Corporate Social Responsability (CSR)

The HR&S strategy

Quality CSR support and collaboration

Today’s consumer expects transparency and ethical soundness from businesses. Within this climate of accountability, companies must adopt corporate social responsibility planning and marketing. 

According to the International Organization Standardization (ISO), a general guideline certification system Social Responsibility is “the willingness of an organization to integrate social and environmental considerations in its decision making and be accountable for the impacts of its decisions and activities on society and the environment.”

CSR strategies shall lead to sound business practices, sound company cultures, and loyal customers. Beyond just good press and feel-good leadership, which are important, CSR gives companies a way of approaching operational problems and meeting benchmarks in sustainable, ethical ways.

For CRS to drive value

Pursuing societal activities that do not relate to a company’s purpose, is meaningless.

The give-a-little-to-many model is tired and does not support meaningful external community partnerships nor does it help a company to truly reflect its values internally. While donating money to causes and marketing these endeavours are good ways of testing the CSR water, they are not substitutes for actual CSR, which should be part of revenue and supportive of business growth.

We propose that for CSR to drive value, companies need to adopt a long term and formal plan that engages leadership, employees, customers, and communities of operation. CSR goes deeper than mere face-value and surface-scratching and works towards genuinely improving an entire company inside and out. A quality CSR process begins with an in-depth assessment that looks at all activities from decision making, governance, operations, policies and processes and then assesses existing external activities (donations, volunteering, partnerships) to determine where the company could better align its mission with its practices. From there offers solutions with impact when the business develops custom strategies that are sustainable parts of the business model and which help all activities meet a standard of ethics and promote a feel-good, do-good company culture.

Company empowerment

A company looking to improve itself today should address its CSR. In order to win over and retain today’s consumer, a company depends on CSR. In order to attract and retain calibre employees, a company needs a quality CSR. In order to have protection in today’s whistle-blower PR climate, a company needs CSR. Companies that don’t weave society or sustainability into their organizational fabrics are going to get left behind. CSR is no longer just for multinationals, but all companies need to make this a priority, because consumers and employees will not align with brands that do not meet today’s more rigorous standards of ethics. Further,  leaders usually WANT to use their companies and leadership for good. It’s not just today’s consumer that comes with a changed mind-set, it’s today’s CEO. If you want credibility, it is no longer enough to just be successful, that success must be backed by meaning and public benefit as well as profit.

From a strategic point of view, there are many justifications that incorporating CSR into a company´s business model can have a positive impact on the company success. A CSR initiative could change almost every element or area of the business model, whether it’s adjusting key activities to incorporate CSR activites, utilizing employees as key CSR resources, or even adding additional customer segments as a result of elevated brand recognition. There are many ways to show this adjustment to the compny´s business model – using the business model canvas. And, it’s essential to weave the ideals of CSR into the company’s fabric. 

Corporate responsibility is both an imperative and a challenge for every organisation, and collaborative practices are an essential improvement tool for all partners. Our commitments to SCR are a solid advantage for our clients and partners, who can rely on our experience to help them achieve their own sustainability goals.

Identifying the Main Challenges

Main challenges can be identified with the support of Business for Social Responsibility. It shall be conducted in response to large-scale social, societal and environmental problems, as well as changes in the market and stakeholder expectations. The results allowed us to optimize implementation of initiatives and manage the risks associated with the findings of the analysis.

Commitments and Goals

Today, choosing responsible growth means pursuing and continuing to make the best possible choices, as well as focusing on safety, health, and respect for the environment. We need to improve the way we take care of our employees, and services we provide, and our actions as a corporate citizen. Some of these concern our business directly, while on others we can have an indirect impact. Strategies follows the guidelines of the United Nations’ Sustainable Development Goals (SDGs). The SDGs were launched in 2015. They set worldwide goals in 17 key areas that governments, corporations and society must take into account in order to make the world a more equitable, fair and sustainable place by 2030. All of our initiatives are aligned with these goals.

 

 

The HR&S offer

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

  • Webinars.
    As a means of knowledge sharing on the HR&S areas of expertise.
  • Programme adoption
    A company may choose to become involved with one or more of the HR&S social enterprising & development programmes.
  • RISE Centre empwerment
    A company may choose to become involved with the empwerment of one or more of the RISE.

Webinars

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

Sustainable Global Development & International Investment
Sharing about the HR&S method for poverty reduction in general and extreme poverty eradication through webinars addressing “Sustainable Global Development & International Investment.”

 

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.

Donations

Funds

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 for coordination purposes.

Cell-phones, computers, software with transportation to the target country

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 pieces of equipment.

HR&S does not engagege in CSR volunteering

To take on volunteers demands a lot of effort from HR&S.

To do CSR work with volunteers, is in actual practice a cost, as it will be very difficult for these volunteers to deliver in a way that is actually useful for for HR&S. Mostly because they are remote and/or only stay a short period of time.

Besides, this type of CSR does not generate anything sustainable for the company.

CSR

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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