CSR Guidelines for the Financial Sector - page 54

In considering the implementation of CSR, it is key to build on the assessment, strategy, direction and focus areas the
organization has agreed on in the earlier stages and take those a step further. This can be done through the
- Develop an integratedCSR decision-making structure
- Set out the necessary CSR culture and policies
- Set measurable targets and identify performancemeasures
- Engage employees and others whom are affected by theCSR approach of the organization
Implementing theCSR strategy and commitments is all about translating talk into action— integrating the
organization’s CSR strategy and commitments into the daily routine.
Developan integratedCSRdecision-making structure
It is difficult to talk about implementation of CSRwithout taking into consideration theCSR decision-making structure
within the organization, in other words, what are theCSR considerations an organization takes to decide onCSR
direction, CSR investment etc.
Howdo youdecide toget involved inCSR relatedactivity?
We have identified throughout these guidelines how important it is to have core leaders and an executive
commitment toCSR but towhat extent has that commitment been acted upon is reflected in an organizations CSR
decision-making structure.
Boards should be aware of how andwhenCSR issues can:
- Impact or enhance an organization’s strategy and vision
- Necessitate board level oversight and accountability
- Influence risk identification andmanagement
- Require changes to board composition and expertise, and
- Improve external disclosure.
The development of an effectiveCSR decision-making framework can help boards ensure that CSR issues and
opportunities arewell managed andmaximized.
AD hoc
Employees Request
Board of Director Decision
Based onCEO’S decision
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