CSR continued
values, culture, and how the business operates, momentum builds over time. It’s also important to recognise that buy-in looks different for different people. Not every employee needs to be passionate about every aspect of CSR for it to be successful. What matters is that people understand the intent, feel the approach is genuine, and are supported to contribute in ways that make sense for them. Whether that’s through community initiatives, ethical decision-making, or simply working in a more sustainable way day-to-day.” How important are goals and ambitions when starting to think about CSR? Clair Staines. “Goals and ambitions are important at the outset, but they need to be realistic, values-led, and flexible, rather than overly ambitious targets that exist only on paper. When organisations first begin their CSR journey, the biggest risk is trying to do too much, too quickly. CSR works best when it starts with clear intent and direction, rather than fixed endstates. At POWWR, we view CSR as a long-term, evolving journey, shaped by the needs of our people, communities, customers, and the wider industry, rather than a box-ticking exercise. Early goals should focus on foundations rather than perfection. This means understanding where the business has already made a positive impact, being honest about gaps, and setting priorities that align with how the organisation operates. Clear pillars – such as responsible governance, workforce capability, and sustainable growth – help provide structure without constraining progress. Staying on track requires CSR to be reviewed and revisited regularly, not treated as a static plan. As the business evolves, so too should its CSR focus. Regular reflection, open communication, and a willingness to adapt are far more valuable than rigid targets that no longer reflect reality. Ultimately, successful CSR is less about hitting headline goals and more about building momentum over time. When ambitions are grounded in values, supported by leadership, and aligned with how the organisation operates,
progress becomes sustainable and meaningful. Both for the business and its stakeholders.”
How should businesses prioritise CSR goals? John Rose. “Goals vary from customer to customer, and we meet them where they are on their journey. Like any sensible company, we have a lot of touch points with our customers, as well as an annual survey to get feedback and see where they are on that journey. Generally, leaders will put sustainability as a high priority, but when we follow it with a question of where it ranks in their purchasing decisions, budget is at the top, and sustainability isn’t in the top three. That’s because those businesses are balancing their ambition with what they can achieve. We need to make sustainability so important that it is a top priority in everything that our customers do.” X
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