ABSTRACT
One of the most visible ways in which corporations from the formal economy are seen to engage with international development is through the ubiquitous and much-derided field of CSR (‘corporate social responsibility’). CSR often fails to convince many that companies are taking their social responsibilities more seriously (especially the philanthropy dimension). Consequently, there has been a growing trend in the last decade towards a more ‘hard-edged’ form of CSR that is targeted towards ensuring that companies engage more fully with a wider range of stakeholders and issues. Some refer to this form of CSR as ‘ESG’ (‘environmental, social and governance’). This chapter applies this discussion to show how CSR within sport is in dire need of revising its approach; to wean itself off some forms of philanthropy; to ensure a closer connection between its core business model; and, to apply more forms of ESG. Four companies proximate to SDP are summarized in relation to their ESG engagement to show how ESG could be useful in developing a deeper commitment to longer-term development needs in the sport-development relationship.
