Shared Value is a concept that is fast gaining traction with Australian business due to its ability to frame social problems in the language of business.
As ACCSR prepares to welcome our South African partner, Jonathan Hanks, on his third Australian visit under our auspices, we asked him some FAQs about Shared Value. Jonathan is the founder of Incite Sustainability, the first African affiliate of the Shared Value Initiative.
ACCSR’s Managing Director Dr Leeora Black and Incite Sustainability’s Founding Director Jonathan Hanks at Incite’s Cape Town office in 2012.
ACCSR’s seventh Annual Review State of CSR in Australia and New Zealand examined the stages of CSR development in organisations and the role of the Chief Sustainability Officer (CSO).
There are three stages of CSR development:
Initiators: Companies at earlier stages of CSR development, focused on compliance and managing negative environmental impacts.
Integrators: Those who are further along the journey, focused on achieving efficiencies and establishing internal systems and processes for CSR
Innovators: Organisations that are mature in CSR, focused on creating value through CSR for both organisations and their stakeholders.
Participants this year (more than 1,000!) showed striking differences depending on their organisations’ stage of CSR development: more mature organisations have higher CSR management capabilities, a greater ability to use CSR as a driver of innovation, more formalised mechanisms of CSR governance, and different priorities for the year ahead. Continue reading →
Materiality. It’s becoming quite a CSR buzzword. And that’s a good thing, right? Well, that depends. A quick scan of current practices in materiality analysis shows that many organisations are falling into some common traps, which means they are not getting the benefits they could be. That’s why ACCSR is advocating a fresh approach to materiality: a value-chain approach, where the scope is broader, the digging is deeper and the net is cast wider.
It’s becoming clear major corporations are recognising what’s good for the environment can also be good for the bottom line. This is why in 2014 we saw a number of international companies such as Unilever, Johnson & Johnson, Proctor & Gamble, Wilmar International and Mars, all make public commitments to implement a zero-deforestation policy throughout their supply chains.
Corporate sustainability and zero-deforestation policies, when implemented correctly and systematically, lead to improved brand image and build stronger business relationships with other organisations and customers. Continue reading →
Safety at work is a basic social responsibility for any organisation, due to the social and financial burden on society from work-related illness, injury and death. International CSR frameworks and standards provide managers and company directors with the ability to meet and even go beyond safety legislation and boost their company value in the process. Continue reading →
Being an in-house sustainability professional can be a lonely life. You might have ethics, scientific evidence and reason on your side, but trying to win the internal case for budget, favour and priority too often leaves you without friends or allies in the C-suite.
At ACCSR’s C-Lab last year, Lend Lease’s Anita Mitchell described the uphill battle that many in-house sustainability practitioners face and claimed that CSR managers were effectively “dying on the battlefield”. Continue reading →
In a guest post on Tobias Webb’s The Smarter Business blog, Paul Hohnen reflects on the strengths and weaknesses of Life Cycle Assessments (LCA) and makes some recommendations on how the real potential of LCAs might be unlocked.