Eleanore Marie Radoslovich served as the ICF Global Board Chair from 5/2/2016 to 12/31/2019. During this time period, she held the position of ICF Executive Director. Her roles included leading the ICF Global Board and serving as the Executive Director of ICF.
While Central Europe is not a legally defined wine region, it shares a common wine identity culturally and historically. The region has over 330,000 hectares of vineyards and is highly fragmented, with most vineyards on small family farms. Central Europe is known for cool climate white grape varieties like Riesling, which makes up 75% of the world's Riesling vineyards. Wines are often labeled with the grape variety rather than region. Though "Central Europe" may never be an official label, certain terroirs like Riesling from Germany and Austria have gained international recognition for their unique styles.
This document provides an agenda for a workshop on corporate social responsibility (CSR). It includes readings, video clips, and a lecture to help participants understand the concept of CSR and how companies incorporate CSR into their business strategies and operations. Companies approach CSR differently depending on issues relevant to their industry and stakeholders. CSR activities should benefit society and create value for the company. Reporting and measurement standards help companies evaluate and communicate their CSR programs. The agenda aims to help participants discover how CSR has evolved, best practices for CSR strategies and processes, and consider appropriate CSR activities for different companies and industries.
Innovation Reading Club - Social Responsibility. A global reflection about CSRgradiant
The document summarizes a book on corporate social responsibility (CSR) from 20 different perspectives in essays. It discusses CSR as a business management strategy for long term success and uprightness. The goals of CSR include increasing market share, economic profits, and productivity through building a fair reputation and social relationships. The main actors discussed are academics, businessmen, politicians, and tools for CSR include collaborative working environments, cost reduction, and building brand differentiation.
Business Responsibility Reporting is a framework that encourages companies to disclose initiatives and performance around corporate social responsibility and sustainable practices, going beyond financial reporting to demonstrate environmental, social, and governance commitments. It provides transparency and accountability while helping manage risk, engage stakeholders, and build reputation and brand. Components of Business Responsibility Reporting include governance, stakeholder engagement, environmental management, social impact, product responsibility, supply chain management, and sustainability performance. Reporting can utilize frameworks like the Integrated Reporting Framework, UN Sustainable Development Goals, Global Reporting Initiative, and Sustainability Accounting Standards Board.
Presented at GREENBUILD MEXICO 2018
What’s Your Sustainability Story? The 10-step CSR formula
The world’s most sustainable companies are the most profitable; and they make environmental and social responsibly a priority.
Lyft is looking to sustainability as a market differentiator away from Uber
Nike turns to sustainability to drive innovation
Unilever’s sustainable brands grow 50% faster than the rest of the business
In May 2018, WeWork hired their first Head of Sustainabilty
Differentiate your startup or business by incorporating a well-told sustainability story. By doing so, get the attention of investors, gain PR, attract the best employees, and position yourself for the future.
Eleanore Marie Radoslovich served as the ICF Global Board Chair from 5/2/2016 to 12/31/2019. During this time period, she held the position of ICF Executive Director. Her roles included leading the ICF Global Board and serving as the Executive Director of ICF.
While Central Europe is not a legally defined wine region, it shares a common wine identity culturally and historically. The region has over 330,000 hectares of vineyards and is highly fragmented, with most vineyards on small family farms. Central Europe is known for cool climate white grape varieties like Riesling, which makes up 75% of the world's Riesling vineyards. Wines are often labeled with the grape variety rather than region. Though "Central Europe" may never be an official label, certain terroirs like Riesling from Germany and Austria have gained international recognition for their unique styles.
This document provides an agenda for a workshop on corporate social responsibility (CSR). It includes readings, video clips, and a lecture to help participants understand the concept of CSR and how companies incorporate CSR into their business strategies and operations. Companies approach CSR differently depending on issues relevant to their industry and stakeholders. CSR activities should benefit society and create value for the company. Reporting and measurement standards help companies evaluate and communicate their CSR programs. The agenda aims to help participants discover how CSR has evolved, best practices for CSR strategies and processes, and consider appropriate CSR activities for different companies and industries.
Innovation Reading Club - Social Responsibility. A global reflection about CSRgradiant
The document summarizes a book on corporate social responsibility (CSR) from 20 different perspectives in essays. It discusses CSR as a business management strategy for long term success and uprightness. The goals of CSR include increasing market share, economic profits, and productivity through building a fair reputation and social relationships. The main actors discussed are academics, businessmen, politicians, and tools for CSR include collaborative working environments, cost reduction, and building brand differentiation.
Business Responsibility Reporting is a framework that encourages companies to disclose initiatives and performance around corporate social responsibility and sustainable practices, going beyond financial reporting to demonstrate environmental, social, and governance commitments. It provides transparency and accountability while helping manage risk, engage stakeholders, and build reputation and brand. Components of Business Responsibility Reporting include governance, stakeholder engagement, environmental management, social impact, product responsibility, supply chain management, and sustainability performance. Reporting can utilize frameworks like the Integrated Reporting Framework, UN Sustainable Development Goals, Global Reporting Initiative, and Sustainability Accounting Standards Board.
Presented at GREENBUILD MEXICO 2018
What’s Your Sustainability Story? The 10-step CSR formula
The world’s most sustainable companies are the most profitable; and they make environmental and social responsibly a priority.
Lyft is looking to sustainability as a market differentiator away from Uber
Nike turns to sustainability to drive innovation
Unilever’s sustainable brands grow 50% faster than the rest of the business
In May 2018, WeWork hired their first Head of Sustainabilty
Differentiate your startup or business by incorporating a well-told sustainability story. By doing so, get the attention of investors, gain PR, attract the best employees, and position yourself for the future.
This document is the September 2012 issue of Ethical Corporation magazine. It contains summaries of articles on topics related to corporate responsibility and sustainability such as responsible reporting, green building models, supplier engagement, and the GM food labeling debate. The magazine also advertises an upcoming conference on CR reporting and communications strategies and previews content in the issue on sustainability salaries, ethical banking, Kimberly-Clark's sustainability efforts, and an essay on leadership.
CSR for HR - why partnership is necessaryelaine cohen
The document discusses the business case for HR to embrace corporate social responsibility (CSR). It provides examples of how HR can take a CSR mindset in key areas like recruitment, employee wellness, and environmental sustainability. Adopting CSR brings strategic benefits like reduced costs, engaged employees, improved innovation and business results. For HR to fully partner with CSR and realize these benefits, it needs to apply CSR principles to its objectives, metrics, and role as a strategic business partner.
The document discusses CSR (corporate social responsibility) versus regulatory penalties as an organizational choice and loss prevention strategy. It outlines how CSR is a self-regulated framework to prevent losses, while regulatory penalties are punitive consequences for non-compliance. CSR implementation can benefit organizations through competitive advantages and risk reduction, while lack of CSR led to billions in losses from the BP Gulf of Mexico oil spill incident. Effective CSR strategies include leadership oversight and integration into objectives.
The document discusses CSR (corporate social responsibility) versus regulatory penalties as an organizational choice and loss prevention strategy. It outlines how CSR is a self-regulated framework to prevent losses, while regulatory penalties are punitive consequences for non-compliance. CSR implementation can benefit organizations through competitive advantages and risk reduction, while lack of CSR led to billions in losses from the BP Gulf of Mexico oil spill incident. Effective CSR strategies include leadership oversight and integration into objectives.
CSR vs Regulatory Penalties: A Critical Organizational Choice & Loss Preventi...PECB
The document discusses the choice organizations face between implementing corporate social responsibility (CSR) programs or facing regulatory penalties for non-compliance. It outlines how CSR is a self-regulated framework to prevent losses, while penalties are punitive consequences for non-compliance aimed at deterrence. The BP Gulf of Mexico oil spill is provided as an example of the large losses that can occur when an organization lacks an effective CSR system. Strategies for implementing CSR include leadership oversight and integrating it within objectives and key performance indicators. Benefits of CSR include competitive advantages, risk reduction, and improved culture.
This session is a compilation of interactive exercises exploring the connection between business strategy and sustainability for a meetings and events manager. Also approaches the concept of integrating a strategic sustainability plan into a Strategic Meetings Management Program (SMMP).
This document discusses corporate social responsibility and how CSR is evolving into a social contract between businesses and society. It provides examples of how CSR initiatives can create synergies across economic, social and environmental spheres to the benefit of both businesses and communities. The document argues that strategic CSR investments can improve brand image, access new customer markets, and enhance long-term profitability and shareholder value, making CSR a profitable proposition for companies.
Among the pandemic's many effects, is that it is shining a spotlight on the planet we've taken for granted.
The #COVID19 crisis is creating a global awareness among leaders, that the world’s ecological and sociological imbalances must be addressed seriously. One of the key solutions lies in implementing sustainability through greater compliance to ESG (Environmental, Social and Governmental) standards.
Here's a list of factors to consider when implementing this change. Is your organisation ready to take part in this revolution?
The document discusses corporate social responsibility (CSR). It begins by stating that CSR is not simply charity, but is a strategic business opportunity that can provide returns on investment. It discusses three types of CSR approaches - charity, outsourced, and business goal-oriented. The document argues that business goal-oriented CSR is the most effective as it incorporates social responsibilities into business strategy. The rest of the document discusses why companies adopt CSR, how to develop a CSR strategy, examples of returns on CSR investments through cost savings and higher margins, and factors that influence consumer behavior and willingness to pay more for socially responsible products.
Tilman Hengevoss discusses the value of engagement at events. He notes that keeping audience attention and measuring event results are key challenges. Emotional elements can foster greater engagement than rational ones. Zurich Financial Services has shifted budgets from traditional media to event platforms that engage customers through discussion and entertainment on topics like climate change. Hengevoss measures event impact through engagement surveys with quantitative KPIs. High engagement reflects effective communication and translates to increased productivity.
Corporate Sustainability - Rahdari - Sharif University - 2014Amir Rahdari
- The document discusses the evolution of corporate social responsibility (CSR) from CSR 1.0 to CSR 2.0. CSR 1.0 focused on micro-level social and environmental issues that aligned with business strategy without changing strategy. CSR 2.0 focuses on understanding macro-level interconnections and changing strategy to optimize outcomes for human and ecological systems.
- It argues that CSR has failed because sustainability measures like climate change, ocean acidification, and the ecological footprint are still worsening despite CSR efforts. True systemic change is needed to transform business models and products.
- The document outlines several principles of CSR 2.0, including creativity (through social enterprises), scalability, and responsiveness to environmental failures threatening human
This document provides an overview of combined assurance and how to develop an effective combined assurance model. It discusses obtaining a multi-dimensional view of risk, identifying key role players in assurance, determining the appropriate number of lines of defense, and mapping assurance providers to risks, controls and objectives. The goal of combined assurance is to maximize governance and risk oversight through an integrated and aligned approach to assurance.
Selling Quality to Management: How to Get Management Buy-In to New Quality In...IBS America
Many quality management professionals describe their #1 problem as getting management buy-in to new quality management initiatives. So if you are in a new quality position or desperately need quality assurance program processes to change within your organization, how can you get management to sign off and support your new ideas?
The document summarizes a conference on collaboration, cultural change and competitive edge through corporate social responsibility. The conference will provide tools and proven strategies for embedding CSR throughout organizations to create business value and measurable returns. Speakers will address issues like managing supply chain risk under new regulations and forming partnerships to advance CSR programs. Attendees can learn how leading companies meet long-term sustainability targets and engage investors on ESG issues.
Insight into the 16 key issues shaping the CSR agenda in USA in 2012
Knowledge of what the 3 C's of sustainabiility are and how they will be shaping business in the coming years
The triple bottom line not a zero sum game by cb bhattacharyaESMT Berlin
In his webcast, Professor Bhattacharya will point out that it is not enough nowadays for companies to "do well" (Profit). Companies need to "do good" as well for communities (People) and the environment (Planet). Achieving this triple bottom line (People, Planet, Profit) is not a zero sum game but these linkages and strategies are often underexplored as most companies are largely in the dark when it comes to understanding how their stakeholders think and feel about their Corporate Responsibility (CR) programs. Based on the research in his book, Prof. Bhattacharya suggests that stakeholders' responses to a company's CR initiatives are driven by three levers: Understanding, Usefulness and Unity (the 3U's model). Drawing on empirical research insights, Prof. Bhattacharya points out how companies can maximize the value of their CR initiatives by fostering strong stakeholder relationships to develop, implement, and evaluate compelling social responsibility programs that generate value for both the company and society. (https://conferenceboard.adobeconnect.com/p18cj63dm07/)
Beyond Business 2014 Sustainability Reportelaine cohen
Beyond Business (Elaine Cohen) second sustainability report in accordance with GRI G4 core option and GRI Content Index checked, focus on six material issues
Materiality in a digital world - elaine cohen presentation at the Lundquist C...elaine cohen
Materiality in a digital world. G4 reporting guidelines focus on materiality and stakeholder engagement. Digital tools can help but beware the pitfalls
Europe CSR Lessons: Lipstick, Food, Fashion and Prostitutionelaine cohen
Presentation delivered by Elaine Cohen at Europe CSR Lessons in May 2012 in Bucharest Romania on comme il faut fashion house and advancing the position of women in society.
Prepentation on navigating sustainability reporting given by Elaine Cohen at the Beyond Business Fifth Annual Sustainability Reporting Conference 2011 in May in Israel
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This document is the September 2012 issue of Ethical Corporation magazine. It contains summaries of articles on topics related to corporate responsibility and sustainability such as responsible reporting, green building models, supplier engagement, and the GM food labeling debate. The magazine also advertises an upcoming conference on CR reporting and communications strategies and previews content in the issue on sustainability salaries, ethical banking, Kimberly-Clark's sustainability efforts, and an essay on leadership.
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The document discusses the business case for HR to embrace corporate social responsibility (CSR). It provides examples of how HR can take a CSR mindset in key areas like recruitment, employee wellness, and environmental sustainability. Adopting CSR brings strategic benefits like reduced costs, engaged employees, improved innovation and business results. For HR to fully partner with CSR and realize these benefits, it needs to apply CSR principles to its objectives, metrics, and role as a strategic business partner.
The document discusses CSR (corporate social responsibility) versus regulatory penalties as an organizational choice and loss prevention strategy. It outlines how CSR is a self-regulated framework to prevent losses, while regulatory penalties are punitive consequences for non-compliance. CSR implementation can benefit organizations through competitive advantages and risk reduction, while lack of CSR led to billions in losses from the BP Gulf of Mexico oil spill incident. Effective CSR strategies include leadership oversight and integration into objectives.
The document discusses CSR (corporate social responsibility) versus regulatory penalties as an organizational choice and loss prevention strategy. It outlines how CSR is a self-regulated framework to prevent losses, while regulatory penalties are punitive consequences for non-compliance. CSR implementation can benefit organizations through competitive advantages and risk reduction, while lack of CSR led to billions in losses from the BP Gulf of Mexico oil spill incident. Effective CSR strategies include leadership oversight and integration into objectives.
CSR vs Regulatory Penalties: A Critical Organizational Choice & Loss Preventi...PECB
The document discusses the choice organizations face between implementing corporate social responsibility (CSR) programs or facing regulatory penalties for non-compliance. It outlines how CSR is a self-regulated framework to prevent losses, while penalties are punitive consequences for non-compliance aimed at deterrence. The BP Gulf of Mexico oil spill is provided as an example of the large losses that can occur when an organization lacks an effective CSR system. Strategies for implementing CSR include leadership oversight and integrating it within objectives and key performance indicators. Benefits of CSR include competitive advantages, risk reduction, and improved culture.
This session is a compilation of interactive exercises exploring the connection between business strategy and sustainability for a meetings and events manager. Also approaches the concept of integrating a strategic sustainability plan into a Strategic Meetings Management Program (SMMP).
This document discusses corporate social responsibility and how CSR is evolving into a social contract between businesses and society. It provides examples of how CSR initiatives can create synergies across economic, social and environmental spheres to the benefit of both businesses and communities. The document argues that strategic CSR investments can improve brand image, access new customer markets, and enhance long-term profitability and shareholder value, making CSR a profitable proposition for companies.
Among the pandemic's many effects, is that it is shining a spotlight on the planet we've taken for granted.
The #COVID19 crisis is creating a global awareness among leaders, that the world’s ecological and sociological imbalances must be addressed seriously. One of the key solutions lies in implementing sustainability through greater compliance to ESG (Environmental, Social and Governmental) standards.
Here's a list of factors to consider when implementing this change. Is your organisation ready to take part in this revolution?
The document discusses corporate social responsibility (CSR). It begins by stating that CSR is not simply charity, but is a strategic business opportunity that can provide returns on investment. It discusses three types of CSR approaches - charity, outsourced, and business goal-oriented. The document argues that business goal-oriented CSR is the most effective as it incorporates social responsibilities into business strategy. The rest of the document discusses why companies adopt CSR, how to develop a CSR strategy, examples of returns on CSR investments through cost savings and higher margins, and factors that influence consumer behavior and willingness to pay more for socially responsible products.
Tilman Hengevoss discusses the value of engagement at events. He notes that keeping audience attention and measuring event results are key challenges. Emotional elements can foster greater engagement than rational ones. Zurich Financial Services has shifted budgets from traditional media to event platforms that engage customers through discussion and entertainment on topics like climate change. Hengevoss measures event impact through engagement surveys with quantitative KPIs. High engagement reflects effective communication and translates to increased productivity.
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- The document discusses the evolution of corporate social responsibility (CSR) from CSR 1.0 to CSR 2.0. CSR 1.0 focused on micro-level social and environmental issues that aligned with business strategy without changing strategy. CSR 2.0 focuses on understanding macro-level interconnections and changing strategy to optimize outcomes for human and ecological systems.
- It argues that CSR has failed because sustainability measures like climate change, ocean acidification, and the ecological footprint are still worsening despite CSR efforts. True systemic change is needed to transform business models and products.
- The document outlines several principles of CSR 2.0, including creativity (through social enterprises), scalability, and responsiveness to environmental failures threatening human
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Many quality management professionals describe their #1 problem as getting management buy-in to new quality management initiatives. So if you are in a new quality position or desperately need quality assurance program processes to change within your organization, how can you get management to sign off and support your new ideas?
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Knowledge of what the 3 C's of sustainabiility are and how they will be shaping business in the coming years
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In his webcast, Professor Bhattacharya will point out that it is not enough nowadays for companies to "do well" (Profit). Companies need to "do good" as well for communities (People) and the environment (Planet). Achieving this triple bottom line (People, Planet, Profit) is not a zero sum game but these linkages and strategies are often underexplored as most companies are largely in the dark when it comes to understanding how their stakeholders think and feel about their Corporate Responsibility (CR) programs. Based on the research in his book, Prof. Bhattacharya suggests that stakeholders' responses to a company's CR initiatives are driven by three levers: Understanding, Usefulness and Unity (the 3U's model). Drawing on empirical research insights, Prof. Bhattacharya points out how companies can maximize the value of their CR initiatives by fostering strong stakeholder relationships to develop, implement, and evaluate compelling social responsibility programs that generate value for both the company and society. (https://conferenceboard.adobeconnect.com/p18cj63dm07/)
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Engage CSR june 30 2010 Elaine Cohen on Sustainability Reporting
1. Organized by
Panel 1‐ CSR and Sustainability Reporting
Elaine Cohen : 5 minutes on : How to produce Great sustainability Reports
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world.
The CSR Reporting Blog:
Video Report www.csr‐reporting.blogspot.com
Alerts
The CSR – Human Resources Blog
www.csrforhr.com
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