The following research examined the role of corporate social responsibility (CSR) and its influence on branding in the energy sector. This research took place at Hydro Ottawa because it is a power distribution and a power generation company, with a mixed private and public business model operating in a monopolistic context, which is a well-rounded example that can be transferred to other organizations and other sectors. This research followed a case study approach guided by Strauss and Corbin’s (1990, 1998) grounded theory. This study attempted to answer the following research question 1) Who are the main stakeholders at Hydro Ottawa and what type of influence do they have on the development of their CSR and branding strategies? 2) How is CSR enunciated and applied at Hydro Ottawa? 3) How does CSR shape the brand image of Hydro Ottawa? In order to explore the research questions, the data collected for this study consisted of interviews, organizational documents, as well as observation. Due to the time limitation for a master’s thesis, six participants were chosen for interviews, which were later transcribed, coded and analysed by the researcher. The findings indicated that building a CSR strategy based on a healthy organizational culture, stakeholder needs, and the triple bottom line (financial, social, environmental) led to CSR essentially becoming the brand. The brand can then be communicated and shaped from and inside-out (from the employees to the external stakeholders)/outside-in (from external stakeholders to inside the organization) approach. Based on a grounded theory analysis, the researcher created a step-by-step prescriptive model that could be used to advance corporate social responsibility into Hydro Ottawa’s brand as well as offer a critical perspective of the findings.