Burson-Marsteller is a leading global public relations and communications firm with over 60 years of experience. It has offices across six continents and experts in areas like corporate responsibility, brand development, and crisis management. The document discusses the basics of corporate responsibility including definitions, key issues, and the business case for practicing it. It also provides an overview of how to implement a corporate responsibility strategy, including conducting a materiality analysis and developing goals and reporting. Case studies are presented on leading companies that demonstrate best practices in their corporate responsibility programs and reporting.

2. 2
1. About Burson-Marsteller
2. What is Corporate
Responsibility?
3. Why practice Corporate
Responsibility?
4. How to implement Corporate
Responsibility

3. 3
About
Burson-Marsteller

4. ABOUT US
Burson-Marsteller is a leading global public relations and strategic communications firm,
with our industry’s best professionals on the ground in six continents and more than 60
years of rolling up our sleeves and working to be our clients’ best partner. We’re part of
WPP, the world's largest communications services group with more than 150 companies in
advertising, consumer insights, branding and identity, digital, and other key marketing
disciplines.
Pioneered
integrated
communications
Research at the
heart of
everything we do
Best global
network
available 24/7
The corporate
“go-to agency”
Experts in brand
development,
marketing and
strategy
History of
reshaping
industry through
thought
leadership
Wrote the book
on crisis
management
Showing impact
through
engagement in a
digital world

5. OUR GLOBAL NETWORK
ASIA PACIFIC
EUROPE, MIDDLE EAST,
AFRICA (EMEA)
NORTH AMERICA
LATIN AMERICA
Regional Headquarters
Offices
Affiliates Offices

6. SOME OF OUR CLIENTS

7. ABOUT JANE P. MADDEN
• U.S. Managing Director, Corporate Responsibility
• 25 years experience in sustainability spanning
corporate, multilateral and NGO sectors
• Former Partner, Environmental Resources
Management (ERM)
• World Bank Official for 12 years
• CARE, UNICEF

8. 8
CORPORATE RESPONSIBILITY
AT BURSON-MARSTELLER
We help our clients
transform their
companies from the
inside out through
enterprise-wide
strategies and
implementation for
environmental, social
and governance issues.

9. OUR STRATEGIC APPROACH
CR is a business
imperative and
must be linked to
strategic
objectives
Ground platforms
and programs in
research and
evidence
Manage issues
and mitigate risks
by setting clear
goals – in addition
to metrics and
tools to deliver on
them
Develop focused
and transparent
communications
through clear
commitments,
stakeholder
engagement and
messaging

10. 10
What is Corporate
Responsibility?

11. MANY TERMS FOR CR
Sustainable
Innovation
Corporate Social
Responsibility
Sustainable
Development
Sustainability
Think Green
Creating
Shared Value
Sustainable
Value
Citizenship
Eco-
Imagination
Soul
Sustainability
Corporate Citizenship

12. CR FUNDAMENTALS
WHY
WHAT
HOW

13. KEY CR ISSUES TODAY
Transparency
Socially
Responsible
Investing
Governance
Codes of
Conduct
Environmental
Footprint
(carbon, water,
waste)
Investor and
Stakeholder
Engagement
Supply Chain
(both
environmental
and labor issues)
Reporting &
Materiality

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Why Practice
Corporate
Responsibility?
What’s the
Business Case?

15. Corporate social responsibility is a hard-edged
business decision. Not because it is a nice thing to do
or because people are forcing us to do it...
because it is good for our business.
Niall Fitzgerald
Former Co-Chair and CEO, Unilever

16. THE TRIPLE BOTTOM LINE
PEOPLE PLANET PROFIT

17. THE BUSINESS CASE
FOR CR
PEOPLE PLANET PROFIT

18. CR MATTERS TO YOUR BOARD,
INVESTORS AND
WORKFORCE
82%of investors considered
climate change and/or
resource scarcity in future
investment decisions
Higher overall
engagement
of employees who engage in
their company’s CR initiatives

19. COMPANIES ARE MOVING
FROM INTENTION
TO ACTION
65%of companies develop
and/or evaluate
sustainability policies and
strategies at the CEO level
90%of company boards
discuss and act on
sustainability issues as part
of their regular agenda

20. THE MEDIA

21. SOCIAL CONTRACT HAS
CHANGED
• Trust has never been lower
• Business is held accountable for our greatest social
and environmental challenges
• Increased scrutiny of the safety, ethics and the
social and environmental impacts of supply chains
• Increased regulation: Dodd-Frank; UK Modern-
Slavery Act; California Transparency in Supply
Chains Act; Paris Treaty

22. EXPECTATIONS OF BUSINESS
HAVE CHANGED
• Increased expectation of transparency, data and
disclosure
• Millennials: Generation Z
• Responsibility leads to innovation, value creation
and mainstream investor interest

23. COP21 AND THE PARIS
AGREEMENT
• The 21st annual Conference of Parties
(COP21) UN Convention on Climate
Change in Paris
• Representatives from 195 countries
agreed to limit warming to 1.5C levels and
reduce global carbon emissions
• Commitments ranged from rallying behind
carbon pricing and setting science-based
emission reduction targets to responsible
corporate engagement and investments in
renewable energy
• More than 5,000 global companies
committed

24. SUSTAINABLE DEVELOPMENT
GOALS (SDGS)
• The United Nations (UN) targets
set for 2030
• Sustainable Development Goals
(SDGS) are 17 global goals to
end poverty, protect the planet
and ensure peace
Mongolia’s President cites ‘essential’
nature of sustainable development, UN
goal to ‘leave no one behind’

25. 25
How to Implement
Corporate
Responsibility?

26. CR BEST PRACTICES
• Senior leadership and strategy
• Top down and bottom up approach
• Aligns with the company’s values and
mission
• Integrated with business drivers
• Company-wide (cross-department)
collaboration and integration
• Regular measurement and reporting
• Internal and external communication
• Strategic partnerships
• Engagement of stakeholders (internal and
external)

27. COMPONENTS OF A CR
STRATEGY
• Asset Analysis
R E S E A R C H
1
S T R AT E G Y
D E V E L O P M E N T
2
E X E C U T I O N
3
A S S E S S M E N T
& R E F I N E M E N T
4
• Business goals & strategy
• CSR initiatives
• Communications Strategy
• Trends & industry
analysis
• Competitor benchmarking
• Media Audit
• IDI’s
• Stakeholder Surveys
• Matrix
• Conduct Materiality Analysis
• Identify 5-year vision
• Develop SMART goals and
metrics
• Stakeholder mapping &
engagement
• Create CSR Council
• Organizational structure
and roles/responsibilities
recommendations
• Build 5-year CSR strategic
plan that is aligned with
business goals
• Develop a CSR narrative
• Develop refine CSR
programming
• Develop and execute
communications plan
• ESG reporting and
communications
• Deploy stakeholder
engagement plan
• Measure progress against
goals and metrics
• Determine upcoming
challenges and
opportunities to be
addressed by CSR strategy
• Review alignment with
global HQ, as appropriate

28. THE VALUE OF A MATERIALITY
ANALYSIS
• A materiality analysis is a map of ESG topics and their importance to stakeholders
(such as shareholders, employees, NGOs, etc.), versus their importance to the
company
• The analysis provides the information you need to disclose to investors and
stakeholders to inform their decisions about your company
What is a materiality analysis?
• What ESG data should you disclose in your report?
• What is the best way to demonstrate the link between financial and non-financial
performance?
• Where can your organization streamline processes, reduce costs and improve
efficiencies?
• How should you frame long-term management strategy and plans?
Questions answered by a materiality analysis

29. WHY IS MATERIALITY
IMPORTANT TODAY?
Our rules and guidance are clear that, to the extent
issues about sustainability are material to a
company’s financial condition or results of
operations, they must be disclosed.
Mary Jo White
Chair, Securities and Exchange Committee

30. MATERIALITY MATRIX EXAMPLE:
CAMECO

31. MATERIALITY MATRIX EXAMPLE:
TECK RESOURCES

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Reporting &
Disclosure

33. Benefits of Reporting
●COMMUNICATION
oSuccinctly highlights CR leadership to diverse audiences such as
employees, consumers, analysts, raters & rankers
oSaves time; one document compiles all relevant CSR information
●ENGAGEMENT
oPrompts internal dialogue and action toward CSR
oCredibly addresses stakeholder/consumer
expectations
oBuilds trust and educates
●BUSINESS STRATEGY
oDrives innovation by identifying opportunities
o“What gets measured gets managed”
oMitigates risk by identifying vulnerabilities
●MOTIVATION AND RETENTION
oAttracts, keeps talent

34. CSR Reporting Trends
●Data is king
●Heightened investor attention
●Non-financial, ESG data as important
as financial data
●Integrated reports (
●Legislation requiring reports in South
Africa, France, Denmark
●SASB joins the standards crowd in
U.S.
●Digital reports
●Raters & Rankers use publically
available ESG data

35. BEST IN CLASS
REPORTS
• Annual
• CEO statement
• Credible ESG data
• Materiality: significant and relevant to core business
• Integration: connections the company’s business strategy with its CR
strategy
• Transparency: open about business practices and the approach to
ESG issues; includes failure as well as success
• SMART Goals and targets: guides expectations for future performance
• Verification: third-party assurance
• Stakeholder input and review: give voice to supporters and critics
process
• Digital: web-based access and social media allow for just-in-time
updates and reaches a larger audience

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Case Studies:
Leaders in CR

37. HOW COMPANIES ARE STANDING
OUT
Include breakdown of GHG emissions by scope, especially
in supply chain-heavy industry
Include targets and goals throughout report that are tied to CR pillars
Include sustainability performance of suppliers and list
names of Tier 1 suppliers
Include specific challenges and goals in leadership messages
Contextualize sustainability performance against industry
Commit to setting science-based targets; companies who have done
this include (but are not limited to): Walmart, Mars, Nestle, Unilever,
L’Oreal, Kering, Ikea
GHG Emissions
CR Pillars
Supply Chain Reporting
Leadership Messages
Benchmark
Science-based Goals

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Successful
Signature
Programs

40. COCA-COLA’S 5BY20
Primary strategy has been to
tell 5by20’s story through the
eyes of women who have been
impacted by the initiative. Coke
has done this is by participating
in Nicholas Kristof and Sheryl
WuDunn’s Half the Sky
documentary, involvement of
5by20 participant
Malehlohonolo Moleko in a
TEDxWomen talk, media
briefings with top-tier reporters,
redesign of www.5by20.com
and using its editorial-focused
website, Unbottled blog, and e-
mail campaigns to feature
participant stories.
Communications
This has been an initiative that
has been led and advocated for
from the top levels of the
company. TCCC Chairman and
CEO Muhtar Kent and
Women's Economic
Empowerment Global Director
Charlotte Oades have engaged
the media and target audiences
at events and other forums,
articulating the value and
purpose of the initiative.
Executive Support
To be successful, 5by20
requires stakeholders from
across the value chain. One of
the ways the company is
engaging is through
stakeholder meetings that have
been held in Washington, D.C.,
London and Paris to update
and engage leaders on
women’s economic
empowerment and 5by20.
Stakeholder Engagement
To be successful, 5by20 requires stakeholders from across the value chain. One of the ways the
company is engaging is through stakeholder meetings that have been held in Washington, D.C.,
London and Paris to update and engage leaders on women’s economic empowerment and 5by20.

41. GOLDMAN SACHS 10,000 WOMEN
The signature program is
powerful because it is focused.
It is not trying to be everything
to everyone – it clearly chose to
focus on women entrepreneurs
in emerging economies.
Well-Defined Social Issue
10,000 Women was facing a
big task, so their partners and
advisors needed to be up to the
challenge. Research from
Goldman Sachs, the World
Bank and others suggested an
investment in women can have
a significant impact on GDP
growth – that’s what the
initiative was founded on. Along
the way, other partners
included Yale University, the
Aspen Institute, CARE, Ashoka
and others.
Research
It opened markets for Goldman
Sachs by developing an
educated workforce in
emerging economies and,
importantly, served to bolster
the company’s reputation after
the financial crisis.
Aligned to Business
In 2008, the 10,000 Women initiative was launched by the Goldman Sachs Foundation
to educate women entrepreneurs in emerging economies. The initiative was designed
to provide a business education, access to mentors and networks, and links to capital
for 10,000 underserved women operating small businesses. By the close of 2013, the
initiative had enrolled its 10,000th woman.

42. 42
Unsuccessful
Signature
Programs

43. STARBUCKS’ RACE TOGETHER
Starbucks did not have the
credibility, license or to convene
a conversation on race. It’s not
a core competency for a coffee
company/retailer. Nor was it an
explicit concerns for
stakeholders (until Starbuck’s
inadvertently brought attention
to its own diversity issues).
Critics, including baristas,
consumers and other
stakeholders viewed Starbucks
as opportunistic by trying to
tackle a serious social issue for
its own economic gain.
Lack of Authenticity
Starbucks didn’t think through
how its people were going to
talk about race in a 30-second
business transaction.
Employees were on the front
lines of volatile, complex issues
and were unprepared to
respond.
Poor Program Management
Starbucks didn’t think through
how its people were going to
talk about race in a 30-second
business transaction.
Employees were on the front
lines of volatile, complex issues
and were unprepared to
respond.
Lost Narrative
Howard Schultz and Starbucks began the “Race Together” campaign in
early 2015 and received significant criticism. A closer look reveals several
pitfalls and considerations.

44. NFL’S PINKTOBER
In 2014, Washington Post,
Jezebel, Deadspin and other
outlets started outing the NFL
for only giving 8-12% of sales
of pink products – easily the
most mainstream part of the
Pinktober efforts.
Lack of Transparency
The NFL was also accused of
pink-washing and being part of
the fear mongering around the
issue of breast cancer in its bid
to try to appeal to a more
female audience. It was
accused of doing the program
as a PR stunt only because it
lacked authenticity.
Not Aligned with Business
When the NFL had several
domestic violence incidents, the
pink affiliation was again called
into question. It appeared to be
insincere by not addressing its
domestic violence issues
quickly.
Missing Credibility
The National Football League (NFL) jumped on Pinktober in 2009, partnering with the
American Cancer Society and corporate sponsors to outfit players, fans and the field in
all-pink uniforms and memorabilia. Pinktober provided free or low-cost screenings in
underserved communities. However, the NFL took heat over the amount money
actually going to cancer research and the effectiveness of the “Crucial Catch”
awareness program.
THE NFL’S PINK OCTOBER
DOES NOT RAISE MONEY
FOR CANCER RESEARCH

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Q&A

46. 46
Appendix

47. THE LANDSCAPE CONTINUES
TO EVOLVE
2000-2005 2006-2010 Today & beyond
ENVIRONMENTAL
COMMITMENTS
SOCIAL
ADVOCACY
REPORTING
GOVERNANCE
MEDIA Press release drives
media attention
Mainstream media steer
public opinion; select group of
sustainability reporters;
stories focus on LEED
CR stories must be unique;
business innovation and results
drive media attention
Fringe leadership;
grassroots; an add-on
Mid-level management
Environment- or
community-focused
Global Reporting Initiative (GRI)
Indicators focus on triple bottom line
One-off donations;
volunteerism
Cause marketing
campaigns
Long-term commitment on
targeted issues; activism
Not an issue (for most)
or an isolated risk
Voluntary and nice-to-
do, or linked to other
operational issues
A competitiveness driver;
leadership opportunity and
expectation
Greater demand for transparency and
disclosure focused on materiality; GRI
(G4), SASB, IIRC; conflict minerals
reporting to SEC; digital reporting;
year-round narrative
C-Suite and BOD engagement,
responsibility and leadership;
emergence of the CSO role

48. WHO ARE YOUR
STAKEHOLDERS?
• Customer (B2B)
• Consumer (B2C)
• Employees and their families
• Future talent
• Investors
• Vendor (Distributors, Suppliers, Outsource, etc.)
• Community representatives
• Activist NGO’s (Greenpeace, PETA, ENOUGH)
• Resource owners/users
• Governments

49. Small- and Medium-Sized Enterprises (SMEs) Bring
Innovation
●Uses sustainable packaging;
introduced TerraSkin™ Wraps
●Water and energy conservation
●Employee recycling initiatives
●Bought by Clorox in 2007 for $925M
●Uses cage-free and free-range eggs
●Phased in Forest Stewardship Council
certified paperboard for pint packaging
●Assists farmers to improve practices
against 11 sustainability indicators
●Bought by Unilever in 2000 for $326M
●PET fully-recyclable bottles
●Directs funds to renewable energy sources
●Converts used drink pouches into reusable
items
●Bought by Coca-Cola in 2008; 40% share for
$43M

50. B CORPS
• For-profit companies
• Certified by the nonprofit B Lab to meet rigorous standards of environmental,
social and governance (ESG) performance, accountability and transparency
• Legally required to meet ESG standards and fulfill their fiduciary responsibility
• Volunteer certification scheme
• B Corps measure and report their social and environmental performance against
a third-party standard
• Under most state laws, B Corps must include social and environmental goals in
their bylaws and produce an annual report including an update on their
achievements toward those goals
• Most B Corps are privately held and are small/medium-sized enterprises, but
more, larger and publicly traded companies are joining the movement