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:

My say: The changing landscape of CSR ND


Karen Hoh, The Edge Malaysia, 19 October 2009

Companies in the Asia Pacific are under pressure from consumers to behave more responsibly. Research identifies that the major drivers behind reshaping stakeholder expectations within the region are social and environmental challenges, government activism, the growing influence of NGOs, internet and mobile communications and passionate consumers and employees. For more information see www.theedgemalaysia.com

Goldman’s bonus pool puts it in a public relations bindND


Graham Bowley, New York Times, 16 October 2009

The financial crisis has exposed companies to negative public opinion over successful profit results, with exuberant executive bonuses seen as greedy and irresponsible. Some companies are increasing charitable donations and readjusting their compensation practices in order to improve their reputation. Others are resisting change, defending the need to reward employees for good performance, but are finding it hard to balance the demands between profit and reputation. For more information see www.nytimes.com

Building private-sector diplomacy ND


McKinsey Quarterly, 14 October 2009

PR expert Richard Edelman advocates for businesses to engage in ‘private sector diplomacy’ with their widening networks of stakeholder groups. In today’s experience-driven society, characterised by a lack of trust in corporate ethical integrity and dispersion of authority, companies must converse with stakeholders through informal social media forums on a continuous basis in order to be heard. For more information see www.mckinseyquarterly.com

Shareholder activism ND


Rachel Nickless, Australian Financial Review, October 2009

Shareholders are becoming more vocal, demanding that companies do more for the wider community, even at an expense to their dividends. One leading company responded radically to a confrontational AGM in 2008 with measures such as a global internal survey, strategic funding and employee volunteering opportunities — all based on the philosophy that CSR provides a common social purpose with stakeholders and is positively linked to the bottom line. For more information see www.afrboss.com.au

Size matters ND


Catherine Fox, Australian Financial Review, October 2009

Harvard Business School guru Rosabeth Kanter asserts in her new book that the new ‘supercorp’ business model allows global enterprises to be socially and environmentally accountable while seeking profits at the same time. Multinational supercorps have the potential to effect real change, given their immense capacity, global reach, and desire to endure in the long term. For more information see www.afrboss.com.au

How to deal with corruption in ChinaND


Shaun Rein, Forbes, 7 October 2009

Recent high profile bribery scandals in China concerning Coca Cola and McKinsey are a warning for companies to be proactive against unscrupulous commercial behaviour. Companies can implement checks and balances, rotate employees, and play the ‘helpless foreigner’ to prevent employees from taking personal kickbacks or forging unhealthy relationships with suppliers. For more information see www.forbes.com

Snappier sustainability reporting can cut PR fluffND


Natalie Toohey, Australian Financial Review, 30 September 2009

Businesses are warned against over reporting and excessive emphasis on benchmarking tools and global indices, which may overwhelm both stakeholders, complicate and confuse the key issues and render it as PR spin. Companies should simplify their sustainability reports and only include issues that matter to and reflect the nature of their business and their stakeholders’ expectations. For more information see www.afr.com

Excessive bonuses to be banned in war on greed ND


Yasmin Alibhai-Brown, The Independent, 28 September 2009

Leaders of the G20 largest industrialised nations have agreed to introduce new laws to ban exorbitant corporate handouts and the automatic payment bonuses on a per annum basis. The measures are a response to the financial crisis and seek to ensure long-term performance by company executives. Politicians urge that companies show voluntary restraint with this year’s bonuses in anticipation of the new laws, to be in forced next year. For more information see www.independent.co.uk

China CSR rank released in Beijing ND


China CSR, 25 September 2009

The China CSR Research Centre has released rankings of the top 100 companies for CSR, including case studies of the best and worst examples, ranging from model programs to unethical corporate scandals in 2009. The report suggests that Chinese enterprises lack understanding of the importance of CSR, with over 100,000 businesses failing to fulfil their charity obligations. For more information see www.chinaCSR.com

Sustainability: It's not about light bulbsND


Dov Seidman, BusinessWeek, 23 September 2009

Leading companies such as Proctor & Gamble, McDonald’s and DuPont realise that simply ‘going green’ will not ensure sustainability. Sustainability should be an overarching mindset that will allow businesses to forge deeper connections with employees and customers. Rather than promoting sales volume as evidence of success, businesses should emphasise shared values and collaboration with the community in order to be sustainable. For more information see www.businessweek.com

Green rankingsND


Newsweek, 21 September 2009

Newsweek has awarded HP the top position in its environmental rankings of America’s largest 500 companies. HP was praised as a leader on GHG emissions reduction. Other technology companies Dell, Intel, IBM and Applied Materials also feature in the top 10, along with industry leaders Johnson & Johnson, State Street, Nike, Bristol-Myers Squibb and Starbucks. The rankings adopted a ‘green score’ based on companies’ environmental impact, polices, performance and reputation. For more information see www.greenrankings.newsweek.com

Entrepreneurs 'Tweet' their way through crises ND


Sarah Needleman, Wall Street Journal, 15 September 2009

Twitter allows companies to communicate and explain themselves directly with their stakeholders. This is especially effective during reputation crises or when their main website has been disabled or vandalised by protesters. Companies can also monitor Twitter comments to predict and prepare for potentially negative reactions. However, business must have built trust with stakeholders through regular contact on social media first in order for Twitter to be effective during times of crisis. For more information see www.online.wsj.com

A new job is just a tweet awayND


Sarah Needleman, The Wall Street Journal, 8 September 2009

Companies have begun using Twitter as a cheaper and more effective method for finding and attracting new candidates. Twitter offers job hunters a level of interactivity with the company prior to their official application, while companies are able to attract active candidates with ready made social media skills. Job tweets help recruiters overcome the problems with online job forums related to ‘over saturation’, high maintenance and costs. For more information see www.wsj.com

Pro bono work helps firms fight economic slumpND


Raymund Flandez, The Wall Street Journal, 1 September 2009

Companies are offering pro bono services as a means to occupy employees in the face of decreased workloads, and to cultivate new relationships under the economic downturn. Pro bono work generates good will and positive relationships with local communities, increases visibility and creates opportunities for future business. Companies should consider providing budgeting for volunteer work over traditional advertising in order to build relationships with local communities. For more information see www.wsj.com

Pay attention to employer brandND


Stephan Stern, Financial Times, 31 August 2009

The employer brand is a valuable asset for retaining and attracting talent. Stern warns against businesses compromising their commitment to attracting new graduates in light of the recent economic climate, which will negatively affect their employer brand in the long term. Establishing an employer brand requires consistent actions, sustain communications and leadership in order to promote the organisation’s values and attitudes in a coherent and attractive way. For more information see www.ft.com

Emissions reduction targets of largest companies fail to meet scientific standards ND


Robert Kropp, SocialFunds, 25 August 2009

A study of the world’s largest 100 companies by the Carbon Disclosure Project has found that current reduction targets are insufficient to meet scientific guidelines. While 73 per cent of companies report on reduction targets, more than a quarter fail to disclose any figures at all. The report recommends that companies should set reduction targets, targets that include clear baseline and target years, and be guided by the scientific findings of the IPCC. For more information see www.socialfunds.com

Government relations in a CSR contextND


Richard Trabert, BCCC, 17 August 2009

CSR professionals increasingly recognise the impact of government on their community and corporate involvement activities. Good government relations, partnerships, and social advocacy programs will heighten the likelihood of a successful CSR initiative. Companies can build effective social advocacy programs by identifying the key issues, ensuring their credibility and expertise, and committing sufficient resources over time to influence public policy. For more information see www.bcccc.net

Why be an ethical company? They’re stronger and last longerND


Vivek Wadhwa, BusinessWeek, 17 August 2009

Companies should adopt a sense of higher purpose that can be filtered down into strategy and risk management. Survivors of the recent Wall Street collapse are typically ‘straight shooter’ companies with a strong focus on responsibility, value for high-net worth individuals, and transparent cultures. Post-crisis, businesses should resist the temptation of reverting to short term goals, and learn from the financial crisis by developing a moral compass that incorporates all voices within the organisation. For more information see www.businessweek.com.

Twitter forcing a strategy switch for businessND


Julie Johnson, Chicago Tribune, 16 August 2009

Market research reveals that open dialogue between companies and their stakeholders through social media platforms is here to stay; yet only 26 per cent of surveyed companies currently use social media. Companies such as Mars and JetBlue have begun experimenting with ‘Interweb’ promotions, which were able to overcome an initial bombardment of negative responses to attract mass followings. While the unpredictability of new technology poses the biggest challenge, the potential opportunities are also there for the taking. For more information see www.chicagotribune.com

Is employee volunteering the management tool of the 21st century?ND


Bea Boccalandro, Boston College Center for Corporate Citizenship, 10 August 2009

Employee volunteering and community involvement programs are a powerful and efficient way for businesses to make meaningful connections with their stakeholders. Large companies are recruiting employees to match their ethical branding and are developing volunteering initiatives in the wider community. This enables them to develop better products, stay globally competitive, as well as solve daily business challenges. For more information see www.bccc.net

displaying items 1-20 | 21-40 | 41-60 | 61-80 | 81-100 | 101-120 | 121-140 | 141-160 | 161-180 | 181-200 | 201-220 | 221-240 | 241-260 | 261-280 | 281-300 | 301-320 | 321-340 | 341-360 | 361-380 | 381-400 | 401-420 | 421-440 | 441-460 | 461-480 | 481-500 | 501-520 | 521-540 | 541-560 | 561-580 | 581-600 | 601-620 | 621-640 | 641-660 | 661-680 | 681-700 | 701-720 | 721-740 | 741-760 | 761-780 | 781-800 | 801-820 | 821-840 | 841-860 | 861-880 | 881-900 | 901-920 | 921-940 | 941-960 | 961-980 | 981-1000 | 1001-1020 | 1021-1040 | 1041-1060 | 1061-1080 | 1081-1100 | 1101-1120 | 1121-1140 | 1141-1160 | 1161-1172

About The Centre

The Centre for Corporate Public Affairs is the only entity of its type internationally, connecting, via corporate membership, the corporate public affairs and communication function across Australia, New Zealand and Asia. We assist our members embrace best practice public affairs structure and strategies.

Our research, professional development programs, events and international thought leadership opens doors to help organisations and practitioners build and apply corporate public affairs as a core management tool and function.

Member Login

Please enter your username and password to access this member resource on the Center website. You may continue to browse the site without login, however access to discounted member prices, event registration and the knowledge centre is restricted.

© 2013 Centre for Corporate Public Affairs | ABN 15 623 823 790 | Site by
.