CSR CONTINUUM WORKING DRAFT
CSR CONTINUUM WORKSHEET
| |Where does your organisation sit on the CSR Continuum? | |
|Stage |Approach |Tick |Sample Practices |Tick |
| |Does not view itself as responsible for its social| |Fights against regulations that promote | |
| |or environmental performance. | |sustainability. | |
| |No obligation beyond profits. | |Defends against attacks to its reputation that in | |
|Pre-CSR |Adheres to the lowest acceptable or legal | |the short term could affect sales, recruitment, | |
| |standard. | |productivity and the brand. | |
| | | |Avoids environmental and social measures not | |
| | | |required by law. | |
| |Subscribes to basic level of CSR performance as | |Informal or limited corporate commitment to CSR. | |
| |“good business”. | |Informal and ad hoc CSR programs | |
| |Doesn’t believe business has a responsibility to | |Charity, staff, customer and environmental programs | |
| |improve social or environmental conditions. | |are basic, traditional and minimal. | |
| |Manages its liabilities by obeying the law and | |Treats environmental and social initiatives as | |
| |labour, environmental, health and safety | |costs. | |
| |regulations. | |Develops and implements policies and procedures in | |
| |Bases decisions on “compliance” considerations – | |order to minimize any social or environmental damage| |
| |i.e. compliance with norms and laws: what is | |that might result from their business activities. | |
| |legally required and charitable? | |May inform selected stakeholders of activities, for | |
| |Takes an ad hoc approach to CSR, typically in | |example, customers or government. | |
|Basic CSR |response to crisis or vocal stakeholder concerns; | |Marketing and public relations is the focus of | |
| |focuses on external relations issues. | |communication. | |
| | | |No CSR reporting, beyond a basic promotional summary| |
| | | |of community activities. | |
| |CSR is perceived as a strategic business | |Incorporates CSR into vision, mission, values, | |
| |opportunity; identifies areas where CSR can be | |though doesn’t integrate CSR system into its | |
| |good for business and invests in those as | |performance management program. | |
| |opportunities. | |One or two CSR business strategies to grow markets, | |
| |Moves from defence to offence; realises it can | |generate revenues and improve conditions, e.g. a | |
| |save costs with proactive eco-efficiency and | |renewable energy business line for an oil and gas | |
| |community investment programs. | |company; affordable housing or micro-finance | |
| |Business model is not influenced by firm’s CSR | |programs for banks and credit unions. | |
| |objectives. | |Sustainability function is entirely managed in | |
| |Bases decisions on traditional benefit/cost | |specialty department. | |
|Proactive CSR |analysis: what is financially justified? | |Develops partnerships with stakeholders to identify | |
| | | |innovative product and service solutions. | |
| | | |More substantive CSR reporting, including a few CSR | |
| | | |indicators. | |
| | | | | |
| | | | | |
| | | | | |
| |Where does your organisation sit on the CSR Continuum? | |
|Stage |Approach |Tick |Sample Practices |Tick |
| |CSR objectives affect business model: CSR | |Incorporates CSR into vision, mission, values. | |
| |institutionalised by embedding CSR policies, | |Board oversight and CEO management/leadership on | |
| |procedures and practices throughout operations to | |CSR. | |
| |ensure integration of sustainability into | |Integrates CSR into performance management systems. | |
| |decision-making. | |Makes CSR commitment, develops policy to formalise | |
| |Integrates CSR into key business strategies. | |commitment; creates programs to implement policy; | |
| |Anticipates wider consequences of decisions and | |evaluates success and measures progress; involves | |
| |builds this awareness into decision-making | |stakeholders in program development and evaluation; | |
| |processes. | |reports on CSR progress. | |
| |CSR practices used as a strategic differentiator. | |Establishes formal and consistent CSR programs; CSR | |
| |Bases decisions on emerging global norms of | |is integrated into corporate objectives, key | |
| |integrity, ethics and justice: what is morally | |business strategies and business plans. | |
| |expected? | |Identifies and manages its positive and negative | |
| | | |socio-economic and environmental impacts. | |
|Integrated CSR | | |Establishes, and tracks performance against stretch | |
| | | |indicators of success; benchmarks performance | |
| | | |against other companies and industries. | |
| | | |Engages stakeholders in two-way CSR dialogues; | |
| | | |involves them in developing strategic business | |
| | | |objectives as they relate to CSR goals. | |
| | | |Promotes CSR within industry. | |
| | | |Marketing efforts focused on reputation management. | |
| |Mission or purpose of business is to improve | |All of integrated CSR practices plus products, | |
| |conditions in society or the environment. | |services, processes and profits are used to advance | |
| | | |sustainability and improve world conditions. | |
| | | |Creates opportunities for customer and the public to| |
| | | |advance sustainability. | |
| | | |Develops partnerships with stakeholders to tackle | |
| | | |social and environmental issues. | |
| | | |Initiates public policy dialogue on key CSR issues. | |
| | | |Marketing efforts are focused on social and | |
|Mission-Driven CSR | | |environmental causes to create awareness, change | |
| | | |public and corporate behaviour and move public | |
| | | |policy towards greater sustainability. | |
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