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In Good Company: Singh on CSR

~ Connecting the dots between Business, Society & the Environment

Tag Archives: corporate social responsibility

2015: the year businesses recognize that climate change is real – and 4 other themes

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Posted by Aman Singh in CSR, ESG, Stakeholder Engagement, Sustainability

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aman singh, cdp, climate change, corporate social responsibility, CSR, cvs health, environment, guardian, paul polman, rule of law, supply chain, Sustainability, tim cook, un sustainable development goals, unilever


I recently participated in The Guardian‘s year-end predictions and analysis series. While there were lots of themes and issues to pick from, I decided to focus on five. Here’s an excerpt:

The next phase of the UN’s Millennium Development Goals, fittingly termed the Sustainable Development Goals, shift priorities from insular goals like reducing poverty and increasing hygiene to more inclusive and integrated ones that push for systemic change like the rule of law, dignity and prosperity for all. The implications are significant.

And business is being called on to provide active support for the first time. This presents an unprecedented opportunity to tie businesses’ growth to their communities and the environment. For the first time, capitalists are welcome and actively needed at the table. This marks a key acknowledgement that determining our path forward as an interconnected economy will require the tensile strength of every single sector.

UN Sustainable Development Goals

So how do you make sure your business is syncing its growth plan with the new UN goals? How do you get past the loftiness and map the real changes that are needed against the trajectory of your business plan?

You’ll want to start by investing in some scenario planning.

You can read the full article on The Guardian.

And while I wasn’t able to respond to the comments that flew in before the commenting period ended – yes, I really did shut down my electronics this holiday! – I’d like to continue the conversations here. So if you agree or don’t, have a question or a solution, please do respond. As I promised in the piece, my mantra is clear:

Tell the whole story, help our executives and leaders connect the dots, identify the context, and empower stakeholders through knowledge. When I started writing about these issues, I committed to connecting the dots. Always.

A decade later, that hasn’t changed.

And remember, joy is contagious. But so is skepticism. Stay clear. Steer carefully – and lead gracefully – onwards.

Wishing you a happy and productive 2015.

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Brewing a Better Future [#BaBF] with Heineken: Examining the Many Flavors of Local Sourcing

18 Monday Aug 2014

Posted by Aman Singh in CSR, ESG, Stakeholder Engagement, Sustainability

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#babf, aman singh, brand management, corporate social responsibility, CSR, CSR communications, Disclosure & Transparency, heineken, nick aster, Social Impact, Social Media, Stakeholder Engagement, supply chain, supply chain management, Sustainability, triplepundit, Twitter, Twitter chat


Earlier this year, TriplePundit‘s Nick Aster and I chatted with the Heineken team to discuss what “Brewing a Better Future” meant for the company. It coincided with the Heineken's sustainability teamrelease of its latest CSR Report and the chat, which began with a selfie of the Heineken team, was both engaging and active.

It also revealed an area that deserved more digging than we could get to in the allotted hour: the company’s sourcing practices.

So we decided to team up with the experts for Round 2! This time we’ll chat with Heineken’s sustainability leadership team including:

  • Michael Dickstein (MD) – Director, Global Sustainable Development
  • Paul Stanger (PS) – Local Sourcing Director, Africa & Middle East Region
  • Edwin Zuidema (EZ) – Global Category Director, Raw Materials

Here’s what you need to know:

Date: August 27, 2014

Time: 11am ET

Hashtag: #BaBF

Speakers: @HEINEKENCorp

Moderators: @AmanSinghCSR @NickAster @TriplePundit

To RSVP, send out the following tweet:

I will join @HEINEKENCorp @AmanSinghCSR @NickAster & @TriplePundit to discuss local #sourcing on 08/27 http://bit.ly/BaBFchat #BaBF

Got a question? Include it in the comments section below or send it to contact@triplepundit.com. Talk soon!

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From Conflict to Collaboration: Kimberly-Clark and Greenpeace Participate in LIVE Twitter Chat

06 Wednesday Aug 2014

Posted by Aman Singh in CSR, ESG, Stakeholder Engagement, Sustainability

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Accountability, activism, aman singh, aman singh das, brand management, corporate social responsibility, Disclosure & Transparency, forestsolutions, greenpeace, kimberly-clark, kleenex, kleercut, peggy ward, reforestation, richard brooks, rolf skar, Social Media, Stakeholder Engagement, supply chain, Sustainability, triplepundit


When two adversaries decide to cut across their divides to work together toward a bigger cause, Kleercutchances are there’s a story – or two – to be told, learned from and examined for replicable tips.

Five years ago, Greenpeace launched a nationwide campaign aptly titled #Kleercut to invoke consumer products giant Kimberly-Clark to reexamine its fiber sourcing standards. K-C responded by inviting Greenpeace to a meeting.

What emerged from a series of meetings that followed that initial, tense meet up was a collaborative framework that has shifted K-C’s sourcing standards and helped offer both greenpeace and kimberly clarkorganizations a tangible way to move forward on protecting and conserving forests worldwide.

Today, K-C reports a significant increase in its FSC-certified fiber use and notes higher sales across its Kleenex and Scott tissue brands.

Marking their “wood” anniversary, K-C’s Sustainability Strategy Leader Peggy Ward along with Greenpeace’s Richard Brooks and Rolf Skar, decided to participate in a live Twitter chat facilitated by TriplePundit’s Nick Aster and me on August 5, 2014.

The questions were flying in even before we started keeping the panelists busy through the hour and more: from a behind-the-scenes story about how the two began collaborating five years ago to the future of alternative fibers and how the organizations are working on connecting consumers with sustainability, we covered a lot of ground.

Tweetbinder KC-GP tweets stats

Here are the stats: http://www.tweetbinder.com/rs/db6u3eRDv67

For highlights, grab the #Storify version. And to also grab our audience’s perspectives, search for #ForestSolutions on Twitter!

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As ICRS Launches UK’s First Professional Body for Sustainability Professionals, Questions About its Efficacy

18 Friday Jul 2014

Posted by Aman Singh in Capitalism 2.0, CSR

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aman singh, Capitalism 2.0, climate change, corporate social responsibility, cse, CSR, csr certifications, CSR strategy, employee engagement, guardian sustainable business, iema, jo confino, Jobs in CSR, jobs in sustainability, Leadership, Stakeholder Engagement, supply chain, Sustainability, sustainability, sustainable business practices, The Institute of Corporate Responsibility and Sustainability


With the launch of its first professional body, has sustainability lost its edge? >> Interesting albeit controversial take by Guardian Sustainable Business’ Jo Confino.

Does the sustainability sector need one more professional accreditation?

As you’ll see from the comments section, the opinion on that is divided down the middle. And while we all probably have also an opinion to add depending on our background, longevity of work in the sector and where we stand on the idealism scale, the discussion reminded me of my first “CSR workshop.”

Conducted by the Center for Sustainability & Excellence [CSE] group and certified by the Institute of Environmental Management & Assessment [IEMA], the workshop had all the telltale signs of a robust professional certificate curriculum.

From comparing the leaders vs. the laggards in “CSR practices,” the emerging trends in CSR reporting and the regional differences in how corporations were interpreting “corporate social responsibility,” to writing a CSR plan for my company that encompassed sustainability factors as well as social and economic goals, the curriculum was rigorous and gave me a lot of information to process and use for years to come.

It also gave me a moniker – CSR-P – that I have used over the years to indicate that I am a CSR Professional.

Did it invite curiosity? Often.

Did it help explain my credentials and experience more credibly? Sometimes.

More importantly, the workshop made me think. It made me dive into research. It taught me materiality and helped me sift between greenwashing, whitewashing and the many other labels of our sector. And it also opened up a path for me that otherwise would have remained superfluous and intangible in definition.

But back to Jo’s article: Do we need one more professional accreditation?

Probably not.

But as the sector grows, divides, integrates and subsumes within organizations, we do need groups/associations to allow sustainability professionals to learn from each other’s challenges, share best practices and grow the cadre of professionals integrating CSR and sustainability into their skill sets and mindsets.

And if this critical mass of influencers and practitioners can then influence other professionals – HR, Accounting, Technology, Finance, etc. – to shift their thinking and modus operandi to align with our mutual goal of preparing ourselves to coexist in a shared / new / circular / no waste [pick your preference]  economy, that would be a win.

Not only for the Institute of Corporate Responsibility and Sustainability but for our entire sector.

Thoughts? Leave a comment or connect with me @AmanSinghCSR.

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Careers in CSR: Networking Your Way To Success

17 Thursday Jul 2014

Posted by Aman Singh in CSR, Guest Author, HR

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alex daprato, aman singh, careers in CSR, community development, corporate social responsibility, CSR, CSR jobs, Edelman, HR, james temple, jerilynn daniels, Job search, Jobs in CSR, jobs in CSR, klaudia olejnik, Leadership, networking, paul klein, PricewaterhouseCoopers Canada Foundation, pwc, Stakeholder Engagement, Sustainability, sustainability, Work culture


I met PwC Canada’s James Temple at a roundtable of CSR and sustainability leaders brought together by Edelman in Minneapolis in 2011 to discuss how they planned on moving forward on their commitments and what roadblocks they saw ahead.

I was the chosen facilitator for the hour and luckily for me, I got to ask all the questions!

The conversation was busy, high level and revealed a lot about the challenges these practitioners were facing as they worked to change the systems within their multinational corporations. While the roundtable was operated under Chatham House rules, the relationships that were formed that day continue to flourish.

Longevity is a true asset in this sector – and James has continued to be a wonderful resource and a much-needed mentor for those looking to pursue a career in the CSR field – critical as generations turnover across our workforce and expectations and mindsets on corporate social responsibility shift globally. He recently also facilitated a webinar to explore some of the latest trends in building a career in CSR. I asked him to pen some highlights and top tips for readers and here’s what he had to say:


 

I recently hosted a webinar focused on exploring trends and insights about building a career in corporate responsibility as part of what’s become a semi-annual conversation between hundreds of prospective practitioners and sector trailblazers.

As practitioners in a field that continues to transform, the conversation was dominated by the importance of networking and how to best leverage relationships toward pursuing a meaningful career. Joining me for the discussion were Paul Klein, president and founder of Impakt; Jerilynn Daniels, senior manager of community investment and marketing at RBC; Alex Daprato, partnership marketing associate at TrojanOne; and PwC Canada’s Sustainability Manager Klaudia Olejnik.

After a quick review of the CSR industry, we switched to discussing our panelists’ respective careers. Specifically, how they got there, if they would recommend breaking into the field today or if integrating a CSR mindset into any role is the way to go – and what they felt some of the key capabilities were that would help set an emerging leader up for success.

We also ran a live Twitter stream to help with on-the-spot responses from across the globe. Most of the questions focused on how to transcend the passion behind the industry to a sustainable career focused on embedding and implementing a complex change management strategy.

And how do we do this in a way that facilitates breaking into an increasingly complex field?

What struck me most was a single word: enough.

Too many times we focus on trying to be everything to everyone, but how can we understand corporate cultures in a way that doesn’t become overwhelming and can be communicated effectively? Could this be a building block to create the foundation for a career in CSR?

The panelists suggested that when thinking about who to talk to and what to ask, great networkers should remember that the CSR field is broad and diverse, and that practitioner experiences will be dependent on a variety of factors, including age, maturity of the organization that they are working for, geographic location, cultural norms and industry, just to name just a few. And framing good questions will be key to helping uncover the right information to inform decisions about a career in CSR and the tools needed to succeed.

From the hour-long conversation that featured numerous questions from an active audience, here are three recommendations to help enhance the networking experience:

  1. Brainstorm CSR related scenarios through open-ended questions

Great networkers focus on asking strong, open-ended questions during an informational interview and look for ways to create a knowledge exchange that’s mutually beneficial. When meeting with established CSR professionals, panelists recommended spending time working through scenarios or situational examples to compare diverse perspectives and ideas.

  1. Build a rapport that highlights genuine authenticity

Use networking time to build a rapport. Try to highlight a deep understanding about social issues, examples of continuous adaptation, or the ability to synthesize complex information in a way that can be re-communicated across diverse arrays of stakeholder groups.

  1. Use a shared language and keep the conversation focused around value creation for both people

In CSR, business language can be technical and complex.

Get back to basics, keep things clear and concise and remember to talk within the confines of a person’s role. Don’t overwhelm your mentor with general questions about how to change the world – they probably don’t know how (none of us do)! Instead, share complementary ideas that allow you to learn from each other.

Remember that curiosity is the name of the game, and you’ve got to check your ego at the door: CSR is a profession, not a persona. Let good communication skills guide your networking conversations, don’t let your passion to be a change-maker get in the way, and follow-up with those you’ve met to thank them for their time.

Combined, this might sound pretty basic but it’s the art of synthesizing complexity that will set you apart – and will make sure people remember you for your tact and talent.

About James Temple:

James Temple is the Director of Corporate Responsibility for PwC Canada and has a dual role leading the PricewaterhouseCoopers Canada Foundation. In this capacity, James provides oversight to the Canadian Firm’s internal Corporate Responsibility strategy, representing the ways PwC integrates good social, environmental and economic values into its business operations.

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Climate Denial, Chauvinism and Making Integrated Reports Readable: SAP, BSR and CDP Respond

11 Friday Jul 2014

Posted by Aman Singh in Capitalism 2.0, CSR, CSRwire

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aman singh, Brand Management, BSR, Business, Capitalism 2.0, carbon pricing, cdp, CEO Network, climate change, corporate citizenship, corporate governance, corporate social responsibility, CSR, CSRwire, Disclosure & Transparency, employee engagement, Environment, Ethics, integrated reporting, Leadership, materiality, sap, Social Media, Stakeholder Engagement, Supply chain management, Sustainability, sustainability, Sustainability Report, sustainable business practices, sustybiz, transparency, Work culture


In a recent conversation with SAP’s Sustainability Chief Peter Graf about the company’s second Integrated Report, the conundrum between sustainability goals and economic growth kept coming up. Were the two diametrically opposed? Was the ‘conundrum’ a red herring as Henk Campher recently put it?

Working with the SAP team, we decided to turn it into a live discussion. And along with Graf, BSR CEO Aron Cramer, CDP’s Executive Director Nigel Topping and our partner Triple Pundit, we took to Twitter. For one hour, we discussed the trials and tribulations of pursuing sustainability featuring 232 participants contributing 1,388 tweets and over nine million impressions.

But as is often the case, our panelists were not able to respond to all the questions in the hour. Here then are their responses to all the questions we were unable to answer – some questions have been modified for grammatical purposes.

How does a company reconcile a clear need in the realm of sustainability when it’s not a $$$ win for the company? What mechanisms can be used to overcome this barrier? [from @bradzarnett, @beltwits,@thesustoolkit]

Nigel Topping: “Ultimately sustainability issues are business issues and thus addressing them must change the value story. If it changes the story short term you get a P+L benefit, if long-term then through enhanced quality of earnings, talent retention, market share or some other metric, which can also be converted sustybiz-snapshotinto an economic measure.

“Sometimes this is easy – reducing energy waste saves money so the GHG reduction may just be sustainability icing on the cake. But this same action may be making the company more resilient in the face of likely regulation. Remember that value creation is part science part art.”

Aron Cramer: “”As things stand today, market structures and incentives don’t make it easy for companies to make the long-term investments that are often needed to work towards sustainability. We all know that for publicly traded companies, markets often push decisions towards the short-term. As such, emerging efforts to redefine financial success with more attention to long term value, such as integrated reporting, are crucial.”

Peter Graf: “If company itself has no economic reason to do so then the only levers I know of are consumer/customer pressure, public pressure or legislative pressure. If those are applied, then what seemed like an ‘externality’ again becomes revenue and cost relevant.”

Most companies see CSR as taxation without representation. What can companies do to circumvent this view and start acting now? [from @Odyamvid]

Topping: “Companies who see CSR in this way are most likely right! And at the same time leaving value on the table precisely because they are stuck in a mindset, which starts with the assumption that CSR is nothing to do with business. We really do need to see the back of woolly CSR initiatives where no one knows why they exist. There must be a value creation story – it could be direct via resource efficiency or risk mitigation or it could be indirect via brand value enhancement, talent retention, building capacity early to respond to expected consumer trends.

“If you can’t find those plausible stories, which you can tell with conviction to your front line staff, then best just to save your money – you are creating a bigger risk by acting in-authentically. Shareholders can rightly criticize you for wasting their money and NGOs can rightly criticize you for not taking issues seriously.”

Cramer: “This reflects an outdated and discredited understanding of CSR. Indeed, sustainability is about aligning strategy with changing operating conditions and not “taxation.” That said, there are issues where companies should be more active in promoting public policy frameworks that create the right kinds of incentives.  One great example has to do with supply chain labor issues, on which governments have de facto outsourced the responsibility to enforce labor laws to the private sector.”

Graf: “CSR needs to be perfectly aligned with the strategy and how the company creates value. At SAP we focus on education and entrepreneurship in our CSR projects, because they help us drive long-term success as a business. If CSR is not focused on this type of shared value (value to the company and value to society), then it is only a brand building exercise with little substance.”

How can a corporation reconcile short-term needs of shareholders and longer-term sustainability objectives? [from @greengageEnv]

Graf: “Short and long-term value creation do not need to be in conflict. In essence, it’s a balancing act, like always in business. For example, companies have always balanced investments into the future and current revenues to manage their margin.”

Topping: “Companies need a portfolio of innovation to address different time cycles of the dynamics which exist in markets.”

What role do business leaders have regarding climate denialism by other businesses like the stand taken by the U.S. Chamber? [from @kayakmediatweet]

Topping: “Very few business leaders are climate deniers. Even if they don’t believe the science, they have to respond to the growing level of regulation (22% of global emissions are now subject to a price). Leaders have a responsibility to see major change coming and to get out ahead of it, but not too far ahead!

“Climate change is rewriting the rules in many industries – just look at Tesla outselling BMW in California and with a market cap half of General Motor’s already! Leaders also have a responsibility to manage risk. As Bob Litterman, former Chief Risk Officer at Goldman Sachs keeps reminding us – there is an inevitability about the coming price signal on carbon and the less a company is prepared the harder it will be hit. This is already starting to play out in the oil and gas sector with investors pushing dividend returns instead of risky exploration expenditure.”

Cramer: “Businesses very often see further out than governments do. Businesses also like to innovate.  Organized business associations, more often than not, take a lowest common denominator approach that is in fact inconsistent with business interests. Leading companies should use their voice to call for smart regulation and then innovate and compete to succeed. There is a huge opportunity for just such efforts in the run-up to COP-21 in Paris in late 2015: the business voice should be heard, and if it is, companies will help lead the way to  low carbon prosperity. Leaders recognize the importance of this step.”

Graf: “I have personally never used climate change as part of the business case for any sustainability project. Not at SAP. Not with customers. Unless you’re in an industry that depends on climate to be stable (e.g., agriculture), the much better way to argue is the cost of energy, and not the implications and risk of climate change. Energy cost is something I have to deal with today, tomorrow and every day thereafter. There’s zero argument around the probability around that.”

Is the biggest challenge for Integrated Reporting adoption around SME supply chains to ensure sustainable business? [from @mbauerc]

Topping: “No, integrated reporting will impact large listed companies primarily – and the way their integrated thinking leads to changed supply chain engagement will impact the SMEs. In many cases this will allow for disruptive innovations from the savvy small guys.”

Graf: “SME’s adopt more sustainable practices because their customers are expecting it from them. The push is coming from the mega-buyers like the retail giants and trickles down the supply chain from there.”

Integrated reporting is great but how do you get people to read it? [from @angryafrican]

Topping: “Make it the story of your business. I hear more and more business leaders explaining how new graduates are interviewing the companies for evidence of integrated thinking, awareness of the systemic challenges faced by society and a coherent company approach that uses the power of the corporation to make good money by adding real value to society. Telling the integrated story starts at recruitment and goes all the way to analyst calls – it will need to become the same story.”

Cramer: “This challenge affects ALL forms of reporting. But a more broad-minded report is likeliest to attract attention: Integrated reporting could ‘save’ reports.”

Graf: “You need a great overarching story (one story, not many), and use video, interactive charts, etc. to make it interesting. Moreover, use social media to promote it.”

When reporting on energy, carbon, GHG, how can we make it relevant and benchmarked? Standalone figures too abstract to mean much? [from @miamiaki,@jackwysocki]

Topping: “At CDP, we help companies benchmark many environmental indicators and practices against their peers – that’s just good practice but of course it requires good data. Benchmarking process as well as output is important to drive learning and change – for example, what percentage of capex is committed to energy efficiency, does this get same or better payback than average? This sustybiz-tweetalso helps overcome any lagging perceptions that these  metrics are not business-relevant.”

Graf: “We always like to talk in visual explanations. Like ‘SAP consumes the same amount of electricity as a 250,000 people city.’ Or ‘Our customers collectively emit at least one sixth of the world’s man made emissions.’

How has the cloud affected our lives besides our ability to reduce environmental impact? [from @orange_harp]

Graf: “In all the ways that we all experience every day, from music, video, smartphones, millions of apps, social media, social platforms, etc.”

Where do we stand on CSR across the tech industry? Is our personal info staying private? [from @mr_rosenwald]

Graf: “Let me put it this way: I am very conservative about which information I am sharing on the web. The industry is running the risk of losing customer trust. We have to work together to ensure that’s not happening.”

Cramer: “While attention has so far focused on tech companies, almost every business has access to personal information. Companies can look to the principles established via the Global Network Initiative to ensure that this information is treated properly.”

Is part of the gender gap problem that the tech sector is too much of a chauvinistic culture? [How can we] attract women through culture change? [From @angryafrican]

Graf: “I am very proud that SAP has set a target to increase the ratio of women in management positions to 25% by 2017. We have gone up about 3.5% over the last years.”

Originally written for and published on CSRwire’s Commentary section Talkback on May 12, 2014.

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Stakeholder vs. Shareholder Value: Connecting the Sustainability Dots With Philips, Drexel University & Profits4Purpose

09 Wednesday Jul 2014

Posted by Aman Singh in CSR, CSRwire

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Tags

aman singh, cause marketing, corporate citizenship, corporate social responsibility, CSR, CSR communications, CSRwire, employee engagement, ESG, HR, Leadership, philanthropy, phillips, profits4purpose, shareholder value, social media, Stakeholder Engagement, Sustainability, sustainability, transparency, Work culture, workplace giving


Is there a connection between employee engagement and shareholder value?

Several similar questions came up in a recent webinar I facilitated, held in partnership with Profits 4 Purpose with guests Philips and Drexel University. While the question doesn’t have a linear answer – as is often the case with sustainability – it did take us through quite a conversation on connecting engagement with value, how CSR strategies affect business performance, the whole conundrum of measurement as well as what the latest research suggests.

Daniel Korschun, Assistant Professor and Fellow at the Center for Corporate Reputation Management at Drexel University, led the conversation by sharing some of his research with our audience.

“We’re moving into a new phase …since the 1950s we have had a debate about whether more CSR is better than less. While I don’t think this debate has been completely settled, there is general agreement among most practitioners that the core issue today is how we do it, not the quantity. That means we need to concentrate on effectiveness, which is where I have focused my research,” he started.

Employee Engagement: All About Signals

Employees are paying attention to CSR, he said.

And they notice when managers or customers support the company’s CSR initiatives.  When they notice this support, they are more likely to develop CSR and business performance“feelings of membership with a company.” In its most powerful form, we may begin to hear things like “I am an IBMer or a UPSer.” This feeling of membership then translates into a whole host of measurable outcomes like job performance, intent to stay in the job, or intent to volunteer.

For example, Korschun said he finds that people who feel this sense of membership are 87 percent more likely than others to be among the top performers of their company. And these effects hold even after controlling for pay satisfaction, personality traits, tenure, and work experience. The big lesson then?

  • Make CSR an open secret! “The more people who are discussing your behavior, the better.”
  • Have upper management act as champions: “If people don’t feel that management is aligned with your CSR strategy, impact will be muted. Executives don’t need to dictate CSR from the ivory tower but employees must know definitively that their leaders are on the same page, and are committed to social responsibility.”
  • Encourage contagion across stakeholders: “Engage customers in the same CSR programs as employees? Programs that get customers and employees to join forces (especially on volunteering sites) can create a bond…and that sort of contagion can lead to both happy employees and happy customers.”

Philip Cares: Formalizing Responsibility

Melanie Michaud, Senior Manager for Internal Communications with Philips North America took the baton from Daniel to evidence his data and research with how the practice and implementation of employee engagement maps out across a corporation. Emphasizing that Philips USA did not have a process in place till 2010 to vet requests and manage engagement across the company. “It was sporadic and led by employees who cared about various causes,” she said.

After several acquisitions, the company realized they needed a more formal process to align all its community development work with its business and employee base. That led to Philips Cares, through which, the company focuses on environment, education and health.

With tremendous uptick in the number of volunteers [over 8,000 volunteers] and donations in the 15 months since the program launched, Michaud highlighted the following keys to the success of Philips Philips caresCares – crucial for those managing relatively new programs or on the verge of launching one:

  • Do your research
  • Have a clear vision
  • Engage leadership
  • Have a volunteer tracking mechanism
  • Align with nonprofit partners
  • Emphasize local champions
  • Have consistent program branding
  • Engage in storytelling
  • Give employees a voice
  • Walk the talk

Setting a Global Strategy With Local Impact

So how does Philips ensure its CSR strategy is global in scope while local enough to support its communities?

That’s something we’re continually challenged with. We’re always tying everything back to our vision and mission of improving lives through innovation. We’re also doing some research now about rolling out a program like Philip Cares globally. In some areas there is greater interest than others and we’re currently working out how that will all work out,” Michaud responded.

One of the questions that came up during the webinar was around the survey Philips uses to seek feedback and make changes to its program. Emphasizing that the survey was a work in progress, Michaud said questions revolved around identifying causes, target audiences, types of volunteering activities as well as a bunch of open-ended questions for more elaborate feedback.

Practice vs. Software: Connecting Volunteerism With Impact

For Jason Burns, CEO of Profits 4 Purpose, the task was to connect Korschun’s research and Michaud’s practical perspective to how companies can best measure and track CSR and employee engagement activities. “We’re focused on helping companies make employee engagement simple, innovative and relational,” he started.

What are the key components to capture their attention? Burns summarized his comments in three neat categories:

  • Inspiring vision with easy execution: “We see a lot of companies starting with the end goal in mind, asking employees to focus on tracking…that’s less than inspiring. As human beings, we desire to be part of something bigger than ourselves so its important we start with a vision.”
  • Measuring impact: “Excel kills impact…how can we launch a strategy and review it for impact in real time and in alignment with employee engagement, mission and partners? Can we solve a specific problem that fits within the mission of a business? Can we cast a ‘what if’ scenario for employees to be motivated, to make a difference and get involved in a real easy and seamless way?”
  • Sharing a compelling story: “You’ve executed the strategy, and achieved great impact but why is it important? The most powerful piece for an employee when they volunteer is being part of that impact firsthand. The next powerful piece for those who might not be on the ground is communication, the story. It goes beyond the numbers.”

While the P4P platform helps companies do all of the above in one centralized place, what stood out was the fact that it also leverages the data into meaningful stories, disclosure commitments and  p4p_webinar_5filings. As Burns explained, “We saw companies that had the vision but were having difficulty making the management seamless with vendors, contractors and excel sheets. Things were duct taped and often a nightmare and we wanted to open that up to make the process productive and inspiring for all involved.”

Connecting The Dots Between Engagement & Shareholder Value…

But Jason’s iteration of execution versus measurement and reporting brought us back to a core question we began the panel with: how are companies like Phillips connecting the dots between volunteerism, engagement, retention and business growth?

“In terms of definitive links all the way to shareholder value, we have research connecting the steps of a CSR program all the way through. There is, however, no one study out there that links the end point with any one of the steps along the way. My research connects job performance with CSR and others have linked that to shareholder value. So while the connections are there, there is no one study that we can point to,” offered Korschun.

For Philips, it’s still to be determined, said Michaud.

“It is still a bit fragmented but we have moved from a theory to a practical emphasis on measurement and tracking. And the research being conducted is definitely encouraging, albeit complex,” added Burns, highlighting a trend we’ve been seeing on CSRwire as well where researchers are now, finally, being able to grab data on voluntary disclosures and link the connections between measurement, the various threads of sustainability and the question of value.

…Regardless of the Economic Climate…

What does the research then say about the impact of CSR programs on shareholder perspective and behavior irrespective of the economic climate? [Audience question]

While Korschun said he wasn’t aware of any studies that have looked at the influence of economic climate on how CSR drives value, “we generally find that for customers, the effects are clearest when CSR and employee engagementmost other product features are at parity. This suggests that CSR might become a little less important for consumers during a recession, when price becomes more critical.”

He added: “However, for employees, the company is a big part of their identity. So as long as a person feels fairly secure in their job, CSR should still have a similar effect. Putting this together, I would conjecture that ROI might drop a bit overall during a recession, but the drop would be uneven across stakeholders.”

…And Company Performance

“The weight of the evidence in academic studies suggests that there is a small positive effect of overall CSR on overall company performance. In my view, each company will have programs that are more and less effective. Since employees can express their commitment to the company in many ways, it is very difficult to put an ROI figure on any single program. The best way to measure it is usually to choose a couple of outcomes that are critical to shareholder value and then examine the link between CSR program(s) and these outcomes,” Korschun offered.

Final word on the erstwhile ROI of social contributions and impact?

For Michaud, this is a toss-up.

“We have some of the basics in place about measurement but I think qualitative measures are as significant. They’re really the next level of ROI. Of course, media stories help as well but we’re this is a discussion that is really ongoing for us.”

“A lot of companies are surveying employees and getting positive results. Now we need to work on finding the stories of impact,” added Burns while Korschun recommended systemic thinking:

I ‘d like to recommend [to companies] that they start with the goals. If one of your business challenges is employee retention, start with that and work backwards. Ask yourselves what is the right program that can have social/environmental impact and create business value at the same time?

Download the slides.

Originally written for and published on CSRwire’s Commentary sectionTalkback on June 25, 2013.

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Decoding Nestlé Waters North America’s Sustainability Journey: Environmental Villain or Facts vs. Emotions?

09 Wednesday Jul 2014

Posted by Aman Singh in CSR, CSR reporting, CSRwire, ESG

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aman singh, Brand Management, Business, corporate social responsibility, CSR, CSR reporting, CSRwire, Disclosure & Transparency, environment, Environment, ESG, extended producer responsibility, heidi paul, kim jeffery, nestle waters, nestle waters north america, Net Impact, packaging, Philanthropy, recycling, shared value, Stakeholder Engagement, Supply chain management, Sustainability, sustainability, transparency, water conservation, watershed management


When a company labels its Annual CSR Report as Creating Shared Value, you have to stop and wonder if they’re responding to the latest buzzword in the market or leveraging its potential by truly embedding it into their reporting and cultural framework.

In its third cycle, Nestlé Waters North America’s [NWNA] latest Creating Shared Value Report attempts to accomplish the latter. Among its headlines:

  • What the company is doing to advance recycling in the U.S.
  • The company’s path to achieving a zero-waste future
  • Its continued efforts to be the most efficient user of water within the beverage industry

To gain some firsthand perspective and background on these goals and the accompanying challenges for North America’s largest seller of bottled water, I reached out to EVP for Corporate Affairs Heidi Paul [Join us for a Twitter Chat today, June 18th, at 1:00pm ET to connect with Paul directly at #SharedValue!].

NWNA_2012_CSR_Report_coverAmong my questions: how does the company balance criticism for selling bottled water while promoting healthy choices, what it is doing to shift its supply chain and use of plastic, its  well-acknowledged work in the area of Extended Producer Responsibility, and how her team plans on including consumers in its drive for sustainability.

Defining “Shared Value”

Paul started the conversation by setting the record straight on the company’s definition of what’s quickly gained momentum as a replacement for CSR: Creating Shared Value.

“We define CSV as a strategic way to achieve triple bottom line sustainability. In other words, be financially, environmentally and socially sustainable.  At the end of the day, Nestlé seeks to create shared value in those areas where we can make the most impact and that are material to our business. Globally, that is in the areas of Nutrition, Water and Rural Development. For our bottled water business in North America, our focus is on healthy hydration, packaging responsibility and watershed management.”

Has the terminology helped NWNA’s citizenship team – 28 people strong across the company – integrate its sustainability goals more effectively within its business units?

“It has done wonders. When you’re looking at philanthropy unconnected to business, it is not really sustainable. CSV focuses our engagement on the three critical topics and asks the whole company to see what can be improved for society and ourselves. We get the benefit of input from our supply chain, employee groups, community partners, etc.,” she said.

Coding the Impact of Bottled Water

Let’s get to NWNA’s main product then: bottled water. Does it feel the twinge of irony every time that is said in the same sentence as “shared value”? Paul chose to answer that with some data:

“Seventy percent of what Americans drink – according to the Beverage Marketing Corporation – today comes from a package, not from a cup or the tap. In fact, our research indicates that if people don’t have access to bottled water, 63 percent say they will buy some other beverage from a package instead, often a sugared or caloric drink with a greater environmental impact.”

“We play a key role in increasing Americans’ consumption of water, which is the healthiest beverage choice. As the data indicates, there is a crucial role that bottled water plays in consumer choice. Everywhere there is a high-calorie sugary, packaged drink available; we want to make sure there is water as well,” she emphasized.

Does the company’s sales data support Paul’s emphasis? “The volume sales increase for 2012 for the bottled water industry was 6.2 percent. And per capita consumption reached nearly 31 gallons, up more than 5 percent from 2011. Further, 51 percent of people who stop drinking sugared soft drinks are switching to bottled water. In fact, bottled water is outselling sugared soft drinks in grocery stores in eight major markets across the country,” she supplied.

At the end of the day, Paul believes, the company’s job is to talk about why bottled water is a choice – nestle waters north america brandsan amply available one – and why it should be available anywhere packaged beverages are being sold.

Is Nestlé Waters North America’s Business Model Sustainable?

That brought us to the next obvious thread: the plastic being used to produce the bottles. Recalling a keynote given by former NWNA CEO Kim Jeffery at a Net Impact conference years ago, I asked Paul how the company handles its fiercest critics regarding its use of plastic.

In a jungle of facts, fiction and emotions around environmental issues, Jeffery confronted the audience back in 2009 with a firm and resolute stand: we sell bottled water and we are doing everything we can to make that process sustainable.

Where there was a finality of “take it or leave it” to Jeffery’s remarks four years ago, Paul took a more nuanced approach to respond.

“Limited resources need to be used again and again. We have taken the mantle of becoming part of that solution. The larger point is there are billions of servings of beverages being sold everyday in some sort of package. Some populations are getting most of their calories from bottled drinks. And every time they choose water over a different drink, they’re making a more healthy and environmentally friendly choice,” she said.

And is a goal of reaching 60 percent recycling ambitious enough considering the climate and environmental challenges we face?

“At the time we were setting the goals, the nation was at a 28 percent recycling rate for PET plastic and thought that a goal to double that rate was ambitious and would require big changes. We had a lot to learn. We began to study recycling programs and the patchwork of policies and systems that were in place but were not moving overall recycling rates very much. There are big opportunities for increasing recycling by improving collection in public places, business and industry and in urban residential buildings. Today, however, there is no money going to fund this expansion of infrastructure.”

“There is also the issue of competing systems. Bottle bills for example do raise the recycling rates for bottles and cans, but actually reduce the efficiency of curbside because it is taking the most valuable commodities, which reduce the revenue, potential from curbside. Our goal was to work with others and find the most efficient system with the highest impact,” she emphasized. “

Environmental Villain or a Case of Facts vs. Emotions?

Of course the plastic of the bottled water we consume is bad for the environment. But so is almost every other product and consumer packaging we use in our day-to-day lives as study after study has shown.

Turning the argument on its head though, would we be wasting as much or filling up landfills as quickly as we are if we didn’t have the choice of bottled water to begin with? Where does consumer choice end and producer responsibility kick in?

Identifying that as another area for impact, Paul picked up:

“If bottled water isn’t available, people routinely purchase another packaged drink, one with calories and with a heavier environmental footprint. The availability of bottled water in times of natural disasters, where often tap water can be compromised, also creates a role for bottled water that goes beyond most product categories. Bottled water provides a reliable second source of water in these situations – that’s something everyone in our company is proud of.”

So when your business model is set around selling a product that is healthy and encourages nutrition while understanding and targeting its impacts through a well laid out sustainability strategy NWNA_priorities– as  Jeffery succinctly put it in his exit interview with Greenbiz Publisher Joel Makower earlier this year – is it fair to be labeled an environmental villain?

Perhaps, perhaps not.

The Challenges of Sustainability

As Paul reiterated, the journey of tackling facts vs. reality has been full of challenges and continues to be an uphill task. “Like anything else, our work in the area of recycling, water conservation and reducing our social and environmental footprint has been a constant education,” she said, citing the lack of modern and efficient recycling system as one of the company’s top challenges.

“Not too many people understand the current system in place. There are numerous questions like who is funding what, how does it work, who are the middle men, how do we get to the next stage, where can we build in efficiencies, etc. And if the goal is to accept our responsibility as a producer to recycle efficiently toward a goal of zero waste, then we need answers to these questions.”

“We’ve always said we’re open to options, and so far the option that we have seen with the highest potential to be low-cost and efficient is a well-constructed EPR system, run by industry. What makes this complicated is there are a dozen different ways EPR has been implemented globally. Many of those are not efficient. This uncertainty about the ability to do it “right” makes others in the dialogue want to take more of a “wait and see” approach. Even if you convince people who, done well, EPR in the form being proposed is the best solution, there are doubts about implementation across the board,” she said.

Other challenges?

Consumer vs. Producer Responsibility

Paul cited the potential of collaboration in building more sources for wind and solar energy, as well [“we’re not there yet but this is definitely on our radar”].

There is also a need for collaboration in the area of water stewardship. “Improving watersheds will require collaborations among the various stakeholders within a watershed, be that users, scientists, environmental groups or government. Nestlé Waters North America manages the watershed areas around the 40 springs we use that are overseen by our 10 Natural Resource Managers. We have also made a commitment to collaborate on two watershed projects per year,” Paul said.

And what about NWNA’s consumers? How does the company leverage its brand to shift consumer behavior?

“In the 1970s, recycling meant ‘putting it in the bin.’ Today, this is old news. What motivates people now is when they understand its benefits. If a consumer recycles a water bottle after use, the greenhouse gas impact of that bottle is estimated to be reduced by more than 15 percent.”

“Also, we need to close the loop on what happens to the bottles after they are recycled. They are not trash; they are a resource that can be used again and again. Right now our 50 percent r-pet bottles in our Arrowhead, Deer Park and Resource brands shows consumers what happens when they recycle. It becomes a new bottle. The visibility of this message on our bottles helps us tell the story that we need much better recycling to become a more sustainable world.”

The company’s top challenge moving forward?

“At the end of the day, you want zero impact, but is that possible? Our challenge is to keep finding those ways to improve when it feels like you’ve reduced the impact to the minimum,” she said, finishing with a flourish: “You need to find the next frontier every time – that’s the goal. And the challenge.”

Originally written for and published on CSRwire’s Commentary section Talkback on June 18, 2013.

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Conflict Minerals & Supply Chain Responsibility: Spotlight on the EICC

03 Thursday Jul 2014

Posted by Aman Singh in CSRwire

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aman singh, conflict minerals, corporate social responsibility, CSR, CSRwire, dodd frank, eicc, Environment, Events, Global e-Sustainability Initiative, ibm, supply chain audit, supply chain management, Supply chain management, Sustainability, sustainability


The Electronics Industry Citizenship Coalition (EICC) was formed in 2004 and incorporated in 2007 as a nonprofit industry trade group focused on the electronics sector. The aim: To help drive the industry collaboratively toward higher levels of socially responsible business practices.

It does so with a code of conduct and intensive means for implementation of the Code.  With over 65 members, the Coalition’s mission is simply stated: to “improve efficiency and social, ethical, and environmental responsibility in the global supply chain.”

Conflict Minerals & Supply Chain Responsibility

Recent U.S. laws and continued pressure from activists has pushed companies to focus on not only how they source their materials but also what they are doing to educate, empower and sustain their suppliers. For the electronics industry, this has become a major piece of work with conflict minerals and extractives playing a significant role.

In a webinar I conducted with Best Buy last year on the release of their latest sustainability report, for example, several questions from the live audience targeted the electronics retailers’ complex supply chain. With ethics dilemmas aplenty and multifold regulations across regions, how is the industry coping with the pressure to improve its sourcing practices while continually pushing themselves to do better?

John Gabriel, chairman of the EICC’s board of directors, will be joining Metalor Technologies, Research In Motion, Responsible Jewelry Association, the International Trade Centre, Chrysler and the CSR Group, in a workshop on Collaboration as an approach to Supply Chain Responsibility at the upcoming Ethical Sourcing Forum in New York City. We sat down for a chat.

Supply Chain Complexities: Compliance vs. Collaboration

As corporate manager of IBM‘s supply chain social responsibility program – a position he has held since 2004 – Gabriel is no stranger to the complexities of auditing, discipline, sustainability and compliance.

“The approach we have taken as an industry group [at the EICC] is to tackle this very challenging topic by engaging with a broad spectrum of our stakeholders directly,” he said.

“Work began a number of years ago with the Global e-Sustainability Initiative (GeSI). We also engaged leading NGOs and researchers on the topic in order to begin the task of developing solutions to this very complex challenge,” he added.

“We have developed a number of tools to help the process along including a smelter certification scheme and a due diligence survey application that enables companies to survey their suppliers for materiality knowledge” he continued.

EICCJointly developed by the EICC and GeSI members and other industry participants, the survey allows for industry-wide aggregation of responses in order to highlight upstream smelters being used and ultimately country of origin for the minerals in question.”

It’s, of course, easy to over simplify the complications – and the kind of progress needed across sectors – Gabriel is referring to.

In fact, verification of entire supply chains to ensure they are completely free of conflict minerals will require not only exemplary leadership among the industry but, according to Gabriel, a significant amount of out of the box thinking.

“For companies to be able to deploy this is a huge task. We are talking about years’ worth of work before all levels of the supply chain are vetted,” he emphasized, adding, “The infrastructure we are developing will enable this work, but it requires an even larger group of end users to adopt and deploy in order to drive the effort.”

Regulatory Pressure: Rising to the Challenge

With the Dodd-Frank bill ensuring that supply chain reporting on Conflict Minerals becomes mandatory for companies required to file SEC disclosures, Gabriel believes coordination and collaboration is the best way forward on the path to demonstrate regulatory compliance.

And this is what he hopes attendees at the upcoming Ethical Sourcing Forum can take back to their organizations.

Originally written for and published on CSRwire’s Commentary sectionTalkback on March 28, 2012.

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The Power of Hiring Right: A Value Proposition that Most Recruiters Continue to Ignore

03 Thursday Jul 2014

Posted by Aman Singh in CSR, HR

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Tags

corporate social responsibility, CSR, HR, Job search, jobs, Jobs in CSR, leadership, recruitment, sustainability


Sustainability isn’t the most favorable of topics with recruiters. But ask them about the sustainability of their hires and you’ll instantly hear a litany of complaints and frustrations.

Yesterday, Vault kicked off a series of seminars on this very important, if not the most popular, topic for the recruitment sector: The increasing role of CSR and sustainability in recruitment.

Sponsored by Madrid’s IE Business School, these seminars have been planned exclusively for recruiters and HR managers and align well with the School’s overarching commitment to sustainability (they have a master’s program dedicated to environmental change), social entrepreneurship, and CSR.

But what makes sense on college campuses doesn’t necessarily align with recruiters whose objective is much more linear: To hire the best talent based on a specific list of behavioral and technical skills, with the hope that they will stick around for at least a few years.

Retention? That’s an HR function.

This disconnect became the focus of my planning when I was approached by Vault to design the seminars. I came up with three distinct objectives:

  • Demonstrate how a growing consciousness about corporate social responsibility is changing expectations among prospective job candidates and employees;
  • Question whether recruitment teams are responding to this change in CSR awareness by modifying their outreach and strategy; and
  • Offer examples – and best practices – of how recruiters can best illustrate their company’s corporate citizenship before the candidate comes aboard.

In all my years at Vault (I left in July to start Singh Solutions, a research and advisory firm offering CSR communications and social media strategy services – and continue to write for CSRwire and Forbes), I have always put a premium on the efficacy of a responsible and innovative culture in attracting candidates. But when you bring in terms like CSR, sustainability, inclusion, things begin to get murky.

While no one can argue that a business’ corporate and social behavior is a POWERFUL tool in attracting talent, especially in the current recession, how do you convey as much in a job interview?

This is where the real disconnect then emerges, indicated amply by a series of interviews I conducted last year with four MBA candidates committed to pursuing work that aligned with their sense of corporate social responsibility: Boston University MBA Candidate Ashley Jablow, Geet Singh, Whit Tice and Larry Furman.

Jablow told me then:

“I have chosen to go to business school so that I can create change and be an ethical and responsible contributor to business.”

But who’s responding? Not a lot of companies, I found. As Tice put it:

“Without awareness, there is no sense of urgency.”

This lack of urgency became the underlying theme of session number one on Tuesday. Joined by PwC’s HR and Administrative Leader for Florida Kimberly Jones and Guillermo Montes, Managing Director for South US, Puerto Rico and the Caribbean region for IE Business School, I offered the audience an alternative view: A reality where recruiters are not only responsible for hiring the most skilled talent but also the best fit based on their values.

“Retention after all is half the battle. Getting the candidate in is hard but retention becomes equally challenging if we don’t invest in aligning the candidate’s personality to the company’s core values,” said Jones. For PwC, this has meant organizing initiatives like Project Belize and Project New Orleans, where summer interns get to participate in community building exercises, and the team hopes, get a real close look at the firm’s culture.

“The average age of a PwC employee is 26 years old. So demands and expectations are quite different from older generations,” she emphasized, adding that a brand that not only commits to CSR but also makes it a priority becomes an increasingly valuable ally in attracting candidates.

In a globalized economy where work can be outsourced at a click of a button and entrepreneurship is emerging as a serious alternative for many graduates, organizations have it tough, even if they don’t recognize it just yet. While recruiters might erroneously believe that the market is to their advantage, the fight for top talent remains fierce. This is where your organization’s culture, values, and social and environmental commitments can emerge as key differentiators for a generation that is demanding fairness, ethical behavior and responsibility from business.

While the debate was spirited and the conversation heated at times, it was clear that the panel had been well received. We ran over time with questions pouring in. Examples include the impact of globalization on recruitment, how companies are dealing with an increasingly age diverse candidate pool, and whether we should expect reformulation of job profiles and descriptions in coming years.

Suffice it to say, we together – the panel and the audience – shared something powerful this Tuesday: We experienced a crowd-sourced change in mentality. We made a commitment. Together. To bring back some of the equilibrium lost in recent years between business, society and the environment by focusing on a company’s most powerful assets: It’s human resources.

Are you ready to have a real conversation?

Originally written for and published on CSRwire’s Commentary section Talkback on September 29, 2011.

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