Responsible Business Guide: A Toolkit for Winning Companies

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RBG Responsible Business Guide: A Toolkit for Winning Companies Responsibility Performance Level III: Practice From here a company proceeds to Practice, the third step of responsible behavior. Here is where the management assumes the biggest burden; it is up to them to lead by example, establish rewards and sanctions, and ensure that policies become practice and over time become integral to company decision-making. Employees Climbing up the ladder of the establish their work culture in response to expectations “4-Ps”, that is, from Perception to from management, particularly when it comes to making Preparation to Practice to value judgments in daily decisions. This is where companies Performance, ensures weaving become most vulnerable. There are many examples of socially responsible conduct into companies where behavior turned out to be contrary to high-sounding credos and policy statements, invariably the very fabric of corporate pointing to corporate leaders not walking the talk and behavior. making policies meaningless. Responsibility Level IV: Performance The final step is Performance, where a company shows its capacity for sustained responsible behavior. This, unlike the first three steps, is a state that requires constant oversight, but at the same time promises the greatest reward for a company. It is a state where personnel and management share a clear set of values integrated into the company’s business model, retain familiarity with guiding policies and procedures through experience-sharing and documentation, take decisions in conformity with values, identify any breach confidently, and take pride in communicating their company values through words and action. This is the state where a company is seen to live its values. This is when the company finds itself valued as a corporate citizen within its community. Returning to the RBF, the six pillars reflect distinct dimensions of demonstrable behavior. The framework is organized in a modular yet interlinked manner, so that each dimension builds on the one before and contributes to the one after. Hence, if a company structures its management systems to be accountable, it can develop policies that reflect this quality in implementation and be communicated with confidence. This in turn helps build a feedback mechanism in which stakeholder participation helps to create better products, which leads to satisfied customers and finally to profitability. The RBF assumes that companies capable of developing each of these six responsible behaviors to a sustained performance level have higher competitive potential. 52 Responsible Business Initiative
RBG Responsible Business Guide: A Toolkit for Winning Companies RBF CUBE – The Context of Responsible Business Performance Practice Preparedness Perception Governance & Management Principles & Values Disclosure & Compliance Stakeholder Involvement & SI Consumer & Product Focus Financial Viability & Capitalization Source: RBI, 2001 This illustration presents the RBF as a set of independent yet integrated elements that hold up the architecture of a responsible business, while waves of activity within each element or pillar progress from Perception to Performance. Responsible Business Initiative 53
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Responsible Business Guide: A Toolkit for Winning Companies

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