This study attempted to perform testing of tools for CSR development in business process and developing of guidelines for enterprises that need to use these tools. The comparative study was conducted in 13 organizations whose CSR initiatives are available in both CSR-in-process and CSR-after-process categories. Data from the study consist of 36 initiatives which 32 (or 89%) fall into corporate-driven CSR type (a half or 16 initiatives are CSR-in-process and the other half are CSR-after-process) and 4 (or 11%) fall into social-driven CSR type. The testing of tools for CSR development in business process did not found barriers, in any operations of the 13 studied organizations, to prevent their learning and understanding such tools. Those enterprises are subject to use these tools in measuring their CSR performance deliberately. The success factors of using these tools in managing CSR initiatives depend on determining the quality indicators and setting the clear target correspondingly. The findings also showed no integratable issues among business processes and no communicable issues for implementation these tools in practice, under the provision of common understanding in enhancing them to cover CSR perspective. The developing of guidelines for CSR development in business process synthesized from 13 studied organizations can be classified into 6 categories: guideline for analyzing vision and mission for CSR development, guideline for defining strategic objectives in strategy map, guideline for determining performance indicators, guideline for identifying relevant CSR initiatives, guideline for checking conformability between CSR initiatives and corporate strategic objectives on CSR perspective, and guideline for translating initiatives into operational practices. The result of the study brought on 3 conclusions; first, to obtain high performance CSR initiatives, enterprise should begin from selecting appropriate social issues suitable to its organization's characteristics (in short, Selective Issues). Second, to develop CSR initiatives strategically, it should be taken into account target stakeholders’ concerns and expectations by utilsing organization’s key compentency accordingly (or Strategic Initiatives). Third, to achieve the good result of CSR initiatives, engagement between internal and external stakeholders should be established by aligning organizational structure to embrace social synergies (or Social Synergies).