Collaborative CsR in Gito

GITO providers and buyers who gain advantage from collaborative CSR are proactive in embracing CSR projects that will enhance their existing services or even create new capabilities in their portfolio. One particular example is a joint project by U.K.-based Cooperative Financial Services (CFS) and Steria, a French GITO provider with centers in the U.K. and India. CFS and Steria have collaborated on several CSR projects. A CFS executive told us that as a GITO client they expect of their outsourcing relationships a “common set of values, to build trust with like-minded organizations where we share something in common.” This has been realized in the relationship with Steria.

Working together, CFS and Steria support a number of schools in India through the provision of library equipment, computers, sporting equipment, and other funded services to allow students in poor communities to be educated in a well-equipped school. Executives from both companies visit the schools regularly and meet with the teachers, students, and administrators. The local Steria staff visit and work at the schools, mentoring children and contributing budgeted time to the teaching and maintenance of the school project equipment. In parallel, Steria and CFS staff collaborate on social projects in the U.K., contributing staff time jointly to supporting local projects such as community shelters and schools. This is one example of what could be done collaboratively but it is not unique or exclusive; Steria has implemented similar collaborative CSR models with other clients besides CFS.

Overall, collaboration on CSR projects has built a greater level of trust and mutual understanding between CFS and Steria. This enhanced trust and understanding creates work force-related benefits. It contributes to reduced attrition, improves staff retention, and improves productivity through improved team morale.

illustration by Jon han

Collaborative CSR benefits all parties: the buyer gains a more productive provider; the provider gains a more loyal and effective work force; society gains a better-equipped school with students who are more likely succeed

in life, and who may one day find employment in the GITO industry. This fits with the Porter and Kramer definition of shared value from strategic CSR.

Steria staff told us attrition rates on
the CFS project team in Steria India
were substantially lower than attrition
rates on similar project teams. This
results in reduced costs for recruit-
ment, training, and knowledge trans-
fer. A CFS executive stated: “India is
booming again this year. And attrition
is a massive issue for the industry…
attrition on the CFS account is really
nothing compared to others, I mean
it stands out.”…“it is certainly linked
to the strength of the relationship be-
tween the two organizations which is
really visible to the guys in India.”
Collaborative CSR helps inspire
commitment to stay, work longer and
harder for a responsible and caring
organization. The willingness to col-
laborate demonstrates the importance
of CSR values evidenced through per-
sonal contributions. The payback is
in the form of improved productivity
and reduced retraining costs. Retained
staff tends to be more productive than
those newly employed. For the buyer
and provider this commitment offers
the ability to work through difficult
and unexpected problems in the out-
sourcing relationship. A CFS executive
told us: “When you are under pressure
of getting the tests done against a tight
deadline, do you know what the guys
say? Well, time to go home now or do
they stay for midnight? These guys
stay until midnight and beyond and all