Best Use of CSR in HR


WINNER RS Components


FINALISTS


• DHL Supply Chain • VocaLink


I


n 2009, electronics and industrial component distributor RS Components experienced a steep decline in revenues, meaning it had to lose £15 million off the bottom line. As Corby’s largest employer, the impact was hard – some 300 job losses and a freeze


on salaries and bonuses for those remaining. While business picked up, morale was low.


So it embarked on a strategy to win back hearts and minds in the workplace and the local community. The vision was to: re-engage in the community and deliver business bene- fits,


including increasing employee


motivation and performance; encourage innovation; increase its reputation and present the company as employer of choice within key communities. A CSR strategy was put in place, including


working with local education authorities and schools in developing life skills, career path, and entrepreneurship, as well as encouraging STEM subjects (science, technology, engineering and mathematics) and assisting in under-financed areas. Employees fundraise for personal causes and the company is involved in environmental projects.


hrmagazine.co.uk


The strategy has senior-level buy-in, with


CSR champions and group HR director Ian Watson and head of UK HR, Chris Preston- Jones, leading by example. The judges liked the wide range of activity in


the strategy and the joined-up approach. The strategy is aligned to the business and links back to HR. Engagement levels among employees involved in the Young Enterprise scheme were high, with 100% saying they felt proud to work for RS Components and 83% saying they felt more motivated since joining the scheme (above the company average). Nearly three-quarters of CSR initiatives


come from staff suggestions and these enable non-managers to take leadership roles and fos- ter collaboration between departments. The reputation benefit is also clear: 73% of employ- ees felt involvement had improved their per- ception of the firm and 100% of head teachers involved in the Young Enterprise scheme said their awareness of the company and its role in the community had increased. The judges praised the fact that there was a


clear future strategy to align CSR further with the business priorities by integrating it formally into the business strategy, including measuring and rewarding individuals.


Highly Commended Johnson Controls Automotive (UK)


Car seating, door and instrument panel maker Johnson Controls Automotive (UK) runs its Blue Sky initiative to fulfil its vision of a more comfortable, safe and sustainable world by connecting employees with local communities and organisations. The primary goals are to promote leadership and environmental stewardship through volunteering and contributions to local organisations. A global volunteer programme,


launched in 2006, has grown from 150 projects to 650 and the aim is for 1,000. The number of employees involved has risen from 5,000 to 14,500. Last year, there was a 17% average leap in staff rating the company’s CSR efforts. Judges liked that this was a strategic


priority and embedded in Johnson’s ‘Ten Year Marker’, designed to highlight the priorities for future success.


July 2011 HR Excellence Awards 35


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