There is this thing called Corporate Social Responsibility (CSR). You’ll find a lot about it on the internet. People talk about it increasingly, with the suggestion that it should in some way be formalised. By that, I mean that it would be made the subject of, let’s say, some ISO standard akin to ISO 14001. Some people even go so far as to suggest that it should be made a legal requirement. For me, however, that makes about as much sense as trying to legislate that all British citizens should be of good moral character: not a lot. CSR is one of those things that a company does because of what it is and not because of what it is compelled to do; and however you define CSR, no company is likely to garner much in the way of trust if people come to realise that CSR is not part of its DNA. Sorry about all the abbreviations, but there you go (TYG). In other words, what you do about CSR depends on your moral compass and what makes it swing.
There are more ethics and sustainability issues out there in the world than I could possibly hope to list; and it’s daft to imagine that any company can reasonably be expected to take all of them into account in its operations. However, help is at hand. The Doughty Centre of the Cranfield School of Management has produced an excellent guide entitled How to Identify a Company’s Major Impacts – and Manage Them (June 2012), which can be downloaded from www.csrinternational.org – registration is free.
We are also holding our 2 day seminar in June and July covering Ethics & Sustainability in Business with 3 guest speakers. Who should attend? Business against Poverty members, Growth Business Owners, Directors, Entrepreneurs or Future Entrepreneurs, Marketing and HR professionals and Business Coaches.
Book you place here.