Implementing, monitoring, and reporting CSR requires identifying a company's CSR level, key requirements like commitment and resources, and operational steps. CSR should be operationalized through forming a motivated core group to identify focus areas, design action plans, monitor impacts, and report initiatives. Measuring, monitoring, and reporting CSR ensures accountability, avoids risks, and improves reputation and performance. It involves using tools like ratings, principles, and indices to benchmark performance across areas like workplace, environment, and community initiatives. Reporting provides transparency and drives progress through methods like descriptive, quantitative, full cost, and triple bottom line reporting.

1. Implementing, Monitoring
Measuring & Reporting CSR

2. Important Websites
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www.unglobalcompact.org
www.bitc.org.uk
www.globalreporting.org
www.globalsullivanprinciples.org
www.accountability.org.uk
www.oecd.org
www.iso.org
www.ftse.com
www.dowsustainabilityindexes.com

3. Identifying the Company’s CSR level
Value
Creation
Harm
Minimization
Compliance

4. Key Requirement for Implementation of CSR activities
Motivation
and
commitment
Budget for the
CSR
Activities
Human resources

5. Steps for Operationalizing
CSR

6. Operationalising Corporate Social Responsibility
Trigger
Motivate Management
Form CSR Core Group
Identify Focus Areas
Design and Implement CSR Action Plan
Monitor and Evaluate CSR Action
Report and Communicate CSR Initiatives

7. Operationalizing CSR
• Trigger : The process normally begins with a trigger or an event
that requires management attention and action. This trigger or
motivation can come from a product, workplace crisis, from
external pressures or from inner values and principles.
• Motivated Management : Motivated management formulates
the CSR Policy and describes the Vision and Mission Statement of
the Company.
•Written CSR Policy ensures a common understanding amongst
Board members, will define how much and what a company wants
to achieve and will ensure effective implementation.
•The CSR Policy of the company should clearly define the key
stakeholders and their level of involvement.

8. Operationalizing CSR
(Contd.)
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Forming a CSR Core Group : Management should
form a Core Group or a Committee. A core group
will be responsible to plan, execute, monitor,
evaluate, report and communicate the progress and
impact of CSR programmes.
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The Core Group will be responsible to identify the
resources, execute planned activities and sustain
the commitment for motivation to responsible
business practices.

9. Operationalizing CSR
(Contd.)
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CSR CORE GROUP MEMBERS
CEO or MD should be the Chairman of
CSR Core Group and responsible for
overall coordination and decision making.
CSR Personnel
Human resource personnel : Employee
Welfare, Employee Volunteering
Corporate Communication and Public
Relations Personnel
Finance Personnel

10. Operationalizing CSR
(Contd.)
Identify the Focus Area
 The CSR core group must identify the focus
area of the company. The focus area will be
based on the CSR Policy, Vision and Mission
of the Company.
 For example: Orchid Hotel, CSR action is
focussed around environmental issues.
 Tata Group thru’ TCCI focuses on
community & environmental issues in Tata
Companies.

11. Operationalizing CSR
(Contd.)
Design and Implement CSR Action Plan
 The CSR core group will design and
implement the CSR action plan for the
company, integrating company values,
focus areas and resources.

12. Operationalizing CSR
(Contd.)
•Monitor and Evaluate CSR Action :Monitoring and
evaluating CSR action helps to analyze the impact of CSR
action and plan future actions.
•This step is critically important to boost the morale and
sustain motivation of the core group and employees to sustain
CSR action.
• Report and Communicate CSR Initiatives: The impact of
CSR initiatives should be reported and communicated under
different focus area like employee welfare, environment,
community, etc.
•Communicating CSR action to all stakeholders can act as an
incentive to broaden the CSR initiative.

13. Emerging Areas of Corporate Social Responsibility
Social Responsibility
• Respect for Human Rights
• Socio-economic development
Business Responsibility
• Tax Compliance
• Employee Welfare
• Corporate Governance
• Consumer Protection
• Investment in R & D
• Respect for National Sovereignty
• Academic Research
• Resource Sharing
• Corporate Community Investment
• Socially Responsible Investments.
Environmental Responsibility
• Environmental Friendly Technology
• Ecofriendly Waste Disposal
• Preventive and Precautionary control of
environment pollution
• Rectifying environmental damage
• Bio-diversity Preservation
Stakeholder Involvement
• Proporgation of principles and
ethical values enshried in the
organisation to all stakeholders

14. Which are the areas where a
company can implement CSR
activities?

15. Typology of Corporate Programmes
to Promote CSR
Workplace
Initiatives
Labour & Human
Rights
Human
Resources
Corporate Structure
&
Governance
Marketplace
Initiatives
Environmental
Management
Community Involvement &
Economic Development
CSR PROGRAMS

16. Labour and Human Rights Initiatives
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Engagement with unions and
adherence to union standards
Codes of conduct that set standards
for a company or entire industry on
labour treatment
Responsible supply chain
management ensuring that suppliers
adhere to company’s code of conduct
Product design and development

17. Human Resources Initiatives
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Health and other insurance benefits
Employee recognition and rewards
Equal opportunity, diversity, diversity training
and religious freedom
Work/life balance and wellness programs
Employee compensation for downsizing,
plant closing and reengineering measures
Volunteering in local communities
Health and safety of the job

18. Environment Management
Initiatives
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Environment supply chain management
Consumption reduction
Natural resource stewardship
Alternative energy
Green real estate development and
ecological building design
Clean technology innovation
Product and packaging design
End-of-life-cycle product stewardship
Philanthropy and sponsorships

19. Why measure, monitor and report
CSR?

20. Measuring , Monitoring & Reporting CSR
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Satisfy regulators
To determine the level of compliance with
statutory requirements
Accountability
Avoiding action from pressure groups and local
communities
Avoid reputation (and hence business) risk
Improve brand (targeted at customers,
employees, investors and suppliers)
Improve financial performance
Plan future actions

21. Measurement through extra-financial ratings
Company’s fitness to manage risks in Four Categories:
a) Governance/Business Ethics: code of conduct,
bribery & corruption
a) Environment: emissions, resources, climate change,
ecosystems
c) Social: product safety, marketplace, community,
human rights
d) Employment: diversity, recruitment, strategy,
workplace condition

22. Measurement of Community Initiatives
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Cash value of community support as a percentage of pretax profit.
Impact evaluations carried out on community programmes
such as improved educational attainment, number of jobs
created, professional support for community organizations
etc.
Project progress and achievement measures
Perception measures of the company as a Good Corporate
citizen
Positive and negative media comment on community
activities
Individual value of staff time, gifts in kind and
management costs
Frequency of formal and informal dialogue between the
stakeholders
Measuring impact on the beneficiaries.

23. Measurement of Workplace Initiatives
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Workplace profile (race, gender, disability, age, etc)
Staff absenteeism
Number of legal non-compliance (on health and safety,
equal opportunities and other legislation)
Number of staff grievances
Upheld cases of corrupt or unprofessional behavior
Staff turnover
Training and development provided to staff
Pay and conditions compared against local equivalent
averages
Workplace profile compared to the community profile for
the travel to work area or equivalent
Evaluating impact as a result of downsizing, re-skilling,
etc
Perception measures of the company (eg: equal
opportunities, work/life balance)

24. Measurement of Environment Initiatives
• Overall energy consumption
• Water Usage
• Quantity of solid waste produced (measured by weight/volume)
• Upheld cases of prosecution for environmental offences
• CO2 / Greenhouse gas emissions
• Use of recycled material
• Positive and negative media comment for environmental activities
• Environmental impact over the supply chain.
• Level of waste that is recyclable.

25. Measurement of Marketplace Initiatives
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Number of products complaints regarding products and services
Advertising complaints upheld
Complaints about late payment of bills
Upheld cases of anti-corruptive behavior
Customer satisfaction levels
Customer retention
Provision for customers with special needs
Average time to pay bills to suppliers
Extra sales gained attributable to social policy/ cause related
marketing
Customer loyalty measures
Recognizing and catering for diversity in advertising and product
labeling
Perception of a company as a desirable commercial partner
Social impact, costs or benefits of core products / services

26. Measuring CSR
Different measures for different purposes
Internal Performance
Management
Types of Measures
• Internal operational
measures
• External reports
(auditable)
• Performance
Standards
Measurement
• Accreditation
External Reporting
CSR Measurement Table
• Self Assessment /
Audit tools (for
internal or external
use)

27. Few Measurement Tools

29. The Global Sullivan Principles

In 1971, Reverend Leon H. Sullivan, a Human & Civil
Rights, leader was appointed to the Board of Directors
of General Motors, becoming the first African-American
to serve on the board of a major corporation.
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Six years after joining the board of General Motors,
Sullivan developed the Sullivan Principles, which
became an international standard for businesses
operating throughout the world. The Global Sullivan
Principles of Social Responsibility is a voluntary code of
conduct built on a vision of aspiration and inclusion.
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The aspiration of the Principles is to have companies
and organizations of all sizes, and cultures, working
toward the common goals of human rights, social
justice and economic opportunity.

30. The Equator Principles
(www.equator-principles.com).
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For a number of years, banks working in the project finance
sector had been seeking ways to develop a common and
coherent set of environmental and social policies and
guidelines that could be applied globally and across all industry
sectors.
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In October 2002, a small number of banks convened in
London, together with the World Bank Group's International
Finance Corporation (IFC), to discuss these issues.
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The Banks present decided jointly to try and develop a banking
industry framework for addressing environmental and social
risks in project financing. This led to the drafting of the first set
of Equator Principles by these banks which were then launched
in Washington, DC on June 4 2003 and updated in July 2006

31. Rating Indices
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Rating indices are generated to compare
companies on specific aspects of CSR and can
produce pressure on companies to improve their
performance in those areas. Participants in
indices such as the Great Place to Work annual
index select themselves to showcase their human
resources achievements.
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Investment indices such as the Dow Jones
Sustainability Indexes (
www.sustainability-indexes.com) sustainability
provides information on the quality of
management—a basic consideration for an
investor making long-term decisions

32. DJSI
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Launched in 1999, the Dow Jones
Sustainability Indexes are the first global
indexes tracking the financial
performance of the leading sustainabilitydriven companies worldwide .
The Dow Jones Sustainability Indexes are
a cooperation of Dow Jones Indexes,
STOXX Limited and SAM Group.
Currently 66 DJSI licenses are held by
asset managers in 16 countries to
manage a variety of financial products
including active and passive funds,
certificates and segregated accounts.

33. FTSE4
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The Financial Times and the London Stock Exchange.
(FTSE4)Good (www.ftse.com/ftse4good/index.jsp).
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The FTSE4Good Index Series has been designed to
measure the performance of companies that meet
globally recognised corporate responsibility standards,
and to facilitate investment in those companies.
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FTSE brand make FTSE4Good the index of choice for the
creation of Socially Responsible Investment products.

34. Reporting of CSR
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What gets measured and monitored
needs to be reported.
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To whom should you report CSR?
And How?

35. Importance of Reporting
•To build trust
• To demonstrate clear purpose, vision and mission
• To enhance business reputation
• To provide information to interested stakeholders
• To demonstrate commitment to operate business in a
responsible ways
• Drive forward change and stimulate dialogue
• Reward employee volunteering
• To create awareness

36. Reporting methods
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Key methods of accounting are as
follows:
- Descriptive performance reporting
- Quantitative reporting
- Full cost reporting
- Triple bottom line reporting

37. Descriptive performance reporting
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Such disclosures are the most
commonly made by entities
They appear in a stand-alone report
Take the form of an “inventory” of
CSR
Typically contains “good” news
May be regarded as the “smiling
faces” approach to CSR

38. Descriptive performance reporting
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The inventory commonly includes:
- Physical resources and
environmental contributions
- Energy
- Human resources
- Product or service contribution
- Community involvement
- Other

39. 
Problems with this approach:
- The list of headings and related
issues is virtually limitless
- Difficulty in obtaining benchmarks
by which to compare and contrast
an entity’s performance
- Captured by marketing
departments and reflects a “feel
good” (i.e. soft) approach

40. Quantitative reporting
Reporting is based on attempts to quantify an
entity’s social and environmental interactions
An entity may, for example, attempt the quantify
the environmental impacts of its products over
their life cycles

41. Full cost reporting
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Such systems are intended to
include in accounting and economic
numbers all the potential/actual
costs and benefits including
environmental and social
externalities

42. Impediments to Full Cost Reporting
-
Measurement of financial values
Data availability
Additivity of measurement unit
Reliability of measurement
Suitability of certain estimates

43. Triple bottom line reporting (TBL
reporting)
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“Triple bottom line” or “sustainability reporting”,
the focus is widen to embrace the economic,
environmental and social performance of entities
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Economic bottom line” refers to the traditional
bottom line as well as to issues relating to the
long-term sustainability of an entity’s costs, of the
demand for its product, profit margins and so on
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“Environmental bottom line” encompasses the
sustainability of the entity’s use of natural,
renewable or substitutable resources and its
restoration performance

44. 
“Social bottom line” is concerned broadly
with social capital with a focus on human
capital, such as in the form of public
health, skills and education, and more
generally with society’s health and
wealth creation capabilities

45. TBL reporting method
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The implementation of a TBL
reporting approach to CSR is an
incremental process, dealing with
the complex and contestable issues
involved in attempting to effectively
integrate economic, environmental
and social performance
measurement into a single report

46. Ways of Reporting
Ways of External
Ways of Internal Reporting
Reporting
• Team briefings
• Annual reports
• Procedural notes
• Websites
• Training sessions
• Stand alone reports
• Internal magazines
• External magazines
• Internal compliance or audit
• AGMs
reports
• Media outlets
• Intranet
• Corporate videos
• Notice boards
• Speaking platforms for
• Site locations
senior managers
• Specific reports