More Than a Tick Box: Rethinking Corporate Responsibility

In today’s rapidly evolving business landscape, corporate responsibility (CR) is no longer a luxury or a PR stunt it’s a necessity. Yet, for many organisations, it still feels like a tick-box exercise. In a recent conversation with Natasha Whiles, Executive Principal and expert in corporate responsibility, we explored how businesses and local authorities can move beyond surface-level initiatives to embed meaningful, purpose-driven CR into their DNA.

What Is Corporate Responsibility Today?

Corporate responsibility, as Natasha defines it, is about recognising the opportunities businesses have to positively impact the communities they serve and belong to. While CR can operate on national and international levels, Natasha emphasises the importance of local engagement how organisations can support and uplift the communities in which they are physically and socially embedded.

“For me,” Natasha explains, “it’s really thinking about how different organisations can impact on their local communities and their local organisations.”

It’s not just about writing cheques or building infrastructure. It’s about understanding the needs of the local population and aligning business goals with community development. CR should be seen as a strategic opportunity to build trust, foster collaboration, and create long-term value not only for shareholders but for society at large.

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Why Does CR Still Feel Like a Tick-Box Exercise?

Many organisations, especially those with a strong end-product mission like medical or tech companies may unintentionally overlook the journey. Their focus is often on the final impact of their product or service, rather than the incremental opportunities to contribute along the way.

Natasha acknowledges this tension: “It’s a bit unfair in some respects… but I appreciate where it comes from this idea of, well, along the way, what are they doing for their communities?”

She argues that this isn’t due to a lack of purpose or vision, but rather a lack of awareness. Many businesses don’t realise the potential impact they could have throughout their operations. CR becomes a tick-box not because companies don’t care, but because they haven’t been shown how to care effectively and consistently.

“There’s a real key issue here,” Natasha adds, “that some people don’t realise the impact they could be having along the way.”

From Surface-Level to Strategic: Embedding CR into Organisational DNA

One standout example Natasha highlights is Coventry Building Society. Rather than simply donating funds, they’ve worked closely with Coventry City Council to understand the community’s needs whether that’s supporting food banks, schools, or local charities. Their approach is collaborative, strategic, and deeply embedded in the local ecosystem.

“What they’ve done,” Natasha says, “is gone, ‘How do we put into our local community in a way that the local authority needs support and help as well?’”

This kind of partnership is powerful. It’s not just about where the business wants to invest, but where the community needs support. By aligning their efforts with the local authority’s priorities, Coventry Building Society has created a model of CR that is both impactful and sustainable.

“They’ve had this really significant impact in Coventry,” Natasha continues, “and that’s one that I’ve seen work so incredibly well.”

Measuring Impact: Beyond Outputs and Compliance

One of the biggest challenges in CR is measurement. How do you quantify the impact of your investment in a way that goes beyond infrastructure and compliance?

Natasha suggests starting with purpose. “What is our purpose? What are we trying to measure it for?”

If the goal is to reduce food poverty, for example, then the metrics might include the number of people accessing food banks, the frequency of visits, or the transition of individuals into employment. If the focus is on staff engagement, then retention, recruitment, and employee satisfaction become key indicators. “This is something that’s lost so often in corporate responsibility,” Natasha notes. “It’s about your own organisation and it’s about you as an employer.” She highlights how CR initiatives can boost staff morale and engagement.

“Some of the best companies I work with… their own employees really feel that they are working for an organisation that makes a difference.”

The Power of Purpose-Driven Workplaces

In a world where recruitment and retention are major challenges especially in local government a shared sense of purpose can be a game-changer. Today’s workforce, particularly younger generations, are actively seeking employers who align with their values. Matthew Masters, host of the discussion, reflects on this: “It hits into so many of the key challenges, particularly governments facing around recruitment and retention.”

When organisations engage in meaningful CR, it creates a ripple effect. Staff feel proud of where they work. They’re more engaged, more loyal, and more likely to recommend their employer to others. This internal impact is just as important as the external one.

“We know that people want to go and work for purpose-driven organisations,” Natasha says. “That is measurable.”

Transparency: Integrity Over PR

One of the most compelling parts of the conversation was Natasha’s take on transparency. She shared two contrasting examples:

• One company, deeply committed to purpose, avoids publicising their CR work. They support young people, fund urgent needs, and engage meaningfully without seeking recognition. “They are so purpose-driven,” Natasha explains, “in making sure that young people don’t end up all over their social media for the sake of it.”

• Another company, by contrast, focused heavily on photo opportunities and PR. Their involvement felt performative, and the lack of authenticity led Natasha to stop working with them altogether. “There was a lack of integrity for me,” she says. “It wasn’t about the impact that we were making.”

The lesson? If your CR strategy is driven by integrity and purpose, transparency will follow naturally. The community will speak for you. Your impact will be visible without needing to be staged.

“If your core purpose is making a difference,” Natasha concludes, “the change will speak for itself.”

Small Businesses, Big Impact

Not every business has a million-pound budget for CR and that’s okay. Natasha is clear: it’s not always about money. Time, expertise, and mentorship can be just as valuable.

“Most of the time, it’s not money that we’re asking for at all,” she says. “It’s time.”

Whether it’s an hour a month mentoring a young person, sharing your career journey, or offering strategic advice, these small acts can have a profound impact. Encouraging employees to give back even in small ways can build a culture of care and connection.

“If you’re an organisation that can’t afford to put money into the local community,” Natasha advises, “give your employees some time.”

Strategic Support for SMEs

For small and medium-sized enterprises (SMEs), CR can feel overwhelming. Many don’t have dedicated teams or resources. But that doesn’t mean they can’t make a difference.

Matthew notes a growing trend: “What I’ve begun to see is a trend of actually, particularly for SMEs… bringing in a consultant from outside to give strategic advice.”

This strategic support helps SMEs identify where they can contribute meaningfully without overextending themselves. It’s about aligning CR goals with business objectives and finding practical, scalable ways to make a difference. Natasha’s advice? Start with purpose. Understand what matters to your business and your community. Then find the intersection. That’s where the magic happens.

How Local Authorities Can Support Corporate Responsibility

Local authorities are uniquely positioned to act as catalysts for meaningful corporate responsibility. By leveraging their deep understanding of local needs and their convening power, councils can play a transformative role in helping businesses align their CR efforts with community priorities. This alignment not only benefits residents but also helps local authorities achieve their own strategic goals—whether that’s reducing inequality, improving educational outcomes, or fostering economic resilience. Natasha Whiles emphasises the importance of this relationship: “It’s really about how our local authority also brings on board and works with those organisations that want to make an impact.” Councils can take proactive steps by mapping out local challenges and sharing this intelligence with businesses, helping them identify where their resources—whether financial, human, or logistical—can make the greatest difference.

Moreover, local authorities can create structured platforms for collaboration, such as community impact forums, business roundtables, or public-private task forces. These spaces allow for open dialogue, shared goal-setting, and the co-creation of initiatives that are both impactful and measurable. For example, a council might partner with local employers to support career-readiness programmes in schools, or to co-fund community hubs that address food insecurity and social isolation. Crucially, councils can also act as enablers by reducing red tape, offering incentives, or recognising outstanding contributions through local awards and public acknowledgements. By doing so, they not only encourage more businesses to get involved but also help embed a culture of civic responsibility across the private sector.

In times of constrained public budgets, this kind of collaboration is not just beneficial—it’s essential. As Matthew Masters notes, “Councils don’t have the funds to deliver a lot of these things themselves… they have to partner with organisations.” When done right, these partnerships create a virtuous cycle: businesses gain purpose and visibility, communities receive much-needed support, and local authorities move closer to achieving their long-term social and economic objectives.

Final Thoughts: Purpose, Integrity, and Partnership

Corporate responsibility isn’t about ticking boxes or chasing awards. It’s about building meaningful, lasting relationships with the communities you serve. It’s about aligning your business goals with social impact. And it’s about doing so with integrity.

Whether you’re a multinational corporation or a local start-up, there’s a role for you to play. And as Natasha so eloquently puts it, even one hour of your time can make a world of difference.

“If we can show what impact you’re having,” she says, “and we can celebrate that impact for you, then you’re going to get what you need—and I’m going to get more of it.”

But this responsibility doesn’t rest solely on the shoulders of businesses. Local authorities also have a critical role to play. Councils should be thinking strategically about how to harness the energy and resources of the private sector to help meet their own social, economic, and environmental goals. This means identifying shared priorities, creating opportunities for collaboration, and being transparent about the challenges their communities face. By acting as facilitators—connecting businesses with schools, charities, and community groups—local authorities can help ensure that corporate responsibility efforts are targeted, effective, and sustainable.

Moreover, councils should consider how they can support smaller businesses that may lack the capacity or expertise to develop CR strategies on their own. This could include offering guidance, recognising contributions through local awards, or even co-developing initiatives that align with both business objectives and public service outcomes.

When both sectors approach CR with a shared sense of purpose and a commitment to integrity, the results can be transformative. Businesses gain purpose and visibility, communities receive much-needed support, and local authorities move closer to achieving their long-term strategic ambitions.

So, if you’re a local authority looking to partner with purpose-driven businesses—or a business looking to make a real impact—start with a conversation. Reach out. Collaborate. And remember: the most powerful CR strategies are those built on shared purpose, mutual respect, and a genuine desire to do good.