Datum: 15 mei 2007 Transcriptie [Dit interview werd voorbereid met het lezen van het Fortis Duurzaamheidsrapport en het opstellen van een gepast vragenprotocol. Na een inleiding waarin ik uitleg gaf over het opzet van het interview, ging het interview van start.] INT:

Dus over het concept maatschappelijk verantwoord ondernemen, zo heb ik het dan genoemd [dat is trouwens de meest letterlijke vertaling van CSR]. Maar op dit verslag staat ‘duurzaam ondernemen’. Nu wou ik vragen: hoe zou u dat definiëren? Als u daar een definitie van zou moeten geven …

RESP: Ik hou niet van de term ‘maatschappelijk verantwoord ondernemen’, dus je zult het heel weinig tegenkomen bij Fortis. INT:

Ja, dat was ook mijn volgende opmerking.

RESP: Het is in het Nederlands een veelgebruikt begrip en ik begrijp ook wel waarom het gebruikt wordt. Het is ook wel een beetje de oudste omschrijving ervan, maar ik heb er een bijna semantische hekel aan omdat ik … het idee dat ondernemingen nu aan maatschappelijk verantwoord ondernemen moeten gaan doen, suggereert alsof dat iets nieuws is, alsof dat iets extra’s is en mijn stelling is als ondernemingen zoals Fortis, maar vele andere, als die zich niet maatschappelijk verantwoord gedragen sowieso, dan zouden ze geen bestaansrecht hebben. En de term MVO suggereert voor mij zo een beetje dat het iets nieuws en iets bijzonders is. Wij zijn al een onderdeel van de samenleving. Wij proberen al een goede werkgever te zijn, we betalen belasting, we doen vanalles aan sponsering in kunst en cultuur en sport enzovoort. Waar het nu om gaat is dat wij de laatste jaren een belangrijke ontwikkeling hebben gezien in de samenleving, in het bedrijfsleven, die inderdaad veel meer rond het begrip duurzaamheid zit. Hoe kun je belangrijke … en dan ga ik meteen naar de onderneming Fortis toe … Hoe kun je

- 13 -


Catherine Asselman

de belangrijke doelstellingen van Fortis zodanig combineren met belangrijke eisen uit de samenleving dat je een duurzame toekomst ontwikkelt? Zowel voor Fortis zelf: duurzaam in de zin van succesvol zijn en continuïteit bieden en op zo’n manier groeien en succesvol zijn als Fortis dat je rekening houdt met de fundamentele waarden in de samenleving. INT:

Is uw keuze voor het begrip ‘duurzaam ondernemen’ en ‘duurzame groei’ … Wilt u daarmee dan vooral de nadruk leggen op lange termijn en op het ontwikkelen en het groeien?

RESP: Ja, maar waar het vooral om gaat is dat wij het begrip ‘duurzaamheid’ zien … Wij hebben maatschappelijk verantwoord ondernemen - als ik dat dan toch gebruik hebben wij als volgt vertaald. In onze benadering dat bestaat uit duurzaam ondernemen en dat betekent dat alles wat we doen, in alle processen, in alle activiteiten proberen we sociale- en milieuoverwegingen te integreren. Dat is een belangrijk uitgangspunt. Dat betekent dus dat we meer dan ooit - en dat heeft dus niets met onze verdere maatschappelijke positie te maken, maar meer dan in het verleden en nu integraal - in al onze businessactiviteiten proberen vast te leggen en te verankeren: overwegingen die te maken hebben - en dat is niet alleen in het buitenland, maar vooral ook internationale activiteiten - zaken die te maken hebben met mensenrechten, met milieuconsequenties van wat we doen. Maar dat geldt ook voor onze eigen activiteiten. Dus dat is duurzaam ondernemen, duurzame ontwikkeling. De tweede pijler is maatschappelijke betrokkenheid en dat is wat we met name doen via de Fortis Foundations en dan zeggen we: we zijn een onderdeel van de samenleving waarin we werken, we zijn ook mede afhankelijk van die samenleving voor ons succes. Niet alleen van klanten, maar … En wij vinden het dus ook onze verantwoordelijkheid om in die samenleving waarin wij opereren - of dat nu België is of Nederland of Engeland of Turkije – om daar in te investeren via maatschappelijke projecten. En dat doen we dan het liefste … We hebben dat concept van de Fortis Foundation ontwikkeld, al tien jaar in België en zes jaar in Nederland. En wat we graag willen is dat Fortis Foundation-concept

in

andere

landen

die

voor

Fortis belangrijk

zijn

ook

ontwikkelen. Dat doe ik samen met mijn collega Cathérine Kinet, die moet je misschien ook nog eens even langslopen. INT:

Ja, daar heb ik al contact mee gehad.

- 14 -


Catherine Asselman

RESP: En we zijn dus eigenlijk Fortis Foundations aan het opzetten en dan proberen we een bijdrage te leveren aan de samenleving waarin we opereren. Deels met geld, maar vooral ook via vrijwilligerswerk van onze Fortis-medewerkers. INT:

U zei ook dat dat in alle businesses [welke] is. Ik heb ook gezien in de organigram dat dat bovenaan zit en dat er bij elke business managers zijn die zich echt specifiek bezighouden met corporate social responsibility.

RESP: Ja. INT:

Maar u zei: maatschappelijk verantwoord ondernemen, dat moet al in se er geweest zijn. Het is niet zo dat dat er nu ineens is, maar toch moet er iets geweest zijn in het bedrijf dat ertoe heeft geleid van zo een cel, een afdeling op te zetten, want die is eigenlijk nog niet zo oud hé?

RESP: Ja, dat klopt. INT:

Wat was dan eigenlijk de aanleiding?

RESP: Dat zijn een aantal ontwikkelingen. Ondernemingen, maar laat ik het vooral over financiële

ondernemingen

hebben

zoals

Fortis,

die

hebben

een

grotere

verantwoordelijkheid opgedrongen gekregen door de samenleving. Dat is een trend, die je eigenlijk ziet sinds het midden de negentiger jaren van de vorige eeuw [midden 1990] dus laten we zeggen nu een jaar of twaalf - tien, twaalf geleden, waarbij groepen in de samenleving en uiteindelijk ook de overheden vonden dat ondernemingen en financiële instellingen in het bijzonder een grotere verantwoordelijkheid moesten nemen voor hun eigen activiteiten en voor de activiteiten die ze via hun klanten mogelijk maakten. Die hebben dan vooral te maken met de primaire functie van een bank of van een verzekeraar, het gaat hier vooral om banken, die via de kredietverlening een enorme hoeveelheid geld ter beschikking stellen aan andere ondernemingen die daar vervolgens dingen mee doen en soms ook in allerlei situaties terechtkomen waar die ondernemingen dan op aangesproken worden, maar waar in toenemende mate nu ook de banken verantwoordelijk

voor

gesteld

worden.

Dan

moet

je

denken

aan

een

oliemaatschappij die een grote ramp veroorzaakt in een bepaald gebied, vaak gaat het om derde wereldlanden, of waar gewerkt wordt onder erbarmelijke arbeidsomstandigheden, of waar de mensenrechten niet gerespecteerd worden. Er wordt dan vervolgens aan de banken gevraagd door allerlei groeperingen in de

- 15 -


Catherine Asselman

samenleving: wat is jouw positie? En ga jij met die klant of onderneming in gesprek om dat te beïnvloeden. INT:

Ik heb ook gelezen dat bij duurzaam ondernemen vooral het aspect ‘vrijwillig’ belangrijk is. Dat organisaties dat uit zichzelf vrijwillig zouden doen. Wil dat dan zeggen dat daar geen wettelijk kader voor bestaat?

RESP: In een aantal gevallen niet, in een aantal gevallen wel. Er is meer regulering gekomen. Ik noem nu het voorbeeld van projecten in de Derde Wereld, maar er zijn ook hele andere dingen die te maken hebben met duurzaam ondernemen en maatschappelijke betrokkenheid. Denk bijvoorbeeld aan dit soort verslagen zelf [verwijst naar het rapport duurzaam ondernemen 2006 van Fortis, dat net was uitgekomen]. Een grotere roep om transparantie en een grotere mate van verantwoordelijkheid afleggen. Veel meer toelichting geven over wat doe je, waarom doe je het. Dat is niet zozeer door de wet opgelegd, maar er zijn wel hele, ik zou haast zeggen, dwingende regels in het kader van corporate governance in de westerse landen de laatste jaren ontwikkeld waar we ons aan proberen te houden. We maken dit rapport, dit specifieke rapport, met die acht namen van internationale regels op het gebied van rapportage. GRI [staat voor Global Reporting Initiative] dat vind je achterin. En wij verbinden ons daaraan, nou dan krijgen we daar ook de goedkeuring over. Dus dat is weliswaar niet letterlijk wetgeving, maar dat zijn toch wel algemeen geaccepteerde regels waar we ons nu aan houden. INT:

En de echte aanleiding voor die afdeling te beginnen en die managers in de verschillende deeltakken te introduceren? Was daar een echte aanleiding voor? …

RESP: … Ja, dat komt niet vanzelf. Jij noemt dat punt van vrijwilligheid en dat zit hem vooral ook bij het werk de Fortis Foundation. Het bedrijf is niet verplicht om aan filantropie te doen en aan maatschappelijk werk te doen, maar we doen dat natuurlijk niet voor niets. We doen dat omdat we daar belang aan hechten uiteindelijk. Maar een aantal van die dingen, die bedenken we niet zelf. Dat ontstaat uit de dynamiek tussen de onderneming en de buitenwereld of de binnenwereld: medewerkers die daar meer om vragen, die daar belang aan hechten. Maar zeker allerlei groepen: Netwerk Vlaanderen hier in België, maar zo zijn er tal van NGO’s. We praten met Friends of the Earth over milieuaspecten. Vorig jaar hebben

we besloten om Fortis helemaal

klimaatneutraal

maken

te

[de

CO2-uitstoot

van

carbon neutral, dus

de

organisatie

wordt

- 16 -


Catherine Asselman

teruggebracht naar nul, meer informatie verder in het interview]. Dat is een enorm groot project, daar gaan we een heleboel dingen doen die we … Investeringen in onze faciliteiten, maar ook ons eigen gedrag en een groot aantal andere aspecten … staan daar ook in beschreven. Dat doen we, omdat we inmiddels ook tot het inzicht zijn gekomen dat dat belangrijk is voor de aarde. En (dat zeg ik) dan niet als idealist, maar gewoon omdat we zien dat er nu echt iets moet gebeuren. We zien er kansen en mogelijkheden in voor sommige van onze businesses, dus denken we als Fortis: hé dat is interessant. En ten derde, we zien ook dat het kostenefficiënt kan zijn als we minder energie verspijkeren met zijn allen. Nou, waar komt dat dan vandaan? Dat is dus in die zin vrijwillig: geen wet die dat ons heeft opgelegd. Maar wij hebben wel gezien, ook onder druk van de buitenwereld, dat dit een belangrijk onderwerp is. En dan heb je dus vervolgens wel een afdelinkje nodig die daar een plan voor maakt, voor heel Fortis en voor de onderdelen en die dat stimuleert en duwt, want niets gaat vanzelf. INT:

Ik heb gelezen dat Fortis daar wel erkenning in heeft gekregen ‘Best in Class’ en heeft daar wel veel voor gedaan, maar heeft Fortis daar ook een pioniersrol in gespeeld of heeft ze zelf contacten met andere financiële bedrijven … ?

RESP: … Dat laatste. We liepen tot twee jaar geleden een beetje achterop in de financiële sector en zijn nu heel hard bezig om onze positie te versterken, want onze executive commitee, het topmanagement, heeft gezegd: wij vinden dat dit belangrijk is. Onze grote baas Meneer Votron heeft dat ook uitgesproken, dat lees je ook in het voorwoord van hem en hij heeft gezegd: als we dat belangrijk vinden, dan moeten we daarin betere prestaties leveren voor onszelf, voor onze klanten, voor al onze stakeholders. En dat betekent dat we daar serieus aandacht aan moeten besteden. Toen heeft hij mij gevraagd, anderhalf jaar geleden, om dat voor Fortis als geheel te gaan leiden en in te richten. Dat zijn we nu aan het doen. En die versterkte inspanning die moet ertoe leiden dat we het ook ten opzichte van de andere financiële instellingen beter gaan doen. En sowieso een betere prestatie leveren op dit terrein. INT:

En is het ook zo dat er met bedrijven onderling, financiële bedrijven, wordt afgesproken om … of er een netwerk ofzo bestaat om best practices ofzo uit te wisselen?

- 17 -


Catherine Asselman

RESP: We praten veel met elkaar. Sommige dingen zijn concurrentiegevoelig en daarvan zeg je: hé dat hebben wij bedacht en dat gaan we niet delen met concurrenten. Maar veel dingen bespreken we met elkaar. INT:

En zijn er ook al zo dingen ontwikkeld waarvan jullie zeggen als Fortis: dat is wel heel interessant. En dat dat dan een aanleiding geweest is om zelf te gebruiken?

RESP: Bijvoorbeeld … maar Fortis is dus geen voorloper geweest, maar er zijn een aantal andere banken voorloper geweest. Een paar jaren geleden al, op de zogenaamde Equator Principles. Dat zijn criteria die internationaal zijn afgesproken door de banken, die gehanteerd worden bij het financieren van projecten in de Derde Wereld. Denk aan een pijpleiding die door een Afrikaans land getrokken worden moet en die door kwetsbare milieugebieden gaat, maar die bijvoorbeeld ook door allerlei dorpen heengaat waarbij de mensen die daar wonen moeten worden verkast

enzovoort.

Dus

mensenrechten,

milieu,

-

dat

soort

aspecten

–

arbeidsomstandigheden. Onder welke condities gaat het dan? Onder welke condities gaan banken dat project financieren? Dat zijn vaak grote projecten waar vaak meerdere banken bij betrokken zijn. Nou daar zijn principles voor opgesteld: de Equator Principles. En de banken die dus die Equator Principles hebben ondertekend, die houden zich bij het beoordelen van dit soort projecten en de financiering ervan aan die criteria en die gaan heel ver. En dat doen we dus met elkaar. Dat heeft Fortis ook anderhalf jaar geleden onderschreven. INT:

Nu om even terug te komen op die Equator Principles. In het duurzaam ondernemen verslag, heb ik de indruk dat heel vaak de nadruk wordt gelegd op: u zoveel mogelijk integreren in de lokale gemeenschap, maar dan vind ik zo aspecten terug zoals Birma en Ghambia, twee projecten dat worden vermeld. En dan was ik dat gaan opzoeken op de wereldkaart, maar Fortis zit daar helemaal niet en dan denk ik: hoe wordt dat dan gekaderd? Is dat niet lastig?

RESP: Wij zitten daar niet, maar sommige van onze klanten wel. En dan worden we aangesproken op de rol van onze klanten. Dat is dus wat je nu tegenwoordig ziet bij

banken.

Die

krijgen

een

grotere

verantwoordelijkheid

als

het

ware

toegeschoven van de samenleving. En we zien dus NGO’s … Rond het geval van Birma zijn wij ook in gesprek, in Nederland met Birma Centrum Nederland, maar ook internationaal met mensenrechtenorganisaties die eigenlijk zeggen: daar zit een belangrijke klant van Fortis: Total, die Franse oliemaatschappij. Fortis zou zijn

- 18 -


Catherine Asselman

invloed moeten aanwenden, zeggen die mensen dan, om Total te bewegen om daar weg te gaan en te stoppen. INT:

Dat kadert dan in het ketenbeheer hé, maar hoever kan je daarin gaan?

RESP: Ja, dat is precies de moeilijke vraag waar we mee zitten. We hebben het dan over directe impact en indirecte impact. Dus onze directe invloed dat is alles wat we zelf doen en zelf kunnen besluiten. Wij kunnen besluiten dat we klimaatneutraal gaan en nemen daar maatregelen voor, maar we kunnen dat onze klanten niet opleggen. Dat is hun eigen verantwoordelijkheid. Maar er zijn … Dat is nu de discussie die we voeren op allerlei plaatsen en ook met de buitenwereld: wat is onze indirecte verantwoordelijkheid? Wat is onze verantwoordelijkheid voor een klant? Neem het voorbeeld van een retailklant. In onze consumentenbank praten we

over

principes

voor

verantwoord

leningen

verstrekken.

Welke

verantwoordelijkheid heeft een bank voor een individu dat veel te veel leningen afsluit en op een gegeven moment al zijn creditcards niet meer kan terugbetalen, hé? Dus dat is een bekend fenomeen in westerse landen waar mensen hun ene probleem bestrijden met een andere lening en uiteindelijk niet meer uit hun schulden komen. Mensen die daardoor hun huis uit moeten enzovoort. Vreselijk. Wat is de verantwoordelijkheid van degene die die kredieten verstrekt? Hoe ver gaat die? Moet die veel verder gaan dan goede informatie geven over de condities waaronder je geld mag lenen … Dat zijn grote vraagstukken, die zijn we aan het verkennen, want je kunt banken natuurlijk niet voor alles en nog wat verantwoordelijk houden. INT:

Nu over die leningen. Dus we staan achter het principe van duurzaam ondernemen, maar in welke mate wordt dat toegepast in de kredietverlening? Want ik kan mij voorstellen: projecten rond duurzaam ondernemen dat zijn meestal lange termijn projecten, die zijn waarschijnlijk risicovoller. Worden er dan ook soepelere maatregelen gehanteerd om duurzame ondernemingen een kans te geven in de mate dat ze krediet zouden krijgen? Want, ik heb in het verslag zo bijvoorbeeld een citaat gevonden. Het zijn drie citaten die verwijzen hoe ik het begrijp. Maar eentje zegt het het duidelijkst: [leest voor] de verankering van duurzaamheidsaspecten in ons risicobeheer en ons kredietverleningsprocessen. Wil dat dan zeggen …

RESP: … Dat betekent dus dat we in alle kredietaanvragen kijken naar: wat zijn hier de milieueffecten van, wat zijn hier de sociale effecten van … Dat zegt dus nog niets

- 19 -


Catherine Asselman

over specifieke maatregelen of specifieke condities voor specifieke duurzame projecten. Daar zal ik zo wat over zeggen. Maar hier gaat het er dus om dat we in ons kredietbeoordelingsproces als één van de criteria duurzaamheid meenemen. INT:

En is dat dan een voorwaarde dat als je er zo [duurzaamheidscriteria] veel hebt, dat ze [financiële bedrijven] u makkelijker gaan helpen [aan een lening]? Ondanks het feit dat dat meestal op lange termijn loopt [en dus pas op langere termijn rendeert]?

RESP: Nee, daar heeft het niets mee te maken. Nee, waar het mee te maken heeft is dat we wanneer we dus kredieten beoordelen, een kredietaanvraag van een firma, dat we dan nu ook naar andere soorten aspecten gaan kijken in het beoordelen van: kunnen we dat krediet verstrekken? Dat is één. Het tweede is als je zegt: hier is een firma met een plan dat een duurzaam project is of een duurzame onderneming die bezig is, dan ligt het aan ook de feitelijke kansen die we daar voor zien. Soms zijn we dan bereid wat mildere eisen toe te passen, maar in vele gevallen zien we overigens, denk aan wat we aan hernieuwbare energie doen en daarin investeren, dat die projecten juist vaak hele interessante resultaten opleveren. INT:

Om nog eens even terug te komen op carbon banking. Ik moet eerlijk toegeven, ik versta dat niet helemaal goed …

RESP: … Het is ook lastig, ja … INT:

… Want dan begrijp ik dat eigenlijk de uitstoot van koolstof wordt omgezet in een geldwaarde en dat dat dan om een verhandeling van rechten gaat. Want je kan de uitstoot van een organisatie nooit helemaal tot nul reduceren, maar je kan dan wel tot die neutraliteit komen door rechten te kopen.

RESP: Exact, zo is het. INT:

Maar van wie komen die rechten dan?

RESP: Die rechten die komen van projecten, meestal in de Derde Wereld, die gericht zijn op het grootschalig reduceren van uitstoot. Dat kunnen allerlei soorten projecten zijn. Bijvoorbeeld projecten in windenergie, dus een feitelijk project dat gericht is op het generen van elektriciteit via windenergie, genereert volgens dat systeem

- 20 -


Catherine Asselman

een aantal rechten. En die kunnen dan weer gebruikt worden op de markt door ondernemingen die hun eigen C02-emmisie willen compenseren en zo zijn er dus allerlei projecten. Dat kunnen projecten zijn in China, waarbij bijvoorbeeld op een grootschalige manier de steenkoolcentrales een stuk milieuvriendelijker worden gemaakt, dat levert een bepaalde hoeveel rechten op die dan vervolgens internationaal verhandeld worden. INT:

En zijn de organisaties zelf van die projecten dat die rechten uitgeven?

RESP: Nee, die worden gecontroleerd en die worden gecertificeerd al die rechten. INT:

Dus die rechten worden toegekend door een organisatie?

RESP: Ja, door de Europese Unie. Er is een European Trading Scheme. Je hebt … Onder het Kyotoverdrag is dat systeem van rechten en ook een zekere certificering is geregeld en het handelssysteem is ingericht op Europees niveau, het European Trading System is dat, of Trading Scheme moet ik eigenlijk zeggen. En dat is ontwikkeld, nu een paar jaar. Dat wordt in 2008 vernieuwd en verbeterd en je moet het zo begrijpen dat op zichzelf de handel in die rechten niet heel veel bijdraagt aan de reductie van C02, maar je hebt het precies goed begrepen. Wat het doet is een economische waarde toekennen aan C02-emissie en als je dus een prijs toekent aan de vervuiling dan mag je aannemen in ons economisch systeem dat mensen of organisatie de neiging zullen hebben die uitstoot te reduceren zodat ze hun kosten reduceren. INT:

En de marktprijs van zo een recht: hoe komt dat dan tot stand? Want dat gaat normaal met vraag en aanbod?

RESP: Zo komt dat ook tot stand, alleen is … In dit geval geeft de Europese Commissie, de lidstaten van de Europese Commissie, kennen die rechten toe. Het staat op … Ik ken de pagina niet uit mijn hoofd, maar er staat een beschouwing juist over dit onderwerp in het verslag hier. Dit verhaal hier. Dit is Seb Walhain [op pagina 24], dit is onze man, onze carbon banker. En die heeft hier een verhaal geschreven [op pagina 25] over wat onze opinie is over dat huidige systeem. Bijvoorbeeld de prijs van een ton CO2 was heel laag, omdat bleek dat er véél te veel rechten waren uitgegeven. En als je veel te veel rechten uitgeeft, hebben die natuurlijk ook geen waarde meer. Dus er moet een realistischere hoeveelheid rechten worden uitgegeven, zodat er een realistische prijsvorming plaatsvindt.

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Catherine Asselman

Dus eigenlijk dat systeem van de Europese Gemeenschap of de Europese Unie zelf, dat staat nog helemaal niet op punt dat zo’n dingen kunnen gebeuren?

RESP: Dat is in ontwikkeling, dat loopt een aantal jaren. En dat wordt in 2008 verfijnd. En je leest hier, dit is onze Fortisopinie ook dus hiermee. Dus dat we op zichzelf hier erg achterstaan en dat een goed systeem vinden, maar we zien ook wel het [onverstaanbaar] erin. Maar je zou het eens even op je gemak moeten lezen, maar je begrijpt helemaal … INT:

Maar ik heb het gelezen hoor, maar ik zie de pagina gewoon niet zo goed. [Neemt bril] Pagina 25? Jaja, ik had het gelezen hoor.

RESP: Maar zo moet je het dus zien: het is een handel in rechten die op zichzelf, kan je zeggen, niet zoveel doet aan milieuverbetering, maar doordat het een economisch principe is en doordat er een prijs wordt toegekend aan uitstoot, mag je aannemen dat de reductie daarvan in de hand wordt gewerkt. INT:

Bestaat er dan een wettelijk kader in dat verband dat alle grote organisaties die handel in emissierechten, dat die daaraan meedoen?

RESP: Neen, dat niet. Dat is vrijwillig. Maar de nationale lidstaten, samen in de Europese Unie, hebben zich dus wel verbonden aan enorme reductietargets hé. CO2 greenhouse gasses, dus het geheel van broeikasgassen waaronder CO2, de Europese Commissie onder leiding van Barosso, die heeft nu besloten met de steun van het parlement voor 2020 zeer ambitieuze energiereductievolumes vast te stellen en dat moet wel gerealiseerd gaan worden. En daar helpt dat systeem dus mede in. INT:

… Dan wou ik ook graag iets vragen over de code of conduct. Op pagina 15 staat er zo uitgelegd: de algemene principes, de algemene gedragsregels dus de code of conduct naar business specifieke toepassingen. Maar wat is eigenlijk meer uitgelegd de rol van de code of conduct in heel dat duurzaam ondernemenverhaal?

RESP: Die was ze niet tot voor kort, want we hadden er één die we in 2000 hebben geformuleerd en toen stond daar nog helemaal geen referentie in naar duurzaam ondernemen of maatschappelijke betrokkenheid. Jawel, enigszins, maar niet in de punctualiteit die we er vandaag aan geven. Dat is de reden waarom we ze aan het

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Catherine Asselman

herschrijven zijn. En je hoorde dat An [Van den Haute – copywriter Nederlands bij Fortis

Global

Branding

and

Communications,

zij

realiseerde de

eigenlijke

herschrijving van de code] ook zeggen: wat is de verandering? In grote mate zit het hele aspect van duurzaamheid en maatschappelijke betrokkenheid daarin. INT:

Ja, want ik had die oude code ook eens doorgenomen en daar staat bijvoorbeeld bij milieu maar één zinnetje.

RESP: Ja, precies. Dat is 2000 en 1999. En nu kijken we daar … Het is een heel mooi beeld krijg je daarvan, van de ontwikkeling van Fortis zelf. In 2000 schreven we daar nog niets over en nu vinden we dat superbelangrijk. INT:

En zijn er zo projecten … Als je nu heel dat boekje zo bekijkt [verslag duurzaam ondernemen 2006] en binnen heel uw afdeling waardat u zelf eigenlijk het meest trots op bent? De belangrijkste verwezenlijking voor u persoonlijk of uw favoriete project?

RESP: Ah, ik vind dat wat we bereikt hebben nu met Fortis klimaatneutraal maken, daar ben ik heel trots op. Daar zijn we één van de voorlopers inmiddels. Internationaal ook, van de banken. En we hebben twee hele interessante dingen gedaan, die staan ook als case beschreven in het verslag. In de business … We hebben echt een policy ontwikkeld in de palmoliesector en in de scheepvaart. Dat zijn twee totaal verschillende werelden, maar daar hebben we als het ware een nieuw businessmodel ontwikkeld met onze business mensen samen voor die markt waarbij we helemaal door een duurzaamheidsbril hebben gekeken en in de manier waarop we die markt benaderen helemaal duurzaamheid hebben geïntegreerd. Dat vind ik geweldig. INT:

Ik had daar zelf, van die projecten van palmolie en de scheepvaart … Ik had daar zelf nog niet van gehoord. Dus ik vroeg me af: is dat iets wat uitdrukkelijk in Nederland vooral aanwezig is? [Nederland is waar de respondent vandaan komt en vooral werkt, vandaar mijn vraag]

RESP: Nee, dat is internationale business. Toevallig zitten die beide business units … Ze vallen hier onder Meneer Dierickx in de Expo uiteindelijk [onduidelijk op band]. Maar het zijn hele internationale businesses, maar die mensen zitten in Rotterdam.

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Catherine Asselman

En dan in het verslag staat ook een aspect over … het feit: zouden we dat als organisatie extern communiceren wat we maatschappelijk allemaal proberen te doen, wat we proberen te verwezenlijken met CSR. Dan was daarover een debat met Maurice Lippens enzo. Ik heb ook wel weet van bijvoorbeeld Mc Donalds. Die maken ook bijzonder grote budgetten vrij voor liefdadigheid en die communiceren dat niet. Ik wou graag uw mening daarover kennen.

RESP: Dat is inderdaad een spanningsveld en daar zijn verschillende opvattingen over. Ik denk dat wij een beetje … en daar geloof ik ook in, hoewel we er nu over aan het nadenken zijn of we dat explicieter moeten gaan doen. De grote vraag is: als je in deze sector jezelf ontwikkeld … Kijk om te beginnen vertelde ik je: tot voor kort liep Fortis flink achter. Als je achter loopt en je bent bezig om hard te trainen, dan praat je er niet zo hard over. Dan laat je het zien als je er bent. Dat is één. Dus voor ons was het logisch dat we ons daar op een aantal terreinen een beetje terughoudend opstelden. Verder is het zo dat je uiteindelijk de vraag ook hebt, van als je dit dan allemaal goed doet: je bent maatschappelijke goed bezig, je kijkt goed naar het milieu. Uiteindelijk zullen er een heleboel mensen buiten Fortis en ook wel binnen Fortis zeggen: dat is toch heel normaal dat we dat doen. En dan is de vraag die jij ook als communicatiewetenschapper stelt: hoe en in welke mate breng je dat in je communicatie naar voren? Want dat kan al gauw gezien worden als ten onrechte borstklopperij of goh, ze proberen nu goeie sier te maken met iets wat eigenlijk of heel normaal is, of wat anderen ook wel doen, of … Dat is eigenlijk de afweging: als je goed doet wil je het vaak voor zichzelf laten spreken en dan ga je daar niet grote advertentiecampagnes aan ophangen, van kijk ons eens 100 000 euro aan Bozar geven ofzo. INT:

Maar bijvoorbeeld dat van die emissierechten en dat neutraal maken, dat is een heel actueel thema en ik kan mij wel voostellen …

RESP: Daar zijn we hard op bezig geweest hoor met perscontacten, interviews, persberichten … INT:

Ahja …

RESP: … Jaja, daar zijn we hard mee bezig geweest INT:

Dus dat wordt dan wel extern gecommuniceerd?

- 24 -


Catherine Asselman

RESP: Ja, maar dat wegen we per keer af. Maar bijvoorbeeld één van de vragen die ik heb, daar moet je ook maar eens over nadenken, is ook: we hebben een global branding campagne, die bij advertising is gemaakt met al die voorbeelden, met die squaredingen [de respondent heeft het hier over de campagne met de inspirerende werkwoorden tot de tweede macht]. De vraag is: kunnen we daar nu eens een advertentie maken met een CSR-onderwerp erin? Ik ben tot dat punt nog niet genaderd. INT:

Dus u zou dat graag willen?

RESP: Dat weet ik niet of ik dat graag wil. We zitten erover na te denken. Ik vraag het me af. Maar ik denk wel dat we eens een keer in een specifieke publicatie … We houden vaak spreekbeurten of wij krijgen vaak de gelegenheid in een bepaald blad of in een brochure te adverteren met een CSR-boodschap. Die hebben we nog niet in de vorm van een advertentie ontwikkeld omdat we eigenlijk zeggen: ja, dit onderwerp leent zich niet zo tot adverteren. We willen er wel met journalisten over praten, we geven er persberichten over uit, we schrijven er stukken over, we presenteren, we spreken op fora. Maar om daar nu een advertentie over te maken? Maar dat kan wel, want ik zie een heleboel anderen dat wel doen en ik denk ook dat wij in 2007 wel met de collega’s … INT:

… Maar dus het bestaat wel? Er zijn financiële bedrijven …

RESP: … Jaja, Rabobank is er heel erg sterk in, in Nederland. KBC doet er hier wel wat aan in België. Nee, het gebeurt wel, jazeker, het kan ook. INT:

Nu,

ik

had

daarstraks

al

iets

gevraagd

over

de

criteria

bij

duurzame

ondernemingen: of de criteria bij de kredietverleningen een beetje versoepeld zouden worden? En u zei: … RESP: … Eigenlijk niet. INT:

Dan wou ik ook nog vragen: bestaat er een bepaald budget voor echt CSR? Zo van zoveel gaan we …

RESP: Dat wel. Wij stimuleren wel bepaalde ontwikkelingen. Wij hebben bijvoorbeeld ook … Samen met onze business doen we wel iets speciaals nu: in de vorm van een pilot project op het gebied van microkredieten in Nederland, waarbij groepen

- 25 -


Catherine Asselman

in de samenleving die niet in aanmerking komen, dan moet je vooral aan allochtonen denken die zelf een businessje willen beginnen maar die niet in aanmerking komen voor een normaal krediet om een onderneming te starten zoals een winkeltje. Het zijn vaak kleine initiatieven. Om dat mogelijk te maken. Dan hebben we dus wel andere criteria voor zo een krediet en daar zijn we nu mee bezig om te kijken: kunnen we die mensen helpen. INT:

Microkredieten dat interesseert me wel, maar ik dacht dat dat altijd van de overheid uitging?

RESP: Nee, zeker niet. INT:

Dus dat klopt niet?

RESP: Dat komt uit de financiële sector zelf. INT:

Oké. Dus er bestaat wel degelijk een budget voor CSR?

RESP: Jazeker. INT:

Dit is mijn laatste vraag, het is eigenlijk maar een kleintje hoor. Dus je moet rekening houden met, dat lees je in het verslag ook, verschillende groepen stakeholders. Is er een bepaalde groep, waar van het eigenlijk niet luidop wordt gezegd, maar een bepaalde groep waar je echt de prioriteit aan moet geven? Ook vanuit de duurzaam ondernemen-insteek?

RESP: Eén van die stakeholders? Wij vinden onze eigen mensen heel erg belangrijk om die bewust te maken van het onderwerp, om hen te mobiliseren. Ook als het straks gaat om energiereductie, dan moet iedereen zijn gedrag ook een beetje veranderen: licht uit doen enzovoort. Dus onze eigen medewerkers zijn heel belangrijk. Wij vinden het heel belangrijk om goed naar de buitenwereld te luisteren. Dus datgene wat serieuze NGO’s zeggen, niet gouvernementele organisaties à la Netwerk Vlaanderen, Amnesty International, Friends of the Earth. Daar zijn we mee in dialoog. Dat is vaak ook een tegenstelling, maar daar luisteren we wel heel goed naar, dat vinden we belangrijk. We proberen de klanten te betrekken. Als wij nu ideeën ontwikkelen over hoe we duurzamer kunnen operen, hoe kunnen we die klant daar dan ook van overtuigen om dat samen met de klant te doen? Ik denk dat dat op dit moment … Dat zouden voor

- 26 -


Catherine Asselman

mij de drie belangrijkste groepen zijn. We hebben natuurlijk met meer partijen te maken: met de media, toezichthouders en het grote publiek als zodanig. Maar ik zou me op deze drie groepen willen concentreren. INT:

Is er verder nog iets dat u graag kwijt wil? Wat u wil dat ik zeker onthoud?

RESP: [lacht] Ik ben er wel heel vol van, maar je hebt heel veel gevraagd. … Ik zit even na te denken … of er nog iets is wat we als heel belangrijk kunnen zien … Wat ik onze belangrijkste opdracht vind en dat is ook meteen het moeilijkste probleem, of de moeilijkste uitdaging is dat als je werkelijk duurzaamheid … Laat ik het anders zeggen: als je, en dat willen we, als we Fortis werkelijk duurzamer willen maken in al zijn facetten, dan moeten we er ons dus voortdurend op richten om het een onderdeel maken van de dagelijkse gang van zaken … van duurzaamheid en maatschappelijke aspecten. INT:

Dat is dé uitdaging hé.

RESP: We zijn dus niet de PR-afdeling die een aantal leuke verhalen bedenkt en waarvan iedereen zegt: dat ligt daar en dat weet iedereen. Je moet duurzaamheid in de dagelijkse gang van zaken gaan betrekken en verankeren. INT:

Dus daar zijn dan vooral de medewerkers de belangrijkste doelgroep?

RESP: Exact. INT:

Oké, heel erg bedankt voor het interview.

- 27 -

Assignments internship in Dutch Domein

Beschrijving

Specifiëring

Gedragscode

Extern: benchmark

Websites raadplegen en bedrijven contacteren (o.a.

Ontwikkeling nieuwe gedragscode

(andere gedragscodes)

leden van de Belgische Vereniging van de Bedrijfspers)

Intern: opstellen netwerklijst

Intranet raadplegen en HR-managers en compliance-

(per business / per country)

officers contacteren

Vragenlijst opstellen

Vragenlijst

opstellen

met

vragen

over

opbouw,

bekendheid, inhoud … van de gedragscode en suggesties voor verbeteringen

Fortis Foundation Belgium

Tekst

Kritische evaluatie en herschikking

Website

Analyseren van website en advies geven over mogelijke

Bedrijfsmecenaat

verbeteringen Solidarity Days

Stelwerk

Shaking Hands

Stelwerk

Blog

Onderzoek naar wenselijkheid van blog

Fortis Shop

Benchmark (andere e-shops)

Websites raadplegen

Verbetering klantvriendelijkheid

Controleer bestaande inhoud

Controleer tekstuele inhoud (titels and beschrijvingen) en foto’s; in het Nederlands, Engels en Frans

Belgische Vereniging van de Bedrijfspers

Communicatieplan (zomer)

Ontwikkeling van ideeën voor acties en een tijdskader

Blog


Website en Benchmark

Websites raadplegen gelijkaardige organisaties en BVB-

BVB

website analyseren voor advies verbeteringen Bedrijfspersprijs / beste bedrijfsmagazine

Evaluatie van de ingezonden publicaties

Blog


Voordracht

Voordracht bijwonen en verslag schrijven

MASTERPROOF (not to be made public at Fortis request) CORPORATE SOCIAL RESPONSIBILITY - FORTIS Focus on the code of conduct and corporate philanthropy

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