corporate social responsibility as a valuable contribution to ...

Corporate Social Responsibility as a Valuable Contribution to Improvement ... 27
hand while competing. About three fourths of respondents stated they provided their
shareholders and other partners with better access to information on their campaigns from
now on.
Firms that invest in CSR may emphasize their contribution to a particular venture and
present benefits they gain from such actions right away. Besides, such firms are perceived as
modern enterprises that establish standards, understand customers and respond to their needs,
as well as pay attention to the effect exerted by products they manufacture (mallenbaker.net,
2008).
Nevertheless, a kind of superficiality can be noticed in the case of corporate social
responsibility rules. More is said about responsibility than done. Hence, firms implementing
the integral responsibility programmes face even a greater challenge. Furthermore, it should
be stated that declarations not supported by actions may bring loss to a firm as social
awareness of different groups of stakeholders is growing fast. Especially if they find out that
there are firms that really act responsibly.
In practice, before firms present solemn declarations concerning the implementation of
social responsibility concept, they should analyse certain issues and elements helpful in the
creation of social responsibility management system. These issues are as follows (Rok, 2007):
1. Identification of key external and internal stakeholders.
2. Development of a long-term plan and mission of a firm paying attention to values
important to corporate strategy.
3. Formulation of priorities in the scope of social policy.
4. Appointing persons responsible for pursuing the social policy (managerial staff and
employees from particular departments).
5. Analysis of hitherto existing programmes and obligations taken on by a firm to groups of
stakeholders in recent years.
6. Detailed analysis of social responsibility strategies in firms under consideration (in trades).
7. Organization of meetings with representatives of the most important groups of stakeholders
in order to get to know mutual expectations.
8. Formulation of social policy rules.
9. Establishing specific principles on the basis of existing determinants (legal regulations,
voluntary obligations, operational aims, financial outlays).
10. Development and implementation of strategies with reference to particular groups of
stakeholders.
11. Proper communication and information in the scope of social policy.
12. Training and advisory services in the scope of social policy pursued.
13. Establishing and selecting methods for indicator assessment (KPI – key performance
indicators, i.e. selection of key instructions).
14. Reporting (writing down the rules, ways of realization, results).
15. Control and review of results by managers – external audit.
16. Involving the suppliers in the programme (determination of expectations and suggestions).
17. Improvement in human resources management system in enterprises.
18. Propagation of rules among all the stakeholders (everyone treated equally).
19. Open door policy and external communication (social reports, publications, lectures,
seminars).
20. Recognizing social policy and external policy as key elements in organizational policy,
involving groups of stake holders in management.
One should also pay attention to the fact that (despite many benefits accruing from
CSR and firms that will really put CSR concept in practice) behaviour of some firms will not
be in accordance with CSR rules. This consists mainly in the fact that some firms become
involved in social initiatives in order to improve their image or regain the standing of a