Many people benefit from a “more is better” outlook on the corporate economy. Jobs are created, prices drop as competition increases and futures for those involved with the economy are secured. But what if there was a better way? The sufficiency economy philosophy brings karma into corporate sustainability.
This category is about corporate social responsibility (CSR), a form of corporate self-regulation integrated into a business model. The goal of CSR is to embrace responsibility for the company’s actions and encourage a positive impact through its activities on the environment, consumers, employees, communities, stakeholders and all other members of the public sphere.
Building coalitions for greater social impact requires that parties align their core goals, interests and priorities. It requires agreement on measurements of success, finding the right partners to complement the work, open and transparent communication, and a strong supporting organization. With these fundamentals, the Alliance for Bangladesh Worker Safety and other like-minded coalitions have made real social impact for the betterment of all.
With three-quarters of S&P 500 companies creating corporate social responsibility (CSR) reports, most major businesses recognize it is a “must-do” communications strategy. However, the return on this sometimes significant investment is falling short. New research shows only 17 percent of Americans said they have read a CSR report in the last 12 months, according to the 2015 Cone Communications/Ebiquity Global CSR Study.
Teju Ravilochan, co-founder and CEO of the Unreasonable Institute recently received the best advice of his life: “You’re intelligent. But your job is not to be the smartest person in the room. It’s to bring out the best in your team.” This advice resonated deeply because he knew she was right. This is the No. 1 thing that most leaders need to work on.
Taking place now in Addis Ababa, Ethiopia, the third International Conference on Financing Development has received relatively little attention — despite its importance in terms of creating a global funding structure for sustainable development efforts. The benefits of a solid sustainability reporting structure took center stage at the event. Teresa Fogelberg, Deputy Chief Executive for the Global Reporting Initiative, brings you the details.
When it was revealed that the U.S. Chamber of Commerce was gearing up for a global lobbying campaign against anti-smoking laws, CVS Health resigned its membership in the chamber.
The private phone business going on in American prisons leaves family members and friends of the incarcerated emptying their pockets for just minutes of conversation. In some states, like Pennsylvania, a 15-minute call to certain prisons can cost an upward of $12 — it would be around 60 cents for a similar non-prison call.
Last week in Geneva, a United Nations working group held its first week-long session to debate the parameters of a potential binding treaty concerning corporate human rights abuses.
General Mills, the company behind brands like Betty Crocker, Pillsbury, Bisquick, Progresso and Hamburger Helper, announced it’s going to start requiring its egg, dairy and meat farmers to treat animals better.
We see that change, particularly fundamental change, is difficult to achieve. Unless, of course, you remember an important lesson from Archimedes and create a big lever.
Both Walmart and Costco have been in the news this summer for their positions on animal welfare. While Walmart has been lauded for its new animal welfare policy, Costco has been at the center of an undercover investigation involving the treatment of laying hens by a supplier. But both Walmart and Costco can expand on this movement to grow their consumer appeal and move the entire food industry toward improved animal welfare.
What direction is employee engagement headed? Who owns employee engagement, and what does its future suggest? Read on for seven characteristics and themes emerging in the sphere of employee engagement.
Last month, members of the Consumer Goods Forum, representing more than 400 top multinationals in the consumer goods industry, gathered to discuss a topic near and dear to our hearts here at 3p: trust as the foundation for growth.
A new report reveals that fossil fuel companies began working actively to derail conversations around climate change as early as 1981 — seven years before the issue hit the national stage.