revue n°21

28 Pages·2015·0.84 MB·French

&
Private Sector Developmen1 t
PROPARCO'S MAGAZINE
N° 21 - June 2015
Africa: on the way to CSR
Philippe Barry
Promoting CSR in Africa
RSE Sénégal
2
Towards an intercultural - a sustainable
approach to CSR in Africa
Alexandre Wong
RSE & interculturalité development opportunity
6
An agribusiness group
pioneering CSR practice
in Africa Corporate Social Responsibility (CSR) initiatives are growing in Africa,
Franck Eba
opening up opportunities for development. What conditions are needed
SIFCA Group
9 for this trend to gain ground?
Boosting CSR in African SMEs:
the experience of an impact
EDITORIAL BY ANNE PAUGAM CHIEF EXECUTIVE OFFICER OF AGENCE FRANÇAISE DE DÉVELOPPEMENT (AFD)
investor
Elodie Nocquet
Fad, smokescreen or real paradigm shift? CSR generates interest as well
Investisseurs et Partenaires
12 as controversy. Yet despite this, the last decade has seen it spread across
every continent, transforming businesses. More and more private companies
Key data are taking their stakeholders’ interests into account and incorporating
The RSE in figures environmental, social and governance concerns into their operations. The
16
CSR movement is a reality and the major international organisations have
produced guidelines, norms and standards to provide the private sector with
The role of development
the relevant benchmarks and references.
finance institutions
in promoting CSR
Odile Conchou, Juliette Ramondy In Africa, there is little awareness of CSR in both public and private sectors.
and Julia Richard de Chicourt Yet the last few years have undoubtedly seen new developments, as reflected
Proparco in the contributions published in issue 21 of Private Sector & Development.
18
Alongside the subsidiaries of multinationals, local businesses are starting
to adopt CSR strategies. The proliferation of new initiatives includes
From aid to partnership:
business networks, specialist training, quality labels that assist the spread of
Lafarge’s CSR programme
knowledge and skills at the local level. Chambers of commerce, civil society
in sub-Saharan Africa
and the media have also turned their attention to CSR and governments are
Alan Kreisberg and Pierre Delcroix
gradually adopting regulatory frameworks to encourage businesses down the
Lafarge
22 path of sustainable development.
Persuading businesses to
commit: the WWF approach CSR represents a twofold opportunity for Africa. It can encourage inclusive
Anne Chetaille, Jochen Krimphoff and sustainable development while also improving companies’ performance
and Jean-Baptiste Roelens and their image. This is a win-win situation for Africa. The development of
WWF France CSR on a large-scale across Africa will require the involvement of all actors.
25
Development finance institutions will have a major role to play in supporting
businesses moving in this direction and in building public and private sector
coalitions to promote CSR.
PROPARCO IS A DEVELOPMENT FINANCE INSTITUTION
WITH A MANDATE TO PROMOTE PRIVATE INVESTMENTS
IN EMERGING AND DEVELOPING COUNTRIES
Private Sector & Development
2
Promoting Africa:
CSR in Africa
- a sustainable
development
opportunity
on the way to CSR
Nowadays the concept of CSR is becoming increasingly widespread and is endorsed by a growing
number of economic actors. Yet awareness levels in sub-Saharan Africa remain low, and few
businesses implement formalised CSR initiatives. Encouraged, supported and adapted to local
realities, CSR could be an effective lever for sustainable development.
Philippe Barry climate change, the economic management
of resources, biodiversity, preventing pollu-
Specialist CSR consultant and founder of Initiative RSE Sénégal
tion and nuisance, etc.
(the Senegal CSR initiative)
In the face of this multidimensional issue
the ultimate aim is to re-think the whole
Corporate social responsibility (CSR) business around the concept of sustainable
is an emerging concept in Africa but development, incorporating E&S concerns
awareness levels among most of the within its global strategy and operations.
continent’s business leaders and executives This is what makes CSR fundamentally dif-
remain low. According to the broad defini- ferent from corporate sponsorship initia-
tion shared by the United Nations, the Or- tives undertaken more independently.
ganisation for Economic Co-operation and CSR is based mainly on the voluntary enga-
Development (OECD), the European Com- gement of businesses which are looking
mission and the international standard- to operate in a more responsible way. It is
setting organisation ISO, CSR refers to a often developed under pressure from civil
company’s contribution to the challenges of society and the public authorities, but is also
sustainable development and its responsi- driven by companies’ own ambitions and
bility with respect to the environmental their sense of how it will benefit them. And
and social (E&S) impacts of its operations. indeed, although CSR may involve an up-
Overall, CSR defines a front investment – impact studies, audits,
company’s responsibility accreditations, mobilising internal human
towards its stakeholders: and material resources, specific investments,
this involves taking sha- etc. – it also delivers significant business
reholders’ expectations benefits: competitive advantages, impro-
into account, but also ved relationships with stakeholders and en-
the needs of a wider hanced reputation, higher levels of employee
group of actors – em- engagement, economies achieved through
ployees, customers, sup- improved resource utilisation (lower water
pliers, financers, public and energy consumption, waste reduction,
authorities, local popu- recycling, etc.), for example. For all these
lations, and so on. reasons, CSR is now endorsed by increasing
PHILIPPE BARRY
CSR covers multiple numbers of economic actors and is steadily
After fulfilling management spheres of operation: spreading across all the world’s continents –
roles in Senegalese at societal level, rela- including across Africa.
businesses for twenty years,
tionships with custo-
in 2008 Philippe Barry set up
mers, suppliers and civil A host of international CSR initiatives
CFPMI, the first consultancy
wholly dedicated to corporate society; in labour and The concept of CSR came into being in the
social responsibility (CSR) employment practices, United States in the 1950s but only spread
in West Africa. A specialist fighting discrimination, to European companies during the 1990s. It
consultant supporting
working conditions, has developed through the initiative of in-
businesses looking to set up
occupational health and tergovernmental and regional organisations
CSR programmes compliant
with ISO 26000, Philippe safety, and staff mana- which have published guidelines and stan-
Barry is also the founder of gement; and at environ- dards, establishing a comprehensive CSR
Initiative RSE Sénégal. mental level, combating reference toolkit for the private sector. Over
www.proparco.fr
3
the last two decades, CSR strategies have Performance Standards as their benchmark –
evolved towards increasingly standardised as do the commercial banks that have adop-
frameworks. ted the Equator Principles. These represent
The OECD Guidelines, which have been in one of the most rigorous approaches to CSR
force since 1976 and were revised in 20111, practices, covering issues such as preven-
are the primary international reference fra- ting pollution, conserving the environment,
mework on CSR matters. These non-binding labour and working conditions, as well as
recommendations, addressed to companies extending beyond this to address often un-
by the 42 signatory governments, deal with der-regulated issues such community health,
human rights, employment and industrial safety and security, land acquisition, the
relations, the environment, fighting corrup- resettlement of displaced communities and
tion, etc. Their key distinguishing feature is defending the rights of indigenous peoples.
that they provide an implementation me- There are also specialist reference systems
chanism via a network of National Contact for reporting attainments with respect to
Points (NCPs) which receive complaints and CSR, such as the Global Reporting Initiative
can impose sanctions in every signatory (GRI), which provides a standard reporting
country. The UN’s Global Compact, launched framework for non-financial data for the
in 2000, encompasses ten principles in the private sector, along with guidelines for
fields of human rights, labour standards, the developing this reporting. Finally, all these
environment and anti-corruption measures. international initiatives are supplemented
Today it has more than 8,000 signatories at national level by state policies encoura-
including 6,000 companies in 135 countries. ging economic actors to undertake CSR pro-
Alongside these frameworks establishing grammes – mainly in European countries
the principles of CSR there are international – and by business networks dedicated to
standards companies can use as a support promoting good CSR practices.
structure for implementing them. The most
high-profile of these standards relating to The issues around CSR in Africa
CSR is ISO 26000, which provides guidance CSR still has a relatively low profile in Africa,
on how organisations can operate in a so- whether among public authorities or busi-
cially responsible way with respect to gover- ness leaders, and few companies implement
nance, human rights, labour relations and CSR policies in line with the international
working conditions, the environment, and definitions. In general terms, too, Africa’s
community relations – among other mat- predominant culture is one of corporate
ters. This is a non-binding sponsorship rather than CSR. It is very com-
‘In general terms, too, standard and is therefore mon, for example, for companies to receive
Africa’s predominant not intended or appro- requests for social investments in commu-
culture is one of priate for certification nities at times of natural disasters or in the
corporate sponsorship – unlike other standards fields of healthcare or education. Where it
rather than CSR.’ which concentrate on does exist, CSR is often the prerogative of
more specific areas, such major multinationals or limited to satellite
as ISO 14001, which defines the criteria for programmes which do not as yet sufficient-
an environmental management system or ly impact the way companies manage their
ISO 18001, which establishes accreditation operations overall. Even so it is difficult to
standards for occupational health and safety accurately assess the current state of play
management systems. Development finance for CSR in Africa today, partly because the
institutions have also developed standards concept itself is a relatively new introduction
applicable to companies and to the activities on the continent and because many African
they finance. Many of them currently use the businesses are setting up CSR initiatives wit-
International Finance Corporation (IFC)’s hout formalising them as such.
The last few years have seen an increase in
FOCUS CSR activities in Africa, a trend in which
international funding agencies and multi-
nationals have played a substantial part. A
Initiative RSE Sénégal (the Senegal CSR initiative) aims to promote
growing number of initiatives are emerging
social responsibility (CSR) among local businesses. The initiative is
promoted by the consultancy CFPMI and its activities are supported in the field of CSR training: for example, the
by 30 companies and numerous public partners (including Agence IFDD (Institut de la Francophonie pour le
Française de Développement – the French development agency – Développement Durable – the Francophonie
and Germany’s Technical Cooperation Agency GTZ). It organises the
institute for sustainable development)
Senegal CSR Forum, promotes CSR practices online (www.rsesenegal.
com and www.facebook.com/RSE.Senegal) and organises training 1New provisions relating to human rights were introduced in 2011, bringing
events in this area. the supply chain within companies’ sphere of responsibility.
Private Sector & Development
4 Africa: on the way to CSR
Promoting and ENAP, the National School of Public Obstacles, challenges and opportunities
CSR in Africa
Administration in Quebec, are developing a Conceived in the countries of the global North
- a sustainable
development sustainable development and organisational – primarily in Anglo-Saxon countries – CSR
opportunity
social responsibility programme (under the is the outcome of a long process of evolution
French acronym PIDDRSO) which is delive- involving stakeholders who have successfully
ring training sessions in Francophone Afri- transformed their power rela-
can countries. The environmental sciences tionships into a concerted pro- ‘The standard fiscal
institute (Institut des Sciences de l’Environ- gramme of action. It calls for a provisions in many
nement, ISE) at Cheikh Anta Diop Univer- structured business environ- African countries do
sity in Dakar, supported by Initiative RSE ment in which each individual not include any
Sénégal, has developed a Master’s level CSR actor has attained a level of special measures
degree programme. Institut Afrique RSE – organisation and visibility that in favour of CSR.’
the specialist consultancy which supported enables them to play their mo-
the creation of Kilimandjaro, a network of derating or regulating role – which is only rarely
African experts in CSR and sustainable deve- the case on the African continent. CSR requires
lopment – regularly organises CSR training the engagement of a critical mass of economic
events in African countries. Other key de- actors capable of translating this policy pro-
velopments are the development of several gramme into concrete initiatives, creating a
labels (Morocco) and charters (Senegal, see ripple effect across the whole economic fabric.
box 1) by the private sector. The importance of the informal sector in Africa
Though still limited in scope these initiatives makes this kind of policy difficult to imple-
are nonetheless encouraging, opening up ment on a large scale. A key preliminary to the
new and promising possibilities for success- growth of CSR is a drive by public authorities to
fully tackling some of the development chal- promote it, regulate it and facilitate consulta-
lenges facing the African continent. Working tions between stakeholders. Unfortunately few
in conjunction with public policies, CSR ini- governments have adopted appropriate politi-
tiatives can for example help to overcome cal frameworks for CSR and private-sector or-
the under-employment of young graduates ganisations – where they exist – lack sufficient
by linking existing professional training influence over public authorities to encourage
provision more effectively with pathways them to adopt measures favouring businesses
into work (Box 2). Even if few of them have with virtuous CSR practices. The standard fis-
formalised it, African companies can also cal provisions in many African countries do not
help to improve the social protection system include any special measures in favour of CSR.
– through their role as employers, in parti- Another key challenge is the ability of African
cular. Moreover, the spread of CSR can only governments to impose standards on com-
reinforce the battle against biodiversity and panies and to monitor their implementation
resource erosion (deforestation, monocul- effectively, especially when the companies are
ture, over-exploitation of fishing resources, located in regions far from central adminis-
mining, etc.). trations. Nonetheless it should be noted that
governments are showing a growing interest in
BOX 1: SENEGAL’S CSR AND SUSTAINABLE DEVELOPMENT CHARTER
Launched in 2012 by Initiative RSE need to define and share – internally contracts with micro-enterprises and
Sénégal and the Conseil National and with stakeholders – corporate SMEs which are themselves committed
du Patronat (Senegalese employers’ values relating to ethical principles to CSR and have the potential
federation), Senegal’s “Charte RSE et and good governance. Signatories also to create jobs. They must observe
Développement Durable” (CSR and undertake to preserve natural resources the principle of legality with respect
sustainable development charter) was and reduce pollution levels; they must to working conditions and human
developed by eleven companies from support the development of a green rights issues. They must also prioritise
a number of different sectors (mining, economy in Senegal. For example, a community engagement that
manufacturing, construction/civil several signatory companies (Simpa, extends beyond corporate
engineering, banking, the hotel industry, Eiffage Sénégal, Cbao Attijariwafa bank, sponsorship by getting involved in
etc.) taking into account both their Neurotech) have subcontracted the high-impact CSR projects designed
shared concerns and the sustainable collection and recycling of their waste to deliver lasting change. Finally,
development challenges facing Senegal. to small local businesses. Companies signatory companies must provide
The charter defines seven minimum signing the charter must help to combat fully transparent reporting
commitments every company in Senegal youth unemployment and promote the of initiatives undertaken
should make, whatever its size, in order formalisation of their sectors – two key in the CSR sphere and publish
to comply with its CSR policy guidelines. concerns in Africa – by implementing documentation evidencing their
The first commitment covers to the local purchasing policies and prioritising achievements on a regular basis.
www.proparco.fr
5
this area and are gradually adapting their admi- a strong ripple effect on the local economy. The
nistrations and their legislative production to higher visibility of these initiatives could help
address these challenges. to trigger a wider awareness of CSR in Africa
One of the main obstacles impeding the spread and promote its development. Yet CSR cannot
of CSR in Africa is still a widespread lack of awa- become deeply rooted unless businesses and
reness about the concept and its benefits. It is local organisations can individually and collec-
important, therefore, that training and aware- tively develop their own tools for disseminating
ness-raising programmes are developed in this its practices, based on the founding principles
area, targeting all the various actors concerned. and realities of their societies.
Above all, though, it is vital to adapt CSR prac-
tices to African sociocultural realities and to
the specific characteristics of the local business
environment. As it is, international norms and
standards are still perceived by the vast majo-
rity of business leaders as overcomplicated.
Using the guidelines of the international refe-
rence systems as a base, it is vital to construct
tools appropriate to the economic context of
each African country. While the fundamental
principles of CSR are univer-
‘It is vital to adapt CSR sal, the practices relating to
practices to African the central issues of CSR must
sociocultural realities necessarily be adapted to each
and to the specific country’s customs and environ-
characteristics of the local ment. The key challenge today
business environment.’ is to translate the founding
principles of our rich traditio-
nal African cultures (group ethos, contracts
based on trust, hospitality, solidarity) into the
principles of CSR.
Africa’s economic performances and trends,
combined with its demographic vitality, point
towards a brighter future for CSR on the conti-
nent. Socially responsible investment models
are beginning to spread widely in Africa, thanks
to initiatives by major companies in the mi-
ning, infrastructure, agro-industry and ecotou-
rism sectors. These practices often involve high
value-added subsidiary businesses which have
BOX 2: THE THIÈS GREEN ECONOMY BUSINESS INCUBATOR
CERSET (which stands for the Thiès The incubator will connect recent or working within their supply chain.
Centre of Excellence in CSR) was graduates, existing small businesses ITEV will be a source of income for
established in 2013 to facilitate the and major companies undertaking CSR local communities, an opportunity
implementation of pioneering CSR and programmes. The incubator’s users will to enhance youth employability, a
sustainable development projects in learn to work in a network with other contribution to plant biodiversity and to
the Thiès region of Senegal. Supported stakeholders while absorbing the values the development of an environmentally
by CERSET, a collective of public and that drive CSR. Biodiversity research will beneficial agroforestry sector – while
private partners from education, be a key priority, as well as establishing also benefiting the partner companies.
professional training and research came effective connections between training, CSR has the potential to lay the
up with the idea for ITEV (Incubateur research and the market. ITEV’s backers foundation of a public/private
de Thiès pour l’Économie Verte – the include major companies such as partnership dedicated to promoting
Thiès green economy incubator), a Wartsila West Africa, Eiffage Sénégal, self-employment among young
business incubator specialising in Grande Côte Opérations, Sonatel and people, the production of a range of
the agroforestry sector. The incubator Blaise Diagne International Airport. Their plant species for regenerating land
will provide young graduates with role will be to facilitate the training and areas degraded by major companies,
assistance and a supportive environment support of local entrepreneurs operating and the use of these plants for food,
as they start up their businesses. in or close to their production areas and/ cosmetic and medical purposes.
Private Sector & Development
6
Promoting Towards an intercultural
CSR in Africa
- a sustainable
development
opportunity
approach to CSR in Africa
By virtue of their specific cultural imperatives and practices, African businesses are invested
with a social mission, extending beyond their exclusively economic role. At a time when a more
corporate and Western conception of CSR is gradually becoming established in Africa, these two
approaches can mutually enrich each other – as long as their respective values are recognised
and their complementarity is effectively engaged.
Alexandre Wong ments. Yet even though African companies
have begun to take on board the concept
Coordinator of the network “RSE & Interculturalité” 1
(Intercultural Understandings of CSR) and its implications relatively recently, it is
highly probable that they were already prac-
In most countries in sub-Saharan Africa tising CSR in all but name – if only via the
the public debate on corporate social fundamental social role they play within
responsibility (CSR) is still in an embry- their communities.
onic phase. African actors in general have
very little awareness of international ini- Diverse approaches to CSR in Africa
tiatives in this area and businesses with an In sub-Saharan Africa, corporate social re-
independent CSR strategy or policy remain sponsibility is largely based on philanthropic
few in number. In anglophone African coun- initiatives in the fields of healthcare, educa-
tries generally, and especially in South Af- tion, employment, infrastructures and the
rica, interest in this issue environment. In Africa, the ultimate pur-
is more pronounced and pose of businesses – and therefore by exten-
various initiatives have sion their responsibility – is primarily social
been launched. The dis- in nature: a business should yield a profit for
cussion is also becoming its owner and the owner’s family but also for
institutionalised in Mo- the community. The busi-
rocco, Tunisia and some ness success should help to ‘In Africa [...] a business
other francophone coun- build social cohesion rather should yield a profit
tries, even if its scope still than jeopardising it. Peo- for its owner and the
remains limited to a small ple’s respect for the entre- owner’s family but also
number of organisations.2 preneur will in part depend for the community.’

Academics, business pro- on his or her contribution
ALEXANDRE WONG fessionals, associations to the community’s well-being (Yaméogo,
and experts are beginning 2007). Alongside this strictly social aspect,
Alexandre Wong, PhD
to take up this subject – an the idea of conserving shared resources is
(Philosophy), is associate
researcher at CNRS (the French issue that is also increas- also strongly rooted in African traditions,
National Centre for Scientific ingly attracting media at- requiring every member of the community
Research) and consultant. tention and engaging pub- to protect them.
His research is focused on
lic opinion. At the same time an approach to CSR based
the historical, political and
The location of multina- on the Western model is starting to be-
economic forces that have
shaped people today and on tional subsidiaries with a come established. Intergovernmental or-
intercultural approaches to group CSR policy – formu- ganisations – such as the African Union and
corporate social responsibility lated at head office level UEMOA (West African Economic and Mone-
(CSR). He coordinates RSE &
– and the current mas-
Interculturalité (Intercultural 1 This article draws extensively on a publication by the author and Urbain
Understandings of CSR), a sive presence of the media Kiswend-Sida Yaméogo (2011) entitled Les responsabilités sociétales des
entreprises en Afrique francophone [Corporate social responsibility in
network of experts working sphere and communica- francophone Africa] (see References).
on the interactions between tion facilities, are probably 2 There has been notable progress in Morocco (CSR accreditation created
by the CGEM – General Confederation of Moroccan Enterprises), Senegal (a
CSR practices at international, among the factors driv- dedicated forum held annually in Dakar since 2008) and Cameroon (forum
national and regional levels. staged by the Groupement Inter-patronal du Cameroun – Cameroon
ing these recent develop- employers’ association – in 2011).
www.proparco.fr
7
tary Union) – are setting up frameworks pro- organisation. The two approaches should do
moting its development, public authorities more than just co-exist – they must mutually
are strengthening regulatory frameworks acknowledge and enrich each other.
to encourage the private sector to adopt in- Any CSR policy in Africa must take into ac-
ternational standards. Major African busi- count the fundamental responsible practices
nesses in the formal sector are adopting QSE in African corporate management. Firstly,
(Quality, Safety and Environment) tools business funding is intrinsically community
and certifications – ISO 9001, ISO 14001 or based. It is the community, via the tontine
OHSAS 18001, for example. Another exam- system of informal credit, which supplies
ple of the general trend towards standardisa- the capital for African business and calls en-
tion on the African continent is the spread of trepreneurs to account. This capitalisation
the ISO 26000 standard – specifically relat- of financial resources extends by analogy
ing to organisations’ social responsibility. It to the community-based capitalisation of
is still rare, though, for an African business natural resources. Similarly, in this context
to have a dedicated CSR unit. investing in business is effectively an invest-
It should also be noted that the Anglo-Saxon ment based on solidarity – it benefits soci-
approach to CSR, based more on a dialogue ety. Accountability to their community of
with the company’s stakeholders, is more investors is not enough, though: companies
widespread in Africa than the European and also need to meet the financial
French approach – which places the empha- needs of their wider commu- ‘The fact that a
sis on sustainable development and on com- nity – for example by financing com pany is present
panies’ compliance with national and inter- a small business, the purchase and rooted in its
national regulations. of a taxi, education, provid- community builds
At least two forms of CSR therefore co-exist ing assistance to orphans, etc. trust in its economic
in Africa – a Western-inspired form globally – in line with the principle of relationships.’
regulated by the ISO 26000 standard and an wealth redistribution. The
African form founded on the primarily social business should also help to maintain social
function of any business. cohesion: because it has its roots, its finan-
cial, relational and cultural capital, within
Key African cultural specificities the society, it bears a responsibility for this
Applying international CSR frameworks in society in return. Redistribution of employ-
Africa without any adjustment to local reali- ment within the community is an example
ties is liable to decontextualise businesses’ of this: relational hiring – recruiting from
CSR initiatives, disconnecting them from within the wider ‘family’ – is an expression
the real needs of their beneficiaries and ren- of solidarity. By taking everyone’s needs into
dering them meaningless in stakeholders’ account the company disadvantages no one,
eyes. International standards – in this case and in the process helps to maintain a kind
ISO 26000 – must be adapted to local eco- of social stability. The fact that a company is
nomic situations and cultural specificities or present and rooted in its community builds
run the risk of remaining largely ineffective. trust in its economic relationships. In this
This is not to say that there is any fundamen- way the life of the business is governed by
tal incompatibility between a “Western” CSR co-existing codes that are implicit and explic-
policy and a more traditional conception of it, oral and written, traditional and modern
the social role of business. African corporate (Box). As a result it is not always necessary
responsibility does not contradict African to formalise contracts or agreements: rela-
modernisation – in fact it supports the mod- tionships of trust, based on reciprocal obli-
ernising process. It is by taking African prac- gations, encourage community-responsible
tices into account that the requirements of practices. Operating in a way that challenges
CSR can be integrated effectively within an these customary practices can prove highly
counter-productive.
FOCUS
Towards a hybridisation of CSR practices
In order to promote the growth of CSR in
RSE & Interculturalité (Intercultural Understandings of CSR) is a
Africa it is vital to develop procedures for
network of researchers and organisations – from the state sector, the
private sector and civil society – dedicated to the intercultural and adapting Western CSR requirements to Af-
local dimension of organisations’ CSR policies. The network explores rican cultural and economic contexts, in col-
the interactions between a ‘top-down’ CSR policy – mainly focused on laboration with both African and Western
disseminating international regulations (standards, codes, etc.) across
managers working on the continent. For
organisations – and a ‘bottom-up’ CSR founded mainly on local social,
international groups based in Africa
political and economic practices already in existence.
Private Sector & Development
8 Towards an intercultural approach to CSR in Africa
Promoting this means taking greater account of Recognising diverse cultural approaches to
CSR in Africa
African modes of organisation, business CSR and recognising the existence of an Af-
- a sustainable
development administration and management – so that rican CSR – though it is not labelled in the
opportunity
they are not asking their employees to act in same way – opens up a pathway to a different,
a way that is inconsistent with their beliefs. more effective and more intercultural way of
At the same time it is important that local organising and managing businesses in Afri-
economic and institutional players adopt a ca (whether subsidiaries or local businesses).
proactive role in promoting Africa’s respon- Rather than thinking only of modernising
sible corporate practices internationally. African responsibility practices, these prac-
Very often there is still a lack of awareness tices should be viewed as a source of inspi-
with respect to the value of local practices. ration – yielding a deeper understanding of
Only an intercultural understanding of both economies in the developing world, where
international and local practices will enable economic relationships are often founded on
the different modes of organisation, admin- ethical values based on trust.
istration and management to be combined
in the most effective way.
This process could be supported by a pro-
gramme of targeted initiatives. The prior-
ity here will of course be to raise awareness
among managers of interna-
‘Very often there is still tional businesses based in Africa
a lack of awareness of the need to hybridise African
with respect to the and Western responsibility prac-
value of local practices.’ tices. Yet Africa’s diasporas also
have an important role to play
in the transmission of Western responsibil-
ity practices in Africa and of African respon-
sibility practices in the West. A more inter-
cultural approach to the ISO 26000 standard
should also be defined. This work of revising
standards should draw on the expertise of
African and Western researchers specialising
in CSR and interculturality in Africa. Finally
it would be helpful to raise awareness of pro-
gress in the field of CSR across African civil
society – by generating coverage in the Afri-
can and Western media of intercultural and
CSR initiatives in the business world.
BOX : COMMUNITY CONFLICT RESOLUTION
In the African subsidiary of a from the role they occupy inside Opening up this arena for mediation
multinational group, and in African and outside the subsidiary or helps to create a family atmosphere
companies in general, informal business, in the communities – within the company and prevents
power centres co-exist alongside the civil, religious, ethnic, etc. – that social conflicts which could cost
hierarchical organisation structure. connect company employees the company a great deal in terms
These traditional mediators, with external stakeholders. of time and money. Against this
unlike the representatives of Their role is to lend legitimacy to background, a company that takes
trade unions, do not feature in management decisions and also an issue to tribunals is effectively
the companies’ organisation to regulate social relationships demonstrating its inability to resolve
charts. Nor do they necessarily within and outside the subsidiary conflicts internally. National laws are
occupy important roles within or the business, by ensuring that merely a last resort when a problem
the subsidiary or the company – if customary rights are respected, cannot be settled “within the family”
indeed they are actually employed with a view to maintaining social in line with the customary practices
there. Their reputation derives cohesion within the community. applicable within the business.
References / Yaméogo, U.K.-S., 2007. L’Émergence de la responsabilité sociale des entreprises en Afrique : état des lieux, enjeux et perspectives, université Paris-XII Créteil. // Wong, A. et
Yaméogo, U.K.-S., 2011. Les responsabilités sociétales des entreprises en Afrique francophone – Le livre blanc, éditions Charles-Léopold Mayer.
www.proparco.fr
9
An agribusiness group
pioneering CSR practice
in Africa
The example of the Côte d’Ivoire group SIFCA demonstrates that CSR is a guarantee of
sustainability and functions as a performance lever for companies. Since 2007, SIFCA has been
committed to sustainable development, showing that the success of CSR initiatives depends
crucially on the extent to which every level within an organisation takes ownership of those
initiatives and on the quality of the relationships the organisation has with local communities.
Franck Eba An active commitment to sustainable
development
Director, Integrated Agricultural Unit (DUAI) / Agroindustrial
complex, SIFCA group subsidiary Sucrivoire On the initiative of its General Director, the
SIFCA group adopted a sustainable deve-
lopment and corporate social responsibility
The agricultural industry is central to (CSR) strategy since as early as 2007. At this
the major environmental and social time very few African companies had taken
(E&S) issues affecting land use, biodi- these issues on board and SIFCA played a
versity conservation, planters’ incomes and pioneering role.1
employee working conditions. The SIFCA The group has relied on the services of the
group believes in corporate responsibility international Ernst & Young firm to assess
in these areas and adopted a sustainable the environmental impact of its operations,
development policy in 2007. the working conditions of its employees
For a group of SIFCA’s size operating in and its relations with local communities.
sub-Saharan Africa, good E&S management A ‘sustainable development‘ team was
also drives improved per- then established within the
formance. For example, group, followed by a semi- ‘The group’s future is
reducing consumption of nar on the development and closely linked to the quality
natural resources, impro- introduction of the strategy of its relationships with
ving working conditions - launched the same year - small-scale planters.’
and reducing the num- and the appointment of a
bers of accidents – and head of CSR in each subsidiary. All subsi-
hence absences – leads to diary heads and secretary generals worked
lower operating costs and with the heads of CSR to devise the sustai-
greater sustainability. nable development strategy. A bespoke orga-
FRANCK EBA The group’s future is clo- nisation (Box) was set up to coordinate the
Franck Eba has a PhD in sely linked to the quality overall strategy.
engineering sciences from of its relationships with SIFCA’s CSR strategy is based on six pledges.
the University of Besançon small-scale planters, who To start with the social sphere, it involves
and a master’s degree in provide 60% of its agri- publicising and implementing the health and
business management
cultural resources. Access safety policy and establishing effective moni-
and administration from
the École de commerce to raw materials is key, so toring of workplace accidents (Pledge 1).
et de gestion of Abidjan. it is vital to establish rela- Employees must also have access to safe
In October 2007 he tions of trust with local tools and equipment and subcontractors
was appointed head of communities near pro- must be monitored to ensure that they
sustainable development at
duction sites. The SIFCA comply with the regulations (Pledge 2).
SIFCA, where he coordinates
CSR for the group as a whole. group also relies on pro- In addition, the group undertakes to pro-
Since August 2014 he has tecting the environment, vide accommodation for permanent
headed the Borotou Koro which underpins agricul-
1 Survival of the group’s businesses has been under threat from global
agro-industrial complex for tural production. prices and political struggles. Once their future was assured, improving
SIFCA subsidiary Sucrivoire. the living and working conditions of the group’s employees quickly
became a priority.
Private Sector & Development
10
Promoting and seasonal workers and their fami- savings plan” and a tailored health insu-
CSR in Africa
lies, and to ensure provision of drinking rance. For around 6,560 FCFA (€10) a month,
- a sustainable
development water, sanitation and electricity (Pledge 3). deducted at source from their crop sales
opportunity
Lastly, SIFCA is committed to the active income, planters and their families benefit
implementation of a policy to prevent the from health insurance covering 80% of medi-
spread of infectious diseases, notably HIV/ cal costs. Planters are also offered training to
AIDS and malaria (Pledge 4). In the envi- help them to optimise their output.
ronmental sphere, CSR involves preven- The group is also developing local infras-
ting accidental soil pollution, identifying tructure (safe drinking water, transport,
and assessing the environmental impact of electricity) and programmes to give local
each of the group’s activities (Pledge 5) and populations access to health and education.
encouraging sustainable practices, notably As regards environmental issues, SIFCA has
by promoting responsible planting. All these adopted a charter in which it commits to
strategies ultimately rely on a strong par- ensuring the treatment of liquid effluent,
tnership with local stakeholders. To this end, proper management of solid waste, redu-
close and sustained dialogue is systematically cing air emissions from factories and the
established with the local communities with responsible use of pesticides, herbicides and
the aim of improving their health, education other chemicals. Energy efficiency measures
and income levels (Pledge 6). These pledges have been introduced. The SANIA subsidiary
have been adopted by each subsidiary, taking is involved in a Clean Development Mecha-
account of the different regulatory require- nism (CDM) to replace natural gas with bio-
ments and local specificities of the countries mass from felled rubber trees and seed husks
where the group operates. as fuel for electricity generation for the palm
As part of their funding package, develop- oil refinery’s new boiler. In 2013 this project
ment finance institutions have suppor- made it possible to notch up 14,724 tons of
ted the development of a CSR strategy in CO in carbon credits and to cut electricity
2
SIFCA subsidiaries. For example, Proparco costs by over 500 million FCFA (€765,000).
has assisted Sucrivoire, GREL and Palmci in Another innovative initiative has seen the
improving their E&S performance. construction of workers’ housing using
compressed stabilised earth blocks (CSEB),
Compelling results which have good thermal capacities and can
SIFCA has directed its efforts towards be laid without cement. This project enabled
improving the working and living condi- the group to reduce its ecological footprint
tions of its employees. For example, it has while also saving 2 billion FCFA (€3 million).
sought to reduce the frequency and gravity
of workplace accidents (the degree of gra- Buy-in - a crucial success factor
vity has been cut by two-thirds since 2008) SIFCA’s experience shows that the success
by upgrading equipment and raising awa- of a CSR policy largely depends on gaining
reness among its personnel concerning the the support of every level of management in
major risks linked to their work. Safer wor- the business and on the
king environments means fewer stoppages quality of relations with ‘SIFCA’s experience shows
and ensures continuous operations. The local communities. that the success of
group has also prioritised the fight against Internal awareness-rai- a CSR policy largely
HIV/AIDS and malaria. Its anti-malaria pro- sing and training need depends on gaining the
gramme has prevented 1 117 days of sick to be undertaken on a support of every level
leave. All the group’s subsidiaries now have major scale to motivate of management.’
screening centres. staff and convince the
There are also initiatives aimed at the many who are resistant to change. CSR is not
93,000 planters who sell their rubber, sugar- always fully understood and is seen by some
cane and palm oil to the group. For example, as ‘something for westerners’. Being locally
the subsidiary SAPH has set up a “planter rooted is another determining factor. The
strategy’s instigator should preferably be a
FOCUS person who is ‘local’ and ‘internal’, part of the
local community and of the company. Close
SIFCA is a major player in the West African agricultural industry. cooperation between instigators of change
The group covers the entire value chain, from plantation to and those tasked with its implementation is
marketing, for palm oil, rubber and sugarcane. Through its ten crucial. The establishment of an internal CSR
subsidiaries, some of which are quoted on the regional stock
network has also been vital for the project’s
market in Abidjan and on Paris Euronext. SIFCA operates in Côte
success. Responsibility for CSR actions was
d’Ivoire, Liberia, Ghana, Nigeria, Senegal and France, and has over
30,000 employees. given to managers already working in the
www.proparco.fr