Anda di halaman 1dari 3

CSR Info

V O L U M E I , M A R C H 2 0 1 7 C O P Y R I G H T 2 0 1 7
INSIDE

CSR Definition

ISO 26000 Guidance


on Social Responsi-
bility
CSR Definition
The development of CSR dis- Dahlsruld in his article "How benchmark for defining CSR.
course and practice in Indonesia, Corporate Social responsibily Is According to ISO 26000, CSR
Stakeholder Engage-
especially within the last 10 Defined" in the journal Corpo- definition :
ment
years is very encouraging. From rate Social responsibily and "Responsibility of an organization
CSR & Comdev, Is a foreign concept, CSR is now a Environment (No. 15/2008) for the impacts of its decisions and
that different? concept that everyone dis- He concluded that any definition activities on society and the envi-
cussed, debated and is also used of CSR we take from the vari- ronment, through transparent and
PHOTO OF to label a lot of activities not ous references or literature, ethical behavior that contributes to
THE MONTH only for companies, but also the CSR has always been consis- sustainable development, health
government, mass media, and tently contains five dimensions: and the welfare of society; takes
also the Parliament. Just because 1. Environmental dimensions into account the expectations of
not enough parties pursue CSR 2. Social dimension stakeholders; is in compliance with
discourse as written in literature 3. Economic dimension applicable law and consistent with
in developed countries, there 4. Stakeholder dimension international norms of behavior;
are many common mistakes that 5. Voluntary dimension and is integrated throughout the
are often encountered when we In 2010, ISO 26000 appeared organization and practiced in its
really pay attention to how CSR and becoming an international relationships. "
is now in use. (ISO 26000, Guidance on Social
Before we proceed to outline Responsibility)
some of the common mistakes ISO 26000 is not an achieve-
of implementing CSR, let us find ment or certifications, ISO
Happy face of the orphans in out the definition or meaning of 26000 is the benchmark and
Sempayau Village after having a the CSR term first. guide to implementing CSR in
school kit package from GAM
During this time, so many defini- accordance with the existing
tions of CSR. According to A. scope.

ISO 26000 : Guidance on Social Responsibility


From the various definitions know, the core subjects of ISO Moreover, ISO 26000 describe concerned department must be
about Corporate Social Respon- 26000, which are : that social responsibility isnt involved. Last but not least,
sibility, the expert agreed that 1. Organizational Governance belong to one department. To organizational governance play
ISO 26000 is the commonly 2. Human Rights achieve the successful social the main role in social responsi-
used reference. 3. Labour Practices responsibility practices, all the bility, check the picture below.
ISO 26000 have 7 principles of 4. The Environment
Social Responsibility, therefore : 5. Fair Operating Practices
1. Accountability 6. Consumer Issue
2. Transparency 7. Community Involvement and
3. Ethical Behaviour Development
4. Respect for Stakeholder Doing social responsibility isnt
Interests only about community involve-
5. Respect for the Rule of Law ment and development. There
6. Respect for International are another 6 core subjects
Norms of Behaviour that we need to achieve and
7. Respect fo Human Rights maintain. Many people think that
Now that we have done imple- social responsibility is about
menting the 7 principles of So- external stakeholder, and forget
cial responsibility we must the shareholder and employee.
PAGE 2

Stakeholder Engagement
An organization can build carefully the relationships it This concept has expanded
support for its actions and needs to build, and identify all to include often neglected
avoid social backlash through stakeholders who might be stakeholders such as NGOs
stakeholder engagement. affected by new projects. and local communities. Mana-
Interacting with stakeholders Stakeholder engagement can gers should recognize all sta-
enables an organization to address issues of concern to keholders, including those
identify and address their the stakeholders or issues of that are frequently forgotten
concerns, which reduces the concern to the organization. but can have a major impact
risks and deadlocks that can In both cases, stakeholder on an organizations activities
result from misunder- engagement will consist of and reputation (e.g. activist
standings. By proactively enga two essential practices: groups, or aboriginal commu-
-ging its stakeholders and 1. identification of stakehol- nities).
identifying potential problems ders A responsible organization
identifies and interacts proac-
tively with the stakeholders
impacted by its activities,
particularly if the impact is
likely to be negative.

How to Engage in Dialo-


gue with Stakeholders
The purpose of dialogue is
twofold:
1. Involve stakeholders by
Interacting with providing them oppor-
tunities to share views
stakeholders and concerns directly;
2. Improve the management
enables an and scope of activities
carried out by the orga-
organization to
nization while legiti-
before they arise, the 2. dialogue with the stakehol mizing the decisions it
identify and
organization will operate in a -ders makes. The nature of the
address their more stable sociopolitical dialogue can range from
environment. How to Identify Stakehol- confrontational interac-
concerns, which ders tions to avoidance to
What is Stakeholder Eng- A stakeholder is joint decision-making.
reduces the risks
agement? any group or individual who
and deadlocks that Stakeholder engagement can can affect or is affected by the Choosing Your Engage-
be defined as interactive achievement of the orga- ment Strategy
can result from activities initiated by an nizations objectives Before implementing a
organization with its stake- (Freeman, 1984). stakeholder engagement pro-
misunderstandings. holders. The organization cess, managers must first
typically has many stake- Traditionally, this has inclu- consider the type of
holders, and is itself ded: relationship they wish to
a stakeholder within the internal stakeholders (share- pursue. For example, re-
community (ISO 26000). holders, employees, etc.); search points to ancontinuum
There are numerous oppor- external stakeholders (supp- spanning various types of
tunities to undertake stake- liers, customers, etc.); engagement
holder engagement, and many coordinating authorities (go- (Bowen et al., 2008)
ways to initiate a dialogue. An vernments, professional asso-
organization should consider ciations, etc.).

CSR INFO
VOLUME I, MARCH 2017 PAGE 3

4 Steps to Implementing an inperson on neutral ground is very managing ithe process). Managers
Engagement Process different than being locked in a should learn from their own
public controversy where media may experience as well as best
Target Priority Stakeholders inhibit open dialogue. practices from other organi-
To establish constructive dia- zations.
logue, first identify your Concludeor continuethe
stakeholders concerns and any dialogue
issues that could derail the Each project should have a
organizations activities. deadline. But, there should gene-
Caution: Stakeholders are not always rally not be ended on the
well organized. Some may lack stakeholder engagement overall.
representatives to engage in dialo- An organization should conti
gue. In these cases, it is still in the nually interact with stakeholders
business interest to ensure it does regarding its existing activities and
not negatively impact such stake- new projects.
holders. Caution: stakeholder engagement is
not a one-time tactic---approach it
Begin the Dialogue like an ongoing project with various
Choose a context-appropriate me milestones.
-thod of engagement. A parti-
cipatory approach (commu- Leverage Ongoing Learning
nication of information, consul- Opportunities
tation, partnerships) typically Developing a dialogue creates
yields better results than a one- learning opportunities for an orga
way approach. -nization. Follow up to improve Caution: The engagement process
Caution: Understand the impor- the performance of the enga- requires regular follow-up as
tance of context. Discussing an issue gement process (and your skills at stakeholders-- and their expectations
--will evolve.

CSR Common Mistakes


Community Development Are CSR
The most common mistake is target, then inequality will of vulnerable people. In the
probably equate Community increasingly occur and the community itself,
Development with CSR. Co- disharmony relationship is bound there are a variety of
mmunity development is actually a stakeholders beyond However, equating CD with
systematic effort to increase the those who are
CSR is a big mistake. CD is
strength of disadvantaged groups vulnerable, not to
in order to be closer to mention civil society just a small part of CSR. CSR
independence. Thus, the CD is organizations,
targeting a specific group of business groups and has a very broad scope,
people, namely those who are government
Compare with the CD that
having problems. Companies - agencies. It can be
particularly nature-resource-based concluded that the target very specific interest
obviously attaches great CD is part of the
importance to the CD, because to happen someday. However, CSR, and, in groups, ie groups of
this group is the most vulnerable equating CD with CSR is a big developing countries
vulnerable people
to the negative impacts of mistake. CD is just a small part of such as Indonesia,
operations, as well as remote CSR. CSR has a very broad scope, the vulnerable
access from the most positive ie to all stakeholders. Compare groups is still in very large
impact. If the company does not with the CD that target very numbers. They really need the
specifically make this group a specific interest groups, ie groups attention of the company.

Reference :
1. ISO 26000, Guidance on Social Responsibility. 2010
2. Danny King, Marie-France Turcotte, (No Year). Stakeholder Engagement. Network for Bussiness Sustainability, Primer
3. Jalal, Tom Malik. 2008. Dari CSR menuju CSRBerbagai Kesalahan Umum tentang CSR dan Sumbangan Pemikiran untuk
Meluruskannya. Debunking CSR PracticesUnleashing CSR Potentials. A+ CSR Workshop Material

All content by Darukusumo