This document provides a summary of trends in corporate responsibility communications among leading UK companies. It examines how 10 top-ranked companies by Business in the Community address complex sustainability issues and stakeholder engagement in their reporting. The analysis finds that only 4 of the 10 companies can be considered "CR 2.0 leaders" that successfully prioritize and communicate their stances on important issues. The other 6 are still practicing a "housekeeping" CR 1.0 approach and need to better integrate stakeholder feedback and tackle challenging topics to make the shift to CR 2.0 communications. Examples of online engagement tools used by international leaders are also highlighted.
Achieving Sustainability and Responsibility through Stakeholder Engagement: T...Flevy.com Best Practices
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/achieving-sustainability-and-responsibility-through-stakeholder-engagement-the-financial-services-case/
The Increasing Role of Compliance
Finance plays a critical role for society at large, serving individuals, families, businesses, governments, and civic institutions. The Financial Services industry performs indispensable functions such as enabling saving and investment, providing protection from risks and supporting the creation of new jobs and enterprises. It is critical that the industry operates to provide these functions for society in a stable, sustainable way.
Experiences of recent years have revealed a range of vulnerabilities of the financial system. Consequences of its functioning have been extremely costly to society and resulted in a significant loss of public trust and confidence in the financial system. An enormous, multi-year effort by policy-makers and financial institutions is underway to make the financial system more resilient and enable it to sustainably contribute to economic growth and prosperity. The regulatory community has strengthened oversight and prudential requirements as part of a global effort to overhaul and improve financial regulation.
Today, the Financial Services industry is subject to multiple and complex legal and regulatory compliance requirements that span international boundaries. Accenture’s Compliance Risk Study indicates that investment in the compliance function will continue to increase. Compliance officers will need to adapt their programs to navigate the disruption that the financial services industry is going trough. In fact the industry is facing disruptive forces in many forms, from changing customer behavior and the rise of digital technologies to a shifting regulatory landscape. New risks are emerging as well, many fueled by increasing challenges of fighting cyber-crime and others from managing more complex operations in today’s world. In order to respond to these challenges among others, the industry is taking a range of steps to change the way it does business. Improvements have also been made to business practices such as training, sales and product approvals, with increased penalties for breaching standards.
Salterbaxter - Directions Supplement - The Climate Change Challengesalterbaxter
The Climate Change Challenge - Why companies should look out for the pitfalls of not joining up carbon management, internal engagement and external communications
Requirements Definition For Distributed Teams (White Paper)Jon Hansen
Requirement Definition for Distributed Teams a white paper by Blueprint Software Systems
Description:
Join Blueprint's product team as they discuss how global organizations can leverage empowered business analysts to ensure clear articulation of business requirements.
Learn how requirements visualization enables teams with different native languages and different cultural backgrounds to replace document-based BRD's with "Interactive Movie Simulations" to visualize project requirements.
Use the following link to access the on-demand Webinar: http://www.blueprintsys.com/webinar.php
Very short presentation with screencaptures of Cycling Channel in Helsinki.
Cycling Channel is a open feedback- and collaboration format for the municipalities. The format includes a web based tool and developed practices for interaction between citizens and municipal administration.
Working implementation in Helsinki: http://www.fillarikanava.fi
Achieving Sustainability and Responsibility through Stakeholder Engagement: T...Flevy.com Best Practices
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/achieving-sustainability-and-responsibility-through-stakeholder-engagement-the-financial-services-case/
The Increasing Role of Compliance
Finance plays a critical role for society at large, serving individuals, families, businesses, governments, and civic institutions. The Financial Services industry performs indispensable functions such as enabling saving and investment, providing protection from risks and supporting the creation of new jobs and enterprises. It is critical that the industry operates to provide these functions for society in a stable, sustainable way.
Experiences of recent years have revealed a range of vulnerabilities of the financial system. Consequences of its functioning have been extremely costly to society and resulted in a significant loss of public trust and confidence in the financial system. An enormous, multi-year effort by policy-makers and financial institutions is underway to make the financial system more resilient and enable it to sustainably contribute to economic growth and prosperity. The regulatory community has strengthened oversight and prudential requirements as part of a global effort to overhaul and improve financial regulation.
Today, the Financial Services industry is subject to multiple and complex legal and regulatory compliance requirements that span international boundaries. Accenture’s Compliance Risk Study indicates that investment in the compliance function will continue to increase. Compliance officers will need to adapt their programs to navigate the disruption that the financial services industry is going trough. In fact the industry is facing disruptive forces in many forms, from changing customer behavior and the rise of digital technologies to a shifting regulatory landscape. New risks are emerging as well, many fueled by increasing challenges of fighting cyber-crime and others from managing more complex operations in today’s world. In order to respond to these challenges among others, the industry is taking a range of steps to change the way it does business. Improvements have also been made to business practices such as training, sales and product approvals, with increased penalties for breaching standards.
Salterbaxter - Directions Supplement - The Climate Change Challengesalterbaxter
The Climate Change Challenge - Why companies should look out for the pitfalls of not joining up carbon management, internal engagement and external communications
Requirements Definition For Distributed Teams (White Paper)Jon Hansen
Requirement Definition for Distributed Teams a white paper by Blueprint Software Systems
Description:
Join Blueprint's product team as they discuss how global organizations can leverage empowered business analysts to ensure clear articulation of business requirements.
Learn how requirements visualization enables teams with different native languages and different cultural backgrounds to replace document-based BRD's with "Interactive Movie Simulations" to visualize project requirements.
Use the following link to access the on-demand Webinar: http://www.blueprintsys.com/webinar.php
Very short presentation with screencaptures of Cycling Channel in Helsinki.
Cycling Channel is a open feedback- and collaboration format for the municipalities. The format includes a web based tool and developed practices for interaction between citizens and municipal administration.
Working implementation in Helsinki: http://www.fillarikanava.fi
Ian Steele discusses the tidal flood risk consultation that is currently being undertaken in the Avonmouth/Severnside region and outlines the flood defence options that are being considered
Business must be the major driver of innovation and sustainability in our society if we are to avoid a “perfect storm” of resource scarcity, climate change, and pollution. The “triple bottom line” concept is a response to this need, but its use is limited because it does not address the competitive strategy of the firm. A strategy-based balanced scorecard system aligned with principles of the Triple Bottom Line offers a way to accomplish social and environmental goals while integrating them fully with financial performance and competitive advantage.
IR Integrated Reporting - Creating Value Value to the Board #IIRCAgustin del Castillo
There is a recognized need to promote financial stability and sustainable development. Much can be achieved
if investment decisions are made on the basis of long- term value creation, especially if corporate behaviour
is aligned to this aim. Demonstrating the link between investment decisions, corporate behaviour and reporting is one aim of this Creating Value series.
Triggers and considerations for refreshing CSR marketing servicesTilly Pick
A major trend that I consider in my work and that is influencing tomorrow’s winners is the rise in environmental, social and governance principles (ESG). That’s code for “we need to all be considerate global citizens.” (CSR, or Corporate Social Responsibility, is how ESG relates to brand marketing.) People are taking notice, at all levels and everywhere. From stock exchanges to massive pension funds, the UN to Millennials, and big non-profits to those on shoe-string budgets, the discussions and work that are happening will lead to good things. For customers. Investors. Employees. Suppliers. Our communities, too. Nirvana for marketers wired to create value that makes a difference. Follow me here, on Twitter and LinkedIn if you feel the same way.
Business Responsibility and Sustainability .pdfaakash malhotra
Read Deloitte India’s Business Responsibility and Sustainability Report and what it means for the top 1,000 listed entities in India. The Securities and Exchange Board of India (SEBI) introduced new requirements for sustainability reporting by listed companies. It aims to establish links between the financial results of a business with its ESG performance.
In the second of a series of reports commissioned by HSBC, we consider the extent to which businesses are incorporating responsibility in their business operations.
Sustainability Reporting: Definition, Benefits, And Challenges | Enterprise W...Enterprise Wired
Sustainability reporting has emerged as a critical tool for organizations to transparently communicate their environmental, social, and governance (ESG) performance.
EVALUATION OF CORPORATE SOCIAL RESPONSIBILITY AND ETHICS OF WIPROSudharshanE1
The following evaluates the degree of organizational ethics and examines the various techniques and strategies through which WIPRO is fulfilling their responsibilities to key stakeholders. CSR can be defined as “A company's sense of responsibility towards the community and environment (both ecological and social) in which it operates.
Ian Steele discusses the tidal flood risk consultation that is currently being undertaken in the Avonmouth/Severnside region and outlines the flood defence options that are being considered
Business must be the major driver of innovation and sustainability in our society if we are to avoid a “perfect storm” of resource scarcity, climate change, and pollution. The “triple bottom line” concept is a response to this need, but its use is limited because it does not address the competitive strategy of the firm. A strategy-based balanced scorecard system aligned with principles of the Triple Bottom Line offers a way to accomplish social and environmental goals while integrating them fully with financial performance and competitive advantage.
IR Integrated Reporting - Creating Value Value to the Board #IIRCAgustin del Castillo
There is a recognized need to promote financial stability and sustainable development. Much can be achieved
if investment decisions are made on the basis of long- term value creation, especially if corporate behaviour
is aligned to this aim. Demonstrating the link between investment decisions, corporate behaviour and reporting is one aim of this Creating Value series.
Triggers and considerations for refreshing CSR marketing servicesTilly Pick
A major trend that I consider in my work and that is influencing tomorrow’s winners is the rise in environmental, social and governance principles (ESG). That’s code for “we need to all be considerate global citizens.” (CSR, or Corporate Social Responsibility, is how ESG relates to brand marketing.) People are taking notice, at all levels and everywhere. From stock exchanges to massive pension funds, the UN to Millennials, and big non-profits to those on shoe-string budgets, the discussions and work that are happening will lead to good things. For customers. Investors. Employees. Suppliers. Our communities, too. Nirvana for marketers wired to create value that makes a difference. Follow me here, on Twitter and LinkedIn if you feel the same way.
Business Responsibility and Sustainability .pdfaakash malhotra
Read Deloitte India’s Business Responsibility and Sustainability Report and what it means for the top 1,000 listed entities in India. The Securities and Exchange Board of India (SEBI) introduced new requirements for sustainability reporting by listed companies. It aims to establish links between the financial results of a business with its ESG performance.
In the second of a series of reports commissioned by HSBC, we consider the extent to which businesses are incorporating responsibility in their business operations.
Sustainability Reporting: Definition, Benefits, And Challenges | Enterprise W...Enterprise Wired
Sustainability reporting has emerged as a critical tool for organizations to transparently communicate their environmental, social, and governance (ESG) performance.
EVALUATION OF CORPORATE SOCIAL RESPONSIBILITY AND ETHICS OF WIPROSudharshanE1
The following evaluates the degree of organizational ethics and examines the various techniques and strategies through which WIPRO is fulfilling their responsibilities to key stakeholders. CSR can be defined as “A company's sense of responsibility towards the community and environment (both ecological and social) in which it operates.
This Sustainability Reporting Checklist, prepared by Joss Tantram, Terrafiniti is an introduction to sustainability reporting and covers topics such as materiality, reporting standards, stakeholder engagement and communicating to investors.
Corporate reputation is an intangible asset amounting to up to 70% of an organisation’s market capitalisation. Recent evolutions in the business environment and social communications have made stakeholder engagement an essential part of the strategy of responsible and successful organisations in order to maintain this capital. But research shows that most engagement efforts in multinational or multi-services companies are kept in silos and uncoordinated across business units or departments.
This document describes some of the engagement guidelines provided by the AA1000 and GRI assurance standards and how following these guidelines with an appropriate collaborative, full circle platform can help:
* identify important stakeholders and groups ;
* map them and their opinions on the organisation’s strategic issues ;
* engage them appropriately and monitor impacts.
in a natural continuous improvement cycle to help respond to short term events in the context of a long term communication and corporate reputation management strategy.
It also describes engagement in the context of crisis management and social media to show how detecting earlier warning signals both enhances the organisation’s ability to contain the crisis and lowers the cost at which this is done.
Business and IT, does BT deliver on IT's sustainability promisemgubbens
Many industries and enterprises are initiating strategies or policies to reduce greenhouse gas emissions, there are many more that simply do not have the capacity, commitment or money to act today. This paper highlights the current status of business strategy of Corporate Social Responsibility from a competitive advantage perspective, Governance & Sustainability and Green IT adoption which can be used to benchmark for future development and improvements for BT.
Whitepaper integrated reporting in the CloudWorkiva
To make our economy sustainable we have to relearn everything we have learnt from the past. That means making more from less and ensuring that governance, strategy and sustainability are inseparable. Integrated Reporting builds on the practice of Financial Reporting, and Environmental, Social and Governance — or ESG — reporting (also known as Corporate Social Responsibility — CSR), and equips companies to strategically
manage their operations, brand and
reputation to stakeholders and be better
prepared to manage any risk that may
compromise the long-term sustainability of
the business.”*
Project that grow your online presence now - Directions Supplement - july aug...salterbaxter
Welcome to the latest Directions Supplement. Our focus in this edition is digital.
We believe that investing in a major project that takes 18 months to launch is not always the right way to approach your digital communications. Breaking it into bite-sized chunks, simplifying the process into smaller projects will not only lead to results faster, but it can also add real benefits to your users right now.
So here we look at effective projects you can do right now to improve and grow your online communications.
The Marsh Center for Risk Insights found that 40% of Fortune 1000 companies recognised the potential impact of water shortages, yet only 17% felt prepared for it. Water is clearly the elephant in the room. We thought for the first edition of Directions in 2010 we’d pay it some attention.
2008 The year sustainability got tough.
2008 saw some really hard to handle issues ruse to the surface. they are complex, full of paradoxes and beset with conflicting agendas. we put these tough issues in the spotlight and identify the difference between CR housekeeping and CR leadership.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
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Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
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In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
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• Three (3) key tips to maintain a disciplined workplace.
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A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
1. DIRECTIONS
SUPPLEMENT
JUNE /JULY 09
TRENDS AND ISSUES IN THE WORLD
OF CORPORATE COMMUNICATIONS
The shift from CR 1.0 to 2.0 – the UK horizon
2. Directions Supplement
June/July 09
Welcome to the June/July 2009 edition of Directions Supplement.
Following on from our Directions 2008 report, which identified the European
companies making the shift from CR 1.0 to 2.0, we now reveal a snapshot of
UK CR leaders*. CR 2.0 is the move from CR housekeeping to communicating
the issues that matter most. In the current business climate many are questioning
how corporate responses to key ethical and environmental issues will fare.
Will the recession shift focus away from corporate responsibility or will CR be a
driving force for recovery? One thing is for sure, those companies that successfully
articulate how they have embraced their more complex issues are leading the
field in CR communications.
‘Leaders’ should be leading the way. So are these companies
putting into focus the issues that matter most to their
stakeholders? And is there clarity in their approach?
Our 2008 Directions report examined some of research on external communications, a mark
the really tough sustainability issues hitting the of whether businesses are confident enough
agendas of businesses and the media. Salterbaxter to talk about their views and prioritise their
identified a trend in CR communications with big issues as an organisation.
companies operating in a state of CR 1.0,
something that we categorised as a housekeeping The questions we asked…
approach to corporate responsibility. Businesses
are working hard to identify, monitor and manage Is the business showing signs of embedding
key environmental and social impacts – but then corporate responsibility and sustainability
coming to a halt, or not tackling the ‘elephant into its strategy and articulating where it
in the room’. sees the business value?
In the current climate, where businesses are Is the business engaging effectively with
expected to be more accountable for their stakeholders?
impacts in the economic crisis, issues such as
energy security and globalisation sit firmly under Does the business work through a materiality
the heading of corporate sustainability – and here process to define and prioritise issues?
a housekeeping approach is just not good enough.
Stakeholders demand for their issues to be What this review is not doing… This is not a
addressed and businesses need to communicate critique on business conduct. Our aim is to
their stance on complex challenges. This is the find clarity in approach and look at how this
next step we have identified in sustainability: is articulated.
the shift from CR 1.0 to 2.0.
Dan Holmes
Here we’ve looked at ten of the most responsible Head of CR
UK companies, those that are platinum ranked by salterbaxter
Business in the Community*. These leaders have dholmes@salterbaxter.com
thorough, robust programmes in place already.
But what are their communications reflecting? *The BITC CR Index is a benchmarking tool that assesses
Does the reader go away with a sense of what and compares responsible business behaviour, more
issues are a priority and why? We based our details can be found at www.bitc.org.uk
CUSTOMISED
REPORTING
3. BAA
1.0
The aviation sector is facing significant engagement, opening up ongoing two-way
challenges. Can this inherently difficult industry dialogue channels with stakeholders around
keep afloat, manage its impacts and transform these sensitive issues. As a company constantly
its operations? Long used to tackling problematic in the public eye – due both to the scale of its
issues, such as noise pollution, BAA does impacts and the intractable issue of airport
not appear to have adapted its corporate expansion – managing public perception and
responsibility reporting to fully reflect the enlarged engaging with the right groups is vital to the
scale of its impacts. Whilst the 2008 corporate long-term sustainability of its operations.
responsibility report does explore Heathrow’s At present its efforts do not adequately
contribution to the UK economy and airport measure up to the size of the challenge.
expansion, it does not put forward a truly
convincing case for its continued growth. Highly scrutinised and highly regulated,
An engaging online campaign using social it needs to upgrade communications to engage
media that confronts the questions in an with stakeholders in a more meaningful way,
open and honest fashion would better inform so BAA is stationary at CR 1.0 for now.
Barclays
2.0
Barclays has broadened its focus from corporate too selective. More examples regarding how
responsibility to sustainability. The desired the company responds to feedback (particularly
intention being to identify and manage the negative) would be useful. This would have been
impacts of most significance to stakeholders particularly apt for demonstrating responses to
across the entire group and ensure that impact criticism of the financial sector on the topic of the
management is embedded into business economic crisis.
practices. The 2008 Sustainability Report is
based on thorough stakeholder identification Nonetheless Barclays is a CR 2.0 leader –
and materiality assessments. Equally, the depth stakeholders are at the heart of its sustainability
of commitment to issues tackled is impressive. strategy. The number of case studies for each
However, while the approach is thorough – issue is notable. However, better use of online
both in terms of identifying issues of importance tools should be a priority as currently the format
to stakeholders as well as through provision of does not do the content justice.
examples of work undertaken – it is at times
Co-operative Financial Services
2.0
For the second year running, Co-operative different stakeholder group experiences. Outside
Financial Services has integrated its CR reporting of its report, its campaigns such as ‘Plan Bee’
into a group-wide Sustainability Report. This is aimed at helping to save the honey bee, are
a combined approach to reporting done well – well supported with online videos and engaging
all too rare at corporate group level. It is split material – demonstrating how its values run
into three main areas – social, ecological and through the company.
delivering value. For example, in the social
section ethical finance initiatives sit logically Co-operative has made the shift to CR 2.0,
alongside ethical supply chain measures and due to a formula and group-level approach that
community involvement. The only caveat demonstrates how each aspect of its business
being that the document is not supported is led by the same values. Whilst its membership
by a compelling online presence – a missed site is well populated with ethical campaigns,
opportunity considering the detail and leadership its corporate site could improve the accessibility
demonstrated. The ‘warts and all’ approach of information contained in the report or direct
is at times too dense – if only for the amount stakeholders to the relevant information.
of ground covered, which could detract from
ECONOMIC
4. Directions Supplement
June/July 09
J Sainsbury plc
1.0
Sainsbury’s identifies its values in its about should really be a given – a housekeeping issue.
us section to include a “strong regard for the The process of defining material issues does not
social, ethical and environmental effects” of its appear to be as robust as we would expect and a
operations. Its five CR principles reflect the key clear engagement process is not communicated.
issues faced and these are prioritised following
an assessment of significance to the business To make the shift to CR 2.0 we would like to see
and their defined stakeholders. Although an understanding and clearer articulation of the
Sainsbury’s “aim to approach complex issues complexity of some of the issues that this sector
of responsibility and sustainability in the most faces. There is also a need for communication
responsible way possible whilst also helping to on the process behind issue prioritisation.
effect positive change”, the issues tackled do On a positive note the Sainsbury’s interactive
not appear to be different from the ‘housekeeping store displays great use of innovative online
issues’ we would expect to see. For example tools to bring to life the CR issues within the
“operating within strict environmental limits” store environment.
John Lewis Partnership
1.0
The John Lewis Partnership is one of a kind, John Lewis Partnership’s long-standing
with a “visionary and successful way of doing commitment to non-financial reporting sets it
business, boldly putting the happiness of apart from its competitive field. However, despite
Partners at the centre of everything it does”. the content being excellent, it fails to articulate
Due to the structure of the business (employee- how the wider issues are central to the business
owned) we would expect it to engage with its and is therefore still practising CR 1.0. This is
stakeholders and respond to their concerns – unfortunately exacerbated by a site and PDF
and we are not disappointed. Some of the more report that is too dense – hampering access
interesting issues that are identified are supplier to information.
relationships and sustainable products. So the
complexities involved in tackling these issues
are explained and ambitions are also stated.
What we’d like to see now is an understanding
of the impact John Lewis can have as a business
and the rationale for why an issue is important.
SUSTAINABLE
5. Kelda
2.0
As a utility company, Kelda is explicit about who Kelda is at CR 2.0 – with strong evidence
its stakeholders are and their importance to the of continuous stakeholder engagement, a user
success of the firm. For this reason the company’s friendly standalone site with clear signposting
impact on communities is central to its CR strategy. of issue areas and the stakeholder engagement
Allied to this, Kelda has a diverse set of stakeholder tools relative to each issue. Definitely a leader.
engagement tools. This allows the company to
speak from a position of strength about its
leadership role in the region it operates in.
Performance data is detailed and an appreciation
of the wider sustainability context is evident.
Lloyds TSB
1.0
Lloyds TSB has integrated CR into its business Developed with stakeholders, it identifies
strategy and has clearly identified its stakeholders objectives and activities to enable Lloyds TSB to
and the importance of each group. It has a move forward. Issues such as ‘better distribution
detailed set of metrics and indicators across all of the report’ and ‘improve effectiveness of data
key areas. Customers are central to the business, collection’ sit together providing readers with a
as are communities. snapshot of its ambitions for further achievements
with its corporate responsibility programme.
While the commitment to climate change is
perhaps a peer-driven response to other The full Report and shorter review are easily
banks taking a lead on climate change (HSBC, digestible documents well populated with
Co-operative), Lloyds TSB does grapple with varied case studies. Online engagement tools
other wider issues, such as financial inclusion, are, however, poor. The website is low on detail,
and demonstrates a proactive enthusiasm for merely providing a small number of links to latest
providing training for its employees and support reports and policy documents. Better use of
for suppliers. A great section of the report is the the website to communicate progress is required
responsibility scorecard. to take it to CR 2.0.
Pearson
2.0
Pearson has fully integrated its approach into new markets with education and literacy.
to responsibility into its business strategy. Initiatives are illustrated through good use
This customised approach distinguishes the of case studies, enabling the reader to drill
company from its competitors, furthered by down to what is happening at ground level
great engagement with wider issues. with individual companies.
The company has aligned its combined CR and The strategy and vision are a great fit with the
business message to its role as an education company, and the report is supported by good
provider and information service. This allows the use of online tools. Another CR 2.0 leader.
group to evolve its corporate strategy and expand
FINANCIAL
INCLUSION
6. Directions Supplement
June/July 09
Reckitt Benckiser
1.0
Although CR is not given any mention within the manufacturing and post sale – suggesting
business principles or ‘About us’ section, Reckitt an integrated approach. But disappointingly,
Benckiser sees sustainability as “the benefits the company let’s itself down by its lack of
our products and financial performance provide stakeholder engagement and there is no
to society; and delivering those benefits in a evidence of any assessment of material issues
way that continually reduces our impact on the – keeping Reckitt Benckiser at CR 1.0.
environment, whilst managing our business in
a socially and ethically responsible manner”. On a separate note a really good overview of the
Conveying the point that CR is part of reporting process and how data has been put
how the company does business. together is provided – reassuring the reader of
how well CR is managed through the business.
It tackles a total of eight key priority issues taking
a lifecycle approach by looking at the impacts
associated with products from raw materials to
Scottish Power
1.0
Encouragingly Scottish Power recognises that society and the environment”. However what
adopting a “leadership approach” ensures we found in the 2008 CR report was in fact the
responsibility for managing CR sits within the opposite – 12 focus issues and no presentation
appropriate business areas, making CR part of of how they are prioritised. Scottish Power does
day-to-day business operations. provide an overview of its impacts and issue
areas, explains its approach to managing the
In a sector beset by controversy with the impact and maps performance over the past
conflicting objectives of energy supply, price year. If only it prioritised its issues and showed
and the environment, Scottish Power states that evidence of integrating stakeholder feedback
its stakeholders agreed a need to manage and into the decision making process – it would
report “with greater depth and focus on the areas then be well on its way to CR 2.0.
where…business was having greatest impact on
LIFECYCLE
APPROACH
7. A two-speed approach to CR…
The two-speed approach to CR, as identified in Directions 2008, is also very much
in evidence in the leading UK companies. Only four of the ten ‘leaders’ are leading
the way by bringing into focus the issues that matter most to their stakeholders
and their business, reflecting a clear approach and having the confidence to
communicate their stance on the complex issues. These businesses are identified
as ‘platinum’ leaders in CR as they have stringent responsible business practices.
We therefore expected to find more in their communications and will look out for
further developments in the months to come.
Looking back on some of Europe’s 2008 CR 2.0 leaders…
Some CR 2.0 leaders from 2008 have now Other examples of good online engagement
propelled themselves further into the world include Telefonica’s education social network
of CR 2.0 with what we see as leading edge site www.aula365.com. It provides
initiatives. Here are a few highlights. supplementary learning content for Latin
American schoolchildren – backing up its
Engagement on wider issues emerged as a commitment towards closing the digital divide.
key trend. Vodafone continues its exploration Royal Dutch Shell’s dialogues are another
of the wider issues relating to ICTs and emerging example of using live online broadcast to
economies, with studies looking at using its engage. The energy company, through live
influence and reach to improve health and question and answer sessions with its experts,
education. The Foundation’s latest report demonstrates leadership and transparency
explores the rapidly expanding area of MHealth around tough subjects. Elsewhere BASF
– the use of mobile phones to help track, enhanced the usability of its latest report,
measure and assist the delivery of healthcare providing readers with the ability to manipulate
solutions in the developing world. performance data in real-time. These interactive,
customisable charts enhance reader experience
By using a range of online tools and allowing for a tailored, engaging read.
communications strategies, 2.0 leaders are
engaging with wider audiences and becoming Another area attracting growing attention is
more closely aligned with leading thinking on that of reporting on lobbying and public policy
sector issues. To launch the latest version of activity. British American Tobacco’s latest
its Creating Shared Value Report, Nestlé held report has a detailed section covering lobbying
a wide-ranging forum exploring global policy and political contributions. And GlaxoSmithKline
debates around food and nutrition. Broadcast live moves further by listing all lobbying activity
over the internet, the forum’s hard-hitting content and declaring that it has made a commitment
dealt honestly with the challenges that lie ahead to stop contributing to any political parties.
for governments, private businesses and civil
society in confronting critical humanitarian issues.
CLARITY
PRIORITIES
8. About us
Contact:
Louise Dudley-Williams
Salterbaxter advise companies
ldudley-williams@salterbaxter.com
Tel: +44 (0)20 7229 5720
on strategy, branding, corporate
Emily Measor communications and design.
emeasor@salterbaxter.com
Tel: +44 (0)20 7229 5720
We have a strongly held belief that most things could
The Directions Supplements
support our main Directions
be made better – they just need better insight, brighter
report. The main report is ideas, more creative thought. And so our offer to clients
published each year and is
now regarded as the UK’s is all about creative re-thinking for the corporate
most comprehensive analysis
of the trends and issues in
communications landscape. Re-thinking an entire
CR communications. If you business proposition; re-thinking branding, vision
want a copy, call us on the
number below or email and values; re-thinking the approach to corporate
directions@salterbaxter.com
responsibility; re-thinking employee engagement;
re-thinking what the web can do for business; re-thinking
the annual report and shareholder communications.
This approach helps new ideas flourish and breaks
boundaries. It sheds new light on old problems and
turns some new problems inside out.
Most importantly it helps clients do things better.
The main areas we focus on are:
– Brand and reputation
– CR/Sustainability
202 Kensington Church Street – Corporate reporting
London W8 4DP
– Employee engagement
Tel +44 (0)20 7229 5720
Fax +44 (0)20 7229 5721 – Digital communications
www.salterbaxter.com
Our clients are extremely varied and include FTSE 100
companies; major multinationals; some of the world’s
most exclusive brands; law firms; private equity firms;
world leading educational establishments and
independent, entrepreneurial businesses.