Corporate Social Responsibility

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The Social Responsibility of Business Is to Create Value for Stakeholders

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The old story of business says that maximizing shareholder profit is goal number one. The new story says that shareholders matter, but not more than other stakeholders — which include customers, suppliers, employees, other financiers, and the communities in which companies operate.


Business Needs a Safety Net

As the effects of climate change become more prominent, business needs to grapple with its own attitudes toward government. A more destructive physical environment requires a more nuanced relationship in which government is viewed as a partner in enabling and supporting markets rather than as a regulator that needs to be managed.

Digital Audits as a Tactical and Strategic Management Resource

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New factory audit processes help companies that outsource production to evaluate supplier performance in more depth, leading to more effective decision-making. Three key issues that hamper modern auditing — standardization, cost inflation, and fraud — are being mitigated by new systems that automate the inspection process while tailoring it to specific inputs. The result: analytical capabilities that go beyond the classic audit model.

Six Reasons Why Companies Should Start Sharing Their Long-Term Thinking With Investors

Most CEOs have detailed long-term plans, which are often closely held secrets out of concern that competitive advantage may be undermined by detailed disclosure. Yet disclosing a long-term plan provides an opportunity to identify financially material sustainability issues and demonstrate how the company manages business-critical issues — information that’s valuable to investors.

Corporate Sustainability at a Crossroads

In the final report of our eight-year study of how corporations address sustainability, MIT Sloan Management Review and The Boston Consulting Group examine the crossroads at which sustainability now finds itself. Despite sociopolitical upheaval that threatens to reverse key gains, our research has shown that companies can develop workable — and profitable — sustainability strategies to reduce their impact on the global environment by incorporating eight key lessons.


Defining “Material” Climate Risks

Companies know climate change is relevant to their businesses, but they don’t address it in corporate reports because corporate leaders don’t believe it’s material to their business. The effects of climate change are beyond their planning horizon, they think, or they just aren’t clear whether or how climate change might be a material business risk. The Financial Stability Board (FSB) is hoping to change that.

Sustainability Lessons From the Front Lines

While most executives recognize the need to develop more sustainable business models, putting this goal into practice has been a challenge. Too many initiatives are stymied by a set of common obstacles. By recognizing how executing sustainability initiatives differs from typical change management, corporate leaders can promote more lasting gains in sustainable business development.


The Board That Embraced Stakeholders Beyond Shareholders

Few companies have come right out and said that they serve stakeholders beyond their shareholders. But in 2015, the board of Sweden’s Atlas Copco set the bar for sustainability by including a statement of materiality and significant audiences in its annual report. Atlas Copco’s Statement shows how a company’s board can protect managers in the face of pressure from short-term investors so they can make the long-term decisions necessary for a sustainable strategy.

Investing For a Sustainable Future

Investors see a strong link between corporate sustainability performance and financial performance — so they’re using sustainability-related data as a rationale for investment decisions like never before.

Equipping the Sustainability Insurgency

Sustainability Insurgents are professional insiders who seek to align their organizations with a global vision of a peaceful, prosperous, and sustainable world. This article explores how two insurgents, working for dramatically different organizations, developed a peer-to-peer network to help spread the sustainability insurgency.

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