Align­ing CSR strat­egy with so­ci­ety

The Smart Manager - - The Design Drift -

A company must iso­late the main mo­ti­vat­ing fac­tor that has made it a suc­cess and in­cor­po­rate it into its Cor­po­rate So­cial Re­spon­si­bil­ity (CSR) pro­grammes. In this way, so­cial re­spon­si­bil­ity be­comes a real and tan­gi­ble part of the cor­po­rate cul­ture. Business in­ter­ests, so­cial goals, and en­vi­ron­men­tal con­cerns must be in ac­cord with one another; they all play into each other to make a company’s rep­u­ta­tion. And this can be a real chal­lenge.

CSR has al­ways been an in­te­gral part of Rolex’s business and cor­po­rate cul­ture. It was in 1976 that we in­sti­tu­tion­al­ized our first ma­jor, in­ter­na­tional phil­an­thropic out­reach, the Rolex Awards for En­ter­prise, which rec­og­nizes and sup­ports in­di­vid­u­als of all ages and back­grounds who are ad­vanc­ing hu­man knowl­edge and well-be­ing.

Mean­ing­ful Cor­po­rate So­cial Re­spon­si­bil­ity (CSR) is an ac­tiv­ity that makes a con­crete and tan­gi­ble con­tri­bu­tion to so­ci­ety and en­hances a company’s rep­u­ta­tion. This is what we be­lieve we are car­ry­ing out

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