The Accenture CEO survey found that while CEOs remain committed to sustainability, they feel constrained by market pressures in demonstrating the business value of sustainability initiatives. 83% of CEOs believe governments need to do more to incentivize sustainability. The report identifies a group of "transformational leaders" who frame sustainability as a driver of innovation and growth, partner across their value chains, and measure the value of sustainability in new ways beyond cost reductions.
Edelman Trust Barometer 2010 Irish resultsPiaras Kelly
The document summarizes the key findings of the 2010 Edelman Trust Barometer survey. It found that while trust in business rose globally, it continued to decline significantly in Ireland. Trust in government and other institutions also remained lower in Ireland compared to other EU countries. Additionally, corporate reputation and restoring trust now relies more on transparency, stakeholder engagement, and societal impact rather than solely on financial performance.
This document discusses legal services innovation and the potential paradigm shift underway in the legal industry. It notes that costs are being reduced through various methods like shifting work to lower cost resources, improving value from external firms, and using technology. Relationships between clients and law firms are also changing, with corporate clients taking a more sophisticated approach and exerting more influence. The recession accelerated changes that were already occurring, and the movement appears to be toward more permanent changes in the industry rather than temporary shifts caused by economic conditions. Examples are given of innovative companies and approaches.
This document discusses research analyzing the relationship between the financial performance and social/environmental performance of over 1,100 CEOs. The research found no overall correlation but identified some CEOs who excelled in both areas. A few examples of CEOs who delivered great financial returns while also having strong social/environmental performance are highlighted, such as Franck Riboud of Danone and Alessandro Carlucci of Natura. The document also discusses how evaluating CEOs based on both financial and non-financial metrics could help encourage more sustainable, long-term leadership.
Sam_Smith_055882_Group_Case_Research_and_Analysis_BMA202Samuel Smith
The document analyzes the external and internal environment of David Jones, an Australian department store chain. It identifies several opportunities and threats. Opportunities include the growing online retail market, which accounts for 5-10% of clothing sales, and the large middle class population in Australia. Threats include increased global competition in online retail, economic uncertainty reducing consumer spending, and the introduction of a carbon tax increasing business costs. The document proposes that David Jones take advantage of the growing online market but also address threats from online-only global competitors undercutting on price.
Presentation given on November 17 to Canadian Business for Responsibility Members in Webinar. Focusing on highlights of 2011 and what to consider in 2012 in the field of corporate responsibility.
Folksam’s sustainability report is based on the G3 guidelines of the Global Reporting Initiative (GRI) for sustainability reports. It is also being reviewed externally by the audit company KPMG.
The sustainability report for the year applies to the whole of Folksam, including subsidiaries. The report also forms part of the reporting under the UN Principles for Responsible Investment (UNPRI).
The triple bottom line (TBL) refers to an accounting framework that incorporates three dimensions of performance: financial, social and environmental. It measures organizational success beyond just financial measures, considering how activities affect people and the planet. The TBL consists of three bottom lines: profit (economic value), people (social value), and planet (environmental value). While it aims to benefit stakeholders rather than just shareholders, the TBL faces criticism such as being difficult to apply in monetary terms and potentially diverting business attention away from core competencies.
Edelman Trust Barometer 2010 Irish resultsPiaras Kelly
The document summarizes the key findings of the 2010 Edelman Trust Barometer survey. It found that while trust in business rose globally, it continued to decline significantly in Ireland. Trust in government and other institutions also remained lower in Ireland compared to other EU countries. Additionally, corporate reputation and restoring trust now relies more on transparency, stakeholder engagement, and societal impact rather than solely on financial performance.
This document discusses legal services innovation and the potential paradigm shift underway in the legal industry. It notes that costs are being reduced through various methods like shifting work to lower cost resources, improving value from external firms, and using technology. Relationships between clients and law firms are also changing, with corporate clients taking a more sophisticated approach and exerting more influence. The recession accelerated changes that were already occurring, and the movement appears to be toward more permanent changes in the industry rather than temporary shifts caused by economic conditions. Examples are given of innovative companies and approaches.
This document discusses research analyzing the relationship between the financial performance and social/environmental performance of over 1,100 CEOs. The research found no overall correlation but identified some CEOs who excelled in both areas. A few examples of CEOs who delivered great financial returns while also having strong social/environmental performance are highlighted, such as Franck Riboud of Danone and Alessandro Carlucci of Natura. The document also discusses how evaluating CEOs based on both financial and non-financial metrics could help encourage more sustainable, long-term leadership.
Sam_Smith_055882_Group_Case_Research_and_Analysis_BMA202Samuel Smith
The document analyzes the external and internal environment of David Jones, an Australian department store chain. It identifies several opportunities and threats. Opportunities include the growing online retail market, which accounts for 5-10% of clothing sales, and the large middle class population in Australia. Threats include increased global competition in online retail, economic uncertainty reducing consumer spending, and the introduction of a carbon tax increasing business costs. The document proposes that David Jones take advantage of the growing online market but also address threats from online-only global competitors undercutting on price.
Presentation given on November 17 to Canadian Business for Responsibility Members in Webinar. Focusing on highlights of 2011 and what to consider in 2012 in the field of corporate responsibility.
Folksam’s sustainability report is based on the G3 guidelines of the Global Reporting Initiative (GRI) for sustainability reports. It is also being reviewed externally by the audit company KPMG.
The sustainability report for the year applies to the whole of Folksam, including subsidiaries. The report also forms part of the reporting under the UN Principles for Responsible Investment (UNPRI).
The triple bottom line (TBL) refers to an accounting framework that incorporates three dimensions of performance: financial, social and environmental. It measures organizational success beyond just financial measures, considering how activities affect people and the planet. The TBL consists of three bottom lines: profit (economic value), people (social value), and planet (environmental value). While it aims to benefit stakeholders rather than just shareholders, the TBL faces criticism such as being difficult to apply in monetary terms and potentially diverting business attention away from core competencies.
Dieselgate - Heavy Fumes Exhausting the Volkswagen GroupJaiks Eapen
The document discusses the Volkswagen emissions scandal known as "Dieselgate". It provides background on Volkswagen Group and describes how in 2015, investigations found Volkswagen had installed software on diesel engines to cheat emissions tests. This shattered Volkswagen's brand image and reputation. The new CEO worked to maneuver the company out of crisis by finding technical solutions and regaining trust. Causes of the scandal are analyzed along with Volkswagen's response and efforts to rebuild its image through corporate social responsibility.
The document provides an overview of triple bottom line reporting, including its history, definitions, frameworks, and key aspects. It discusses who issues these reports and why, focusing on sustainability accounting for environmental, social, and economic impacts. The Global Reporting Initiative framework and B-Sustainable bottom-up approach are presented as examples. Key areas covered include social, economic, and environmental performance indicators across sectors.
The document discusses Volkswagen's diesel emissions scandal, known as "Dieselgate". It provides background on VW Group and describes how in 2015, investigations found that VW had installed software on its diesel engines to cheat emissions tests. This shattered VW's brand image and reputation for quality. The new CEO worked to navigate VW out of the crisis by finding technical solutions and regaining trust. Causes of the scandal included an authoritarian culture, ambitious targets, and lack of oversight. The summary discusses how VW responded after identifying issues and preventative measures.
This document discusses a study that found CEO dismissals for ethical lapses are rising. While the overall number of CEOs fired for ethical reasons remains small, the percentage of CEO successions resulting from ethical lapses increased from 3.9% in 2007-2011 to 5.3% in 2012-2016 globally. This increase was even larger in North America and Western Europe. The researchers believe greater public scrutiny, stricter governance rules, globalization risks, digital communications, and constant media coverage have created a business environment with less tolerance for CEO misconduct. However, companies can protect themselves by strengthening ethics and compliance programs and promoting a strong culture of integrity.
The 2015 Corporate Equality Index report found record levels of inclusion for LGBT employees among major U.S. businesses. A record 366 companies achieved a top score of 100%, up from 189 in 2012. Key findings include two-thirds of Fortune 500 companies and over half of rated companies offering transgender-inclusive healthcare, hundreds adopting transgender transition guidelines, and eight in ten providing LGBT-inclusive training. The policies and practices required to earn a perfect score demonstrate top-tier commitments to LGBT workplace equality. Major law firms continued to have the highest representation among 100% rated companies, with 89 of the top 366.
Driving Revenue Growth Through Sustainable Products and ServicesSustainable Brands
The document summarizes key findings from a report on how select companies in the S&P Global 100 are driving revenue growth through sustainable products and services. On average, sustainable products accounted for 21% of revenues in 2013, up from 18% in 2010. Revenues from sustainable products grew 91% between 2010-2013, compared to 15% for overall company revenues. Some companies have set measurable goals to increase sustainable product revenues, with most goals already achieved. Inclusion in sustainable product portfolios is typically determined by products' performance on environmental criteria like reducing emissions and improving efficiency.
GRI and Bloomberg: the value of ESG datamarjella82
This webinar provided an overview of how and why companies should produce their first sustainability report using the Global Reporting Initiative (GRI) framework. It reviewed the key elements of GRI reporting including disclosures, performance indicators, and application levels. It also highlighted resources available from GRI to help with reporting, such as guidelines, sector supplements, templates, and training. Finally, it discussed trends showing increasing adoption of GRI reporting worldwide and in the US.
How world's companies act on corporate social responsibilityGrant Thornton LLP
Business as usual doesn’t cut it anymore for many companies around the world. They are becoming environmentally and socially responsible citizens, and demand the same from their vendors. Data from the Grant Thornton International Business Report reveals what’s driving this change and how it’s playing out across the globe.
Based on more than 2,500 interviews with business leaders, this infographic shows how the U.S. and 33 other countries stack up in their race for claiming responsible corporate citizenship.
See more at: http://gt-us.co/ZLFN4u
The need for the Social & Human Capital Protocol Jan. 2019 - AHC GroupMike Wallace
This document summarizes a presentation about the need for the Social & Human Capital Protocol. It discusses the evolution of environmental, social and governance guidance over the past 20 years. It outlines increasing investor demand for ESG performance data. The presentation describes recent corporate and investor activity related to social and human capital topics. It provides an overview of the Social & Human Capital Coalition and its goal to standardize social and human impact measurement and valuation for businesses. The Coalition is developing a protocol to guide companies in measuring, valuing and managing their social and human impacts.
The document discusses reporting on social and environmental impacts using a triple bottom line framework. It explains that a triple bottom line looks at an organization's economic, social and environmental performance. Key points covered include the importance of accountability, prioritizing stakeholders, tools for social accounting, and examples of metrics used to measure the three parts of a triple bottom line.
GreenBiz 19 Workshop Slides: The Evolution of Social and Human Capital Manage...GreenBiz Group
The document summarizes the evolution of social and human capital management and guidance over the past 20+ years. It discusses recent developments like companies being asked to consider their purpose and impact on communities. It also outlines the launch and structure of the Social & Human Capital Protocol, which provides a process for companies to measure, value and manage social and human capital. The protocol draws from existing best practices and underwent public consultation. The coalition aims to mainstream social and human impact measurement and improve related business performance.
This document provides information about the CXO Event that is being launched by Global Business Intelligence on June 23rd during the International Festival of Business. The CXO Event will feature five professional learning tracks for C-level executives, as well as interactive sessions, workshops and roundtables. It aims to provide insight, opportunities to forge new connections and secure new customers. Global Business Intelligence is an ideas network that can help executives build relationships and access the world's leading business minds through events and online content.
This book addresses two major trends facing supply chain management professionals: increased scrutiny and compliance responsibilities due to globalization, and societal expectations for companies to conduct business responsibly. As supply chains have expanded globally, it has created new risks around issues like counterfeiting, money laundering, and human rights that the book will discuss. Additionally, customers now care not just about a company's profits but how they earn them, and firms seen as irresponsible will lose business to more conscientious corporate citizens. The book aims to provide insight for supply management professionals navigating this new global business paradigm.
The document discusses the different factors of a PEST analysis - Political, Economic, Social, Technological, and Environmental. It provides examples of each factor and how they can impact businesses, particularly the ecommerce industry. Political factors include laws and regulations. Economic factors like recessions can significantly affect business revenue and profits. Social and technological trends also influence ecommerce brands, who must stay ahead through technology investments to find growth in a competitive landscape. Environmental sustainability is also considered.
The annual BSR/GlobeScan State of Sustainable Business Survey provides insights into corporate sustainability from over 700 professionals. The survey found that:
- Human rights and workers' rights continue to be top priorities for corporate sustainability efforts over the next 12 months. However, prioritization of climate change has declined since 2009.
- Supply chain issues and the Rana Plaza disaster were seen as the most significant sustainability events of 2013, while climate change and water management are predicted to be most significant in 2014.
- Collaboration is common, especially with NGOs, businesses, and industry groups, but government is viewed as the most difficult to collaborate with. Climate change and public policy are seen as needing the most collaboration
The document summarizes the key findings of a survey and research on emerging risks facing businesses. It identifies four top risks: 1) Infrastructure and supply chain risk was expected to have the largest negative financial impact due to lack of visibility into complex global supply chains. 2) Environmental risk was the second overall concern affecting all sectors. 3) Cyber risk and D&O risk tied for third as businesses realize internal errors are a large source of cyber risk and regulations are increasing liabilities for directors and officers. The research highlights the need for improved risk education, information sharing between companies and insurers, and a focus on internal security processes to help businesses address these emerging threats.
This chapter discusses corporate social responsibility (CSR) reporting in the retail industry. It describes how retailers are increasingly reporting on their CSR initiatives in annual reports. Walmart and Gap are used as examples, mentioning their environmental and community efforts. The chapter then discusses frameworks for linking CSR strategically to a company's processes and products. It also examines the different types of CSR responsibilities for private companies, such as formal legal obligations and informal social expectations. Finally, it provides an overview of Boots Ltd.'s CSR report, which uses the Global Reporting Initiative's G3 guidelines to describe the company's CSR priorities and progress.
BoyarMiller Breakfast Forum: Perspectives on the Energy Industry 2019BoyarMiller
As part of its ongoing Breakfast Forum series, BoyarMiller gathered industry experts for a moderated discussion on the Perspectives on the Energy Industry 2019. Speakers included with Piper Jaffray, Matt McCarroll with Fieldwood Energy LLC, and Laura Schilling, of Pumpco Services.
The number of law firms and the total headcount of lawyers both have failed to keep pace with the growth observed in other professional and business service sectors, the majority of which have sharply rebounded in the wake of the recession. We suggest several reasons why the headcount of lawyers has stagnated over the past several years, and submit that the square footage currently occupied by law firms is likely to continue to decline over the next several years, though perhaps at a slower pace than has been the case recently.
The Sarbanes-Oxley Act of 2002 was a legislative response to several major corporate and accounting scandals including Enron and Worldcom. The act established new or enhanced standards for all U.S. public company boards, management, and public accounting firms. It aims to protect investors by improving the accuracy and reliability of corporate disclosures. The act created the Public Company Accounting Oversight Board to oversee the audits of public companies and strengthen independence standards. It also mandated CEOs and CFOs to personally certify the accuracy of financial reports, and increased criminal penalties for fraud and other white-collar offenses.
- Leadership on sustainability issues is coming not just from business bosses but also from activists and grassroots supporters. Marketing must educate customers that sustainability is important rather than just promoting it as a niche issue. Effective communication of sustainability messages needs to get personal by utilizing social networks and peer-to-peer channels. Both legislation and influencing consumer habits will be needed to limit consumption and place a value on environmental and social impacts of business.
Dieselgate - Heavy Fumes Exhausting the Volkswagen GroupJaiks Eapen
The document discusses the Volkswagen emissions scandal known as "Dieselgate". It provides background on Volkswagen Group and describes how in 2015, investigations found Volkswagen had installed software on diesel engines to cheat emissions tests. This shattered Volkswagen's brand image and reputation. The new CEO worked to maneuver the company out of crisis by finding technical solutions and regaining trust. Causes of the scandal are analyzed along with Volkswagen's response and efforts to rebuild its image through corporate social responsibility.
The document provides an overview of triple bottom line reporting, including its history, definitions, frameworks, and key aspects. It discusses who issues these reports and why, focusing on sustainability accounting for environmental, social, and economic impacts. The Global Reporting Initiative framework and B-Sustainable bottom-up approach are presented as examples. Key areas covered include social, economic, and environmental performance indicators across sectors.
The document discusses Volkswagen's diesel emissions scandal, known as "Dieselgate". It provides background on VW Group and describes how in 2015, investigations found that VW had installed software on its diesel engines to cheat emissions tests. This shattered VW's brand image and reputation for quality. The new CEO worked to navigate VW out of the crisis by finding technical solutions and regaining trust. Causes of the scandal included an authoritarian culture, ambitious targets, and lack of oversight. The summary discusses how VW responded after identifying issues and preventative measures.
This document discusses a study that found CEO dismissals for ethical lapses are rising. While the overall number of CEOs fired for ethical reasons remains small, the percentage of CEO successions resulting from ethical lapses increased from 3.9% in 2007-2011 to 5.3% in 2012-2016 globally. This increase was even larger in North America and Western Europe. The researchers believe greater public scrutiny, stricter governance rules, globalization risks, digital communications, and constant media coverage have created a business environment with less tolerance for CEO misconduct. However, companies can protect themselves by strengthening ethics and compliance programs and promoting a strong culture of integrity.
The 2015 Corporate Equality Index report found record levels of inclusion for LGBT employees among major U.S. businesses. A record 366 companies achieved a top score of 100%, up from 189 in 2012. Key findings include two-thirds of Fortune 500 companies and over half of rated companies offering transgender-inclusive healthcare, hundreds adopting transgender transition guidelines, and eight in ten providing LGBT-inclusive training. The policies and practices required to earn a perfect score demonstrate top-tier commitments to LGBT workplace equality. Major law firms continued to have the highest representation among 100% rated companies, with 89 of the top 366.
Driving Revenue Growth Through Sustainable Products and ServicesSustainable Brands
The document summarizes key findings from a report on how select companies in the S&P Global 100 are driving revenue growth through sustainable products and services. On average, sustainable products accounted for 21% of revenues in 2013, up from 18% in 2010. Revenues from sustainable products grew 91% between 2010-2013, compared to 15% for overall company revenues. Some companies have set measurable goals to increase sustainable product revenues, with most goals already achieved. Inclusion in sustainable product portfolios is typically determined by products' performance on environmental criteria like reducing emissions and improving efficiency.
GRI and Bloomberg: the value of ESG datamarjella82
This webinar provided an overview of how and why companies should produce their first sustainability report using the Global Reporting Initiative (GRI) framework. It reviewed the key elements of GRI reporting including disclosures, performance indicators, and application levels. It also highlighted resources available from GRI to help with reporting, such as guidelines, sector supplements, templates, and training. Finally, it discussed trends showing increasing adoption of GRI reporting worldwide and in the US.
How world's companies act on corporate social responsibilityGrant Thornton LLP
Business as usual doesn’t cut it anymore for many companies around the world. They are becoming environmentally and socially responsible citizens, and demand the same from their vendors. Data from the Grant Thornton International Business Report reveals what’s driving this change and how it’s playing out across the globe.
Based on more than 2,500 interviews with business leaders, this infographic shows how the U.S. and 33 other countries stack up in their race for claiming responsible corporate citizenship.
See more at: http://gt-us.co/ZLFN4u
The need for the Social & Human Capital Protocol Jan. 2019 - AHC GroupMike Wallace
This document summarizes a presentation about the need for the Social & Human Capital Protocol. It discusses the evolution of environmental, social and governance guidance over the past 20 years. It outlines increasing investor demand for ESG performance data. The presentation describes recent corporate and investor activity related to social and human capital topics. It provides an overview of the Social & Human Capital Coalition and its goal to standardize social and human impact measurement and valuation for businesses. The Coalition is developing a protocol to guide companies in measuring, valuing and managing their social and human impacts.
The document discusses reporting on social and environmental impacts using a triple bottom line framework. It explains that a triple bottom line looks at an organization's economic, social and environmental performance. Key points covered include the importance of accountability, prioritizing stakeholders, tools for social accounting, and examples of metrics used to measure the three parts of a triple bottom line.
GreenBiz 19 Workshop Slides: The Evolution of Social and Human Capital Manage...GreenBiz Group
The document summarizes the evolution of social and human capital management and guidance over the past 20+ years. It discusses recent developments like companies being asked to consider their purpose and impact on communities. It also outlines the launch and structure of the Social & Human Capital Protocol, which provides a process for companies to measure, value and manage social and human capital. The protocol draws from existing best practices and underwent public consultation. The coalition aims to mainstream social and human impact measurement and improve related business performance.
This document provides information about the CXO Event that is being launched by Global Business Intelligence on June 23rd during the International Festival of Business. The CXO Event will feature five professional learning tracks for C-level executives, as well as interactive sessions, workshops and roundtables. It aims to provide insight, opportunities to forge new connections and secure new customers. Global Business Intelligence is an ideas network that can help executives build relationships and access the world's leading business minds through events and online content.
This book addresses two major trends facing supply chain management professionals: increased scrutiny and compliance responsibilities due to globalization, and societal expectations for companies to conduct business responsibly. As supply chains have expanded globally, it has created new risks around issues like counterfeiting, money laundering, and human rights that the book will discuss. Additionally, customers now care not just about a company's profits but how they earn them, and firms seen as irresponsible will lose business to more conscientious corporate citizens. The book aims to provide insight for supply management professionals navigating this new global business paradigm.
The document discusses the different factors of a PEST analysis - Political, Economic, Social, Technological, and Environmental. It provides examples of each factor and how they can impact businesses, particularly the ecommerce industry. Political factors include laws and regulations. Economic factors like recessions can significantly affect business revenue and profits. Social and technological trends also influence ecommerce brands, who must stay ahead through technology investments to find growth in a competitive landscape. Environmental sustainability is also considered.
The annual BSR/GlobeScan State of Sustainable Business Survey provides insights into corporate sustainability from over 700 professionals. The survey found that:
- Human rights and workers' rights continue to be top priorities for corporate sustainability efforts over the next 12 months. However, prioritization of climate change has declined since 2009.
- Supply chain issues and the Rana Plaza disaster were seen as the most significant sustainability events of 2013, while climate change and water management are predicted to be most significant in 2014.
- Collaboration is common, especially with NGOs, businesses, and industry groups, but government is viewed as the most difficult to collaborate with. Climate change and public policy are seen as needing the most collaboration
The document summarizes the key findings of a survey and research on emerging risks facing businesses. It identifies four top risks: 1) Infrastructure and supply chain risk was expected to have the largest negative financial impact due to lack of visibility into complex global supply chains. 2) Environmental risk was the second overall concern affecting all sectors. 3) Cyber risk and D&O risk tied for third as businesses realize internal errors are a large source of cyber risk and regulations are increasing liabilities for directors and officers. The research highlights the need for improved risk education, information sharing between companies and insurers, and a focus on internal security processes to help businesses address these emerging threats.
This chapter discusses corporate social responsibility (CSR) reporting in the retail industry. It describes how retailers are increasingly reporting on their CSR initiatives in annual reports. Walmart and Gap are used as examples, mentioning their environmental and community efforts. The chapter then discusses frameworks for linking CSR strategically to a company's processes and products. It also examines the different types of CSR responsibilities for private companies, such as formal legal obligations and informal social expectations. Finally, it provides an overview of Boots Ltd.'s CSR report, which uses the Global Reporting Initiative's G3 guidelines to describe the company's CSR priorities and progress.
BoyarMiller Breakfast Forum: Perspectives on the Energy Industry 2019BoyarMiller
As part of its ongoing Breakfast Forum series, BoyarMiller gathered industry experts for a moderated discussion on the Perspectives on the Energy Industry 2019. Speakers included with Piper Jaffray, Matt McCarroll with Fieldwood Energy LLC, and Laura Schilling, of Pumpco Services.
The number of law firms and the total headcount of lawyers both have failed to keep pace with the growth observed in other professional and business service sectors, the majority of which have sharply rebounded in the wake of the recession. We suggest several reasons why the headcount of lawyers has stagnated over the past several years, and submit that the square footage currently occupied by law firms is likely to continue to decline over the next several years, though perhaps at a slower pace than has been the case recently.
The Sarbanes-Oxley Act of 2002 was a legislative response to several major corporate and accounting scandals including Enron and Worldcom. The act established new or enhanced standards for all U.S. public company boards, management, and public accounting firms. It aims to protect investors by improving the accuracy and reliability of corporate disclosures. The act created the Public Company Accounting Oversight Board to oversee the audits of public companies and strengthen independence standards. It also mandated CEOs and CFOs to personally certify the accuracy of financial reports, and increased criminal penalties for fraud and other white-collar offenses.
- Leadership on sustainability issues is coming not just from business bosses but also from activists and grassroots supporters. Marketing must educate customers that sustainability is important rather than just promoting it as a niche issue. Effective communication of sustainability messages needs to get personal by utilizing social networks and peer-to-peer channels. Both legislation and influencing consumer habits will be needed to limit consumption and place a value on environmental and social impacts of business.
This document provides an overview of a seminar on corporate social responsibility (CSR). It begins with definitions of CSR, comparing European and Japanese approaches. It outlines the business benefits of CSR and results from global and UK CSR surveys. It then details CSR concepts, standards, guidelines and related laws/regulations. The five basic fields of CSR are given as governance, market, environment, workplace and community. Two case studies on CSR issues involving child labor are presented. The document concludes with important viewpoints for implementing CSR such as stakeholder engagement, strategic CSR communication and linking CSR activities to core business.
This document provides an overview of a seminar on corporate social responsibility (CSR). It begins with definitions of CSR, comparing European and Japanese approaches. It outlines the business benefits of CSR and results from global and UK CSR surveys. It then details CSR concepts, standards, guidelines and related laws/initiatives. The five basic fields of CSR are given as governance, market, environment, workplace and community. Two case studies on CSR issues are briefly described. The document concludes with important viewpoints on implementing CSR such as stakeholder engagement, strategic CSR communication and linking CSR activities to core business.
More companies are adopting sustainable business models that consider environmental and social impacts, not just profits and shareholders. This is driven by consumer expectations, empowerment, and demands for corporate social responsibility. Effective measurement of economic, social and environmental performance allows companies to understand trade-offs and stakeholder perceptions, which influence reputation. Managing reputation among stakeholders is important for competitive advantage and business outcomes like brand equity and social license to operate.
The growing public distress about the corporate world's impact on our environment is driving executives and investors alike to see their activities through an increasingly greener lens. From Dell to Caterpillar to Goldman Sachs, companies of all types and sizes are voluntarily communicating information to stakeholders about their business's impact on the environment.
This document summarizes a report on sustainable business practices at different levels of organizations. It discusses how attitudes have shifted to view businesses as having broader social responsibilities. While profits remain important, stakeholders now expect companies to operate responsibly. The document examines challenges in integrating sustainability, such as short-term thinking from public investors. It provides examples of companies finding business value in tackling social and environmental issues core to their operations through employee engagement, goal-setting and transparency.
Presentation given to the Association of Community Practitioners in Bucharest, Romania, on September 12 2011. The presentation covers business management issues relating to sustainability, the business case for ethics, management trends, upcoming and potential EU legislation around reporting, and how companies are specifically engaging in embedding sustainability in to their operations.
The sustainability and compliance agenda is constantly moving forward. Companies are finding new innovative ways of addressing sustainability challenges. New compliance issues emerge. Stakeholders voice a wide range of demands and requirements. In this volume of Sustainability & Compliance Trends, we highlight five trends that focus on creating value either through new innovative approaches or through understanding how
to navigate in an increasingly complex compliance agenda.
Enjoy!
Business ethics presentation peter greenham iigi fwr group sustainable indep...Independentgroup
1.0 Cyber Attacks/Loss of Data
From a recent study Eighty percent of companies found that Loosing of data from USB sticks and mobile devices pose a significant risk to the organisations network.Cyber attacks to be an even bigger risk year, business owners will need to ensure they have the most up to date security systems and that all staff are adequately trained in proper data security.
A recent study identified that 400 companies lost over 12,000 customer records, with an average cost of $214 per record the amount of losses could exceed $2.5 Million.
A recent event where Russian hackers hold a medical centre after encrypting thousands of patient health records.
This document discusses the emerging contractual partnerships between sustainability non-profit groups and corporations. While advocates argue the partnerships allow non-profits to leverage corporate influence and funding, there are also concerns about the increasingly business-like nature of these relationships and whether non-profits maintain their independence. The document explores examples like Forum for the Future, which offers different partnership levels and fees for corporations, and examines the risks if non-profits provide paid services without sufficient public benefits. Clear rules are important to legitimize corporate partnerships while maintaining non-profits' charitable missions.
This document summarizes the key findings of a report on European companies' sustainability efforts. It finds that over half of companies maintained sustainability commitments despite financial obstacles. Senior leadership is key to implementing strategies, but few formally link executive compensation to sustainability targets. While costs savings are popular initiatives, some companies link sustainability to innovation and competitive advantage through partnerships, reporting, and new technologies. Overall progress is being made, but greater collaboration and fully integrating sustainability is needed.
Market Insights from Top Researchers, Part 2: Market Conditions, Incentives, ...Sustainable Brands
In this data-rich session, top-notch researchers will share their latest observations around the state of play of corporate sustainability within the broader economy, focusing on appetizing new market conditions, incentives, ROI studies and risk management opportunities. Each presentation will be followed by Q&A allowing attendees to glean additional insight on the spot and identify knowledge gaps by discussing the landscape of available data. Expect a wealth of hard information, accompanied by a great opportunity for Q&A with researchers and peers to help inform your strategy for 2014 and beyond.
The CDP S&P 500 Climate Change Report provides an annual update on greenhouse gas emissions data and climate change strategies at America’s largest public corporations in response to CDP’s disclosure request from 767 investors representing $92 trillion. This report presents the progress achieved by 70% of S&P 500 companies in integrating climate change risk management into strategic planning, taking action towards emissions reductions and demonstrating a long-term view of how to best manage the assets of shareholders.
M1 CSR - Introduction to SME Corporate Social Responsibility (CSR).pptxcaniceconsulting
This document provides an introduction to a module on corporate social responsibility (CSR) for small and medium enterprises (SMEs). It discusses how SMEs are central to Europe's economy and sustainability. CSR can help SMEs implement sustainability measures and benefit their bottom line through improved reputation, employee contribution, brand, customer loyalty, and access to capital. The document outlines the four pillars of CSR - marketplace, workplace, environment, and community. It provides examples of CSR benefits like cost savings, customer and employee satisfaction. Overall, the document promotes CSR adoption among SMEs and its associated economic, social, and environmental advantages.
M1 CSR - Introduction to SME Corporate Social Responsibility (CSR) 04.07.202...caniceconsulting
This document provides an introduction to a module on corporate social responsibility (CSR) for small and medium-sized enterprises (SMEs). It discusses how SMEs are central to Europe's economy and sustainability, employing around 100 million people and accounting for over 50% of Europe's GDP. Implementing CSR strategies can benefit SMEs through improved financial performance, customer and employee satisfaction, and reputation. The module will explore how aligning CSR with the UN Sustainable Development Goals can further unlock opportunities and impact.
Repsol's 2013 performance summary provides key economic and environmental indicators for 2011-2013. Economically, investments and R&D spending remained steady while taxes paid and net profit decreased. Environmentally, total energy consumption was largely unchanged while direct CO2 emissions increased slightly and biofuel distribution decreased significantly.
The 1st iteration of the Ethical Corporation magazine, published in December 2001. Some of the stories covered include;
** Del Monte Kenya Limited ignoring employees and local community welfare to their peril
** Focus on investment risks due to human rights violations in corporate supply chains
** The need for brands to engage employees on purpose
**A focus on what's driving the recently introduced FTSE4Good indice
The #RBSEU showguide. Containing a feature on cause capitalism, a full run-down on our speakers, the finalised timed agenda and a 'meet the sponsors' section
Europe's premier meeting place for responsible business professionals - 400+ attendees to learn how to build trust and purpose for their business.
** Manage business risk: Promote a responsible culture and mitigate risk throughout the value chain
** Partner successfully: Identify opportunities to add real value to brand and reputation
** SDGs - how business can deliver: Redevelop your strategy and identify the required capabilities and relationships
** Influence customer behaviour: Engage all departments to deliver a positive change in customer behaviour
** Relate to investors: deliver bottom line value for your business
Top level speaking companies include: Telefonica O2, Virgin Atlantic, Unilever, AkzoNobel, Patagonia, Fairphone, SalesForce, M&S, Janssen and many more
The following are extract pages taken from the February 2016 Ethical Corporation magazine. There's analysis on:
** US Presidential elections and the lack of a sustainability agenda
** Briefing on the food industry and the challenges of feeding the global population
** Our roundup of the latest brand, ngo, academic news and announcements
** Feature on sustainability within the automotive sector
The January edition of the Ethical Corporation magazine has recently been published. As always the magazine pulls together the latest reports, announcements, news and trends and are distilled an easy to digest format. We do all of the reading and analysing so our Subscribers don't have to.
Key topics covered in the January issue include:
CSR trends for 2016 - Using our cross-industry contacts we outline how 2016 will be a year of significant change, particularly on the investment, technology, energy and transparency front
NGO partnership case study - Partnerships are a key component of the SDGs. This case study looks at how Target, Walmart and Forum for the Future have teamed up to change the personal care and beauty products industry
COP21: What it means for companies - Now the dust has settled on the Paris Climate talks we analyse how the announcements and targets will impact companies
A critique of Hess and Diageo's sustainability reports
Our monthly CR cheatsheet, EthicsWatch, NGOWatch, PolicyWatch and BrandWatch - finding, digesting and reporting on all the latest announcements and news in small snippets.
The full issue can be accessed via our Subscriber-only magazine library here
Below are some extract pages from January magazine as a little thank you from us for reading our blog...
In November 2014 Ethical Corporation conducted a survey of our CSR and Communications community to gauge some current trends in sustainable communication.
There were 288 respondents in total.
http://ow.ly/I0hGK
The document discusses issues around sustainability in Latin America, including finding the right approach to corporate responsibility in the region and examples of sustainable business models and multistakeholder collaboration. It also profiles Fairphone, a startup developing sustainable smartphones, and examines sustainability challenges in supply chains. The regional briefing focuses on Latin America and includes an in-depth look at Brazil's leadership on corporate sustainability.
This 24-page pack is comprised of the best and most popular articles from EthicalCorp.com. The analysis delves into some of the key issues and topics currently prevalent in the sustainability sector.
You will receive expert and in-depth insight into:
*** How sustainability has become an integral part of the strategy of forward thinking companies
*** Improving sustainability standards and attitudes across the board in your company
*** How industry-leaders are making the difference and tackling sustainability obstacles in leading multinational corporations
*** Reasons why you should remain optimistic about sustainability in the face of apparent adversity
*** In-depth critiques of annual CR reports – giving you the dos and don’ts for your company’s report
*** Changing attitudes towards big business from the general public and the values they hold dear.
Make CR Reporting pay and boost stakeholder engagement via targeted sustainability communications
This is Ethical Corporation at its best: No powerpoint - no theoretical fluff - just robust debate and in-depth, honest discussions with Heads of CR and Comms, and practical sessions on what matters to you the most!
Get more information here - http://events.ethicalcorp.com/reporting
This report analyzes how companies respond to consumers and activists during times of crisis using social media. It examines how activists leverage social media to raise awareness of issues and garner support for campaigns. It also explores the corporate response and lessons learned, including developing social media strategies, monitoring topics and sentiments, and engaging stakeholders through dialogue. The report finds the most effective campaigns use multiple social media elements and that an authentic tone is important for companies during confrontations. It provides case studies and insights from interviews with campaigners and corporations on navigating social media crises.
During the budget session of 2024-25, the finance minister, Nirmala Sitharaman, introduced the “solar Rooftop scheme,” also known as “PM Surya Ghar Muft Bijli Yojana.” It is a subsidy offered to those who wish to put up solar panels in their homes using domestic power systems. Additionally, adopting photovoltaic technology at home allows you to lower your monthly electricity expenses. Today in this blog we will talk all about what is the PM Surya Ghar Muft Bijli Yojana. How does it work? Who is eligible for this yojana and all the other things related to this scheme?
Satta matka fixx jodi panna all market dpboss matka guessing fixx panna jodi kalyan and all market game liss cover now 420 matka office mumbai maharashtra india fixx jodi panna
Call me 9040963354
WhatsApp 9040963354
The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
Efficient PHP Development Solutions for Dynamic Web ApplicationsHarwinder Singh
Unlock the full potential of your web projects with our expert PHP development solutions. From robust backend systems to dynamic front-end interfaces, we deliver scalable, secure, and high-performance applications tailored to your needs. Trust our skilled team to transform your ideas into reality with custom PHP programming, ensuring seamless functionality and a superior user experience.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
Discover the Beauty and Functionality of The Expert Remodeling Serviceobriengroupinc04
Unlock your kitchen's true potential with expert remodeling services from O'Brien Group Inc. Transform your space into a functional, modern, and luxurious haven with their experienced professionals. From layout reconfiguration to high-end upgrades, they deliver stunning results tailored to your style and needs. Visit obriengroupinc.com to elevate your kitchen's beauty and functionality today.
Best Competitive Marble Pricing in Dubai - ☎ 9928909666Stone Art Hub
Stone Art Hub offers the best competitive Marble Pricing in Dubai, ensuring affordability without compromising quality. With a wide range of exquisite marble options to choose from, you can enhance your spaces with elegance and sophistication. For inquiries or orders, contact us at ☎ 9928909666. Experience luxury at unbeatable prices.
Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...Niswey
50 million companies worldwide leverage WhatsApp as a key marketing channel. You may have considered adding it to your marketing mix, or probably already driving impressive conversions with WhatsApp.
But wait. What happens when you fully integrate your WhatsApp campaigns with HubSpot?
That's exactly what we explored in this session.
We take a look at everything that you need to know in order to deploy effective WhatsApp marketing strategies, and integrate it with your buyer journey in HubSpot. From technical requirements to innovative campaign strategies, to advanced campaign reporting - we discuss all that and more, to leverage WhatsApp for maximum impact. Check out more details about the event here https://events.hubspot.com/events/details/hubspot-new-delhi-presents-unlocking-whatsapp-marketing-with-hubspot-integrating-messaging-into-your-marketing-strategy/
Virtual Leadership and the managing workIruniUshara1
Virtual leadership is a form of leadership in which teams are managed via a remote working environment.
Like traditional leadership roles, virtual leaders focus on motivating employees and helping teams accomplish their goals.
Virtual leadership focuses heavily on improving collaboration through communication, accountability, and transparency
Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
1. ECM November_Layout 1 05/11/2013 17:33 Page 1
Sustainable business in Europe
Continent of contrasts
Climate change
IPCC's final warning (again)
Forest offsetting
REDD hot solution?
November 2013
www.ethicalcorp.com
The executive whistle
When to blow, and how to do it
2. ECM November_Layout 1 05/11/2013 17:34 Page 2
rt
C10 % po
e E 10 ur re
ot
Qu ave g yo
s sin
to howca
S
on
Get your report in the
hands of the stakeholders
it was written for!
Stand out from the crowd – promote your Corporate Responsibility
and Sustainability report with our new CR Report Showcase
This is your chance to get your report infront of all
your key stakeholders.
On a daily basis your partners, suppliers, clients,
colleagues, NGOs, academics, governance and press,
visit Ethical Corporation.
We will make sure you get the maximum
exposure that your report deserves.
§ List your report NOW!
Get in touch: +44 (0) 20 7375 7244 | aaron.jackson@ethicalcorp.com
3. ECM November_Layout 1 05/11/2013 17:34 Page 3
Ethical Corporation • November 2013
Contents
Contents
5
From the editor
EthicsWatch
6
Accenture CEO survey
Look for the value
7
Extractive sector transparency
EITI tightens up
8
Arctic activism
Russia gets heavy
9
Child labour
ILO seeks more data
10 Mallen Baker
Electric dreams
Briefing: Europe
p26 Is REDD the offsetting answer?
p37 How to be strong
24 Cheat sheet
Reports and research, distilled and analysed
32 BrandWatch
Power to the people, from Ikea
12 Un-common market
14 Corporate reputation recovery
18 EU red tape that works?
26 Emissions and deforestation
REDD alert
21 Spit and Polish
30 NGOwatch
Russia’s in the Antarctic too
Strategy and management
34 IPCC’s new report
Same old same old?
37 The GlobalEthicist
How to blow the whistle
39 Global Compact 100
A credible new ethical index
31 Peter Knight
We can’t share everything
43 China column
Paul French is back in Burma
Review
44 Report: Merck
45 Report: City of Warsaw
46 New books
47 Academic news
COVER IMAGE: ISTOCKPHOTO
48 People on the move
p11 Europe's great and the (not-so) good
p34 More bad news
50 Toby Webb
Risky business
3
4. ECM November_Layout 1 05/11/2013 17:34 Page 5
Ethical Corporation • November 2013
From the editor
Welcome to the November 2013 issue
he reputation of business in Europe has seemingly never been
lower, as the continent’s economy continues to only slowly
recover from the financial crisis and its after effects. This is particularly so in the continent’s southern states, where unemployment
remains very high. Certainly there is a public and media appetite to
weed out the corporate bad guys, as the scandals on company tax
policies, executive pay levels, and everything else have demonstrated.
Any observer of the European Union would be unsurprised to
learn that the European commission in Brussels has, as for many
things, released guidance and regulations regarding corporate
responsibility. Unlike some other commission activity, however,
reaction to these regulations has been largely positive. There is
much to be said for standardising the approach on these businesscritical matters for companies that have operations across the EU.
Some companies, of course, have seen the opportunity in regaining
trust through developing more sustainable business models, as our
briefing, from p11, demonstrates.
Elsewhere in this issue, from p34, we focus on what the recent
report from the Intergovernmental Panel on Climate Change really
means for business. It’s sadly very tempting to say ‘here we go
again’, and certainly a lot of what the IPCC says now is merely
confirming what the panel has always said. There is a pressing
need for companies to look beyond the next few years and to really
think about what increased global temperatures will mean for them
and their supply chains. Even if we manage to keep the world’s
climate within the 2C increase that scientists regard as the
maximum safe limit, companies will be operating in a far more
uncertain world.
In our strategy and management section, the latest from our
GlobalEthicist columnist focuses on the difficult situation a toplevel executive whistleblower can find him or herself in, and what
T
the options are to get out of the situation. Clearly an employee at
any level in a company can find themselves uncomfortable – on an
ethical, moral or personal basis – with the actions of others. Responsible organisations have strict codes
of conduct in such circumstances,
with clear guidance for employees
including communication channels
through which they can make their
concerns known. But when you are
near the top of a company, or even at
the top like the former Olympus chief
executive Michael Woodford, your
options become, inevitably, more
limited. See how you can extricate
yourself from p37.
The executive whistle
When to blow, and how to do it
Also this month we have all our
usual columnists and story analysis,
plus reviews of reports from Merck and the City of Warsaw,
which is the self-proclaimed first report to follow the new GR4
guidelines.
Ethical Corporation will be back in early December with our
usual review of the year and our preview for 2014. If there’s
anything you think we should include, please get in touch. n
Sustainable business in Europe
Continent of contrasts
Climate change
IPCC's final warning (again)
Forest offsetting
REDD hot solution?
November 2013
www.ethicalcorp.com
Ian Welsh
Editor
Contributors: Rob Bailes, Mallen Baker, Oliver Balch,
Andrea Bonime-Blanc, Aleksandra Dobkowski-Joy,
Jon Entine, Paul French, Stephen Gardner, Nadine Hawa,
Phoebe Hayes, Peter Knight, Judy Kuszewski, Claire Manuel,
Eric Marx, Jerri-Lynn Scofield, Toby Webb
Publisher: Toby Webb
toby.webb@ethicalcorp.com
Editor: Ian Welsh
ian.welsh@ethicalcorp.com
Contributing editor: Mallen Baker
Sub editors: Sarah Burton, Gareth Overton
Business Intelligence for Sustainability
People on the move
7-9 Fashion St, London E1 6PX UK
Subscriptions: +44 (0) 20 7375 7575
Editorial: +44 (0) 20 7375 7213
ISSN 1758-1575
52
Advertising and sales: Oliver Bamford
Design: Alex Chilton Design
moves@ethicalcorp.com
oliver.bamford@ethicalcorp.com | +44 (0) 20 7375 7518
info@alex-chilton.co.uk | +44 (0) 20 7042 6340
Subscriptions
subs@ethicalcorp.com | +44 (0) 20 7375 7575
Corporate subscription
packages from £495
Ethical Corporation is printed by Four Way Print Ltd on Green Coat plus paper, which
comprises 80% recycled and 20% Forest Stewardship Council certified source material.
5
5. ECM November_Layout 1 05/11/2013 17:34 Page 6
6 EthicsWatch
Ethical Corporation • November 2013
EthicsWatch
Get off my land
impact, says the report.
“What we heard from CEOs is that they are
struggling to make the case that links sustainability with business value. Although they
haven’t lost faith with markets, they believe
that governments are going to have to intervene to set the right market conditions to
ensure that the right kind of outcomes are
rewarded,” says Peter Lacy, Accenture’s
managing director of strategy and sustainability in Asia-Pacific, and lead author of the
CEO study.
Analysis: CEO survey
Bosses seek
sustainability value
By Rob Bailes
Company bosses feel constrained by market
expectations, but transformational leaders
are emerging
ustainability remains firmly on the business
leader ’s agenda, but chief executives are
increasingly finding themselves constrained by
market expectations and unable to quantify and
harness the business value of sustainability.
JUPITER IMAGES
S
Sustainability still isn’t everyone’s cup of tea
This was the prevailing view that emerged
from a new UN Global Compact-Accenture
study of more than 1,000 global CEOs from 27
industries and 103 countries. The third Global
Compact CEO Study claims to be the largest
piece of research into the views of chief executives on sustainability to date.
It finds that while CEOs remain convinced
that sustainability can be a driver of growth
and innovation, businesses are struggling to
deliver the business case at scale. An inability
to make the connection between sustainability
and business value is seen as a critical factor in
blocking further progress to embedding
sustainability.
And 83% of CEOs believe that an increase
in government intervention – by way of
providing an enabling environment for the
private sector – is integral to advancing
sustainability. Government intervention can
help move sustainability beyond incremental
advances to a collective and transformative
Transformational leaders
Of unique interest to this year’s study, Lacy
says, was the identification of an emerging
group of transformational leaders. These are
CEOs of companies that demonstrate both
sustainability leadership and traditional high
business performance, and they are framing
sustainability in very different ways from
other companies.
“They are companies that are able to
monetise sustainability through their top line,”
Lacy says. “They are able to drive a sustainability innovation agenda that is very clearly
and tangibly linked to value and that’s where
they are able to convince the customer and
consumer that this all makes sense.”
What attributes do transformational leaders
possess? The report identifies several
emerging themes that are enabling transformational leaders to achieve both value creation
and sustainability impact.
One strong theme is the ability to move
beyond reactive and incremental responses to
external pressures in favour of a deeper understanding of sustainability as a driver of
innovation, differentiation and growth. These
businesses are converting sustainability to
advantage and value creation.
Another major point of differentiation, says
Lacy, is the commitment of these companies to
engage in partnerships and collaboration
throughout the value chain. They recognise
the value of external collaboration in helping
the business to achieve its sustainability goals.
Last, but not least, transformational leaders
are measuring the value of sustainability to the
company. These companies are quantifying
the impact of their initiatives and sustainable
business models to the company, as well as
tracking their impact on local communities.
RSOKOLOFF/ISTOCKPHOTO
What bosses think, the EITI pushes on, the Arctic 30 and child labour
Greenpeace is hoping to obstruct
hydraulic fracturing, or fracking, for
shale gas in the UK by encouraging
use of trespass laws. Greenpeace
campaigner Anna Jones says: “Under
English law, if you own land, your
rights extend to all the ground
Anti-fracking action intensifies
beneath it. If someone drills under
your home without permission, it is
trespass.” Fracking companies would
have to obtain explicit consent from
all landowners, Greenpeace says.
Evidence for the claim comes from a
legal case involving businessman
Mohammed al-Fayad, former owner
of Harrods, who in 2010 won
compensation for trespass from an oil
company that drilled without
permission under his Surrey estate.
The UK Department of Energy and
Climate Change says that oil and gas
developers can negotiate access rights
with landowners.
Food for thought
Hard on the heels of revelations from
retail giant Tesco about the amount of
supermarket food wasted in the UK,
the European commission in Brussels
is considering European Union food
waste reduction targets. The emphasis
would be on cutting waste from the
distribution and post-retail stages of
the food supply chain, the commission says, meaning most pressure to
achieve cuts could fall on supermarkets and consumers. The
commission’s proposals could be
published by the end of the year.
Meanwhile, an October report from
the non-profit Waste Resources
Action Programme (Wrap) found that
waste from the production of food in
the UK outweighed waste arising from
its distribution and consumption. In
2011, 4.3m tonnes of food was
wasted, but 3.9m tonnes of that is
“manufacturing waste”, Wrap says.
6. ECM November_Layout 1 05/11/2013 17:34 Page 7
Ethical Corporation • November 2013
Analysis: Extractive Industries Transparency Initiative
A number of companies that promote
themselves as green business leaders
have had their commitment to
sustainability brought into question
by signing a letter to President Obama
calling for the approval of the controversial Keystone XL pipeline. The
October letter, signed by 168 chief
executives, emphasises the need to
boost economic recovery and
enhance US competitiveness, and
says environmental concerns could
“be managed”. Signatories include
the leaders of GE, Siemens and
PricewaterhouseCoopers, which
compiles the Carbon Disclosure
Project’s indexes. Critics say the letter
demonstrates business hypocrisy
when it comes to reducing emissions
and combating global warming. The
Keystone XL pipeline would transport
emissions-intensive oil from Canada’s
tar sands to the Texas Gulf coast.
EITI digs in
By Jerri-Lynn Scofield
Ten years on from its launch, the EITI has
developed its standard and is expanding
its membership
BMW
BMW has been taken aback by
demand for its first electric car, the i3,
which will start to be delivered in
Europe in November. About 8,000
of the cars have been reserved by
customers, exceeding the firm’s
expectations. The i3 will sell for about
£30,000, and BMW is seeking to
Sparking a revolution
soothe “range anxiety,” or concerns
that electric vehicles will too quickly
run out of power, by offering
customers the option of a back-up
conventional vehicle that can be used
for longer journeys. BMW chief financial officer Friedrich Eichiner says: “If
demand holds, and that’s what it is
looking like, we will have to invest
more.” Electric cars look set to roll out
on an ever greater scale: Volkswagen
has outlined plans to offer as many
as 40 models of electric vehicles.
arlier this year, the Extractive Industries
Transparency Initiative took a major leap
forward with the adoption of a stricter new
standard at its biennial conference in Australia.
“[This] is an illustration that multistate
corporate governance need not be a feeble
lowest common denominator effort, but can
reflect real leadership in taking policy where it
hasn’t been before,” says Jonas Moberg, head US to join the party
In addition to the four EU countries that have
of the EITI’s secretariat in Oslo.
When EITI was launched 10 years ago, both announced intentions to join EITI, the US has
governments and companies resisted disclosing revealed similar plans, and is expected to
even basic information. “With the new EITI submit its EITI application early in 2014.
standard, the consensus as to what
should be disclosed has broadened
significantly,” says Moberg.
The new standard requires
going beyond merely looking at
fiscal data – such as corporate tax
and other payments – to look in
detail at the licensing application,
beneficial ownership, and specific
contractual provisions that apply to
resource extraction.
Although “any country with a
significant resource extraction
sector could benefit from implementing the EITI standard”,
Moberg says, initially, the EITI was
aimed at developing countries with EITI brings benefits beyond simply transparency
a large dependency on resource
extraction.
The EITI’s focus on transparency and
“Now, there’s been a shift to middle and disclosure has also stimulated tightened
higher income countries also implementing accounting disclosure requirements in both
the EITI standard,” says Moberg, with the UK the EU and the US for companies involved in
and France announcing intentions to join the resource extraction, requiring them to report
EITI at the meeting in Australia, and Italy and payments to government officials in third
Germany following at the G8 Summit in June. countries. (The US requirements are
Forty-one countries are presently imple- temporarily in limbo, following an adverse
court decision in July.)
menting the EITI standard.
Although the new US rules don’t make
EITI itself has no authority to enforce its
standard by taking domestic or international such payments themselves any more per se
legal action against countries that fail to meet illegal than they already are under existing US
their EITI commitments. But it can determine law, inaccurate disclosure of such payments
its membership – an authority it has used to could trigger US securities law liability, and
enforce compliance.
possibly prompt private lawsuits by investors.
“EITI delisted Equatorial Guinea in 2009, And the increased transparency will also alert
São Tomé and Príncipe in 2009, and Gabon in the media and civil society groups in countries
2013. Currently, the EITI has suspended the where such payments are made.
E
Electric avenue
Central African Republic, DR Congo, Madagascar and Sierra Leone, and each of these
countries could face delisting, if remedial
measures are not taken,” says Anders
Kråkenes, EITI communications manager. São
Tomé and Príncipe responded to EITI censure
and the island nation has been readmitted to
the organisation.
“What is always hard to get people’s heads
around is that EITI started as a quasi multilateral response to NGO campaigning,” says
Moberg. “The early hope was that it would
result in a voluntary corporate social responsibility code. But it’s gone much further. The
EITI instead evolved into a standard implemented by governments.”
HUNTSTOCK
Practise what you
preach?
7
EthicsWatch
7. ECM November_Layout 1 05/11/2013 17:34 Page 8
8 EthicsWatch
Ethical Corporation • November 2013
Cottoning on
By Eric Marx
Russia’s heavy-handed treatment of
activists protesting against Arctic drilling
looks to have set the tone for this new
battleground
hen it comes to taking on the fossil fuel
industry, what does direct action look like?
If you’re Greenpeace, the obvious answer is
to try to interrupt major oil operations in the
Arctic – where an estimated quarter of the
world’s oil and gas reserves are thought to
reside. The global conservation organisation has
consistently called for a sanctuary around the
north pole and a ban on oil
drilling in the Arctic, but only in
the past two years did it launch a
more confrontational approach
involving the illegal boarding of
offshore oil rigs.
The risky strategy has helped
attract attention to dangerous
Arctic energy exploration. In late
September Greenpeace drew the
full fury of the Russian state on
30 activists, after two of their
party scaled Gazprom’s new oil
platform Prirazlomnaya.
While the Greenpeace vessel The new normal for activists?
Arctic Sunrise sat in international
waters, Russian coastguard officers forcibly significant decline in output from its convenboarded and seized control of the ship, tional reserves and so must turn to oil
arresting the entire crew, initially on a charge prospecting in the icy waters north of the
of piracy. While the original charges have been Arctic Circle.
scaled back, all 30 remained in custody seemFor this reason, “Greenpeace sees
ingly facing lengthy jail terms in late October [Gazprom’s oil platform Prirazlomnaya] as the
thin edge of the wedge”, says Anthea Pitt,
as Ethical Corporation went to press.
executive editor of Petroleum Economist
magazine. “If it comes off, then it’s almost open
‘Blatant intimidation’
“The Russian authorities are trying to scare season for the entire Arctic.”
Gazprom’s giant $4bn Prirazlomnaya
people who stand up to the oil industry in the
Arctic, but this blatant intimidation will not platform could supply oil directly to the global
succeed,” Greenpeace International executive market by early 2014 and, in the process, help
director Kumi Naidoo said following the arrests. solidify Russia’s position as a global energy
Naidoo subsequently offered himself as leader.
“Ignoring this case will only embolden
security for the so-called Arctic 30 – 28 Greenpeace activists and two freelance journalists – Russian authorities further,” warns Cooper.
“What specific governments and the interwriting in a letter mailed to the Russian president, Vladimir Putin, of his willingness to national community, in general, need to focus
“share” their fate. Human rights organisations on is not whether they support what Greenin Russia see the Greenpeace arrests as one peace did at the Prirazlomnaya oil rig, but the
more sign of a Russian Federation bent on fact that the Greenpeace activists were
unarmed protesters whose actions do not
stifling any kind of democratic dissent.
“Since Putin came back to power things warrant such grotesque criminal charges.”
W
Concern about forced labour in the
cotton fields of Uzbekistan is
prompting an increasing number of
brands to refuse to buy cotton from
the country, according to campaign
ISTOCK
Testing the waters
have gone from bad to worse,” says Sergei
Nikitin, Amnesty International’s Moscow
office director. “Here we have peaceful, nonviolent actions from a well-known
organisation which identified itself.”
The arrest of the Arctic 30 through the use
of disproportionate sanctions is essentially an
international version of the Pussy Riot case,
says Tanya Cooper, Russia researcher at
Human Rights Watch.
“This is a message to show Greenpeace how
high the stakes are for their environmental
activism,” says Cooper.
Energy analysts say the Greenpeace action
may have struck a nerve with the Russian state
at a time when it is particularly vulnerable:
heavily dependent on oil and gas revenues to
finance government operations, it faces a
An opaque supply chain
IGOR PODGORNY/GREENPEACE
Analysis: Arctic 30
group the Responsible Sourcing
Network (RSN). In the run-up to this
year’s cotton harvest, Ikea, Marks
Spencer and Canadian sportswear
label Lululemon athletica joined 133
other signatories in a pledge against
forced labour. As we have reported in
Ethical Corporation, each year in
Uzbekistan, under a “quasi-feudal”
system, state employees, students and
even young schoolchildren must help
out with the harvest or face punishment. Uzbekistan has this year, for
the first time, allowed International
Labour Organization inspectors to
observe the harvest, though it is
“difficult for citizens to speak openly
with ILO monitors”, RSN says. Most
Uzbek cotton goes to Bangladesh and
China, making it hard to assess the
effect of the brands’ boycott.
100 pledges
A worker-safety accord committed to
improving conditions in the factories
of Bangladesh reached a 100-brand
milestone in October. The three
signatories that took the Bangladesh
Accord on Fire and Building Safety
past its century are Woolworths
Australia, Germany’s Gebra, which
makes safety warning products, and
international trader Wünsche Group.
The accord was established by international unions IndustriALL and UNI
in the wake of the April 2013 Rana
Plaza factory collapse, which killed
more than 1,000 textile workers. By
signing the accord, brands pledge to
make funds available for factory
safety upgrades, and that workers
will continue to be paid while renovations are taking place.
8. ECM November_Layout 1 05/11/2013 17:34 Page 9
Ethical Corporation • November 2013
EthicsWatch
9
On track
Analysis: child labour
Too many children
still at work
By Judy Kuszewski
A new report claims good progress on
child labour, but warns against complacency
new report from the International Labour
Organization’s International Programme
on the Elimination of Child Labour (IPEC)
shows a steep decline in child workers worldwide during the period 2008-2012. The report
is the latest in IPEC’s periodic surveys that aim
to measure trends in child labour, towards the
ILO target to eliminate the worst forms of child
labour by 2016.
The report identifies 168 million children
engaged in child labour worldwide, down
from 215 million in 2008, and 245 million in
2000. More than half are involved in hazardous
work, considered one of the worst forms of
child labour. While Asia and the Pacific regions
report the highest absolute numbers of child
labourers, the highest rate of child labour per
capita remains in sub-Saharan Africa.
A
Well reputed
YONGYUAN/ISTOCK
Companies with better reputations
for corporate responsibility are much
more likely to be recommended by
their customers than laggards,
according to the 2013 CSR RepTrack
100 study, carried out by US-based
consultancy the Reputation Institute. The RepTrack survey, covering
55,000 consumers globally, found
that 73% would recommend companies perceived to be “delivering on
corporate social responsibility”, but
Social value engine
only 17% would recommend companies seen to be “poorly delivering”.
The companies with the world’s best
reputations, according to the study,
are Microsoft, Disney, BMW and
Google. “Companies must recognise
that creating social value is a prerequisite to creating business value. That
makes monitoring and quantifying
the returns on CR essential,” the
Reputation Institute says.
not be met as evidence of this danger.
Gerard Oonk of the Stop Child Labour
Campaign coalition warns: “It’s not clear what
specific plans individual countries have to
speed up progress, and whether ILO is able to
MYOUSSEF/ISTOCKPHOTO
Zurich-headquartered Credit Suisse
has launched what it says is the
world’s first stock market tracking
index to follow the performance of
companies with lesbian, gay, bisexual
and transgender (LGBT) friendly
policies. The index follows US companies that score high on the Human
Rights Campaign’s Corporate Equality
Index, which benchmarks corporate
policies and practices on LGBT
employees. Companies tracked by the
index include Apple, Johnson
Johnson, Pfizer and Wells Fargo.
Timothy O’Hara, Credit Suisse global
head of equities, says: “Wall Street,
and Credit Suisse in particular, has
a strong track record of providing
leadership and support for LGBTrelated issues.”
Devil in the detail
While the improvements in numbers are
heartening, the picture is considerably more
complex in the detail. The report is transparent
on the fact that gaps remain in the data,
citing “eastern Europe, central Asia, the
Pacific, developed countries and several Asian
countries” as having missing or incomplete
data.
However, IPEC’s senior statistician Yacouba
Diallo says the picture is getting better. “Our
current data coverage is an improvement on
our previous estimate. We cover 53% of the
population of children aged 5-17, compared to
[previously] around 44%. This is based on 75
national data sets.”
Are the data gaps not cause for concern,
then? Diallo explains: “There are gaps in
certain regions, but that doesn’t mean we have
no data – just not enough to provide an
estimate for these regions. For this kind of
exercise, we aren’t able to provide statistics
because of our sample size in these regions.”
NGOs and the ILO alike express concern
over the potential for complacency that could
undermine the progress recently made, and
cite the fact that the 2016 target for the elimination of the worst forms of child labour will
A burden not to be borne
monitor it. The Dutch government, for
example, are working on a global risk analysis
of where the risk is in which industries. They
will then use this to focus on where the risk is
greatest, cooperate with NGOs and unions,
and use their own influence in specific sectors
where the risk is highest.”
The ILO’s Benjamin Smith explains that,
while the focus of the report is on policy
makers, there are clear actions private sector
employers can take to continue and accelerate
the trends in reduction in child labour.
“Companies can have a clear policy of no tolerance of child labour in their operations and
supply chain, then do their due diligence on
children’s rights. Most child labour, by vast
margins, occurs in the informal economy.
Therefore, we need to work towards formalising those parts of supply chains to get at the
root causes of child labour.”
And with 168 million instances of child
labour, there is still a lot to do.
9. ECM November_Layout 1 05/11/2013 17:34 Page 10
10 Columnist: Mallen Baker
ISTOCK
Ethical Corporation • November 2013
Energy supply
Lack of leadership will lose
the argument
As the public debate over high energy prices intensifies, we need
strong leadership to build consensus for climate change action,
says Mallen Baker
hatever else it is, Facebook is a
forum for the expression of
opinions by whatever cross-section
you’ve managed to gather as
friends through your life. For some
reason, I’ve managed quite a large
cross-section. But I’m not sure it
would end well if they all found
themselves in the same room as
each other.
There is one thing, though, that
many of them seem firmly agreed
upon right now. It’s that the energy
companies – especially in the UK –
are ripping us all off in the name of
blatant greed. And the truth is that
environmental charges have been
widely accepted by many as the
secondary villain of the piece.
The inherent contradiction in
attitudes has always been there, of
course. On the one hand we
recognise that in order to waste
less energy, it needs to cost more.
And, whether we like it or not, the
state of global energy supply can
be expected to deliver more
expensive energy in any case as we
come towards the end of the fossil
fuel era.
But at the same time, we have a
widespread attitude of entitlement
by the public to cheap energy, just
as we do cheap food.
These were always in contradiction, but now we’re seeing that as
the pressure increases – and we
should expect to see pressures
continue to increase – it will lead to
the withdrawal of public support
for green measures that are
perceived to be to blame.
We have almost zero perception
that there are big structural challenges in how energy is provided
worldwide. We have no sense of
outside events, some of which are
outside our control and have major
consequences on our choices.
W
Rather, if energy prices go up it’s
because someone is to blame. Politicians are to blame for not building
more power stations a few years
ago. Energy company chiefs are to
blame for being greedy. And environmentalists are to blame for
persuading the government to levy
green charges to put everyone’s
bills up.
Unfortunately, the news media
loves nothing better than to point
the finger of blame at someone –
and politicians and CEOs are top of
the list because the majority of
citizens will gratefully line up to
demonise them.
But the more substantial point is
that this climate of public consensus
completely changes the parameters
of what may be possible. In order to
take the radical steps to combat
climate change we need a consensus
for action. We need the consent of
citizens – and companies need the
consent of customers – or else it just
won’t work.
The energy blame game has
blown that consent out of the water.
Green policies have become
labelled in the public mind as an
expensive luxury. A nice-to-have
that not only could but should be
abandoned if times get tough.
Corporate buck-passing
In the absence of any clear analysis
as to why the environmental situation is one of the causes for times
getting tough – and likely to make
those times tougher still in the
future – it makes perfect sense.
The leadership of the energy
companies hasn’t helped much by
queuing up to point the finger at
eco-charges in a desperate attempt
to deflect criticism from themselves.
This approach fails to reframe
the discussion as being one about
Transparency can pile on the pressure for change
Green policies
have become
labelled in the
public mind as
an expensive
luxury
COLUMNIST:
MALLEN BAKER
necessary choices and consequences, and simply enters the
blame game discussion on its own
terms. And it’s doomed to failure. If
playing the blame game, the chief
executives of major utilities will
never win the hearts and minds of
the general population.
We need to see real leadership. As
demonstrated by great historical
leaders such as Gandhi and Mandela,
real leadership steps outside the
tribal logic of a specific position, and
uses its authority to make the necessary changes informed by the bigger
picture – taking its constituency to a
place it wouldn’t naturally have gone
on its own.
Energy company leaders should
start by improving the transparency
of their own processes to answer the
charges of profiteering – and face
down the investors that want to see
above-average returns from every
type of business everywhere. And
they need to use that momentum
then to pose a far-reaching challenge to our cosy consensus that
business as usual equals cheap
energy and if we don’t get it, then
someone in power must be to
blame.
I’m not holding my breath. But
in the absence of that kind of leadership, I fear we’ll be reaping the
consequences in the form of weak
political will and token environmental measures for the next
couple of decades. n
Mallen Baker is a contributing editor to Ethical
Corporation and managing director of Daisywheel Interactive.
11. ECM November_Layout 1 05/11/2013 17:34 Page 12
12 Briefing: Europe
FUSE
Ethical Corporation • November 2013
Introduction
Continent of contrasts
By Stephen Gardner
There is no such thing as a common European approach to sustainable business
or European companies, sustainability and
corporate responsibility can look very different
depending on where they are viewed from.
For German companies, for example, the
emphasis is on contributing to the maintenance of
the social market economy by conforming to
exacting environmental standards and seeking
agreement on working conditions with workers’
councils and unions. In Scandinavia, it is more
about equality, transparency and innovation – for
example, phasing out hazardous chemicals and fair
representation of women in boardrooms.
In France, sustainability often comes in the forms
of diktats from above, for example as strict nonfinancial disclosure requirements or a moratorium
on hydraulic fracturing, or fracking. Agenda-setting
by the French government arguably has the sideeffect of turning many French companies into
grudging box tickers.
In southern Europe, companies are often close to
their communities, but do little on the environment
or on social issues such as gender discrimination.
In the UK, the interests of shareholders predominate, and corporate responsibility is seen as
worthwhile as long as it contributes to long-term
sustainability and shareholder value.
In eastern Europe, meanwhile, there is a desire to
ride the wave of market forces in order to catch up
with the west, and a suspicion of anything “social”
that might sound like a communist-style imposed
obligation.
André Martinuzzi, head of the Institute for
Managing Sustainability at Vienna University of
Economics and Business, says that in the east,
F
corporate responsibility is often “seen as a form of
philanthropy, while in western European countries
it has a much stronger strategic meaning, for
example to create new markets as well as to increase
eco-efficiency”.
Nevertheless, ideas about corporate responsibility are spreading in the east, often imported by
western companies.
Diverse contexts
Varied attitudes towards corporate responsibility
and sustainability are to a great extent a consequence of the differing frameworks within which
companies operate in different parts of Europe.
Broadly speaking, countries in northern and
western Europe expect more of their companies
than their southern and eastern European counterparts do.
This can be seen in the application of environmental standards. In principle, companies in the
European Union are subject to harmonised environmental rules, wherever they are located, but in
practice implementation is done differently across
the union, resulting in many variations. Countries
such as Denmark and Sweden may go beyond EU
regulated minimums, whereas countries such as
Italy struggle to fully enforce the environmental
regulations that are handed down from Brussels.
Social welfare safety nets also vary significantly.
According to the EU statistical office, Eurostat,
people in eastern and southern Europe tend to be
more “at risk of poverty and social exclusion” than
those in the west and north. In Austria, the “at risk”
rate is 16.9%, in the Netherlands 15.7%, and in
Countries in
northern and
western Europe
expect more of
their companies
than their southern
and eastern
counterparts
12. EC – Subscription Sample Pack No Discount_Layout 1 16/01/2013 11:59 Page 19
w of
no s al
e nd hic r
ib sa Et e
cr ou n crib
bs th as a bs
Su join ers n Su
d e io
an ur p rat
o
yo orp
C
Individual subscription
package benefits
•
No need to search, we’ll send all the latest CSR analysis straight to you
– via the monthly print magazine and weekly email updates
•
Increase your understanding of the ever-changing CSR issues – receive timely,
un-biased analysis of the key CSR issues from our expert team of writers
•
Drive and implement your CSR strategy – in-depth analysis, case studies and best
practice helping you discover the dos and don’ts for your company
•
All the insight you need is just a click away - benefit from access to the world's largest
CR resource (containing 8,000+ searchable articles)
•
Save money – receive exclusive subscriber-only discounts on all Ethical Corporation
conferences, research reports and the CSR reporting showcase.
§ Don’t miss out on business intelligence and resources that will help you and your
company drive forward your sustainable initiatives.
CALL
EMAIL
WEB
POST
the Ethical
Corporation team on
+44 (0)20 7375 7235
or US toll free:
+1 800 814 3459
the subscription
team on
subs@ethicalcorp.com
visit the website for
online subscriptions at
ethicalcorp.com/subscribe
the form to
Ethical Corporation
7-9 Fashion Street
London, E1 6PX
Subscription order form
All this for just £495 per year
Individual Subscription package
Enter your details
Zip/Post code: ............................................................................
First name: ..............................................................................
Country: ..................................................................................
Last name:................................................................................
Company: ................................................................................
Job title: ..................................................................................
Telephone: ..............................................................................
Email: ....................................................................................
Address: ..................................................................................
City: ........................................................................................
State/Province: ..........................................................................
Payment details
If you would like to pay by invoice please leave this section blank
Name (as it appears on card): ........................................................
Card number: ............................................................................
Type of card: ............................................................................
Expiry date:................................ Security code: ............................
Detach this completed order form and post/mail it back to us by using the
details above.
13. EC – Subscription Sample Pack No Discount_Layout 1 16/01/2013 11:59 Page 20
w e
no th
e ll t
ib r a igh
cr ve ns
bs sco R i
Su d di t CS
s
an late
Current subscribing
companies include:
• Abbott
• FTSE
• Novartis
• ABN Amro
• GlaxoSmithKline
• Old Mutual
• Accenture
• Harvard Business School
• PricewaterhouseCoopers
• Adidas Group
• Hill Knowlton
• Prudential
• Alliance Boots
• HSBC
• Royal Bank of Scotland
• BAE Systems
• IKEA
• SABMiller
• Barclays Bank
• InterfaceFlor
• Shell
• BNY Mellon
• International Post Corporation
• Singapore Management University
• Campbells Soup Company
• JCPenney
• The Body Shop
• Cable and Wireless Communications • John Lewis
• The Walt Disney Company
• Citi
• Kimberly Clark
• Toyota
• Coca-Cola Enterprises
• KPMG
• UNICEF
• Danone
• Kraft Foods
• Unilever
• Diageo
• Levi Strauss Company
• United Nations Library
• Dell
• Marks and Spencer
• Virgin Media
• E.ON
• McDonald’s
• Weber Shandwick
• Edelman
• Monsanto
• Walmart Stores
• First Solar
• Nestlé
• WWF
Here’s what a few of our current subscribers have to say...
“Ethical Corporation is a valuable and comprehensive resource on the global state of affairs
in corporate responsibility” – Dave Stangis, Vice President, Corporate Social Responsibility, Campbell Soup Company
“Ethical Corporation magazine is one of the most valuable resources of business information
on sustainability” – Joaquim Croca, Head of Corporate Responsibility Performance Reporting, Vodafone Group
“Ethical Corporation bring together the best in business to make a difference”
– Jeff Swartz, Former CEO, Timberland
“Ethical Corporation is an excellent tool for gathering stakeholder intelligence for Toyota’s
CSR Risk monitoring system” – Stefan Crets, General Manager, CSR, Toyota Motor Europe
“The essential source of critical analysis on corporate responsibility”
– Richard Ellis, Group Head of CSR, Alliance Boots