Corporate social responsibility in the families of workers: a systemic proposal for Peru

Figures & data

Table 1. Lack of institutional pressures to comply with labor rights and/or offer welfare.

Type of pressure not implemented	Coercive (laws)	Regulations (associations)	Mimetic (imitation of the competition)
Reason for non-compliance	Lack of formality prevents laws from protecting workers.	The lack of transparency between informal companies prevents competitiveness by offering more attractive jobs.	Informal competition finds more motivation in maximizing profits than in developing their team.
Consequence of non-compliance.	A mechanistic model persists, which neglects the defense of labor rights.

Source: own elaboration. The lack of institutional pressures (consequent to labor informality) limits the possibilities of developing a CFR.

Figure 1. Success to the Successful archetype, elaborated to represent the conflict between time dedicated to work and time dedicated to family.Source: Own elaboration, based on Senge (1990, 2006). As stated in the article, the conditions come from a precariousness of working conditions. However, these are visible in the degree of demand, the excessive time, and the low recognition that is maintained in conditions of informal employment.

Figure 2. Stakeholders scheme in which the workers are in balance between power, urgency and legitimacy.Source: Jáuregui et al. (2019). This balance depends on the harmony between different instances. The existence of a worker’s life outside the workplace influences just as it does within the company.

Figure 3. Escalate archetype, elaborated to represent the consequences of a lack of participation of workers as stakeholders.Source: Own elaboration, based on Senge (1990, 2006). Perception is a very important element in organizations. Therefore, distant communication can cause a series of subsequent problems.

Figure 4. Environments of family responsibility.Source: Adapted from Estudio IFREI Study (2018). As with the family as a reflection of society, companies also manage human processes that involve specific actions and also cultural changes.

Figure 5. Elements that make up the CFR model.Source: Adapted from Chinchilla (2004). The framework of this strategy is consistent with a series of actions that generate a complex result, since it covers different dimensions.

Figure 6. Correction of the Success to the Successful archetype, elaborated to represent the benefits of the CFR in companies.Source: Own elaboration. The main weakness of the mechanistic scheme becomes a strength when implementing the CFR. This is reflected in the quality of family life, the availability of time, and the motivation to achieve the company’s own objectives.

Figure 7. Correction of the Escalate archetype.Source: Own elaboration. The use of stakeholder’ theory includes an adequate CFR and participation of the workers in decision making. All of this allows for more transparent communication, in addition to other benefits for the company.

Table 2. CFR policies of companies recognized by GPTW.

Company	Policy Brief
Plaza Vea (C1)	Active and confident listening Flexible hours and rotating shifts Different work modalities: full, part and peak time Time management and family care Free hours coupons
Virú (C1)	Incentive for continuous improvement Leadership style focused on the quality of life of employees
Efe (C1)	Productivity associated with objectives and not schedules Hybrid work Generation of communities Free days and spaces to share with the family
Interbank (C1)	Close and empathetic leadership style Digital disconnection Leisure Decentralized positions
Pamolsa (C1)	Flexible schedule Extralegal benefits, licenses and permits
DHL (C2)	Work 50% face-to-face and 50% remote
Real Plaza (C2)	Flexible schedule 60 free hours per year (and 30 more, according to the role) Hybrid schedule: face-to-face session twice a week Summer Friday: Departure at 1:00 p.m. Bridges: when a holiday falls on a Tuesday or Thursday Marriage leave: 3 days off
Interseguro (C2)	Flex office, collaborators nationwide working without restriction to the place where they live Summer Fridays, Overtime Coupons, Advance Vacations, and Choice of Work Hours
Accor (C2)	Corporate office: Week with three days in the office and two days in teleworking Hotels: week with 5 work days and 2 rest days
Metalmark (C2)	Wellness and development programs Mother’s Day: we give free time to our collaborators
Hilton (C3)	Adjustment of schedules according to the needs and personal requests of the workers (special dates, additional day off on the worker’s birthday, anniversaries, events, studies, among others)
Cisco (C3)	Hybrid work model Training, Mentoring, Professional Development and Career Development
DHL Supply Chain (C3)	80% work in operations with flexibility through technology and digitization
Ingram Micro (C3)	Work system of two days of work in the office and three days at home
EuroFarma (C3)	Home office Short fridays Euro Flex: comprehensive support to the collaborator (Physical, psychological, emotional and development)

Source: adapted from GPTW (2023).

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Data availability statement

Data sharing is not applicable to this article as no new data were created or analyzed in this study as it is a qualitative proposal.