Corporate social responsibility is a key strategic issue

Recently, we have observed how active and genuine social responsibility is becoming an increasingly important part of today's corporate cultures. Being part of something bigger, making a small but significant difference, in the neighbourhood and/or in the world, is something that creates meaning and impacts on multiple levels.

To contribute is to create meaning

In the first 24 hours after Russia's invasion of Ukraine on 24 February 2022, the Swedish people donated more than SEK 10 million to the Red Cross. Naturkompaniet announced only a few hours after starting a collection of clothes and sleeping bags to be sent eastwards through Europe that their stock was full and they could not accept any more. Social media is throbbing with sympathy and heart for those affected by the unfathomable. Our involvement is a way to process, to cope with the despair and desperation that we now see up close. We do it because we want to help. We do it because we feel powerless. By doing something and trying to influence the context, we create a sense of agency and meaning, of being part of and contributing to something bigger than ourselves. Initiatives help people navigate away from the feeling of meaninglessness. Our engagement gives us comfort and reassurance in a difficult time.

The power of commitment

The human need to make a difference, to come together and create better conditions and less suffering, is an incredible force. It is impressive to see the difference that engagement can make when disaster seems imminent, but it is also legitimate to ask where it goes next. When the crisis has been mitigated or normalised, when the most intense news coverage has faded and what was initially shocking has become commonplace, where does the power to act go? Civil society is doing its best to find it. In digital newsletters and physical mailings, aid organisations remind us that crises, disasters and wars are ongoing. They let us know that our support is still crucial in many parts of the world. Non-profit organisations are scrambling to find the campaign that grabs us, the gala that inspires us and the tone that makes us feel how meaningful it is to contribute to a better world. But isn't there a reason for more than just fundraising organisations to work on increasing engagement and willingness to contribute?

A potential force in the world of work

What if our workplaces could be more characterised by agency and meaning, by the power that comes when we participate and influence, by the feeling that we contribute to something bigger, together. The solution is closer than many people think and is spelled strategic and systematic development of corporate social responsibility. Workplaces that successfully unleash the power of engagement in our shared society are more likely to succeed in other strategic challenges. Organisations that take corporate social responsibility seriously attract and retain talent, gain the long-term trust of customers and build a corporate culture characterised by context and meaning.

Social responsibility freer and more difficult

Today, the issue of sustainability with a focus on climate and the environment is on every company's agenda and many choose to take responsibility beyond the level of requirements. Social sustainability is closely related to environmental sustainability but differs in a number of important ways. Expectations of social responsibility do not come in the form of emission levels or international requirements. Social responsibility lacks frameworks and reprimands. Instead of striving for neutrality, as in the case of climate change, all social responsibility in theory ends up in the organisation's plus account. This absence of instructions and clear frameworks for follow-up could provide inspiration and enthusiasm for corporate social responsibility. Unfortunately, this freedom can instead lead to anxiety and uncertainty about what can be done and what impact can be achieved.

How to unlock the power of social responsibility?

So how do we do it? How do we create the conditions to harness the power of the organisation's collective will to take responsibility for our society? How do we realise the resource of each employee's potential commitment? We simply do what it takes to solve all strategic challenges. We figure out what we want to achieve, what impact we want the action to have on society and on the organisation, and make sure we release the resources needed to get us to the desired state.

Common denominators for activities that manage to harness the collective commitment and create impact for both society and the organisation:

  • The issue of social responsibility is addressed and remains on the strategic agenda
  • The issue is well anchored both in the organisation itself and in the affected parts of society.
  • There is a clear vision of the desired impact of social responsibility in society and in the organisation.
  • There is a long-term strategy for implementation and the necessary resources are allocated.
  • There is a clear plan for monitoring impact and evaluation, which is used to plan further interventions.

Our inherent need to feel a sense of belonging and purpose doesn't really diminish as crisis and disaster become more distant. However, when news coverage and social media stop helping us direct our engagement towards a clear goal, we need someone else to take over. The workplace that manages to do this successfully will be rewarded with the opportunity for enhanced performance, improved wellbeing and a greater sense of purpose. Social responsibility delivers value for society, for the company and for the future.

Author Tove Lindahl Greve, CEO Ansvaret AB

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