Corporate Responsability & Sustainability

Corporate Responsibility & Sustainability (CR&S) is an expression that illustrates very well the whole concept of CSR and Sustainability issues. I saw this in Deloitte's Risk Intelligent series, in issue nº11. My point in this, without advertising or publicity problems attached, is not the name itself but the concept used and, more important, the way it's used.


In the last days I've been working on some CSR issues, thinking in some better ways of carrying out successfully CSR initiatives. Also, approaches to engagement problems and so on. But reading this white paper, I saw a paragraph that means a lot: «A strategically driven CR&S program can help improve operations, attract talent, promote positive public relations, enhance transparency and The risk intelligent approach to corporate responsibility & sustainability, accountability, streamline regulatory compliance, inspire supply chain partners, draw investors, energize stakeholders, heighten competitiveness, and, ultimately, boost the bottom line.»

Besides other things written, this paragraph tells a lot because gives an insite that many corporate managers don't see and do not realize. This gives us an insite also about how this kind of strategic programs have to be set up, involving the whole organization. Vision, involvement and engagement are, maybe, three of the most important aspects to keep in mind.

It's not enough to communicate intentions, campaigns and initiatives, reporting everything like it should, following and complying with every standard in the market. You have to “Walk the Talk”, but it's not enough to walk, you have to go faster. In nowadays we've been walking for a long time, and therefore wasting precious resources, giving away time and money. One of the fundamentals of sustainability issues is that organizations have to do more than simple comply with the law; they have to be more dynamic and proactive.

It’s not enough to promote CSR initiatives inside the organization but not to measure the engagement of the employees, because it was forgotten or for lack of information. CSR initiatives need to be implemented and integrated within. Integration is also one of the key factors. That’s the right way to promote programs that make sense, your employees understand, gets people more involved, and get communication flowing, allowing also the organization to know more and measure the engagement levels. This measuring is important in 3 perspectives. The first gives the organization information to know the level of engagement of the employees, and by that, getting information to develop the organization’s CSR. The second lets employees to know that the organization is interested in employee’s engagement, and also the commitment and effort of the company in it. The third one improves the company’s profile, in terms of reputation, brand awareness, operations, organizational engagement, efficient and a lot more.

And this is only the tipping point…

The Obvious Revolution