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Defining a new CSR-based Performance Management Model

A new CSR-based Performance Management Model

What advantages can a company achieve by making its CSR-based commitment the main driver when improving its performances within a really responsible and sustainable strategy.

In my recent experience, pursuing the Company’s strategy keeping in mind the integration between Corporate Social Responsibility (CSR) principles and a Strategic Performance Management Model is becoming more and more essential as its purpose is:

  • from the top management point of view, to widen its analysis and planning scope, from single specific organisation segments/processes up to the Company-wide strategies;

  • from the information assets’ point of view, to take advantage of putting together data not always coming from homogeneous digital supports;

  • from the organisation’s point of view, to implement a Model in which any organisation segment, from the lowest to the highest, has a clear objective to pursue, coherent with all the others;

  • from the marketing point of view, to show to the customers evidence of how many issues such as environment care, social sustainability, ethics the company is committed to.

In this context CSR principles can be aggregated into 4 categories, that are Environment, Community, Ethics, Governance.

The Balanced Scorecard (BSC) is a Performance Management methodology aimed at monitoring the corporate strategy accomplishment through key performance indicators aggregated into 4 perspectives, growth and learning, external relationships, internal processes, and finance.

Now, the very key is not to just add a new, ethics-related perspective to the BSC’s traditional four, which would keep ethics in a separate, waterproof area, but rather integrate ethical subjects into each of the four traditional perspectives, so that the tie be made clear between a responsible business conduct and marketing and financial performances.

As to the technology support, the Model will take advantage of its implementation into a multidimensional database allowing CSR objectives and BSC indicators to be investigated from either point of view.

Thus environmental sustainability and ethical commitment will be analysed, for example from either the Internal Processes or Learning and Growth perspectives, and vice versa.

This will assure a firm foundation of the ethical and environmental attitude of the whole organisation and the spontaneous sharing of the related values among all the people in it.


In an overall vision, any individual working in the Company, or for any reason involved with its business and management, will surely acknowledge, and conform to, the strategic importance of sustainable behaviour as essential to the survival and success of the Company.

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