Embedding CSR at Burckhardt compression

Abstract

This case deals with a medium-sized engineering company's experiences with initiating CSR. It covers aspects like the rationale for CSR, its relationship with strategy, participation in CSR and speed breakers on the path to building a CSR culture in the company. After sustained growth over a few years, the top management has decided to look beyond profits and embarked on CSR. They allocated 2% of their PBT to their Trust to oversee CSR activities. They began the activities about one and a half years ago. The engagement began with much enthusiasm but with time, it started losing steam. The senior management has also been having a rethink about CSR strategy. Mr. Khonde, the HR head now has to suggest ways of mainstreaming CSR within the company. © 2011 World Scientific Publishing Co.