CSR
It’s not a new concept, but the idea that being mindful of the world around us while building a business is becoming more important. Rising costs and a more conscious workforce entering the jobs market mean more businesses are taking their Corporate Social Responsibility seriously. But how can resellers help them get going? How easy is it to implement sustainable practices into your business? Clair Staines. “Implementing sustainable practices is very achievable when they are embedded into how the business already operates, rather than treated as a separate initiative. Sustainability becomes easier to implement when it is linked to people and culture, not just operations. By involving employees in charity initiatives, community partnerships, and purpose-led activities, sustainable practices feel meaningful rather than imposed. This drives engagement and long-term adoption. Overall, sustainability is easier to implement when it is practical, people- led, and aligned with business reality. When those elements are in place, sustainable practices become part of everyday decision-making rather than an additional burden.” How important is it that employees buy into a CSR message? John Rose. “It’s definitely the case that people want to make a difference. They want to feel part of something. At a very basic level, we talk about 10% of our profits going to charity because employees can feel that even on their worst day, they’ve made a difference. Our employees then talk about these projects to our customers, and they’re talking about the impact that they have. We try to talk about that as much as possible, because when you’re talking to a customer, it’s logical that if you care about the planet, you’re an ethical person, and that’s the way you operate. You’re thinking beyond yourself, and that translates into the projects that you’re working on.” What is the best way to get everyone in the organisation on board? Clair Staines. “The most effective way to get people on board with CSR is to make it relevant, practical, and authentic, rather than positioning it as a corporate campaign that everyone is expected to champion in the same way. Leadership plays a critical role. When leaders consistently model responsible behaviour, talk openly about tradeoffs, and reinforce why CSR matters to the business and its stakeholders, it builds credibility and trust. At the same time, allowing employees choice rather than enforcing uniform participation helps CSR feel inclusive rather than performative. Ultimately, CSR is a long-term journey, not a message to sell. Success comes from clarity, consistency, and creating the conditions where people can engage meaningfully, rather than expecting universal enthusiasm. When CSR aligns with
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