CSR – HR = PR

The above equation is one of the essential truths of coporate social responsibility (CSR). If employees are not effectively engaged, a company risks CSR becoming an exercise in public relations, which could in turn affect the credibility of the organisation. One of the biggest challenges for the future economy will possibly be the transition to a low-carbon economy. The government has committed Britain to a target of reducing carbon emissions by 60 per cent by 2050. This is a hefty target but one that many businesses are working towards in a very corporately responsible way.

The people who are really going to make a difference, however, are not those sitting in their ivory tower but those who are living the values of the organisation – the employees.

Businesses with a good combination of commercial competence and a strong commitment to CSR will have the better chance of future success – and will also be the places most likely to attract and retain talented employees. CSR is something we all have a responsibility for and, increasingly, want to be part of.

In light of this, company leaders could do well to look for a CSR strategy as a bottom-up initiative – perhaps by gauging ideas and priorities in a corporate blog (see Melanie Stern’s article on page 28).

Roger Cotton is profiled on page 12 and is responsible for CSR strategy at Alliance Pharmacy. He discusses how successful their volunteering programmes have been in building effective camaraderie and teamwork among the organisation’s staff. He insists that companies of any size can embark on an effective CSR strategy – as long as strategy is aligned with core values.

Values are something O2 holds dear. O2 expects all its suppliers to comply with its CSR policy and in 2006, set out to be an employer of choice and develop a growing reputation as ‘a great place to work’. In their case study on page 15, O2 introduces the concept of appreciative inquiry (ie, building an organisation around what works rather than trying to fix what doesn’t).

Working for an organisation where employees positively view CSR efforts has a significant, favourable impact on the pride employees feel for the organisation they work for. And those employees with favourable opinions of their organisations’ CSR activities are far more likely to stay.

As the old adage says, ‘a man is known by the company he keeps’.


Katie Pattullo
Editor