By Ted Bilich
Non-profits often don’t have processes for inquiring about the risks they face, prioritizing those risks, and how to responding to them. For most, risk management begins and ends with insurance, their only safety net.
This leaves non-profits exposed. Because they do not have significant cash reserves, because demand for services routinely outstrips capacity, and because they perceive donors as penalizing them for spending money on “infrastructure” (including training, management, and staff development), non-profits already resemble tight rope walkers on a windy night. And having no risk management program, however, means most non-profits wear blindfolds too.
Private foundations may feel comfortable providing grants in such circumstances.
By John DeRose
In the last three years, there has been an expanding role of Environmental, Social and Governance (ESG) factors in the decision-making of investors worldwide
, according to Ernst & Young’s third Tomorrow’s Investment rules
survey. At the crux of this year’s discussion was a simple question: “Is investor appetite for more integrated, predictable and strategic ESG disclosure being met by businesses?”
This was a natural choice given how meaningful ESG analysis has become for institutional investors and the companies they follow. Consider a few of the recent headlines. In November 2016, Bloomberg Media declared, “Larry Fink Wants Companies to Talk More About the Future.”
In this case, the head of the world’s largest investment manager wrote to the CEOs of the S&P 500 companies and Europe’s largest corporations to extol the virtues of strong ESG performance and its effect on valuation.
Continue reading →
By Kathleen Lowenthal
When a disaster strikes, people want to respond. They expect governments to provide immediate assistance, and individually they look for ways to help. Corporations also want to respond and assist, but leaders are faced with a mixed set of decision-making circumstances.
During these complicated incidents, questions often arise about strategy, partners, opportunities and employees impacted. Business leaders need to take into account the concerns of employees, customers, and other stakeholders. They also need to consider the timing, implementation mechanism, volunteer opportunities, impact and potential reputational issues of any such endeavor. Time is of the essence.
Global Impact has learned through more than a decade of disaster relief fundraising that having a decision-making process in place before disasters occur is critical to mobilizing and allocating resources effectively, and maximizing their impact. Below are key questions companies should ask themselves when considering a disaster response strategy.
Continue reading →
By Jennifer Levine Hartz
Though corporate giving is a small percentage of all philanthropic monies given to non-profits in the U.S., it has an outsized opportunity to drive societal improvement and influence the hearts and minds of their stakeholders and the nation. (The organization Giving USA reports that about 5 percent of all philanthropy comes from companies each year.)
Corporate and business owner foundations complement the work of annual social responsibility budgets. Foundations donate to non-profits to increase capacity and address targeted community needs. Corporate budgets focus on employee engagement in civic leadership, hands-on volunteering, and skills-based service, as well as involving others outside of the company. Enabling others to contribute is not a substitute for direct investments, and companies know that.
Increasingly, corporations seek to extend “philanthropic leverage.” This means using their products, services and other assets to inspire all stakeholders—employees, customers, vendors, elected officials, investors and media—to become involved with specific charities or issues.
Continue reading →
By Jennifer Anderson
Supply chains are a critical element of sustainability success for most companies. Yet working on supply chain sustainability is a challenging task. It’s hard enough to get people in your own company to change their behavior, but influencing the actions of those in another company—even as a large customer—can seem nearly impossible.
Truth be told, sustainability management itself is messy, complicated, often frustrating work. And acknowledging that is the first step to success in engaging your suppliers. Suppliers who are not responding to your information requests or are not scoring well on your assessments are simply in the same place your company was (or maybe still is) just a few years back.
If you are fortunate enough to work for a company that has a sustainability team in place, a little discussion and self-reflection can go a long way toward improving engagement with suppliers. Ask yourselves questions like: “Where do/did we struggle in accomplishing our sustainability goals?” “What helps/hurts our efforts when it comes to our relationships with our customers?” “What worked for us in overcoming challenges?” and “What did our customers do that helped us?”
The answers you come up will begin to pave the way toward building a better, more productive relationship with suppliers around sustainability.
Continue reading →
© 2009 - 2017 Copyright SharedXpertise Media, LLC.
All SharedXpertise Media logos and marks as well as all other proprietary materials depicted herein are the property of SharedXpertise Media. All rights reserved.
SharedXpertise Media, LLC, 123 South Broad Street, Philadelphia, PA 19123