Tag Archives: Brand Management

Weaving Ethics & Accountability into Free Enterprise: Leadership in Crisis

03 Thursday Jul 2014

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“An entrepreneur is the engine of change. The dilemma: The glue that connects entrepreneurs, capital and the legal system.”

The real problem with companies today?

“A lack of purpose, intent and transparency.”

That’s how Erik Trojian, director of policy for nonprofit B Lab, opened his presentation at the recent seminar held jointly by Georgetown University, the Caux Round Table and the Sustainable Business Network of Washington (SBNOW).

The theme of the two-day seminar was weighty: Ethics, Leadership and Sustainability – to explore how the capitalist spirit of free enterprise and social entrepreneurship can help transform economic systems and promote social justice, basic rights, and human freedom around the world.

Common among the presentations of the day was a repeated emphasis on corporate governance, beginning with Trojian.

Modern Capitalism & Benefit Corporations

Trojian and his team are on a mission: To get all 50 states of the United States of America to sign the benefit corporation legislation into law. So far, they have succeeded in seven states.

He explained their goal:

“Modern capitalism began at a particular point of time in a certain type of culture. Somewhere in the 1960s, values began to shift and outcomes began to change. We want corporations to have an alternative form of operation that predicates protecting a business’ social and environmental communities.”

After a powerful presentation on the what, how and why(s) of the benefit corporation – a subject that has been covered quite comprehensively by CSRwire in recent weeks – Roderick M. Hills, Sr., former chair of the SEC and cofounder and chair of the Hills Program on Governance at the Center for Strategic and International Studies took the podium.

“Fixing” Bad Corporate Governance

“The Securities Exchange Commission [SEC] was set up to have more finite control of corporations’ governance. Auditors were expected to act on all suspicions. We convinced the New York Stock Exchange to address disclosure and transparency,” he started.

The next antidote according to Hill: The Foreign Corrupt Practices Act.

“The Act’s real problem was its uncertainty. They don’t want to deal with figuring out what is a crime and what isn’t resulting in people doing whatever they want to do. Plus the Act was not valid outside the geographic boundaries of the U.S. The rest of the world has no incentive to use this,” he said.

Aligning Board Service with Governance: A Conversation with Lucy Marcus

What’s really wrong with most corporation’ boards set up and governance standards according to him? His concerns were multifold so I turned to Lucy Marcus, renowned corporate governance expert, CEO of Marcus Consulting Ventures and Reuters columnist for some answers:

1. Too Much Agreement in the Boardroom

“There are too many directors today who would rather quit than disagree.”

Lucy: Asking the hard questions in the board room is essential, and also being willing to be persistent in the pursuit of the best outcome for the company and stakeholders is essential. Those are the kind of independent directors we want in the boardroom.

Anyone who is not willing to operate in this new reality doesn’t belong in the boardroom, and as we develop & educate new directors they need to know that this is what shall be expected of them.

2. The Fiduciary Responsibility of Directors

“There is a paradox in the country. Independent director doesn’t equal independence today. Every director has a preset job description regardless of who he represents/brings to the board.”

As directors it is vital that we understand going into the post what our job is inside and outside of the boardroom, what skills and knowledge we bring to the table, and also that we also operate beyond those strict skills we bring to also be able to synthesize data quickly and to make decisions in a well-informed and responsible manner.

3. Mandatory Retirement

“The mandatory rotational retirement is a terrible idea. There is no auditory protocol built-in and it gives directors too short a time to compel change, set standards, make a difference.”

I believe strongly in term limits. Best practice, as set out in the U.K., is several terms that add up to 9 years, and I think this is correct.

There is no way that someone can maintain their independence for much longer than that, and if the board room is to remain a place for dynamic discussion, it is incumbent upon boards to continually refresh themselves so that the people around the table bring a balance of continuity and change and the company is able to keep its finger on the pulse of changing agenda items, be it corporate social responsibility, technology, or anything else that is relevant to continued strength, growth and wellbeing of the organization.

If Capitalism Isn’t Bad, Are Capitalists?

Despite the somber notes, Bob Edgar, president and CEO of Common Cause, perhaps encapsulated the day – and our present crises – most succinctly with one question:

“Is it appropriate for [a form of] capitalism to exist that leads to unemployment, slavery and excess profits above all else?”

Readers: It’s your turn to participate in this dialogue and become the change makers you seek from our leaders. How are you solving ethical dilemmas between personal values and professional responsibilities?

As Chairman of the Hershey Company James Nevels put it recently at the BCCCC conference, “CSR above all begins and ends with personal responsibility.”

How do you define personal responsibility – and extend that to corporate responsibility?

Originally written for and published on CSRwire’s Commentary sectionTalkback on April 4, 2012.

Bob Willard’s Business Case for Sustainability: A Better Way to Make a Bigger Profit

03 Thursday Jul 2014

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The constant struggle between business’ social and environmental responsibility and investor demands is already an old tale. “The field has stretched and magnified so quickly that even though I have only been doing this work for three years, it feels like 10,” confessed a fellow attendee at a recent conference.

It’s true. Increasingly, more of us – those of us who eat, drink, sleep and dream CSR and sustainability – succumb to the comfort of believing that the sector is steadily progressing toward safer, clearer, more transparent practices.

But are we?

With Wall Street continuing to demand quarterly results, stringent returns on investments and short payback periods, are we really supporting sustainability in its truest sense? The examples, after all, are endless: Apple’s factory standards, Goldman Sachs’ unethical business practices, Chevron’s continued governance malpractices as reported by the Amazon Defense Coalition, and a new report that calls Wal-Mart’s sustainability championship as mere greenwashing.

As the CECP’s Margaret Coady remarked recently on CSRwire Talkback, how can sustainability executives tie consumer expectations and investor pressure into cohesive strings of action? Are the two sides completely incompatible?

Bob_Willard_The_Sustainability_AdvantageBob Willard, author of The Sustainability Advantage – and the updated The New Sustainability Advantage – recently held a well-attended webinar organized by the Toronto Speaker Sustainability Series [TSSS] on objections handling for sustainability executives. Some of his lessons – which you will soon be able to download as a useful reference guide, courtesy TSSS – focus on identifying mind shifts, behavioral change, graciousness and emphasizing education.

Now, Willard is traveling to New York to present at the Ethical Sourcing Forum on March 29 – 30, 2012 on connecting these lamentations with the business case for sustainability. A former IBMer, Willard’s work is renowned for its articulate arguments and concrete examples. His book is a firestorm of information and data. Here’s what the founder of Interface, the late Ray Anderson, said:

Bob Willard has performed a service of inestimable value: quantifying the business case for sustainability. By focusing at the level of the firm, Willard has bypassed the overriding but somewhat esoteric question, “How long can the rape of Earth by the modern industrial system go on before ecological collapse?”

The answer to this big question lies in the cumulative effect of millions of firms, large and small, waking up to the untapped profit potential that’s all around them. Bob Willard has shown how to capture that potential in real profits. Consequently, the answer to the big question is: Let the rape stop now; there’s a better way to make a bigger profit. Read this book to learn how.

Willard believes that until recently, there has been little evidence expressed in business language to show executives actual benefits from sustainability strategies. But that sustainability strategies can drive new bottom-line opportunities, avoid impending risks, and be a catalyst for business innovation, even in an economic recession.

While there are speakers aplenty who can talk about sustainability today in logically constructed sentences, there are few who have decades of experience to back up their arguments and can not only envision sustainable capitalism but show us how to get there. Willard falls in the latter category. So, if you are in the New York City area, join the CSRwire team at the Ethical Sourcing Forum to learn and engage with the leader himself.

Originally written for and published on CSRwire’s Commentary sectionTalkback on March 16, 2012.

Pathway to Financial Success: Discover Activates Parents

03 Thursday Jul 2014

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Corporate social responsibility has many shapes and forms today. Some organizations continue to use philanthropy as the crutch while others are adopting more expansive and strategic measures to improve their relationship with society and the environment.

For Discover, a financial institution with a history of catering to an elite consumer group with high credit scores and deep pockets, the business model is simple: Provide credit to low-risk consumers while ensuring quality customer service.

However, social responsibility for a financial services provider is a complex debate. I’m a big proponent of context and financial literacy falls perfectly in line with Discover’s core audience and social footprint. But should Discover be educating all consumers on the viability and risks of financial products or simply restrict its outreach to its customer base? Considering that a wide swath of their consumer base is educated and high potential, where should Discover focus its consumer engagement efforts?

A couple of weeks ago, Discover announced a new five-year $10 million program designed to help get financial education into the classroom. Their target: high school students. But this latest initiative, called Pathway to Financial Success, isn’t going to be just about conversations in the classroom.

Financial_LiteracyLeslie Sutton, director of external affairs and head of CSR for Discover, spoke to CSRwire about the initiative. “Not only will the initiative provide grants to public high schools to cover the costs of implementing a course on personal finance and give them access to a standards-based curriculum, it will also emphasize teacher training,” she said.

Further, “through a public service announcement [called Awkward Conversations] and a website, we want to raise awareness of the need for financial education and to encourage parents to talk to schools about incorporating it into the school curriculum.”

Discover wants to activate parents this time in a meaningful way. And in true Discover fashion, they’re doing this in a funny and intuitively intelligent manner.

I caught up with Sutton for more insights:

Why the emphasis on financial education at such an early stage [high school] when most Discover’s customers are elite professionals?

This is one of the ways we give back to customers and our community.

Discover has been involved in financial education for over 15 years. Helping people achieve brighter financial futures is our company’s mission. And getting financial education into classrooms is one of the ways we can help achieve that. It’s critical that kids develop the skills they need to manage their finances to make informed decisions.

Discover sees a clear need for financial education in schools. Statistics show that a majority of Americans lack the knowledge to make good financial decisions. A Sallie Mae study showed that 84 percent of students said they needed more education on financial management topics, yet only 12 states require a personal finance course before graduation, according to the Survey of the States by The Council for Economic Education. That’s opportunity for us to use our resources and platform to compel change.

With an economy built on consumer demand and credit availability, only 12 states?

The problem is multifold. First, many states are not requiring students to learn about money basics at school. And many schools lack the resources to add curriculum. Both teachers and parents say they are uncomfortable talking to kids about money.

We know that we need to get financial education into the school curriculum. It is the only way to get them thinking early. That’s why Discover is awarding grants to public high schools to cover related costs and give them access to a standards-based curriculum with one of the requirements being that the school measure curriculum results, so that we can ensure this information is being retained – not just provided.

How do you plan on engaging parents considering some of them might not be Discover customers – and might not have the tools to activate their school districts?

Talking to kids about money can be awkward and we want parents to know that Pathway to Financial Success can help by providing the tools and resources to begin the conversation at home and in schools. We created a public service announcement to get parents’ attention on this issue. It directs parents to Pathway to Financial Success, where they can find financial education resources developed by independent organizations.

Discover: Pathway to Financial Success

It also contains information to help them become more comfortable talking about finances. And if they want to join us in addressing the inclusion of financial education in schools, the website also provides parents with the tools needed to address that with local school administrators.

How does Pathway to Financial Success align with Discover’s business model?

We have always believed in providing our customers with the tools and resources they need to make informed decisions about money. Through Pathway to Financial Success, we’re helping to ensure that the next generation develops the skills they need before they make decisions that will affect their futures. That’s in everyone’s interest, not just our customer base.

By working with parents and schools to get financial education incorporated into the school curriculum, we want to reach thousands of classrooms and over a half-million students with the hope that by raising awareness of the need for financial education, more parents, schools and corporations will get involved in the effort.

That is in everyone’s interest as well. Financial education and independence is a critical tool in our personal and professional happiness. At Discover, this is much more than consumer education. It is about long-term financial empowerment.

Originally written for and published on CSRwire’s Commentary sectionTalkback on February 23, 2012.

Dow Chemical: Extracting Business Value out of Sustainability

03 Thursday Jul 2014

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After more than a decade of negotiations, there’s news today that Dow Chemical has agreed to clean up 1,400 residential properties in Midland, Mich.

The root cause: A Dow Chemical plant located in Midland, also home to its headquarters, responsible for polluting the area with dioxin for a better part of the late 1990s.

Dow Chemical has had a long history of pioneering research and innovation in sustainability, from collaborating with nonprofits on driving solutions — it was named one of the most sustainable companies in Brazil in 2011 — to industry-wide partnerships on reducing their products’ environmental footprint.

But no number of accolades or ratings can hide the immense environmental and social footprint of the company’s operations, domestically or internationally. Or as many would opine, help erase a history of soil, air and water contamination.

So, how does the chemicals giant prioritize sustainability to drive its long term business plan? And how are these complex social and environmental challenges defining this strategy? Neil Hawkins, Dow Chemical’s VP for Sustainability & EH&S offers some insights:

Top Sustainability Challenges of 2011:

1. Accounting for the value of nature

We’re entering a new phase of integrating the value of nature into the corporate balance sheet through a breakthrough 5-year collaboration with The Nature Conservancy. This partnership will determine the value of ecosystems to Dow’s operations.

Scientists from both organizations are developing tools and testing models together that we will eventually share with other companies and the science community. In early 2012, we will issue a public progress report on the collaboration, as well as a broader update on Dow conservation projects around the globe.

2. Market adaptation to sustainable solutions and innovation

There is a significant divide between environmental and social issues, and the appetite of markets to adapt, and sometimes pay, for new solutions that address these issues. Bringing innovation to market is a costly proposition filled with economic and political volatility, lack of clear and consistent regulation, and lack of guarantees for ROI.

Despite these headwinds, we are addressing megatrends and challenges by staying focused on our mission and values, and through unwavering investment in our innovation pipeline.

Aspirations for 2012: Where does CSR / Sustainability fit?

In 2010, Dow passed the midpoint of its second set of 10-year sustainability goals – the 2015 Sustainability Goals.

In 2012, we will work on our next set of goals, building on the momentum of the past 20 years, and find ways to drive Dow’s science and people into unprecedented areas of leadership, collaboration, innovation and change.

These goals serve as a strategic guide for leveraging business to address global challenges from accelerating urbanization, rapid population growth and increasing demands on natural resources. Prioritizing the safety and wellbeing of Dow people will also always be at the core of how we measure success.

With sustainability at the root of our mission, vision, and values, sustainability and CSR don’t just “fit” in – they drive decision-making, investment choices, hiring practices, and employee engagement at Dow.

Sustainability, in particular the pursuit of more sustainable chemistry, also gives our innovation engine a clear target.

Predictions: Extracting Business Value from Sustainability

Companies will become more proficient at extracting business value from sustainability commitments and practices

The chemical industry, among others, will continue to move beyond sustainability as an obligation driven by outside forces, toward uncovering tangible economic value that drives both top and bottom line growth.

The economic value of sustainable development can and should influence all decision-making – including capital investments, recruiting, marketing, product design, R&D and service functions. Companies will need to become savvy life cycle practitioners, innovators and collaborators.

By looking externally at unique partnerships, and internally at deeply integrated sustainability through employee engagement and accountability, companies will unlock new areas for growth by harnessing the value of sustainability.

The critical role chemistry plays in solving world challenges will continue to move to center stage.

Our world is facing pressing challenges including water supplies, energy sources and affordable housing. Mitigating the impacts of these challenges and managing our natural resources worldwide requires the manufacturing industry, and in particular, the chemical industry, to play an enabling role by discovering and implementing new technologies.

Chemistry is fundamental to our lives. It enables more than 96 percent of all manufactured products.

As a company, we’re committed to driving innovative solutions through chemistry, such as the POWERHOUSE Solar Shingle, which transforms a typical house into a dynamic power generator.

Then there are efforts such as the United Nations’ 2011 International Year of Chemistry that put the power of chemistry on a global stage.

But more attention is needed to accelerate science-based solutions, increase collaboration, and attract new generations into rewarding STEM careers – where the problems of today and tomorrow will ultimately be solved.

Originally written for and published on CSRwire’s Commentary sectionTalkback on February 17, 2012.

The Justice League’s Latest Mission: Famine & Hunger in Africa

03 Thursday Jul 2014

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When the Justice League comes together to fight evil, evil stands little chance.

In a world of economic uncertainty and social unrest, superheroes provide children with mentors, entrepreneurs with lessons in responsibility, and the rest of us with inspiration.

Now, DC Entertainment, the creators of renowned characters like Batman, Superman and Wonder Woman, has joined hands with Time Warner and Warner Brothers to leverage the collective power of these superheroes to tackle the troubles of the real world.

Their target: The hunger crisis in the Horn of Africa, an epidemic that has reached frightening proportions while being sparsely reported by the media.

We Can Be Heroes comes with immense leverage [thousands of employees, millions of canvases and platforms, a global fan base] and aspirational goals. In collaboration with three global nonprofits – Save the Children, Mercy Corps and International Rescue Committee – the conglomerates will match dollar for dollar up to a million dollars.

Their two-year goal: $2 million spread evenly among the three NGOs.

“13 million people go hungry in Africa. That is unimaginable. How are we letting this happen?” asked Cokie Roberts, prominent NPR journalist, author and board trustee for international nonprofit Save the Children, at a press junket Monday morning in New York City.

We_Can_Be_HeroesIntegrated Corporate Social Responsibility

Jeff Bewkes, CEO of Time Warner, who opened the event iterated that this cause marketing campaign is much more than straight up philanthropy for the company. “This is our corporate responsibility,” he said, adding, “We Can Be Heroes will capitalize on 90 years of storytelling to a global audience. We can help create far reaching awareness on a famine that can be fixed.”

Alluding to a consumer base already saturated with information, diffused by competitive branding exercises and weakening attention spans, Bewkes said, “Today consumer engagement is more important than ever before. Hunger isn’t geographically bound and our humanitarian care shouldn’t be either. Like the Justice League, together we can be heroes.”

everaging The Power of Herosim — and Interactive Media

This well thought out campaign – there is a merchandising component, a well-designed website and plans to integrate the message on all possible Warner and DC platforms globally – will capitalize on two leverage points: 1) The potent power of our collective strength in making a difference, and 2) The effectiveness of rich storytelling through a vast platform of interactive media.

I often say that half the battle of doing the right thing is telling your story effectively. In today’s connected world, stories matter. And this is where “having the opportunity to do something bigger than ourselves” can prove inspirational and monumental.

Diane Nelson, President of DC Entertainment, put it well: “This [campaign] is about awareness and using the intellectual property our companies own to make consumers aware of the crisis.” Nelson was picking up on something Roberts alluded to in our earlier conversation:

“Americans just need to know about this. We are a wonderful people and once we know that people are in dire need, we respond. Getting that information out there will really save millions of lives.”

There is no arguing that the need for help is indeed great.

As Barry Meyer, Chairman and CEO of Warner Bros., who sat down with CSRwire exclusively for an interview said, it is a perfect fit for the entertainment conglomerates.

“We thought it was a very good fit: Both the messaging and the corporate commitment. We are a big company and we have a lot of ways to communicate with people…to get the message out on what’s going on in Africa. I certainly know many people who are anxious to find ways and mechanisms to help with problems like this including many of our employees outside the United States, who are more aware of the hunger crisis in Africa than frankly, our US employees are.”

With domestic unemployment stoically high, the stock market continuing to rollercoaster and a distracting election year in the U.S., attracting domestic consumers to engage, learn and perhaps most importantly, donate, will not be easy. “That’s where collaborating with three international Justice_LeagueNGOs with feet on the ground is crucial. We expect them to keep us on track, tell us what is working and what isn’t,” said Jeff Robinov, President of Warner Bros. Pictures Group.

For Robinov and team, this campaign falls fair and square within their corporate social responsibility strategy by fluidly integrating philanthropy, engagement, business units with their core competencies – story telling – to drive results for a humanitarian crisis.

I asked Meyer what his hopes are with activating the company’s internal audience:

“We have a significant employee population outside the U.S. We want them to know that we are behind these issues and working on them. As for the employees inside the US, where awareness is low, the aim is to raise that awareness. Make them aware of a huge humanitarian crisis that’s happening halfway around the world.”

With consumer confidence and employee morale low in recent years, it is no surprise that companies are looking for innovative ways to keep their employees motivated and loyal. Referring to the recent Occupy Wall Street protests, Robinov told me:

“See what’s going on with the protests across the country, a lot of that for me personally is related to a lack of human faces for corporations today. We need to be respectful of our bottom-line and our reputation but we are really moved and we really want to help these people. As a company, Time Warner has always reached out to people in times of need. We have a moral obligation to do this.”

CSR: Deploying Core Competencies To Target a Social Issue

At the end of the day, for the companies — and their nonprofit partners — involved, We Can Be Heroes is emblematic of what integrated CSR can look like: Knowing your strengths as a business entity and leveraging them and your stakeholders to target a social issue.

As Meyer told me, “Social responsibility in a certain way speaks for itself. The word responsibility implies an obligation. Big companies have an obligation to society. They make a lot of money and have an obligation to deal with issues that are important to their employee bases…and we feel the obligation very, very deeply.”

He also emphasized that this marks the first time the global brands have come together to target an issue that is long standing and will therefore require long term commitment and out of the box thinking that goes beyond one stop solutions.

The success of WeCanBeHeroes.org will ultimately rely on a global consumer awakening and the belief that together we can all be heroes. Who doesn’t believe in the power of that?

Originally written for and published on CSRwire’s Commentary section Talkback on January 24, 2012.

Ceres Investor Summit 2012: 5 Trends Not to Bet Against

03 Thursday Jul 2014

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Last week, Ceres and the United Nations came together to host the 2012 Investor Summit on Climate Risk & Energy Solutions in New York City. With several announcements marking the day—a record $260 billion was invested in clean energy in 2011—it was Bank of America Chairman Chad Holliday’s pre-lunch presentation that stood out for its aspirational message.

I had the opportunity to host Holliday last year for a keynote on responsible business practices. The occasion: The release of Carol Sanford‘s book The Responsible Business, for which Holliday provided an articulate Foreword.

This time around too, Holliday chose to focus on lessons learned from his years leading DuPont, which saw record growth, transition from a chemical company to a science-based products company, as well as the country’s first chief sustainability officer appointment.

“As you listen, make sure you’re not inadvertently betting against something,” he cautioned adding, “Whether you want to own it or not is merely situational. But listen.”

Here then are Holliday’s five things to not bet against:

1. Don’t Bet Against Breakthroughs

“Don’t bet against a major breakthrough or a series of breakthroughs that create clean, cheap energy.” Holliday followed this warning by a reminder that “the price of natural gas in the Middle East” used to be our prime concern.

“No one was talking about shale energy, tidal [energy] 10 years ago. Somehow we missed that,” he added. Holliday also alluded to the American Energy Innovation Council he set up when at DuPont that counts Bill Gates, Xerox CEO Ursula Burns, GE’s Jeff Immelt and others as members: “We
really felt that such a breakthrough was probable so don’t discount the power of innovation.”

2. Don’t Bet Against America

“Particularly American engineers and research universities,” he continued. “Thirty five of the 50 top research institutions worldwide are located in the U.S. Seventeen of the top 20 are in the U.S.,” he said

Bank of America Chairman Chad Holliday Admission rates in Science, Technology, Engineering and Mathematics (STEM) have been declining for years in the U.S., and several sectors are ramping up their community development and research dollars to invest in STEM initiatives and academic institutions. While it is true that graduates from Asian countries have increasingly filled STEM jobs—and have an incredible presence in Silicon Valley—in recent years, Holliday was quite right to point out that “it will require other countries to grow awfully fast to catch up with us.”

“What we see in the press is that China is overtaking us in engineering. In fact, there is no question that China is indeed leading us in the number of graduating engineers. But when it comes to quality and diversity—biotechnology, nanotechnology, quality control, systems engineering—we are hands down champions,” Holliday said.

3. Don’t Bet Against Sustainable Energy For All

“One of the three commitments of the United Nations General Secretary was to provide electricity to the 1.3 billion people globally who still don’t have access to electricity,” said Holliday. “Now let’s discuss the 1.3 billion-strong population of China: How productive would they be without access to electricity?”

His message: That’s opportunity to deliver value for business, investors and entrepreneurs.

4. Don’t Bet Against Dramatic Events Driving Dramatic Government Action

“One nuclear fallout after the tsunami that struck Japan was enough to compel Germany to take the decision to go completely nuclear-free for their energy supply,” he said.

Emphasizing that one must increasingly view business and investment in the context of their social and environmental setting, Holliday offered a glimpse into his role on Shell’s CR committee: “I regularly meet with NGO groups and investors to understand what they are thinking. I then coordinate with Shell’s corporate responsibility committee to visit sites to really check and see if they are doing what they commit to. Then it makes a difference,” he said, adding, “We cannot measure growth and success from afar because that’s just PR.”

5. Don’t Bet Against People in This Room

Putting the onus on the over 500 investors in attendance, Holliday said: “You’re here today because you think private money can make a difference in this sector. You’ve made a good decision.”

Indicating to his recent appointment as Bank of America’s chairman, he continued:

“I joined Bank of America in the time of a recession. I didn’t have much time to do any due diligence so I decided to find out what they were doing on sustainability. And I’m proud to say that I was impressed. They have already made an 18 percent deduction in greenhouse gases (GHG), made a $20 million commitment to loans for sustainable projects and nurture a working culture that prioritizes sustainability.”

Many other firms in the room could probably tell similar stories, he added, warning: “But don’t bet against each other.”

Emphasizing the need for public private partnerships, he concluded: “Working with the public sector and other stakeholders is going to be key in our goal of sustainable energy for all.” There too, he had the same warning: “Don’t bet against each other.”

Originally written for and published on CSRwire’s Commentary section Talkback on January 18, 2012.

2011: The Year Business Learned to Say Mea Culpa

02 Wednesday Jul 2014

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Image

These were just some of the things that kept us busy in 2011. While some represent the changing marketplace, others are age-old struggles between activists, consumers, employees and corporations. Yet, they all represented the emergence of new forces at play in our corporate corridors.

Yes, 2011 represented despair for many – the jobseekers, the underemployed, the single parent, the shopper, the CEO, the trader – but with despair, as CSRwire’s CEO Joe Sibilia noted, comes hope, adaptability and often, solutions.

And it is at that stage that most of us converged in 2011.

Transparency: Is Business Ready?

Take, for example, the recent BSR conference held in San Francisco. My panel addressed a topic that is bound to get most of us shifting in our chairs: Sustainability in a Hyper-Transparent World. Ouch, right? Joined by executives from Oxfam, Intel and SourceMap, the conversation included several uncomfortable moments (I offered up Zappos as an example to the audience, citing that the company livestreams its all hands meeting in order to live its mission of “building open and honest communications.”) and featured several probabilities, suggestions, and potential solutions by a group that included lawyers, sustainability executives, CSR officers, reporters, strategists, entrepreneurs as well as nonprofit leaders.

“When you are increasingly naked, fitness if not optional.” – Macrowikinomics

That the panel attracted a full room of senior executives willing to discuss difficult issues like privacy, corporate governance and stakeholder responsibility is a start.

The C-Suite Headlines Sustainability

Till last year, while much was being written about CSR and sustainability, executives were largely absent from the dialogue. In 2011, this changed ever so subtly. Earlier in the year, Best Buy CEO Brian Dunn took the stage at one of the year’s most prolific conferences, the Boston College Center for Corporate Citizenship’s annual conference. He discussed the importance of employee wellbeing, organizational design, transparency (Kathleen Edmond was the first Chief Ethics Officer to start a blog on ethical issues in the workplace) and the importance of stakeholder engagement.

“The more you peel the onion, the more you realize there is to be done. You just need to be constantly excited about peeling the onion.” – Brian Dunn, CEO, Best Buy

At Net Impact, Nike’s Hannah Jones took the stage as did REI CEO Sally Jewell. BSR kept the momentum going by featuring Ofra Strauss, CEO of the Strauss Group, Autodesk CEO Carl Bass and Anheuser-Busch CEO Carlos Brito.

These chiefs weren’t exactly looking to gain brownie points. They were after all speaking to the choir in some respects and to an audience that for the most part, gets business and social responsibility. But what made each of them stand out was their honesty about the difficult problems facing us today – a first? – agreement on the role of business in adding to today’s social and environmental mess.

“In the last few years, business has lost tremendous trust in the marketplace. That we are GOOD now rests on us.” – Ofra Strauss, Chairperson and former CEO, The Strauss Group

Mea culpa, they all said. Followed by: Here’s how we are trying to change ways, rethink growth, repurpose missions and reengage stakeholders.

That’s a start.

Social Media Engagement: 140 Characters Rule

Despite all the naysayers of social media, there is no denying that for any organization that sells a product or service today, having a dedicated presence on Facebook and Twitter is a prerequisite. With engagement reaching never-seen-before proportions, even Chief Sustainability Officers are learning to communicate in 140 characters or less.

“We must see social problems as business opportunities.” – Carol Cone, EVP, Edelman

But several companies dipped their toes in active engagement by trying out new formulae: Best Buy released their annual CSR report by hosting a live webinar (that I moderated) with their Sustainability team and a parallel conversation on Twitter. As I quizzed them about the report, questions poured in from Twitter: What was Best Buy doing in the area of conflict minerals? What about human rights? Recycling? How about consumer education? And why the low diversity ratio of employees?

Squirm they did, admitting that the issues were complex they did, but answer they also did.

They weren’t the only ones though.

Timberland (that was acquired by VF earlier in the year) launched their new Communications portal, McDonald’s hosted a live chat on Twitter with VP of CSR Bob Langert, UPS held several chats during the holiday season from sustainable gifting to green packaging choices.

Communicating your sustainability story is an important cog in the wheel called trust and the choice to engage is no longer a valid option. How you choose to do so, however, will continue to differentiate you from your competitor.

Making Business Sense out of Sustainability

Several large organizations came forward in 2011 asking jobseekers and students applying for jobs in sustainability and CSR to understand how to relate their core competencies and knowledge to the issues facing us today, i.e., water depletion, carbon emissions, climate change, etc.

How can depleting levels of water relate to a professional services firm, for example, or a bank? Why must a software company invest in engaging and educating its supply chain?

Climate Corps: Creating Jobs & Savings

The Environmental Defense Fund’s Climate Corps program is one of very few initiatives that have managed to tie sustainability with business strategy and growth while creating jobs out of the process.

From placing seven MBA candidates as summer fellows in 2008, the program has quickly grown in popularity, placing 96 students at 78 companies in 2011. The fellows spend an entire summer working with their host companies on identifying energy efficiency solutions, implementing carbon management processes and helping diverse businesses embed environmental sustainability into their strategies.

The results: Millions in savings. While few get direct job offers from the Fellowship, most have had success finding jobs where their unique mix of experience, passion, and the ability to tie business strategy with sustainability, is appreciated and utilized in changing processes, setting standards and adapting organizations to a fast-changing reality of limited resources.

This is a start.

Organizational Design & Sustainability

Where does sustainability fit in your organization?

Everywhere, really, is the only correct answer, irrespective of where the chief sustainability officer sits. This, finally is getting addressed by what I consider a crucial component at any company: The HR and recruitment teams. In collaboration with IE Business School, I moderated seminars with recruiters, HR directors and organization design consultants on the value of CSR in candidate recruitment and retention.

We discussed the relationship between productivity, values, respect and growth. We heard from students who want to work for socially responsible companies and executives who are redirecting their organizations to instill a culture of ethics, responsibility, accountability and pride.

Mea culpa, most of them said. That’s a start.

Originally written for and published on CSRwire’s Commentary section Talkback on December 30, 2011.

Marks & Spencer’s Plan A: Five Years Later

02 Wednesday Jul 2014

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“We launched Plan A because there is no Plan B,” started Richard Gillies, Marks & Spencer’s Director of Plan A, CSR Sustainable Business during a panel on how to nudge consumers to buy more sustainable products at the recently concluded BSR Conference.

Marks & Spencer’s sustainability strategy, more popularly called Plan A, has been the topic of several discussions and numerous awards since it was launched in 2007, mostly for its innovative and expansive approach (over 180 commitments) but also for its honest declaration of a business’ shortcomings.

And Gillies attested to that: “We made some very public and very defined goals back in 2007.” As the retailer approaches the five-year anniversary of Plan A, what are some of the results we can expect?

For starters, Gillies offered the following:

  • Carbon footprint reduction of 26 percent
  • Reduction in energy use by 25 percent
  • All packaging now sourced from sustainable sources
  • Waste to landfill cut from 80 percent to zero

Where does the consumer fall into place with these achievements – and the ultimate goal of a zero environmental footprint? And what will it take for consumers to make decisions based on sustainability performance – or as someone in the audience put it: “How do we make sustainability sexy?”

“Consumers are not prepared to pay more or compromise in the name of sustainability. We have to learn to market goods that work well and are sustainable, instead of naively believing that they will sell simply because they are sustainable,” Gillies emphasized. The market isn’t there yet, he indicated.

Gillies also admitted Marks & Spencer, the UK’s largest clothing retailer and a significant marketer of food in Europe, was “only just beginning on our sustainability journey.” “We are only now exploring our business in the mainstream. We’re trying to get our own house in order before venturing outside,” he said alluding to the initial intent of Plan A to set a sustainability strategy internally that would impact every single product line of the business.

The outspoken yet charming CSR director, who has been with the food and clothing retailer since 1984, did not mince words when moderator Virginia Terry from BSR asked him how M&S was approaching the huge task of consumer education.

Indicating that businesses must understand the potential for consumer education and their role in it, he said, “For us, consumers have to be educated behind the scenes by only being offered sustainable choices. If the array of choices on a supermarket’s shelves are all sustainable, then we don’t have an option any more.” It is because we are competing with varying levels of products – and brands – in the market that have historically put a premium price on sustainability, that consumers invariably pick the cheaper product, he added.

The next step for Marks & Spencer?

“Consumer engagement,” offered Gillies. “For example, we have been incentivizing customers to give back to Oxfam. Every time they donate used clothing, etc. to Oxfam, they receive a voucher to be used at our stores. In three years, we have helped Oxfam generate an additional $7 million in revenue because of this program.”

This, in turn, promotes customer loyalty and brings M&S’s recycling commitment to the forefront of consumer action.

As for employee participation in sustainability, there is no question in Gillies’ mind that for Plan A to be successfully integrated, a company’s internal audience must be deeply commitment and passionate about the work. “Plan A has taken a life of its own and employee engagement has been an integral aspect of this. Our employees see the benefit of what Plan A offers for themselves and their families’ lifestyles and sustenance,” he said.

Because employee participation has been incredibly high, sustainability at Marks & Spencer continues to be a journey with several discoveries along the way. For example, the carbon-free bra launched earlier this year or their re-spun coats. Gillies explained: “We take waste wool and re-spin it into coat fabric. Turns out, this can be produced in Europe for a lower cost and much lesser environmental footprint than in one of our factories in Asia.”

As for the bra, it was part of a well-strategized plan to showcase an energy-efficient factory in Sri Lanka, which is powered partially by solar and hydro energy, and one of the first sites to test its eco-factory concept. As Marc Gunther wrote earlier this year, “To offset the CO2 generated by the bra’s manufacturing and shipping, M&S is planting 6,000 trees in Sri Lanka, some of which are lime and mango trees intended to generate income for farmers.”

Gillies offered some context: “The workers in Sri Lanka weren’t doing a drive to benefit the company. They were doing it because they saw the benefits of the program for their community, their families.”

A well thought out sustainability strategy ensures the business is doing more good instead of less bad. For Gillies, this means “inspiring consumers to get to a new place without telling them that they have to sacrifice along the way.”

“Business has to reset the values of what is quality, premium and sustainable. We have to look at our products and systems and rethink how consumers evaluate value,” he added.

It’s a tough task and enough to keep the best of intentions under cover for fear of failure or the immensity of scale required. But even for those, Gillies had a word of advice: “Business cannot be paralyzed by the scale of what needs to be done. This is very much a journey. We just need to stay focused on the greater good for our planet.”

Originally written for and published on CSRwire’s Commentary section Talkback on November 8, 2011.

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Translating Business Responsibility: An interview with Warner Bros. CEO & Chairman Barry Meyer: Now LIVE on CSRwire!

24 Tuesday Jan 2012

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Translating Business Responsibility: An interview with Warner Bros. CEO & Chairman Barry Meyer: Now LIVE on CSRwire!

When the Justice League comes together to fight evil, evil stands little chance. In a world of economic uncertainty and social unrest, superheroes provide children with mentors, entrepreneurs with lessons in responsibility, and the rest of us with inspiration. Now, DC Entertainment has joined hands with Time Warner and Warner Bros. to launch We Can Be Heroes.

Their target: The hunger crisis in the Horn of Africa.

Their spokescharacters: The Justice League

2011 in review @ Singh on CSR: 5 Months, 31 Blog Posts, 9,500 Visits

08 Sunday Jan 2012

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The WordPress.com stats helper monkeys prepared a 2011 annual report for this blog.

Here’s an excerpt:

The concert hall at the Sydney Opera House holds 2,700 people. This blog was viewed about 9,500 times in 2011. If it were a concert at Sydney Opera House, it would take about 4 sold-out performances for that many people to see it.

While I won’t bore you with the stats, here are the top three winners of 2011:

  1. Net Impact and BSR 2011: 7 Days, 2 Conferences, 5 Trends in CSR & Sustainability
  2. Does Expending Resources on CSR and Sustainability Destroy Economic Value?
  3. CSR and Sustainability in Mainstream Media: Citizen Journalism Or Simply Shared Value?

Thank you to all of you for a tremendous year! I value your support, trust, readership, comments, courage and enthusiasm to say, do and compel others toward the right action.

Here’s to expanding our “small world” of CSR and sustainability slowly but surely, one person at a time in 2012!

– Aman