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CSR and financial performance strategy

Thinking strategically will ensure your organisation gets the most from its CSR approach. This provides a framework to ensure that you are working with all stakeholders to create a sustainable business. A strategic approach begins with an audit of your organisation's current position and provides the objectives, the strategies, the tactics and the measures. This is where performance and principles go hand in hand. Here's how we can help:
  • Corporate social responsibility and stakeholder strategy
  • Stakeholder mapping and performance frameworks
  • Auditing of current stakeholder approach
  • Stakeholder auditing
  • Triple-bottom line performance management
  • Risk management frameworks
  • Enterprise governance
  • Life cycle analysis
  • Corporate communications strategy
  • Benchmarking, measurement and evaluation

Triple-bottom-line performance

The term, 'triple bottom line', was introduced by John Elkington, of SustainAbility, to emphasise the changing and plural nature of corporate performance: social and environmental performance are as important as profit as a bottom line.
As a concept, we endorse this, believing that stakeholder and environmental initiatives result from and result in economic performance.
As an application, we evaluate the impact of innovation, competition, customer relations, human resource management, supplier partnership, community engagement, waste reduction, and monetise environmental externalities. We believe in making a business case for social and environmental action.
As a metric, we believe value - shareholder value, customer value, stakeholder value - serves as an integrating device for the three bottom lines.
Overall, stakeholder and environmental monitoring can provide lead indication of downstream strategic and financial success. We recommend a rationalisation of board reporting, concentrating on the risks and performance of key drivers of shareholder value rather than the mindless and largely irrelevant detail of conventional, uni-dimensional accounting reports.
We believe that a TBL risk and performance management framework is, in itself, a key driver of managerial behaviour and therefore organisational change.

Stakeholder strategy

There is a long list of stakeholders taking a keen interest in how your organisation is run. However, instead of keeping them at a distance, embrace them - with their input, you're likely to gain a competitive edge.
Through a systematic process and a series of models, we'll help you identify who needs to be involved in making your business sustainable, what is your current relationships with them and what should those relationships be?
In our book CSR pivots on a responsible approach to stakeholders. Without them, you're beating a lonely patch; with them, you're on course for creating real value.
 
© 2010 the CSR Consortium