Based on the report above, the Board of Directors, inquire the following questions from the Company Secretary: 'The art of business has analogies to sailing. It is about setting a course, steering to make best use of the

The art of business has analogies to sailing. It is about setting a course, steering to make best use of the prevailing winds, and constantly checking to see if the sails need to be adjusted. In similar fashion, an evaluation allows a company to see whether it is on course, and what it needs to do to be more effective. It enables the company to: determine what is working well, why and how to ensure that it continues to do so; investigate what is not working well and why not, to explore the barriers to success and what can be changed to overcome the barriers; assess what competitors and others in the sector are doing and have achieved; and revisit original goals and make new ones as necessary. This base of information should allow the company to determine whether the current CSR approach is achieving its objectives and whether the implementation approach and overall strategy are correct. Evaluation involves systematically gathering data about the program's inputs, activities, outputs, outcomes, and long-term impacts to assess effectiveness and guide future decision-making. An evaluation can be at the operational level or at the corporate level and can be done by either internal teams or external teams. Ideally, they should involve all stakeholders impacted by the project being undertaken, including comments and suggestions from management, CSR coordinators, managers and committees, employees and outside stakeholders.