A key element in the strategy of the company of the future
Posted: Tue Jan 07, 2025 4:58 am
The main objective of Corporate Social Responsibility is to resolve future conflicts with the company's interest groups, also known as "stakeholders."
Stakeholders can be internal to the company itself, such as shareholders and employees; external, such as suppliers and freelancers; and community stakeholders , such as administrations, society, customers, or the environment.
In order to resolve these future problems, it is necessary to create a Corporate Social Responsibility Plan that identifies who the stakeholders are, their interests, the potential conflicts they could have with the company, as well as the actions to be taken to reduce or eliminate future conflicts by establishing objectives, indicators, those responsible, and even the budgets necessary to carry out these actions.
Let's imagine that in a company, its employees and their interest in reconciling family life with work are identified as an internal interest group.
In its Social Responsibility plan, the company would establish the need to carry out a human resources plan whose main objective would be the balance between work, family and leisure, equal pay and career prospects for women, and safety in the workplace, among others. It is clear that this plan, once approved by the company and unions, would be the framework that would avoid protests or labor problems within the company.
Another example could be that of a mining company that has identified in its Social Responsibility Plan the population close to its headquarters as an external interest group with a broad awareness of environmental issues and culture.
In order to avoid future conflicts with this interest group, it would be a kuwait phone number idea to establish as objectives of the Social Responsibility Plan the implementation of environmental restoration programs for the abandoned mine areas, which would be carried out by volunteers from this neighboring town, visits to the facilities and the restored areas, as well as the implementation of cultural sponsorships in the aforementioned town.
These two examples show us that Social Responsibility without communication makes no sense since it would not solve the main objective of the same, which is to resolve future conflicts of the company. Specifically in our examples, if the company does not carry out good internal communication with its workers and they do not know the company's human resources plans, all efforts would be in vain. Likewise, if the company does not know how to communicate to the neighboring population about the environmental work in the restoration of the mine and its sponsorships in culture, its image would possibly not improve and it would not resolve future conflicts either.
Stakeholders can be internal to the company itself, such as shareholders and employees; external, such as suppliers and freelancers; and community stakeholders , such as administrations, society, customers, or the environment.
In order to resolve these future problems, it is necessary to create a Corporate Social Responsibility Plan that identifies who the stakeholders are, their interests, the potential conflicts they could have with the company, as well as the actions to be taken to reduce or eliminate future conflicts by establishing objectives, indicators, those responsible, and even the budgets necessary to carry out these actions.
Let's imagine that in a company, its employees and their interest in reconciling family life with work are identified as an internal interest group.
In its Social Responsibility plan, the company would establish the need to carry out a human resources plan whose main objective would be the balance between work, family and leisure, equal pay and career prospects for women, and safety in the workplace, among others. It is clear that this plan, once approved by the company and unions, would be the framework that would avoid protests or labor problems within the company.
Another example could be that of a mining company that has identified in its Social Responsibility Plan the population close to its headquarters as an external interest group with a broad awareness of environmental issues and culture.
In order to avoid future conflicts with this interest group, it would be a kuwait phone number idea to establish as objectives of the Social Responsibility Plan the implementation of environmental restoration programs for the abandoned mine areas, which would be carried out by volunteers from this neighboring town, visits to the facilities and the restored areas, as well as the implementation of cultural sponsorships in the aforementioned town.
These two examples show us that Social Responsibility without communication makes no sense since it would not solve the main objective of the same, which is to resolve future conflicts of the company. Specifically in our examples, if the company does not carry out good internal communication with its workers and they do not know the company's human resources plans, all efforts would be in vain. Likewise, if the company does not know how to communicate to the neighboring population about the environmental work in the restoration of the mine and its sponsorships in culture, its image would possibly not improve and it would not resolve future conflicts either.