A Decade of Discussion, but Where Are We Now?
For over a decade, business leaders and government officials in Jamaica have been championing the cause of corporate social responsibility (CSR). Yet as we reflect on this journey, one must wonder: what tangible progress have we made, and what continues to hold us back?
Back in 2014, Monitor Deloitte senior consultant Sean Keown made a compelling case that CSR programmes would not only boost profitability but also “help accelerate Jamaica’s progress” towards Vision 2030 goals.
Fast forward to 2019, and we heard Tourism Minister Edmund Bartlett emphasising that “tourism’s success cannot only be simply limited to a rise in employment rates or record visitor arrivals and profits.”
The message has remained remarkably consistent. As Bartlett pointedly noted, “tourism ought to deal with the issues of inequality and create a more inclusive sector with a more equitable distribution of wealth, as its true success lies in broad-based initiatives that benefit the Jamaican people.”
Yet here we are in 2024, still having similar conversations. Why?
The Business Case Is Clear
The evidence supporting CSR’s value proposition has been robust for years. As Keown observed in his 2014 study of seven businesses across Kingston, St Ann and St Mary, “in every single example, the CSR programmes helped the business improve whether in actual sales or brand recognition.”
The Private Sector Organisation of Jamaica (PSOJ) has long acknowledged this reality. Former president, Christopher Zacca, emphasized that “companies have a special responsibility to the communities in which they are located” and that “strategic involvement in these communities will help to steer our youth on the right path and help the wider society to prosper, grow and do well.”
Beyond Simple Philanthropy
One consistent theme emerging from industry leaders is that effective CSR must transcend basic philanthropy. As JPSCo’s head of economic development, Rhys Campbell, noted, “good CSR was more than just philanthropy.” He advocated for programmes that:
- Are mutually beneficial to company and community stakeholders
- Tie to the company’s core competency
- Address root causes of social problems
The tourism sector offers an illuminating example. Minister Bartlett highlighted the Iberostar hotel’s agri-tourism linkages programme in Lilliput, St James, where residents engaged in hydroponic farming to supply the hotel with vegetables. This initiative exemplifies CSR that creates sustainable economic opportunities rather than mere charitable giving.
So What’s Holding Us Back?
Despite the clear benefits and continued advocacy, widespread adoption of meaningful CSR programmes remains elusive. Several factors appear to be at play:
- Bureaucratic Hurdles: As Zacca pointed out, there is an “urgent need for Government to rid the nation of this stifling bureaucracy which creates the avenue for bribery and corruption.”
- Short-term Thinking: Many companies still view CSR as a cost rather than an investment, focusing on quarterly profits over long-term sustainable growth.
- Limited Understanding: There remains confusion about what constitutes effective CSR, with many companies still equating it with simple charitable donations.
- Resource Constraints: Particularly for medium-sized businesses, allocating resources to CSR initiatives can be challenging, despite evidence suggesting they are well-positioned to implement such programmes.
The Way Forward
The path to progress requires a shift in how we conceptualise and implement CSR. As development communications experts from the Caribbean, Australia, India and the UK recently advocated, organisations need to embrace a more long-term and sustainable development-focused approach.
Companies must move beyond viewing CSR as a mere publicity tool or occasional community service. Instead, as Minister Bartlett eloquently put it, it must “become part of the DNA of tourism” – and indeed, of all industries.
The evidence supporting CSR’s value proposition has been clear for over a decade. The question now isn’t whether it works, but rather, when will we finally commit to making it work? As Jamaica continues its journey toward Vision 2030, the answer to this question may well determine the pace and inclusivity of our progress.
The time for mere discussion has passed. We need concrete action, measurable targets, and genuine commitment from both the private and public sectors. Only then can we transform a decade of promises into tangible progress for all Jamaicans.