Corporate Social Responsability (CSR)

The HR&S offer

HR&S offers to implement CSR in the form of:

  • Webinars.
  • Knowledge sharing with stakeholders in Africa.
  • Managing donations.


Cross-cultural awareness-raising through webinars with our African partners around the HR&S activites in Sub-Sahara Africa.

Global Development
Sharing about the HR&S method for extreme poverty eradication through webinars addressing “Global Development – Evaluation Planning”.

The company pays normal prices for the webinars.

Knowledge sharing

A brainstorming between our African partners and the staff of the company requesting the CSR activity, around the solution to a challenge identified by our African partners that is related to the skills and experiences of the company requesting the CSR.



Financial donation by the company requesting the CSR  will be invested in the HR&S non-profit programme that provides loans and coaching to social entrepreneurs in Sub-Sahara Africa. 20% of the donation will remain in Sweden and 80%  will be transferred to the HR&S accounts in Africa.

Cell-phones, computers, software & transportation to Africa

Cell-phones and computers will become the asset of the HR&S RISE Centres, where they will be kept safe, and be serviced and mainained. The will generate an income for the Centres that will ensure the costs of storage, service and maintenace. We only accept new equipment.


Previous activities

One company with high IT capacity contributed with advice around on-line communication with and with-in countries with weak internet, fragile electrivity and lacck of access to quality computers and cell-phones.


Corporate social responsibility (CSR) is a type of international private business self-regulation that aims to contribute to societal goals of a philanthropic, activist, or charitable nature by engaging in or supporting volunteering or ethically-oriented practices.While once it was possible to describe CSR as an internal organisational policy or a corporate ethic strategy, that time has passed as various international laws have been developed and various organisations have used their authority to push it beyond individual or even industry-wide initiatives. While it has been considered a form of corporate self-regulation for some time, over the last decade or so it has moved considerably from voluntary decisions at the level of individual organisations to mandatory schemes at regional, national, and international levels.

Considered at the organisational level, CSR is generally understood as a strategic initiative that contributes to a brand’s reputation. As such, social responsibility initiatives must coherently align with and be integrated into a business model to be successful. With some models, a firm’s implementation of CSR goes beyond compliance with regulatory requirements and engages in “actions that appear to further some social good, beyond the interests of the firm and that which is required by law”.

Furthermore, businesses may engage in CSR for strategic or ethical purposes. From a strategic perspective, CSR can contribute to firm profits, particularly if brands voluntarily self-report both the positive and negative outcomes of their endeavors. In part, these benefits accrue by increasing positive public relations and high ethical standards to reduce business and legal risk by taking responsibility for corporate actions. CSR strategies encourage the company to make a positive impact on the environment and stakeholders including consumers, employees, investors, communities, and others. From an ethical perspective, some businesses will adopt CSR policies and practices because of ethical beliefs of senior management. For example, a CEO may believe that harming the environment is ethically objectionable.

Proponents argue that corporations increase long-term profits by operating with a CSR perspective, while critics argue that CSR distracts from businesses’ economic role. A 2000 study compared existing econometric studies of the relationship between social and financial performance, concluding that the contradictory results of previous studies reporting positive, negative, and neutral financial impact, were due to flawed empirical analysis and claimed when the study is properly specified, CSR has a neutral impact on financial outcomes. Critics questioned the “lofty” and sometimes “unrealistic expectations” in CSR, or that CSR is merely window-dressing, or an attempt to pre-empt the role of governments as a watchdog over powerful multinational corporations. In line with this critical perspective, political and sociological institutionalists became interested in CSR in the context of theories of globalization, neoliberalism and late capitalism. Some institutionalists viewed CSR as a form of capitalist legitimacy and in particular point out that what began as a social movement against uninhibited corporate power was transformed by corporations into a “business model” and a “risk management” device, often with questionable results.


ISO 26000

CSR is titled to aid an organization’s mission as well as serve as a guide to what the company represents for its consumers. Business ethics is the part of applied ethics that examines ethical principles and moral or ethical problems that can arise in a business environment. ISO 26000 is the recognized international standard for CSR. Public sector organizations (the United Nations for example) adhere to the triple bottom line (TBL). It is widely accepted that CSR adheres to similar principles, but with no formal act of legislation.

ISO 26000:2010 Guidance on social responsibility is an international standard providing guidelines for social responsibility (SR, often CSR – corporate social responsibility). It was released by the International Organization for Standardization on 1 November 2010 and its goal is to contribute to global sustainable development by encouraging business and other organizations to practice social responsibility to improve their impacts on their workers, their natural environments and their communities.


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