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The topic of whether ECSR is genuinely real or just a trend that companies adopt to improve their public image has struck me the most—similar to how the clothing brand "Supreme" has garnered a cult following (Lenton, 2021).

Since the start of the course, this issue has stayed with me because it speaks to the core of the legitimacy and morality of corporate operations. While many businesses have implemented green initiatives, I often wonder if it is merely "greenwashing" (Building Green, n.d.). Businesses that derive the most value from corporate social responsibility have moved beyond viewing it as an "add-on" or independent function (Government of Canada, 2014). Are these companies simply checking boxes to appear socially responsible, or are they genuinely committed to environmental stewardship?

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To ensure authenticity, I will apply insights from my ECSR interview with Jackie Carle of the MFRC. I will prioritize transparency, provide professional development opportunities; educate stakeholders—employees, consumers, and partners—about authentic ECSR practices while actively engaging with them for feedback and alignment on our initiatives. Also, I will advocate for third-party audits to build trust. To overcome implementation challenges, I will integrate sustainability into core business strategies through BMC (Burkett, 2009) and set SMART (Leonard, 2024) goals to ensure impact. I will foster cross-functional collaboration across departments and apply tools like materiality assessments to focus on critical issues. Regular monitoring through Key Performance Indicators (KPIs) will help me adapt strategies for continuous improvement.

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Whether Environmental Corporate Social Responsibility (ECSR) is real or merely a fad will be covered in this article, along with the difficulties in putting it into practice. These are some of the major topics from the course that affected me. These concerns are important because they affect public trust and business ethics, particularly in light of the growing prevalence of "greenwashing." Significant obstacles also lie in striking a balance between sustainability and profitability. Setting precise Key Performance Indicators (KPIs) and incorporating sustainability into key initiatives are two of my plans to guarantee openness, responsibility, and stakeholder engagement in my future endeavours. My plan for putting these teachings into practice is described in this reflection.

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Putting ECSR efforts into action is a popular issue since it requires managing the frequently at odds needs of profitability and environmental responsibility, navigating the complexities of sustainability reporting, and integrating ECSR into key business strategy. These difficulties are not just hypothetical; they are actual roadblocks that could make or break ECSR initiatives. Some social entrepreneurs take the commercial value proposition for granted, believing that because they are "doing good," people will inevitably be coming up to purchase their goods and services (Burkett, 2009); Unfortunately, this presumption is incorrect. Crucial elements of this process include thorough preparation, ongoing observation, and the capacity to adjust to evolving laws and stakeholder expectations.

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Why do these themes and or issues matter to you?

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Why do these themes and or issues matter to you?

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These issues resonate deeply with me because they impact the integrity of CSR in today’s sustainability-focused world. I'm particularly concerned about the legitimacy of ECSR efforts, as superficial initiatives undermine the trust of communities, employees, and customers. I've also seen small ventures misuse charity as a smokescreen for tax benefits, further eroding credibility. Additionally, the complexities of implementing ECSR—such as navigating legal frameworks, balancing financial pressures, and altering entrenched practices—underscore the real-world challenges businesses face. Understanding these obstacles is crucial for developing strategies that lead to meaningful, authentic results.

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These are significant because they have a direct bearing on the legitimacy, potency, and long-term viability of ECSR initiatives. Since consumers and investors are growing more dubious of "greenwashing," the practice of businesses making exaggerated claims about their environmental responsibility while taking no concrete steps to address the issue, the legitimacy of ECSR activities is crucial.

A loss of stakeholder trust in the business sector and an increase in social expectations about corporate responsibility have been brought about by recent corporate scandals (Gray & Stites, 2013). Particularly as socially responsible investment (SRI) gains traction, this distrust has the potential to undermine public confidence and harm company brands. Financial performance of companies with robust ESG procedures has been demonstrated, underscoring the significance of true ECSR. But putting ECSR into practice is difficult; there are issues with money, following rules, and balancing corporate interests with sustainability goals. These challenges frequently leave a gap between the goals of ECSR and the actual actions taken.

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In relation to KPIs, To prove the legitimacy and openness of my future venture adventures, I will first obtain third-party certifications, within the first two years; Both accountability and trust will grow as a result. To guarantee that my ECSR activities meet the demands and expectations of customers, staff, investors, and non-governmental organizations, I will also arrange yearly stakeholder feedback meetings with the aim of achieving an 80% engagement rate. Strong, trust-based relationships will be fostered by regular feedback (Gray & Stites, 2013). In order to ensure that sustainability is ingrained, I will, at the very least, incorporate sustainability goals into all business operations and new product development within the first year.

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In order to guarantee accountability, I will set up leadership and staff reporting procedures on a quarterly basis, giving them an update on ECSR initiatives including employee engagement and carbon emission reduction. Supported by coordinated cross-functional decision-making and specialized staff competence, accountability should begin with the board and extend to the executive and senior levels (Government of Canada, 2014). Incentives and working groups to evaluate and support ECSR initiatives will be established by me to further promote employee involvement. For stakeholders, including clients, investors, and community partners, I will publish an annual sustainability report that has been independently validated. Investor relations will include regular updates and disclosures regarding ECSR performance. In addition, I will interact with customers via a variety of platforms, encouraging their participation in environmental projects.

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Accenture. (n.d.). Challenges. Retrieved September 3, 2024, from https://insuranceblog.accenture.com/wp-content/uploads/2018/06/Challenges.jpg

Burkett, I. (2009). Using the Business Model Canvas for Social Enterprise Design.

Building Green. (n.d.). The Nine Types of Greenwashing

coffeegroup. (n.d.). Value-Integrity-Icon. Coffeegroup. https://www.coffeygroup.com/wp-content/uploads/2021/07/Value-Integrity-Icon@3x.png

Flaticon. (n.d.). cdn-icons-png. https://cdn-icons-png.flaticon.com/512/10789/10789362.png

Gray, B. & Stites, J. (2013). Sustainability through partnerships: A systematic review. Network for Business Sustainability.

Government of Canada. (2014). Corporate Social Responsibility (CSR): An implementation guide for Canadian businesses.

istockphoto. (n.d.). Greater Scheme of Things. Istockphoto. https://media.istockphoto.com/photos/in-the-greater-scheme-of-things-picture-id889029138?k=6&m=889029138&s=170667a&w=0&h=Ej4aE0A7S2ab4uAqlYmWAx5iMJHjRITPhluU1qL2vPw=

Khaleeq, M. (n.d.). Plan map Vector Icon. Vecteezy. https://www.vecteezy.com/vector-art/354613-plan-map-vector-icon

Leonard, K. (2024, July 9). The ultimate guide to S.M.A.R.T. goals. Forbes Advisor. https://www.forbes.com/advisor/business/smart-goals/

Nemes, N., Fischhoff, M., & Litchfield, A. (2024, July 16). How to avoid greenwashing. Network for Business Sustainability (NBS). https://nbs.net/how-to-avoid-greenwashing/

pnghq. (n.d.). Supreme. Pnghq. https://pnghq.com/wp-content/uploads/supreme-logos-png-transparent-png-download-75841-2048x2048.png

Vectorified. (n.d.). Accountability Icon. https://vectorified.com/images/accountability-icon-7.png

Zizzl. (n.d.). Thinking Kid Cropped. Zizzl.stage-ci.design. http://zizzl.stage-ci.design/wp-content/uploads/2017/08/thinking_kid_cropped.jpg

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In conclusion, the question of whether ECSR is genuine or just a trend is critical to the integrity of corporate responsibility. The rise of "greenwashing" raises doubts about the sincerity of sustainability efforts (Nemes et al., 2024), and the challenges of implementing ECSR, such as balancing profit with environmental goals, are significant. These issues are important to me because they affect public trust and the long-term success of ECSR. My plan moving forward focuses on transparency, stakeholder engagement, and setting measurable KPIs to ensure authenticity. By implementing regular monitoring and accountability, I aim to integrate ECSR genuinely into my business strategies for lasting, meaningful impact.