What we mean by Corporate Responsibility & Sustainability
Corporate responsibility and sustainability are hard to define. By their very nature, they are addressing complex, multifaceted problems and opportunities. People interpret CRS differently depending on factors such as culture, religion, governmental systems and legal/regulatory requirements. For the purposes of this survey (and in line with the approach adopted by the Institute of Corporate Responsibility & Sustainability in the UK), we have used the European Commission’s definition, adapting it slightly.
We define CRS as: the responsibility of enterprises for their impacts on society and the environment. This means there needs to be strict adherence to relevant legislation and codes of practice, and social, economic and environmental impacts – such as ethics, human rights, consumer issues, climate change, and constraints on natural resources – need to be addressed through an organisation’s strategy.
Engage With Stakeholders (I)
Inspire internal and external stakeholders to engage with the organisation’s CRS goals; build relationships and communicate effectively.
Plan & Develop Strategy (I)
Produce a robust CRS strategy and influence strategy across the organisation to deliver CRS goals.
Research & Analyse (I)
Understand the organisation, its market and maturity as a responsible business, analysing risks and trends to determine materiality.
Influence & Persuade (I)
Persuade senior leadership teams of the case for CRS and challenge their thinking constructively. Work with them to manage change and embed sustainability across the organisation.
Project Management (I)
Planning, organising, motivating, and controlling resources to deliver project goals.
Measure & Report Impact (I)
Set clear, measurable targets for CRS. Report transparently on delivery, focusing on impact and outcomes.
Work to understand the motives and behaviours of others and engage people accordingly. Be willing to challenge others’ behaviour when appropriate and offer constructive feedback. Remain open-minded, approachable, and seek to inspire others.
Lead High Performing Teams (A)
Understand the needs and motivations of team members to provide effective guidance and cocreate individual development plans that support the team to deliver on objectives. Mobilise diverse skill sets in the team to deliver to highest standard across different tasks. Show empathy and care to build trust whilst offering constructive criticism to improve performance.
The above competencies have been developed by the Institute of Corporate Responsibility and Sustainability (I) and Acre (A) to help practitioners be effective in their roles