18 November 2011

Multinational companies are often quick to publicize their corporate-social responsibility programs, but how a company tell its people what it’s doing, and how it communicates its achievements to executives can often make a break a program, and its survival.

“The scrutiny [of a program] is different inside” the company, said Evelyn Zapata, global corporate relations executive for Visa International in Latin American and the Caribbean, at WorldCity’s CSR Connections on Nov. 10.

Business leaders will often ask “are you spending this money well? Are you aligned with the business goals we have? Where are you going with these proposals,” she added. “Once you put a program in place, you have to foresee all these questions.”

The benefits of reporting an ongoing program internally to rank and file staff as well as executives can pan out to help the business, if the details are communicated correctly. One of Visa’s core CSR programs focuses around financial literacy, an area particularly important in Latin America as millions join the middle class.

“In sales meetings… there’s a lot of guidance that needs to be provided to banks in the region,” Zapata said. “If [staff] is well informed on what we do, they are able to share these resources, giving [the banks] the program.

“We just need to be focused on what we’re doing, keep doing it and be sure what we’re doing is providing value to the audiences we’re serving,” she added.

When and how to share the details of a program, however, is up for debate. Zapata said it wasn’t hers or Visa’s priority to fire off press releases as soon as something starts. “You have to be as careful internally as externally. You don’t want to sound arrogant and besides people are not going to believe in what you’re doing.”

Yet Lynda Pike, senior communications and public relations manager for Medtronic, asked if it was a “missed opportunity” to hold back on informing employees about ongoing programs.

Zapata said Visa has several channels to talk to its employees, including a talk-show style video with executives called “Coffee Breaks,” she said she waits to ensure the program is broad enough, and lines up with corporate goals and strategies before pushing out the message.

Though different CSR programs have differing tactics and goals, it seems partnering with local group in any region is a popular move, and one critical to gaining creditability within a community and broadening a program’s reach.

“In São Paulo we have a deal [where] we tied the stock market onto Discovery shows prepared for schools, the teachers can record those shows and show them in their classrooms,” said María Teresa Velasco, manager of education and public affairs for Discovery Networks throughout the region.

The partnership, which in part promoted the Brazilian stock market, gave Discovery not only the resources to create the content, but also the ability to put that program in schools across the country. The most successful programs, however, are strategic initiatives and expansions that give the company credibility and legitimacy.

“Visa is going to do a project in the Dominican Republic, a subsidized program with pre-paid cards the government is giving to very poor people and they can use it for health, education or food,” Zapata said.

“The more relevant our areas get and the more connected with the business they are,” she added, “the more possibilities we have to grow.”

CSR Connections is one of seven event series organized by WorldCity to bring together executives on international business topics. The CSR series is sponsored by Nokia and Chevron. The next meeting is set for Feb. 9.