What are the key considerations when aligning your CSR reporting framework with your business strategy?

Alinear el marco de informes con la estrategia empresarial garantiza que las actividades de RSC estén integradas en la operación y la cultura de la empresa. Teniendo como base esto, es esencial comprender a fondo la estrategia empresarial, identificar los temas relevantes, involucrar a las partes interesadas, establecer objetivos medibles, realizar mediciones que permitan evaluar el progreso de los objetivos y fomentar una cultura organizacional de promoción de la RSE.

Once you articulate your purpose and get every employee (well almost) galvanised behind your reason for existing, meeting targets gets easier. The intersection of your purpose with the relevant SDG/s allows for embarking on reasonable ambitions.

La démarche RSE doit être évoquée dans une triple perspective qui conduit à évaluer la performance de l’entreprise sous trois angles : - La première est environnementale (compatibilité entre l’activité de l’entreprise et le maintien des écosystèmes) ; - La deuxième est sociale (conséquences sociales de l’activité de l’entreprise), ; - La troisième et la dernière est économique (performance financière). En effet, d’un point de vue économique, l’entreprise qui continue à tourner le dos aux préoccupations de ses parties prenantes, risque de compromettre sa capacité de créer de la richesse pour elle-même et pour la société.

Knowing your stakeholders and building a detailed profile that pretty much aligns with the goals of your CSR efforts.Aligning their needs with your business strategy is key. All our CSR efforts should echo and reflect the needs of our communities not the vice-versa.

En mi opinión, para tener éxito a la hora de alinear el marco de informes y política de #RSC con la estrategia empresarial es fundamental que quien asuma en la organización el rol de director/a de RSC esté sentado en el Comité de Dirección para poder alinear a la perfección las políticas de RSC con los valores corporativos y con la estrategia de desarrollo futuro. En un momento en el que muchas empresas están trabajando alineando sus políticas de RSC con los #ODS de la #Agenda2030 esto es aún más decisivo. Y unido a esto, otros factores son alinear la política de RSC con la estrategia de crecimiento y posicionamiento que quiere tener la organización en el futuro y definir perfectamente los grupos de interés.

The metrics need to be well defined, what is being measuring is unambiguous and the data is available. The measurement frequency needs to reflect data availability, consistency, reliability, objectivity, impact and it must have meaning. It needs to be differentiated based on operational versus strategic, leading versus lagging.

The careful selection of indicators and metrics is crucial for the success of your Corporate Social Responsibility (CSR) reporting framework. These indicators and metrics should measure performance and progress toward your CSR goals, aligning with your business strategy. This demonstrates how your CSR activities contribute to financial, operational, and reputational outcomes. This approach not only facilitates an objective assessment of the impact of CSR initiatives but also strengthens their effective integration within the broader context of business objectives.

Estoy totalmente de acuerdo en que los indicadores para conseguir los objetivos empresariales deben ser SMART, no obstante antes de establecerlos debe quedar claro el planteamiento estratégico acerca de nuestra estrategia empresarial sostenible y ello pasa por tres importantes fases con objetivos y planes de acción específicos: 1. Tangibilidad, cómo somos capaces de poner en valor los atributos de la empresa y hacerlos extensivos a todos nuestros grupos de interés. 2. Comprometer, para ello debemos fomentar la aplicación de buenas prácticas en nuestro sector estableciendo las relaciones adecuadas. 3. Liderar, conseguir ser una referencia en nuestro sector, con nuestros clientes, consumidores y sobre todo, emplead@s.

As well as measuring your CSR success against established CSR reporting criteria, you should track key metrics that allow you to measure the impact that your CSR activities support your business. Metrics to track include employee satisfaction and retention, customer satisfaction and retention, social media engagement, and turnover. When looking at these metrics it is important to note that these are driven by a great number of factors and that your organisation’s CSR activities may explain only a small part of them. If you have survey data from customers and employees that includes questions about your CAR activities, this will give you a better picture of how your CSR activities impact your business.

In the CSR Domain, compliance with the government policies n rules ,framework, and with the sustainable development goals is must , moreover, the organization must conduct social n commercial audit of the various works carried out ,thnx rgds

The reporting format and frequency should match the dynamic nature of your business and industry. Opt for transparency in presenting data, utilizing accessible formats. Tailor the level of detail to your audience, balancing comprehensiveness for stakeholders with a more concise overview for broader audiences. Regular, consistent reporting establishes credibility and allows for ongoing evaluation and improvement.

An annual reporting cycle ensures stakeholders receive comprehensive and updated information while allowing sufficient time for the company to implement changes and measure progress. Additionally, it aligns with industry standards and regulatory requirements, providing consistency in information disclosure. A good report could cover the following ESG performance. The report follows the GRI standards and the SASB guidelines. Content of the Report: Introduction and Overview,Materiality Assessment Environmental Performance Social Initiatives and Impact Governance and Ethics: Covers corporate governance structures, compliance, ethics, Goals and Targets Performance Metrics and Data Case Studies and Success Stories

Standardizing CSR reports with established frameworks like GRI, SASB, or IR is crucial for consistency and comparability. This ensures reliability, facilitates meaningful comparisons, and enhances transparency. The periodicity of reporting, whether annual, quarterly, or on-demand, is equally important for systematic and timely disclosure, allowing stakeholders to track progress and make informed decisions.

Setting up your CSR story should start from Day 1 of your company and probably even before you engage your first customer. Why? It shows how important it is to you and your company. In my experience, your CSR story should be promoted across all your communication strategies, especially with your customers. They need to know what commitment you are making to society and the well-being of communities and the environment.

The five main CSR reporting frameworks are CDP, CDSB, GRI, IIRC and SASB and you should consider all of these when trying to determine which reporting framework is most appropriate for your organisation.

Target recipients of the program must be consulted on the impact of the program and what they think can be done differently or more of. This ensures that there is continuous evaluation of the programme.

There are a number of ways to seek feedback on your CSR strategy and achievements from stakeholders. While it can be tempting to only rely on social media comments, it’s difficult to track who has posted and they may not represent stakeholders. It’s better to rely on feedback from key identified stakeholders including customers, employees and shareholders.

I feel stakeholders are still under rated and unharnessed resource in ensuring the success of CSR Projects. Stakeholder dialogue and stakeholder knowledge integration can generate innovations which will also meet the stakeholders needs. This will promote the 2-way communication, transparency and appropriate / usable feedback to stakeholders. Whereas stakeholders knowledge integration becomes reliable where organisations are more open to non-hierarchical structures, flexibility and openness to change.

One thing I have learned from the Medical point of view; is that whenever you decide to make the community part of your business, the business should learn to include them in the decision making. And yes this is easier said than done, but it will help to identify factors that can be used as key performance indicators based on what the community really wants. Never underestimate the power of a community in business, they can become your biggest advocate. And CSR is the tool to let them become your biggest advocate.

Une des difficultés pour impliquer l'ensemble des collaborateurs tient au fait que souvent certains ont peu de connaissances en matières de RSE. Il faut donc "traduire" certaines informations pour les rendre accessibles au plus grand nombre. L'outil de diagnostic mis au point par Diag26000 a justement été conçu pour être utilisable par toute personne, même néophyte en matière de RSE. Il apporte donc un service complémentaire aux grilles d'analyse classiques dont l'usage est réservée aux dirigeants et experts les accompagnant.

It is insufficient to just “mean well” when it comes to CSR, particularly as some declare success simply by following a plan with fidelity, whether it results in the desired change or not. One must be clear and transparent when it comes to goals, metrics, and progress. Success comes from understanding and demonstrating impact. Make data collection a priority, and own the data. Acknowledge failures and build so you can learn from shortcomings. CSR is not about perfection. It is about a clear mission, a strong plan, and understandable metrics. Responsibility is in the very name. Take responsibility for performance, good, bad, or ugly.

While it may seem like winning CSR awards won’t bring you closer to your goals, it’s a great way to get stakeholders and key decision makers to “buy in” to your CSR objectives.

Gestão de relacionamento e Monitoramento. Capacitar a rede de apoiadores, engajar os agentes de impacto, criar uma atmosfera de pertencimento e reconhecimento para uma boa e confiável gestão de informações e dados.

Effective benchmarking and assessment of impact of any CSR intervention are very critical for the following reasons: 1. Properly documented and presented information on impact and effectiveness of CSR intervention always become very effectiveness in improving the brand image and other qualitative targets of business 2. CSR is always a collective effort that involves all the stakeholders. Proper benchmarking, documentation and presentation helps in strengthening the team spirit and authenticity of the company And, finally documenting the process and impact is always helpful in ensuring compliance and achieving edges over the competitors.

Regularly sharing progress toward CSR goals using meaningful indicators is vital to fuel buy-in and raise expectations. Sharing lessons learned and best practices with peers & public builds momentum to take action and outlines road maps to transform business as usual. This is the only way to reach our ambitious goals.

Reporting is one thing, certificates are a different thing. Reporting under CSRD is first and foremost an obligation to make yourself (your company) transparant. The CSRD does not judge and does not benchmark. This is done via third party ratings. If you want to get emission reduction in line with the Paris Accord, SBTi leads the way. If you are a supplier it might be helpful to get rated by ecovadis (for example). If the company wants to emphazise culture and values it might be hellpful to get B Corp certified.

There are multiple regulations across various countries where there are different set of reporting are asked to adhere to. But the real essence of reporting lies at the feedback of the beneficiary, how they are able share their views about the project. Not restricted to only numbers, the report should significantly consist of what were the major challenges faced at the time of implementation of the project and what were the important learning from it. The report should be learning tool for all the stakeholders rather than a machinery of compliance.

Best approach is to find third party endorsers and possible civil society groups that can act as auditing and legitimacy partners

You should also point to some key goals to prioritate the next year related to both success and challenges, or feedback from stakeholders.

Os r elatorios devem ser auditados por entidades de auditoria independentes E devem ser submetidos a análise de terceira parte demonstrando a transparência necessária. Ainda validado as auditorias internas realizadas . Auditorias internas devem responder publicamente sobre resultados de auditorias

Above all, the company should never engage in greenwashing. Reporting on the company's target sustainability commitments, how they will be achieved, and reporting in a transparent manner, taking into account both the positive and the negative, is the way for stakeholders to trust and believe in what they are being told.

It’s important that your CSR reporting framework is grounded in reality and reflects the needs of the business as a whole. It can be difficult to get key stakeholders to support your CSR initiatives. One way to combat this is to ensure you are also tracking how your CSR initiatives impact key business metrics including customer and client engagement and turnover. It’s also important to demonstrate the reputational benefits of your CSR activities.

In today's business landscape, Corporate Social Responsibility (CSR) has evolved into a fundamental aspect of organizational strategy. A robust CSR report serves as a transparent window into an organization's objectives, initiatives, and impact. Key elements include defining clear objectives and scope, showcasing inclusive stakeholder engagement, detailing tangible initiatives, presenting performance metrics for accountability, explaining alignment with the business strategy, demonstrating compliance with standards, and fostering transparency in communication. This concise report ensures stakeholders understand and appreciate the organization's commitment to social responsibility.

It is vital to democratize the process and engage a broad spectrum of stakeholders. Involving diverse internal and external voices enriches your CSR narrative, ensuring it resonates with a wider audience. Internally, leverage the insights and experiences of different departments to capture compelling stories that reflect your organization's CSR journey. These narratives should have a stickiness that builds momentum and connects emotionally with your audience. Externally, consulting with experts familiar with global best practices can guide your framework to align with international standards and expectations. This helps position your CSR initiatives globally, enhancing their relevance and impact.

A further consideration in developing a CSR strategy and activities is to ask the question are they sustainable? Are the activities contributing to make a change in behaviour and are these long term in nature versus once off engagements for example painting a wall of a school versus investing some volunteer time to improve reading, maths and basic computer skills? Which would have a greater impact?