Strategic Corporate Social Responsibility at UH Bristol NHS Trust

This report provides a comprehensive analysis of the Corporate Social Responsibility (CSR) strategies employed by UH Bristol NHS Trust. It examines the alignment of organizational objectives with CSR initiatives, the impact of these strategies on internal and external stakeholders, and the integration of CSR into the organizational value chain. The report further explores methods for stakeholder engagement, devises an implementation plan for CSR strategies, and suggests internal and external reporting measurements to evaluate the impact of CSR. Finally, it discusses methods to refresh and reinforce the Corporate Social Responsibility strategy, highlighting the trust's commitment to sustainability and social value.

Running head: CORPORATE SOCIAL RESPONSIBILITY
Corporate Social Responsibility: Case study of UH Bristol NHS Trust
Name of the Student
Name of the University
Author’s note

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Executive Summary
The purposed of this assignment is to develop an understanding of the concept of Corporate
Social responsibility. There are three parts to the assignment which provides an holistic
perspective to the ways in which the strategies of CSR work in an organisation. This assignment
will focus on the case study of the CSR activities that are undertaken by UH Bristol. The
institutions have around 9000 employees that serve the patients with over a 100 kinds of services
in nine areas. The organisation has been operating in the medical industry form 1948, for the past
70 years the management has gathered goodwill and reputation among the stakeholders
associated with the company.

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Table of Contents
Task 1...............................................................................................................................................4
A.C. 1.1- Analysis of the objectives aligning it with the CSR strategies of the company..........4
A.C. 1.2 - The impact of a Corporate Social Responsibility strategy on internal and external
organisational stakeholders..........................................................................................................6
A.C. 1.3 - Organisation’s strategy aligned with a CSR strategy.................................................8
A.C. 1.4 - Corporate Social Responsibility strategy to support the internal and external
organisational objectives.............................................................................................................9
Task 2.............................................................................................................................................10
A.C. 2.1 - The organisational value chain aligned with the CSR strategy................................10
A.C. 2.2 - Methods for agreement and engagement with all stakeholders for the Corporate
Social Responsibility strategy....................................................................................................12
A.C. 2.3 - Devise an implementation plan for the Corporate Social Responsibility strategy...13
Task 3.............................................................................................................................................15
A.C. 3.1 - Internal reporting measurements that can evaluate the impact of the Corporate
Social Responsibility strategy....................................................................................................15
A.C. 3.2 - External reporting measurements that can evaluate the impact of the Corporate Social
Responsibility strategy...................................................................................................................16
A.C. 3.3 - Methods to refresh and reinforce the Corporate Social Responsibility strategy......17
Reference List:...............................................................................................................................19

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Task 1
A.C. 1.1- Analysis of the objectives aligning it with the CSR strategies of the company
The company is driven by values and principles which has been the foundation of all the
objectives of UH Bristol NHS Foundation Trust. Respect everyone, Accept change and
innovation, recognizing success and working as a team are the basic values that is followed
throughout company (Uhbristol.nhs.uk 2018).
The objectives of UH Bristol is as follows:
 To deliver high quality services with compassion and care
 To build a secure and modern environment for the clients
 To employee the best people and help them achieve their potential
 To encourage innovation through research and development and channelizing funds to
motivate change.
 To provide the people in the region of operation with services of high quality
(Uhbristol.nhs.uk 2018)
The values and principles that drive the company explains that the management of UH
Bristol complies with the concept of triple bottom line as the objectives that are discussed are
not only based on earning profits but is also directed towards the betterment of the future and
allow a sustainable development. The organisation is run with the help of a trust which is led
by a chairman and has executive as well as non-executive directors it is a part of NHS. As a
part of CSR the company has a list of charities and fundraising partners, the two main

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charities that are associated with the company are “Above & Beyond” and “The Grand
Appeal” (Uhbristol.nhs.uk 2018). Above & beyond raises resources for Bristol city centre
hospitals, it is a local charity. The company invests around £3 million in projects in order to
improve the service quality of the patients. The Grand Appeal is exclusively for the children
charity the aim of the charity is to secure the lives and help in developing the livelihood of
children who are physically unwell at Bristol Children's Hospital. The charity has been
operating since 1995 (Uhbristol.nhs.uk 2018).
The company believes that sustainability is the responsibility the company has in
spending the public funds responsibly. The natural resources that are used by the organisation
should be also allocated and replenished. The company abides by the Public Services (Social
Value) Act (2012).
It is observed that the company aligns the objectives of the business with the CSR
policies that are taken by the company.
The objectives of the CSR policy of the company are as follows:
 To develop a sustainable future
 To reduce the environmental impact

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 To ensure reduction of carbon footprint with the help of latest and innovative
technologies
Figure: Sustainable Development Management Plan (SDMP)
Source: (Uhbristol.nhs.uk 2018)
With the help of these objectives the company aligns the objectives that are discussed
above especially the challenge of providing the people with high quality services while
managing the resources carefully with minimum impact.
A.C. 1.2 - The impact of a Corporate Social Responsibility strategy on internal and
external organisational stakeholders
Internal stakeholder
The employees and the members of the trust are the internal stakeholders of the company.
They are responsible for running the organisation on a day to day basis. The CSR strategies
impact the internal stakeholders in a number of ways; people are appointed and are posted

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aligning the strategies in order to carry out the decisions that have been taken. The employees
who are directly appointed to work upon the strategies are directly impacted by them and the
other work as a support to help these people achieve their objective. For the trust the CSR
activities not only help the society and the environment it also helps the company to gather
significant recognition and goodwill among the people (Wang et al. 2016).
The external stakeholders of the company are the patients, the society, the government,
shareholders etc.
The patients: Many people have been a part of the charity and have gained from the funds
that have been raised by the organisation. Treating medical condition can be expensive for a
number of people and the charities help people who lack monetary support by their own
(Korschun et al. 2014).
The government: UH Bristol with the strategies follow and support a number of Government
policies like the Public Services (Social Value) Act (2012), Climate Change Act etc
(Uhbristol.nhs.uk 2018). With the help of the government the company also enjoys liberty in
employing the strategies the companies have undertaken to ensure sustainability (Korschun et al.
2014).
The society and the environment are the main stakeholder in the CSR activities, whatever
decision or strategy that the company undertakes is based on the issues that the society is facing.
The company tries to fulfill their duty that it has towards the society and the environment with
the help of these strategies, the aim of the sustainability activities are to improve the livelihood
of the people as well as improve the service of the company provides the society.

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A.C. 1.3 - Organisation’s strategy aligned with a CSR strategy
The organisation invests a significant amount of funds in the innovation of the process as
well as the service. Therefore, the research and development segment of the company are
encouraged to come up with new and improved ideas. This organisation strategy can be aligned
with the CSR strategy of the company in reduction of climatic impact. The company has come
up with new and innovative ways in which carbon footprint as well as wastes can be reduced.
The following figure explains that ways in which both business and society is impacted with the
CSR strategies and hence it is always aligned irrespective of the company (Korschun et al. 2014)
Figure: Dual Objectives of CSR
Source: (Keys et al. 2009)

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A.C. 1.4 - Corporate Social Responsibility strategy to support the internal and external
organisational objectives
The company can invest in a once in a year program of a week with medical students
guided by experienced staff members in offering free treatment for the people in need. The
venture will allow the students and the doctors to go around the areas of operation and find
people who are in need.
This venture can be associated with one of the charities that raise funds for the company.
In this way the company can satisfy the objective of providing the people with better service and
also allowing the people to be a part of a greater cause (Clapp and Rowlands 2014).

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Task 2
A.C. 2.1 - The organisational value chain aligned with the CSR strategy
The primary activity of UH Bristol is as follows:
From the time a patient walks in to the hospital the area the primary activity of the
organisation begins with e diagnosis of the condition that he or she has been facing. Apart from
this the suppliers of the organisation like the medicine suppliers, devices and instrument
suppliers etc are part of the inbound logistics that are associated with the business. Innovation
plays an important role in the supply of items and help in achieving a high quality of service of
the people with the lowest possible use of natural resources (Asif et al. 2013).
Operations of the organisation can be divided in three segments: clinical services, research
and development as well as education. The services that are provided by the organisation are varied in
terms of the wide range of services that are provided by the staff members across nine areas of
operation (Uhbristol.nhs.uk 2018). There are more than 100 different clinical services that the
organisation offers the patients. With the help of this plethora of services the company can easily
align the CSR strategy of improving the livelihood of the society (Uhbristol.nhs.uk 2018). The
management of the organisation always tries to achieve the objectives of the business with the
help of innovation and in this case the CSR strategies are aligned with the objectives of the
business. The operations of the company are all based on the values that have been discussed
above (Clapp and Rowlands 2014).
The company actively uses social media and digital marketing platforms to market the
services and also to communicate the CSR activities that the company has been strategising.

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Secondary activities
All the above primary activities of the company are assisted with the help of the
secondary activities such as the infrastructure of the organisation. Apart from that the
management of the company considers the people associated with the organisation are the most
important part of running the institution successfully (Khan et al. 2013). The business model that
the company operates upon is not based on profit rather it is based on spending the public money
responsibly hence technology and development plays an important role in the support of the
primary activities, research and development leads to innovation which is an important part of
the CSR strategy of the company (Uhbristol.nhs.uk 2018).
Thus it can be said that the CSR strategies are aligned with the value chain of the
organisation. The management of the organisation assure that they are true to their commitment
towards the society and the environment. Following are some of the evidence that show the
performance of the sustainability with respect to the number of staff members (Korschun et al.
2014).
Figure: Organisational performance on sustainability
(Source: Uhbristol.nhs.uk 2018)