corporate social responsibility a case study approach

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Corporate Social Responsibility: A Case Study Approach

This timely resource will serve as an invaluable teaching and resource tool for advanced students and academics and will provide insights and guidance to the wider business community.

• ISBN-10 184844043X
• ISBN-13 978-1848440432
• Publisher Edward Elgar Publishing
• Publication date November 30, 2009
• Language English
• Dimensions 6.25 x 0.5 x 9.25 inches
• Print length 296 pages
• See all details

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• Publisher ‏ : ‎ Edward Elgar Publishing (November 30, 2009)
• Language ‏ : ‎ English
• Hardcover ‏ : ‎ 296 pages
• ISBN-10 ‏ : ‎ 184844043X
• ISBN-13 ‏ : ‎ 978-1848440432
• Item Weight ‏ : ‎ 1.3 pounds
• Dimensions ‏ : ‎ 6.25 x 0.5 x 9.25 inches

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• Contributors

The Business Case for Corporate Social Responsibility

Matteo Tonello is Director of Corporate Governance for The Conference Board, Inc. This post is based on a Conference Board Director Note by Archie B. Carroll and Kareem M. Shabana , and relates to a paper by these authors, titled “The Business Case for Corporate Social Responsibility: A Review of Concepts, Research and Practice,” published in the International Journal of Management Reviews .

In the last decade, in particular, empirical research has brought evidence of the measurable payoff of corporate social responsibility (CSR) initiatives to companies as well as their stakeholders. Companies have a variety of reasons for being attentive to CSR. This report documents some of the potential bottomline benefits: reducing cost and risk, gaining competitive advantage, developing and maintaining legitimacy and reputational capital, and achieving win-win outcomes through synergistic value creation.

The term “corporate social responsibility” is still widely used even though related concepts, such as sustainability, corporate citizenship, business ethics, stakeholder management, corporate responsibility, and corporate social performance, are vying to replace it. In different ways, these expressions refer to the ensemble of policies, practices, investments, and concrete results deployed and achieved by a business corporation in the pursuit of its stakeholders’ interests.

This report discusses the business case for CSR—that is, what justifies the allocation of resources by the business community to advance a certain socially responsible cause. The business case is concerned with the following question: what tangible benefits do business organizations reap from engaging in CSR initiatives? This report reviews the most notable research on the topic and provides practical examples of CSR initiatives that are also good for the business and its bottom line.

The Search for a Business Case: A Shift in Perspective

Business management scholars have been searching for a business case for CSR since the origins of the concept in the 1960s. [1]

An impetus for the research questions for this report was philosophical. It had to do with the long-standing divide between those who, like the late economist Milton Friedman, believed that the corporation should pursue only its shareholders’ economic interests and those who conceive the business organization as a nexus of relations involving a variety of stakeholders (employees, suppliers, customers, and the community where the company operates) without which durable shareholder value creation is impossible. If it could be demonstrated that businesses actually benefited financially from a CSR program designed to cultivate such a range of stakeholder relations, the thinking of the latter school went, then Friedman’s arguments would somewhat be neutralized.

Another impetus to research on the business case of CSR was more pragmatic. Even though CSR came about because of concerns about businesses’ detrimental impacts on society, the theme of making money by improving society has also always been in the minds of early thinkers and practitioners: with the passage of time and the increase in resources being dedicated to CSR pursuits, it was only natural that questions would begin to be raised about whether CSR was making economic sense.

Obviously, corporate boards, CEOs, CFOs, and upper echelon business executives care. They are the guardians of companies’ financial well-being and, ultimately, must bear responsibility for the impact of CSR on the bottom line. At multiple levels, executives need to justify that CSR is consistent with the firm’s strategies and that it is financially sustainable. [a]

However, other groups care as well. Shareholders are acutely concerned with financial performance and sensitive to possible threats to management’s priorities. Social activists care because it is in their long-term best interests if companies can sustain the types of social initiatives that they are advocating. Governmental bodies care because they desire to see whether companies can deliver social and environmental benefits more cost effectively than they can through regulatory approaches. [b] Consumers care as well, as they want to pass on a better world to their children, and many want their purchasing to reflect their values.

[a] K. O’Sullivan, “Virtue rewarded: companies are suddenly discovering the profit potential of social responsibility.” CFO , October 2006, pp. 47–52.

[b] Simon Zadek. Doing Good and Doing Well: Making the Business Case for Corporate Citizenship . New York: The Conference Board Research Report, 2000, 1282-00-RR.

The socially responsible investment movement Establishing a positive relationship between corporate social performance (CSP) and corporate financial performance (CFP) has been a long-standing pursuit of researchers. This endeavor has been described as a “30-year quest for an empirical relationship between a corporation’s social initiatives and its financial performance.” [2] One comprehensive review and assessment of studies exploring the CSP-CFP relationship concludes that there is a positive relationship between CSP and CFP. [3]

In response to this empirical evidence, in the last decade the investment community, in particular, has witnessed the growth of a cadre of socially responsible investment funds (SRI), whose dedicated investment strategy is focused on businesses with a solid track record of CSR-oriented initiatives. Today, the debate on the business case for CSR is clearly influenced by these new market trends: to raise capital, these players promote the belief of a strong correlation between social and financial performance. [4]

As the SRI movement becomes more influential, CSR theories are shifting away from an orientation on ethics (or altruistic rationale) and embracing a performance-driven orientation. In addition, analysis of the value generated by CSR has moved from the macro to the organizational level, where the effects of CSR on firm financial performance are directly experienced. [5]

The CSR of the 1960s and 1970s was motivated by social considerations, not economic ones. “While there was substantial peer pressure among corporations to become more philanthropic, no one claimed that such firms were likely to be more profitable than their less generous competitors.” In contrast, the essence of the new world of CSR is “doing good to do well.” [6]

CSR is evolving into a core business function, central to the firm’s overall strategy and vital to its success. [7] Specifically, CSR addresses the question: “can companies perform better financially by addressing both their core business operations as well as their responsibilities to the broader society?” [8]

One Business Case Just Won’t Do

There is no single CSR business case—no single rationalization for how CSR improves the bottom line. Over the years, researchers have developed many arguments. In general, these arguments can be grouped based on approach, topics addressed, and underlying assumptions about how value is created and defined. According to this categorization, CSR is a viable business choice as it is a tool to:

• implement cost and risk reductions;
• gain competitive advantage;
• develop corporate reputation and legitimacy; and
• seek win-win outcomes through synergistic value creation. [9]

Other widely accepted approaches substantiating the business case include focusing on the empirical research linking CSR with corporate social performance (CSP) and identifying values brought to different stakeholder groups that directly or indirectly benefit the company’s bottom lines.

Broad versus narrow views Some researchers have examined the integration of CSR considerations in the day-to-day business agenda of organizations. The “mainstreaming” of CSR follows from one of three rationales:

• the social values-led model, in which organizations adopt CSR initiatives regarding specific issues for non-economic reasons;
• the business-case model, in which CSR initiatives are primarily assessed in an economic manner and pursued only when there is a clear link to firm financial performance [10] ; and
• the syncretic stewardship model, which combines the social values-led and the business-case models.

The business case model and the syncretic models may be seen as two perspectives of the business case for CSR: one narrow and one broad. The business case model represents the narrow view: CSR is only recognized when there is a clear link to firm financial performance. The syncretic model is broad because it recognizes both direct and indirect relationships between CSR and firm financial performance. The advantage of the broad view is that it enables the firm to identify and exploit opportunities beyond the financial, opportunities that the narrow view would not be able to recognize or justify.

Another advantage of the broad view of the business case, which is illustrated by the syncretic model, is its recognition of the interdependence between business and society. [11]

The failure to recognize such interdependence in favor of pitting business against society leads to reducing the productivity of CSR initiatives. “The prevailing approaches to CSR are so fragmented and so disconnected from business and strategy as to obscure many of the greatest opportunities for companies to benefit society.” [12] The adoption of CSR practices, their integration with firm strategy, and their mainstreaming in the day-to-day business agenda should not be done in a generic manner. Rather, they should be pursued “in the way most appropriate to each firm’s strategy.” [13]

In support of the business case for CSR, the next sections of the report discuss examples of the effect of CSR on firm performance. The discussion is organized according to the framework referenced earlier, which identifies four categories of benefits that firms may attain from engaging in CSR activities. [14]

Reducing Costs and Risks

Cost and risk reduction justifications contend that engaging in certain CSR activities will reduce the firm’s inefficient capital expenditures and exposure to risks. “[T]he primary view is that the demands of stakeholders present potential threats to the viability of the organization, and that corporate economic interests are served by mitigating the threats through a threshold level of social or environmental performance.” [15]

Equal employment opportunity policies and practices CSR activities in the form of equal employment opportunity (EEO) policies and practices enhance long-term shareholder value by reducing costs and risks. The argument is that explicit EEO statements are necessary to illustrate an inclusive policy that reduces employee turnover through improving morale. [16] This argument is consistent with those who observe that “[l]ack of diversity may cause higher turnover and absenteeism from disgruntled employees.” [17]

Energy-saving and other environmentally sound production practices Cost and risk reduction may also be achieved through CSR activities directed at the natural environment. Empirical research shows that being environmentally proactive results in cost and risk reduction. Specifically, data shows hat “being proactive on environmental issues can lower the costs of complying with present and future environmental regulations … [and] … enhance firm efficiencies and drive down operating costs.” [18]

Community relations management Finally, CSR activities directed at managing community relations may also result in cost and risk reductions. [19] For example, building positive community relationships may contribute to the firm’s attaining tax advantages offered by city and county governments to further local investments. In addition, positive community relationships decrease the number of regulations imposed on the firm because the firm is perceived as a sanctioned member of society.

Cost and risk reduction arguments for CSR have been gaining wide acceptance among managers and executives. In a survey of business executives by PricewaterhouseCoopers, 73 percent of the respondents indicated that “cost savings” was one of the top three reasons companies are becoming more socially responsible. [20]

Gaining Competitive Advantage

As used in this section of the report, the term “competitive advantage” is best understood in the context of a differentiation strategy; in other words, the focus is on how firms may use CSR practices to set themselves apart from their competitors. The previous section, which focused on cost and risk reduction, illustrated how CSR practices may be thought of in terms of building a competitive advantage through a cost management strategy. “Competitive advantages” was cited as one of the top two justifications for CSR in a survey of business executives reported in a Fortune survey. [21] In this context, stakeholder demands are seen as opportunities rather than constraints. Firms strategically manage their resources to meet these demands and exploit the opportunities associated with them for the benefit of the firm. [22] This approach to CSR requires firms to integrate their social responsibility initiatives with their broader business strategies.

Reducing costs and risks • Equal employment opportunity policies and practices • Energy-saving and other environmentally sound production practices • Community relations management

Gaining competitive advantage • EEO policies • Customer relations program • Corporate philanthropy

Developing reputation and legitimacy • Corporate philanthropy • Corporate disclosure and transparency practices

Seeking win-win outcomes through synergistic value creation • Charitable giving to education • Stakeholder engagement

EEO policies Companies that build their competitive advantage through unique CSR strategies may have a superior advantage, as the uniqueness of their CSR strategies may serve as a basis for setting the firm apart from its competitors. [23] For example, an explicit statement of EEO policies would have additional benefits to the cost and risk reduction discussed earlier in this report. Such policies would provide the firm with a competitive advantage because “[c]ompanies without inclusive policies may be at a competitive disadvantage in recruiting and retaining employees from the widest talent pool.” [24]

Customer and investor relations programs CSR initiatives can contribute to strengthening a firm’s competitive advantage, its brand loyalty, and its consumer patronage. CSR initiatives also have a positive impact on attracting investment. Many institutional investors “avoid companies or industries that violate their organizational mission, values, or principles… [They also] seek companies with good records on employee relations, environmental stewardship, community involvement, and corporate governance.” [25]

Corporate philanthropy Companies may align their philanthropic activities with their capabilities and core competencies. “In so doing, they avoid distractions from the core business, enhance the efficiency of their charitable activities and assure unique value creation for the beneficiaries.” [26] For example, McKinsey & Co. offers free consulting services to nonprofit organizations in social, cultural, and educational fields. Beneficiaries include public art galleries, colleges, and charitable institutions. [27] Home Depot Inc. provided rebuilding knowhow to the communities victimized by Hurricane Katrina. Strategic philanthropy helps companies gain a competitive advantage and in turn boosts its bottom line. [28]

CSR initiatives enhance a firm’s competitive advantage to the extent that they influence the decisions of the firm’s stakeholders in its favor. Stakeholders may prefer a firm over its competitors specifically due to the firm’s engagement in such CSR initiatives.

Developing Reputation and Legitimacy

Companies may also justify their CSR initiatives on the basis of creating, defending, and sustaining their legitimacy and strong reputations. A business is perceived as legitimate when its activities are congruent with the goals and values of the society in which the business operates. In other words, a business is perceived as legitimate when it fulfills its social responsibilities. [29]

As firms demonstrate their ability to fit in with the communities and cultures in which they operate, they are able to build mutually beneficial relationships with stakeholders. Firms “focus on value creation by leveraging gains in reputation and legitimacy made through aligning stakeholder interests.” [30] Strong reputation and legitimacy sanction the firm to operate in society. CSR activities enhance the ability of a firm to be seen as legitimate in the eyes of consumers, investors, and employees. Time and again, consumers, employees, and investors have shown a distinct preference for companies that take their social responsibilities seriously. A Center for Corporate Citizenship study found that 66 percent of executives thought their social responsibility strategies resulted in improving corporate reputation and saw this as a business benefit. [31]

Corporate philanthropy Corporate philanthropy may be a tool of legitimization. Firms that have negative social performance in the areas of environmental issues and product safety use charitable contributions as a means for building their legitimacy. [32]

Corporate disclosure and transparency practices Corporations have also enhanced their legitimacy and reputation through the disclosure of information regarding their performance on different social and environmental issues, sometimes referred to as sustainability reporting. Corporate social reporting refers to stand-alone reports that provide information regarding a company’s economic, environmental, and social performance. The practice of corporate social reporting has been encouraged by the launch of the Global Reporting Initiative (GRI) in 1997-1998 and the introduction of the United Nations Global Compact in 1999. Through social reporting, firms can document that their operations are consistent with social norms and expectations, and, therefore, are perceived as legitimate.

Seeking Win-Win Outcomes through Synergistic Value Creation

Synergistic value creation arguments focus on exploiting opportunities that reconcile differing stakeholder demands. Firms do this by “connecting stakeholder interests, and creating pluralistic definitions of value for multiple stakeholders simultaneously.” [33] In other words, with a cause big enough, they can unite many potential interest groups.

Charitable giving to education When companies get the “where” and the “how” right, philanthropic activities and competitive advantage become mutually reinforcing and create a virtuous circle. Corporate philanthropy may be used to influence the competitive context of an organization, which allows the organization to improve its competitiveness and at the same time fulfill the needs of some of its stakeholders. For example, in the long run, charitable giving to education improves the quality of human resources available to the firm. Similarly, charitable contributions to community causes eventually result in the creation and preservation of a higher quality of life, which may sustain “sophisticated and demanding local customers.” [34]

The notion of creating win-win outcomes through CSR activities has been raised before. Management expert Peter Drucker argues that “the proper ‘social responsibility’ of business is to … turn a social problem into economic opportunity and economic benefit, into productive capacity, into human competence, into well-paid jobs, and into wealth.” [35] It has been argued that, “it will not be too long before we can begin to assert that the business of business is the creation of sustainable value— economic, social and ecological.” [36]

An example: the win-win perspective adopted by the life sciences firm Novo Group allowed it to pursue its business “[which] is deeply involved in genetic modification and yet maintains highly interactive and constructive relationships with stakeholders and publishes a highly rated environmental and social report each year.” [37]

Stakeholder engagement The win-win perspective on CSR practices aims to satisfy stakeholders’ demands while allowing the firm to pursue financial success. By engaging its stakeholders and satisfying their demands, the firm finds opportunities for profit with the consent and support of its stakeholder environment.

The business case for corporate social responsibility can be made. While it is valuable for a company to engage in CSR for altruistic and ethical justifications, the highly competitive business world in which we live requires that, in allocating resources to socially responsible initiatives, firms continue to consider their own business needs.

In the last decade, in particular, empirical research has brought evidence of the measurable payoff of CSR initiatives on firms as well as their stakeholders. Firms have a variety of reasons for being CSR-attentive. But beyond the many bottom-line benefits outlined here, businesses that adopt CSR practices also benefit our society at large.

[1] See Edward Freeman, Strategic Management: a Stakeholder Approach , 1984, which traces the roots of CSR to the 1960s and 1970s, when many multinationals were formed. (go back)

[2] J. D. Margolis and Walsh, J.P. “Misery loves companies: social initiatives by business.” Administrative Science Quarterly , 48, 2003, pp. 268–305. (go back)

[3] J. F. Mahon and Griffin, J .J. “Painting a portrait: a reply.” Business and Society , 38, 1999, 126–133. (go back)

[4] See, for an overview, Stephen Gates, Jon Lukomnik, and David Pitt- Watson, The New Capitalists: How Citizen Investors Are Reshaping The Business Agenda , Harvard Business School Press, 2006. (go back)

[5] M.P. Lee, “A review of the theories of corporate social responsibility: its evolutionary path and the road ahead”. International Journal of Management Reviews , 10, 2008, 53–73. (go back)

[6] D.J. Vogel, “Is there a market for virtue? The business case for corporate social responsibility.” California Management Review , 47, 2005, pp. 19–45. (go back)

[7] Ibid. (go back)

[8] Elizabeth Kurucz; Colbert, Barry; and Wheeler, David “The Business Case for Corporate Social Responsibility.” Chapter 4 in Crane, A.; McWilliams, A.; Matten, D.; Moon, J. and Siegel, D. The Oxford Handbook of Corporate Social Responsibility. Oxford: Oxford University Press, 2008, 83-112 (go back)

[9] Kurucz, Colbert, and Wheeler , 85-92. (go back)

[10] Berger,I.E., Cunningham, P. and Drumwright, M.E. “Mainstreaming corporate and social responsibility: developing markets for virtue,” California Management Review , 49, 2007, 132-157. (go back)

[11] Ibid. (go back)

[12] M.E. Porter and Kramer, M.R. “Strategy & society: the link between competitive advantage and corporate social responsibility.” Harvard Business Review , 84, 2006,pp. 78–92. (go back)

[13] Ibid. (go back)

[14] Kurucz, Colbert, and Wheeler, 85-92. (go back)

[15] Ibid., 88. (go back)

[16] T. Smith, “Institutional and social investors find common ground. Journal of Investing , 14, 2005, 57–65. (go back)

[17] S. L. Berman, Wicks, A.C., Kotha, S. and Jones, T.M. “Does stakeholder orientation matter? The relationship between stakeholder management models and firm financial performance.” Academy of Management Journal , 42, 1999, 490. (go back)

[18] Ibid. (go back)

[19] Ibid. (go back)

[20] Top 10 Reasons, PricewaterhouseCoopers 2002 Sustainability Survey Report, reported in “Corporate America’s Social Conscience,” Fortune , May 26, 2003, 58. (go back)

[21] Top 10 Reasons . (go back)

[22] Kurucz, Colbert, and Wheeler (go back)

[23] N. Smith, 2003, 67. (go back)

[24] T. Smith, 2005, 60. (go back)

[25] Ibid., 64. (go back)

[26] Heike Bruch and Walter, Frank (2005). “The Keys to Rethinking Corporate Philanthropy.” MIT Sloan Management Review , 47(1): 48-56 (go back)

[27] Ibid., 50. (go back)

[28] Bruce Seifert, Morris, Sara A.; and Bartkus, Barbara R. (2003). “Comparing Big Givers and Small Givers: Financial Correlates of Corporate Philanthropy.” Journal of Business Ethics , 45(3): 195-211. (go back)

[29] Archie B. Carroll and Ann K. Buchholtz, Business and Society: Ethics, Sustainability and Stakeholder Management , 8th Edition, Mason, OH: South-Western Cengage Learning, 2012, 305. (go back)

[30] Kurucz, Colbert, and Wheeler, 90. (go back)

[31] “Managing Corporate Citizenship as a Business Strategy,” Boston: Center for Corporate Citizenship, 2010. (go back)

[32] Jennifer C. Chen, Dennis M.; & Roberts, Robin. “Corporate Charitable Contributions: A Corporate Social Performance or Legitimacy Strategy?” Journal of Business Ethics , 2008, 131-144. (go back)

[33] Kurucz, Colbert, and Wheeler , 91. (go back)

[34] Porter and Kramer, 60-65. (go back)

[35] Peter F. Drucker, “The New Meaning of Corporate Social Responsibility.” California Management Review , 1984, 26: 53-63 (go back)

[36] C. Wheeler, B. Colbert, and R. E. Freeman. “Focusing on Value: Reconciling Corporate Social Responsibility, Sustainability and a Stakeholder Approach in a Network World.” Journal of General Management , (28)3, 2003, 1-28. (go back)

[37] Ibid. (go back)

Nice blog. CSR has become something very important to all the corporate houses today. However, with the rising growth of CSR activities. It is very important to have an effective software that helps to keep a track of the entire exercise.

Interesting article! Perhaps nice to give Mr. Stephen ‘Gates’ his real name back? After all “The New Capitalists: How Citizen Investors Are Reshaping The Business Agenda” was written by Stephen DAVIS. I think he would like the recognition ;)

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Corporate Social Responsibility: A Case Study Approach

• Published 2009
• Business, Environmental Science, Economics

47 Citations

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6 Examples of Corporate Social Responsibility That Were Successful

• 06 Jun 2019

Business is about more than just making a profit. Climate change, economic inequality, and other global challenges that impact communities worldwide have compelled companies to be purpose-driven and contribute to the greater good .

In a recent study by Deloitte , 93 percent of business leaders said they believe companies aren't just employers, but stewards of society. In addition, 95 percent reported they plan to take a stronger stance on large-scale issues in the coming years and devote significant resources to socially responsible initiatives. With more CEOs turning their focus to the long term, it’s important to consider what you can do in your career to make an impact .

Access your free e-book today.

What Is Corporate Social Responsibility?

Corporate social responsibility (CSR) is a business model in which for-profit companies seek ways to create social and environmental benefits while pursuing organizational goals, such as revenue growth and maximizing shareholder value.

Today’s organizations are implementing extensive corporate social responsibility programs, with many companies dedicating C-level executive roles and entire departments to social and environmental initiatives. These executives are commonly referred to as chief officers of corporate social responsibility or chief sustainability officers (CSO).

There are many types of corporate social responsibility , and CSR might look different for each organization, but the end goal is always the same: Do well by doing good . Companies that embrace corporate social responsibility aim to maintain profitability while supporting a larger purpose.

Rather than simply focusing on generating profit, or the bottom line, socially responsible companies are concerned with the triple bottom line , which considers the impact that business decisions have on profit, people, and the planet.

It’s no coincidence that some of today’s most profitable organizations are also socially responsible. Here are six successful examples of corporate social responsibility you can use to drive social change at your organization.

Check out our video on corporate social responsibility below, and subscribe to our YouTube channel for more explainer content!

6 Corporate Social Responsibility Examples

1. lego’s commitment to sustainability.

As one of the most reputable companies in the world, Lego aims to not only help children develop through creative play but also foster a healthy planet.

Lego is the first, and only, toy company to be named a World Wildlife Fund Climate Savers Partner , marking its pledge to reduce its carbon impact. And its commitment to sustainability extends beyond its partnerships.

By 2030, the toymaker plans to use environmentally friendly materials to produce all of its core products and packaging—and it’s already taken key steps to achieve that goal.

Over 2013 and 2014, Lego shrunk its box sizes by 14 percent , saving approximately 7,000 tons of cardboard. Then, in 2018, the company introduced 150 botanical pieces made from sustainably sourced sugarcane —a break from the petroleum-based plastic typically used to produce the company’s signature building blocks. The company has also recently committed to removing all single-use plastic packaging from its materials by 2025, among other initiatives .

Along with these changes, the toymaker has committed to investing $164 million into its Sustainable Materials Center , where researchers are experimenting with bio-based materials that can be implemented into the production process.

Through these initiatives, Lego is well on its way to tackling pressing environmental challenges and furthering its mission to help build a more sustainable future.

Related : What Does "Sustainability" Mean in Business?

2. Salesforce’s 1-1-1 Philanthropic Model

Beyond being a leader in the technology space, cloud-based software giant Salesforce is a trailblazer in corporate philanthropy.

Since its outset, the company has championed its 1-1-1 philanthropic model , which involves giving one percent of product, one percent of equity, and one percent of employees’ time to communities and the nonprofit sector.

To date, Salesforce employees have logged more than 5 million volunteer hours . Not only that, the company has awarded upwards of $406 million in grants and donated to more than 40,000 nonprofit organizations and educational institutions.

In addition, through its work with San Francisco Unified and Oakland Unified School Districts, Salesforce has helped reduce algebra repeat rates and contributed to a high percentage of students receiving A’s or B’s in computer science classes.

As the company’s revenue grows, Salesforce stands as a prime example of the idea that profit-making and social impact initiatives don’t have to be at odds with one another.

3. Ben & Jerry’s Social Mission

At Ben & Jerry’s, positively impacting society is just as important as producing premium ice cream.

In 2012, the company became a certified B Corporation —a business that balances purpose and profit by meeting the highest standards of social and environmental performance, public transparency, and legal accountability.

As part of its overarching commitment to leading with progressive values, the ice cream maker established the Ben & Jerry’s Foundation in 1985, an organization dedicated to supporting grassroots movements that drive social change.

Each year, the foundation awards approximately $2.5 million in grants to organizations in Vermont and across the United States. Grant recipients have included the United Workers Association, a human rights group striving to end poverty, and the Clean Air Coalition, an environmental health and justice organization based in New York.

The foundation’s work earned it a National Committee for Responsive Philanthropy Award in 2014, and it continues to sponsor efforts to find solutions to systemic problems at both local and national levels.

Related : How to Create Social Change: 4 Business Strategies

4. Levi Strauss’s Social Impact

In addition to being one of the most successful fashion brands in history, Levi’s is also one of the first to push for a more ethical and sustainable supply chain.

In 1991, the brand created its Terms of Engagement , which established its global code of conduct regarding its supply chain and set standards for workers’ rights, a safe work environment, and an environmentally friendly production process.

To maintain its commitment in a changing world, Levi’s regularly updates its Terms of Engagement. In 2011, on the 20th anniversary of its code of conduct, Levi’s announced its Worker Well-being initiative to implement further programs focused on the health and well-being of supply chain workers.

Since 2011, the Worker Well-being initiative has been expanded to 12 countries, benefitting more than 100,000 workers. In 2016, the brand scaled up the initiative, vowing to expand the program to more than 300,000 workers and produce more than 80 percent of its product in Worker Well-being factories by 2025.

For its continued efforts to maintain the well-being of its people and the environment, Levi’s was named one of Engage for Good’s 2020 Golden Halo Award winners , the highest honor reserved for socially responsible companies.

5. Starbucks’s Commitment to Ethical Sourcing

Starbucks launched its first corporate social responsibility report in 2002 with the goal of becoming as well-known for its CSR initiatives as for its products. One of the ways the brand has fulfilled this goal is through ethical sourcing.

In 2015, Starbucks verified that 99 percent of its coffee supply chain is ethically sourced , and it seeks to boost that figure to 100 percent through continued efforts and partnerships with local coffee farmers and organizations.

The brand bases its approach on Coffee and Farmer Equity (CAFE) Practices , one of the coffee industry’s first set of ethical sourcing standards created in collaboration with Conservation International . CAFE assesses coffee farms against specific economic, social, and environmental standards, ensuring Starbucks can source its product while maintaining a positive social impact.

For its work, Starbucks was named one of the world’s most ethical companies in 2021 by Ethisphere.

6. New Belgium Brewing’s Sustainable Practices

New Belgium Brewing has always been a proponent of green initiatives . As early as 1999, it was one of the first breweries to use wind power to source 100 percent of its electricity, significantly reducing its operational carbon footprint.

In Harvard Business School Online’s Business and Climate Change course, Katie Wallace, New Belgium Brewing's chief environmental, social, and governance (ESG) officer, elaborates on the company’s sustainable practices.

"We have biogas here that we capture from our process water treatment plant," Wallace says in the course. "We make electricity with it. When we installed our solar panels on the Colorado packaging hall, it was the largest privately owned solar array at that time in Colorado. And today, we have many other sources of renewable electricity and have invested quite a bit in efficiencies."

New Belgium Brewing also turns outward in its sustainability practices by actively engaging with suppliers, customers, and competitors to promote broader environmental change. These efforts range from encouraging the use of renewable resources in supply chains to participating in policy-making discussions that foster industry-wide sustainability. For example, it co-founded the Glass Recycling Coalition to improve recycling nationwide after recognizing sustainability concerns in the bottling industry.

New Belgium's commitment to corporate social responsibility is an ongoing process, though. The brewery continues to set ambitious targets for reducing waste, conserving water, and supporting renewable energy projects to build a more sustainable future.

The Value of Being Socially Responsible

As these firms demonstrate , a deep and abiding commitment to corporate social responsibility can pay dividends. By learning from these initiatives and taking a values-driven approach to business, you can help your organization thrive and grow, even as it confronts global challenges.

Corporate social responsibility is critical for businesses today. It enables organizations to contribute to society while also achieving operational goals. By prioritizing social responsibility, you can build trust with your stakeholders and leave a positive impact.

Do you want to understand how to combine purpose and profit and more effectively tackle global challenges? Explore our online business in society courses , including Sustainable Business Strategy and Business and Climate Change , to learn more about how business can be a catalyst for system-level change.

This post was updated on May 30, 2024. It was originally published on June 6, 2019.

Corporate Social Responsibility: A Case Study Approach

Christine Mallin , Christine Mallin (Editor)

• Norwich Business School

Research output : Book/Report › Book

This output contributes to the following UN Sustainable Development Goals (SDGs)

Corporate Social Responsibility: A Case Study Approach. / Mallin, Christine ; Mallin, Christine (Editor) .

T1 - Corporate Social Responsibility: A Case Study Approach

AU - Mallin, Christine

A2 - Mallin, Christine

SN - 978-1848440432

BT - Corporate Social Responsibility: A Case Study Approach

PB - Edward Elgar Publishing

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Creating a Corporate Social Responsibility Program with Real Impact

• Emilio Marti,
• David Risi,
• Eva Schlindwein,
• Andromachi Athanasopoulou

Lessons from multinational companies that adapted their CSR practices based on local feedback and knowledge.

Exploring the critical role of experimentation in Corporate Social Responsibility (CSR), research on four multinational companies reveals a stark difference in CSR effectiveness. Successful companies integrate an experimental approach, constantly adapting their CSR practices based on local feedback and knowledge. This strategy fosters genuine community engagement and responsive initiatives, as seen in a mining company’s impactful HIV/AIDS program. Conversely, companies that rely on standardized, inflexible CSR methods often fail to achieve their goals, demonstrated by a failed partnership due to local corruption in another mining company. The study recommends encouraging broad employee participation in CSR and fostering a culture that values CSR’s long-term business benefits. It also suggests that sustainable investors and ESG rating agencies should focus on assessing companies’ experimental approaches to CSR, going beyond current practices to examine the involvement of diverse employees in both developing and adapting CSR initiatives. Overall, embracing a dynamic, data-driven approach to CSR is essential for meaningful social and environmental impact.

By now, almost all large companies are engaged in corporate social responsibility (CSR): they have CSR policies, employ CSR staff, engage in activities that aim to have a positive impact on the environment and society, and write CSR reports. However, the evolution of CSR has brought forth new challenges. A stark contrast to two decades ago, when the primary concern was the sheer neglect of CSR, the current issue lies in the ineffective execution of these practices. Why do some companies implement CSR in ways that create a positive impact on the environment and society, while others fail to do so? Our research reveals that experimentation is critical for impactful CSR, which has implications for both companies that implement CSR and companies that externally monitor these CSR activities, such as sustainable investors and ESG rating agencies.

• EM Emilio Marti is an associate professor at the Rotterdam School of Management, Erasmus University. His research focuses on corporate sustainability with a specific focus on sustainable investing.
• DR David Risi is a professor at the Bern University of Applied Sciences and a habilitated lecturer at the University of St. Gallen. His research focuses on how companies organize CSR and sustainability.
• ES Eva Schlindwein is a professor at the Bern University of Applied Sciences and a postdoctoral fellow at the University of Oxford. Her research focuses on how organizations navigate tensions between business and society.
• AA Andromachi Athanasopoulou is an associate professor at Queen Mary University of London and an associate fellow at the University of Oxford. Her research focuses on how individuals manage their leadership careers and make ethically charged decisions.

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9 Corporate Social Responsibility: The Amway Approach: A Case Study in CSR

• Published: August 2022
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Managing business growth through customer engagement is a novel business concept followed by Amway, one of the very popular business groups in India. Responsibility (CSR Corporate Social) means businesses communities they and organizations working responsibly and contributing positively to the operations. It involves working with employees, their families, the local community, and society at large to improve their quality of life. Companies that operate in a socially responsible way strengthen their reputations. In business, reputation is everything. It determines the extent to which customers want to buy from you, partners are willing to work with you, and you’re standing in the community.

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Please note you do not have access to teaching notes, corporate social responsibility: a case study in the company of urbanization of curitiba.

Social Responsibility Journal

ISSN : 1747-1117

Article publication date: 26 March 2021

Issue publication date: 7 January 2022

The purpose of this paper is to analyze the commitment to a corporate social responsibility (CSR) practice developed by Company of Urbanization of Curitiba S/A – URBS, located in Curitiba (Paraná), Brazil. The paper observes the CSR practice developed by the company.

Design/methodology/approach

A descriptive study that used a qualitative approach was held. The research strategy of the research used consisted of a case study. Data were collected through semi-structured, in-depth interviews, documental analysis and direct observation. These data were further analyzed through the content analysis’ perspective.

The organization in question, even without obligation, develops a CSR project that contributes to the formation and awareness of young citizens, comprising ethical, voluntary, economical and legal responsibilities.

Research limitations/implications

Because of the fact that this is a single case study, the results cannot be generalized, representing only the reality of this case.

Practical implications

The practical implications of this study lies in the attention toward training of students of public schools, especially in aspects of buses and services usage and care for public equity, factors that even contribute to citizenship and the formation of better people and professionals. This will, in the future, contribute to form citizens that are more aware and who will tend to contribute to adequate usage of the transportation system as a whole, resulting in savings for the organization.

Social implications

The project analyzed in this study contributes to the formation of better citizens regarding the respect and ethical responsibilities they develop toward the public transportation system.

Originality/value

This paper demonstrates the commitment to a CSC practice made by a mixed-economy organization that develops this practice to contribute to the formation of citizens of the city. The value of this paper lies in the fact that it shows how CSR practices can be aligned with other practices of organizations, contributing to all stakeholders involved in it.

• Corporate social responsibility
• Social commitment
• Organizational strategy

Singh, A.S. , De Carli, E. , Virtuoso, L.A. , Segatto, A.P. and Alves, F.S. (2022), "Corporate social responsibility: a case study in the company of urbanization of Curitiba", Social Responsibility Journal , Vol. 18 No. 1, pp. 85-105. https://doi.org/10.1108/SRJ-03-2018-0067

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TATA Steel India: Corporate Social Responsibility Case Study Project

• First Online: 04 December 2021

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This case study project examines the various CSR interventions and initiatives of TATA Steel India and analyses their impact on the society and on different stakeholders. The paper defines and draws meaningful conclusions about a corporate’s responsibility towards society and how they have a major role to play in sustainable development. Previous research on CSR and India’s CSR Policy formed the stepping stone for the analysis and future scope of this project. The main aim of the project is to provide a detailed understanding of CSR by providing fruitful insights about the CSR policy and interventions of TATA Steel India.

Author Note: This chapter is an outcome of a Best Case Study Innovative Practices conducted by Global Compact India Network in 2019. Content has been used with permission from relevant authorities.

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Brown, K. (2001). Corporate Social Responsibility: Perceptions of Indian Business. In M. Mehra (Ed.). Retrieved from www.csmworld.org/public/pdf/social_respons.Pdf .

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Singh, K., Girdhar, T. (2022). TATA Steel India: Corporate Social Responsibility Case Study Project. In: Das Gupta, A. (eds) A Casebook of Strategic Corporate Social Responsibility. CSR, Sustainability, Ethics & Governance. Springer, Singapore. https://doi.org/10.1007/978-981-16-5719-1_6

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Published: 22 December 2023 Contributors: Amanda McGrath, Alexandra Jonker

Corporate social responsibility (CSR) is the idea that businesses should operate according to principles and policies that make a positive impact on society and the environment.

Through CSR, companies make decisions driven by financial gain and profitability, and the impact of their actions on their communities and the world at large. CSR goes beyond legal obligations: by voluntarily adopting ethical, sustainable and responsible business practices, companies seek to deliver benefits to consumers, shareholders, employees and society.

Learn about the processes used to manage environmental performance data and the steps required to account for greenhouse gas (GHG) emissions.

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Often, a company’s business model and practices are built around financial goals. However, CSR programs encourage business leaders to consider corporate citizenship or the larger impact of the business on society when making decisions. Corporate social responsibility helps companies ensure that their operations are ethical, safe and delivering positive impact wherever possible. Through CSR initiatives, companies work to limit environmental impact, contribute to solving societal problems (such as poverty and inequality) and ensure their brand identity reflects their values.

The theory of the “ triple bottom line ” can help organizations as they pursue corporate social responsibility. As a financial framework, the triple bottom line refers to the idea that a company’s business model should revolve around the three P’s: people, planet and profit. By maximizing all three, a company aims to make a positive impact on the world and remove barriers to growth.

Corporate social responsibility initiatives generally fall into four categories: environmental, ethical, philanthropic and economic. Each type of CSR contributes to a company’s overall CSR strategy.

More companies are assessing their overall environmental impact and engaging in CSR efforts that aim to protect natural resources and minimize any contribution to climate change. CSR encourages sustainability in business through eco-friendly practices, such as by reducing energy consumption, using renewable resources and minimizing waste.

Environmental responsibility hinges on eliminating negative impacts of business operations (primarily through limiting pollution-causing activities) as well as offsetting them through actions such as planting trees and engaging in programs that support biodiversity.

CSR initiatives often focus on social impact and human rights concerns, such as ensuring fair wages, safe working conditions and proper treatment of employees and suppliers. They also encourage accountability both internally and externally. Ethical CSR may include abiding by fair labor practices, ending workplace discrimination and ensuring supply chain transparency.

CSR practices include donating money, resources or time to positive causes and organizations, such as local and national charities, educational programs, disaster relief and more. Businesses who adopt philanthropic CSR engage with the communities where they operate, offering support through volunteer work, sponsoring local events, making contributions to local nonprofits or supporting skills training programs.

Corporate social responsibility involves ensuring that money is not a company’s sole motivator. To demonstrate this, companies enact policies and procedures to make sure their choices align with values, even if the alternatives may save money or boost profitability. Economic CSR also includes efforts to support the economic development and growth of the communities in which a business operates—for example, supporting job training and job creation efforts and forging local partnerships.

The benefits of CSR include:

CSR can have a positive impact on an organization’s brand identity as well as its bottom line. Some CSR efforts, such as improving energy efficiency, can reduce operating costs and might lead to savings in the end. Consumers increasingly prefer brands that share their values, and CSR policies offer ways for organizations to demonstrate those values, building trust and loyalty to fuel a competitive advantage.

CSR can also help attract top talent and drive employee engagement and retention, as more workers seek employers whose values align with their own. Additionally, a proactive approach to ethical and social issues has the potential to prevent legal problems, fines and reputational damage.

CSR initiatives can help people become more responsible consumers, making it easier for them to access products and services that align with their values and educating them on issues of sustainability and ethical consumption. It can encourage companies to prioritize and invest in testing, quality control and safety measures. CSR can also minimize the likelihood of defective or harmful products reaching consumers.

CSR can have a positive impact on the overall health of the planet, as it encourages environmental responsibility and sustainable practices. CSR initiatives can help companies reduce their greenhouse gas emissions or pursue net-zero emissions goals that are key to slowing climate change. They might also help conserve natural resources, reduce pollution and limit disruption of ecosystems. Additionally, a focus on CSR can support investment in research and development of eco-friendly products and practices.

Corporate social responsibility can help support local communities and address societal issues, such as poverty, inequality and environmental concerns. CSR initiatives can fuel economic growth by creating jobs. They can also shape public opinion as companies leading the way inspire others to follow suit, creating a positive ripple effect. A focus on ethical behavior at the corporate level reinforces a broader norm of ethical behavior across other parts of society.

Consumers are increasingly seeking products and services from socially responsible companies. Meanwhile, many investors are prioritizing companies whose values are clear and aligned with their own. To meet these demands, businesses are integrating CSR into their operations. In addition, global expansion and the increasingly interconnected nature of supply chains pushes companies to comply with a growing web of regulatory environments and to better confront the impact of their business on communities around the world.

With increased awareness of environmental issues, labor practices and ethical concerns, combined with better research and communication, CSR is now more central to business strategies. Some companies even have dedicated CSR departments.

Examples of CSR include:

• Donating a percentage of profits to environmental or social causes
• Committing to using recycled and eco-friendly materials
• Sourcing fair-trade materials and ingredients
• Engaging in social activism or fundraising on behalf of social causes
• Using technology such as artificial intelligence (AI) to drive energy efficiency and reduce carbon footprints
• Creating programs for the ethical use and disposal of products, such as electronics recycling programs
• Instituting diversity, equity and inclusion (DEI) programs that support efforts to diversify and grow the workforce in new ways
• Supporting programs that replenish the natural resources, such as water or timber, used for production
• Turning to renewable energy sources and other strategies that help in the pursuit of net-zero or carbon-neutral goals
• Establishing employee well-being programs that support their physical and mental health

Corporate social responsibility is the overall ethos that drives a company to adopt policies and practices that support sustainability, societal and other ethical ends. Environmental, social and governance (ESG) is about the ways in which their impact is measured or quantified. While both CSR and ESG are about reflecting the company’s values, CSR is typically seen as more of an internal framework, while ESG frameworks are often used externally as a way of demonstrating real-world impact.

Because the parameters of corporate social responsibility are continually evolving, there is no single standard by which CSR initiatives are measured or governed. Companies that embrace CSR are guided by local and international laws, including environmental regulations, labor rules and consumer protection standards.

Some efforts are also held to industry-specific standards; for example, the Global Reporting Initiative (GRI) provides reporting standards for sustainability. Organizations like the United Nations have introduced global guidance, such as the Sustainable Development Goals (SDGs), which encourage businesses to adopt sustainable practices.

Many companies that embrace CSR will also engage in CSR reporting , through which they document performance of non-financial metrics and provide transparency on social and environmental impact. CSR reporting is typically voluntary; however, some jurisdictions mandate that large organizations disclose social and environmental performance, so that investors and consumers can assess CSR efforts.

Some organizations have designated corporate social responsibility teams that oversee a company's CSR activities. People on these teams plan and run the social and environmental programs that align with the company's values and goals. They work with company leadership to devise the overall CSR strategy and engage stakeholders, including employees, customers, investors and community partners, to help them succeed. They also typically track and report on their progress by using metrics and other methods of assessment, deal with compliance and regulatory issues and manage communication about the company’s CSR efforts both internally and externally.

Simplify the capture, consolidation, management, analysis and reporting of your environmental, social and governance (ESG) data.

CSR reporting is the practice of reporting an organization’s performance of non-financial metrics, providing transparency on the organization’s impact on society and the environment.

Net zero is the point at which greenhouse gases emitted into the atmosphere are balanced by an equivalent amount removed from the atmosphere.

The goal of the CRSD is to provide transparency that will help stakeholders better evaluate EU companies’ sustainability performance as well as the related business impacts and risks.

The triple bottom line (TBL) is a sustainability framework that revolves around the three P’s: people, planet and profit.

Sustainability in business refers to a company's strategy and actions to eliminate the adverse environmental and social impacts caused by business operations.

Decarbonization is a method of climate change mitigation that reduces greenhouse gas (GHG) emissions, as well as removes them from the atmosphere.

Simplify the capture, consolidation, management, analysis and reporting of your environmental, social and governance (ESG) data with IBM Envizi ESG Suite.

You are here: Influencer Marketing Hub » Influencer Marketing » Social Responsibility Marketing Examples & Best Practices to Boost Your Impact

Social Responsibility Marketing Examples & Best Practices to Boost Your Impact

Consumers love to support brands that care. In fact, 71% of consumers in a Sprout Social survey said that it’s important for brands to take a stand on social issues. No wonder social responsibility marketing has become such a major focus for global brands and small businesses alike.

In this post, we take a closer look at what social responsibility marketing is and provide you with a few excellent examples. We also list some of the best practices to help you get started.

Social Responsibility Marketing:

• What is Social Responsibility Marketing? 

Why Do You Need Social Responsibility Marketing?

10 examples of social responsibility marketing, 4 best practices for social responsibility marketing, frequently asked questions, what is social responsibility marketing .

Social responsibility marketing is an approach to marketing where you try to attract consumers who want to support a cause or make a positive change with their purchasing decisions. It involves promoting your corporate social responsibility (CSR) efforts such as making donations, volunteering for a cause, maintaining ethicality, following sustainable practices, supporting communities, and many more.

What Is Corporate Social Responsibility (CSR)?

Corporate social responsibility refers to the business model that a company follows so that it can remain socially accountable–whether it’s to stakeholders or to the public. It enables companies to be conscious about the impact that they have on the environment, economy, and society. Essentially, CSR helps brands to make choices that are morally and ethically correct.

The rise of the socially conscious consumer is leading to an evolution in the marketing landscape . Brands not only have to make ethical and morally conscious choices, but they also need to actively express those choices to show consumers what their values are. The goal is to attract consumers whose values align with theirs.

This is becoming more important than ever as consumers increasingly want to support socially conscious brands. According to a 2021 SurveyMonkey study , 46% of respondents cared much more about social values than they did a year prior. As expected, 78% of respondents were making purchase decisions based on their values. Moreover, 55% also said that they were much more likely to choose companies whose values aligned with theirs. 

Sustainability and eco-consciousness are among the biggest concerns for consumers today. As a result, 40% of respondents in a Deloitte survey were also choosing brands with environmentally sustainable practices or values. In fact, 38% were even willing to pay extra for products that were more durable and longer lasting. Additionally, 37% were also choosing brands with ethical practices and values. 

Not surprisingly, 34% of survey respondents had even stopped buying certain brands or products because of ethical or sustainability concerns. It’s clear that consumers are becoming increasingly conscious about leading ethical and sustainable lifestyles. Brands need to adapt by aligning their marketing approach to address those concerns. 

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Thinking of incorporating social responsibility into your marketing strategy but not sure how to get started? Get inspired by these 10 brands who are doing it right.

As a brand that’s big on sustainability, Tentree’s no stranger to social responsibility. The brand understands that their customers are highly conscious about their buying choices and how they impact the environment. To address these concerns, Tentree introduced Climate Plus, a subscription plan that would allow customers to plant trees and offset their carbon footprint.

Source: tentree.com

Customers can choose a one-month plan to offset the lifestyle of an average Canadian by planting 13 trees. Or they can choose the Family Tree, which would offset the lifestyle of a family of four in Canada by planting 22 trees a month. They also offer several family offset packages, travel offset packages, daily offset packages, and events offset packages for customers to choose from.

By allowing their customers to easily offset their carbon footprint, Tentree effectively addresses a major pain point. It also establishes the brand as a leader in the sustainability front, helping them win the trust and loyalty of many eco-conscious customers. 

2. Fenty Beauty

Fenty Beauty keeps it simple with their social responsibility marketing by maintaining transparency about their earth-conscious initiatives. The brand has a dedicated page on their website explaining the actions they’re taking to reduce the impact of their products on the environment. They explain how they’ve eliminated boxes wherever possible and chosen recyclable materials even for the protective paper boxes they still use.  

Source: fentybeauty.com

The brand implements refillable systems, so customers only have to buy the refill if a product runs out. This not only costs less for the customer but also requires less packaging, which minimizes the environmental impact. By stressing these initiatives, Fenty Beauty gives customers peace of mind to buy their products since their impact on the environment will be less.   

3. Trupanion

Trupanion is a pet insurance company that actively tries to make a positive change for pet owners and pets in general. For instance, the brand partnered with We Rate Dogs on Twitter to bust the harmful myths about pit bulls. They also regularly share helpful tips and information about pets to educate and spread awareness. 

Recently, Trupanion organized a fundraiser called Paws for Ukraine with the goal to help the people and pets of Ukraine. With the funds collected, they’ve helped to provide access to pet food, reconnect pet owners with their lost pets, and send medication and pet supplies to the people of Ukraine. Through this initiative, Trupanion establishes themselves as a brand that truly cares about the well-being of animals and offers support to pet owners.

We're thrilled to announce a #PawsForUkraine update! We have raised over $238,000 and proudly made donations to organizations serving the people and pets of Ukraine. Thank you to all who have supported our cause-driven support initiative! Learn more: https://t.co/VNqMueVGPv pic.twitter.com/c4gTYzCjOi — Trupanion (@Trupanion) August 21, 2022

4. Fabletics

Fabletics is an activewear brand that’s big on inclusivity, choosing to feature real women of all shapes and sizes on their social media. However, the brand’s initiatives don’t just end at this. They also make an active effort to bring a positive change by speaking out about social issues such as hatred targeted toward Asian communities. Moreover, Fabletics also regularly makes donations to organizations and causes focused on these issues.

The brand has also helped to raise awareness about breast cancer by partnering with a relevant organization. They even launched a collection for this cause, where 100% of the net proceeds of up to $25,000 would be donated to the organization. Furthermore, Fabletics promotes all these social responsibility initiatives through a dedicated Instagram Story Highlights category titled “Our Impact.”

Source: instagram.com

Consumers aren’t just looking at what materials you use or what impact your products have on the environment. They’re also looking at how you treat the people behind your brand to determine whether you really care. Knowing this, Zoom is extremely dedicated to building a strong employer brand as it plays a crucial role in social responsibility marketing. In 2021, the company was even ranked one of the Best Places to Work by Glassdoor . 

Zoom uses the “Life” tab of their LinkedIn to highlight the company culture. They explain their commitment to delivering happiness and the benefits they offer to help employees maintain work-life balance. Here, they stress the various health benefits they offer and the generous vacation policy to show how much they care about their employees.

Source: linkedin.com

6. Wendy’s 

Wendy’s may be known for their snarky Tweets and their sick burns, but the fast-food chain doesn’t shy away from social responsibility either. Although the brand doesn’t publicize it as much on platforms like Twitter and Instagram, they regularly support social causes and share the news on LinkedIn.

For instance, they shared how they partnered with the Columbus Women’s Commission to work toward achieving pay equity. They’ve even been organizing an annual Frosty 5K Run for Adoption, where they donate 100% of the registration fees to the Dave Thomas Foundation for Adoption.

These initiatives show that behind the snarky and sarcastic identity that’s commonly associated with Wendy’s, the company still cares about the serious stuff. They still take a stand when it comes to important social issues, which establishes them as a brand with values.

Oracle is committed to enabling sustainability, with the goal to help their customers run their businesses with less energy use. They even have a sustainability plan in place, which allowed them to recycle and reuse 99.6% of retired hardware during 2021 alone. The company is also targeting 100% renewable energy use by 2025 and plans to achieve net zero emissions by 2050.

For Earth Day 2022, Oracle shared an Instagram post to showcase how much of a difference they’ve made. The short video highlighted how their take-back and recycling programs have saved 33,000 metric tons of CO2 from entering the atmosphere. It also helped the audience to visualize what this meant in terms of vehicle use and energy use at home. This established Oracle as a company that cares about their impact on the environment.

As a brand that’s big on diversity and inclusivity, Canva actively supports artists coming from diverse backgrounds. They introduced the Canva Represents Fund to provide funding for artists in underrepresented communities. The goal is to support them in creating content that represents everyone, allowing the company to build a more diverse and inclusive content library.

Content created by these Canva Represents artists are then made freely available to use by Canva users. By championing artists from underrepresented communities and creating a more diverse content library, the company establishes their commitment to diversity and inclusivity. 

Artists like Sophie are helping us build a more diverse and inclusive free content library, supported by the Canva Represents Fund. "I was inspired by the little whimsical animations and retro designs that remind me of my childhood.” - Sophie Kietzmann, Canva Represents Artist. pic.twitter.com/WcxD1dO27Z — Canva (@canva) September 1, 2022

Notion puts their values into action through several approaches. To foster a diverse and inclusive workplace, the company encourages several employee-led affinity groups such as Accessibility at Notion and Immigrants at Notion. The company also shows their support for important social causes by offering 50% off their team plan to 501(c)3 organizations. 

Further amplifying their social impact, Notion also runs several programs and partnerships for promoting diversity, equity, inclusion, and antiracism. This includes supporting organizations like 826 Valencia to help students from under-resourced backgrounds in finding their voice as writers and artists. BreakLine is another organization they support, which allows them to reach veterans, women, and POC who are trying to start a career in tech. 

Notion displays their social impact on their Careers page, which allows them to effectively market their employer brand. This helps them to attract employees whose values align with theirs and build a socially conscious community within the organization.  

Source: notion.so

Tesco’s food division has been actively supporting several important social causes and promoting these initiatives through Instagram. This includes partnering with an influential cancer advocate to raise awareness about the signs and symptoms of bowel cancer and making donations to the Bowelbabe Fund.

The brand has also organized Food Collection events to help families who are experiencing economic hardships. Tesco shared an Instagram post encouraging followers to donate and support their Food Collection. They also pledged to add an extra 20% in cash for every item donated. These types of initiatives are great for establishing Tesco as a company that cares about local communities.

Now that you have some excellent examples to replicate, you’re probably excited about starting your own social responsibility marketing initiative. Here are a few best practices to keep in mind.

Promote your social responsibility efforts

Although you may be slightly hesitant to announce your good deeds, the whole point of social responsibility marketing is to promote your socially conscious initiatives. The idea is to attract like-minded consumers and employees with your socially responsible values and actions. So, it won’t make too much sense if you’re keeping your target audience in the dark.

Don’t hesitate to market your social responsibility initiatives when it’s appropriate. Even if you’re not constantly sharing news about the positive changes you’ve made, don’t miss relevant occasions and holidays to talk about it. For instance, in one of the above examples, Oracle shared an Instagram post on account of Earth Day to promote the environmental impact that their initiative has made. 

Be authentic with the causes you support

If there’s one thing consumers like more than socially conscious choices, it’s authenticity. They know which brands are using Pride Month only as a marketing opportunity and which ones are truly inclusive of the LGBTQ+ community throughout the year. Similarly, they know which brands are using sustainability and ethicality only as a façade while exploiting workers. In other words, they can tell when you’re authentically supporting a cause and when you’re doing it just for marketing.

As such, be very mindful to support causes that authentically align with your brand values. Although social responsibility marketing is marketing, the idea is to market the social responsibility initiatives that you truly believe in. Basically, you’re not doing it just for marketing. That means if you’re showing your support for the LGBTQ+ community during Pride Month, your company culture should also be safe and inclusive for the community.

Understand the values of your audience

What does your audience believe in? What causes do they support? Since the goal of social responsibility marketing is to improve your appeal to consumers (or prospective employees), you have to think about what causes are close to the hearts of your target audience . You can then find the right balance between the causes that align with your brand values and the values of your audience.

For example, Just Food for Dogs aims to provide dogs with life-changing nutrition through fresh food. So, their target audience is made up of people who love dogs. The brand decided to partner with We Rate Dogs to donate their Pantry Fresh products to shelters and rescues–a cause that their target audience would support.

In February we were able to provide large donations of our Pantry Fresh products to many rescues and shelters throughout San Diego and Los Angeles counties. The @dog_rates team collaborated with us to get this food into the paws of rescue pets in need. pic.twitter.com/TdTTRI1rOV — JustFoodForDogs™ (@JustFoodForDogs) March 15, 2022

Get your community involved

One way to effectively market your social responsibility initiatives without sounding overly self-promotional is by getting your community involved. Encourage followers to share your post with their followers to help raise awareness about a particular cause. Or ask them for donations where you lead by donating a significant amount or by matching their donations. 

That way, you’re publicly sharing your support for the cause without blatantly promoting your brand. Moreover, you could generate a bigger impact by getting your community involved, resulting in increased awareness and even larger donations.

Ready to Get Started?

We’ve provided you with ideas and best practices that will help you nail your social responsibility marketing. Make sure to keep authenticity at the center of your efforts and use your brand values to guide your initiatives.

What is meant by social responsibility?

Social responsibility is the belief that organizations and individuals alike have a responsibility to act in the best interests of society.

What are the four types of social responsibility?

The four main categories of social responsibility are related to environmental, ethical, economic, and philanthropic responsibility. 

What is meant by social responsibility marketing?

Social responsibility marketing is an approach to marketing where you promote your socially responsible initiatives to attract consumers who want to support a cause or make a positive change with their purchasing decisions.

Is CSR a marketing strategy?Is CSR a marketing strategy?

CSR is a business model that a company follows so that it can remain socially accountable. While it’s not necessarily a marketing strategy, it can be incorporated into your marketing strategy.

How important is social responsibility to consumers?

Consumers are becoming much more socially conscious and, therefore, place significant importance on social responsibility. 

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Fewer things, done better, with greater impact.

Our Growth Action Plan addresses these challenges head-on. In the coming years, our focus will be on four sustainability priorities .

A montage of Unilever products being used together with agricultural footage.

Detailed description

A jar of Hellmann’s mayonnaise on a kitchen counter, a sandwich in the background with someone holding a knife. The sandwich is then pressed down ready to cut.

Tomatoes growing on a vine. Someone in the foreground with a handful of soil.

A woman rubs Vaseline on her lower legs.

Rain falling into a pool of water in a rice field. A rice field with water droplets rising up.

A man tosses a Persil capsule into a washing machine. A Persil 3-in-1 Bio packshot with the words ‘Dirt is good’.

Our ambition is to deliver net zero emissions across our value chain.

Our ambition is to deliver resilient and regenerative natural and agricultural ecosystems.

Our ambition is an end to plastic pollution through reduction, circulation and collaboration.

Livelihoods

Our ambition is to ensure a decent livelihood for people in our global value chain, including by earning a living wage.

The next era of corporate sustainability

The first era was about ringing the alarm. The second was about setting long-term ambitions. The third is about delivering impact faster , by making sustainability progress integral to business performance.

We intend to lead in this new era by being:

More focused in allocating our resources

using capital allocation to make progress across our sustainability priorities.

More urgent in our actions

with roadmaps, clear accountability and reward.

More systemic in our advocacy

through deeper collaboration and more assertive policy advocacy.

"Our updated commitments are very stretching, but they are also intentionally and, unashamedly, realistic. We are determined that Unilever will deliver against them." Hein Schumacher, CEO Read our CEO Hein Schumacher’s views

Our sustainability news

How sunshine drives sales and powers our ice cream business

10 June 2024

The sun doesn’t just drive our ice cream sales; it also helps power our business in a sustainable way. Find out how solar solutions integrated into our warehouses, fleets and sales kiosks are making energy savings, reducing emissions and contributing to our climate goals.

Why we’ve updated our Climate Transition Action Plan

16 May 2024

Our updated Climate Transition Action Plan (CTAP) sets out Unilever’s ambitious new climate targets. Discover how we’re focusing our efforts so we can deepen our impact by 2030, and why we believe taking urgent climate action now is good for our business in the long term.

UN plastics treaty: reasons to be optimistic

With the fourth round of negotiations for a UN treaty to end plastic pollution now concluded, Unilever CEO Hein Schumacher reflects on the progress made and the road ahead.

How we’re improving livelihoods across our value chain

Head of Social Sustainability, Anouk Heilen, explains how we’re ensuring a living wage for everyone we work with and why better living standards can build a stronger business.

How we’re aiming for greater impact with updated plastic goals

30 April 2024

We recently announced an evolved sustainability agenda to make more tangible progress on the big complex challenges we face. Pablo Costa, Global Head of Packaging, explains what that means for our approach to plastic, and how our updated goals are aimed at making greater impact.

Looking for more on sustainability?

Find out about our approach to sustainability and our ongoing commitment to responsible business.

Our commitment to responsible business

Find out more about our progress and reporting on issues such as positive nutrition, business integrity, and safety.

Human rights

Human rights continue to underpin our sustainability agenda. Find out more about our progress.

Equity, diversity and inclusion

Find out more about how we are working towards a society where everyone is treated equally.

Unilever Annual Report

Read more about our Growth Action Plan and how we are stepping up our execution to deliver improved performance.

Legal disclaimer

Disclaimer covering our sustainability pages.

Read the disclaimer covering our sustainability pages (PDF 92.63 KB) .