According to the European Commission's Green Paper on CSR, socially responsible organizations are managed according to the 3 P's model: economic impact, social impact and environmental impact (profit, people, planet).

These three dimensions are interlinked and seek a balance of shared responsibilities to reconcile the interests of people, nature and society.

• Economic Impact - Organizations should measure the economic impact they have on the groups with which they relate directly or indirectly. 

• Social Impact - Organizations’ actions have an impact on the social dimension of all the groups with which they interact.

• Environmental Impact - Organizations should be aware of the outcome of their actions on the environment and eradicate harmful actions.

The long-term competitiveness of Organizations has to be achieved through a recognized and encouraged sustainable development combining environmental, social and economic components in a balanced way.

Strategic Plan for Corporate Social Responsibility: Advantages 

CSR generates good results, advantages, profits and growth for organizations and the economy in general. It generates value at all levels. Responsible business strategies translate into advantages for the economic development of organizations and their success.

The main ones of the adoption of a Strategic Plan for Corporate Social Responsibility are:

• Anticipation of constraints; 

• Reducing costs;

• Higher rate of innovation and consequent increase in quality;

• Enhancing brand value; o Improved image of the Organization;

• Improvement of economic and financial performance.

Strategic Plan for Corporate Social Responsibility: Objectives

The main objective of the adoption by Organizations of a Corporate Social Responsibility Plan is to establish management guidelines that guarantee ethical principles, respect for people and the environment.

The specific objectives established in the Corporate Social Responsibility Plan should coincide with the main strategic lines:

• Minimize environmental impacts; o Ensure transparency in investor relations;

• Ensure the motivation and involvement of employees in the continuous improvement of the

Organization;

• Maintain a close relationship with customers ensuring their satisfaction;

• Extend the commitment to the principles of Corporate Social Responsibility to suppliers and outsourcers;

• Get involved with the community in which you operate and with society as a whole; o Ensure that the implementation of the Corporate Social Responsibility Strategic Plan is controlled and monitored.

Each strategic line is developed through various actions, some applied only in the Organization and others transversal to all the groups where the Organization's action has an impact.

The Step-by-Step Corporate Social Responsibility Plan

1. Team

If at a first stage the support of the Organization’s leaders is fundamental for the validation of a Social Responsibility commitment within the Organization, all its human resources must be committed to the implementation of the Social Responsibility Plan.

If only one part of the Organization is fulfilled, it will only be performing philanthropic and altruistic actions.

2. Organizational Diagnoses

The Organization shall list its areas of activity and evaluate its performance in accordance with the fundamental principles of Corporate Social Responsibility, defined by ISO 26000:

• Organizational Governance (processes and decision-making structures);

• Human rights (actions to avoid complicity; economic, social and cultural rights; fundamental labor rights; discrimination and vulnerable groups; due diligence; resolution of complaints; human rights risk situations);

• Working practices (working conditions and social protection; human development and training in the workplace; social dialogue, employment and employment relations; safety and health at work);

• Environment (mitigation and adaptation to climate change; prevention of pollution; protection of the natural environment; sustainable use of resources);

• Legal Practices of Operation (anti-corruption; fair competition; responsible political involvement; promotion of social responsibility in the sphere of influence; respect for property rights);

• Consumer issues (access to essential services; sustainable consumption; education and awareness; fair marketing, information and contractual practices; consumer health and safety protection; consumer data protection and privacy; consumer service, assistance and dispute resolution);

• Community Involvement and Development (job creation and skills development; wealth and value creation; education and culture; community involvement; social investment; health).

All the above aspects should contain a description of their implementation within the

Organization, the objectives set in this framework, any deviations and existing quantitative data. The diagnosis process is participatory and involves all workers in the areas of the Organisation corresponding to the aspects assessed. 

Through the Institute of Support to Small and Medium Enterprises and Investment (IAPMEI) it is possible to carry out a pre-diagnostic questionnaire to identify social responsibility practices in organizations. 

3. The Disclosure of Results

In order to involve all workers in the Strategic Plan for Social Responsibility, the communication of the results of the diagnosis is of utmost importance. In this way, internal involvement and dialogue is encouraged. 

4. The Definition of Objectives

Based on the results of the diagnosis, the Organization is in possession of data that allows it to adjust its objectives to the principles of Corporate Social Responsibility. These should reflect a firm and planned commitment of the Organization’s actions in the field of Corporate Social Responsibility.

5. The Action Plan

The Action Plan must be appropriate: to the internal reality of the Organization, the resources available, the internal capacities for implementation. It should include concrete and achievable actions within a given time frame.

6. The evaluation of the implementation 

The Organization should regularly evaluate the implementation of the Action Plan and measure the impact of its action on the economy, society and the environment. By doing so it will be measuring the impact of its Strategic Plan for Corporate Social Responsibility. Comparative studies should also be carried out with the initial diagnosis made.

Communication Strategy

In general, the adoption of Corporate Social Responsibility practices implies the implementation of new working procedures of direct implication for the internal public and the Organizational climate.

The preparation and implementation of a Communication Plan to support the Action Plan provides added value in terms of information, interaction and motivation of the parties involved, which should accompany the evolution of the implementation of Corporate Social Responsibility practices.

The communication of Corporate Social Responsibility internally leads to:

• A greater sense of belonging;

• Greater ability to attract highly qualified and competent human resources;

• Increased productivity and efficiency

• It fosters an increased sense of belonging;

• Better Organizational Climate.

Corporate Social Responsibility communication externally leads:

• Greater notoriety;

• Building relationships of trust;

• Higher quality of products or services;

• Greater attractiveness to investors.