In my last blog post, I said that I set out to create a document that would impact beneficiaries. And while that is still true, I think that this report has evolved to impact Pearson and the way in which they view CSR.
Considering that Pearson Australia do not undertake much CSR and do not have a well-developed Australian program, the document I created will act as a guide on 1) how to develop a CSR program and 2) what programs to include and 3) most importantly, the reason for undertaking CSR in the first place (because it is a good thing to do and fits in with the company’s values and mission, which is what CSR is all about).
In 2018, Pearson Australia will begin work on developing some CSR programs, with some guidance from the document that I produced. With any luck, the programs and structure that I presented will inform a robust, philanthropic and beneficial CSR program.
However, considering all that I have learnt during the development of my industry report, it is evident that corporations do have a way of upholding their values and mission while still advancing the bottom-line and securing profit. It seems to be common for companies to manipulate their agenda in order to increase profit yet appear philanthropic and benevolent.
The Pearson Affordable Learning Fund (PALF), which was the program from which my RRR evolved, is the perfect example of a program that fulfills the companies mission to improve education and increased company profit, yet causes a myriad of additional programs in the program country.
Unfortunately, it is clear that CSR has become part of the strategic business portfolio, not only improving companies’ reputation but also increasing profit. While many of these programs can still be beneficial, contrary to my initial observations of CSR, it probably is not the answer to the development and success of future development work.
increased development programs.