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and internal code of conduct documents that are mostly used to
provide guidance to their employees. Although these are not
considered equivalent to a formal policy, they are nevertheless
manifestations of organised approaches to environmental and ethical
concerns.
Another indicator is assigning formal responsibilities in these areas. As
can be seen in the chart below 65% of the sampled companies do not
have any dedicated personnel working with environmental, CSR, or
community-related services. Only 10%, or three of the companies,
have dedicated personnel for each of these services, and only one
company has both an environmental and a CSR manager. While 6%
(two companies) have an environmental manager, only one company is
reported to have a community manager, and another one is in the
process of
Assigned Staff to work with CSR areas
establishing such
a position. In
None
10% of the
All
companies, the
PR department
Community Services Mgr.
is assigned to
Environment & CSR Mgr.
dealing with
Responsipility of PR
those issues.
An additional
measure of the
In The Process of
Establishment
Environmental Mgr.
integration of CSR in the organisation is the engagement of employees.
Responding to our question on employee involvement, 39% of the
sampled companies, do not engage their employees in CSR activities,
and one of these thinks that doing so will distract the attention of
employees from core business. Only one company is in the process of
starting such activities and out of the remaining 58% some engage
their employees in such activities. The majority does so through
encouraging the employees to participate in different forms of
community projects. Although it can be regarded more as informing
than engaging, some companies reported CSR-related seminars and
training provided to their employees. Only two of the companies
reported encouraging their employees to generate CSR-oriented ideas.
The Role of
Government
The view from business leaders on the role of Government echoes
several sentiments including concerns about hurdles and barriers and a
call for action to positively implementing partnership opportunities.
Generally, companies were looking for a facilitating role from the
Government.
The key messages are as follows.
34 Tamkeen 2007