A CSR Thoughtpiece from the CSR Training Institute -by Wayne Dunn To keep updated on postings and events go to www.csrtraininginstitute.com and sign up for the newsletter

1. Helping business to
serve shareholders AND society
SIMULTANEOUSLY
CSR Metrics
You can’t measure temperature with a speedometer
-by Wayne Dunn
www.csrtraininginstitute.com/knowledge-centre

2. The key to using metrics and measurement to unlock value is
having project-appropriate metrics and measurement.
The metrics and measurement should drive from the ‘why’
and the ‘how’ of the CSR project itself and not from some
preconceived corporate or external framework.
Corporate wide frameworks are good, invaluable even
in managing a corporation across multiple projects and
operations. Modern management requires them.
But, they only work well if they support both the corporate
and the project level. Frameworks and systems that provide
corporate data and only add burden to front line operations
should be looked at carefully, on CSR projects and corporate-
wide.
CSR Metrics:
You can’t measure temperature with a speedometer
Metrics are key pieces
of the puzzle for
maximizing value from
CSR investments
You can’t manage what you can’t measure.
But, you can’t measure temperature with a speedometer either!

3. CSR Metrics:
You can’t measure temperature with a speedometer
Page 02
CSR is an emerging and evolving area and it isn’t always
easy to identify and accumulate appropriate metrics. This
is true at the project site and especially true when trying to
create corporate-wide metrics and frameworks.
We’ve all heard that you can’t manage what you can’t
measure. In CSR especially there is another cliché every bit
as true.
You can’t measure what you can’t measure!
Metrics and measurement are important for sure but sometimes
corporate reporting frameworks, or directives to adhere to
this or that global norm, standard or protocol, end up with
the CSR front line teams trying to measure the wrong things
in the wrong ways.
This causes frustration, tension and does little to add value at
either the corporate or the project level.
Don’t get me wrong. Every CSR project should rigorously
and systematically measure progress and key indicators and
have appropriate frameworks for recording and analyzing
the data.
Metrics need to fit the
project and be as simple
as possible. If they don’t
they cost money, cause
frustration and accomplish
little

4. Page 03
At the beginning of every project, or right now for those that
started without metrics, there should be a thorough analysis
of the ‘why’ and the ‘how’.
Why is the company investing time and money into this
particular project and not another?
‘How’ can it track progress towards the ‘why’. This should
provide the insights to help identify what metrics need to be
tracked and measured.
The ‘how’ and ‘why’ answers will be generally be specific to
each project so it stands to reason that the metrics that are
tracked and managed would be project specific as well.
Once you have settled on metrics at a project level you need
to set up a systematic process for acquiring them on a regular
basis. And for analyzing them and using them to enable better
management of the project.
You also need to regularly review the metrics themselves. It is
not uncommon that a few months into a project it becomes
evident that some new metrics need to be tracked and/or that
some of the existing ones aren’t helpful to track, or need to be
analyzed in different ways.
CSR metrics is about more than
measuring spending. It is about
supporting more efficient value
creation
CSR Metrics:
You can’t measure temperature with a speedometer

5. Page 04
What is key is to find the metrics and the data collection
and analysis protocols that allow the project to efficiently
track progress and use that information to constantly improve
project management and implementation.
This isn’t to say that all corporate CSR frameworks should be
ignored or abandoned, or that compliance with global norms
and protocols is unimportant. Far from it.
It is to say that project specific metrics that help you to do a
better job of managing and implementing a particular project
are as important. Sometimes even more important.
Good corporate frameworks should have the flexibility to
accommodate and support project specific metrics and
management.
Compliance with global norms, protocols and standards
should be considered carefully and where/if they create too
much added burden on CSR project management they may
need to be reconsidered.
Get the metrics right
and new value can
emerge
CSR Metrics:
You can’t measure temperature with a speedometer

6. Page 05
CSR metrics should, for the most part, be project specific and
support the management needs and value creation goals of
the project.
But, they can often provide the foundation for corporate-wide
metrics and frameworks. The trick is to let project specific
metrics provide guidance and direction to the creation and
even revision of corporate-wide metrics and CSR management
frameworks.
CSR Metrics and
management frameworks
must meet project and
corporate needs
CSR Metrics:
You can’t measure temperature with a speedometer
To read other CSR Articles and Thoughtpieces click here>>>

7. Professor Dunn brings a practical and realistic approach to CSR, blending theory and
practice to develop realistic models and approaches to address real-world challenges
Dr. Ellis Armstrong
Former CFO, BP Exploration
…coherent, thoughtful, stimulating and insightful… state of the art! The network of
participants from the public, private and civil society sectors was incredible, some of
the leading experts in the field.
Kojo Busia, Ph. D.
Snr. Mineral Sector Governance Advisor
United Nations Economic Commission for Africa/UNECA
…pragmatic blend of theory and practice, very applicable to helping organizations
meet real-world challenges.
Frank McShane
Manager, Corporate Responsibility Policy and Ethics, Talisman Energy
… readily available to provide support to organizations like Amref that are seeking
partnerships, and looking to bring about positive change in a collaborative and concrete
way. Wayne and the CSR Training Institute helped us to identify and connect with
potential partners and are always available. The training, the expertise, the network
and the overall support are world-class.
Onome Ako
Director of Strategic Partnerships, Amref Health Africa
“The program enhanced the CSR knowledge and strategic skills of our Kosmos Energy
Ghana team, and offered the participants a platform for networking with professionals
from other organizations across Africa and Ghana.”
Reg Manhas
Sr VP Kosmos Energy
Very much helpful Wayne; some of the tips and questions you gave will be an extremely
helpful guide in the process of developing a CSR Strategy for my company.
Emmanuel Aubynn
Regional Social Responsibility Manager, Newmont Africa
The CSR Program was excellent. A key aspect of my work is to encourage and support
private sector development that contributes to Ghana’s overall socio-economic
growth. The learning that I and my staff take away from attending this program will
help us immensely with this responsibility. I highly recommend this program.
Hon. Rashid Pelpuo (MP)
Minister of State for Private Sector Development and Public Private Partnerships
(Ghana)
New and exciting insights into the theory and practice of CSR… great faculty and
participants, very diversified. An excellent learning experience, very practical and
useful. I’m very happy I was able to participate in it.
Hon InusahFuseini (MP)
Minister of Lands and Natural Resources (Ghana)
WHAT OTHERS SAY ABOUT OUR WORK

8. Should Business Serve
Helping business to serve society and
shareholders, SIMULTANEOUSLY.
Should Business Serve
WAYNE DUNN, PRESIDENT AND FOUNDER
SHAREHOLDERS?
SOCIETY?
IT SHOULD SERVE BOTH.
Wayne Dunn is President & Founder of the CSR Training Institute and
Professor of Practice in CSR at McGill. He’s a Stanford Sloan Fellow
with a M.Sc. in Management from Stanford Business School.
He is a veteran of 20+ years of award winning global CSR and
sustainability work spanning the globe and covering many industries
and sectors including extensive work with Indigenous Peoples in
Canada and globally. His work has won major international awards
and has been used extensively as ‘best-practice’ by industry and
academia.
He’s also worked oil rigs, prospecting, diamond drilling, logging,
commercial fishing, heavy equipment operator, truck driver and
underwater logging, done a couple of start-ups and too many other
things to mention.
Wayne’s career includes big successes, and spectacular failures. He
hopes he’s learned equally from both.
www.csrtraininginstitute.com