Corporate social responsibility as a communication tool at KCB Bank Uganda

Abstract

In the banking sector, the concept of corporate social responsibility (CSR) has emerged as a key component of communication owing to the increasing pressure from the regulatory and social perspectives for banks to remain compliant. This study sought to examine CSR as a communication tool within Kenya Commercial Bank (KCB) Uganda. The objectives of the study were to examine the CSR approaches used as forms of communication, ascertain the challenges in implementing CSR and establish the strategies for improving CSR as a form of communication within KCB Bank Uganda. The study adopted a cross-sectional research design and a mixed research approach where both questionnaires and interviews were used as research tools to obtain data from KCB Bank Uganda staff and experts on CSR. Simple random and purposive samplings were used to select the sample that participated in the study. The resultant data was checked for validity and reliability to ensure consistence of the responses. The major findings indicate that the desire for KCB Bank Uganda to undertake CSR investments is motivated by sustainability, community, workplace, marketplace and environmental perspectives. The study further established that financial constraints, inadequate monitoring and measurement, non-participation of all staff, stringent regulatory standards, and management’s non- commitment to prioritise CSR were the major challenges facing KCB Bank Uganda in pursuing CSR initiatives. It was noted that staff engagement, partnerships with other players for joint CSR programs, and continuous monitoring of CSR activities were highlighted as strategies for improving CSR programs. In light of these findings, it was recommended that management of KCB Bank Uganda should invest in staff training through seminars and conferences. In addition, there is need for KCB Bank Uganda (through the human resource department) to embed CSR duties into employees’ job description as this will promote a stimulus for employees to work harder to achieve the planned CSR targets. In the same way, management of KCB Bank Uganda should encourage a participatory approach where all employees regardless of their seniority are involved in the formulation of different CSR programmes to stimulate a culture of teamwork and commitment among employees. Furthermore, management of KCB Bank Uganda could explore the possibility of partnering with other institutions to implement joint corporate social responsibility programmes.