INDUSTRY I SUSTAINABILITY
Solar panels on the roof of modern skyscraper
Quality as a Role Model for CSR As the relative upstart to quality (which is three times older), CSR may follow a similar path, moving from executive mandate to corporate function to a set of integrated values. Some even argue that the success of CSR integration will be measured by a diminishing need for a corporate-level CSR or sustainability function—and there are many lessons from the path that quality has taken.
In particular, there are ways that quality has made itself part of business that CSR could do, too. Quality figured out how to make an effective “business case,” and it successfully convinced organizations of the need for deep integration and robust measurement. This includes the tools and practices that have enabled quality to drive business value, demonstrate ROI, and create internal alignment.
Today, CSR and sustainability teams, which are usually housed at the corporate headquarters, remain under-informed about the now mature and refined quality tools and approaches developed to address some of the same challenges. Greater alignment between CSR and quality functions can add momentum to CSR conversations that stagnate over questions such as how to drive performance into supply chains, how to create zero-waste organizations, and how to make changes in energy efficiency, all aimed at increasing customer value. Creating alignment between upstream supply chain activities and downstream customer and consumer value is where CSR struggles and stands to gain from quality.
Ways Forward for CSR Leaders CSR leaders can begin using quality approaches to advance sustainability by taking some important steps: Become familiar with the common tools and approaches (cause-and-effect diagrams, check sheets, control charts,
histograms, scatter diagrams, flowcharts, and the Pareto chart) with an eye toward how to apply these to social and environmental issues. There are opportunities to create new value from existing quality methods.
In making the business case for sustainability, explore how issues can be put into terms of quality, in particular, how perceived quality (governed by customer expectations) links to design quality and how risks, for example, can lead to interruptions in process quality.
Seek integrated management systems where existing departments such as HR, CSR, and quality are looking at similar issues with very different approaches. In the worst cases, this can lead to different messages to critical external stakeholders such as suppliers.
For supplier engagement or other initiatives requiring internal alignment, consider selling CSR not to the procurement or another department but to the quality department, which may be the gatekeeper to the systems and enforcement.
Future trends
Knowing the emerging business trends is vital for companies seeking to expand a business like PV and solar where perception is key in growing the market. Encouraging large firms to use solar and PV products in meeting their CSR and quality needs leads to an improved perception of the product which is a vital component of the industry’s future needs.
With aggressive competition form the energy market and other renewable energies the solar and PV industries need to look outside the box and be pro-active in developing markets and increasing visibility. At this vital industry crossroad there is no point waiting for the business to come to you.
© 2011 Angel Business Communications. Permission required.
Issue X 2011 I
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