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This paper explores the integration of social and environmental concerns into business operations and HR practices by examining conceptual frameworks and theoretical underpinnings analyzing how Corporate Social Responsibility (CSR) has evolved to become a critical component of organizational strategy and HR management, driven by growing stakeholder expectations, regulatory pressures, and the global sustainability movement, emphasizing that CSR initiatives extend beyond mere compliance to encompass proactive efforts in environmental stewardship, ethical labor practices, community engagement, and philanthropy, supported by literature that underscores the strategic alignment of CSR with business objectives to enhance corporate reputation, competitive advantage, and financial performance, highlighting theoretical models such as Carroll's Pyramid of CSR, which delineates economic, legal, ethical, and philanthropic responsibilities of businesses, and the Triple Bottom Line approach, advocating for a balanced consideration of people, planet, and profit, with further analysis of the stakeholder theory, which posits that organizations must address the needs and interests of all stakeholders, including employees, customers, suppliers, and the broader community, to achieve long-term sustainability and success, drawing from studies that indicate a positive correlation between CSR and employee outcomes, such as increased job satisfaction, organizational commitment, and retention, as employees are more likely to engage with companies that reflect their values and contribute positively to society, with HR playing a pivotal role in embedding CSR into corporate culture through policies, training, and leadership development, fostering a culture of ethical behavior and social responsibility, additionally examining the integration of environmental sustainability into HR practices through initiatives such as green HRM, which includes recruiting employees with environmental values, providing training on sustainable practices, and incorporating environmental criteria into performance appraisals and rewards systems, underscoring the importance of top management support and organizational leadership in driving CSR and environmental initiatives, as leadership commitment is critical for setting the tone at the top and ensuring the allocation of resources necessary for implementation, supported by case studies of leading companies that have successfully integrated CSR into their business models, demonstrating that CSR can lead to innovation, risk management, and improved stakeholder relationships, with the theoretical discourse also addressing potential challenges and criticisms of CSR, such as the risk of greenwashing, where companies may make superficial or misleading claims about their social and environmental efforts, and the need for genuine and transparent communication to build trust and credibility with stakeholders, furthermore, the paper delves into the role of international frameworks and guidelines, such as the United Nations Global Compact and the ISO 26000 standard, which provide principles and guidance for businesses to operate in a socially responsible manner, and the Global Reporting Initiative (GRI) standards, which offer a framework for organizations to report on their economic, environmental, and social impacts, stressing the importance of measurement and reporting in assessing the effectiveness of CSR initiatives and driving continuous improvement, with theoretical insights suggesting that integrated reporting, which combines financial and non-financial information, can provide a more comprehensive view of an organization's performance and value creation, reinforcing the concept that CSR is not a peripheral activity but a core aspect of strategic management, with implications for HR professionals to champion CSR and sustainability within their organizations, ensuring that social and environmental concerns are integrated into every aspect of the business, from strategy and operations to employee engagement and corporate governance, concluding that the period from 2009 to 2016 witnessed significant advancements in the conceptualization and implementation of CSR and environmental sustainability in business and HR practices, driven by a confluence of factors including globalization, technological advancements, and increasing awareness of social and environmental issues, ultimately contributing to the development of more responsible and sustainable business practices. |