Unilever is building its social leadership story into all stakeholder touch-points and aligning its social brand across all of its assets and relationships.
An interconnected set of leadership competencies will be in high demand from the next generation of sustainability leaders.
A “water crise” is identified in the recently released World Economic Forum’s 2015 Global Risks Report as one of the most likely and most impactful risks over the next decade.
Recently the European Commission adopted a groundbreaking CSR directive (effective 2017) requiring companies to disclose information on policies, risks and outcomes related to environmental and social matters. This is a bold and sensible move by the EU and should be applauded. Now...what will Canada do?
The business sector has much to contribute to addressing social issues. It can bring financial support and expertise and customize products and services. It can harness its core competencies and business assets to create lasting societal and business benefits. But perhaps most importantly – customers are beginning to demand this change.
Very few companies include sustainability metrics in their long-term (three-year) incentive programs. I have found only one corporate example to date — DSM. How do they do it?
When it comes to driving change towards a more sustainable company, CFOs are emerging as the new superheroes.
An amazing inspirational talk by the Chief Sustainability Officer at IKEA on the role that culture plays in driving change.