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By GSMIweb on 22-Apr-10 01:49.
Profitable poverty alleviation creates a new frontier for corporate responsibility An Article from Business Respect, Issue Number 79, dated 12 Dec 2004 By Mallen Baker Last week, the Financial Times carried a story about how GrupoNueva aims to target the world's poor as a potential market by aiming to design and sell affordable wood and water pipeline products to this vast segment of the world's population. The company, it said, was aiming to show how profitability and corporate responsibility can go hand in hand. The move is one of the first responses to the reasoning behind the recent book by C.K.Prahalad, The Fortune at the Bottom of the Pyramid. Prahalad's premise is that the intelligent application of markets can create a real breakthrough in tackling global poverty. After all, he points out, for more than 50 years the World Bank, donor nations, aid agencies, governments and others have taken what steps they could but have failed to eradicate poverty. It remains the world's most visible and daunting problem.
Measuring corporate social impact - art or science? An Article from Business Respect, Issue Number 92, dated 7 Apr 2006 By Mallen Baker For years, people wanting to measure and report real performance in corporate social responsibility have been frustrated over one area in particular - the apparent impossibility in making any kind of real objective measurement of the company's social impact. Now, a new tool claims to solve this problem - the Social Footprint. The Social Footprint, produced by the Centre for Sustainable Innovation, promises great things. It is, according to the Centre, "a corporate sustainability measurement and reporting method that quantifies the social impact of organizations on people". Further, it "produces the true bottom-line oriented measures of impact" and says that this means that 'true Triple Bottom Line measures can now be taken and reported for the very first time'. This is heady stuff indeed.
Managing CSR in the workplace An Article from Business Respect, Issue Number 56, dated 18 May 2003 By Mallen Baker One of the last bastions of resistance to CSR programmes within corporates often seems to be the HR department. Given the significant range of issues owned here, that can be a real disadvantage. What are the corporate social responsibility issues that need to be managed in the workplace? The relationship between a company and its employees can have a big impact on that other key relationship - that between the company and its customers. After all, whether the customer trusts and values the company is likely to hinge on the impression created by its human face. If the employees are disgruntled or cynical this will lose no time in communicating itself to others who deal with the business. So the first question comes down to how employees are dealt with, and whether they feel a sense of motivation and pride in
Looking for a more mature definition of post-Enron CSR An Article from Business Respect, Issue Number 37, dated 25 Aug 2002 By Mallen Baker In the wake of recent events, one of the most frustrating outcomes has been a certain amount of handwringing on the part of the CSR movement, as well as criticism from elsewhere, based on the presumption that CSR should have been able to highlight Enron and the rest as bad companies. This presumption follows as a natural consequence of certain myths relating to CSR. These are, in no particular order: 1. That the business case for CSR must discover some elusive but dependable mechanism where "doing the right thing" leads easily and automatically to cash appearing on the bottom line. 2. That CSR and Business Ethics are interchangeable concepts. 3. That a company genuinely committed to CSR will shine out like a beacon in the night, and will be a paragon of best practice in everything they do.
Looking for a more mature definition of post-Enron CSR An Article from Business Respect, Issue Number 37, dated 25 Aug 2002 By Mallen Baker In the wake of recent events, one of the most frustrating outcomes has been a certain amount of handwringing on the part of the CSR movement, as well as criticism from elsewhere, based on the presumption that CSR should have been able to highlight Enron and the rest as bad companies. This presumption follows as a natural consequence of certain myths relating to CSR. These are, in no particular order: 1. That the business case for CSR must discover some elusive but dependable mechanism where "doing the right thing" leads easily and automatically to cash appearing on the bottom line. 2. That CSR and Business Ethics are interchangeable concepts. 3. That a company genuinely committed to CSR will shine out like a beacon in the night, and will be a paragon of best practice in everything they do. The most high-profile example of such hand-wringing has come from the US journal "Business Ethics", whose editor Marjorie Kelly in the latest issue offered an anguished commentary of guilt over the failure of the CSR movement to prevent or predict recent ethics scandals.
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