CSR CONTINUUM WORKSHEET corostrandberg.com Where does your organisation sit on the CSR Continuum? Stage Approach Tick Sample Practices Tick 1. Does not view itself as responsible 1. Fights against regulations that for its social or environmental promote sustainability. performance. Pre-CSR 2. Defends against attacks to its 2. No obligation beyond profits. reputation that in the short term could affect sales, recruitment, 3. Adheres to the lowest acceptable productivity and the brand. or legal standard. 3. Avoids environmental and social measures not required by law. 1. Subscribes to basic level of CSR 1. Informal or limited corporate performance as “good business”. commitment to CSR. 2. Doesn’t believe business has a 2. Informal and ad hoc CSR responsibility to improve social or programs environmental conditions. 3. Charity, staff, customer and 3. Manages its liabilities by obeying environmental programs are basic, the law and labour, environmental, traditional and minimal. health and safety regulations. 4. Treats environmental and social 4. Bases decisions on “compliance” initiatives as costs. considerations – i.e. compliance Basic CSR with norms and laws: what is 5. Develops and implements policies legally required and charitable? and procedures in order to minimize any social or 5. Takes an ad hoc approach to CSR, environmental damage that might typically in response to crisis or result from their business activities. vocal stakeholder concerns; focuses on external relations 6. May inform selected stakeholders issues. of activities, for example, customers or government. 7. Marketing and public relations is the focus of communication. 8. No CSR reporting, beyond a basic promotional summary of community activities. 1. CSR is perceived as a strategic 1. Incorporates CSR into vision, business opportunity; identifies mission, values, though doesn’t areas where CSR can be good for integrate CSR system into its business and invests in those as performance management opportunities. program. 2. Moves from defence to offence; 2. One or two CSR business realises it can save costs with strategies to grow markets, proactive eco-efficiency and generate revenues and improve community investment programs. conditions, e.g. a renewable energy business line for an oil and 3. Business model is not influenced Proactive CSR gas company; affordable housing by firm’s CSR objectives. or micro-finance programs for 4. Bases decisions on traditional banks and credit unions. benefit/cost analysis: what is 3. Sustainability function is entirely financially justified? managed in specialty department. 4. Develops partnerships with stakeholders to identify innovative product and service solutions. 5. More substantive CSR reporting, including a few CSR indicators. Where does your organisation sit on the CSR Continuum? Stage Approach Tick Sample Practices Tick 1. CSR objectives affect business 1. Incorporates CSR into vision, model: CSR institutionalised by mission, values. embedding CSR policies, procedures and practices 2. Board oversight and CEO throughout operations to ensure management/leadership on CSR. integration of sustainability into 3. Integrates CSR into performance decision-making. management systems. 2. Integrates CSR into key business 4. Makes CSR commitment, develops strategies. policy to formalise commitment; 3. Anticipates wider consequences of creates programs to implement decisions and builds this policy; evaluates success and awareness into decision-making measures progress; involves processes. stakeholders in program development and evaluation; Integrated CSR 4. CSR practices used as a strategic reports on CSR progress. differentiator. 5. Establishes formal and consistent 5. Bases decisions on emerging CSR programs; CSR is integrated global norms of integrity, ethics into corporate objectives, key and justice: what is morally business strategies and business expected? plans. 6. Identifies and manages its positive and negative socio-economic and environmental impacts. 7. Establishes, and tracks performance against stretch indicators of success; benchmarks performance against other companies and industries. 8. Engages stakeholders in two-way CSR dialogues; involves them in developing strategic business objectives as they relate to CSR goals. 9. Promotes CSR within industry. 10. Marketing efforts focused on reputation management. 1. Mission or purpose of business is 1. All of integrated CSR practices to improve conditions in society or plus products, services, processes the environment. and profits are used to advance sustainability and improve world conditions. 2. Creates opportunities for customer and the public to advance sustainability. Mission-Driven 3. Develops partnerships with stakeholders to tackle social and CSR environmental issues. 4. Initiates public policy dialogue on key CSR issues. 5. Marketing efforts are focused on social and environmental causes to create awareness, change public and corporate behaviour and move public policy towards greater sustainability.