DuPont’s Spruance plant just south of Richmond manufactures specialty fabrics and materials, such as Kevlar® (bullet-resistant) and Nomex® (flame-resistant) polyaramid fiber as well as Tyvek® spunbonded olefin. In April Governor McDonnell announced that the plant was a

What is the environmental sustainability program at the DuPont Spruance Plant?

It’s a comprehensive approach to reduce our environmental footprint. It includes a number of highly effective components to reduce energy, water consumption, waste and emission. Specifically, the program includes recycling/reuse initiatives, pollution prevention, and energy efficiency programs that are integrated to support our overall business objectives and align with our corporate commitment to environmental sustainability. It’s really all about people engagement. Together, they drive the plant to continuously reduce and eliminate waste and emission. When you look at sustainability, it really is felt in so many aspects of our operation. It has to be fully integrated into just about everything.

How do you communicate about the program internally, and win the support of your colleagues and get them engaged?

We email employees. We have intranet sites presenting news and information. We have video monitors displayed throughout the plant site with information that keeps people up to speed. We have new employee orientation sessions, too. That’s really valuable. New employees coming in see things differently. They may see things that we’ve missed because we’re so used to seeing things done a certain way. We also have safety, health and environmental fairs that consist of a number of displays and booths. We use social media, too. You’ve got to communicate in a way that’s effective and motivational.

When was the program introduced and what drove its development?

The program officially began in 1999 when DuPont launched its Sustainable Growth initiative, which challenged us to achieve environmental excellence and grow our business. The focus is “commitment to zero,” which engages each individual to take personal responsibility for environmental excellence.

What results and benefits is it achieving?

There are many. For example, we’ve enabled one of our scrubbers (used in the manufacture of Nomex® fiber and paper) to run longer and reduce emissions by 2,000 pounds annually. It also saves $500,000 annually in terms of reduced labor costs and longer scrubber life. That’s one example. Another project achieved a significant decrease in the amount of water returned to our solvent recovery process. This provided both an energy savings and a reduction in water usage of 600 gallons per hour.

Why is environmental sustainability important to DuPont?

Our strategy is to create shareholder and societal value while reducing our environmental footprint along the value chain in which we operate. We’re really embedding sustainability into the way we do business. We’ve set ambitious sustainability goals that help us advance our performance, both financially and environmentally, and it really results in a positive impact up and down our value chain.

How do your efforts compare to those of other companies in your industry?

DuPont is a leader in employing sustainability principles and practices. And, really, we continue to be on the leading edge. There is a growing movement among others in the manufacturing sector as more success stories are communicated.

What made your program a 2013 gold medal winner?

To be a gold medal winner you really need to have a broad-based program that engages people at all levels. Our site employees are engaged. They’re committed and have a positive impact both on the overall sustainability of the Spruance site and on the safety, health and environmental protection and overall welfare of the community-at-large.

Gone are the days when simply rallying around the elimination of oil spills, toxic dumps and pesticides was enough. Recycling and water conservation are no longer the end all and be all of environmental sustainability. It’s 2013 and our rapidly changing Earth cries out for a greater effort with a heightened sense of urgency. To take your environmental sustainability efforts to the next level and to spread the #GREENspiration, here are eight unique ways to go green this Earth Day (and beyond).

Reduce, Reuse, Recycle

1. Dryer lint? That’s for the birds. No, seriously. Rather than throwing away your dryer lint, put it in the backyard for the birds – they use it to feather their nests. (Source: SheKnows)

2. It’s not re-gifting if you’re turning it into something even more awesome! Upcycling is a fabulous new trend which put simply means to “create new things with the stuff you already have” (thanks, eco-lifestyle expert Danny Seo). Here’s an idea – take those Wilsonart Laminate sample chips you picked up from your local hardware store and turn them into decorative accents for a gorgeous new serving tray. (Source: Good Day LA)

Transportation

3. Nonstop flights = a good time for everyone. Unless you’re a huge fan of the widely dreaded take-off and landing, or you get a rush from spending hours upon hours at airports, you’re probably pretty into nonstop flights. Good news – not only are they more convenient, they’re more sustainable. Take-off, landing and ground operations add a significant amount of emissions to a trip.

4. OK, so carpooling isn’t exactly a new concept… But, it’s ever-important. Did you know that carpooling just two days a week reduces CO² emissions by 1,590 pounds a year? Just TWO days per week = 1,590 lbs. saved. Talk to your colleagues who live near you to set up a carpooling system. (Source: One Block Off the Grid)

Energy Efficiency

5. The best things cookies come to those who wait. You know that feeling when your delicious chocolate chip cookies are taking what feels like an eternity to bake? Resist the urge to open the oven door to sneak a peek – every time you do, the temperature drops 25° F and requires additional energy to get back to baking. As it turns out, there’s an oven light for a reason. (Source: We Energies)

Food & Beverage

6. Kill two Earth-polluting birds with one stone. No, don’t actually kill birds. Step 1: start your own backyard compost. Step 2: grow your own produce in your new compost garden. Do this and you’re not only eliminating waste by finding a new use for easily decomposable trash, but you’re significantly decreasing the distance between your food and your table. This makes Mother Earth (and maybe birds) smile. (Source: SheKnows)

7. It’s 5:00 (am) somewhere. In order to better conserve, water your plants first thing in the morning. Mornings tend to be cooler and without strong winds, decreasing the amount of water lost to evaporation. It’s not technically a human beverage tip, but your plants will appreciate having more to drink. (Source: The Daily Green)

Green Competition

8. Who says it’s not easy being green? (Sorry, Kermit.) Get your company excited about Earth Day by inspiring some healthy green competition. At CRT/tanaka, we’re celebrating environmental sustainability all throughout the month of April with our Green Competition. Employees are nominating each other every time they do something green – whether that’s turning off lights in conference rooms when not in use, sharing tips for donating books, toys or clothes, eating meatless meals or powering down laptops at the end of the day – all with the promise of some rad green prizes like Whole Foods gift cards and multi-device chargers for the top-scoring Green Warriors.

I hope these eight unique ideas inspire you to go green this Earth Day. Please spread the GREENspiration by sharing this post and commenting with your Earth Day ideas below.

No question – corporate responsibility initiatives benefit the reputation and bottom line of organizations that sponsor them.

But don’t discount the ROI generated when coworkers rally around a cause.

Community service activities can bring team members together in ways that monthly birthday cake or offsite meetings can’t.

Last Friday, for example, six of us from CRT/tanaka participated in Big Brothers Big Sisters’ “Bowl for Kids’ Sake,” to raise money for a mentoring program. The $750 we raised will help match an adult with a local kid in need of a stable, supportive mentor.

I can’t, however, put a value on watching “KSpicey” (her alley name) take a tiptoeing ballerina’s approach to each roll, a move that entertained adjacent lanes as much as ours. Nor can I explain another colleague’s lack of skill despite having grown up in family that managed a bowling alley.

I just know that the team is stronger because of it.

We had a great time. We laughed. We enjoyed each other’s company. And we know exactly how we’re going to approach KSpicey’s office next time we have billing questions.

CRT/tanaka’s support of Big Brothers Big Sisters will help a local young person facing adversity stay on a productive path.

It also brought coworkers together in a way that will yield dividends the next time the PR workday presents a 7-10 split.

One thing that really gets my blood boiling is when someone implies – or, you know, says outright – that PR is nothing but spin. Yesterday I read a great post on the Guardian Sustainable Business blog: Using PR as an agent for change in corporate sustainability. To be fair, I’m probably biased. When someone is arguing that PR professionals can be actual agents of change rather than being seen as “purveyors of greenwash and cover up” …. well, I’m in. Because I definitely want to achieve the former, and I want nothing to do with the latter.

However, one point in the post really struck me:

“Set and communicate a clear direction on sustainability, which liberates people throughout your organization to talk passionately and freely about what you’re doing. They are your best advocates.”

I kept thinking back to that for the rest of the day. With sustainability, it’s easy to get caught up in what your efforts mean to the world outside your doors. But as anyone who’s ever tried to launch an internal program knows, you’re only ever as good as your employees. If they’re in, you’ll find your way to success. If they’re not, you’ll never truly get off the ground. So what do employees need to start on the path to becoming sustainability advocates? Here are a few important – but often overlooked – basics.

Give them a (selfish) reason to care.

Reason 1: we have an obligation to be responsible corporate citizens and do our part to protect our earth. Great! Everyone feels better. Now, give them more. There are many reasons to pursue a corporate sustainability program. Don’t be afraid to share the business objectives and benefits (there should always be some in an effective sustainability program). Make a clear connection with the company culture, and show why the program is a good fit – or a much-needed refresh. Demonstrate that its success is a priority for senior leadership and specify how they will be holding employees accountable (like Intel, Shell and Vancity). Start with the heart – but end with the head.

Give them specific direction.

For those of us in charge of writing stirring themes and one-pagers that make the heart soar, it’s easy to get caught up in the fluff. But at the end of the day, employees need to know what your sustainability program means for them. So after the stirring and soaring, don’t forget to be very straightforward about how it impacts their daily lives. What they need to do, specifically. What’s changing. What might present some challenges and how to move past them. Take all the guesswork out, and leave no questions in anyone’s mind about what their role is. Less confusion = more compliance and less complaining.

Give them a voice.

Keep a pulse on your program – not only through business metrics and outcomes, but by surveys and, depending on your company’s size, focus groups. Identify successful initiatives and see what you might be able to expand or mimic elsewhere. Suss out any issues or frustrations and get to the root causes. Listen carefully and be as responsive as you can. And when you update and evolve your program, share with employees why you’re making changes – and their role in making it better. The only thing better than being heard is being the catalyst for change.

Pretty simple – but very effective. No spin, no greenwashing. (It’s on a 2013 trend list and everything.)

Image: gothick_matt via Flickr, CC 2.0

It’s a New Year with millions of college grads preparing to take on the working world. Luckily for some companies, research continues to show that Generation Y digs solid Corporate Responsibility platforms. But if you have one, are you engaging the right employees and communications channels to promote your socially responsible culture and reach these like-minded Millennials? Let’s consider.

Do you have a dedicated Corporate Responsibility (CR) team?

Much like a company establishes brand ambassadors, it’s ideal to identify key staff in supporting and building awareness of CR efforts both internally and externally. The importance of this is nothing to write off; employee (and prospective employee) engagement around CR can be integral in a company’s fiscal growth and in sheer number of employees.

According to a Forbes article, CR has a direct correlation with employee satisfaction, retention and yes, attraction. In fact, it is said that “88 percent of millennials, or ‘echo boomers,’ choose employers based on strong CSR values, and 86 percent would consider leaving if the companies’ CSR values no longer met their expectations.”

So if you don’t have a dedicated team intended to engage and educate the right groups, you’re missing out on an energized, do-gooder workforce that’s ready and waiting to jump aboard.

Do your social media channels speak to your CR platform?

The same Forbes article put it well. “Social media opens a way for stakeholders to interact directly with a company’s CSR program.”

So if you’d like to engage Millennials – the unique subset that eats, sleeps and breathes social media, and even seeks job opportunities on these channels – your community manager should incorporate and elevate messaging that signifies your platform, its goals and your day-to-day opportunities for employee involvement. For instance, if you follow CRT/tanaka, you’ve probably received ‘green tips’ via @crttanaka and noticed Facebook photos and comments about our highly-coveted Community Service Day. For larger companies, like CarMax, you will find that there are separate pages to support their initiatives.

Are recruiting or HR team members in the know?

In most cases, your recruiting team will serve as prospective employees’ first human-to-human interaction. Aside from asking about job roles and responsibilities, compensation and time off, candidates are asking about CR, sustainability programs and what volunteer opportunities are offered. Ideally, your recruiting team should be ready to support messaging not only around the job position and the general company culture, but also around the company’s CR platform and how that informs your business practices.

It’s important to remember that while these team members are essential in growing a like-minded company, all existing employees should have the opportunity to engage in supporting your platform and initiatives, because fostering a culture of social responsibility and environmental consciousness can improve personal satisfaction and your overall business practices and outcomes.

What has worked for your company – small, medium or large – in attracting this next generation of do-gooder team members? Share with us in the comments section below or on our Facebook wall.

P.S. For all you job-seeking Millennials out there, CRT/tanaka internship applications are still being accepted through Monday, February 4.

CRT/tanaka’s Norfolk office poses for a photo during Community Service Day at the Salvation Army in 2011

By Julie McCracken

This Friday, CRT/tanaka will close all five of our offices for our annual Community Service Day, or what we like to call “the best day of the year.” Whether serving people in a soup kitchen, packing boxes at the Food Bank or playing memory games with seniors at an adult care center, we’ll be making a difference in our communities, together.

Community Service Day, however, is just one day of the year. Luckily, our company encourages year-round employee volunteerism, and more and more companies are doing the same. In fact, according to Volunteer Match, back in 1992, only 31% of surveyed companies reported the use of volunteer programs to support core business functions. By 1999, that number had grown to 81%. Today, 84% of companies believe that volunteers can help achieve long term social goals.

Beyond its social impact, employee volunteerism is critical to the overall health of your corporate responsibility program and your business. Here’s how:

· Brand Loyalty – Employee-sponsored volunteer programs are a highly-visible way for companies to show their support within their local communities and generate brand awareness. But, be strategic about your volunteer efforts. Ideally, organizations and projects should be selected carefully so they align with your core business competencies. For example, our client TIAA-CREF has created a financial literacy initiative that encourages employees to volunteer with Junior Achievement. In doing so, they’re leveraging their core business expertise in financial services to impact financial literacy in local communities. As a result, they’ve gained positive brand exposure among students, parents and teachers, and, hopefully, brand loyalty and reputational capital. Employee volunteer programs must walk a fine line, however. While you want to want to align your efforts with your key business strengths, you also want to give your employees freedom and choice so they feel supported in pursing their personal passions. A strong employee volunteerism program combines both elements.

· Employee Morale – This isn’t a surprise – volunteering makes people feel good. In a UnitedHealthcare/Volunteer Match survey, 94% of companies polled believed employee volunteering provides a way to increase employee morale. In addition to improving morale and attitude, volunteerism also fosters a sense of teamwork and gives employees an opportunity to get to know each other outside of the office environment. As a result, job satisfaction and performance often increase.

· Recruitment – A strong employee volunteerism program can give your company an advantage in recruiting, particularly when it comes to Millennials. According to Volunteering in America, 11.6 million Millenials dedicated 1.2 billion hours of volunteer time in 2010. When looking at potential job opportunities, corporate social responsibility (CSR) has become almost as important as salary and benefits. Typically, Millenials want to work for a company that is making a difference, and are looking for tactile experiences that allow them to make a difference on their own terms.

Put simply, employee volunteerism is no longer a “nice to do” but a “need to do” – for your community, your employees and your business. What is your company doing to show it recognizes this?

By Cheryl Robinson, APR

As PR pros, we look at measuring the success of our efforts using pretty clear criteria. But for companies trying to measure the impact of their corporate responsibility efforts, the formula, historically, has been much less clear. In our industry, measurement has evolved beyond just the numbers to include things like tone, share of voice and message delivery, to name a few. But in corporate responsibility, one could argue that measurement is going the opposite way, looking beyond just the qualitative to hard numbers and quantifiable results in order to demonstrate the value of these initiatives in corporate America.

So, what are the criteria companies are using to measure the impact of their community involvement and corporate responsibility initiatives? For environmental and sustainability efforts, success is based on complex but measurable criteria: “Did we reduce waste by X tons year over year?” “Did we reduce water consumption in our manufacturing facility by implementing more efficient processing methods?” Those results take time to gather, but are pretty straightforward. And, companies validate the impact of these types of actions by working with organizations such as the Global Reporting Initiative or the Carbon Disclosure Project to guide how and what they report. But how are companies capturing the impact of their philanthropic or community investment efforts? And who is guiding the reporting of those efforts?

Outcome over output

To assess corporate responsibility efforts, successful companies start with the end in mind, with a focus on impact and outcomes rather than outputs. This isn’t just a one-off or a box to check. These companies figure out what they are trying to accomplish, and design programs that can demonstrate meaningful and measurable impact.

Just because you build it, doesn’t mean they will come

Companies that sell products and services that no one wants or needs don’t last long. Similarly, corporate responsibility initiatives that aren’t rooted in research often fall flat. How can one assess whether a community need is being effectively met if the need was never clearly identified or validated? The best programs are rooted in a thorough understanding of the needs of their communities and stakeholders – internal and external – and designed to address those needs AND achieve business goals.

Vacuums are for cleaning

Successful corporate responsibility initiatives and programs cannot be developed in a vacuum. In fact, they should be developed with input from many different stakeholders, internal and external. A program targeting at-risk youth, for example, will not succeed unless external partners that bring the unique perspective of this population are at the table during the development of the program. If a company’s future workforce depends on graduates with a heavy concentration on Science, Technology, Engineering and Math (STEM), it makes sense to sit down with educators (external) and your own engineers (internal) when designing a program that will address this need.

Ask the right questions

Developing a program based on well-defined goals is not as difficult as it may seem. The hard part is asking the right questions to evaluate success. In its recent study on determining the value of corporate community involvement, the Center for Corporate Citizenship at Boston College suggested that companies should ask questions that lead to measures that “make sense, are manageable, and help the department do its work.” Basically, ask the questions that will give you the information you want, and use the tools that will deliver that information, including surveys, interviews, a review of purchasing trends, employee retention, and others, as appropriate.

Finally, keep in mind that measurement doesn’t have to be cumbersome or unwieldy. At its core, it must demonstrate to all of a company’s stakeholders that corporate responsibility is not nice to do, but is a cultural and business imperative. Design an approach with results in mind, and you’ll measure up.

By Emily Valentine (@ebvalentine)

While some companies still see corporate responsibility as fluff, increasing evidence that responsible brands perform better financially than their less-responsible peers means the skeptics are becoming fewer and farther between.

I recently completed an inter-office tour with my CR-expert colleagues to foster dialogue around this topic. The goal of our tour was to assess how our clients currently approach corporate responsibility, and explore how to enhance their efforts in ways that engage employees, satisfy customers and build brand equity.

Over the course of various meetings, we heard questions, concerns and anecdotes that brought to light several do’s and don’ts of corporate responsibility. Following are a few key takeaways:

Corporate Responsibility Do’s

• Do make sure your corporate responsibility strategy is based on sound research and tied to business objectives. My client BISSELL Homecare got this one right early on. Years ago, the company identified pet owners as a key customer group due to the inevitable messes pets bring into homes. BISSELL’s commitment to supporting pet owners and advocating for adoption was affirmed when its research revealed that 38 percent of Americans would add a pet to their home if “cleaning up after them” was easier. This statistic (and those showing millions of pets enter shelters in the U.S. each year) reinforces the company’s contributions to animal rescue groups and efforts to teach Americans that pet clean-up can be simple with the right tools.

• Do clearly articulate your program’s vision and mission, and make sure your approach is highly focused and differentiates you from your peers/competitors. Google gets kudos in this arena for its commitment to supporting members of the LGBT community in countries that criminalize homosexuality. The company clearly articulated its vision and mission in this statement about the launch of its “Legalize Love” campaign last month:

At Google, we encourage people to bring their whole selves to work. In all of our 60 offices around the world, we are committed to cultivating a work environment where Googlers can be themselves and thrive. We also want our employees to have the same inclusive experience outside of the office, as they do at work, and for LGBT communities to be safe and to be accepted wherever they are.

Sure it’s Google, and it can do whatever it wants, but it still deserves a nod for tackling an issue that conservative companies would not. This will truly set its CR program apart and minimize the chance that another big brand will try to play copycat.

• Do seek support of leadership and identify company leaders as spokespeople and “owners” for your corporate responsibility programs. Our client Charles Schwab & Co. offers a great example of the key role company leadership can play in steering CR programs. It promotes financial education and well-being though the Charles Schwab Foundation, and its efforts are bolstered by the fact that Charles Schwab and his daughter Carrie Schwab-Pomerantz have both sat on the President’s Advisory Council on Financial Literacy. Ms. Schwab-Pomerantz also serves as president of the Foundation, speaks and writes extensively about personal finance issues and offers advice for American consumers in her syndicated weekly column, Ask Carrie.

• Do walk the walk before you talk the talk. Make sure your corporate culture supports your corporate responsibility efforts, and involve employees in programs as appropriate. By now, you’ve all seen Chipotle’s “Back to the Start” video, which touts the company’s commitment to sustainable farming. At 6.6 million YouTube views, it’s safe to call it a smash hit … but the only reason it’s been so successful is that it’s backed up with action. Chipotle began moving away from factory farm suppliers 10 or so years ago, and now says it uses “organic and local produce when practical … dairy from cows raised without the use of synthetic hormones … and meat from animals raised without use of antibiotics or hormones.” According to Sustainable Brands, Chipotle also engages employees in its sustainability programs whenever possible. For example, before partnering with a regional group of agricultural, horticultural and recycling operations to start a food scrap program in Cleveland, the company included its employees in a Q&A about the program and their role in supporting it.

• Do include quantifiable objectives and accountability measures in your corporate responsibility plan. This is an important one, because you can’t prove the value or legitimacy of your investment in CR without continually monitoring progress against goals. For large public companies a sophisticated reporting system like Johnson & Johnson’s GRI Index might be fitting, but for smaller companies, a simpler method for measuring improvement would be appropriate.

• Do complement corporate responsibility with cause marketing or sponsorships as appropriate. Here, I’ll go back to the BISSELL example for a minute. To build on its longstanding advocacy for pet adoption, BISSELL has been a 10-year sponsor of the online pet adoption resource Petfinder.com, and just launched a program whereby a portion of all proceeds from pet products sold on bissell.com will go to help save pets. These programs would be worthwhile on their own, but add even more value when paired with the company’s ongoing grants to local and regional animal shelters.

Corporate Responsibility Don’ts

• Don’t approach corporate responsibility as a media relations strategy. While programs involving large grants or major community outreach may garner positive media coverage, publicity should not be the driving factor behind your CR commitment. If it is, you may end up sorely disappointed in the results.

• Don’t inflate your efforts for dramatic effect. Would you exaggerate the value of your company’s assets? Certainly not. So why would you embellish your charitable contributions or environmental practices? As the folks at Enron learned the hard way, you’ll eventually be held accountable for fabrication, so better keep the inflation in check from the get-go.

• Don’t let the lines blur between management’s “pet projects” and the company’s programs. This is a tricky one because, as noted above, you do want management to support corporate responsibility, but not to the point that they hijack your program’s strategy or resources for their own benefit. If you notice this happening, implement a process for vetting pro bono or charity projects to ensure they comply with the company’s CR strategy.

• Don’t assume your investment in corporate responsibility will come back to you in year one. Effective CR programs take time, resources, discipline and oversight … so it’s important to be patient and “stay the course.” Sure, Dow Chemical reduced its energy intensity by 40 percent for a cost savings of $24 billion, but it took them 22 years to accomplish that feat. Your investment will likely pay off, but it won’t happen overnight.

So, now I’ll turn it over to the readers. What corporate responsibility do’s and don’ts would you add to this list?

Photo credits: Chipotle, Google, BISSELL Homecare

Corporate responsibility…corporate social responsibility…cause marketing…cause-related marketing…corporate citizenship…corporate giving…corporate philanthropy…community involvement…community relations.…………….HUH???

Confused? Feeling the slow creep of a migraine setting in? You’re not alone. With so many different terms being used today to represent an array of increasingly important initiatives, it’s easy to get lost in this overwhelming forest of phrases.

Fortunately, one thing is consistent: being a good corporate citizen once a year on Earth Day is no longer enough. A successful and valuable corporate responsibility platform should be a part of your company’s business plan, taking into consideration how you impact not only the environment, but your employees, their families, the community and society-at-large. And underneath the umbrella of corporate responsibility is where you should find cause marketing and the rest of its befuddling friends.

So while definitions may vary, here’s how we define them at CRT/tanaka:

Corporate Responsibility:  There’s a reason why we’ve dropped the word “social” when talking about our corporate responsibility platform: there’s much more to it than the social aspect. Corporate responsibility refers to an organization’s recognizing and taking responsibility for the impact of its activities on stakeholders, society and the environment. Others have begun to drop it as well: you’ll notice that the link to Tiffany & Co.’s platform says “CSR,” but all the copy simply says “Corporate Responsibility.”  

Corporate Citizenship: Refers to the business strategy that shapes the values underpinning a company’s mission and the choices each day made by its executives, managers and employees as they engage with society. Four core principles define the essence of corporate citizenship: minimize harm; maximize benefit; be accountable and responsive to key stakeholders; and, be accountable for financial results. 

Corporate Philanthropy/Corporate Giving: Generally refers to a company’s contributions to non-profit organizations or causes, including monetary contributions, grants, in-kind donations and providing company expertise to address specific needs. The term also is used to describe a company’s overall giving philosophy and activities. 

Community Involvement: A corporation’s community involvement platform is simply a framework for its activities in the community. It provides structure and definition to the priorities and interests specific to that corporation. 

Community Relations: Refers to the various methods companies use to establish and maintain a mutually beneficial relationship with the communities in which they operate. Community relations isn’t exclusive to corporate responsibility; it can be a vital part of many marketing efforts, from launching a new product to crisis management and more.

Corporate Volunteerism: Refers to businesses that support, encourage and incentivize employees to take part in volunteer activities in their communities, which can include company-sponsored volunteer projects and programs as well as employees’ individual volunteer experiences that are supported by the company in some manner.

Sustainability: Most people immediately think of environmental sustainability, but business sustainability is just as important. Companies must adhere to sustainable business practices that facilitate growth – without it, there are no means (financial or otherwise) to give back in the first place.

Cause Marketing/Cause-Related Marketing: Possibly the biggest cause for confusion relates to the difference between corporate responsibility and cause marketing. Generally speaking, cause marketing (or cause-related marketing) refers to a marketing approach that links a company, brand or industry with a social issue or cause for mutual benefit. A company’s cause marketing program should complement and support its corporate responsibility platform, not act as a separate entity. And a big differentiator here is the word “marketing,” which is what makes the efforts mutually beneficial to both parties – an important part of cause marketing’s definition. Examples:

• Tying product sales directly to donations, such as the Dawn Saves Wildlife campaign, which donates $1 to wildlife foundations for every bottle purchased.
• Seeking to generate awareness or educate the public about an issue, like Tyson’s Know Hunger campaign.
• Encouraging consumer and/or employee engagement, such as Nature Valley’s Trail View, a microsite dedicated to expanding the brand’s commitment to preserving national parks.

 Note: be sure to choose your partnership carefully, or you could become this year’s “what-not-to-do” example.

So, have you got it all figured out? I’m guessing no – and that’s okay. Because at the end of the day, the terminology is less important than the actual efforts you make. And remember – it’s not just Millennials who expect you to have a corporate responsibility platform. Today’s senior leadership increasingly recognizes the importance of being good corporate citizens. So the way I see it, you can call it whatever you want – as long as you’re doing it, and you’re doing it right.

How has your company, brand, etc. handled the confusions/misconceptions around terms like corporate responsibility or cause marketing? Share your thoughts or questions in the comments below.

Photos: nabeel-ci.blogspot.com, blog.bird-rescue.org.

Ahh, Millennials. The generation that wants, expects and needs. Sure, Millennials have received a lot of criticism over the past few years for the negative connotation behind these seemingly narcissistic traits, but consider the positive effects these driving forces of “wanting,” “expecting” and “needing” have on the way today’s corporations do business. Through the lens of Corporate Responsibility, you may reconsider the meaning of the stereotypes that label this generation, and even think twice about the potential this generation can contribute to your organization’s own Corporate Responsibility efforts. 

Image courtesy of CauseCast

 Millennials want transparency.

When it comes to purchasing a product, or investing time and energy in supporting a cause, Millennials want to know what they’re getting themselves into. They demand to know how and where a product was made, the extent of the impact the product has on the environment and just where the money they shell out for this product is going. It is the skepticism built by the open and flowing channels of free information that prompts Millennials’ desire to validate the source of their products and services. If a corporation is poorly communicating its business practices and procedures with its employees, partners or publics, there becomes a disconnect which sometimes translates to a hidden agenda. Transparency in today’s hyper-connected society is of the utmost importance. “Wanting,” in this case, serves as a motivator, and is actually a very good thing.

Millennials expect sustainability.

While responsible business practices include areas like economic, social and cultural sustainability, Millennials are usually pegged for their expectation of environmental sustainability. Aware of the rate of deterioration and depletion of our earth’s natural resources, this generation is more explicit than any in its expectations of corporations to use all available means to preserve and protect what we have left. As stated by my colleague in a previous Buzz Bin post, “It’s no longer just a good idea for businesses to instill sustainable business practices, it’s become an expectation.” To take it a step further, not only do they as consumers hold corporations to this expectation, but Millennials in the workplace highly value the opportunity for volunteerism and contribution to sustainable practices, as found by Deloitte’s 2011 Volunteer IMPACT Survey.

Image courtesy of Deloitte via VolunteerMatch

Millennials need accountability.

Accountability is phase two of transparency. While Millennials want corporations to be transparent in their business practices, this generation expresses a need to hold the same corporations accountable for staying true to these practices and their impact – during good times and bad.

Harness the want, the expectation and the need.

How will you harness the driving force behind Millennials’ wants, expectations and needs? Maybe you’ll task them with spearheading an internal Green Team or look to them for support in communicating your organizations strategic Corporate Responsibility plan via social media platforms. YourCause has a few additional ideas for reining in the power of Millennials’ expectations. In terms of tapping into Millennials’ potential to contribute to an organization’s Corporate Responsibility expertise, we’ve barely scratched the surface.

Share with us what has worked for you. We’d love to hear how your company is utilizing this power in the comments section or on our Facebook wall.

“In the spring, a young man’s fancy lightly turns to thoughts of love.” Or so Tennyson memorably tells us. 

In the twenty-first century, I’d say that a young person’s fancy turns to thoughts of holy matrimony. Or at least to the number of weddings on the calendar for the next several months.

As a young person who happens to be a public relations professional, my thoughts turn broadly to relationships, and what makes them work (or not).  Being on CRT/tanaka’s Corporate Responsibility team means continually evaluating the partnership opportunities that will bring the highest ROI to our clients, whether on the corporate or the nonprofit side. Much like a good marriage, a solid partnership can last for many years and bring great rewards to both parties. With wedding season upon us, let’s take moment to think through the foundation of a strong relationship.

Compatibility. This should be fairly obvious, but it’s surprising how many people – or companies – don’t think it through. You see some real head-scratchers. The idea of compatibility is slightly more subjective for romantic relationships, but when it comes to identifying the best partner for your business, there must be strategic brand alignment that makes sense on both sides of the aisle. How will your partner complement and enrich the emotional experience you’ve created for your stakeholders? One of my favorite examples of a perfect match is Nike and the LIVESTRONG Foundation. Nike’s mission is “to bring inspiration and innovation to every athlete in the world,” with a note that anyone with a body is an athlete. Both brands are centered on pushing the body to discover what it can achieve and experience life to the fullest, no matter where you are in your journey or what obstacles you may face. The fit could not be better. I love one of their current collaborations, the Nike Chalkbot, which gives Tour de France supporters the opportunity to submit messages of hope and inspiration and see them written along the course to encourage the participants.

Support of Your Goals. Let’s be honest – with romantic relationships, it’s easy to get caught up in the fun and passion. But at some point, to make things work in the long term, you have to evaluate what you want out of life. Your mom wasn’t wrong: you have to have goals. Will your relationship allow you to achieve them?

It’s no different on the professional side. At the end of the day, everything must tie back to defined corporate objectives. ANN INC, the parent company of Ann Taylor and LOFT, is in the middle of a significant campaign to minimize environmental impacts, including reducing greenhouse gas emissions by eight percent by 2015. The company has established a number of in-store/facility programs aimed at energy efficiency and waste reduction to support the campaign; a recently-announced partnership with nonprofit Good360 provides a platform for stores to donate leftover items from displays and marketing efforts through a database of more than 26,000 nonprofits. The partnership not only helps ANN INC reuse materials responsibly, it extends the company’s reach to more organizations that support women and children, aligning with the full scope of the corporate responsibility platform. Well done.

Experience. We could spend hours discussing how experience impacts a person’s relationships over the course of his or her life. It might get awkward. We’ll skip that particular line of conversation, but from a business perspective, there’s no need to hesitate. A potential partner’s previous experiences can give great insight into the value they will bring. Both parties should be able to come to the table with a solid understanding of the resources they have to offer and the resources they need. They should be prepared to discuss what has worked well in the past – and what has not. Potential challenges should be addressed up front, along with how each partner can be nimble and flexible enough to adjust as needed. And there should be processes and people in place on both sides to ensure that joint efforts are adequately supported. Is it possible that a less seasoned organization can deliver on these things? Of course. Having an experienced partner doesn’t guarantee that a relationship will be smooth sailing. It just starts you off with a more complete base of knowledge from which to draw.  

Got any words of relationship wisdom you hold particularly dear? Don’t hold back – share in a comment, Facebook post or tweet.

If you could use some (professional) relationship advice, email jlucado@crt-tanaka.com to connect with a member of CRT/tanaka’s Corporate Responsibility team.

By Mike Mulvihill

Corporate Social Responsibility or Sustainability programs require investment and oversight. They cost money. So a reasonable question to ask is, “Do companies engaged in sustainability programs financially underperform companies that are not engaged in sustainability programs?”

The answer is a resounding NO according to a new Harvard Business School paper, The Impact of a Corporate Culture of Sustainability on Corporate Behavior and Performance. The paper’s authors tracked the performance of 180 companies between 1993 and 2010. Half of the companies were identified as High Sustainability companies and the other half (traditional companies with no focused Corporate Responsibility Program) were labeled as Low Sustainability. The study found that:

• A $1 invested in a portfolio of these High Sustainability companies in the beginning of 1993 would have grown to $22.60 by the end of 2010. While a $1 invested in a comparable portfolio of Low Sustainability companies grew to just $15.40. In addition, the High Sustainability group exhibited lower stock price volatility during this time period.
• From an operating performance standpoint, a $1 of High Sustainability company assets at the beginning of 1993 grew to $7.10 by the end of 2010. Meanwhile, $1 of assets in the Low Sustainability companies grew to $4.40.

The study found some common characteristics among the High Sustainability group that are noteworthy and worth emulating:

• Their boards were directly involved in sustainability issues and executive compensation is linked to sustainability objectives
• External communications focuses on longer time horizon issues, which creates deeper stakeholder engagement and more long-term focus investors
• Their workforce is more engaged due to greater attention to nonfinancial measures
• There is greater focus on setting and monitoring environmental and social performance metrics for suppliers
• And there is a higher level of transparency in disclosing nonfinancial information

Sustainable firms are not adopting environmental and social policies solely for public relations reasons (although doing well by doing good does make for successful public relations efforts). Rather, these policies reflect substantive changes in a company’s business processes. Like Siemens generating €20 billion in 2010 revenues from its environmental portfolio. Or, Dow Chemical, which set its first 10-year sustainability goals in 1996 starting with a focus on energy efficiency leading to savings of almost $5 billion due to energy efficiency. And Philips, where product innovation based on its environmental commitments has led to energy efficient light bulbs and solar power successes.

Another reasonable question to ask is if companies with better financial performance are simply more likely to engage in sustainability programs, thereby making the study’s outcome a self-fulfilling prophecy. While that topic may be worthy of greater discussion, the study did find that both High and Low Sustainability company groups had very similar financial performance in the early 1990s. It is certainly a valid assumption that more profitable companies have more resources to invest in seemingly “non-core” business practices. Conversely, it is difficult for a marginally profitable business to find time or money to invest in much beyond their immediate survival.

But this study is evidence that sustainability practices are core to more successful business operations and financial performance. Sustainability leads to more loyal, satisfied customers, more engaged employees, greater innovation, higher profits and an increased stock price. What company wouldn’t want more of all of this?

It’s as predictable as the sun coming up in the morning. Each Earth Day, the media starts to buzz about sustainable initiatives, corporate responsibility and environmental stewardship. But, as smart marketers and PR professionals know, it’s a wise move for businesses of influence to adopt an integrated plan to reduce impacts and not just commemorate with one-off Earth Day initiatives.

It can appear to be a daunting conversion to an environmentally conscious business model, but don’t shy away. Financials and other reports show the benefits are substantial. Here are a few examples of the marketing opportunities that come with adopting sustainable business practices:

-          Brand awareness and affinity: As consumers and stakeholders alike seek out evidence on business’ environmental and social endeavors, brands have the opportunity to generate more awareness and affinity for their sustainability and corporate responsibility efforts. Case in point: Whole Foods is a multi-billion dollar corporation that was founded upon socially-minded principles and is thriving in the marketplace with its focus on sustainable goods and practices, and its dexterity in communicating that to consumers.  

-          Sales: Often one of the first steps consumers take to try to reverse neglect of the environment and establish a somewhat green footprint is to observe and alter buying habits. If you’re a sustainable brand, this works to your benefit; if not, you’re missing a chance to get in good with the next generation of consumers. And by the way, I’m a prime example of this principle in action. When I purchase from restaurants like Chipotle, it’s not just to answer my craving for one of the infamous one-pound burritos; I admire and go out of my way to support its commitment to Food with Integrity.

-          Reputation management: Unfortunately, many consumers have a poor outlook on Corporate America and low trust levels mean companies have to work that much harder to attain consumer confidence and social integrity. For some corporations, there’s also the need to overcome widely publicized issues surrounding employee-related and environmentally damaging practices, whether it be the production of its goods, use of particular materials or means of importing and exporting. In these scenarios, a company’s dedication to good stewardship of the environment has the potential to help transform preconceived notions and lower the potential for negative buzz. In my opinion, Nike has seemingly tried to do just this. In the past, I’ve known them as a corporation that uses less than humane practices to manufacture its products. Now, though I certainly still have concerns in mind, I may be more inclined to think of its increased efforts to limit its environmental impacts.

-          Enhanced transparency and reporting: In order to attain allied support and buying loyalty from investors, executives, business partners and, now, customers, transparency and communications around new efforts and results are key. As an example, Johnson & Johnson utilizes the Global Reporting Initiative (GRI) scorecard, which is the most widely used sustainable reporting system in the world, to generate reports that serve several proof points to its dedication. The corporation was recognized for its efforts in October 2011 was named one of the country’s and world’s greenest companies in Newsweek’s Green Rankings report.

Now more than ever, corporations are expected to display efforts toward limiting the damaging environmental impacts associated with the manufacturing and dispersal of goods and services. Popular culture and evolving beliefs have molded corporations’ newfound responsibilities so it’s no longer just a good idea for businesses to instill sustainable business practices, it’s become an expectation.

Have you let corporate responsibility take your business to new heights? If so, tell us how with a comment Facebook post, or tweet!

Photo courtesies: Chipotle, The Daily Beast

By Natalie Smith, APR

Does “giving back” get you anything back?

This is the question that often plagues companies as they establish and build their corporate social responsibility (CSR) platforms. Inevitably, battle lines are drawn not only over whether or not giving back provides a good return on investment, but over how to measure to determine whether ROI exists.

The liberal-leaning side of me would like to think that companies give back to the community because it’s simply the right thing to do. But I’ve been in business long enough now to know that’s not the case – and in fact, I’ve come to believe that it shouldn’t be. There is a long, long list of needs in this world and as much as we’d like to help resolve them all, we can’t. We have to choose – and as businesses, our decisions should be smart, make sense to our stakeholders (including our employees) and should support the other parts of the business that we work so hard to build.

Let’s start with the measuring (more on choosing later). Measuring ROI on CSR can range from basic and surface to very complex, depending on the importance to the company and the resources it is willing to commit to measurement. On the minimal end, companies can choose to measure outputs generated by CSR activities, such as the number of dollars donated or volunteer hours logged. Admittedly, this approach doesn’t actually tell you the return on that investment, but it at least lets companies understand what they are contributing – something a surprising number of businesses don’t bother to track.

Companies willing to put more time and resources into measurement may choose to measure outcomes in areas that have more direct impact on the business or the activity, This could include increases in customer satisfaction, employee morale or referrals,  or favorable media coverage or social media sentiment.

Metric-driven companies with strong, long-standing CSR programs often choose to take measurement even further by examining the social return on investment (SROI), which analyzes the effectiveness of CSR programs. In general, these models lead companies through a process of establishing inputs (what the company will invest), measuring outputs resulting from the investment and measuring outcomes (changes that have occurred over a longer period of time) to determine the overall impact of its investments (outcomes minus an estimate of what would have happened anyway). The London Business School recommends this approach, while Boston College’s Center for Corporate Citizenship and the University of California/Berkeley Haas School of Business also provide sound advice on measurement.

Whether your CSR measurement efforts are simple or detailed, don’t forget to take that most-important first step: make sure your CSR program has clear objectives that align with the company’s business goals, brand and culture. Failure to do so leads not only to wasted time and money but to a disconnect between your well-intentioned efforts and your internal and external stakeholders. And that’s definitely a bad investment.

By Jeff Wilson, APR (@wilson0507)

Last night, Tina Fey and the gang at “30 Rock” celebrated the show’s 100^th episode. The episode was full of the standard anniversary clip montages and the ubiquitous lineup of guest stars including Michael Keaton, Rachel Ray, Matt Lauer, Brian Williams, Tom Hanks and Dean Winters, the actor who stars as Mayhem in the cool series of Allstate commercials and formerly of “Oz” and “Law & Order SVU” fame.

It was a pretty good episode, which got me to thinking, why do we place such emphasis on anniversaries and other milestones?

Art Markman, Ph.D., a cognitive scientist at the University of Texas, says that we impose a psychological order on the world using numbers that doesn’t really exist.

“Numbers are a mathematical construct,” Markman writes. “Yet, our perception of numbers is affected by our experience with them.”

He goes on to say that focusing on round numbers gives us a reason to mark landmarks in our lives by those numbers.

“We measure the performance of new Presidents by the activity in their first 100 days in office. We go to class reunions after 10, 20 or 25 years. In fact, many of the days, weeks and years in between landmarks may feel like a blur,” according to Markman. “We mark landmarks in time like birthdays and anniversaries as a way of remembering what we have done in that time period. They make the passing months and years more memorable.”

Given that we inherently find comfort in round numbers, it makes since that major numerical milestones, such as 25^th, 50^th or 100^th anniversaries can be important occasions for reflection and celebration for companies and other organizations.

My agency, CRT/tanaka, has considerable experience helping companies and organizations make the most out of anniversaries. We helped Mount Rushmore commemorate its 50^th anniversary in 1991 and the U.S. Centennial of Flight Commission celebrate the 100^th anniversary of the Wright brothers’ historic first flight in 2003. We even helped Eskimo Pie celebrate the brand’s 75^th anniversary in 1996. Currently, we’re working with the Council of Better Business Bureaus to mark the organization’s 100^th anniversary in 2012.

So what are some of the rules for making the most of corporate or organizational anniversaries? Here are five simple tips to consider.

1. Tie the anniversary to business goals. While milestone anniversaries can be wonderful opportunities to throw a great party for employees and other stakeholders, companies also should use the anniversary as a chance to re-enforce strategic business goals and objectives. Announce future growth plans or new initiatives. Carefully plan what strategic messages about the company will be conveyed in anniversary celebrations.

2. There is no substitute for meticulous planning. As the old adage goes, “the devil is in the details.” Planning for a major anniversary takes time. Some companies begin planning a year or two in advance. Remember that anniversaries are pretty commonplace. Everybody has one. So when planning, consider the types of corporate stories, information and events that will capture the attention and interest of the media in order to generate positive media coverage and engage stakeholders. Often, companies will tie anniversary celebrations to cause-marketing efforts, as an extension of their overall corporate social responsibility initiatives.

For example, as Eskimo Pie approached its 75^th anniversary, CRT/tanaka helped promote the company through a partnership with the Smithsonian Institution. CRT/tanaka orchestrated a formal donation of more than 500 items to the Smithsonian amid a news conference and ceremony that became part of an exhibit on the history of ice cream titled “America’s Romance with Ice Cream.” Along with garnering major national media coverage, an estimated 10,000 people visited the National Museum of American History the day of the event. The Smithsonian requested that the Eskimo Pie artifacts be made a permanent addition to its archive collection, thus sealing Eskimo Pie’s place in history.

3. Don’t think of the anniversary celebration as just one day. Use the anniversary as an opportunity to plan commemorative events throughout the year. For the Centennial of Flight celebration, we used the year leading up to the actual anniversary to plan and promote events across the country. The actual Centennial celebration – which included a reenactment of the Wright brothers’ first flight in Kill Devil Hills, N.C. – was used as the culminating event of a year of celebrations.

4. Carefully consider appropriate commemorative marketing material for the anniversary. Is it feasible and cost effective to create a special anniversary logo to be used on all marketing material throughout the year? The commemorative logo should adhere to the already-established brand standards of the organization, and if possible, incorporate the existing logo into it. This anniversary logo can be used on collateral material, the company’s website and other commemorative items and gifts. The logo also should be incorporated into any company advertisement throughout the year. Some company’s even commission books or documentaries to commemorate significant anniversaries.

5. Money is an object. It’s very easy to get caught up in planning anniversary events and thinking of elaborate gifts for employees, investors and other stakeholders. Establish an anniversary budget as part of the planning process and stick to it. Remember tip #1 and make sure that everything planned and all expenditures allocated for the anniversary re-enforce strategic business goals and objectives.

When planning milestone anniversaries, it’s okay to celebrate and commemorate, but remember that an anniversary is just as much about the future of your organization as it is the past.

Companies concerned with social responsibilities are finding many new places to carry on their activities, and in the process of talking and doing, they are creating

Freedigitalphotos.net

value for all of their stakeholders. Add this expansion of business interests to the explosion of media and the advent of social networking, and you get very positive tools for boosting capitalism, as well as some strange phenomena.

It strikes me as  just a little odd, for instance, that a company can now attract a “fan” for good customer service, when it really was Bob in customer service who provided the heroics that resulted in getting what should be expected and given to every customer. Have we lowered our standards to the point where getting a normal result is exceeding expectations?  Also, I don’t think company fan pages is a trend that bodes well if too much celebrity is attached to companies. Many of them simply don’t deserve all the attention — and certainly not our adulation. (But, I digress.)

One very interesting frontier for this new dynamic is what’s being called the post-carbon economy. What previously sufficed as measures of good citizenship will no longer, as companies will have to show us their costs to society so that we can compare those costs to the benefits they bring us.  Customers are increasingly focused on this from the perspective of water, waste, energy use and other previously uncounted impacts. Other stakeholders are able to get their contrary perspectives before large audiences via social media. Good public relations demands a game plan for this new CSR environment, and, with a nod to CRO Magazine, here are a few ways to address some of the challenges they covered recently:

1. If you are in a traditional industry — energy, mining, chemicals, heavy manufacturing and the like — get carbon savvy in the same way your process improvement teams are doing it. Be conversant it all of the measures being used in your company.
2. Learn how employee health and safety, sustainability, governance, risk and compliance activities in the company are being conducted, specifically how they are having an impact on profit, and build this knowledge into your plans for various stakeholders.
3. Track peers, competitors and best practices in Corporate Register or in CRO (link to sign-up page). There is a wealth of information on what others are doing to create value for their companies with the new capitalism.
4. Help your company move from defense to offense. The public relations function is ideally situated on the “border” between a company and its stakeholders. There is going to be increased transparency by regulation, and the public relations function should be in the business making the transparency serve the business. It will be particulary important to translate business practices into benefits for stakeholders. Sometimes this will mean kudos for the company, but more often it will mean making and communicating changes that will allow the company to improve its citizenship over time. (This is tough work.)
5. Don’t be sucked in by the “going green” mantra prevalent in so many businesses. In this age of increased transparency, it won’t be about the labels of “green” versus “dirty.” It will be about innovation in product, services and in citizenship.
6. Move away from the “campaign” mentality altogether. Quarterly themes of green, sustainable, diversity, human rights, etc. must move out from the realm of messaging and into the realm of exchange of ideas. PR is ideally situated to help nurture the values that foster these principles in conscious capitalist companies.
7. Consider a more interactive online presence, built by your Web consulting team or available through such products as Report-Works.
8. Follow your peer group online if they are posting information about their programs. A good example is McDonald’s “Values in Practice” Blog, “through the eyes” of VP Bob Langert, who has posted, for instance, on “The Eighth Sin of Greenwashing,” among other topics.

I may never get used to companies having fan pages, but if just some of the coming challenges in this new social and media world are handled well, there will at least be a reason to salute the top practicioners of conscious capitalism. Corporate Responsibility Officer recently reported, btw, that the best companies in CSR outpoint their competitors in profits by 26%.

That’s certainly enough to create some shareholder fans!