From Corporate SocialResponsibilit y to Corporate Competitive Advantage
May 2013
Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
1 | P a g e
This Corporate Social Responsibility Strategy for the Agro-Food Industry in Egyptwas created as part of a Diagnostic Corporate Social Responsibility (CSR) study from Heliopolis University for Sustainable Development along with ECRC/UNDP.
For any questions or remarks please contact: maximilian.abouleish@hu.edu.eg
Cairo, May 2013
Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
2 | P a g e
TABLE OF CONTENTS ABREVEATIONS AND ACCRONYMS ............................................................................... 3 ABSTRACT ............................................................................................................................. 5 THE STRATEGIC PATH TOWARDS RENEWAL ........................................................... 7 PART ONE: BURNING ISSUE IDENTIFICATION............................................................................ 7 Background Information on Egypt in Relation to the Agricultural Sector ............................. 7 Challenges Around Integrated Food security ........................................................................ 9 Alarming Realities On The Ground ...................................................................................... 12 Stakeholder Analysis: The Egyptian Agri-Food Industry ...................................................... 16 PART TWO: STRATEGIC CSR AS DRIVER FOR COMPETITIVE ADVANTAGE............................... 19 Strategic CSR: The Relation between CSR, Sustainable Development and Competitive Advantage ........................................................................................................................... 19 Good Governance: The Three Key Pillars of Sustainable Development .............................. 22 PART THREE: DESK STUDY, STAKEHOLDER CONSULTATION, QUESTIONNAIRE ...................... 27 Desk Study: Findings of Current CSR Practice in the Egyptian Agri-Food Industry .............. 27 Stakholder Consultation: Discussing Strategic CSR development in the Egyptian Agro-Food Industry ................................................................................................................................ 29 Questionnaires among Industry Representatives ................................................................ 36 PART FOUR: CSR STRATEGY FORMULATION and IMPLEMENTATION TOOL ........................... 43 Architecture: Vision & Mission of the CSR Strategy ............................................................. 43 The Sustainability Flower: A Strategic Framework For Sustainable Development .............. 45 PART FIVE: ACTION PLAN FOR CSR STRATEGY IMPLEMENTATION ......................................... 51 1. Awareness Raising ........................................................................................................ 51 2. Capacity Building Events .............................................................................................. 51 3. Journal and Knowledge Transfer .................................................................................. 52 4. Quick Assessment of Sustainability Flower .................................................................. 52 5. Social Innovation Process (SIP) ..................................................................................... 55 CONCLUSION ...................................................................................................................... 59 Annex ................................................................................................................................... 60 CSR Questionnaire ............................................................................................................... 60 MEETING MINUTES April 8 th 2013 ....................................................................................... 67 MEETING MINUTES April 18 th 2013 ..................................................................................... 69 MEETING MINUTES May 19 th 2013 ..................................................................................... 71 Quick Assessment Questionnaire ........................................................................................ 74 Bibliography ...................................................................................................................... 76
Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
3 | P a g e
ABREVEATIONS AND ACCRONYMS
AFI Agro-Food Industry CSR Corporate Social Responsibility ECRC The Egyptian Corporate Responsibility Centre ENCC Egyptian National Competitiveness Council HU Heliopolis University for Sustainable Development IBSC Integrated balanced scorecard IAP International Association for Partnership in Ecology and Trade KPI Key performance indicator MDG Millennium Development Goals NGO Non-governmental organization PESTLE analysis Political, economic, social, technological, legal, and environmental analysis SD Sustainable Development SF Sustainability Flower UNDP United Nations Development Program WBCSD World Business Council for Sustainable Development
Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
4 | P a g e
Index and Tables Figure 1: Elements affecting food security in Egypt (adapted by author) .............................. 11 Figure 2: Maximizing Philantrophy's Value ............................................................................. 21 Figure 3: Corporate Involvement in Society: A Strategic Approach ........................................ 22 Figure 4: Strategic Elements of Strategic CSR in the Agro-Food Industry ............................... 43 Figure 5: The Sustainability Flower Framework ...................................................................... 45 Figure 6: Sustainable Development Management Cycle ........................................................ 46 Figure 7: Sustainability Flower Balanced Scorecard System ................................................... 47 Figure 8: The Sustainability Flower Quick Assessment ........................................................... 53 Figure 9: Critical Steps for implementing the SF Quick Assessment ....................................... 54 Figure 10: Overview of SF Quick Assessment Outcome .......................................................... 54 Figure 11: Social Innovation Process Flow .............................................................................. 55 Figure 12: Examples of SF Quick Assessment Questions ........................................................ 74
Table 1: Alarming Realities in the Egyptian Agricultural Sector .............................................. 12 Table 2: Civil Society Stakeholders .......................................................................................... 17 Table 3: Public Sector Stakeholders ........................................................................................ 18 Table 4: Desk Study on CSR Communication ......................................................................... 28 Table 5: Questionnaire Population .......................................................................................... 36 Table 6: Sustainable Development Balance Score Card - Evaluation Methodology ............... 48
Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
5 | P a g e
ABSTRACT The first part examines the societal needs of Egypt nowadays and identifies the most critical burning issues that are related to the Agro-Food Industry (AFI), namely the Water-Energy- Food nexus. The subsequent section highlights the systemic context in which the challenges are embedded. This entails a mapping of all relevant stakeholders relevant for the AFI. In the second part it is argued that strategic CSR can combine business and societal benefits. It is assessed in how far CSR can be much more than philanthropy and even increase corporate competitive advantage. This has a strong link to the concept of Sustainable Development (SD). Furthermore, it is made clear how important good governance is in this context and how this is constituted. A focus lies hereby on stakeholder communication and SD reporting. As seen later communication practice and subsequent stakeholder dialogue is still limited among the majority of AFI companies. In the third part the results from the four general stakeholders consultation meetings, the survey among industry representatives with 42 questionnaires and the online benchmark study on CSR communication practice of local companies are presented. The general findings are that CSR is not new to the industry but it can be used more strategically and also standard application can be extended beyond the usual application relevant for export. In the fourth part, concrete elements of the CSR strategy are presented including a suggestion for a vision and missionthat came out of the stakeholder consultation meeting and interviews with experts and opinion leaders in the field. To give a concrete example of how an implementation of the strategyon company level can look like an integrated balanced scorecard (IBSC) is presentedincluding specific key performance indicators (KPI). This IBSC is called the Sustainability Flower framework. Each chapter contains implications for a CSR strategy in terms of recommended actions and priorities.In the last chapter a summary of the recommendations for the CSR strategy for the Egyptian Agro-Food Industry is presented as follows: 1. A series of awareness raising events regarding CSR are to be held. Specific topics that should be covered include "systemic interrelations of food security challenges" as well as "integrated sustainability reporting schemes", including concepts like ISO 26000, GRI and its supplement framework for food processing, other frameworks used in the industry like the Sustainability Flower framework currently applied by Sekem. Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
6 | P a g e
2. As indicated in a survey done in the industry, training events for companies that want to adopt or improve their CSR programs should primarily cover the following topics: a. in the societal dimension of CSR: health and safety (priority A), employee loyalty and motivation, labor rights; b. in the environmental dimension: energy management (priority A), soil management, animal and plant management; c. in the economic dimension: product portfolio, customer responsibility and relationship, marketing and brand management. 3. The companies of the AFI should be informed about local CSR best practices on a regular basis and share their experiences and knowledge. Hence, a monthly journal on CSR practices as well as sector-wide meetings and visitations are to be introduced. 4. An industry wide introduction of the Sustainability Flower framework is recommended based on a developed quick assessment tool on individual company level. The participation is not mandatory and the quick assessment scope can be adapted to the different company need. The quick assessment is linked to the wider scope of the Sustainability Flower Balanced Scorecard and allows for an effective and holistic assessment of company performance with regard to sustainability issues. Based on that assessment future priorities and areas for collaboration can be identified. 5. An industry-wide social innovation process is suggested, in order to address societal challenges faced by the AFI. According to the industry survey the biggest challenge for Egypt identified is energy scarcity. A social innovation process integrates key stakeholders from different disciplines, cultures, sectors of society, and layers of organization to solve related challenges within the industry and its related stakeholders. The process ensures collaboration of these stakeholders throughout the four phases of social innovation: a. Problem Diagnostics, b. Solution Finding, c. Solution Testing, d. Solution Up-Scaling.
Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
7 | P a g e
THE STRATEGIC PATH TOWARDS RENEWAL PART ONE: BURNING ISSUE IDENTIFICATION Background Information on Egypt in Relation to the Agricultural Sector 1
Egypt produces the following agricultural products: cotton, rice, corn, wheat, beans, fruits, vegetables, cattle, water buffalo, sheep, and goats. The economic situation is quite poor, as Egypt is still underdeveloped. Below are the facts on the Egyptian economy: GDP (ppp) = $537.8 billion GDP/capita = $1,976 GDP annual growth rate = 2.2% Unemployment rate = 13% Youth Unemployment = 24.8% Inflation rate = 7.59% Interest rate = 9.75% Agriculture as a % of GDP = 14.7% (of which 24.5% is derived from livestock) The problems facing Egypts economy, in terms of its agriculture, are a lack of confidence and cooperation between the owners of the land and the tenants, leading to low attention given to land maintenance and deterioration in conditions. Further, the land markets are marked by severe imbalance whilst investment in agriculture is dwindling. Below are some relevant facts regarding Egyptian agricultural production: Wheat production = 8.2 million Mt (metric tons) Corn production = 5.87 million Mt Cattle = 5 million Buffalo = 4 million
1 If not stated otherwise, the information of this chapter has been drawn from FAOs country study on Egypt (FAO 2011). Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
8 | P a g e
Sheep = 5.5 million Goats = 4.55 million Poultry = 96 million Regarding livestock, the vast majority is integrated into crop production, as 83% of cattle and 94% of buffalo are kept on agricultural land. Only 5% of animal feed comes from rangeland, whilst the majority is the Egyptian clover (Berseem), to which 1 million hectares are dedicated to the cultivation of. Berseem is itself not given enough attention to as it is vital to Egyptian agriculture, for the following reasons:86% of Egypts seed exports are Berseem. It improves soil quality by releasing nitrogen. Once mowed, it is used as manure. It fights desalination and has high salt resistance. It does not require pesticides. It is the main forage crop for bees.
Perhaps more importantly, Berseem is the foundation of reclaimed lands. In order to make the desert soil fertile farmers introduce a Berseem and livestock cropping system that introduces nutrients into the soil, and this has become a rule of thumb for successfully cultivating reclaimed lands. With this system fertile soil can be achieved in 3-5 years, faster than any other system. However, Berseem is not invested in. If it were made more efficient, more land usually kept for Berseem could be allocated to other crops such as wheat. Below are the relevant social facts regarding the Egyptian population: Population = 85 million Population under 24 years of age = 50% Population growth rate = 1.92% Literacy = 72% Urbanization = 43.4% Agricultural workforce = 32% (of whom 60% are illiterate) Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
9 | P a g e
The problem facing agriculture is the trend of young people to seek service-sector jobs, often in the cities, contributing to an increasingly aged agricultural workforce. Older farmers are less likely to adopt new technology. However, there is still a lack of work even in the cities so the agricultural workforce does not face a particularly dire threat as of yet. However, the Egyptian peasants (who work the farms) are among the poorest in the population.
In Egypt, there are 89.700 tractors in use. This means on average 1 tractor per 929 feddan which shows the strong technological underdevelopment. Egypts total area is approximately 1 million square kilometers, of which only3.5% is arable. Of the 3.5 million hectares of arable land, 3.276 are in the Nile Basin and Delta. The remainder is rain-fed areas and oases. Its weather is mostly arid, and has little rainfall. Carbon dioxide emissions currently stand at 196.5 million metric tons. Of Egypts agricultural land, 94% is dedicated to annual and rotational crops, whilst 6% is home to permanent crops. 3.53 million hectares are irrigated, representing 99.8% of cropland. 3 million of these hectares use outdated surface irrigation.
Challenges Around Integrated Food security 2
The agricultural sector employs some 40 percent of Egypts workforce and contributes some 20 percent of GDP (MOP, 2012). Egypts food trade deficit of more than US$ 8 billion (CBE, 2011) has a direct impact on its low performance in the macroeconomic environment set of GCI indicators. While policies that address FS&S are essential to reduce this food trade deficit, they are taking on an additional high level of urgency as a result of the looming food security crisis in Egypt.
2 This chapter is taken with kind permission from the Egyptian National Competitiveness Council (ENCC) and its sub-council on Food Safety and Security (FSS) (ENCC, 2013). Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
11 | P a g e
Increasing food prices coupled with reduced effective earnings have increased the percentage of Egyptians living below the food poverty line (extreme poverty) 3 from 3.8 percent in 2004/05 to 6.7 percent in 2008/09 (World Bank, 2011). The development of the agriculture sector is recognized as a prime contributor to inclusive growth and poverty reduction (ENCC, 2008 and 2009), and to food safety, given that it relies on local goods and services and as such indirectly stimulates economy in rural areas (Gavian et al., 2002). The urgency of the need to improve the productivity of the agriculture sector is further enhanced after the January 25 2011 revolution. The January 25 revolution had a few basic simple demands for bread, freedom, dignity and social justice. The bread demand is a reflection of the urgent need of the people to be able to provide decent food to their families, i.e. at minimum, to guarantee food security. While the January 25 revolution was a massive and peaceful revolt of the people, political analysts continue to warn of a second Revolution of the Hungry; one that they anticipate will not be as peaceful. This second revolution is believed to be inevitable if we do not immediately take concrete and significant steps to reform agricultural and other policies that impede Egypts ability to ensure its own national food security. At the heart of this security is the wellbeing of the smaller farmers (4.8 acres or less) who operate 90 percent of the number of farms in Egypt 4 and who form the foundation of this sector. In recognition of the above, ENCCs Food Security & Safety (FS&S) sub-council hasidentified a variety of factors that determine the performance of the agriculture sector in Egypt in general and constitute real determinants for food security and safety in particular (see Figure 1). Government policies and the awareness (or lack of awareness) of the facts by some of the stakeholders, parliamentarians and politicians determine the impact of these factors.
3 Extreme poverty is the inability to meet basic food needs (World Bank, 2011). 4 Some 90 percent of owners own less than 2 ha, 6 percent own between 2-5 ha, and 4 percent more than 5ha (Booz Allen, 2008). Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
11 | P a g e
Figure 1: Elements affecting food security in Egypt (adapted by author)
Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
12 | P a g e
Alarming Realities On The Ground 5
To date, the agricultural sector is one of the largest employers in the country, yet it has failed to develop to its full potential over the last 50 years. The sector makes up some 20 percent of the gross domestic product and 20 percent of exports, employs about 40 percent Egypts workforce, and is a source of income for about 55 percent of the population, according to the Central Agency for Public Mobilization and Statistics. The most alarmingalarming realties are presented in the table below: Table 1: Alarming Realities in the Egyptian Agricultural Sector
5 This chapter is taken with kind permission from the Egyptian National Competitiveness Council (ENCC) and its sub-council on Food Safety and Security (FSS) (ENCC, 2013). Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
13 | P a g e
Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
14 | P a g e
It is worth noting that - in addition to the above alarming signals - crop wastage in Egypt is considered one of the highest in the world, both in grain and perishable crops, due to an inadequate supply chain mechanism. Lack of mechanization in the field, improper handling, insufficient cold storage and pack house facilities, in addition to the low intake of water and the low intake of the food industry from agriculture produce. All these factors contribute to the unjustified wastage up stream. In addition to that, improper channels of distribution and refrigerated display contributes further to the wastage phenomena downstream. Only 1% of retail outlets in Egypt are considered, organized modern trade, where as 99% of outlets belong to the informal economy. A good part of the problem is land allocation for developers of modern trade facilities close to population centers and likewise with regards to logistic centers close to production areas. It is estimated that the reduction of wastage to the internationality acknowledged levels can contribute up to 1% growth in Egypt GAP. Handling procedures are not fully recognized in Egypt. Here agriculture may be characterized as disjointed. Production is not linked with marketing. With perishable crops like fruits and vegetables, storage, packaging, transport and handling technologies are practically non- existent. Hence, considerable amounts of produce are lost. Thus, as more fresh fruits and Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
15 | P a g e
vegetables are needed to supply the growing population in Egypt, and as more produce is transported to non-producing areas, and as more commodities are stored longer to obtain a year-round supply, post-harvest loss prevention technology measures become paramount. It is distressing to note that so much time is being devoted to the culture of the plant, so muchmoney spent on irrigation, fertilization and crop protection measures only to be wasted about a week after harvest. It is therefore important that post-harvest procedures be given as much attention as production practice; beginning with planting until the product reaches the consuming public. All these mentioned challenges are priorities to be tackled jointly from the private, public and civil sector. It describes excellent field of engagement in terms of strategic CSR and it is highly recommended to coordinate the actions of the AFI together with the ENCC sub- council on FSS.
Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
16 | P a g e
Stakeholder Analysis: The Egyptian Agri-Food Industry Private Sector Companies Link Alfa Misr www.alfamisroil.com Al shams Group www.al-shams-group.com.eg Aratco www.aratcoegypt.com alAhram Beverages www.alahrambeverages.com Belco www.belco.com.eg Consukorra www.consukorra.com Kraft Foods www.mondelezinternational.com Daltex www.daltexcorp.com Danone www.danone.com Edita www.edita.com.eg Farm Frites www.farmfrites.com.eg Hashem Brothers for oil and aromatic products www.hashembrothers.com Magrabiagri . MAFA www.magrabi-agriculture.com Mansour Group for distribution www.mansourgroup.com Nestle Egypt www.nestle.com.eg Rich Bake www.richbake.com Sekem www.sekem.com Sobh for food industries & Cold stores www.sobh.com.eg Unilever www.unileverme.com
Associations Link
CFI (Chamber of Food Industries) www.egycfi.org.eg Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
17 | P a g e
EBA (Egyptian Business Association) www.eba.org.eg EJB (Egyptian Junior Business www.ejb.org.eg Egyptian Federation of Industries www.fei.org.eg GACIC (German Arab Chamber of Industry and Commerce) www.ahkmena.com HEIA www.heiaegypt.com Civil Society Table 2: Civil Society Stakeholders Civil Society Abbreviation Link End Water Poverty http://www.endwaterpoverty. org/ Global Water http://www.globalw.com/ IRC International Water and Sanitation Centre IRC http://www.irc.nl/ WaterAid http://www.wateraid.org/uk Food and Agriculture Organisation of the United Nations, Egypt FAO- Egypt http://www.fao.org/index_en. htm Deutsche GesellschaftfrInternationaleZusammenarbeit, Egypt GIZ-Egypt http://www.giz.de/en/ United Nations Development Programme UNDP http://www.undp.org/content /undp/en/home.html International Fund for Agricultural Development IFAD http://www.ifad.org/ Arab Water Council AWC http://www.arabwatercouncil. org/ World Water Council http://www.worldwatercounci l.org/ United Nations Educational, Scientific and Cultural Organization UNESCO- Cairo http://www.unesco.org/new/ en/ International Center for Agricultural Research in Dry Areas ICARDA http://www.icarda.org/ Japan International Cooperation Agency JICA http://www.jica.go.jp/english/ Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
18 | P a g e
Arab Region Environmental Information Network AERIN http://www.irc.nl/page/6610 Centre for Environment and Development for Arab Region and Europe CEDARE http://www3.cedare.int/ International Development Research Centre IDRC http://www.idrc.ca/EN/Pages/ default.aspx Holding Company for Drinking Water and Wastewater HCWW http://www.hcww.com.eg/en /Content.aspx?ID=1 Nile Basin Capacity Building Network for River Engineering NBCBN-RE http://www.nbcbn.com/ World Health Organisation Regional Office for the Eastern Mediterranean EMRO http://www.emro.who.int/ United Nations Water http://www.unwater.org/ Egyptian National Competitiveness Council ENCC http://www.encc.org.eg/
Public Sector Table 3: Public Sector Stakeholders Public Sector Abbreviation Link Ministry of Water Resources and Irrigation MWRI http://www.mwri.gov.eg/ National Water Research Centre NWRC http://www.nwrc-egypt.org/ Ministry of Agriculture and Land Reclamation MALR http://www.agr- egypt.gov.eg/En_Default.aspx Ministry of State for Environmental Affairs EEAA http://www.eeaa.gov.eg/ National Association of Water Companies NAWC http://www.nawc.org/ Egyptian Public Authority for Drainage Projects EPADP http://www.epadp.org.eg/ Water User's Associations WUAs
Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
19 | P a g e
PART TWO: STRATEGIC CSR AS DRIVER FOR COMPETITIVE ADVANTAGE Strategic CSR: The Relation between CSR, Sustainable Development and Competitive Advantage There is an obvious connection between the private sector and its activities and the sustainability of a nation. Companies can be considered as the main driver behind economic growth and they affect natural resource depletion and social conditions in a society substantially. In this section the focus lies on deriving an ethical need for companies to adopt the genuine wealth approach that was discussed for the national level. The social contract theoretical view of the corporation defines it as a group or a chain of implicit and/or explicit contractions between individuals and groups. 6 The stakeholder theory sees corporations involved in the social system and to the new social contract 7
which presents a mix of reciprocal expectations of the role and responsibilities of each of the involved parties in a corporate and social environment. These expectations are for instance articulated by the European Commission and ask corporations, in addition to economic and legal rights or duties, to perform social, ethical and environmental responsibilities. 8 This basically means that companies should also act in the interest of stakeholders. 9
Porter together with Kramer came up with an article on this topic called Strategy and Society: The Link Between Competitive Advantage and Corporate Social Responsibility (Porter, 2006). The authors basically see no inherent contradiction between improving the companys competitive context and making sincere commitment to bettering society. They criticize that many firm have an approach to CSR that is disconnected from business and misses the greatest opportunities for companies to benefit society. For the authors the more closely tied a social issue is to a companys business, the greater the opportunity to leverage the firms resources and benefit society. (Porter, 2006, p.88)
6 Jensen (1976), p. 42 7 Carroll (1999), p. 43 8 European Commission (2001), p. 13 9 According to Freemans widely referred definition [a] stakeholder in an organization is (by definition) any group or individual who can affect or is affected by the achievement of the organization's objectives. Freemam (1984), p. 46 Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
21 | P a g e
The logic of the authors builds on Porter's concept of the National Diamond of Competitiveness. The four elements of a national competitive diamond are: (1) Factor Conditions; (2) Context for Strategy and Rivalry; (3) Related and Supporting Industries; and (4) Demand Conditions. Factor Conditions High level of productivity depends on trained workers, high-quality scientific and technological institutions, adequate physical infrastructure, transparent and efficient administrative processes (such as company registration or permit requirements), and available natural resources (like water). Implication for CSR strategy: (1) Organize position papers and lobby work; (2) Engage in water efficiency monitoring activities along the value chain Demand Conditions: With demand condition Porter describes the size of the local market, the appropriateness of product standards, and the sophistication of local customers. Sophisticated customers enhance a region's competitiveness by providing companies with insight into emerging customer need and applying pressure for innovation. Implication for CSR strategy: (1) Organize position papers and lobby work; (2) Start customer education awareness on sustainability impact on products standard development
Context for Strategy and Rivalry: This dimension includes the rules, incentives and norms that govern competition in a region or in a nation. These can have a great influence on productivity. Government policies that encourage investments, protect intellectual property, open local markets to trade, break up or prevent monopolies and cartels, and reduce corruption make a location more attractive to business. Related supporting Industries: High quality supporting industries and services that are nearby can enhance a company's productivity a lot. Using distant suppliers via outsourcing is of course possible in our globalized world but using capable local suppliers of services, components, and machinery is more efficient. The reason is because proximity enhances responsiveness, exchange of Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
21 | P a g e
information, and innovation. This comes on top of the benefits of lower transportation and inventory cost. Implication for CSR strategy: (1)Include supply chain in the awareness and capacity building processes and also report on total social and environmental product footprint. Finding the best synergy between the two extremes of pure philanthropy and pure business is one key for management to identify the what of corporate sustainability management. The desired array of actions is illustrated in Figure 2 as the brightly shaded triangle area. Figure 2: Maximizing Philantrophy's Value
Source: Porter (2006) This synergetic value creation is also supported by the findings of Post: According to the Stakeholder View, the critical challenge for contemporary management is recognition of the mutual interests among the firm and its stakeholders, leading to the development of consistent and supportive policies for dealing with them. (Porter, 2006, p. 91) It becomes clear that Porter et al clearly do not see companies responsible for all the worlds problems. In their eyes a companys main contribution for society is to contribute to a prosperous economy.
Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
22 | P a g e
Figure 3: Corporate Involvement in Society: A Strategic Approach
Source: Porter, 2006, p. 88 In their analysis Porter and Kramer focus more on the social aspect of CSR and corporate philanthropy. This is inherent in their external perspective because the improvements in the competitive context are mainly related to social stakeholders. Still, Porter et al would rather not agree to the social contract per se and see an ethical obligation to do CSR. Engaging in this field is only justified by the motivation of maximizing profit which is in their eyes the main task of a corporation. Porter and his colleague for instance did not point out the need to incorporate the social dimension into the measurement of success. Their rationale is that a healthy society creates expanding demand for business. Good Governance: The Three Key Pillars of Sustainable Development Hess' (2008) approach presents a New Governance regulation for firms that focuses on decentralized, participatory, problem-solving-based approach to regulation that foresees three necessary requirements for social reporting in order to be effective: disclosure of material information, dialogue with stakeholders, and the moral development of the firm. He considers social reporting as the crucial driver to make corporations more sustainable provided it is done right. Hess' governance based approach lies between the traditional command-and-control regulations and private market approach (which would be only voluntary reporting). 10 In
10 "Using regulation to achieve sustainable economic development faces significant challenges. The failings of traditional, command-and-control regulation have been covered extensively in the legal literature and include arguments of inefficiency, over-deterrence, normative legitimacy, significant time delays in responding to new harms or changing societal expectations, limitations of enforcement (e.g., discovery of compliance failures), and focusing only on minimal, technical compliance with regulatory standards rather than encouraging corporations to work toward higher goals that their Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
23 | P a g e
response to the shortcomings of both markets and traditional regulation, he suggests a new approach that complements and also replaces traditional regulation. Disclosure and not Dissembling This requirement asks companies report on all relevant and material information that is related to the company's environmental and social performance and policies. This is the basis for an "action cycle" This cycle starts with (1) the company discloses new information, then (2) stakeholders process the information and then they (3) decide how to react on the information. Afterwards, (4) companies take into account the alteration of behavior and (5) respond accordingly. With each new report or disclosure action that reflects on the changes made the action cycle starts again. Proper disclosure fails when companies do not report true information, or only report what is good for them and leave the bad news unreported, or do not provide enough context information to interpret the presented information right. Hess calls this dissembling. Another dissembling practice is to report on policies but not providing any information in how far these policies got implemented. Empirical evidence shows that more and more firms are dissembling their information in their social reports. Hess describes this as a "form over substance problem" which interestingly comes from the stakeholder's demand for information. "The greater the public intolerance for corporate irresponsibility, the greater the costs to the firm if it discloses negative information. This leads to the ironic result that the more stakeholders want information and tend to act upon it, the less willing firms are to disclose such information." Often a firm's voluntary disclosure about their social and environmental performance has nothing to do with their actual social and environmental performance. Gray remarks that in practice many companies issue a superficial presentation of data that does not cover all aspects of sustainable development and therefore no sensible judgement on the basis of an organizations reporting in their Sustainability Reports on whether or not the organization was unsustainable. Standardization yes but mandatory? Hess also recognizes the danger in the existing voluntary reporting frameworks like GRI. They could actually prevent the establishment of stronger mechanisms like stronger regulation that make some social and environmental
capabilities make attainable." At the other extreme, markets have well-known failings of their own. Simply stated, the general concern is that "private markets cannot be relied on to give appropriate weight to public interests over private ones without active public involvement."'" Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
24 | P a g e
information disclosure mandatory. The big danger is that companies can freely select what they disclose. The application of reporting standards and the completeness of that reporting are, at best, uneven. Therefore the widespread upbeat claims about the quality, diversity and incidence of reporting on sustainability that are not carefully qualified might be thought to be, at best, misleading. Equally, any report which only covers selected elements of an organizations activity around a concept that it blatantly fails to define might, and not entirely unkindly, be thought a trifle dishonest, perhaps? Paul Hawkenanalysed the socially responsible investment (SRI) industry and found out that the existing SRI mutual funds have no common standard, definitions, or codes of practices. Even companies like Enron, McDonalds, General Electric, Lockheed Martin, and over 90 percent of Fortune 500 companies could be found on the lists of SRI funds. In other words, the cumulative investment portfolio of the combined SRI mutual funds was virtually no different than the combined portfolio of conventional mutual funds. (Hawken, 2004, p.17) Implication for CSR strategy: (1) Improve CSR reporting and in the best case integrate this into sustainable development reporting scheme on company level; (2) Harmonize the reporting standards and frameworks among AFI companies and assure comparability of selected indicators to allow for benchmarking as well as best practice exchange. Dialogue and not Directing The element of dialogue between the company and its stakeholders is focused on problem- solving and continual improvement. It is important that throughout the dialogue process consensus building about the underlying norms and goals of the company's operations takes place. This is currently not addressed through the traditional reporting frameworks. There should be a reflection of what the stakeholders suggest and a transparent determination which suggestions are implemented and which not. The dialogue should provide justifications for the company's actions. In other word the companies should address their legitimacy to operate in society. Unfortunately, the reality looks different. The KMPG surveyof large corporations in 2009 found out that 32 percent of firms search feedback from their stakeholder and only eight percent gave feedback to them in public. This leaves the meaningfulness of the remaining 92 percent companies with their stakeholder questionable. Hess actually concludes that companies are directing the process of stakeholder dialogue to limit stakeholder Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
25 | P a g e
participation and power. But without power stakeholder cannot effect change from dialogue. Hess remarks a tendency of corporation to even ignore comments of less-powerful stakeholders. The problem is that without a proper dialogue it is not possible to guide a multi-stakeholder, open-ended discussion about the company's progress towards sustainable development. Implication for CSR strategy: (1)Establish platform for stakeholder dialogue based on reporting initiatives; (2) come up with process for industry wide coordination of activities through mutual priority setting based on stakeholder needs assessments. Development and not Decoupling The aim of the New Governance Reporting is to improve corporate sustainable development. It relies on the assumption that a huge part of corporate sustainable development is not only enforced by external pressure but must come from inside the company through a self-critical reflection of its behavior, processes and organizational norms that are the basis for decision making. Hess speaks of the "moral development" that should be part of the strategic management that takes information from the environmental and social accounting process into account. This development is also part of the criteria for internal resource-based competitive advantage described in section 3.5.2. The pillar development requires that companies incorporate social and environmental information into their policies and practices in a meaningful way. It is a big problem if companies use reporting only for cosmetic reasons and that the information is decoupled from their actual operations. One form of decoupling is known as "Greenwashing" which reduces social reporting to a superficial public relation (PR) strategy. Hess points out that this decoupling cannot only create external distortion but also may cause a false impression internally. A sign of decoupling is when people from insight and also from outside the company attest that the corporations communication and reality are two different worlds. Disclosure, Dialogue and Development should work closely together to create an effective form of New Governance regulation. What could have been seen is that the current tendencies of dissembling, directing and decoupling are counterproductive forces that prevent companies form becoming sustainable. Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
26 | P a g e
Implication for CSR strategy: (1)Incorporate sustainability indictors into company governance and receive assistance and training to do so; (2) come up with integrated Balanced Scorecard System to track development over time.
Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
27 | P a g e
PART THREE: DESK STUDY, STAKEHOLDER CONSULTATION, QUESTIONNAIRE Desk Study: Findings of Current CSR Practice in the Egyptian Agri-Food Industry
A comparative study of international and Egyptian companies in the agro-food industry within the scope of the CSR Diagnostics study showed that: International companies are dealing with CSR on corporate level regardless the sustainability of their core business model, The majority of Egyptian companies have rather a philanthropical approach rather than a strategic CSR approach, The majority of Egyptian companies in the Agro- Food industry do not have a published report on social, environmental and economic data, The majority of Egyptian companies in the Agro-Food industry do not have any communication about their CSR activities in form of a document Only some Egyptian companies in the Agro-Food industry report on their CSR activities online, In general, there is no coordination between companies CSR activities in one industry,
See overview on findings coming out of the online desk studybelow:
Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
28 | P a g e
Table 4: Desk Study on CSR Communication
Implications for the CSR strategy: There is an urgent need for communication on the companies CSR activities. This requires adequate documentation and measurement activities about the CSR activities among the companies in the Egyptian AFI.
Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
29 | P a g e
Stakholder Consultation: Discussing Strategic CSR development in the Egyptian Agro-Food Industry The following events took place in order to come up with the content of the CSR strategy. It has to be mentioned that Heliopolis University, through its strong partnership together with Sekem Holding, has a long history of engaging with CSR in the Agro-Food Industry. Workshop 1: International Stakeholder Meeting Date: 18-20 th January 2013 Participants: International Association for Partnership in Ecology and Trade (IAP): In 1996, the network was established by SEKEM and several of its long-term European business partners to create a dynamic interaction between farmers, producers, and traders with the goal to provide consumers with high quality organic products. The IAP is a cooperation forum for organic agriculture that enhances commitment to nature and a higher food quality. The partners have cooperated since 1984 to strengthen the basis for biodynamic and organic agriculture world-wide. IAP members exchange market information, plan strategic initiatives for marketing of organic products, finance new projects and strengthen existing ones. These actions are taken to facilitate the development of organic cultivation movements across the world. The partners try to meet four times annually to evaluate progress, implement decisions, and discuss new strategies. Currently, there are 14 constant members who are all high-level businessmen in their respected companies.
Outcome: Discussion of the challenges of the current economic system and the need for a paradigm shift, Formulation of the need to define agriculture in wider terms and to see behind the basis for societal development (see later vision& mission of agriculture for the future), Commitment to support the movement beyond the organic communities and to search for open dialoguewith any other form of agriculture.
Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
31 | P a g e
Workshop 2: Local Stakeholder Meeting I Date: 8 th April 2013 Participants: AminaGhanem ENCC Executive Director Maryam El Masry HU Fundraising Specialist EssamSelim IBIS Chairman MamdouhAboulEish ISIS General Manager AshrafAdawy Al Rashidi El Mizan Maintenance ImanTawfik El Agroudy Cesam Foods- Supply Chain Manager Mohamed Riad Chamber of Food Industries Technical Specialist Khaled Gasser Egreen - General manager Heba Ibrahim Aratco Export Manager Assistant Ibrahim Saad ISIS Ahmed Rashad Sekem for Land reclamation general manager Abdel Dayem Libra General Manager Ismail Aoul el eish ISIS Food Factory manager Sameh Abdel Hamid El Mizan Production Manager Gehad Salem Lotus Organic General manager HatemShafie Sekem Holding CFO Kadria Abdel Motaal HU research Director Naglaa Ahmed Eco Tech, sustainable Development AkramMarwan ECRC/ UNDP UNGC officer RashaWahieb HU Lecturer
Outcome: CSR strategy was presented to workshop participants by HelmyAbouleish (see Annex), In the discussion it came out that: o There should be a quick win situation for both the company and employees. This means to help employees to get more involving in applying CSR activities instead of enforcing them. o Awareness campaign should be arranges for companies to apply CSR, this will clarify advantages for example: The company will gain a good reputation in local and international markets Resources management improvements Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
31 | P a g e
o Awareness campaign should focus on strategic CSR: how to gain profit but also to serve the society, o Government should participate also in CSR application, o Bigger companies can contract small farmers for long term period and help them to improve cultivation practices and in order to get better selling prices, o Decoding of CSR to reach all levels from labors to higher level of management in each company is necessary.
Workshop 3: Local Stakeholder Meeting II Date: 18 th of April 2013 Participants: Mr. Maximilian Abouleish, Social Innovation Centre, Heliopolis University Mrs. Naglaa Ahmed, Sustainable Development Department, Sekem Mr. Yousry El Tenawy, Food Sector managing Director , CFI Mr. Mohamed Riad, Technical specialist CFI Mr. Youssef Maher, Export Manager, Al Ahram Beverages Mr. Ahmed Refaay, Operation Manager , Farm Frites Egypt Eng. Yossef Ali, Quality Management Daltex Mrs. Ola Lotfy, Corporate affairs Manager , Kraft Foods Mr. MahmoudGhanem, Kraft Foods Mr. FathiGaber, Arama
Outcome: CSR strategy was presented to workshop participants by Maximilian Abouleish It was offered that Heliopolis University and other members can use CFI as a marketing platform for marketing CSR idea through CFI network, CFI can provide communication channel such as journal and newsletter to spread information about CSR activities, A CSR initiative would allow for pooling resources and distributing competences according to strengths of partners, Kraft foods, discussed the support of establishing a factory for recycling paper, Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
32 | P a g e
Introducing the Sustainability Flower network through a Quick Assessment would help participants in the CSR initiative to establish a learning framework hat helps for mutual learning, benchmark and communication, It was agreed to have regular monthly meetings with a rotating host organization, CFI invites all CSR initiative members to provide information about own CSR best practice in order to come up with a CSR best practice catalogue of the Agro-Food Industry, The strategy needs to be further discussed and simplified in order to be able to communicate it to all levels of employees, Need for further discussing the Sustainability Flower framework, Heliopolis University can offer trainings or summer school for CSR and technical support for implementing Sustainability Flower framework, especially with the data collection (e.g. soil assessment)
Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
33 | P a g e
Workshop 4: Local Stakeholder Meeting III Date: 19 th of May 2013 Participants:
Mr. HelmyAbouleish, Sekem Vice President & CEO Mr. HatemElShafie, CFO Mr. Max Abouleish , Sustainable Development Manager Mrs. Naglaa Ahmed, Sustainability Department Mrs. RashaWahieb, Lecturer Heliopolis University
The following members of ECRC were present : -
Mrs. SherineElShorbagy Mr. AkramMarawan Miss Sara ElRafie Miss Alia Wagih
Te following attendance from Agro Food companies and other sectors were present : -
Mis Mona Fouad , Kraft Foods Mr. MohmoudGanem , Kraft foods Mr. Ahmed Refaai, farm Frites Mr. KhalilNasrallah, Wadi foods Mr. Mohamed Riad , CFI Miss Christine Samir, Consukurra Miss Nancy Gerges, Al Ahram Beverages Mr. MufaddalSeifEldin, Wahba Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
34 | P a g e
Mr. Ali Hussien, Wahba Mr. Mohamed Fares, Wahba Mr. Omar Abdin, Leafs Egypt Mrs. SherifaRashad , Leafs Egypt Mr. Bernard Rohkemper, GIZ Mr. GregorSchueler, GIZ
Outcome: CSR can be much administrated, through the sustainable development flower framework which reduce effort while offer a tool What is the entity to promote sustainable development flower Is there a point to share experiences of companies which have CSR One of the comments to indicate water , child labour, labour rights etc. are important issues , how to deal with it ? We need to know what are the other projects of CSR to avoid duplication ECRC involved in the CSR sharing by government , but private sector has to concentrate on their role as a stakeholder. Activities, measurements have to be developed .its not essential at this stage to involve government at lease to gather ideas and strategy to start with. Where is the policy angel. Resource pooling & benchmark are required to map best approaches to avoid double efforts To start CSR initiatives from bottom to top levels of management and also to be more easier for understanding Do we have possibility of how we continue CSR approach in umbrella of CFI which can play a role to its member behave Many of the international clients asked to fulfill some requirements indicated under CSR like water & carbon footprint. There must be compliance with some standards most of the exporter see that this is additional cost and efforts and not increasing sales Is it a way of competitiveness ?of course yes, as you will learn to use it as a tool for business sustainability for the future. Competitiveness is to stay longer in the market at the same time it is a way of change To start each company its priority and how to get use of CSR pillars in the industry and all companies to form a cluster. Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
35 | P a g e
Each company can stick a label of CSR initiatives like ( i.e. product has carbon footprint less, not using child labour ). Product tracing tools including sustainable development flower and KPIs. ISO and global compact can develop indicators There are principals and standards to follow but the problem is that the companies dont know where to start There is no certain definition of CSR but for example if you apply ISO 26000 guidelines you can define your CSR activities like what you can do to develop water and labors How much this comprehensive work on this meeting to find a way to increase productivity and apply CSR Examples : water scarcity and growing organic If you grow organic and will find that you are using less quantity of water comparing to conventional growing. There will be CO2 tax and this will increase competitiveness Most of the companies who dont have time or team to work on CSR so they can hire NGO to apply it
Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
36 | P a g e
Questionnaires among Industry Representatives This chapter presents the findings from the questionnaire distributed to different companies from the AFI. The sample size was 69 individuals from 11 companies. Table 5: Questionnaire Population Company Name Number of Questionnaires Aratco 5 ATOS 5 Daltex 1 El Shams Group 4 ISIS Foods 6 ISIS Herbs 6 Juhayana 7 Magrabi 1 NatureTex 7 Total 42
Pending Questionnaires 78 Status: 01.05.13 Comment: The original questionnaire can be found in the Annex. Q3: The majority of the respondents of the questionnaires (75%) were manufacturers, followed by (17%) suppliers and the remaining 6% were farmers and 2% retailers.
- Q5: The majority of the respondents of the questionnaires (43%) work in companies with 201-500 employees, followed by 38% of the companies employing between 51 and 200 people, then 15% employing more than 1000 and only 2% between 501 and 1000 employees.
Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
37 | P a g e
- Q6: Concerning the concept of CSR, 37% of respondents replied that they already have a CSR program and 20% stated that they actively think about it and aim to establish one. 22% of stated that they have been exerting some effort to better understand its pros and cons. Only 10% mentioned to have only little knowledge about the subject and 12% said that they have no idea of what CSR is. Implication for CSR strategy: General CSR awareness and clarification session needed for almost half of the companies
- Q7: Almost half of the respondents believe that CSR in companies should be implemented in a cross functional department collaboration manner, followed by 33% who think that the CSR department should exist as an independent department, the remaining 18% have no precise organizational structure for a CSR department in mind.
- Q8: The majority of 32% of respondents have the opinion that CSR should be addressed towards the companys employees, followed by 23% who find that local communities should have priority in CSR activities, 14% think CSR should go towards the companys customers, and the remaining 10% think the government needs should be addressed, 9% think shareholders needs should be prioritized, 7% believe that CSR should address the companys suppliers, and 5% vote for NGO support. Implication for CSR strategy:Focus of CSR actions on companys employees and community relevant for company.
- Q 9: Regarding the question of why the respective company of the respondents is interested in applying CSR, 17 % checked that this would improve their business performance, followed by 16 % who want to increase their competiveness, 12% indicate that CSR would be aimed to charity and for environmental concerns relating to products or services, 10% checked that this would solve social concerns related to products and services, 8% want to attract new investors, 7% would do it for legal or regulatory obligations, 6% want to use it as a differentiation opportunity, 5% because of customers demand and another 5% because of community pressure, and the remaining 2% want to do CSR because of information demand by stakeholders
Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
38 | P a g e
- Q 10: Regarding the objective of CSR activities with respect to the addressed stakeholders, the majority of 24% chose that it will be for social care and workers, followed by 19% to internal business performance improvement, 15% for social and environmental impact assessment and another 15% for attracting and/or retaining talented personnel, then 14% for analyzing stakeholders needs and expectations, 5% for the provision of a holistic reporting effort, and the remaining 8% are divided into two equal groups, first for the provision of a future oriented business perspective and second for benchmarking. Implication for CSR strategy: CSR activities should achieve the following: Benefit the social conditions of workers Improve business performance Be transparent on companys social and environmental impact on community and environment
- Q11: Regarding the qualitative objective of CSR activities with respect to their company, the response of the majority of 23% of respondents was to enhance innovation potential and creativity, followed by 22% of respondents was strengthening the corporate culture, 21% to enhance employee commitment, 16% to enhance as internal and external communication tool, 10% internal and external information provision, and 7% input on strategy formulation and assessment.
- Q 12: Concerning the quantitative objective of the CSR activities with respect to their company, the majority of the respondents of 24% checked to increase productivity efficiency, followed by 19% to increase resource efficiency, 17% to reduce customers complaints, 12% to reduce accident, 10% to improve the energy balance, 9% to increase stakeholder engagement, 4% to reduce rejects, and 4% to increase delivery reliability. Implication for CSR strategy: CSR activity should target productivity and resource efficiency
- Q 13: The majority of 81% of respondents said that their companies adopted and implement a code of ethics or code of conduct, the remaining 19% negated this. Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
39 | P a g e
Implication for CSR strategy: Workshop for benchmarking Code of Ethics or Code of Conduct among Companies to learn from each other and to come up with industry-wide guidance document.
- Q 14: The majority of 91% of interviewees said that their company has drawn up an environmental friendliness policy and objectives, while 9% negated this. Implication for CSR strategy:Rotating show-case events forbenchmarking environmental friendliness policies and objectives to learn from each other and to spread best practices.
- Q 15: The majority of 97% of interviewees said that their reporting system already encompasses environmental and/or social and/or sustainability indicators, the remaining 3% negated this. Implication for CSR strategy: Workshop forbenchmarking environmental and/or to learn from each other and to come up with industry-wide guidance document.
- Q 16: The majority of 33% of interviewees adhere to ISO 9001 standards in the field of environmental, social and human rights, followed by 27% who adhere to the OSHAS 18001, followed by 22% who are ISO 14001 certified, 4% adhere to the UN Global compact, another 4% to the universal declaration of human rights, 3% follow ISO 26000, another 3% GRI, and the remaining 1% follow the OECD guidelines. Implication for CSR strategy: Awareness event for other standards related to CSR, sustainability and agriculture other than ISO 9001, OHSAS 18001 and ISO 14001. Furthermore, assistance of implementation of other standards is needed.
- Q 17: About the social dimension in the CSR activities of the respective company, 13% chose health and safety, 12% employee loyalty and motivation, 11% labor rights, 10% training and education, 8% diversity and equality, another 8% awareness raising and policy management, 7% employee self-fulfillment and vitality, another 7% cultural rights, 6% research and development, another 6% communication and reporting activities, 5% community management and another 5% charity management, and the last 3% chose governance and compliance. Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
41 | P a g e
Implication for CSR strategy: Concerning social dimension for related training events health and safety has been prioritized, followed by employee loyalty and motivation and labor rights
- Q 18: About the economic dimension in the CSR activities of the respective company, 14% chose product portfolio, 13% customer responsibility and relationship, 12% marketing and brand management, another 12% formulation of corporate vision, mission and values, 10% innovation management, another 10% economic value distribution, 9% partner and supply chain management, another 9% business expansion and investor attraction, then 6% organizational process management, and the last 4% chose enhancement of corporate governance. Implication for CSR strategy:Concerning economic dimension for related training events product portfolio has been prioritized, followed by customer responsibility and relationship and marketing and brand management
- Q 19: About the environmental dimension in the CSR activities of the respective company, 19% chose energy management, 15% soil management, 14% plants and animal management, 12% water management, 11% waste and hazardous materials management, 10% communication and reporting of environmental performance, another 10% chose the establishment / support for an environmental management system, and the last 9% chose management of greenhouse gas emissions and mitigation of climate change. Implication for CSR strategy:Concerning environmental dimension for related training events product portfolio has been prioritized, followed by customer responsibility and relationship and marketing and brand management
- Q 20: Regarding the issue of whether the respective company has interest in joining a National CSR Network, 56% checked that it is very much interested, 44% chose perhaps, and no respondents ticked no. Implication for CSR strategy:Huge interest in National CSR network.
- Q21: Regarding the question of what the respondent expects from joining a National CSR Network in terms of benefits, 16% chose sharing experience and case studies, another 16% anticipate CSR assessment and consultancy to develop CSR strategy, Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
41 | P a g e
15% chose training workshops, 14% cooperation among organizations and another 14% anticipate CSR certifications, 9% ticked information on CSR, another 9% on starting coordinated industry initiative on CSR, and the remaining 6% chose management tool. Implication for CSR strategy: Focus CSR activities on: 1. Sharing experience and case studies 2. CSR assessment and consultancy to develop CSR strategy 3. Chose training workshops
- Q 22: Regarding the question of how and whether the interviewee expects CSR to pay back, 45% believe by both decreasing production cost and adding value, 26% think by improving company image in general, 13% ticked by adding value to products, 6% think by decreasing production cost per unit, and only 10% dont expect CSR efforts to pay back.
- Q23: Regarding whether companies should align their business model to the needs of the society in order to stay competitive, 55% of the interviewees fully, 38% partly agreed, 3.5% did not agree, the last and 3.5% did not know. Regarding the statement that CSR and the concept of corporate sustainable development are the same, 28% indicated they did not know, about 38% partly agreed to that statement and another 35% agreed fully. The statement that a company that serves the need of society does not need CSR was refused by 44.5% of respondents, 17.4% did not have an opinion, 9% partly agreed, and about 31% fully agreed to this statement.
- Q24: By mistake the same as Q23
- Q 25: The question of the biggest challenges for the respective company in the coming 5 years, the majority of the respondents of 26% checked raising raw material and other input costs, followed by 25% who think it will be stronger competition on the market, 21% who think it will be finding qualified employees, 20% raising energy costs, 4% think its decreasing demand, and only 3% think that the biggest challenge in the next 5 years will be stronger social and environmental laws and regulations. Implication for CSR strategy:In order to solve biggest company challenges with CSR activities the focus should lie on: Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
42 | P a g e
1. Reduce raw material and other input cost 2. Distinguish Company from (international) competitor
- Q 26: To the question of what the biggest current challenge is that Egypt is facing, the majority of 27% chose energy scarcity as the currently biggest challenges for Egypt, followed by 21% who chose high unemployment, 19% who think its education quality, 17% water scarcity, and the remaining 15% food scarcity. Implication for CSR strategy:In order to solve biggest challenges from Egypt with CSR activities the focus should lie on: 1. Energy scarcity 2. High Unemployment
- Q27: To the statement that various organic agricultural methods contribute to the high carbon sequestration rate of soils and to minimized emissions, the majority of 39% fully agreed, 32% did not know, and 29% partly agreed. To the statement of whether Organic Agriculture makes farms and people more resilient to climate change, due to its water efficiency, resilience to extreme weather events and lower risk of complete crop failure, 50% fully agreed, 20% did not know, and 20% partly agreed whereas 10% did not agree. To the statement that Organic Agriculture builds up soil instead of fostering land degradation and therefore contributes to global Food security, 63% of the respondents fully agreed, 22% partly agreed, and 16% did not know. The last statement that Organic Agriculture is in the long run more competitive than conventional agriculture, was fully agreed to by 62% of respondents, while 15% partly agreed, 15% did not know, and the final 9% disagreed. Implication for CSR strategy:Consider Organic agriculture as a strategic mean to solve societal burning issues and to contribute to companys futurecompetitiveness.
Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
43 | P a g e
PART FOUR: CSR STRATEGY FORMULATION and IMPLEMENTATION TOOL Architecture: Vision&Mission of the CSR Strategy The following description came out of the different focus group workshops and is a basis for further development and discussions. Figure 4: Strategic Elements of Strategic CSR in the Agro-Food Industry
Vision Our business: Advances the regeneration and sustainable development of the earth through the human Impels and empowers people to unfold their individual potential and develop their consciousness Produces high-quality wholesome food and other agricultural products, that nourish body, soul and spirit Fosters people to live and work together in dignity and mutual respect and tolerance
Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
44 | P a g e
Mission In order to achieve our vision, we want to ensure for sustainable soil enlivenment and fertility counteract the tendency of the degradation of the earth and advocate the regeneration of destroyed natural habitat of animals and plants do problem-oriented and transdisciplinary work and research in order to find social and technological innovations that solve our challenges embrace traditional, organic, spiritual and alternative cultivation methods and beyond that be in open dialogue with modern and conventional forms of agriculture in order to learn from each other advocate and support costumer education and awareness-raising and create customer responsibility provide farmers with schooling and capacity building in order to improve the quality of work continuously work and develop our vision, mission and principles together with all relevant stakeholders stop the unsustainable use of resources in production as well as consumption create and foster cooperation and partnerships along the whole value chain, supporting industries and the civil society apply technology consciously only when it serves our goals and does not harm the living support members of our movement to open up new markets develop and nurse individual communities that conduct agriculture embedded in their specific context advocate and do political consulting for the creation of parameters that encourage sustainable development (currently especially the establishment of a price structure which is based on the true costs of production) formulate standards and guidelines in order to develop a trustworthy label that is certified and protected
Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
45 | P a g e
The Sustainability Flower: A Strategic Framework For Sustainable Development The Sustainability Flower represents a management, assessment and communication tool symbolizing the concept of sustainable development in its four dimensions. In the dimension ECONOMIC LIFE, an organization reflects what kind of products it sells and in which way it distributes values along the value chain. In SOCIETAL LIFE, the protection and regulation of human rights is in the focus. CULTURAL LIFE concentrates on the question of how to support the development of the individual. These three areas of society are surrounded by the six sub- dimensions of ECOLOGY: SOIL, PLANTS, ANIMALS, ENERGY, AIR, and WATER; to understand the positive and negative impact on the environment. Figure 5: The Sustainability Flower Framework
Each dimension consists of several performance aspects, defined in detail through performance indicators. These are, wherever possible and applicable, linked on the international standard for sustainability reporting, the GRI G3.1 of the Global Reporting Initiative or the ISO 26000 guideline and are also conform with the Global Compact principles. The SF framework is applicable for all stakeholders of the food chain who ever want to learn more about the aspects of being not only sustainable but resilient in a holistic approach, such as Farmers Processors Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
46 | P a g e
Traders Retailers The SF supports companies in: Understanding all important development processes, setting targets and taking action accordingly, Making development transparent for all stakeholders (clients, employees, customers, investors, business partners, media etc.), Giving a platform to disclose companys self-concept as a responsible company and, thus, make it possible that the company serves as a role model for other organizations that aim at sustainable development, If applied as a shared assessment tool within a common CSR initiative in the AFI, the SF would: Guide the CSR partner companies to develop a shared understanding of sustainable development Provide a framework for common action and measurement that can be continuously developed, Allow for benchmark to identify best practice among companies and allow for targeted learning Allow for effective marketing with the SF as a differentiation tool For the annual evaluation process, strategic, tangible targets aligned with an organizations vision, mission and policies need to be formulated. The continuously ongoing data collection on economic, social, cultural and ecological performance results in a Sustainable
Figure 6: Sustainable Development Management Cycle
Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
47 | P a g e
Figure 7: Sustainability Flower Balanced Scorecard System
Info: This SBSC is an example applied by Sekem In order to assess its overall performance of continuous sustainable development and regeneration, the Sustainable Development Balance Score Card (SBSC) can be used. Basically, the evaluation steps are represented in the traffic light colors green stands for excellence, red for no action or negative impact and yellow means that awareness exists and actions have been taken, but that there is room for improvement. Each aspect has its own logic:
Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
48 | P a g e
Table 6: Sustainable Development Balance Score Card - Evaluation Methodology
Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
49 | P a g e
Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
51 | P a g e
Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
51 | P a g e
PART FIVE: ACTION PLAN FOR CSR STRATEGY IMPLEMENTATION 1. Awareness Raising Awareness raising events regarding CSR are to be held before the end of 2013. Specific topics that should be covered include "systemic interrelations of food security challenges" as well as "integrated sustainability reporting", including concepts like ISO 26000, GRI, other frameworks used in the industry such as the Sustainability Flower framework. An external expert will help to organize and design at least two events covering the mentioned topics. 2. Capacity Building Events Three capacity building events will be held before the end of 2013. Based on the industry's interests assessed in a survey, the training sessions should cover three dimensions and specific topics related to them: Training 1: Social Dimension In the social dimension of CSR: o Priority A: health and safety: Labor conditions, H&S management, health services to the community, etc. o Priority B: employee loyalty and motivation: employee fluctuation, intrinsic and extrinsic employees motivation mechanisms, etc. o Priority C: labor rights: social workers, compliance with ILO and UN Global Compact requirements, Fairtrade schemes, etc.
Training 2: Economic Dimension In the economic dimension: o Priority A: product portfolio: eco- and socio-friendliness of product portfolio proven by labels and certificates, etc. o Priority B: customer responsibility and relationship: customer relationship management, consumer research, distribution channels, etc. o Priority C: marketing and brand management (focus on CSR)
Training 3: Environmental Dimension In the environmental dimension: o Priority A: energy management: energy efficiency, renewable energy sources, etc. Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
52 | P a g e
o Priority B: soil management: soil quality, composting, soil use, etc. o Priority C: animal and plant management: crop rotation, climate and salt resistant plants, species-appropriate treatment, etc.
3. Journal and Knowledge Transfer A monthly or quarterly journal on best CSR practices as well as sector-wide meetings and visitations should be introduced to promote knowledge transfer within the industry. The Chamber of Food Industries (CFI) can provide communication platform via regular meetings and also publishes already an industry journal in Arabic language that could be used as a communication channel. 4. Quick Assessment of Sustainability Flower The Sustainability Flower Quick Assessment is a first step to apply the SF framework. This framework is holistically reflecting on all relevant dimensions that effect sustainable development in general and hence the CSR performance of a company. The scope of this assignment was not sufficient enough to carry out a CSR quick assessment for all voluntary companies. This activity is proposed for a later phase and would represent a structured approach of identifying strength and weaknesses of companies based on a sophisticated set of indicators and the Sustainability Balanced Scorecard logic that easily allows for tracking improvements. It is recommended to continuously develop the framework in the future according to the needs of the companies. In an ideal scenario the industry will possess an anonymous data base for average performance values in different aspects so each individual company can easily assess if it needs improvement or not. Accordingly, future capacity building activities can be tailored and also the top-management of each company can easily incorporate CSR into its overall strategic management. It is recommended that Heliopolis University for Sustainable Development is involved in the execution of the Quick Assessment to provide assistance and to facilitate further development. The Sustainability Flower Framework is kindly provided from the International Association for Partnership for free usage.
Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
53 | P a g e
Figure 8: The Sustainability Flower Quick Assessment
Comment: To see examples for questions from the Quick Assessment please see in the Appendix. Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
54 | P a g e
Figure 9: Critical Steps for implementing the SF Quick Assessment
Figure 10: Overview of SF Quick Assessment Outcome
Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
55 | P a g e
5. Social Innovation Process (SIP) The suggested Social Innovation Process for the next phase can be facilitated by the Heliopolis University for Sustainable Development (HU). The HU will work on bringing together all relevant stakeholders to promote an innovation process regarding the energy challenges identified and faced by the agricultural sector. The social innovation process consists of four phases, each characterized by collaborative stakeholder workshops with differing participants, adapted to the stage of the process. The HU will facilitate the workshops and invite the stakeholders for each phase. Hence, while each workshop addresses a different challenge and will be attended by different stakeholders, the HU will ensure that the whole process is coordinated, cooperative, and holistic. Throughout the process, stakeholders will come from: relevant disciplines (trans-disciplinary), various cultural backgrounds (trans-cultural), different societal sectors (trans-boundary), different layers of organization (trans-personal). Figure11: Social Innovation ProcessFlow
Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
56 | P a g e
SIP Phase 1: Problem Diagnostic Objectives: Facilitate discussion on Energy Challenges faced by agricultural sector. Stakeholder Workshop will be held in March to facilitate a discussion on energy challenged from different disciplines, opening up new perspectives. Participants: local, national, and international stakeholders regarding agriculture and energy (stakeholder for this phaseare identified in Part One). Tools: Stakeholder Analysis, Problem Analysis, Causal Loop Diagrams, Visioning, Cooperative Inquiry Outcomes: Clear understanding of problems as base for Phase 2. SIP Phase 2: Solution Finding Objectives: Facilitate co-creative process of finding solutions to the identified problems. Workshop will be held in June to facilitate a co-creative space for innovation Participants: local, national, and international stakeholders as well as experts who bring in experience and know-how regarding the identified problems Tools: PESTLE, Presencing (Theory U) Outcomes: Come up with solutions that can be prototyped and tested in Phase 3 SIP Phase 3: Solution Testing Objectives: Prototyping, Testing, and Implementing solutions Workshop will be held to develop prototypes, indicators and implementation plan Participants: local and national implementation partners for the identified solutions Tools: SWOT and Risk Analysis, indicator development, implementation plan (Logframe, Sustainability Matrix) Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
57 | P a g e
Outcomes: Assess viability of solutions through prototyping, develop indicators to measure success/failure as basis forfurther development, come up with implementation plan for Phase 4 SIP Phase 4: Solution Up-Scaling Objectives: work on scaling up solutions Workshop will be held to develop action plan, business model, policy framework and come up with an evaluation timeline Participants: local and national implementation partners, relevant experts and stakeholders from Egyptian Research, Business, and Politics Tools: Discussions and activities to create action plan, business model, and policy framework Outcomes: Comprehensive plan to Scale-up solutions based on 4-dimensional consensus (trans-disciplinary, -cultural, -boundary, -personal); evaluation timeline based on indicators from previous phase.
Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
58 | P a g e
Time overview
Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
59 | P a g e
CONCLUSION The CSR strategy calls for an industry initiative among the companies that already have been consulted during the focus group interviews or that were involved with the questionnaires. The major aim is to coordinate efforts for strategic CSR, learn from each other and to spread best practices. It became clear that the demand for further collaboration is high and that this strategy outline is just the basis for further action on the ground. Organizations like the Chamber of Food Industries (CFI), the Egyptian Corporate Responsibility Center (ECRC), the GIZ Inclusive Business Hub MENA and Heliopolis University for Sustainable Development can play an important role to further support the underlying industry dynamic and initiative. Next to the proposed capacity building and training events to further increase awareness and technical expertise for relevant CSR topics a common communication platform (such as a journal) is established to foster the spread of best practices among the companies. To support that process, the introduction of a commonly used sustainability indicator framework is recommended. Best practices in the industry have been identified and need to be further consolidated. For the long-term improvement and positive impact of the industry on societal burning issues the so-called social innovation process has been proposed. The aim is to come up with a unique trans-disciplinary, trans-cultural and trans-sectoral approach that allows stakeholders to mutually define problems and co-create successful solutions together.
Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
61 | P a g e
Annex CSR Questionnaire 1- Name of the company: _______________________________ 2- To which industry does your company belong to? ________________________________________________________________________ _________ 3- What is the companys role in the supply chain? 3.1- Supplier 3.2- Manufacturer 3.3- Wholesaler 3.4- Retailer 3.5- Farmer
4- What is your companys registered capital? _____________________________________________
5- How many employees does your company have? 5.1- <50 5.2- 51 - 200 5.3- 201 500 5.4- 501 1000 5.5- >1000
6- Concerning Corporate Social Responsibility (CSR), 6.1- I have no idea of what it is 6.2- I have only little knowledge about the subject 6.3- I have been exerting some effort to better understand its pros and cons
6.4- I think actively on it and it is an aim to my organization 6.5- I already have a CSR Program
7- How is CSR organized in your company, or how is its implementation planned to be? 7.1- No organizational CSR structure 7.2- Cross-functional Collaboration 7.3- Own CSR Department
8- Which Stakeholders does your company want to address through CSR initiatives? (If you checked more than one answer, give a mark of max 10 according to the priority of each choice to your company) 8.1- Employees 8.2- Government 8.3- Customer Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
9- Why is your company interested in applying CSR? (If you checked more than one answer, give a mark of max 10 according to the priority of each choice to your company) 9.1- Legal- or regulatory obligations 9.2- Attraction of new investors 9.3- Customers 9.4- Charity 9.5- Information demand by stakeholders 9.6- Increase of competitiveness 9.7- Differentiation opportunities 9.8- Community pressure 9.9- Environmental concerns relating to products or service 9.10- Social concerns relating to products or service 9.11- Improving Business Performance
10- What will be the objective of the CSR activities with respect to the addressed Stakeholders? (If you checked more than one answer, give a mark of max 10 according to the priority of each choice to your company) 10.1- Social and environmental impact assessment 10.2- Attracting/retaining talented personnel 10.3- Internal business performance improvement 10.4- Provision of a forward-looking business perspective 10.5- Provision of a holistic reporting effort 10.6- Benchmarking 10.7- Social care for workers 10.8- Analysis of Stakeholder needs and expectations
Other: ______________________________________________________ What will be the qualitative objective of the CSR activities with respect to your company? (If you checked more than one answer, give a mark of max 10 according to the priority of each choice to your company) Internal and external information provision Input on strategy formulation and assessment Enhance internal and external communication Tool Enhance employee commitment Strengthening of the corporate culture Enhance innovation potential and creativity
Other: ______________________________________________________ Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
62 | P a g e
What will be the quantitative objective of the CSR activities with respect to your company? (If you checked more than one answer, give a mark of max 10 according to the priority of each choice to your company) 12.1- Reduction of accidents 12.2- Reduction of customer complaints 12.3- Reduction of rejects 12.4- Increase resource efficiency 12.5- Increase production efficiency 12.6- Increase stakeholder engagement 12.7- Increase delivery reliability 12.8- Improvement of energy balance
Has your company adopted and implemented a code of ethics or code of conduct? Yes No
Has your company drawn up an environmental friendliness policy and objectives? Yes No
Does your reporting system already encompasses environmental, and/or social and/or sustainability reporting? Yes No
Does your company formally adhere to one of the following initiatives/ standards/ indexes in the fields of environment, social and human rights, or is planning on doing so?
Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
63 | P a g e
Standards/Initiatives Already implemented Planned to be implemented No Plan to be implemented ISO 9001 ISO 14001 ISO 26000 Global Reporting Initiative (GRI) OSHAS 18001 UN Global Compact OECD Guidelines International Labor Organization (ILO) - Declaration on fundamental principles and rights at work
Universal Declaration of human rights
On the Social petal, where shall be the thematic focus of your CSR activity? (If you checked more than one answer, give a mark of max 10 according to the priority of each choice to your company) Social Standards/Initiatives Labor Rights
Health and Safety Diversity and Equality Employee Loyalty and Motivation Governance and Compliance Awareness Raising and Policy Engagement Training and Education Employee Self-fulfillment and Vitality Cultural Rights Research and Development Community Management Charity Management Communication and Reporting Activities
On the Economical petal, where shall be the thematic focus of your CSR activity? (If you checked more than one answer, give a mark of max 10 according to the priority of each choice to your company) Economical Standards/Initiatives 1- Product Portfolio
2- Customer Responsibility and Relationship 3- Innovation Management 4- Organizational Process Management 5- Partner and Supply Chain Management Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
64 | P a g e
6- Economic Value Distribution 7- Marketing and Brand Management 8- Formulation of Corporate Vision, Mission and Values 9- Enhancement of Corporate Governance 10- Business expansion and investor attraction
On the Environmental petal, where shall be the thematic focus of your CSR activity? (If you checked more than one answer, give a mark of max 10 according to the priority of each choice to your company) Environmental Standards/Initiatives 1- Soil Management
2- Plants and Animal Management 3- Energy Management 4- Management of Greenhouse Gas Emissions and mitigation of Climate Change
5- Water Management 6- Waste and Hazardous Materials Management 7- Communication & Reporting of Environmental Performance 8- Establishment/Support for an Environmental Management System
Your organization has some kind of interest in joining a National CSR Network? 1- Yes, it is very much interested 2- No, it is not much interested 3- Perhaps
Which would be the expected advantages of a CSR Network? (If you checked more than one answer, give a mark of max 10 according to the priority of each choice to your company) 1- Information on the CSR 2- Management Tools 3- Cooperation among organizations 4- CSR Certifications 5- Training workshops 6- Sharing experiences and case studies 7- CSR assessment and consultancy to develop CSR strategy 8- Starting coordinated industry initiative on CSR Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
Do you expect CSR to pay back? 1- Yes, by decreasing production cost per unit 2- yes, by adding value to products 3- Both, by decreasing production cost unit and adding value 4- Yes, by improving company image in general 5- I dont expect CSR efforts to pay back
Do you agree with the following statements? (Indicate a number accordingly: (0) I dont know; (1) I dont agree; (2) I partly agree; (3) I fully agree) 1- Companies should align their business model to the needs of the society in order to stay competitive
2- CSR and the concept of corporate sustainable development are the same
3- A company that serves the need of society does not need CSR
Do you agree with the following statements? (Indicate a number accordingly: (0) I dont know; (1) I dont agree; (2) I partly agree; (3) I fully agree) 1- Companies should align their business model to the needs of the society in order to stay competitive
2- CSR and the concept of corporate sustainable development are the same
3- A company that serves the need of society does not need CSR
What are the biggest challenges for your company in the next 5 years? (If you checked more than one answer, give a mark of max 10 according to the priority of each choice to your company) 1- Qualified employees 2- Raising energy costs 3- Raising raw material and other input costs 4- Stronger competition on the market 5- Decreasing demand 6- Stronger social and environmental laws and regulation
Other: ______________________________________________________ Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
66 | P a g e
What are currently the biggest challenges for Egypt? (If you checked more than one answer, give a mark of max 10 according to the priority of each choice to your company) 1- High unemployment 2- Water Scarcity 3- Energy Scarcity 4- Food Scarcity 5- Education Quality
Do you agree with the following statements? (Indicate a number accordingly: (0) I dont know; (1) I dont agree; (2) I partly agree; (3) I fully agree) 1- Various organic agricultural methods contribute to the high carbon sequestration rate of soils and to minimized emissions.
2- Organic Agriculture makes farms and people more resilient to climate change, mainly due to its water efficiency, resilience to extreme weather events and lower risk of complete crop failure.
3- Organic Agriculture builds up soil instead of fostering land degradation and therefore contributes to global Food security.
4- Organic Agriculture is in the long run more competitive than conventional agriculture.
I would like to add something I consider important to be mentioned ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
67 | P a g e
MEETING MINUTES April 8 th 2013 The following is the details of Meeting with companies who are working in th the agro food industry, on April 8, 2013 at Heliopolis University , Business faculty Meeting room Cairo Subject : Brain storming meeting regarding CSR UNDP project Attendees AminaGhanem ENCC Executive Director Maryam El Masry HU Fundraising Specialist EssamSelim IBIS Chairman MamdouhAboulEish ISIS General Manager AshrafAdawy Al Rashidi El Mizan Maintenance ImanTawfik El Agroudy Cesam Foods- Supply Chain Manager Mohamed Riad Chamber of Food Industries Technical Specialist Khaled Gasser Egreen - General manager Heba Ibrahim Aratco Export Manager Assistant Ibrahim Saad ISIS Ahmed Rashad Sekem for Land reclamation general manager Abdel Dayem Libra General Manager Ismail Aoul el eish ISIS Food Factory manager Sameh Abdel Hamid El Mizan Production Manager Gehad Salem Lotus Organic General manager HatemShafie Sekem Holding CFO Kadria Abdel Motaal HU research Director Naglaa Ahmed Eco Tech, sustainable Development AkramMarwan ECRC/ UNDP UNGC officer RashaWahieb HU Lecturer Meeting objective This meeting was held in order to: Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
68 | P a g e
1. Introduce CSR activities to the members 2. Introduce Sustainable Development Flower 3. Open discussion abt. applied activities of CSR 4. Distribute CSR questionnaires among the members 5. To end up with CSR Industry Strategy Topics of Discussion & Notes CSR strategy was presented to workshop participants by HelmyAbouleish In the discussion it came out that: o There should be a quick win situation for both the company and employees. This means to help employees to get more involving in applying CSR activities instead of enforcing them. o Awareness campaign should be arranges for companies to apply CSR, this will clarify advantages for example: The company will gain a good reputation in local and international markets Resources management improvements o Awareness campaign should focus on strategic CSR: how to gain profit but also to serve the society, o Government should participate also in CSR application, o Bigger companies can contract small farmers for long term period and help them to improve cultivation practices and in order to get better selling prices, o Decoding of CSR to reach all levels from labors to higher level of management in each company is necessary.
Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
69 | P a g e
MEETING MINUTES April 18 th 2013 The following is the details of Meeting with 5 companies who are members of Chamber of Food Industries, on April 18, 2013 at CFI office Cairo Subject : Brain storming meeting regarding CSR UNDP project Attendees Mr. Maximilian Abouleish, Social Innovation Centre, Heliopolis University Mrs. Naglaa Ahmed, Sustainable Development Department, Sekem Mr. Yousry El Tenawy, Food Sector managing Director , CFI Mr. Mohamed Riad, Technical specialist CFI Mr. Youssef Maher, Export Manager, Al Ahram Beverages Mr. Ahmed Refaay, Operation Manager , Farm Frites Egypt Eng. Yossef Ali, Quality Management Daltex Mrs. Ola Lotfy, Corporate affairs Manager , Kraft Foods Mr. MahmoudGhanem, Kraft Foods Mr. FathiGaber, Arama
Meeting objective This meeting was held in order to: Introduce CSR activities to the members Introduce Sustainable Development Flower Distribute CSR questionnaires among the members Set a plan for the coming meeting and way of cooperation Discussing the idea to have CSR committee through CFI
Topics of Discussion &Notes :
It was offered that Heliopolis University and other members can use CFI as a marketing platform for marketing CSR idea through CFI network, CFI can provide communication channel such as journal and newsletter to spread information about CSR activities, A CSR initiative would allow for pooling resources and distributing competences according to strengths of partners, Kraft foods, discussed the support of establishing a factory for recycling paper, Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
71 | P a g e
Introducing the Sustainability Flower network through a Quick Assessment would help participants in the CSR initiative to establish a learning framework hat helps for mutual learning, benchmark and communication, It was agreed to have regular monthly meetings with a rotating host organization, CFI invites all CSR initiative members to provide information about own CSR best practice in order to come up with a CSR best practice catalogue of the Agro-Food Industry, The strategy needs to be further discussed and simplified in order to be able to communicate it to all levels of employees, Need for further discussing the Sustainability Flower framework, Heliopolis University can offer trainings or summer school for CSR and technical support for implementing Sustainability Flower framework, especially with the data collection (e.g. soil assessment)
There are running activities in each company of CSR such as: 1) Daltex: they offered small famers best practices of growing potatoes, Daltexgot good production and exported for the small farmers beneficiary 2) Tetra Pack arranged an awareness meeting at the garbage area to teach people best practices of collecting garbage 3) CFI arranged through the last four years awareness campaign in cooperation with Dairy producers abt. the benefit of better consuming pack then the loose milk 4) Kraft: sponsored universities through project with SIFE / ENACTUS applied a business studies in community services these studies should be carried out in one of poorer areas students encourages farmers to cultivate Jojoba with the best practices and they are now even able to export it 5) Aram Academy for vocational training center to train graduates on different skills so that they can apply for a vacancy in Arma, if they passed the test they will be hires and if not they got a certificate with the trainings 6) FarmFrites participated with Wayana association to carry out some activities for the handicapped
Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
71 | P a g e
MEETING MINUTES May 19 th 2013
The following is the details of Meeting on May 19, 2013 at Mariott Hotel Zamalek, Cairo Subject : Presenting CSR Strategy in agro Food Sector prepared by Heliopolis University Attendees The following members of Heliopolis University staff were present
Member 1 : Mr. HelmyAbouleish, Sekem Vice President & CEO Member 2 : Mr. HatemElShafie, CFO Member 3 : Mr. Max Abouleish , Sustainable Development Manager Member 4 : Mrs. Naglaa Ahmed, Sustainability Department Member 5 : Mrs. RashaWahieb, Lecturer Heliopolis University
The following members of ECRC were present : -
Member 1 : Mrs. SherineElShorbagy Member 2 : Mr. AkramMarawan Member 3 : Miss Sara ElRafie Member 4 : Miss Alia Wagih Member 5 :
Te following attendance from Agro Food companies and other sectors were present : -
Member 1 : Mis Mona Fouad , Kraft Foods Member 2 : Mr. MohmoudGanem , Kraft foods Member 3 : Mr. Ahmed Refaai, farm Frites Member 4 : Mr. KhalilNasrallah, Wadi foods Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
72 | P a g e
Member 5 : Mr. Mohamed Riad , CFI Member 6 : Miss Christine Samir, Consukurra Member 7 : Miss Nancy Gerges, Al Ahram Beverages Member 8 : Mr. MufaddalSeifEldin, Wahba Member 9 : Mr. Ali Hussien, Wahba Member 10 Mr. Mohamed Fares, Wahba Member 11 : Mr. Omar Abdin, Leafs Egypt Member 12 : Mrs. SherifaRashad , Leafs Egypt Member 13 : Mr. Bernard Rohkemper, GIZ Member 14 : Mr. GregorSchueler, GIZ
Meeting objective
This meeting was held in order to: Introduce CSR activities to the members who werent participated in last meetings. Introduce Sustainable Development Flower Findings from the recent CSR Diagnosis of Social Responsibility in the Agro Food Sector in Egypt, Discuss the assessment findings with representatives from the private sector To deliberate on possible activities for a collective, voluntary industry initiative to advance international CSR standards and the introduction of the Environment, Social and in Egypt; and Get indication of which institutions, local and international, are interested in being involved, and agree on steps and resources for kick-starting activities in 2013, paving the way for an initiative secure the sustainability of the Agro Food sector in Egypt.
Topics of Discussion &Notes :
- CSR can be much administrated, through the sustainable development flower framework which reduce effort while offer a tool - What is the entity to promote sustainable development flower - Is there a point to share experiences of companies which have CSR - One of the comments to indicate water , child labour, labour rights etc. are important issues , how to deal with it ? Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
73 | P a g e
- We need to know what are the other projects of CSR to avoid duplication - ECRC involved in the CSR sharing by government , but private sector has to concentrate on their role as a stakeholder. - Activities, measurements have to be developed .its not essential at this stage to involve government at lease to gather ideas and strategy to start with. Where is the policy angel. - Resource pooling & benchmark are required to map best approaches to avoid double efforts - To start CSR initiatives from bottom to top levels of management and also to be more easier for understanding - Do we have possibility of how we continue CSR approach in umbrella of CFI which can play a role to its member behave - Many of the international clients asked to fulfill some requirements indicated under CSR like water & carbon footprint. There must be compliance with some standards most of the exporter see that this is additional cost and efforts and not increasing sales - Is it a way of competitiveness ?of course yes, as you will learn to use it as a tool for business sustainability for the future. Competitiveness is to stay longer in the market at the same time it is a way of change - To start each company its priority and how to get use of CSR pillars in the industry and all companies to form a cluster. - Each company can stick a label of CSR initiatives like ( i.e. product has carbon footprint less, not using child labour ). Product tracing tools including sustainable development flower and KPIs. ISO and global compact can develop indicators - There are principals and standards to follow but the problem is that the companies dont know where to start - There is no certain definition of CSR but for example if you apply ISO 28000 guidelines you can define your CSR activities like what you can do to develop water and labours - How much this comprehensive work on this meeting to find a way to increase productivity and apply CSR Examples : water scarcity and growing organic If you grow organic and will find that you are using less quantity of water comparing to conventional growing. There will be CO2 tax and this will increase competitiveness - Most of the companies who dont have time or team to work on CSR so they can hire NGO to apply it Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
74 | P a g e
Quick Assessment Questionnaire
Figure 12: Examples of SF Quick Assessment Questions
Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
75 | P a g e
Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
76 | P a g e
Bibliography
Anielski, M. (2007). The Economics of happiness, Gabriola Island, BC, 2007.
Booz Allen (2008): Egypt's Agriculture Sector Transformation Strategy: Current Sector Baseline. Industrial Modernization Center. Carroll, A. B. (1999). Corporate social responsibility, in: Business & Society, 38(3), 268295. CBE (2011): Annual Report 2010/2011. The Central Bank of Egypt. ENCC (2008): Egypt 5th Competitiveness Report. The Egyptian National Competitiveness Council. ENCC (2009): Egypt 6th Competiveness Report. The Egyptian National Competitiveness Council. ENCC (2013): Improving Egypts Competitiveness through Policy Reform: A National Campaign for an Integrated Solution for Food Security. Backround paper in: Towards Competitiveness Series. Vol. 2 (1), March 2013. The Egyptian National Competitiveness Council. Elkington, J. (2006). Governance for Sustainability, in: Corporate Governance, 14(6), 522 529. European Comission (2001).Promoting a European framework for Corporate Social Responsibility, European Comission, 2001.
FAO (2011): Country Pasture/Forage Resource Profile: Egypt, link: http://www.fao.org/ag/AGP/AGPC/doc/Counprof/Egypt/Egypt.html
Friedman, M. (1962) Capitalism and Freedom, Chicago: University of Chicago Press. Jensen, M. C.; Meckling, W. H. (1976).Theory of the firm. Managerial behavior: agency cost and ownership structure, in: Journal of financial economics, 3(4), 305360. Gavian et al. (2002): "The Importance of Agricultural Growth to SME Development and Rural Employment in Egypt", Office of Economic Growth, Competitiveness and Agricultural Development Division. USAID/Egypt. Gray, R.; Bebbington, J. (2008).Corporate Sustainability: Accountability or Impossible Dream?, in: Atkinson, G.; Dietz, P.; Neumayer, E.(Hrsg.), Handbook of sustainable development, Reprinted., Cheltenham, 2008), 376394. Hawken, P. (2004). Socially Responsible Investing, Natural Capital Institute, Sausalito, California, 2004.
Handy, C. (2002) Whats a Business For? Harvard Business Review. Freeman, R. E. (1984). Strategic Management. A Stakeholder Approach, Bosten, 1984. Corporate Social Responsibility Strategy for the Agro-Food Industry in Egypt
77 | P a g e
Hess, D. (2008). The three pillars of corporate social reporting as new governance regulation: Disclosure, dialogue, and development, in: Business Ethics Quarterly, 18(4), 447482.
Konrad, A.; Steurer, R.; Langer, M. E.; Martinuzzi, A. (2006).Empirical Findings on Business- Society Relations in Europe, in: Journal of Business Ethics, 63), 89105.
KPMG (2009).KPMG International Survey of Corporate Responsibility Reporting 2008, KPMG International, Amstelveen, Netherlands, 2009, link: http://www.kpmg.com/Global/en/IssuesAndInsights/ArticlesPublications/Pages/Sustainabili ty- corporate-responsibility-reporting-2008.aspx
MOP (2012): GDP Time Series. Ministry of Planning Website. Available Online at: http://www.mop.gov.eg/GDP%20-%20A%20-%20A.xls
Schaltegger, P. (2010). Sustainability as a Driver for Corporate Economic Success, Centre for Sustainability Management (CSM) e.V., Lueneburg, 2010.
World Bank (2006).Where is the Wealth of Nations?,The World Bank.
World Bank (2011): "Poverty in Egypt 2008-09: Withstanding the Global Economic Crisis", unpublished report. The World Bank.