This document discusses corporate social responsibility (CSR), defining it as business obligations beyond profit and legal compliance. CSR aims to engage stakeholders ethically and create value for society and the environment. Drivers of CSR include globalization, company size/influence, evolving government roles, and activism. The document outlines three generations of CSR strategies and a continuum from reactive to proactive approaches. It discusses arguments for and against CSR, as well as best practices for implementation, monitoring, and continuous improvement. Limitations include lack of consensus on definitions and proper adoption of CSR models.

1. CSR is a win- win opportunity for
companies, financial investors and
society at large

2. Social Responsibility:
Definition and Debate
Social Responsibility
 The idea that business has social
obligations above and beyond making a
profit.
 Business has an obligation to constituent
groups in society other than stockholders
and beyond that prescribed by law.

3. Purpose of CSR
 To engage with the internal and
external stakeholders
 Treating the stakeholders ethically
 To create high standards of living
 To protect society and environment
 To take care of shareholders
 Philanthropic contributions to society

4. Factors Leading to CSR -
Drivers
 Globalization and competition
 Increased size and influence of
companies
 Repositioning of governments and
its roles
 War for talent
 Growth of global civil society
activism

5. Generations of CSR
Social Betterment Social
responsiveness
First Generation-
Companies can be responsible in ways that do not detract
from commercial success.
Second Generation-
Focusing on CSR as an integral part of long term business
strategy.
Third Generation-
Significant contribution to address issues such as poverty,
environmental degradation.

6. A Continuum of Social
Responsibility Strategies

7. Social Responsibility
Strategies
 Reactive Strategy
 Denying responsibility while striving to
maintain the status quo by resisting change.
 Defensive Strategy
 Resisting additional social responsibilities
with legal and public relations tactics.

8. Social Responsibility
Strategies (cont’d)
 Accommodation Strategy
 Assuming social responsibility only in
response to pressure from interest groups or
the government.
 Proactive Strategy
 Taking the initiative in formulating and
putting in place new programs that serve as
role models for industry.

9. Corporate Social Responsibility (CSR)
Arguments For
 Balancing corporate
power with
corporate
responsibilities
 Protects business
self-interest
Limits future
government intervention
Addresses issues by
using business
resources and expertise
Addresses issues by
being proactive

10. Corporate Social Responsibility (CSR)
Arguments Against
 Business is not
equipped to handle
social activities
 Dilutes the primary
aim of business
 Organization may get
power over society
Increase business
power
Lack of expertise to
handle social issues

11. How do we do it?
Key CSR Steps
 Commitment and Vision
 Planning
 Implementation
 Monitoring
 Reporting
 Continuous Improvement

12. Limitations of Approaches to
CSR
 Lack of clarity of the definition of
CSR
 Models of CSR not adopted properly
by companies
 Lack of measures to innovate and
evolve new CSR models
 Unidentified segment- need to identify the
areas of interest & capability to take up CSR in a
focused manner.

13. Organisations
IISD (International Institute of
Sustainable Development)
BSR (Business for Social
Responsibility)
WEF (World Economic Forum)
BSD (Business for Social
Responsibility)
WBCSD (World Business Council for
Sustainable Development