Knowledge Centre:
News Digests

Stay abreast of what’s happening internationally with developments in corporate public affairs. Here is news that you may find useful and interesting:

The power of giving back: how community involvement can boost your bottom lineND


Entrepreneur, 26 June 2013

A recent study in the US confirms that consumers consider a company’s social responsibility efforts when making purchasing decisions. Companies should look to build relationships within the community, get employees involved, establish a volunteer program that draws on the strengths of the business and employees, and let customers know what they are doing. For more information, see www.entrepreneur.com

Integrated reporting to walk more than the bottom lineND


Carol Adams, The Conversation, 21 June 2013

With the consultation draft of the International Integrated Reporting framework released this year, the author provides an overview of some of the concerns and advantages of using the framework. She suggests the key issues are that the framework emphases long-term thinking; it focuses on the ‘six capitals’ – financial capital, manufactured capital, intellectual capital, human capital, social and relationship capital, and natural capital; and aims to create value by working with a broad range of stakeholders. For more information see www.theconversation.com

Corporate giving isn’t about making business feel goodND


Bronwen Dalton, The Drum, 5 April 2013

Companies should do more to measure the impact of their corporate social responsibility programs or risk reducing these strategies to little more than image management. In Australia, most companies report their corporate social responsibility activities by emphasising the dollars spent or the time employees invest in volunteering, rather than quantifying the outcomes of a particular social initiative or intervention. When CSR is measured at all, many corporate organisations focus on the value it gave to the company's brand and reputation, worker morale and commitment, customer satisfaction and sales. A survey of the Global Reporting Index contributions found the vast majority of the participating companies showcase only good news in their CSR reports. This is quite different to how other business unit treat their results. For more information see www.abc.net.au

Disaster at Rana PlazaND


The Economist, 4 May 2013

The collapse of a garment factory in Rana Plaza on the outskirts of Dhaka in April killed at least 400 people and injured many more. The spotlight is on multinational companies whose orders from local factory owners have led to the rapid recent growth of the garment industry in Bangladesh, the world’s second-largest exporter of clothing. Familiar brands are accused of exploiting poorly paid workers with indifference to their safety. The Economist states three options for companies: firstly, forget CSR, and simply exploit labour wherever it is cheapest; secondly, leave Bangladesh and buy from factories in countries where the risk of accidents is smaller; or thirdly actually try to change things. For more information see www.economist.com

Reputation management: when your business is disparaged onlineND


Cheryl Conner, Forbes, 28 April 2013

The principle behind the science of reputation management is one every company ought to master: communicate. When an issue happens, and ideally well before an issue can happen, your business should make the effort to communicate accurately, often and well. With this goal in mind, there are six tips to help manage an organisation’s reputation online: 1) monitor consumers’ online activity for new outlets and discussion threads, 2) encourage private feedback (rather than public), 3) avoid the temptation to censor and remove the comments that appear on your website or Facebook account, 4) align the reputation management team with customer services, to avoid sending mixed messages, 5) address every online complaint promptly, and 6) when the problem is solved, invite the recipient to post a follow-up. For more information see www.forbes.com

Business leads the way in sustainabilityND


Sarah Murray, Financial Times, 16 April 2013

While many companies have embraced energy efficiency or resource management, some argue that corporate leaders must go beyond incremental change and transform their business models. The UK’s Business in the Community (BITC) released its 2013 Corporate Responsibility Index, and asks the question: can companies make the ambitious strategic shifts needed to achieve global development that is sustainable? The results of the index indicate that some companies – at least those in the ranking – are performing well. It is becoming harder for companies to hide misconduct or environmental abuse. The spread of communications technology has made increased transparency on how companies make and sell their products a fact of life. However, many question whether improved transparency and the evolving sustainability strategies of a group of leading companies will do enough to address the social and environmental pressures that are facing the world. For more information see www.ft.com

US regulators embrace Twitter for market newsND


Jessica Holzer and Greg Bensinger, The Wall Street Journal, 4 April 2013

In a ruling that guarantees to change to how companies communicate with investors, the Securities and Exchange Commission said postings on sites such as Facebook and Twitter were just as good as news releases and company websites as long as the companies had told investors which outlets they intended to use. Several large companies, including computer-maker Dell and eBay, use Twitter to announce financial and other key information to investors. Many simultaneously send out news releases or report the information in filings to the SEC. Yesterday's announcement will allow them to use social media more. Only 14.4 per cent of companies communicate with shareholders via social media, according to a survey by the Conference Board and Stanford University, yet more than three-quarters of the companies in the survey said they used social media to interact with customers. For more information see www.wsj.com

Disasters in Asia: what role for business?ND


Richard Welford, CSR Asia, 3 April 2013

Asia was the most disaster-prone region in the world in 2012, both in terms of number of disasters and victims, according to the United Nations Office for Disaster Risk Reduction (UNISDR). There is little doubt that an increasing number of disasters are related to climate change. Asia is at the centre of typhoon activity that is on the increase, and many coastal areas are highly susceptible to increasing sea surges. The private sector can begin to engage with the climate change threats in several ways, including: engage in preparatory climate change adaptation strategies, engage in strategies that can mitigate and respond to environmental refugees, help to fund and develop micro-finance and micro-insurance initiatives, and move from philanthropy towards pro-poor development strategies. For more information see www.csr-asia.com

Beyond corporate social responsibility: integrated external engagementND


John Browne and Robin Nuttall, McKinsey Quarterly, March 2013

Traditional corporate social responsibility (CSR) is failing to deliver, for both companies and society. Executives need a new approach to engaging the external environment. A good relationship with NGOs, citizens, and governments is not some vague objective that’s nice to achieve if possible. It is a key determinant of competitiveness, and companies need to start treating it as one. That does not mean they have to initiate philosophical inquiries into social responsibility and business ethics. But it does require them to recognise that traditional CSR fails the challenge by separating external engagement from everyday business. It also requires them to integrate external engagement deeply into every part of the business by defining what they contribute to society, knowing their stakeholders, engaging radically with them, and applying world-class management. In other words, it requires the same discipline that companies around the world apply to procurement, recruitment, strategy, and every other area of business. For more information see www.mckinseyquarterly.com

Facebook presence is an important clue to a social venture's futureND


Peter Roberts, Harvard Business Review, 4 March 2013

Fledgling social entrepreneurs may have a lot of passion, but they usually don't have much of a track record, a circumstance that leaves would-be backers to wonder: Which have the potential to become genuine world-changers? It turns out one of the best clues may be on Facebook. In an analysis of data from roughly a hundred social entrepreneurs, we found a clear connection between a venture's Facebook presence and its commercial performance. The average annual revenue for ventures that had set up dedicated Facebook accounts was roughly $142,000, considerably greater than the $77,000 for ventures that hadn't set up such accounts. For those with Facebook accounts, the correlation between number of likes and revenue earned was a robust 0.38 (correlations range from zero to one). For more information see www.hbr.org

Oxfam report shows multinational companies failing on CSR goals ND


Jo Confino, The Guardian, 26 February 2013

Oxfam’s Behind the Brand scorecard has revealed that companies are failing their CSR goals, specifically in the areas of transparency and supply chain operations. Of the ‘Big 10’ multinationals reviewed, none secured a good overall rating on their public policies and commitment covering the supply chain. While Oxfam acknowledges that companies have made progress over the years, they assert that sourcing is still unjust and unequal, and that companies ‘cherry-pick’ their CSR initiatives in way that doesn’t address the core problems that the industry creates. While many of the problems are facilitated by poor government and deep-rooted social problems, Oxfam maintains that business has an active role to play in improving the situation in countries that they source from, and outlines a number of steps for companies to take in order to improve their CSR performance. For more information see www.guardian.co.uk

Global Reporting Initiative: a new framework? ND


Ben Tuxworth, The Guardian, 22 February 2013

Sustainability reporting has grown significantly over the last decade, with the GRI being one of the most widely used indicators. However proposed changes to the GRI, such as abandoning reporting levels and increasing the number of indicators, may risk making the reporting process too burdensome for reporters, and too complex for readers. Given the success of the GRI, efforts should be made to avoid the process becoming too complicated, both to ensure that those companies who have been reporting keep reporting, and to ensure that the reporting process is accessible to companies in emerging markets. For more information see www.guardian.co.uk

Communicating corporate social responsibility to a cynical publicND


Illia et. al., MIT Sloan Management Review, 21 February 2013

Given that corporations are increasingly engaging in CSR activities, it makes sense to communicate those achievements to stakeholders. However, in publicising CSR achievements, especially if they do so aggressively, corporations risk achieving the opposite result from what they intended — a so-called “boomerang response”. A key challenge for managers, then, is to minimise stakeholder skepticism and communicate CSR achievements without being accused of 'greenwashing'. Based on an investigation into the CSR communication practices of the largest (in terms of revenue) 251 European corporations and interviews with 69 managers handling CSR communications, this article outlines seven strategies to mitigate this risk. These are: 'don't be afraid of the media', 'don't underestimate the public', 'address big issues head-on', 'don't present a picture perfect company', 'control the conditions', 'use the whole company' and 'do what you say'. For more information see www.sloanreview.mit.edu

Board governance depends on where you sitND


William George, McKinsey Quarterly, 19 February 2013

One’s perspective about a board’s governance is strongly influenced by the seat one holds —independent director, chair and CEO, CEO only, or chair only. The diversity of perspectives that board members bring to the role can be a considerable strength for the companies they serve. In order to make the most of it, organisations should do three things. First, the board should acknowledge that no single structure works in all cases. Boards must be pragmatic enough to adapt to the individuals involved rather than put a rigid structure in place. Second, all parties, but especially CEOs, should acknowledge different points of view and work to minimise the conflicts that inevitably arise from them. Third, all directors, but especially CEOs, can benefit from holding different positions, either within the company or on other companies’ boards. Nominating committees should seek out prospective board members with diverse experiences. For more information see www.mckinseyquartertly.com

7 new rules for prospecting in the age of the customerND


Jim Blasingame, Forbes, 18 February 2013

Control of the primary elements of the business relationship has shifted as the Age of the Seller is being replaced by the Age of the Customer. The customer, leaving sellers with control of just the product, now controls the buying decisions and access to information about how to make those decisions. This shift has created many disruptions, especially with entrenched Age of the Seller sales practices, but perhaps none more than business-to-business prospecting. Now, prospects are essentially ruling competitors in or out before first contact, often before the business knows the prospect even exists. Getting in front of a prospect for a first meeting, which once was almost automatic, now requires addressing the new Age of the Customer rules of prospecting. Some of rules these include: prospect research must be conducted, networking – in person and online – is essential, and relevance and values must be demonstrated. For more information see www.forbes.com

Why businesses fail on corporate social responsibilityND


Myrian Robin, Leading Company, 14 February 2013

Given the size and influence that a lot of companies have, they have the potential to sway government policy. However, to be a responsible organisation, businesses should not be working against government policy, but should instead do what they can to help governments lead. While businesses are entitled to lobby, they shouldn’t use their clout to negatively influence policies that are designed to aid the public interest, such as the recent ban on sugary soft drinks instigated by the New York City mayor last year. Instead, good corporate social responsibility policies should be designed to ensure that businesses limit their involvement in public policy. For more information see www.leadingcompany.com.au

CEOs’ passive/aggressive approach to social mediaND


Robert Berkman, MIT Sloan Management Review, 12 February 2013

When it comes to Twitter, CEOs would rather lead than read. They tweet more than they follow. But on blogs, YouTube and Web forums, CEOs engage differently. For those social media forums, CEOs spend less time creating content and more time simply viewing and reading. Examining how CEOs — and other senior management — engage with social media was the focus of a study conducted in April 2012. The study found that for professional and business uses, the overall percentage of CEOs using social media is to 70.8%. But both for personal and professional uses, CEOs were much more likely to be passive users (e.g. Reading blogs, watching videos, reading discussion boards and rating sites). Perhaps the explanation is that may not want to spend much time reading the tweets of others, but see value for their company in posting tweets themselves. Blogs may be seen as potentially more substantive, valuable for both reading and posting. For more information see www.sloanreview.mit.edu

The boffins digging for nuggets of gold in big dataND


Paul Rubens, BBC News, 8 March 2013

There is an emerging market for companies offering the service of collecting and analysing large amounts of online data to find small pieces of information that offer other companies a huge competitive advantage. These companies analyse what is called ‘big data’ – e.g. messages posted on social media websites, videos being watched – and use complex algorithms to produce answers to specific business questions. An example of a company using big data to secure a competitive advantage is Bloomreach, who used big data to understand the language that consumers used when making purchasers, and then adjusted their websites to ensure that it was in line with the way that people searched. For more information see www.bbc.co.uk

Ten steps to making CSR strategicND


Richard Welford, CSR Asia, 6 February 2013

Many people are now recognising the strong business case for CSR, but struggle to know how to make CSR strategic and embed it into the organisation. CSR has to move beyond and “add-on” to business practices and should become part of the overarching strategy for a business. As a start, CSR practitioners should think about the following ten priorities: link your CSR strategy to brand, reputation and trust; build strong relationships with stakeholders; base all CSR activities on your most material issues; create effective management systems; ensure sufficient resources are invested in CSR; embed CSR into the whole organisation; invest in innovative CSR programs; as you plan your CSR strategies, put in place key performance indicators and where appropriate link these to reward systems; create a cycle of continuous improvement where management and staff are encouraged to experiment; and develop strategic communications. For more information see www.csr-asia.com

Six social-media skills every leader needsND


Roland Deiser and Sylvain Newton, McKinsey Quarterly, February 2013

McKinsey has drawn on interviews with GE officers of various businesses and regions to illustrate the six-dimensional set of skills and organisational capabilities leaders must build to create an enterprise level of media literacy. The six competencies are: creating compelling content, leveraging dissemination dynamics, managing communication overflow, driving strategic social media utilisation, creating an enabling organisational infrastructure and staying ahead of the curve. Social-media engagement will confront leaders with the shortcomings of traditional organisational designs. Leaders who address these shortcomings will learn how to develop the enabling infrastructure that fosters the truly strategic use of social technologies. When organisations and their leaders embrace the call to social-media literacy, they will initiate a positive loop allowing them to capitalise on the opportunities and disruptions that come with the new connectivity of a networked society. For more information see www.mckinseyquarterly.com

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