Responsible Business Guide: A Toolkit for Winning Companies

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Look for quick fixes and make short-term decisions. Going to lead to unsustainable profits Have a long term vision. Develop CSR strategies for risk management. Just follow an external headquarters’ CSR strategy Thoughtless compliance with the HQ Work on creating a local needs based strategy. Hire fly-by-night CSR consultants, whose primary field is not CSR Exposes you to the risk of wasting time and resources on unqualified personnel Develop long term relationships with CSR enabling groups. Check education, training, affiliations, industry experience and local or global experience. Communicate with stakeholders only to hear out concerns. Pointless stakeholder engagement Allow for true Stakeholder Involvement, involving them in planning & redefining policies. Think health and safety is just an HSE manger’s job High risk Promote HSE as everybody’s job. Just concentrate on your goods deeds Going to divert you from business Focus on your responsible deals for business stability.
APPENDIX – CSR ASSISTANCE PARAMETERS Pakistan’s CSR Context · A lack of trust is still widely evident between businesses and key stakeholders in government and civil society · Senior management still favor the so-called “Check-writing” model of community investment · Philanthropy and CSR are still considered the same thing by business decision-makers · Grants by companies to various causes are by and large driven by personal “chemistry” or intuition rather than through a process of prioritization · Response in such situations is not determined by beneficiary need but by influence · Senior management of companies focus on “low hanging fruits” or social investments that will be visible and generate an image boost for the company rather than mitigate some serious problem · In the case of smaller companies simply surviving in a competitive environment CSR is pushed down as a strategic priority · Also, because of an excessive emphasis on Buyer Codes business executives tend to focus more on compliance sometimes to the extent that the act itself becomes a challenge to CSR values · And perhaps the most insidious of all is the steady onslaught of so-called “CSR consultants”, who perpetuate myths, communicate conflicting or short-term values, emphasize “quickfix” solutions instead of changing thinking, and generally end up muddying waters This means a serious gap in evidence-led decision-making, or worse, a lack of knowledge of basic concepts or definitions for effective CSR. These serious shortcomings are mirrored in the kind of skill-sets we often seek in aspiring CSR professionals.
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Responsible Business Guide: A Toolkit for Winning Companies

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