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Table of Contents
Cover
Half-Title
Title
Copyright
Contents
Preface
Chapter One Introduction to CSR, the Turbulence today and Why Social Responsibility is Needed More than Ever Before
Introduction
Brief History of CSR
What Is CSR All About?
Some Comments on These Definitions
Sustainability
My Definition De-constructed into Different Parts
Sustainable development
What is corporate?
What is a stakeholder?
What is ethical behaviour?
Chapter Two Where is CSR today and where is it going?
Where Is CSR Going?
Stakeholder Capitalism
Link to Populism
Critics of CSR
Tax Behaviour and CSR
Personal Responsibility in CSR
Concluding Remarks
Chapter Three CSR/Sustainability and Big Issues: A New Charter for Business
Introduction
Few Companies Have Focused Upon 'Big Issues'
Sustainability and Integrated Reporting
EU nonfinancial reporting directive
World Economic Forum (WEF) and stakeholder capitalism
US Sustainability Accounting Standards Board (SASB) and Value Reporting Foundation (VRF)
A Charter for Companies on 'Big Issues'
Key Questions to Be Addressed in the 'Charter on the Big Issues of the Day'
Next Steps
So What Now for Companies and CSR/Sustainability?
Chapter Four CSR/Sustainability Model (H-CSR-M) Defined
Introduction
The Hopkins CSR Model (H-CSR-M) in Summary
Four Elements of the H-CSR-M
The definition
The 3-P model of CSR
Applying the model: an example
Measurement
Simplifying the Number of Required Indicators
CSR Strategy
What happens when these ideas are transformed into a strategic framework to enhance the competitive advantage of a company while preserving the values of CSR?
The Hopkins CSR Model: 15-Point Strategy Applied
Is the purpose of the CSR/Sustainability programme (or similar) clearly stated? Are they consistent with business goals? Is the president, general secretary or CEO demonstrably involved?
Can you see the value statement and mission?
What are other organizations doing? Benchmarking and scoping study
Is the overall budget for CSR disclosed?
Have the key stakeholders and their expectations been identified?
Research: has the company or institution considered the latest CSR/Sustainability standards?
Has a CSR strategy for each key stakeholder been developed after consultation with them?
Revise budget and embed CSR into all company (or organization) functions
Further stakeholder dialogue
Identify the key indicators to measure progress as a socially responsible enterprise
Identify costs and benefits of the programme
Has the activity or programme been implemented?
Is CSR publicity in its social report, website or other medium really focused on its CSR profile and performance, or is it just PR? What do independent observers think?
Half-Title
Title
Copyright
Contents
Preface
Chapter One Introduction to CSR, the Turbulence today and Why Social Responsibility is Needed More than Ever Before
Introduction
Brief History of CSR
What Is CSR All About?
Some Comments on These Definitions
Sustainability
My Definition De-constructed into Different Parts
Sustainable development
What is corporate?
What is a stakeholder?
What is ethical behaviour?
Chapter Two Where is CSR today and where is it going?
Where Is CSR Going?
Stakeholder Capitalism
Link to Populism
Critics of CSR
Tax Behaviour and CSR
Personal Responsibility in CSR
Concluding Remarks
Chapter Three CSR/Sustainability and Big Issues: A New Charter for Business
Introduction
Few Companies Have Focused Upon 'Big Issues'
Sustainability and Integrated Reporting
EU nonfinancial reporting directive
World Economic Forum (WEF) and stakeholder capitalism
US Sustainability Accounting Standards Board (SASB) and Value Reporting Foundation (VRF)
A Charter for Companies on 'Big Issues'
Key Questions to Be Addressed in the 'Charter on the Big Issues of the Day'
Next Steps
So What Now for Companies and CSR/Sustainability?
Chapter Four CSR/Sustainability Model (H-CSR-M) Defined
Introduction
The Hopkins CSR Model (H-CSR-M) in Summary
Four Elements of the H-CSR-M
The definition
The 3-P model of CSR
Applying the model: an example
Measurement
Simplifying the Number of Required Indicators
CSR Strategy
What happens when these ideas are transformed into a strategic framework to enhance the competitive advantage of a company while preserving the values of CSR?
The Hopkins CSR Model: 15-Point Strategy Applied
Is the purpose of the CSR/Sustainability programme (or similar) clearly stated? Are they consistent with business goals? Is the president, general secretary or CEO demonstrably involved?
Can you see the value statement and mission?
What are other organizations doing? Benchmarking and scoping study
Is the overall budget for CSR disclosed?
Have the key stakeholders and their expectations been identified?
Research: has the company or institution considered the latest CSR/Sustainability standards?
Has a CSR strategy for each key stakeholder been developed after consultation with them?
Revise budget and embed CSR into all company (or organization) functions
Further stakeholder dialogue
Identify the key indicators to measure progress as a socially responsible enterprise
Identify costs and benefits of the programme
Has the activity or programme been implemented?
Is CSR publicity in its social report, website or other medium really focused on its CSR profile and performance, or is it just PR? What do independent observers think?