Developing a Successful CSR Programme in Rural Africa
“The idea that business is part of society, and therefore has community and national responsibilities is established in the culture, and economic history of many African countries.” (‘Corporate Citizenship in Africa’, 2006)
Having worked in Ivory Coast and implemented the in-house CSR program, here are some of my experiences as to what worked and what needs to be avoided.
1. Build self-governing individuals: A meaningful CSR strategy in Africa must be less about philanthropy (donation, benevolence or charity) and more about rendering population self-sufficient by providing them the requisite tools (i.e. revenue generation through meaningful employment, training programs to acquire new skills). The long term aim of the company must be to reduce its need for intervention (financial and managerial) through the creation of a society where issues such as healthcare, educational infrastructure and poverty reduction are seen less as responsibility of the provider and lies in the sphere for which the individual is responsible, thus becoming an issue of ‘self-care’. This will evidently take time but must be the founding pillar of any debuting program.
2. Opt for co-financing: The “mot d’ordre” must be participatory financing where investments must be a joint effort. Albeit difficult to envisage an equal participation, a minimal contribution at the very onset that builds over time should provide the population with means of contributing to their own betterment and build a sense of allegiance. At SOLEA, we implemented a signed protocol with the surrounding communities which states that as concerns projects for the betterment of rural lives, the company would match every investment made by the village which itself is made possible thanks to income received from land lease payments generated by the company’s project. “Give a man a fish and he is fed for a day. Teach a man to fish and he is fed for a lifetime.”
3. Ensure personalised contact: To enhance the idea of developing self-governing individuals, the management (at its very highest echelons) must adhere to the idea of maintaining personalised contact with the population that goes beyond the mere photo-op. This involves constant physical presence on the ground that includes, but is not limited to merely managing the strategic rollout. Participating in employee representative committees, resolving on-field social conflicts or being a part of cultural events helps demonstrate a hand-on approach that creates empathy and builds deeper understanding of the social fabric whilst instilling confidence amongst the society as to the underlying intent of the company. The resulting harmony is key to the success of a CSR program.
4. Aim at women: In rural areas, despite a prevalent patriarchal society, women form an integral part of the social fabric that goes well beyond child rearing and home-keeping.
CSR programs need to greatly stress on gender equality and do more than pay lip service to the betterment of women. At SOLEA, we believe in bestowing women with financial independence. Aimed at achieving parity of sexes in the workforce, jobs in nurseries and planting are reserved for women which results in greater financial independence. This positively impacts expenditure on their health and children’s educational needs.
5. Embrace technology: The ability to adapt to new technology (known as technological leapfrogging) is vastly improved amongst rural population who have not had to adapt to previously outdated technology such as landlines, GSM phones, or fax. CSR programs, notably educational, should aim to equip schools with tablets and digital content. Aim is not to merely adopt expensive models that work in developed nations but to design simpler, cost-effective solutions that will keep in mind the ground realities in Africa while providing access to modern technology.
6. Do not outsource CSR: It is important that those who implement the programs believe in it and experience the rollout in all of its good and inconveniences. It is tempting to bring in specialised outsiders who can take up tasks related to domains such as health and infrastructure. But while one needs the technical support, the day-to-day management must be the sole responsibility of the company in question.
