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:

A record highND

Holly Hall, The Chronicle of Philanthropy, 28 June 2007

According to Giving USA, the yearbook of American philanthropy, Americans gave more than in any previous year in 2006. The reported rise in philanthropic contributions was characterised by various contradictions. One the one hand, donations by many of America’s wealthiest people to some of the world’s largest institutions was unprecedented. This statistic contrasts bleakly with the struggle for funds by smaller organisations. For more information, see

Making sense of sustainability ND

Andrew Cave, The Telegraph, 28 June 2007

Sustainability is a fluid and all-embracing term — one that has become a catchphrase in business circles. There is much debate amongst many leading business figures, all of which suggests sustainability is a concept that embraces many (and varying) social, environmental and economic facets. A theme throughout much of this dialogue is consensus on the importance of working towards business longevity and renewal. For more information, see

Looking to the future of non-financial reportingND

Guy Morgan, Voice of Corporate Citizenship, June 2007

A few years ago, much talk proliferated regarding the obsolescence of stand-alone non-financial reporting, and the pragmatic move towards integrated reporting on a company’s financial, social and environmental performance — a move emphasising the strategic importance of corporate citizenship in overall business structure. However, many companies face practical and strategic challenges and continue to produce two separate reports. For more information, see

Sustainability builderND

David James, Business Review Weekly, 14-20 June 2007

The newly appointed managing director at Fonterra Australasia, John Douman, believes there are universally applicable rules for leading and gaining a competitive advantage in global companies. Douman suggests a hierarchy of priorities in organisational structure: the first responsibility is to product users, second to employees, third to the community and fourth to shareholders. For more information see

Climate change ‘not a priority’ND

John Willman and Kate Burgess, The Financial Times, 5 June 2007

KPMG’s recent survey of 73 large companies in the UK shows that just 14 per cent have a clear strategy for addressing climate change. Issues such as brand awareness, marketing strategy and corporate social responsibility were viewed with more urgency. Businesses surveyed would like more clarity from government on climate change and a stable legal framework (e.g. emission targets) to better assess risks and opportunities. For more information, see

Cleaning up: a special report on business and climate changeND

The Economist, 2 June 2007

Moral pressure and economic pressure exerted by governments, and the potential of new markets and technological opportunities have helped to drive the conversion towards green energy. The Economist’s report delves into how climate change is affecting business, and in turn, how business can affect climate change. For more information, see

Green leaders: a guide to the world’s greenest companiesND

Karen Attwood, The Independent, 1 June 2007

The Ethical Investment Research Services provides a ranking of the top ten greenest companies based on management systems, waste production, water use, improvements related to climate change, renewable energy use, incidents of environmental damage. It researched almost 3,000 companies to choose the top ten leaders. The top ten global leaders are Vestas Wind Systems, Svenska Cellulosa, ABN-Amro, MTR, Ericsson, Westpac, Kingfisher, Phillips, BT Group, Matsushita (share 10th position), Sanyo (share 10th position), ABB (share 10th position). For more information, see www.

The impact of technology on the ethics of business (special report)ND

Ethical Corporation, June 2007

Ethical Corporation has released a report on how technology is changing corporate responsibility — including its impact on reporting, supply chain monitoring, consumer interaction and employee engagement. The report also covers how companies are using blogs, online games and e-learning to achieve their CSR objectives. For more information, see

The new activist giversND

Richard Morais, Forbes, 1 June 2007

For the past ten years and the decade ahead, about US$1.9 trillion to US$2.6 trillion will be dispensed as philanthropic capital by a new breed of ‘activist’ philanthropists. The ‘Give Now’ movement — which totals approximately 35 per cent of all philanthropic capital — focuses on results, extensive networks, and bottom-up entrepreneurialism. For more information, see

HSBC boosts green credentials with $100m donation to charitiesND

David Prosser, The Independent, 31 May 2007

HSBC has contributed the largest charitable donation by a British company to its ‘Climate Partnership’ (incorporating Climate Group, the Earthwatch Institute, the Smithsonian Tropical Research Institute and WWF). It has pledged US$100m over the next five years to help some of the world’s biggest cities respond to climate change. The funds will also support the creation of worldwide field research, forest experimentation and environmental protection projects. For more information, see

Unilever’s CEO: Social innovation and sustainability the only game in townND

Tobias Webb, Ethical Corporation, 30 May 2007

CEO of Unilever, Patrick Cescau, suggests that ‘social innovation’ — the creation of new products and services conciliating consumer’s functional needs as well as their values —is not only central to business strategy, but will also be the driver of growth over the next few decades. In particular, Cescau sees the potential of social innovation in emerging economies. For more information,

Look who’s talking nowND

Agnes King, Business Review Weekly, 24-30 May 2007

Telstra has been engaging its shareholders and employees using a grassroots campaign, its nowwearetalking blog, to communicate its plans for broadband. The blog uses Web 2.0 technology to produce a more cost-effective public relations campaign. According to Telstra, the blog attracts more than 100, 000 visitors a month, invites feedback from shareholders, customers and critics and acts as a valuable yardstick on public sentiment. For more information, see

Singapore plans S$500m Asian development fundND

John Burton, Financial Times, 17 May 2007

The Singapore state investment company, Temasek Holdings, is establishing a S$500m fund (Temasek Trust) in a bid to ‘institutionalise (its) corporate citizen role’ and blunt criticism about its buying of strategic assets. The fund will finance regional development in areas of education, healthcare and disaster relief and promote an improved state regulatory environment in Asia. For more information, see

Extractive sector stakeholder engagement – the big lessons from derailed projectsND

Daniel Litvin, Ethical Corporation, 10 May 2007

Two project failures in the extraction industry in 2006 have highlighted the following lessons: stakeholder pressures are not limited to reputation concerns, the broader context of social and sustainability issues must be considered and standardised corporate responsibility/sustainability responses are inadequate. An integrated and holistic approach that understands the linkages between projects and local sustainability issues, and of stakeholder perceptions and its relationship to core business activity (and vice versa) is needed to not only shape CSR programs but also the way core business is conducted. For more information, see

The hired hand can also be a giving oneND

Wall Street Journal, 30 April 2007

Employees — and not company founders or heirs — have been described as a ‘new force in philanthropy’. CEOs who have set up personal foundations are Terry Semel (Yahoo), John Chambers (Cisco Systems) and Eugene Isenberg (Nabors Industries). Having a foundation carries social prestige, helps unite families as members help with foundation governance and may defuse criticism of CEO salaries. For more information, see

Battling boycottsND

Saleh Alshebil, Abdul A. Rasheed & Hussam Al-Shammari, Wall Street Journal, 29 April 2007

Due to high political and religious tensions internationally, an increasing number of boycotts relate to the company’s country of origin rather than its policies or actions. The framework of response offered in this article is based on two dimensions: brand visibility and boycott intensity. A few suggested strategies are to emphasise connections to the local community, adopt a low profile, counter misinformation with public relations campaigns and engage in charitable acts. For more information, see

Crisis management for a vindictive ageND

Richard Evans, Financial Times, 24 April 2007

Authors of the book ‘Crisis management for a vindictive age’ argue that high profile corruption scandals have created an anti-corporate atmosphere where ‘the public, media are motivated more by vengeance than (by) justice’. Eric Dezenhall and John Weber claim that business leaders should rarely (if ever) admit guilt and need to counterattack each accusation. Fore more information on the views contained in this book, see

New allies on the AmazonND

Marc Kaufman, Washington Post, 24 April 2007

An unusual partnership between McDonald’s and Greenpeace has resulted in a two-year moratorium on the purchase of any soy from newly deforested areas in the Amazon. This partnership could be an important model for addressing environmental and social problems in the future. For more information, see

Web attackND

Michelle Conlin, BusinessWeek, 16 April 2007

Discontented stakeholders are using online media such as fake ads, employee sites, MySpace, blogs and comment rooms to ‘engage in a webified dialectic’. This phenomena has become such an issue for companies that some companies (including Lenovo Group, Southwest Airlines and Dell) have specialists dedicated to engaging their critics. For more information, see

MBA toolkit for CSR: corporate communicationsND

Bill Valentino, China CSR, 12 April 2007

William Valentinto, head of Bayer’s corporate communications function in China, discusses the role that corporate communications plays in a company’s activities – especially CSR-related activities. Aligning CSR and corporate communications in the MBA’s toolkit is about forming perceptions through a company’s CSR activities, and translating a company’s business into actions that have a beneficial impact to both society and business. For more information, see

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 | 1161-1180 | 1181-1192

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