ABSTRACT
Risk management enables the integration of corporate social responsibility (CSR) by analysing the value chain and enabling the shift from responsive CSR to proactive CSR. The chapter considers the problems housing associations (HAs) in England have in identifying, prioritising and managing risks and uncertainties while at the same time ensuring that there are sustainable value determinants for the business and their stakeholders. It also considers how risk factors link to performance management and how value outcomes can be derived identifying value factors. In such economic circumstances, both the Housing Corporation and lenders expect the associations to demonstrate robust financial action with minimum impact on services to residents. There are two types of risk that make up the risk score: risk factors and risk surrogates. J. D Margolis and J. P. Walsh suggest that CSR activities yield positive performance outcomes for the organisation. In the development of the risk scorecard, sustainability values imply stakeholder value outputs.
