IN an era where public relations (PR) is increasingly defined by media engagement, brand storytelling, digital visibility and crisis management, one of its oldest and most powerful tools — corporate social responsibility (CSR) — is slowly being pushed to the periphery.
For many organisations, CSR has become little more than a footnote in annual reports or an occasional headline during festive seasons.
Yet, CSR is not just a philanthropic checkbox; it is a strategic PR activity with great potential to shape how the public perceives an organisation. That potential is being wasted.
Public relations, at its core, is about building and maintaining mutually beneficial relationships between an organisation and its publics. While Press releases, social media campaigns and brand partnerships dominate PR agendas, CSR remains one of the most authentic ways to create goodwill, trust and emotional connection with communities.
And yet, for reasons ranging from budget cuts to shifting corporate priorities, CSR is often underfunded, undervalued or delegated to departments with little or no communication mandate.
CSR is far more than charity. It is about corporate citizenship. It is about being visible for the right reasons — helping people in underserved communities, sponsoring healthcare programmes, funding clean-up campaigns or planting trees not as a photo opportunity but as part of a long-term commitment to sustainable development.
These are not just “nice-to-haves”. They are image-defining activities that speak louder than Press statements. When done sincerely and communicated effectively, CSR enhances brand credibility in a way that no billboard ever could.
In many organisations, especially in developing countries, PR departments have traditionally been seen as peripheral support units, relegated to event organising or media relations.
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CSR, often lumped with corporate affairs or human resources, is rarely owned or driven by PR professionals who are trained in shaping perception and engaging the publics. This disconnect has resulted in many CSR efforts being poorly executed or completely invisible to stakeholders.
A donation is made, but no story is told. A partnership is launched, but no follow-up is done. A community project is supported, but its impact is never communicated. In effect, the organisation loses the chance to be seen as a caring, responsible and ethical corporate entity.
So, what went wrong?
First, there has been a growing commercialisation of PR, where metrics like impressions, reach and engagement have overtaken values such as trust, goodwill and reputation.
In this data-obsessed environment, CSR seems intangible. You cannot always count likes on Facebook posts on borehole donation or retweets on a scholarship fund. Yet, these are the kinds of stories that endure and create long-term brand affinity.
Second, many PR curricula and training programmes treat CSR as a side note, not a core strategy. Up-and-coming PR professionals are taught how to write Press releases and manage crises, but not how to embed an organisation’s values into its community footprint.
As a result, many enter the profession with a skewed understanding of what PR can and should achieve.
Third, there is often a lack of alignment between PR and top leadership. CSR initiatives require buy-in from the highest office because they are not just communication decisions — they are strategic decisions. A PR professional who wants to champion CSR must, therefore, also be a skilled advocate internally, able to convince top executives that doing good is good for business.
To reclaim its place in the PR toolkit, CSR needs reinvention — not in terms of its purpose, but in how it is perceived and practised.
PR professionals must take the lead in integrating CSR into broader communication strategies, ensuring community engagement is not a seasonal activity, but a year-round commitment. They must work closely with marketing, sustainability and top executive teams to ensure CSR is not reactive but proactive, not tokenistic but transformational.
Furthermore, corporates should invest in storytelling around their CSR initiatives. It is not enough to do good — you must show and tell the impact with authenticity and humility. This is where PR shines: not in inflating narratives, but in amplifying real stories of change and connection.
In conclusion, CSR is not a forgotten PR activity — it is a neglected one. In the scramble for visibility and virality, many have ignored the quiet power of genuine community engagement.
It is time for PR professionals to reclaim CSR, not as a side project, but as a strategic pillar of reputation management. After all, in a world craving meaning, connection and accountability, organisations that give back are the ones people believe in.
