Research and forums on issues and opportunities in Corporate Social Responsibility (CSR) fuel the RVR CSR Center’s Advisory Practice. We use several approaches and tools:
The Hexagon Frame and Typology Matrices result in the analysis of the influences or drivers and the state of CSR at the company and industry levels.
Conversations are a series of round table discussions for CSR practitioners conducted in different Asian countries.
Advisory services combine both internal and external assessments. Internally, a company should understand the context of the CSR strategy and evaluate the fit of current CSR programs with the business situation. Understanding internal realities would include evaluation of the current specific business situation and market strategy, consideration of the company’s values, identification of the company’s assets and capabilities. An analysis of mission, values, assets and capabilities allows the company to prioritize needs and opportunities by matching social needs with corporate priorities and capabilities.
Assessing current CSR programs allows the company to match external needs and opportunities and gaps in the market with currently implemented programs. This provides the company with a gap analysis and provides a basis for streamlining current programs and developing new programs. From an internal point of view and in terms of the level of integration into corporate operations, at least four generic approaches can be taken: corporate giving or philanthropy, compliance, targeted program, value chain management, and fully embedded.
The analysis of the external context of the corporation begins with a macro analysis that includes political, social, cultural and economic realities and a stakeholder mapping of issues and interests. Footprint analysis provides a basis for understanding the impact of the enterprise on its environment and stakeholders. External context analysis together with footprint analysis allows the enterprise to identify stakeholders, concerns, possible partners, needs and opportunities in the external situation. Detailed stakeholder analysis allows the company to develop programs within a participative and consultative framework. Theoretically, this could provide a basis for working more effectively together with other players in order to achieve optimal social gains.
Coherence assessment brings together internal and external elements and in turn provides the company with an understanding of the relative readiness of the organization for the different approaches to CSR implementation both structurally as well as culturally.
Value chain management is similar to compliance in that it is not an approach that would allow CSR activity to be isolated only to certain aspects of operation. Value chain management allows full management of the company’s footprint. Full management of the impact of a company’s footprint is only truly possible with a value chain approach to CSR.
The value chain approach can be limited only to the company’s primary supply chain. An enhanced approach would extend the CSR strategy to the extended supply chain—the full value chain. This value chain, for example, would include the supply chains of subcontractors and distributors. A value chain approach to CSR also allows the company to engage stakeholders at each point in the supply chain and even beyond it.