What does CSR mean for our organisation? What have we got to work with? Where should we go from here? How can we develop our CSR framework?

ACCSR’s unique CSR Management Capacity® framework can help you answer these questions. Our scientifically-validated, capability-building tool enables you to develop a robust CSR framework by examining the CSR risk and value drivers for your organisation. The result for clients is the development of a strategic framework that improves your CSR, supports business strategy and draws on the unique culture and identity of your organisation.

Developed and tested in a five-year university research program involving 160 Australian organisations, CSR Management Capacity® was designed in Australia and assessed for Australian CSR practice.

How does CSR Management Capacity® Work?
CSR Management Capacity® involves interviewing selected organisational representatives to explore evidence for the embeddedness within the organisation’s culture and structure of the core CSR capabilities. The interviews clearly reveal the capabilities that affect the organisation’s ability to minimise social risk and maximise business value from CSR.

After analysing the perspectives that emerge in the interviews, we workshop the results with your team. The result is a robust, well-bought in CSR framework that is meaningful to employees and shows a road map for practical actions that bring value to both your organisation and your stakeholders.

CSR Management Capacity® is also available as a short online survey that allows you to report quantitative levels of CSR capabilities in different parts of your organisation, measure their relationship with other aspects of organisational culture or performance, and monitor improvements over time.

“We were looking for a policy framework to draw our CSR programs together and use it as an impetus to go forward. We used the CSR Review with ACCSR for internal learning and education and to highlight our need and desire to understand our position on CSR. The ACCSR report galvanised attention throughout the organisation and provided some recommendations that we are taking to our Board.”
Ian Mayer
General Manager Reputation & Standards
CPA Australia

“Looking back, the big lesson we learnt is that it’s not always obvious where the blockages are… by
understanding how we behave, who we are, and what capabilities we need to be building into our
business, we are in a much better position to meet all of our responsibilities.”
2004 Westpac Stakeholder Impact Report

 

 
   
   

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