How can you prioritize CSR over other initiatives as a board member?

CSR should be integrated to the vision and mission of the organisation. In fact when an organisation develops its vision and mission, it should consider CSR as one of the parameter. Vision and Mission should be supplementing to CSR and vice Versa

Stop calling CSR 'CSR' and instead view wider 'ESG' efforts as a business imperative - that has real financial implications both direct and non-direct. Get C-Suite to be on board with conducting a double materiality assessment so they can understand the financial imperative of specific ESG actions, which includes all stakeholder needs (employees, suppliers, consumers, etc) - and where their performance is on / above and under par. Not sure where to start or how to conduct a double materiality assessment? Get in touch :)

When I led the Communications team for McAfee, we ran an "online safety for kids" program. This involved employees going to schools and doing a presentation to classrooms about how to stay safe online. While there was no direct benefit to the business, it created a lot of good will in the communities where we did business, and it boosted the morale of employees. I personally did this presentation several times, and each time I did, I felt better about the company that I worked for.

As a Board Member, if I am in the CSR Committee, I will make sure that adequate time and attention is given to this subject by: - Demonstrating value of CSR to others by linking it to business priorities - Help put in place a car strategy with SMART goals and targets - Ensure adequate time and attention is given to monitoring performance; by using the Sustainability Excellence framework to ensure there is a clear approach, uniform deployment, Learning and integration and innovation. - Meaningful engagement with stakeholders.

We recommend that CSR be integrated into organizational priorities rather than a separate initiative. Organizations that develop and practice using an inclusive lens to align stakeholder interests with organizational priorities are building a culture of responsibility. Developing the process and practices for Board decisions is vital for aligning leadership and operational success.

Alternatively, we should move away from CSR and into Corporate Social Investment (CSI). Unlike CSR, CSI is more impact driven and ultimately self-sufficient as the investment grows.

I think and firmly believe the fact that As a diligent CSR leader it’s Self responsibility to ensure that Board room agenda, CSR committee and Key Stakeholders priorities within the Organisation with respect to Strategic CSR investment or Social Investment needs to be align on organisation’s giving culture, values and ethos and more importantly it shows and pave the way and path for others to follow as far giving align with companies brand, Find fine balance between board room and CSR Committee. Importantly the CSR leader is the one who is critical resource who must aligns rather bring & bind all of the above together for strategic CSR investment today demonstrate Success, Scalable Model of Giving for Impact, Co-Fund the unique program.

Board members often face the challenge of balancing CSR which might be seen as expendable compared to core business operations, leading to their elimination during tough times. Thus it's essential to recognize that CSR is not just a moral obligation but as a component of business success. Therefore, a key aspect involves innovative thinking and strategic resource allocation - integrating CSR more deeply into the business model. Additionally, transparent communication about the challenges and the steps being taken to maintain CSR commitments can build trust and understanding. Ultimately, maintaining a commitment to CSR even in difficult times can demonstrate resilience, which can be a significant differentiator in the market."

La RSC no puede ser considerada simplemente como una función ni como una temática superficial, sino que debe ser comprendida y adoptada como una estrategia central de valor tangible y sostenible para la empresa. Al integrarla en la gobernanza y toma de decisiones, no solo cumple con su deber ético hacia la sociedad y el medio ambiente, sino que también fortalece su posición competitiva. Así, reducirá riesgos, mejorará reputación, aumentará el compromiso de los empleados y podrá generar transformaciones positivas en su cadena de valor. Al demostrar este compromiso y liderazgo, necesariamente impactará positivamente su desempe?o financiero y realmente abordará sus decisiones con un enfoque en el desarrollo sostenible.

Align CSR initiatives with the organization's vision and mission, reflecting core values: 1. Integrate CSR considerations into governance structures and decision-making processes at the board level. 2. Incorporate CSR into strategic planning, identifying opportunities to align initiatives with organizational objectives. 3. Integrate CSR into risk management frameworks to address environmental, social, and governance (ESG) factors. 4. Implement transparent reporting mechanisms to track and communicate CSR performance to stakeholders.

Engagement of stakeholders on CSR is the primary focus area. It is very helpful not only on the aspect of community development but also in creating shared values. Every stakeholder has it's own skill sets, expertise and experiences. Considering these aspects, engagement of stakeholders may enhance the quality and belongingness ultimately towards the effective outcome. Another aspect is to bring true aspect of synergetic effect.

Engagement is vital for success and impact. By aligning CSR to company values, vision and mission as well as ensuring you have leaders teams championing CSR you will greatly increase stakeholders engagement and add value across all areas of your business with your CSR

Engaging openly with local communities is crucial for understanding the evolving aspirations of our stakeholders. These insights aid in evaluating the effectiveness of our efforts and inform future intervention strategies.

As a board member, prioritising Corporate Social Responsibility (CSR) over other initiative require a strategic and integrated approach. Some of the steps to be considered 1. Aligning CSR with corporate vision- The alignment will make CSR an integral part of the company identity, making it easier to prioritise. 2. Integration of CSR into Business strategy- Embed CSR into overall business strategy than treating it as separate entity. This ensures that CSR is considered in decision making processes and make core element of company’s operations. 3. Demonstrates business value 4. Stakeholder engagement - Engage with stakeholders understand their expectations to shape and prioritise initiatives 5. Risk mitigation 6. Employee involvement

El tener un relacionamiento estrecho con las partes interesadas es clave para poder identificar las expectativas cómo la rendición de cuentas y por que no, la corresponsabilidad en ambas vías de la relación con los grupos de interés, la coherencia se vuelve la virtud más potente cuando se habla de relacionamiento.

L'engagement en matière d'innovation sociale est clairement un moyen d'allier performance sociale et performance opérationnelle durablement. Ex concret : La société Bamolux, au Luxembourg, labellisée entreprise socialement responsable ESR, Responsablility Europ et Bcorp, a investi dans l'innovation sociale au travers de la QVCT et plus particulièrement d'une démarche en amélioration continue des conditions de travail et d'excellence opérationnelle. Comment a t elle fait ? Elle a formé tout son personnel à l'innovation sociale et continue de la QVCT visant à améliorer de concert la vie des salariés au travail et les processus opérationnels. Elle a nommé et formé des référents QVCT pour animer la démarche d'innovation sociale en continue.

Corporate Social Responsibility (CSR) is crucial for businesses to contribute positively to society. It requires strategic innovation, not just goodwill, addressing social needs creatively. Learning from past efforts guides informed decision-making, while a scientific approach ensures evidence-based initiatives. Stakeholder engagement is vital for amplified impact, alongside measuring CSR impact for accountability. Learning from industry best practices and aligning with national priorities enhance CSR effectiveness. Cultivating an innovative culture in CSR drives social impact and organizational excellence. Integrating innovation and objective learning ensures sustainable impact, aligning efforts with societal needs and business goals.

No que diz respeito à inova??o e aprendizagem, é importante realizar o mapeamento dos indicadores das a??es de responsabilidade social e medir os impactos dessas a??es. Com base nessas informa??es, a empresa pode manter a estratégia ou mesmo alterá-la, buscando sempre resultados positivos para as pessoas envolvidas nas a??es de RSE e para a sociedade como um todo.

Board members have the authority to direct and guide the management towards creating or co-creating the organization's CSR programs which are aligned with the vision.

A inova??o é fundamental em todas os processos das empresas e em RSE n?o é diferente. Estar antenado com as tendências, atento ao zeitgeist (espírito da época), aberto à feedbacks e diálogos com diversos públicos de interesse fazem a diferen?a na forma como a empresa atua na área socioambiental e também como ela se posiciona no mercado. Incentivar os colaboradores a propor novas solu??es que otimizem processos e diminuam impactos também é uma boa prática nesse sentido.

Sharing successes in CSR is important because it inspires others, builds reputation, demonstrates impact, attracts talent and partnerships, boosts internal motivation, and facilitates learning and improvement.

Over a decade career championing meaningful Corporate Social Responsibility practices, from founding Inua Naturals, empowering women farmers in rural East Africa, to spearheading UNICEF's private sector portfolio in Sudan, I've seen CSR's transformative impact. It's vital for driving positive social, environmental, and economic change, benefiting both businesses and communities.

Board members have the most influence on their company's brand perception. When a board member celebrates the company's CSR successes, it will not only enhance the corporate brand image but also inspire other organizations to follow suit.

As a board member, prioritizing CSR involves a commitment to innovation and continuous learning. Embrace change, creativity, and experimentation in your CSR approach. Seek inspiration from best practices across various sectors, fostering a culture of improvement. Regularly review and reflect on CSR results, challenges, and lessons learned, using them to enhance your strategy. By staying dynamic and open to innovation, your organization can achieve greater impact and value from CSR initiatives. This proactive approach not only aligns with social responsibility but also positions your board as leaders in sustainable practices, contributing positively to both society and the long-term success of the organization.

There are three additional reasons to prioritize CSR over other initiatives: 1. Risk management, CSR can be an effective tool to mitigate and minimize corporate risk. 2. Value chain, CSR can be used to strengthen corporate’s value chain, including supply chain and market chain. 3. Identity, CSR can add positive element of corporate identity that will resonate among stakeholders, especially employees, suppliers, consumers, and investors.

I have been going through these articles on CSR. Some where I feel its good to have good language jargon, which makes it look complicated and lengthier presentation. It could put simply as 1. Identify the needs in the vicinity around you , near you at local level , state level, country level. 2. Set your goals and mission and vision . 3. Start working towards it. 4. Set a target to achieve. 5. Seek support from other NGO of govt bodies. 6. Complete your targets slow and steady. 7. On completion it's time to celebrate and share with others so as to motivate people and society to do more. 8. Keep repeating the above steps once a goal is achieved and celebrated . Thanks Regards PD

All these tips have value, but something that is even more primary for board members who want to see CSR initiatives go to the top of the priority list is to map out a plan to win over at least three people: (1) the board chair; (2) the CEO; and (3) at least one other board member. As worthy and effective as any initiative might be, it, like any other major organizational undertaking, is unlikely to succeed without strong, unambiguous support from the top. This is especially true in today's environment that includes so many who are hostile to CSR-related activities. Yes, it might make the pathway to progress longer and more complicated, but the wise board member will take first the time to build allies and consensus with their peers.

In order to ensure CSR is given the right importance at the right process, moment and people, it is to be considered as equal. It should not be considered coming "over" other initiatives, as it might be seem as de-prioritization of others which is not the goal. The right perspective is to give to CSR the well deserved place along with the highest priorities at the board.

One thing I've got helpful is to demonstrate as clear as possible how a CSR initiative would strengthen values important and meaningful for both a company and its key related stakeholders. For example, if we consider "poverty" as a social challenge, a CSR initiative might be designed around empowering local people to run small businesses which would cooperate with the company in its supply chain. In this case, in the context of efforts to reduce poverty, various positive impacts can be achieved in the aspects of economic resilience, human rights, support of local communities and reduction of social risks of business.

Corporate accountability and transparency is more crucial for the people, planet and profit. Paying living wages to the people in the supply chain and ensuring ethical use of resources from the planet can only justify the profit. Profit at the cost of people and planet is a crime.