This report provides guidance for embedding corporate responsibility across operational departments in companies. It includes department-specific guides covering procurement, human resources, communications and marketing, finance and accounting, and facilities and operations. The report also offers advice on measuring social and environmental impacts, engaging stakeholders, and overcoming common challenges. Case studies from leading companies demonstrate successful strategies for implementing corporate responsibility practices.
Business in the Community Ireland CEO Survey October 2012Amarach Research
A survey of 100 Irish CEOs/Managing Directors from Ireland's top 1,000 companies.
More details - and a handy infographic - available at the Business in the Community Ireland website:
http://www.bitc.ie/2012/10/ceo-survey-shows-responsible-business-practice-positive-impact-botton-line/
In this Corporate Responsibility Report we outline TeliaSonera's objectives and achievements in 2009 and ambitions for the coming year. We continued to improve transparency of our majority-owned operations, now also including the environmental perfomance data which cover up ro 80% of our wholly- and majority-owned operations.
In this Aberdeen Group research brief, data shows that top –performing companies are achieving exceptional results due in part to their ability to use assessment data to make better talent decisions on an individual and organizational level. “To build a high-performance culture, organizations must not only utilize assessments, but make them a part of how managers think about their talent. The clients of one assessments solution provider in particular, PI Worldwide, are an example of how to bring together assessment tools with the right organizational capabilities required to create a positive business impact.” Contact me to receive a copy of the brief: agrimes@advisausa.com
1) Most companies now have a PMO (84%), which have generally been in place for a few years.
2) PMO budgets average $500,000 while overseeing project budgets of $8 million.
3) Resource management remains a key challenge for PMOs, especially for more mature ones.
The document discusses best practices for engaging subject matter experts (SMEs) during a learning content development project. It finds that communicating expectations clearly is the most important objective and the area L&D professionals are most effective at. However, ensuring SME commitment to the project is another critical objective that fewer L&D professionals are effective at. Maintaining regular communication with SMEs is the most important practice for engagement. Involving SMEs throughout the entire content development process is associated with greater effectiveness in engaging them.
Global Reporting Initiative (GRI) provides sustainability reporting guidelines and support to help organizations measure and report their economic, environmental, social and governance performance and impacts. GRI's guidelines encourage identifying material sustainability impacts, setting targets for improvement over time, and publicly disclosing performance. Using GRI's framework benefits organizations through improved management, reputation, stakeholder engagement, and competitive advantage. Reporting trends show increasing adoption of GRI guidelines worldwide.
BG Group is an international gas company that was acquired by Royal Dutch Shell. It employed about 5,000 people globally prior to the acquisition. Due to a downturn in the oil and gas sector starting in 2014 from falling oil prices, BG Group needed to adapt to lower costs. It launched a leadership development initiative called Exploring Leadership with Cranfield University to enable its 1,000 senior and mid-level managers to think differently about leadership amid uncertainty. An evaluation found the program facilitated substantial learning at the individual, inter-cohort, and organizational levels to improve leadership capabilities. BG Group's performance improved despite challenges, which executives attributed in part to the leadership potential unlocked by Exploring Leadership.
Business in the Community Ireland CEO Survey October 2012Amarach Research
A survey of 100 Irish CEOs/Managing Directors from Ireland's top 1,000 companies.
More details - and a handy infographic - available at the Business in the Community Ireland website:
http://www.bitc.ie/2012/10/ceo-survey-shows-responsible-business-practice-positive-impact-botton-line/
In this Corporate Responsibility Report we outline TeliaSonera's objectives and achievements in 2009 and ambitions for the coming year. We continued to improve transparency of our majority-owned operations, now also including the environmental perfomance data which cover up ro 80% of our wholly- and majority-owned operations.
In this Aberdeen Group research brief, data shows that top –performing companies are achieving exceptional results due in part to their ability to use assessment data to make better talent decisions on an individual and organizational level. “To build a high-performance culture, organizations must not only utilize assessments, but make them a part of how managers think about their talent. The clients of one assessments solution provider in particular, PI Worldwide, are an example of how to bring together assessment tools with the right organizational capabilities required to create a positive business impact.” Contact me to receive a copy of the brief: agrimes@advisausa.com
1) Most companies now have a PMO (84%), which have generally been in place for a few years.
2) PMO budgets average $500,000 while overseeing project budgets of $8 million.
3) Resource management remains a key challenge for PMOs, especially for more mature ones.
The document discusses best practices for engaging subject matter experts (SMEs) during a learning content development project. It finds that communicating expectations clearly is the most important objective and the area L&D professionals are most effective at. However, ensuring SME commitment to the project is another critical objective that fewer L&D professionals are effective at. Maintaining regular communication with SMEs is the most important practice for engagement. Involving SMEs throughout the entire content development process is associated with greater effectiveness in engaging them.
Global Reporting Initiative (GRI) provides sustainability reporting guidelines and support to help organizations measure and report their economic, environmental, social and governance performance and impacts. GRI's guidelines encourage identifying material sustainability impacts, setting targets for improvement over time, and publicly disclosing performance. Using GRI's framework benefits organizations through improved management, reputation, stakeholder engagement, and competitive advantage. Reporting trends show increasing adoption of GRI guidelines worldwide.
BG Group is an international gas company that was acquired by Royal Dutch Shell. It employed about 5,000 people globally prior to the acquisition. Due to a downturn in the oil and gas sector starting in 2014 from falling oil prices, BG Group needed to adapt to lower costs. It launched a leadership development initiative called Exploring Leadership with Cranfield University to enable its 1,000 senior and mid-level managers to think differently about leadership amid uncertainty. An evaluation found the program facilitated substantial learning at the individual, inter-cohort, and organizational levels to improve leadership capabilities. BG Group's performance improved despite challenges, which executives attributed in part to the leadership potential unlocked by Exploring Leadership.
[Slidecast] The Metrics of Reputation - Jeff Smith, Partner, ProphetSustainable Brands
Jeff Smith discussed findings from Prophet’s 2010 Reputation Survey and discussed the process for measuring reputation and determining drivers that matter. He looked across categories, discussed key trends and illustrate how building reputation is not just about influencing policy makers and investors, it is critical to the commercial success of a business.
This document provides information about sponsoring an event called PEX Week hosted by PEX Network. It discusses the benefits of sponsorship, including access to senior decision makers from major companies. PEX Week is described as the largest annual gathering of process professionals and a chance for sponsors to meet prospects and current partners. Details are given about the audience breakdown by region, job function, company size and industry to help sponsors understand the potential customers that will be attending.
Amsterdam Airport Schiphol's asset management department is cooperating closely with procurement and the project organisers to redefine the traditional customer-supplier relationship. Schiphol Group's Govert Ho en Maartje Visser, consultant at Kirkman Company, explain how.
National Organization on Disability and the Bridges to Business ProgramDiscoverAbility NJ
The National Organization on Disability (NOD) is a 29-year old non-profit focused on increasing employment for people with disabilities. Its mission is to expand participation of Americans with disabilities in all aspects of life. NOD works with employers through its Bridges to Business initiative to increase hiring, retention, and advancement of people with disabilities. The initiative partners with employers, service providers, and state agencies to assess employers' needs and improve their disability hiring practices.
Collaborative Leadership at HR Directors Business Summit Engage Group
This presentation supported Annie Hazlerigg’s, Senior Consultant at Engage Group, presentation at HR Directors Business Summit in Birmingham on the theme of collaborative leadership, giving organisations a framework for developing their collaboration strategies.
For more information, please visit www.engagegroup.co.uk
This document provides a guide to ISO 44001, the first international standard for collaborative business relationships. It summarizes the key stages and requirements of the standard. The standard aims to provide a framework to ensure collaborative relationships are effective and optimized. It addresses establishing, developing, and managing collaborative relationships through an eight stage lifecycle model. The guide explains each stage in detail and how the standard represents an evolution from the previous BS11000 standard.
Telstra Global - State Of The Asian CXO 2012 Reportmaxxed8888
Telstra Global is pleased to continue its
support of “The State of the Asian CXO survey 2012” for the third consecutive year.
This annual survey provides an insight into the minds of 280 CXOs across seven
countries in Asia Pacific to understand their
challenges, needs, priorities and attitude towards emerging technologies, such as cloud computing.
Changing Employee Skills and Education Requirements—Changes in the Workforceshrm
The document discusses findings from a survey on changes in workforce and skills requirements over the past decade. Key findings include that over half of organizations reported increased staff size and jobs requiring specific technical skills. Nearly half saw higher education requirements and increased diversity. Industries most likely to see higher education needs now than 10 years ago included health, manufacturing, and government. Industries like high-tech and manufacturing predicted growing demand for skills in science, technology, engineering and math. Overall, there was a trend toward needing more highly educated employees with bachelor's degrees or advanced degrees.
Moving from drug discovery to drug development requires a particular skillset usually not yet honed by start-ups. This phase of the development process is highly regulated and, critically, inexperienced start-ups often underestimate the duration and cost of delivering the dosage form into the clinic while meeting regulations.
This presentation will address the following:
* aspects of the Chemistry, Manufacturing and Control (CMC) portion of the drug development process
* bioavailability and the Biopharmaceutics Classification System (BCS)
* objectives of formulation
* cost-effective strategies to reach key milestones
An overview of AEC (or EC) market drivers, associated business issues and impacts, and enabling technology solutions. Additional insights on advanced tech and that for sustainability processes.
Find out what Aberdeen has to say about sustainability. This report serves as a roadmap for companies that are attempting to match environmental and social stewardship to clear, actionable, and measureable improvements to their bottom lines.
This document summarizes key findings from Prophet's 2010 corporate reputation study. It finds that companies with strong reputations see higher stock prices and sales. The study measures the reputations of 145 large companies across 18 industries. It identifies the top drivers of reputation as products, personal relevance, and leadership. The importance of social and environmental responsibility, or "purpose", is growing for reputation. Industries like chemicals and oil/gas now see these purpose attributes as more important to reputation.
To ensure constant growth in quality and quantity of outgoing GCDP, the following steps will be taken:
1. Analyze performance over the last 3 years, identifying strengths like national partnerships, growth, and communication, and weaknesses like lack of national projects and low returnee participation.
2. Implement a segmented student market analysis to develop a diversified, tailored product offering addressing factors like academic background and location.
3. Maintain and optimize the current GCDP program with a clear value proposition focused on international opportunities, cross-cultural experience, volunteer impact, and personal development.
4. Employ a product-based marketing strategy targeting the GCDP offering to proper clients and speeding up
This document provides an overview of water risks and strategies for companies to manage water use ethically. It discusses calculating water risk factors, opportunities for water stewardship, and key water issues. The full report is available online and contains sections on company strategies and solutions, case studies of 6 companies' water programs, and a summary of initiatives and recommended actions.
The document provides an overview of the UK's Carbon Reduction Commitment (CRC), a mandatory cap-and-trade scheme targeting large non-energy intensive organizations. It explains that the CRC aims to reduce emissions from these organizations by 11% by 2030 by forcing companies to examine how to reduce energy bills and emissions. Roughly 5,000 UK firms will be involved in the initial 2010 phase. While designed to have minimal compliance costs, non-compliance will result in substantial penalties. Key issues around CRC responsibilities and sectors continue to be debated as the initial 2008 qualification period is underway.
Ethical Corporation and the LCCGE hosted a roundtable debate on global CSR initiatives, standards and guidelines, June 2009.
See www.ethicalcorp.com/initiatives for more research findings.
The document summarizes Greenpeace's Guide to Greener Electronics, which ranks 18 electronics companies quarterly based on their policies and performance related to toxic chemicals, e-waste, and climate impact. It provides the ranking criteria in the Guide's latest 14th version, highlights improvements in some companies' policies, and areas where further progress is still needed, such as lobbying for bans on hazardous substances. The Guide aims to spur companies to adopt greener practices and policies through public rankings and engagement.
Ethical Corporation and the LCCGE hosted a roundtable debate on living wages and the responsibility of corporations.
See www.ethicalcorp.com/csr for related research findings.
This is a presentation on challenges and strategies for adapting to the UK cap-and-trade scheme: the Carbon Reduction Commitment (CRC) Scheme.
It was delivered at the 2009 Ethical Corporation
Here are the acronyms used in the document:
4C ASSOCIATION - Common Code for the Coffee Community Association
AIAG - Automotive Industry Action Group
BCI - Better Cotton Initiative
BLIHR - BLIHR: Business Leaders Initiative on Human Rights
BSCI - Business Social Compliance Initiative
BSI - Better Sugarcane Initiative
CARE - International Council of Toy Industries CARE Process
CERES - Coalition for Environmentally Responsible Economies
CSR - corporate social responsibility
ECF - European Coffee Federation
EICC - Electronics Industry Citizenship Coalition
EITI - Extractive Industries Transparency Initiative
12
EPS - Equator Principles
ETI - Eth
Kraft acquired Cadbury for $19.7 billion in 2010 to become the global leader in confectionery. Cadbury was founded in 1824 in Birmingham, England and Kraft was founded in 1903 in the United States. The acquisition allowed Kraft to enter new emerging markets and gain market share globally. Kraft expected cost savings and synergies from combining the companies' product portfolios and global operations. While some criticized the high price, Kraft executives believed it was necessary to outbid competitors for Cadbury.
This document outlines an introductory seminar on sustainability that includes an overview of topics to be covered, learning outcomes, and a case study discussion on Novo Nordisk. The case study questions analyze Novo Nordisk's adoption of the triple bottom line principle balancing economic, environmental and social impacts, their Blueprint for Change programme addressing externalities, and how sustainability allows for market growth and their license to operate.
[Slidecast] The Metrics of Reputation - Jeff Smith, Partner, ProphetSustainable Brands
Jeff Smith discussed findings from Prophet’s 2010 Reputation Survey and discussed the process for measuring reputation and determining drivers that matter. He looked across categories, discussed key trends and illustrate how building reputation is not just about influencing policy makers and investors, it is critical to the commercial success of a business.
This document provides information about sponsoring an event called PEX Week hosted by PEX Network. It discusses the benefits of sponsorship, including access to senior decision makers from major companies. PEX Week is described as the largest annual gathering of process professionals and a chance for sponsors to meet prospects and current partners. Details are given about the audience breakdown by region, job function, company size and industry to help sponsors understand the potential customers that will be attending.
Amsterdam Airport Schiphol's asset management department is cooperating closely with procurement and the project organisers to redefine the traditional customer-supplier relationship. Schiphol Group's Govert Ho en Maartje Visser, consultant at Kirkman Company, explain how.
National Organization on Disability and the Bridges to Business ProgramDiscoverAbility NJ
The National Organization on Disability (NOD) is a 29-year old non-profit focused on increasing employment for people with disabilities. Its mission is to expand participation of Americans with disabilities in all aspects of life. NOD works with employers through its Bridges to Business initiative to increase hiring, retention, and advancement of people with disabilities. The initiative partners with employers, service providers, and state agencies to assess employers' needs and improve their disability hiring practices.
Collaborative Leadership at HR Directors Business Summit Engage Group
This presentation supported Annie Hazlerigg’s, Senior Consultant at Engage Group, presentation at HR Directors Business Summit in Birmingham on the theme of collaborative leadership, giving organisations a framework for developing their collaboration strategies.
For more information, please visit www.engagegroup.co.uk
This document provides a guide to ISO 44001, the first international standard for collaborative business relationships. It summarizes the key stages and requirements of the standard. The standard aims to provide a framework to ensure collaborative relationships are effective and optimized. It addresses establishing, developing, and managing collaborative relationships through an eight stage lifecycle model. The guide explains each stage in detail and how the standard represents an evolution from the previous BS11000 standard.
Telstra Global - State Of The Asian CXO 2012 Reportmaxxed8888
Telstra Global is pleased to continue its
support of “The State of the Asian CXO survey 2012” for the third consecutive year.
This annual survey provides an insight into the minds of 280 CXOs across seven
countries in Asia Pacific to understand their
challenges, needs, priorities and attitude towards emerging technologies, such as cloud computing.
Changing Employee Skills and Education Requirements—Changes in the Workforceshrm
The document discusses findings from a survey on changes in workforce and skills requirements over the past decade. Key findings include that over half of organizations reported increased staff size and jobs requiring specific technical skills. Nearly half saw higher education requirements and increased diversity. Industries most likely to see higher education needs now than 10 years ago included health, manufacturing, and government. Industries like high-tech and manufacturing predicted growing demand for skills in science, technology, engineering and math. Overall, there was a trend toward needing more highly educated employees with bachelor's degrees or advanced degrees.
Moving from drug discovery to drug development requires a particular skillset usually not yet honed by start-ups. This phase of the development process is highly regulated and, critically, inexperienced start-ups often underestimate the duration and cost of delivering the dosage form into the clinic while meeting regulations.
This presentation will address the following:
* aspects of the Chemistry, Manufacturing and Control (CMC) portion of the drug development process
* bioavailability and the Biopharmaceutics Classification System (BCS)
* objectives of formulation
* cost-effective strategies to reach key milestones
An overview of AEC (or EC) market drivers, associated business issues and impacts, and enabling technology solutions. Additional insights on advanced tech and that for sustainability processes.
Find out what Aberdeen has to say about sustainability. This report serves as a roadmap for companies that are attempting to match environmental and social stewardship to clear, actionable, and measureable improvements to their bottom lines.
This document summarizes key findings from Prophet's 2010 corporate reputation study. It finds that companies with strong reputations see higher stock prices and sales. The study measures the reputations of 145 large companies across 18 industries. It identifies the top drivers of reputation as products, personal relevance, and leadership. The importance of social and environmental responsibility, or "purpose", is growing for reputation. Industries like chemicals and oil/gas now see these purpose attributes as more important to reputation.
To ensure constant growth in quality and quantity of outgoing GCDP, the following steps will be taken:
1. Analyze performance over the last 3 years, identifying strengths like national partnerships, growth, and communication, and weaknesses like lack of national projects and low returnee participation.
2. Implement a segmented student market analysis to develop a diversified, tailored product offering addressing factors like academic background and location.
3. Maintain and optimize the current GCDP program with a clear value proposition focused on international opportunities, cross-cultural experience, volunteer impact, and personal development.
4. Employ a product-based marketing strategy targeting the GCDP offering to proper clients and speeding up
This document provides an overview of water risks and strategies for companies to manage water use ethically. It discusses calculating water risk factors, opportunities for water stewardship, and key water issues. The full report is available online and contains sections on company strategies and solutions, case studies of 6 companies' water programs, and a summary of initiatives and recommended actions.
The document provides an overview of the UK's Carbon Reduction Commitment (CRC), a mandatory cap-and-trade scheme targeting large non-energy intensive organizations. It explains that the CRC aims to reduce emissions from these organizations by 11% by 2030 by forcing companies to examine how to reduce energy bills and emissions. Roughly 5,000 UK firms will be involved in the initial 2010 phase. While designed to have minimal compliance costs, non-compliance will result in substantial penalties. Key issues around CRC responsibilities and sectors continue to be debated as the initial 2008 qualification period is underway.
Ethical Corporation and the LCCGE hosted a roundtable debate on global CSR initiatives, standards and guidelines, June 2009.
See www.ethicalcorp.com/initiatives for more research findings.
The document summarizes Greenpeace's Guide to Greener Electronics, which ranks 18 electronics companies quarterly based on their policies and performance related to toxic chemicals, e-waste, and climate impact. It provides the ranking criteria in the Guide's latest 14th version, highlights improvements in some companies' policies, and areas where further progress is still needed, such as lobbying for bans on hazardous substances. The Guide aims to spur companies to adopt greener practices and policies through public rankings and engagement.
Ethical Corporation and the LCCGE hosted a roundtable debate on living wages and the responsibility of corporations.
See www.ethicalcorp.com/csr for related research findings.
This is a presentation on challenges and strategies for adapting to the UK cap-and-trade scheme: the Carbon Reduction Commitment (CRC) Scheme.
It was delivered at the 2009 Ethical Corporation
Here are the acronyms used in the document:
4C ASSOCIATION - Common Code for the Coffee Community Association
AIAG - Automotive Industry Action Group
BCI - Better Cotton Initiative
BLIHR - BLIHR: Business Leaders Initiative on Human Rights
BSCI - Business Social Compliance Initiative
BSI - Better Sugarcane Initiative
CARE - International Council of Toy Industries CARE Process
CERES - Coalition for Environmentally Responsible Economies
CSR - corporate social responsibility
ECF - European Coffee Federation
EICC - Electronics Industry Citizenship Coalition
EITI - Extractive Industries Transparency Initiative
12
EPS - Equator Principles
ETI - Eth
Kraft acquired Cadbury for $19.7 billion in 2010 to become the global leader in confectionery. Cadbury was founded in 1824 in Birmingham, England and Kraft was founded in 1903 in the United States. The acquisition allowed Kraft to enter new emerging markets and gain market share globally. Kraft expected cost savings and synergies from combining the companies' product portfolios and global operations. While some criticized the high price, Kraft executives believed it was necessary to outbid competitors for Cadbury.
This document outlines an introductory seminar on sustainability that includes an overview of topics to be covered, learning outcomes, and a case study discussion on Novo Nordisk. The case study questions analyze Novo Nordisk's adoption of the triple bottom line principle balancing economic, environmental and social impacts, their Blueprint for Change programme addressing externalities, and how sustainability allows for market growth and their license to operate.
Tom's Shoes founder Blake Mycoskie was inspired to start the company after a trip to Argentina, where he saw how many children lacked shoes. Since 2006, Tom's Shoes has provided over 10 million pairs of shoes to children in need and also restored sight to over 175,000 people through its eyewear line. Mycoskie emphasizes the importance of recharging through activities like time off, sailing with employees, biking to work, and journaling to reflect on life and work.
TOMS was founded in 2006 by Blake Mycoskie after witnessing the hardships faced by children in Argentina who grew up without shoes. TOMS' mission is to provide a pair of shoes to children in need for every pair sold. TOMS has expanded beyond shoes to also include eyewear, bags, apparel and other products. For every product purchased, TOMS aims to improve health, education, and economic opportunities for communities worldwide through various social programs. TOMS also focuses on being environmentally friendly by using sustainable and recycled materials in their products.
Final Master's Thesis about Microsoft's Skype acquisition. On may 2011, Microsoft agreed to buy Skype for $8.5 billion dollars, making it, Microsoft's largest acquisition.
2011 study making-sustainability-profitable_kurt-salmonKurt Salmon
The document discusses the increasing pressures on companies to address sustainability issues. Key findings include:
- Competition is the main driver, as companies must strengthen their competitive position to meet growing consumer expectations around sustainability. Some gain advantage by exceeding environmental expectations.
- Regulation also applies significant pressure, as institutions like the EU implement more stringent policies around climate change.
- Attracting and retaining talent is another factor, as employees want to work for socially responsible employers they can be proud of.
Stakeholders like consumers, financial partners, investors and stock markets also apply pressures through demands, investment criteria, and rankings that consider sustainability performance.
The summit will bring together 500 senior business leaders and experts over two days in London to discuss collaboration between businesses, governments and civil society on sustainability challenges. Speakers will address topics like resource constraints, building trust with stakeholders, and driving supplier performance on social and environmental issues. Interactive sessions include debates, case studies, and networking opportunities. Attendees can learn best practices for addressing corporate responsibility in their organizations.
Most companies now have a PMO, which has become a strategic partner focused on high-value tasks like governance and strategic planning. The value of PMOs is widely recognized, with over 80% of companies seeing value from their PMO. However, resource management remains a key challenge for PMOs. PMOs are increasingly performing portfolio management in addition to project/program management. More mature PMOs provide greater benefits like cost savings, but also face greater demands on resources.
The document introduces the concept of integrated performance management (IPM), which aims to address financial, social, and environmental aspects of business performance equally. IPM follows a plan-do-check-act management cycle to develop strategy, implement key performance indicators, monitor progress, and use results to improve decisions. Companies are moving to IPM to comply with regulations, manage risks, meet investor demands, and attract employees. The document analyzes IPM practices at 16 major companies and defines key concepts like business value, materiality, and methodology.
Integrated Business Reporting Publication_2Dec2015_FINALChristian Leusder
This document discusses a study conducted by KPMG and the National University of Singapore (NUS) examining the relationship between integrated reporting (<IR>) and value creation. The study found that:
1) Share price returns for firms adopting <IR> or sustainability reporting (SR) were consistently higher compared to a control group, suggesting capital markets reward such practices.
2) Firms with higher <IR> scores based on an assessment methodology had significantly higher price-to-book ratios and lower weighted average costs of capital, indicating they are viewed more favorably by investors and lenders.
3) In summary, the study provides evidence that adopting the <IR> framework helps firms communicate more clearly with stakeholders and
This document summarizes the findings of a study on employee engagement capability. Some key findings include:
1) Organizations with highly engaged workforces have the highest capability scores in culture and purpose. Developing capabilities in these areas can significantly increase engagement.
2) Highly engaged companies balance commercial and cultural aspects, focusing on capabilities like culture, vision, purpose, and rewards. This creates compelling reasons for employees to stay engaged.
3) Organizations with engagement scores over 80% are 30% more capable overall than those with average engagement. Higher capability leads to more meaningful and effective engagement activities.
4) Developing people through coaching and training increases capability by 22% and engagement. Highly engaged
How well is your organization driving software quality and testing compared to other companies today?
-Which areas in Application Lifecycle Management (ALM) pose the greatest challenge to an organization’s success?
-How well do companies follow best practice standards?
-How quickly are companies adopting Agile methods?
-How are virtualized environments changing the way companies test?
-What skills do testers need in increasingly distributed teams?
The 2010-2011 World Quality Report provides insights into these questions and more. This report is based on survey findings from hundreds of testers, business analysts and developers and reveals emerging trends in quality and a forecast of how these trends will shape ALM and associated software in the future.
http://www.capgemini.com/application-lifecycle-services
It is long but page 10 Key Findings and page 40-41 Action Items gives great information and conclusions of their study of companies using LSS. HP should take notice to gain insight.
Those who like data, there is several charts and tables of data comparisons for you to dig into deeper understanding. Enjoy!
These case studies touch on subjects that all FMs know are central to our role, wherever you operate in the world, and pretty much whatever your role: procurement, innovation, technology, sustainability, talent management and health and safety. It’s quite a diverse list of subjects,
but there are common themes running through all six case studies. All these organisations seem to have worked out a similar formula for success that could be applied in any business, sector or region. Read More!
The document provides information about Toby Webb's work founding Ethical Corporation and Stakeholder Intelligence to research and advise companies on ethics and corporate responsibility. It then summarizes the key messages of a presentation on embedding ethics and values with a corporate responsibility approach, including that transparency is only the first step, engagement with stakeholders is key to innovation, and a strong culture is needed to manage risks and create opportunities. Examples are given of how companies like GE, M&S, and Petrobras have successfully embedded responsibility throughout their organizations.
Benchmarking is the continuous process of comparing one’s business processes and performance metrics to industry bests and/or best practices from other industries. Dimensions typically measured are quality, time, and cost.
Improvements from learning mean doing things better, faster, and cheaper.
Content writing samples for HR domain. We provide authoritative and SEO optimized content for HR professionals and businesses. These can be blog topics, Linkedin articles, social media posts and more. Contact https://contentspire.in for more information.
This talk explores the topic of engagement and its link to performance, and they key ingredients required to engage people and build a culture of high performance and high engagement
• The link between engagement and culture
• Dimensions of a high performance culture
• Engagement Meta-Studies – impact on people, performance and business metrics
• How engaged are we – the bad news and impact of the engagement deficit?
• Case studies linking engagement initiatives to performance
• Engagement and the individual
• Barriers to engagement
• 4 critical enablers to engagement
• What really motivates people?
• 3 E’s of leadership to build engaging high performance workplaces
Burson-Marsteller has carried out a research together with IMD business school involving over 200 European companies, looking at how they define and communicate Corporate Purpose to internal and external stakeholders. The analysis led to a number of findings, most notably that corporate purpose enhances financial performance by 17%!
Sustainability Performance Management: How CFOs Can Unlock ValueSustainable Brands
This document discusses how CFOs can help companies unlock value from sustainability performance management (SPM). It makes the following key points:
1. Sustainability can provide significant business benefits like revenue generation, cost savings, risk management, and long-term value creation, but many companies fail to quantify and realize its full financial value.
2. CFOs and the finance function are well-positioned to structure SPM and link sustainability metrics explicitly to business performance in order to maximize value. They can treat sustainability as a strategic issue.
3. Applying a robust SPM framework with well-defined and consistent metrics can help companies measure meaningful outcomes and the value sustainability creates. This allows sustainability to be
The future of Environment, Health and Safety functions in global organisationsAdele White
Based on the knowledge of our clients’ organizations, we have built a picture of the EHS management challenge. Business leaders must respond quickly to these changes and their organizations need flexibility to be able to accelerate change.
The Future of Environment Health and Safety functions in global organisations Adele White
Based on the knowledge of our clients’ organizations, we have built a picture of the EHS management challenge. Business leaders must respond quickly to these changes and their organizations need flexibility to be able to accelerate change.
Communicating on Corporate Purpose is one of the key strategic tools for managers to build trust and reputation with stakeholders, according to our CORPORATE PURPOSE IMPACT STUDY
This document discusses corporate purpose and its impact. It begins by explaining how companies have evolved from CSR projects to defining a corporate purpose. It then discusses an IMD study that found having a strong, well-communicated corporate purpose can increase financial performance by up to 17% and differentiate companies within their industry. The rest of the document provides examples of corporate purposes from various companies and discusses how communicating purpose helps build trust with stakeholders.
A question of balance – managing recruitment riskSandy Roach FIRP
Hiring the wrong person poses the greatest recruitment risk to organizations. A bad hire can lead to loss of earnings, contracts, reputation or customers. It can also negatively impact staff morale. The consequences are more severe for senior roles. Overly long or poorly managed recruitment processes can result in losing good candidates to competitors. This is a growing issue as talent markets tighten. Unclear or vague job descriptions and inappropriate interview questions can also land organizations in legal trouble. Overall, recruitment risks stem from a lack of clarity and ownership of recruitment processes and strategies.
Similar to Ethical Corp Report Summary How To Embed Csr (20)
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
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Best practices for project execution and deliveryCLIVE MINCHIN
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involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
2. How to embed corporate responsibility across different parts of your company
ABOUT THE REPORT
This report describes winning methods for encouraging and monitoring
corporate responsibility (CR) in operational departments.
In this essential management guide you’ll find:
• Five practical guides that you can share with other departments, covering:
• Procurement
• Human Resources
• Communications and Marketing
• Finance and Accounting
• Facilities, Logistics and Operations
• Methods for engaging internal stakeholders through leadership and reporting
• Instruction for designing CR metrics that are department-specific
• Expert advice on tackling common challenges faced by senior CR managers, including:
working with minimal budgets, getting buy-in, decentralising CR and coordinating disparate data
• In-depth case analysis on strategies from leading companies including:
Alliance Boots, BT, Campbell Soup, Green & Black’s, HP, Innocent Drinks,
Man Group, Novo Nordisk, PepsiCo, Sedex, Starbucks, Tata and Vodafone
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HERE’S WHAT PEOPLE ARE SAYING ABOUT OUR REPORTS
“Our expectations of the report were exceeded by its focused
content and relevance to the issues we were facing.”
– Dr. Kevin R Gordon, Chief Research Officer, Xyntéo Ltd
bb “[The report] has helped to define what current good practice is,
enabling us to develop processes to exceed it.”
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– Oliver King, Sustainable Development Group, Faber Maunsell
“Ethical Corporation’s China report is a huge help for companies doing business in China,
or companies intending to enter the Chinese market…It gave me helpful insights and case studies and it
provides tools to maintain and improve your compliance standards in such a difficult market.”
– Tonnis J. Poppema, Director of Compliance, Hasbro International Holdings B.V.
“Whenever I need to research CR issues, I always include EC and its invaluable resources.
bb The alternative is to be less informed than I could or should be…and I owe it to my company, employees,
customers and other stakeholders to be totally informed.”
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– Jeff Curtis, Director of HR Shared Services, MTS
“A detailed report giving an overview of tactics for engaging different business units, then drilling down
specifically into five typical departments and what within their operations they should focus on relevant
to CR. Each section provides real case studies to illustrate points.”
– Naden Exter, Manager, Doughty Centre, Cranfield University School of Business
Call to order on +44 (0) 20 7375 7500
3. How to embed corporate responsibility across different parts of your company
A FEW OF THE REPORT’S KEY FINDINGS
Our research indicates a number of key steps that companies are taking to embed corporate responsibility and sustainability
in different departments and functions. Companies who have proven to successfully embed responsible practices into their operations
recognise that the following basic steps must be met:
• Include corporate ethics, and a focused strategy to develop sustainable practices, in the company’s legal structures
• Get senior management on board as early as possible and try to develop CR champions at the top of the company
• For global companies operating in different countries and cultures, regional relevance to employees is crucial
– developing a ‘one size fits all’ approach will be less effective
• Spell out how CR programmes and a sustainable agenda benefit your colleagues: explain what’s in it for them
• Move from risk avoidance to taking advantage of the opportunities available from CR
By decentralising CR activities, CR professionals can access the diverse skill set required for a successful corporate approach to
responsible business. Ethical Corporation asked our delegates – a range of senior CR professionals and executives from multinational
companies – Which topics will you need to learn more about to succeed in your job? Results indicated that corporate responsibility
requires a very diverse skill- and knowledge-base.
KNOWLEDGE AREAS CR PROFESSIONALS NEED TO DEVELOP (level of need indicated per topic area)
I Performance measurement & reporting
13% 11% I CR reporting
2% I Partnerships & collaboration
2% 10%
I Community engagement
3%
I Assessing environmental & CR risk
3% I Internal marketing & employee engagement
9%
4% I Rebuilding corporate reputation
I Managing supply chains
I External marketing & consumer engagement
4% I Energy efficiency
7% I Water ethics & stewardship
4%
I Compliance with legislation
4% 6%
4% I Dealing with climate change
5% 5% 6%
I Anti-corruption & business ethics
I Gender & diversity in the workplace
I Other
I Resource efficiency & waste
Source: Ethical Corporation survey, May/June 2009. I Biodiversity
Furthermore, 46% of respondents to our survey have a CSR team of between 2 and 4 people, while nearly half, 46%, have recently
experienced a budget reduction. A small team and budget makes it even more pertinent that other departments be accountable for
implementing corporate responsibility practices.
SIZE OF BUDGET
24% I over £30,000
I £20,000 to £30,000
8% I £10,000 to £20,000
I £5,000 to £10,000
20% I £1,000 to £5,000
I under £1,000
20%
Source: Ethical Corporation survey, May/June 2009. Results from the 50% of
respondents willing to respond to the question, for the 12 months, beginning
June 2009.
28%
Ethical Corporation survey results indicated a significant division between CR departments, with a distinct disparity between CR professionals’
budgets: 48% falling under £5,000 and 24% budgeting over £30,000.
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4. How to embed corporate responsibility across different parts of your company
Measurement and accountability are critical. Vodafone’s Joaquim Croca says “Reporting our efforts and committing to doing something in
the following year pushes everyone in the company.” Yet, only 32% of respondents to a recent Ethical Corporation survey have a
company-wide framework for monitoring social or CR impacts per department.
REAL EXAMPLES OF SUCCESSFUL METHODS FOR EMBEDDING CR IN OPERATIONAL
DEPARTMENT ACTIVITIES
This is the one and only report on the topic of on embedding responsible practices into daily operations, presenting information in
department-specific, stand-alone guides. Learn about successful strategies from leading multinational companies. Here are a few
excerpts from the report:
The next step for Alliance Boots was to split the company’s CR into four Novo Nordisk has revised their employee CR objectives in order to better-
strands: community, environment, marketplace and workplace. Because the reflect their job responsibilities. For example, they recognised that focusing
company seeks to respond to local requirements, they manage a process of the production department on patients, the end-users of the products, is an
ongoing stakeholder dialogue. They started a ‘CR Action Group’ in each appropriate way of tying CR objectives into production goals.
country that meets on a quarterly basis to review ongoing programmes.
Current year and five-year objectives are established, with responsibility
resting on operational staff and directors.
Ian Wood, performance and reporting manager in BT’s corporate
responsibility unit says: “Communicating with 100,000 colleagues across
the world is a challenge … You can talk about BT saving millions of tonnes
Many companies are making certification easier for their suppliers by joining of carbon, but if you can demonstrate the savings from someone turning off
multistakeholder initiatives: “If you can make it easier and less resource- the lights at a particular office then you are showing people that they too
intensive for suppliers to provide data, then you and they can concentrate can make a worthwhile change.”
on the real work of getting them to improve and make the corrective action
plans required” says Tom Smith of Sedex. Jorgette Marinez, senior
manager, global supplier CSR assurance, PepsiCo, global procurement says
that there was a collective “lightbulb” moment for a lot of companies. “To overcome the difficulties of language and cultural differences,” Bonnie
“Many of our peers were addressing the same issues as us … We were Nixon, HP’s director of sustainability says, the local human resources
asking similar questions in terms of labour standards, health and safety, department was able to help refine the sustainability message and ensure
environmental standards and integrity.” it was delivered in a sensitive and effective manner.
Read more about metrics, incentives, enforcement, and coordination of disparate data in Part I of the full report.
DEPARTMENT-BY-DEPARTMENT GUIDES
Everyone is taking about it, but what does corporate responsibility (CR) mean for an HR professional? A procurement manager? A marketing
expert? A floor or store manager? An accountant? Find out about winning approaches by companies that have had proven, positive impacts.
Raise corporate responsibility to the top of everyone’s agenda in your company. Share this information with other department managers,
and they will receive simple tactics and strategies that they can implement tomorrow.
® THE PROCUREMENT DEPARTMENT GUIDE TO CR ® THE COMMUNICATIONS AND MARKETING
Procurement professionals can learn how responsible business GUIDE TO CR
practices can help to achieve consistent quality, reliable shipments and This guide on CR and communications addresses key questions by
top notch suppliers. Find out how leading companies have introduced communications, marketing and PR professionals. How can I obtain more
processes and tactics such as fair contracting terms, air tight verification interest and feedback from our stakeholders and customers? How do I get
system, and streamlined processes. others to spread the word about our great CR impacts?
Includes detailed analysis of strategies by: HP, Green & Black’s, Innocent Includes detailed analysis of strategies by: BT, Vodafone, Starbucks, Man
Drinks, Sedex, Starbucks and PepsiCo Group, HP and Novo Nordisk
® THE HUMAN RESOURCES GUIDE TO CR
® THE FINANCE AND ACCOUNTING
Find out exactly how CR is critical to all human resource activities.
Learn specific CR tactics that contribute to attracting and developing a
GUIDE TO CR
motivated, productive workforce with high morale. The finance function is often forgotten in the CR debate. This guide
examines where company accountants can influence CR and how their
Includes detailed analysis of strategies by: HP, Campbell Soup, Alliance
role is changing as companies embed sustainability throughout their
Boots, Starbucks and Novo Nordisk
processes.
Includes detailed analysis of techniques suggested by: leading industry
associations; how the behaviour of the finance and accounting function
® THE FACILITIES, LOGISTICS AND OPERATIONS can impact CR, from Pinnacle360; and detailed analysis of strategies by:
GUIDE TO CR Novo Nordisk, Starbucks and BT
Learn how to achieve cost savings, motivated staff and products that you
can be proud of.
Includes detailed analysis of strategies by: Alliance Boots, HP, Innocent
Drinks, BT, Novo Nordisk and Vodafone
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5. How to embed corporate responsibility across different parts of your company
REPORT CONTENTS
® Acknowledgements
® Executive summary
® Introduction and methodology
® PART I. CRITICAL INFORMATION FOR EXPERIENCED CORPORATE RESPONSIBILITY AND
SUSTAINABILITY PROFESSIONALS
This opening section is written for experienced CR managers. Its purpose is to highlight best practices and
effective tools and processes for convincing departments to embed CR, monitor company-wide progress, and
work with other departments to collect data and set meaningful indicators on social and environmental impacts.
i. Embedding corporate ethics: some key steps
ii. Clarity of internal communications
iii. Measuring success: designing CR metrics and selecting tools
iv. Addressing common challenges
v. Trends in CR leadership and organisation
Part I includes detailed analysis of strategies used by Tata, BT, Novo Nordisk, Alliance Boots, Man Group,
HP, Starbucks, PepsiCo and Vodafone
® PART II. STAND-ALONE DEPARTMENT GUIDES
1. Procurement Guide – how to embed CR in sourcing and supply chain activities
Includes detailed analysis of strategies used by: HP, Green & Black’s, Innocent Drinks, Sedex,
Starbucks and PepsiCo
2. Human Resources Guide – how to embed CR, and improve productivity and staff morale
Includes detailed analysis of strategies used by: HP, Campbell Soup, Alliance Boots, Starbucks and Novo Nordisk
3. Communications Guide – how to embed CR in reporting, marketing, and internal and external
communications
Includes detailed analysis of strategies used by: BT, Vodafone, Starbucks, Man Group, HP and Novo Nordisk
4. Facility, Logistics and Operations Guide – how to embed CR into daily operations
Includes detailed analysis of strategies used by: Alliance Boots, HP, BT, Novo Nordisk and Vodafone
5. Finance and Accounting Guide – how to embed CR into daily processes
Includes detailed analysis of techniques suggested by leading industry associations; how the behaviour of the
finance and accounting department can impact CR, from Pinnacle360; and examples from Novo Nordisk,
Starbucks and BT.
® PART III. BEST PRACTICES AND KEY RECOMMENDATIONS FOR EMBEDDING CR
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6. Ethical Corporation report centre
Looking for other corporate responsibility and business ethics intelligence? Recent publications
cover topics such as anti-corruption, multistakeholder social and environmental initiatives, emerging
market challenges and managing carbon emissions reduction. Find more information at:
www.ethicalcorp.com/reports. Prices from 395 Euros.
Anti-corruption, ethics and compliance in Russia
Practical information to develop local compliance strategies and overcome corruption challenges. For more information,
current prices or online ordering, visit: www.ethicalcorp.com/russia
Anti-corruption, ethics and compliance in China and Counter corruption in your supply chain in China
Learn more about the issues critical to your operational security, ethical management and success in China. For more information,
current prices or online ordering, visit: www.ethicalcorp.com/china
Best practices for designing effective ethics programmes
Find out which ethics and compliance training is most effective and productive. For more information, current prices or online
ordering, visit: www.ethicalcorp.com/ectraining
How to manage carbon reduction, and make it pay
A hands-on management briefing on real-life ways big UK companies cut carbon, and their costs. Order online or obtain more
information at: www.ethicalcorp.com/crc
Corporate greenhouse gas emissions reporting
Learn how your competitors are calculating and verifying their GHG emissions – and discover which metrics and verification
standards will work for you. For more information, current prices or online ordering, visit: www.ethicalcorp.com/greenhousegas
Guide to industry initiatives in CSR
Get the inside track from some of the world’s key industry-based initiatives. For more information, current prices or online
ordering, visit: www.ethicalcorp.com/initiatives
Job-specific guides for embedding CSR throughout your company
Winning methods for integrating sustainability into operational departments including communications, finance and facilities.
For more information, current prices or online ordering, visit: www.ethicalcorp.com/csr
Essential strategies for effective emissions trading and offsetting
With practical information from the leading companies, this report is everything you need to develop your company’s emissions
trading and offsetting strategy. Including case studies from 15 companies across industry. For more information, current prices or
online ordering, visit: www.ethicalcorp.com/emissionstrading
The must-have guide to water ethics, footprinting, programmes and supply security
Learn how water risks factor into your operations, and what you should do to ethically manage water use.
For more information, current prices or online ordering, visit: www.ethicalcorp.com/water
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