• Identify the specific CSR risks linked to their particular situation (field of activity, location, configuration of their business units), their chain of values and their partnerships.
• Evaluate the validity of their objectives with precision, as well as the efficiency of their managerial practices as regards social responsibility, depending on their specific field (organization, profession).
• Inventory the strengths and weaknesses of their organization.
• Take corrective measures and promote the best practices in their realm of activities or of influence.
• Set priorities in the choice of actions and include their goals in the framework of federative and sustainable projects.
• Integrate precise Social Responsibility objectives into their piloting to ensure their gradual and measurable development according to consistent professional parameters with the related choice of organizational and growth strategy.
• Optimise internal communication.
• Reinforce their strategic advantages:

• Cohesion and development of the human capital;
• Prevention of conflict and disinvestments;
• Jurisdictional security;
• Innovation and up-to-date know-how and technologies;
• Quality and continuity of supplies;
• Security and attractiveness of the products and services;
• Reputation of the brand and of the management;
• Transparency and credibility of the company leadership;
• Etc.