A1. Setting CSR Program Objectives: What Gets Measured Gets Done

by Ludmila Fedorovitch

As with all business initiatives, the principle of “what gets measured, get’s done” is imperative to the success of a corporation’s corporate social responsibility program. Understand the importance of planning and setting objectives whilst drawing upon a broad range of practical examples of CSR measurement.

by Prof. Stephen B. Young

If CSR is to be fused with making profits at the heart of business enterprise, then it must become part of the heart and soul of management. How can this happen? CSR focuses on stakeholder relationships where cost accounting and other traditional financial metrics shed very little light on benchmarks for success or failure. Nor can CSR decision-making be turned over to all a company's stakeholders just to meet their unqualified and unexamined desires and expectations. To manage CSR as part of the business, a special CSR metric is needed. To meet this requirement of 21st Century business management best practices, the Caux Round Table has invented Arcturus. Pioneered by Nissan-Global, this assessment and benchmarking tool can move any company - large or small - to the front ranks of CSR achievement.