Samfunnsansvar og resultatkrav Synergi eller dilemma?

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1 Samfunnsansvar og resultatkrav Synergi eller dilemma? Foredrag til TEKNA Atle Midttun Handelshøyskolen BI, Senter for Bedriftens Samfunnsansvar 1

2 Mange ledende bedrifter definerer samfunnsansvaret inn forretningsmodellen: Hydro s Institutional Talents A passion for social commerce We believe business demands and societal needs are inseparable and interdependent You cannot have true, long-term business success without societal success. We define this view as social commerce, a way of operating that combines business performance and societal contribution into one, seamless management discipline 47354_English Hydro Media

3 Statoil and sustainable development 2003 Statoil is an integrated oil and gas company based in Norway. We are the largest operator on the Norwegian continental shelf (NCS), and pursue substantial international activvities. With representation in 28 countries, we have employees. As one of theworld's biggest offshore oil and gas operators, we have been accustomed from the start to deal with major environmental and safety challenges. We rank today among the world's most environmentally - efficient producers and transporters of oil and gas. Value creation in Statoil can be described along a triple bottom line - economic performance, environmental impact and effect on society. Our annual report and accounts provides detailed coverage of financial results and environmental accounting. We will then be living up to our base values and combining strong financial results with a responsibility for society and the environment. 3

4 Samfunnsansvarlige bedrifter har et produkt samfunnet trenger: Strøm, renovasjon, helseinstitusjoner, skoler, vann og avløp, næringsmiddelkontroll, barnehager, havnevesen, brannvern. O.a. Samfunnsansvarlige bedrifter sikrer sine eiere rimelig avkastning på investeringene. Samfunnsansvarlige bedrifter har eiere - som utover et rimelig utbytte - lar bedriften disponere sine ressurser til styrking og utvikling av tjenestene. Samfunnsansvarlige bedrifter har eiere som pløyer det meste av utbyttet tilbake til samfunnet, ikke bare ned i egen lomme. Samfunnsansvarlige bedrifter er opptatt av effektivitet, kvalitet og langsiktighet. Samfunnsansvarlige bedrifter er opptatt av de ansattes situasjon. 4

5 The Profit Maximisation Argument Milton Friedman: Paul Snowden Russell Distinguished Service Professor Emeritus of Economics at the University of Chicago, Nobel Prize 1976 In a free society there is one and only one social responsibility of business to use its resources and engage in activities designed to increase its profits so long as it stays within the rules of the game.. The author calls drivers for social responsibility in business pure and and adulterated socialism adding: businessmen who talk this way are unwittingly puppets of the intellectual forces that thave been undermining the basis for a free society (NY times 1970) Intellectual basis: Basic market theory Formal legalistic theory of regulation Principal agency theory Nylig har The economist gjentatt Friedmans kritikk med stor iver 5

6 Samfunnsansvar og resultatkrav: synergi eller dilemma? Samfunsansvar til tross for Friedmans argumenter? Hvordan kan samfunnsansvaret begrunnes? Hvor langt strekker samfunnsansvaret seg? 6

7 Three ethical platforms for corporate responsibility Aristotle ( BC) Immanuel Kant ( ) David Hume ( ) Actions posses moral worth only when we do our duty for its own sake, not because of its consequences A virtuous person is balanced, neither deficient nor excessive in any dimension Duty Virtue Consequences/ Utility ethics focus on goals rather than actions 7

8 Freeman Participatory & ethical argument Friedman General economic- Legalistic argument Ecological dimension Soci(et)al dimension Value Max. Jensen Elkington Sustainability argument Porter Competitive Cluster argument Profit Max. Moss Kanter: Innovation argument Fombrun Market communication & reputation argument 8

9 The Stakeholder argument CSR Lecture Atle Midttun Edward Freeman: Elis and Signe Olsson Professor of Business Administration Director, Olsson Center for Applied Ethics B.A., Duke University; Ph.D., Washington University Competent stakeholder management turns potential conflicts into negotiations and seeks win-win solutions - thereby avoiding lock in to conflict-situations Successful organisations in the current environment takes multiple stakeholder groups into account 9

10 Enlightened Value Maximisation Michael C. Jensen Jesse Isidor Straus Professor of Business Administration, Emeritus Harvard Business School Logically impossible to maximise in more than one dimension Purposefull behavior requires single value objective function Stakeholder theory refuses to specify how to make tradeoffs among competing interests hence no benchmark performance indicator Stakeholder theory makes managers unaccountable for their actions Enlightened value maximisation uses much of the structure of stakeholder theory, but accepts maximisation of the long run value of the firm as the tradoff between stakeholders Principal agency theory 10

11 The Competitive Contex Argument ctd. Initiative: Increase the pool of qualified individuals through local workforce deveopment agencies Potential Impact: Greater employment of undergreater company penetration of urban markets Factor (Input) Conditions Initiative: Support research efforts at universities to study cost-effectiveness of safer materials for the building and repair of new homes Potential Impact: Improved local and national legislation that reduces losses Michael E. Porter Bishop William Lawrence University Professor Harvard Business School Strengthening Competitive Context Context for Firm Strategy and Rivalry Initiative: Support the development of a high-quality drivers education industry through funding Firmof Mother s Against Drunk Driving competitiveness Potential Impact: Prevention of loss and fatalities from drunk driving Related and Supporting Industries Demand Conditions Initiative: Increase the stock of affordable housing through support for Habitat for Humanity Potential Impact: A growing base of qualified consumers of homeowners insurance The Traditional view: Competitive advantage resides primarily inside a company or in its industry Competitive success depends primarily on company choices Porter s view Competitive advantage (or disadvantage) resides partly in the locations at which a company s business units are based Cluster participation is an important contributor to competitiveness Business may be more 11

12 Customer Image Corporate Identity Names, Self-Representations Community Image The Market Communication and Reputation Argument Charles J. Fombrun Professor of Management at the Stern School of Business of New York University Investor Image Corporate Reputation Employee Image Corporate Citizenship CSR and corporate identity through: Advocacy advertising communicate position on public issues connected to business activity Cause related marketing communicate association with non-profit groups or causes Reputational Capital Opportunity Platform Corporate Performance Fombrun, C. J., Reputation, Harvard Business School Press Safety Net 12

13 The Innovation Argument Rosabeth M. Kanter Ernest L. Arbuckle Professor of Business Administration Harvard Business school Beyond corporate social responsibility to corporate social innovation Company achievement: 1) learning laboratories & pioneer markets, 2)first mover advantages, 3)reputation and political capital Social partnerships as arenas for innovation: Bell Atlantic enabled communication and learning to moove beyond the classroom transforming inner city middle and high school classrooms Union City s scools have become national role models Bell Atlantic found new ways of handling data transmission, refined its goals for video demand; and identified new market for distance learning Other partnerships: Marriott, work training; Bank Boston, community banking; IBM, reinventing education programme. 13

14 The Sustainability Argument John Elkington, Co-founder of Sustainability. Founded in 1987, SustainAbility is the longest established international consultancy specializing in business strategy and sustainable development environmental improvement, social equity and economic development. Sustainable development is necessary and can be profitable: An exploitative business approach will be risky and jeopardise the competitive context in the long run Climate change will have major impacts on profitability and shareholder value, so industry should engage to their own long term benefit Triple bottom line accounting is put forward as a tool: Economic; environmental Social Such accounting provides a basis for sustainable development 14

15 Dramatically greater transparency Revolutionary new forms of corporate political accountability Surprisingly ambitious definitions of social equity and Corporate social responsibility Elkington

16 Plikt, dyd eller nytte? Nytten, kan vi måle den? Har vi informasjonen for å bruke formelen? Kan formelen alltid brukes? 16

17 Plikt, dyd eller nytte? Når vi ikke kan kalkulere nytte tyr vi gjerne til handlingsregler der normer og verdier er viktige. Corporate governance debatten er et eksempel på et følt behov for å sette spilleregler som peker utover førsteordens lønnsomhetsbetraktninger Mediasamfunnet og åpen gjennomlysning krever ryddige styringsprinsipper og ryddig praksis. 17