The document outlines Richard Brubaker's views on moving beyond traditional CSR approaches. It discusses 5 key areas of focus for CSR programs: workplace, governance, environment, community, and consumers. For each area, the document provides examples of issues companies need to address. It also describes 5 key CSR programs that address these areas: a strategic citizenship program, consumer protection program, environmental stewardship program, corporate governance program, and workplace safety and wellness program. Finally, it outlines fundamental steps for successful CSR programs, including alignment with business mission and stakeholder needs.

1. Beyond CSR As Usual: 5 Key CSR Programs
Richard Brubaker, Collective Responsibility
April 2013
April 5, 2013

2. Collective Responsibility
About Us:
Collective Responsibility is built on the fundamental principle that multiple
stakeholders have an obligation and opportunity to begin working together to develop
solutions to these issues. It is a process that is not focused on making quick gains, nor
determined by a single "green" product line.
Developing long term knowledge bases, capacity, and programs in the areas of
CSR, sustainability, and civil society, Collective Responsibility is unlike traditional
consulting firms, as we have managed both for profit and non-profit enterprises.
We have built this platform using the same tools, capacity, and relationships to assist
others in building their platforms, and it is our goal to embed these goal into other
organization so that they can move beyond inspiration to action.
April 5, 2013

3. Collective Responsibility
About Our Work
Events
Training
Consulting
Program
Management
April 5, 2013

4. Collective Responsibility
Previous Experience
200+
April 5, 2013

5. Collective Responsibility
Richard Brubaker, Founder
Driven by the belief that change begins with a single step, Richard
Brubaker has spent the last 10 years in Asia working to engage,
inspire, and equip those around him to take their first step.
Acting as a catalyst to driving sustainability, Brubaker works with
government, corporate, academic and non-profit stakeholders to
bring together knowledge, teams, and tools that develop and execute
their business case for sustainability.
Rich frequently speaks on issues of social innovation &
entrepreneurship, sustainability, corporate social responsibility, and
leadership, and has been interviewed by more than 50 media outlets,
including: CNN, CNBC, BBC, New York Times, Financial Times, China
Economic Review, Inc., Fast Company, and International Herald
Tribune, and he is regularly invited to speak at leadership, social
innovation, and sustainability focused conferences.
April 5, 2013

6. History of CSR in China
Richard Brubaker, Collective Responsibility
April 2013
April 5, 2013

7. History of CSR in China
Defined by the Times
Only roles that were previously accepted for companies to contribute to society:
• Obey the laws
• Employee people
• Make Money
• Pay Taxes
• Donate a little money… when you have the chance
Era of Philanthropy on Demand:
• Quid Pro Quo Giving
• Holiday giving
Clear rules about giving: How much to
give, who to give it to, when, who would be
in attendance, and which camera to smile at
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8. History of CSR in China
Historical Decision Making
Globalized Programming:
Global China HQ
HQ
BU BU
Era of centralized / disengaged
programming:
Internatio
China
Foundati
BU BU
• Partnerships chosen at global level
• Partnerships reflected global issues of interest
nal NGO on
• Little local ownership
Program Program Program
Partner Partner Partner
Programs that were chosen were at a global level
and, regardless of program effectiveness,
isolated local offices from programs.
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9. Beyond CSR As Usual
Growth is Good for All
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10. Moving Beyond CSR As Usual
Richard Brubaker, Collective Responsibility
April 2013
April 5, 2013

11. Beyond CSR As Usual
Fissures Appear
Economic Failures
Become Personal
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12. Beyond CSR As Usual
“CSR” Won’t Be Enough
Politicians Business Leaders Citizens
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13. Beyond CSR As Usual
New Responsibilities
Moving Past traditional definitions and appearances of
“CSR” and “Sustainability”
Changing Business Model
 Paying full price of operations
 Rebalancing risk / reward equation
 Improving labor conditions and standards
 Addressing issues of governance and exploitation
Changing Product Portfolios
 Focus on quality and safety vs. price and speed
 Moving away from environmentally damaging processes
 Working to improve industry standards
Developing Communities
 Internally and Externally
 Creating core values that align with values of employees
 Moving away from value system that places citizens before
consumers
April 5, 2013

14. 5 Key Areas for CSR
Richard Brubaker, Collective Responsibility
April 2013
April 5, 2013

15. Beyond CSR As Usual:
5 Areas of Focus
Workplace Governance Environment Community Consumers
Internal Internal Developing External Providing
programs program process and programs that products/
focused on meant to programs that link firm & services to
employee reduce risks minimize community consumers that
wellbeing of corruption impact to through are safe and live
and job / abuse in the environment volunteering & up to
satisfaction firm philanthropy expectations
April 5, 2013

16. Beyond CSR As Usual
Workplace
Conditions that still exist in China
• China says 83,196 people lost their lives in work-related incidents
last year
• Factories with up to 20 beds in a room
• Low end factory positions with poor working conditions, repetitive
jobs, and in unfriendly environments
2007 Labor Law
• Meant to remedy issues of wages, working conditions, and
disputes
• Little mention of the physical and mental conditions of employees
Pressures and Responsibilities growing for firm
• Fines for labor abuses going up
• Firms are having to improve working conditions to attract and
retain workers
• Wages are rising
April 5, 2013

17. Beyond CSR As Usual
Governance
A government report from the State Council said prosecutors investigated more than 240,000
embezzlement, bribery and other cases involving official corruption from 2003 to 2009. In the past
five years, more than 69,200 cases of commercial bribery involving some 16.59 billion yuan were
investigated, the report said. The Communist Party leadership said China’s “harmony and stability”
depended on efforts to build a clean government.
- WSJ
One of China’s most difficult issues:
• Chinese firms looking to globalize operations are addressing (Sinopec)
• Many firms look to reduce exposure through third party arrangements and tough codes of
conduct
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18. Beyond CSR As Usual
Environment
At the national government level
 Local leaders were warned that they must abide by
national policies
 SEPA and NRDC were given more power and support
 National level “audits” of projects with potential for
negative environmental impact
At the local government level
 Shutting down of factories considered low hanging fruit
 Immediate tightening of all investment regulations
occurred and turning away investments
 An open recognition that the old days were gone/
cannot ignore environmental impact
April 5, 2013

19. Beyond CSR As Usual
Community
Volunteerism culture is Participating in volunteering
one of the key reasons projects increases my work
why I join/stay with GE. satisfaction.
April 5, 2013

20. Beyond CSR As Usual
Consumers
The Facts:
• Product recall was initiated for contaminated milk powder
• Source of contamination was US manufacturing site
• Limited to few batches
• Batches were sold in the United States, Puerto Rico, Caribbean
• Unlicensed sales of product has been found in China
• China recalls ultimately allowed
April 5, 2013

21. The 5 Key Programs
Richard Brubaker, Collective Responsibility
April 2013
April 5, 2013

22. Beyond CSR As Usual
Strategic Citizenship Program
Image Image Image
Strategic Grant (GONGO) Employee Engagement Disaster Response
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23. Beyond CSR As Usual
Consumer Protection Program
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24. Beyond CSR As Usual
Environmental Stewardship Program
Design Materials Logistics Production Retail Use Waste
& Transport
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25. Beyond CSR As Usual
Corporate Governance Program
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26. Beyond CSR As Usual
Workplace Safety and Wellness Program
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27. Fundamental Steps
Richard Brubaker, Collective Responsibility
April 2013
April 5, 2013

28. Beyond CSR As Usual
Steps to Success
Scale: Moving past organization / intoand
Awareness: Understanding the and product
Engagement: Keeping Staying problem
Capacity: Creating an projectson Track, and /
Vision: Keeping focus, focus, Staying on programs
Awareness Engagement process thatone’s rolethan one person, process
recognizingKnowing where to make changes
• Requires long term vision, planning, and staffing or
Knowing whenbigger changes
Track, and is to make
• Buildingunit of long termthat is clearly defined
business level issue focus accomplish? of
• Deeper management understanding
• What areand looking to impact possible
Program you
• issues,are youprogramming strengths,equipment, and
• Long term a and opportunities place before kickoff
Who risks, looking need for in
Focusing funding plan/ vision
•Investing inonprocess’s to help? R&D, and develop
• people is yourrelationship between issue and
•Understand REAL value add?
What
partnerships
Scale Capacity •Working with externals (suppliers and customers) to
• core businesswho are able to manage and sell
Capable staff
programs
manage variables and expectations
April 5, 2013

29. Beyond CSR As Usual
Signs of Success
1. Clearly Align to Business Mission
2. Align with stakeholder
needs, interests, and capacity
3. Leverage The Right Partnership
4. Plan for scale
April 5, 2013

30. Case Studies
Nippon Color Way of Love Program
April 5, 2013

31. Case Studies
Nippon Love to Color Program
150+ Schools
40,000+ Students
1,000,000+ Submissions
100,000,000 Web Visits
April 5, 2013

32. Moving Beyond Business As Usual
Signs of Success
1. Clearly Aligned to Business Mission
2. Align with stakeholder
needs, interests, and capacity
3. Leverage The Right Partnership
4. Plan for scale
April 5, 2013

33. Beyond CSR as Usual
Good CSR Brands Itself
• CSR doesn’t have to be sexy
• CSR doesn’t have to be innovative
• CSR doesn’t have to win awards
• Needs to align to core values
• Needs to be long term
• Needs to be communicated effectively
• Needs to be effective
April 5, 2013

34. Richard Brubaker
Founder, Collective Responsibility
Adjunct Professor of Sustainability, CEIBS
Thank You!
rich@collectiveresponsibility.org
@ChinaCSR
April 5, 2013