The Evolution of a Corporate Responsibility Policy

Today, Cenovus Energy Inc. released its new Corporate Responsibility Policy.  [Read the press release here.]

For any company, that’s a significant milestone.  For me, it’s an opportunity to look back at the evolution of a corporate responsibility policy through a decade of corporate change.

Back in about 2000, my then-client, PanCanadian Energy, a company to which I had been providing environmental and regulatory affairs advice for several years, asked if I could help them to develop a Sustainable Business Strategy. Naturally, like any self-respecting consultant, I said yes.  Thus we embarked on a complex and challenging effort to map the sustainability landscape relevant to the company’s business, to inform the development of an appropriate policy framework. Then what happened? Click here for the whole story…

A Throw-Away Lesson

Recently, Kimberly-Clark launched its newest Kleenex-brand product: disposable hand towels for the home.  On its website promoting the new throw-away paper towels, Kleenex helpfully offers these “hand drying facts”, attributed to the Center for Disease Control:

     

  • Even if a hand towel is not visibly dirty, it does not mean it is clean.
  • Regular washing of bathroom hand towels does not ensure clean hands.
  • One-time use towels have been shown to be more hygienic.
  • Hand drying with disposable towels can help prevent the spread of germs.

I find the manner of use of these ‘facts’, including their incompleteness, lack of context, and attribution, disingenuous.
Click here to see why…

Should sustainability have a seat in the C-Suite?

Some of you may recall the case study published on-line by the Harvard Business Review back in October, which posed the question of whether or not fictional company Narinex should hire a Chief Sustainability Officer.  The full Case Study is now available in the December 2010 edition of HBR (subscription required; text pages 133-137) (or try this version at Scribd, e-pages 135-139).

If you’re not familiar with the HBR Case Study feature, it generally involves a fictional scenario depicting some current business challenge and features the advice of two business leaders with subject-matter experience.  A few readers’ comments, distilled from the on-line commentary compiled previously, are included to illustrate additional perspectives.

Well, golly; the editors at HBR thought my comment “offers a valuable perspective,” and included an edited version of it in the December issue (text page 137 or Scribd e-page 139).

A few of my contacts have asked to see my comments, so I reproduce my full comments below (with the HBR-selected paragraph highlighted).  My comments will make more sense if you read the Case Study first!  Thanks for your interest!

Read my full comments on the HBR Case Study here…

Investor Relations: where capital meets corporate accountability

For some 250 years, responsible investing has been a key means of aligning our influence with our values.  The Investor Relations function is squarely at the nexus between the strategies and performance of the company and the primary leverage point for stakeholder expression of sustainability goals.  What does this mean for the Investor Relations professional?

Perhaps the very earliest occurrence of socially responsible investing took place in 1758 when the Yearly Meeting of the Religious Society of Friends, better known as the Quakers, issued the first of a series of denunciations of the slave trade, advising its members to “avoid being any way concerned, in reaping the unrighteous Profits arising from that iniquitous Practice of dealing in Negroes and other Slaves” and “endeavour to keep their Hands clear of this unrighteous Gain of Oppression.”

John Wesley, founder of Methodism

Around the same time (between 1744 and 1760), John Wesley, an English preacher and founder of the Methodist Church, delivered his sermon entitled The Use of Money.  You may have heard the saying, “Make all you can, save all you can, give all you can.”  That is John Wesley, paraphrased.  What it doesn’t capture, however, are the boundaries he drew around the first of his three rules: “gain all you can.”  Wesley advised his followers to gain but without hurt to body, mind, or soul, of either ourselves or our neighbours.  He spoke of unhealthy work environments, cheating, lying, anti-competitive behaviour, the sale of anything that may impair health, and what he called “sinful trade”.  He advocated honest industry, diligence, continuous improvement, and best practice.  Religious institutions have been at the forefront of socially responsible investing, or SRI, ever since.

In the last five decades, we have seen a steady rise in interest in SRI.  [For a brief history of SRI, see these entries on Wikipedia and About.com.]  We know environmental, social, and governance (or ESG) issues are not new to investors.  So what has changed? Read on!

Collaboration as Competitive Advantage

As I discussed in an earlier post, social media have enabled a shift in information and communications flow from a traditional mass-media “push” model, in which a company may craft and deliver a message to its stakeholders (often a different message for different stakeholders), to a “pull” model, in which company and stakeholders are on a more even footing, and what is being said by one may be heard by all.  In this “pull” model, stakeholders themselves define their own information requirements and actively seek out the sources, connections, and networks that will meet them.

While this might seem scary to some, it also represents one of the great opportunities that social media offers:  collaboration.  If you view each one of these voices not as a threat but as an opportunity to engage and to learn, you can leverage social media to add value to your business.
How? Read on!