“When corporations support the right causes in the right ways ... both the companies and the causes they support reap important benefits.”  - Michael Porter, HBR

 
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Leaders Speak Out On Corporate Social Strategy

Corporate Philanthropy not only speaks volumes to the consumer; it helps to create a higher morale for employees. Wanting to work for a company and having to work for a company are two different things. I would much rather buy a product from a company that has workers that want to be there ... it translates into better products and better service.

Jason Chandler, Corporate Relations, Emory University in Atlanta

Gallup Inc, which conducts massive worldwide studies on employee engagement, has studied 10 million employees in the past decade to establish global benchmarks for engagement….Engagement metrics have emerged as a leading indicator of future financial performance.

Tom Rath, global leader for the Workplace Research and Leadership Consulting practice at Gallup, Inc

Have your philanthropy be an organic extension of who you are as a brand, so that it does not appear to be something that you do out of obligation, but instead something you do to be consistent with your company ethos.

Shelly Lazarus, Chairman & CEO, Ogilvy & Mather Worldwide

By helping address relevant social issues, we enhance our reputation and improve our competitive position.

Sidney Taurel, Chairman & CEO, Eli Lilly and Company

Most companies feel compelled to give to charity. Few have figured out how to do it well

Michael E. Porter and Mark R. Kramer, Harvard Business Review, December 2006

Having a purpose beyond making a profit distinguishes our company. It helps us to attract and retain phenomenal employees. We’re proud that we’ve been recognized for practicing what we preach

Marc Benioff, Chairman and Chief Executive Officer, salesforce.com, inc. 

It’s critical. Corporate social responsibility has been seen historically as a “nice to have,” but it can no longer be seen that way. In my mind, it has to be embedded in a company’s strategy, and it’s certainly very important and connected to the strategy and culture of Ernst & Young

Beth A. Brooke, Global Vice Chair, Strategy, Ernst & Young

Business schools, for their part, are adding courses and specialized departments to keep their MBA students happy. Demand for CSR activities has just soared in the past three years

Thomas Cooley, Dean, New York University's Stern Business School

Companies with their eye on their 'triple-bottom-line' outperform their less fastidious peers on the stock market

The Economist, January 2008

Firms are also facing strong demand for CSR from their employees, so much so that it has become a serious part of the competition for talent. Ask almost any large company about the business rationale for its CSR efforts and you will be told that they help to motivate, attract and retain staff. “People want to work at a company where they share the values and the ethos

Mike Kelly, head of CSR, KPMG Europe

Corporate social responsibility was not high on a lot of people’s agendas for a long time. It just wasn’t one of their criteria for selecting an employer. Now there is far greater recognition of corporations’ charitable works, and social consciousness is a very important tool for recruiting employees

F. Ryan, Chairman and Chief Executive Officer, Prudential Financial, Inc

Corporate social responsibility is a hard-edged business decision. Not because it is a nice thing to do or because people are forcing us to do it... because it is good for our business

Niall Fitzerald, Former CEO, Unilever

The fact is, the prevailing approaches to CSR are so fragmented and so disconnected from business and strategy as to obscure many of the greatest opportunities for companies to benefit society. If, instead, corporations were to analyze their prospects for social responsibility using the same frameworks that guide their core business choices, they would discover that CSR can be much more than a cost, a constraint, or a charitable deed—it can be a source of opportunity, innovation, and competitive advantage

Michael E. Porter and Mark R. Kramer, Harvard Business Review, December 2006

Young people want to work at a place where they can make a decent living, but also a place where they can work on exciting things and make a positive difference in the world

Richard D. Parsons, Chairman and Chief Executive Officer, Time Warner Inc.

I think it’s a Danish saying: The fish rots from the head down. So, as far as social responsibility is concerned, it has to start at the top. People can see through their leaders when they’re not speaking from the heart. The person at the top has to have some passion. If you have a good reputation, wonderful people are going to want to work for your company, and your retention rate will be strong. One must be good to one’s community, because if you don’t have a strong community, you won’t attract great people

Alan G. Hassenfeld, Chairman, Hasbro, Inc.

It is the job of the CEO to earn the respect of all employees… One key way of getting respect, in addition to top performance, is to have passion and involvement in the nonprofit world

Sanford Weill, retired chairman at Citigroup and honorary chair of CECP

With more than 232,000 employees who live and work in the communities we serve, Verizon has a vested interest in good schools, safe neighborhoods, and strong local economies. Our commitment to social responsibility is also a direct result of what we call the “human dimension” of our business – customer service, ethics, values, and community investment – which is deeply embedded in our culture and profoundly important to our success

Ivan G. Seidenberg, Chairman and Chief Executive Officer, Verizon Communications Inc.

It’s critical to our culture and is one of the things that really kept a lot of people working at Xerox during that turnaround five years ago. [Xerox CEO] Anne Mulcahy talks about how when she was on the road talking to employees during that difficult time, she was never asked about whether or not Xerox would survive the turnaround. But she did receive a lot of questions about whether we could protect the company’s values

Joseph M. Cahalan, President, The Xerox Foundation