CSR: Get C-suite buy-in with this advisory

Is Corporate Social Responsibility (CSR) really a hard sell, internally? We do not think so. Just make it a CEO Conversation by presenting the business case only and viola! You will get C-suite buy-in and funding approval.

An aside: Feel free to take the above as the conclusion of this advisory.

In many Nigerian boardrooms, CSR still sits somewhere between “nice-to-have” and “non-essential.” It’s often seen as that thing you do when business is good, or when the press needs to see your human side. But for sustainability officers who know the power of responsible business, one of the biggest challenges is not convincing the public, It is convincing the CEO and the entire C-suite. It’s about selling the idea that CSR is not an act of charity but rather a business strategy.

However, getting CSR onto the CEO’s table, not as an afterthought, but as a core business discussion requires tact, storytelling, and an understanding of how the Nigerian corporate world really works. Most CEOs are bottom-line driven and understandably so. They want to see numbers, not emotions. So, if you walk into that boardroom armed only with passion, you will likely walk out with a polite nod and of course, zero budget.

To make CSR a CEO conversation, you must first learn to speak the CEO’s language. CEOs speak in terms of return on investment (ROI), market share, reputation capital, and risk mitigation. So, don’t tell your CEO that you want ₦100 million to build boreholes because “the community is suffering.” Instead, say, “We can reduce operational disruptions and protests by 60% in our host community if we strengthen water access and link the borehole project to our social license strategy.” That reframes CSR as a business enabler, not a cost.

Think about the story of MTN Nigeria during its early expansion years. The company faced major backlash in several communities over mast installations, environmental degradation, and lack of local benefit. But MTN quickly realized that the only way to protect its operations was through active community investment. Again the “What Can We Do Together” initiative that emerged was never a charity campaign, it was a stability strategy. By allowing communities to vote for projects via USSD codes, MTN gave Nigerians a sense of ownership and drastically reduced vandalism and resistance. That’s CSR as a CEO-level conversation, a brand action tied directly to operational peace and brand trust.

On this, CSR Reporters will always advise follow the business impact triangle: Protect, Promote, and Profit whenever you are pitching CSR ideas internally.

CSR protects your brand from crisis. Take the example of oil-producing companies in the Niger Delta. Firms like TotalEnergies learned, sometimes the hard way, that neglecting host communities could cost millions in lost production due to protests or pipeline vandalism. Once they tied CSR directly to peacebuilding, youth employment, and environmental rehabilitation, they saw more predictable operations. That’s a boardroom language your CEO will understand – reduced disruptions, higher efficiency.

CSR also promotes your brand. In Nigeria’s competitive market, reputation drives market share. When Access Bank positions itself as the sustainability bank of Africa, that’s not just moral branding, it is strategic differentiation. Their annual Sustainability Week and Womenpreneur Pitch-A-Ton programme have not only improved public goodwill but also opened access to gender-focused financing from international development partners. When your CSR activities attract investor confidence or media goodwill, that’s brand equity, and it’s measurable.

Finally, CSR can drive profit, especially when aligned with innovation. Unilever Nigeria’s “Sunlight Water Centres” did not just provide clean water to rural women, it created a market ecosystem where Sunlight products became household names. Each CSR site doubled as a micro-business hub, generating visibility and loyalty. That’s what CEOs like to see: Shared value – doing well by doing good.

To get CSR on the CEO’s radar, data is your friend. Nigerian executives are increasingly evidence-driven. Don’t just say your CSR project changed lives. Prove it. Use metrics that CEOs respect such as cost savings, reduced employee turnover, improved customer loyalty, increased brand recall. For example, after Dangote Group intensified its scholarship and community empowerment programmes in Kogi, local protests dropped, and staff retention in that region rose. Those are the kinds of outcomes that speak the CEO’s language.

However, numbers alone aren’t enough. You must also master the art of storytelling. CEOs are human too. They may be driven by numbers, but they respond to narratives as well. When presenting CSR outcomes, weave data with human stories. Instead of saying “We trained 500 women,” say, “One of the women we trained, Amina from Kano, now runs a thriving detergent business and employs four others, thanks to our initiative.” That blend of heart and head gets attention every time.

Internally, CSR managers must learn to align CSR with business strategy. If your company is in manufacturing, link your CSR to waste management, recycling, or vocational skills for artisans. If you’re in banking, link it to financial inclusion. CEOs will never ignore what reinforces their strategic vision. CSR should never exist in isolation, it must strengthen the company’s core purpose.

Let’s take Nigerian Breweries as another example. When it invests in renewable energy or water stewardship, it’s not random philanthropy, it’s directly tied to its long-term business sustainability. Without water, there’s no beer. So when you frame your CSR around protecting critical business resources, CEOs see it as investment, not expense.

It’s also important to build allies internally. Sometimes, the CEO won’t buy in right away but the CFO might, or the Head of Corporate Affairs. Use them as bridges. Help them see how CSR can solve their pain points such as reduced reputational risk for the PR team, improved investor confidence for the CFO, better employee engagement for HR. When internal allies start echoing your message, the CEO listens.

Also, remember that timing matters. Pitch CSR when the company is looking to reposition its image, expand into new markets, or attract investors. At those times, CEOs are particularly open to ideas that enhance visibility and trust. Tie your proposal to current trends like ESG compliance, SDG alignment, or net-zero commitments so your CEO sees CSR as part of a global movement, not a local fad.

Another Nigerian truth: CEOs love legacy. They want to be remembered for something beyond profit. So appeal to that legacy instinct. Frame CSR as their chance to make a mark: “Under your leadership, sir, this company can become the first indigenous brand to eliminate plastic waste in its value chain.” That’s ego with impact which is the perfect motivator.

Finally, once you get buy-in, keep the CEO engaged. Don’t disappear after approval. Bring them to project launches, get them quoted in the press, or let them personally hand over cheques or plaques. When the CEO feels visible and emotionally connected to CSR, they’ll fight for it in the next budget cycle.

The Nigerian CSR manager’s task today is not just to implement. It is to inspire. It’s to turn sustainability from a side project into a boardroom conversation.

Because when CSR becomes a CEO conversation, it moves from “good to do” to “must do.” It stops being a cost centre and becomes a growth engine. And that’s when real change happens not just in communities, but in the very DNA of the company itself.