Tag Archive for ‘Stakeholders’
A May 2015 explosion in one of its largest facilities tested Johnsonville Sausages’ organizational purpose and commitments made to its employees. Author Dan Pontefract takes a look at how Johnsonville reacted to that crisis and what lessons there might be for other companies. “Organizational purpose is the opportunity for a firm to define its principles, ethics, leadership and culture,” he writes. “It is imperative for the organization to act on this definition.”
Columnist Gael O’Brien continues her look at the “purpose journey” and what it can mean for individuals and organizations. While having purpose helps, it also brings obligations. “The dark side of purpose,” she writes, “is that once you start talking about it, you can’t lead wearing blinders because accountability for impact comes with the territory.”
Environmental issues, from headline-grabbing environmental catastrophes to protracted conflicts with governmental authorities, can impair a company’s reputation. Such reputational issues can threaten a company’s relationship with regulators, customers, employees, interest groups and the general public. Because it can take many years to repair a damaged environmental reputation, it is critical for any company to manage its environmental reputational risk.
Corporate governance expert Paul Strebel says the repeated failure of boards to intervene early enough to avert corporate disasters reflects a serious problem in the boardroom that cannot simply be swept under the carpet: boards are out of touch often with those who can make or break a company.
A new study by researchers at Harvard Business School and London Business School concludes that companies which have voluntarily embraced sustainable business cultures with a substantial number of environmental and social policies “significantly outperform their counterparts over the long-term, both in terms of stock market and accounting performance.”
A corporate strategist says that in the new environment of hyper scrutiny, increasing regulation, vigilante-styled consumer retribution, “occupy” public protests, and overnight reversals in public trust and confidence, it’s essential for leaders and their organizations to close the gap between the “talk” they offer publicly and the “walk” they employ in day-to-day business.
Wall Street analysts who issue “buy” and “sell” recommendations on publicly-held companies are increasingly awarding more favorable ratings to firms with corporate social responsibility (CSR) practices, according to a new academic study. “As time goes by,” the authors write, “CSR strategies are perceived to be more value-creating.”
GE’s 2009 corporate citizenship report – “Renewing Responsibilities” – sets forth a vision of addressing global concerns with confidence, integrating sustainability into the company’s core business strategy. “Our goals,” GE says, “are to make money, make it ethically and make a difference.”