By Sharon Linhart
Developing an excellent corporate social responsibility (CSR) report may be easier than attempting to develop an excellent definition for CSR. Today, the term CSR is used
synonymously with terms such as corporate citizenship, the triple bottom line, sustainable development and corporate ethics. The lack of consistent definitions, rhetoric and
reporting practices in the realm of CSR makes it a subject that can conjure up feelings of uncertainty for corporate communications pros, especially when it comes to reporting on
CSR initiatives. Amid the confusion, executives often overlook the fact that the trick to developing a distinguished CSR report is keeping it simple.
*Don't over-report it. Instead of using a CSR report as an excuse to list as many company activities as possible that may fall under the umbrella of corporate social
responsibility, a company should review the organization's past, present and future, and focus on reporting actions and efforts that truly reflect corporate values and operational
consistencies.
*Size doesn't matter. Do not create a laundry list of feel-good accomplishments; instead, allow your company to express the "real good" strategies it executes. This ensures
that no gap is created between a company's actions and its ambitions. What you see is what you report.
*Follow the leader... a little. Keep it simple, but don't disregard the guidelines. According to an article in the Jan. 17, 2008, issue of The Economist, "Climate change
[is] probably the biggest single driver of growth in the CSR industry of late. The great green awakening is making company after company take a serious look at its own impact on
the environment."
To overlook sustainability and environmental efforts entirely would be a reporting faux pas, but the degree and detail to which a company chooses to report on their labor and
achievements in the environmental sphere depends on the industry to which the company belongs.
When developing a report, a company should create a code of conduct, commit to transparency and divulge information to an extent that is common to competitors within its
industry.
*Tackle the three angles. A CSR report should have embedded within it a triple-bottom-line orientation that strives to entwine the financial, environmental and socially
responsible aspects of corporate operations on a level of equal significance.
*Remember it's not just about being the good guy. The concept of corporate citizenship can imply that a CSR report is little more than an opportunity for a company to prove it
does the right thing.
Although there is nothing wrong with doing good and letting stakeholders know, CSR reports also can and should address business risks (not just reputational risks) and how they
are addressed and mitigated by corporate responsibility and sustainability programs.
*Think of it as an important business tool. A CSR report should be a tool that can be used when looking at a company's future ventures and business prospects as part of
standardized due diligence for new investments, and not just a feel-good piece.
A CSR report should aid in the attraction, motivation and retention of staff.
*Don't forget the structure. When it comes down to the nitty-gritty of writing
a report, a company may look to the guidelines set forth by the Global Reporting
Initiative (GRI). The guidelines can be downloaded from the following site:
http://www.globalreporting.org.
The GRI offers a detailed framework for developing a report that articulates the company's:
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Goals
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Performance
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Policies
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Training and awareness
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Monitoring practices
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Organizational responsibility
The GRI recommends that these points be covered in four categories crucial to the development of a comprehensive report, including:
1. Strategy and Profile
2. Economy
3. Environment
4. Society
*Focus on simplicity and honesty, inside and out.Writing an excellent CSR report presumes a company will exercise its ability to look both internally and externally to
ascertain what defines "excellent" in the minds of its internal stakeholders, consumers, investors, competitors and adversaries. Ultimately, it tests a company's ability to
illuminate its strong points without overstating its achievements. PRN
CONTACT:
Sharon Linhart is managing partner of Linhart Public Relations. She can be reached at [email protected].