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Much has been made about whether Silicon Valley corporations are or are trying to be role models for sustainability. There is a perception that Silicon Valley corporations, many with high concentrations of Millennials, are inherently sustainable. Yet the likes of Google and Apple are noticeably absent from the top of sustainability indices such as the Dow Jones Sustainability Index and Corporate Knights Global 100. Given the disconnect, the Centre for Sustainability and Excellence (CSE) has undertaken the first systematic research on the true picture of sustainability efforts in Silicon Valley by analyzing sustainability and corporate sustainability strategies by Silicon Valley-based companies. The findings are available in CSE’s report Sustainability Trends in Silicon Valley upon request.

Providing insight for investors, business leaders, company boards, Corporate Responsibility and Sustainability professionals, NGOs, customers and other stakeholders, this research examines 100 companies ranging from small and medium-sized businesses (SMBs) to large businesses with 1000 to over 100,000 employees. The research tracks if organizations follow best practices for sustainability, breaking down sustainability practices into six specific categories (Community, Environment, Ethics, Employees, Supply Chain and Philanthropy).

It outlines trends in these focus areas, evaluating if some are emphasized more heavily than others. The report also describes which types of companies generally produce the highest number of comprehensive sustainability practices, have the highest percentage of sustainability and Corporate Responsibility professionals or have thorough sustainability reporting, if any.

Companies examined include global leaders in their sector such as Adobe, AMD, Apple, Cisco, eBay, Facebook, FICO, Google, Intel, PayPal, Oracle, SunPower, Tesla, and Zynga. Industries covered include automotive, computer and internet, entertainment, financial services, medical, renewables and telecommunications.

Surprisingly, the report DID NOT find Silicon Valley companies overwhelmingly sustainable, based on their self-reporting. Of the 100 companies reviewed, only 63% of large companies employ sustainability professional and only 33% of SMBs. Only 29% have sustainability reporting, defined as having issued a sustainability report in a “clear report format”, omitting reports that are strictly online or web-based presentations of quick facts, brief overviews or vague goals. With the exception of those strongest companies at the top of the scale such as Adobe, Applied Materials and Cisco, corporate strategy seems to focus on one or two elements of sustainability, rather than a strategic and systems approach.

With a proliferation of vague displays of sustainability practices, often with slick online promotion, only 21% of the companies studied address all six practices – community, environment, employee, ethics, supply chain and philanthropy. Of the companies studied, 95% report practicing ethical governance, with numbers falling precipitously to 64% for supply chain and 63% for environmental. While the reporting on ethics deserves greater analysis, one can surmise interest in supply chain and the environment reflect current awareness and concern for carbon foot printing.

While many of the companies examined are leaders in their field, they are not necessarily leaders in corporate sustainability, negating the popular perception reported by the likes of Forbes and Environmental Leader. Finding Google on the short list of 23 companies addressing all six sustainability categories is no surprise, while Apple is notably absent. One would expect industry leaders to also lead in sustainability, following best practices in all focus areas to maximize their impact and stakeholder value. Yet, leading brands such as LinkedIn and PayPal did not provide easily accessible evidence of comprehensive sustainability practices and reporting. On the other hand, Adobe, Intel and Oracle have both comprehensive and extensive reporting on a myriad of programs addressing all six practices. The ability and potential certainly exists, but the corporate climate toward sustainability is not pervasive.

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This report is the first of its kind to delve into corporate behavior in Silicon Valley related to Sustainability and Corporate Responsibility. Presumably, this would be the most complete representation of a company’s efforts given how fashionable corporate responsibility has become in the wake of constant reports of corporate misbehavior. Is such a lack of evidence a missed marketing and branding opportunity or is it a true indication that Silicon Valley is not ready to lead?

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Since the 1990s, the number of companies disclosing information on their environmental, social and governance (ESG) performance has grown significantly. According to The State of Play in Sustainability Reporting in the European Union, Sustainability Reporting is growing in numbers (around 4,000 reports are registered globally and 2,000 in Europe). The KPMG Survey of Corporate Responsibility Reporting 2013 indicates that among the largest 250 companies listed in the Fortune Global 500 ranking (G250), 93% issue sustainability reports.

Today, we can observe companies issuing such reports as a part of their annual reports or as stand-alone CSR reports. Despite the increase in the number of CSR reports their quality is different. The reports do not always provide complete data that reader’s desire, which in turn intensifies the problem with the evaluation and comparison of the organization’s results, achieved in this scope.

Instances of non-credible communication, the misuse of CSR for marketing exercises, and corporate scandals with large environmental and social impact have sparked skepticism and mistrust toward CSR reports. As a result, companies and stakeholders are trapped in the “credibility gap” of CSR reporting, which is harmful for both: stakeholders cannot satisfy their information needs regarding CSR and companies can hardly convey their CSR activities in a credible manner?

The issue of credibility in CSR communication has given rise to external verification, stakeholder engagement and integrated reporting. The Global Reporting Initiative (GRI) recognizes the importance of the external assurance for sustainability reports since 2002. In its G3/G3.1/G4 Guidelines, GRI recommends the use of external assurance for sustainability reports in addition to any internal support, such as internal audit team involvement. A report conducted by the Centre for Sustainability and Excellence indicates that the GRI Reporting Guidelines (G3,G3.1,G4) were the most frequently used by companies (66%) in 2014. The report also highlights some non-GRI reporting guidelines and standards, like OECD, UNGC, CDP, IFC and ISO 26000.

The Global Reporting Initiative (GRI) reflects in its Sustainability Disclosure Database the following three, generally accepted types of external assurance providers:

Accounting firms
Engineering firms
Small consultancies/boutique firms

According to AICPA report, assuring sustainability reporting can in turn result in key competitive benefits such as:

Increased stakeholder confidence in the information
Improved decision-making by the organization
Higher rankings among leading sustainability raters and rankers like CDP (formerly, the Carbon Disclosure Project) and Dow Jones Sustainability Indices (DJSI)
Enhanced brand reputation
Improved ability to attract and retain employees
Stronger performance and efficiencies
Cost savings
Improved risk management

Instituting a solid and credible CSR reporting process takes a tremendous amount of effort. Yet it is effort that is well worth the time and resources involved because of the payoff it produces in the form of risk reduction and enhanced business value.

To learn all about successful sustainability reporting, GRI Guidelines, current global and local legislation, recent trends and external assurance, join now the Certified Sustainability Practitioner Program, Advanced Edition 2016 in Houston, February 23-24

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New legislative transparency rules are in place, with the 2014 European Committee Directive going into effect starting 2017. Organizations with more than 500 employees are required to report on environmental, social and employee-related, human rights, anti-corruption and bribery matters and describe their business model relying on recognized frameworks such as GRI’s Sustainability Reporting Guidelines and the United Nations Global Compact.

In fact, EU CSR Strategy 2015-2019 goes from Compliance to Innovation. “European CSR Strategy 2020 should not only focus on a common understanding of CSR to minimise risk, compliance and transparency but also to support companies to take advantage of opportunities to innovate of products and services that create shared value and sustainable living for all” said Étienne Davignon, Minister for State and CSR Europe President.

CSR Professionals who want to get a recognized qualification and learn more on related legislation, the benefits of reporting for an organization, the GRI standards that are used globally, the process of materiality assessment, data collection, and stakeholder mapping and engagement, can benefit from the world’s top Online Certificate on Sustainability (CSR) Reporting.
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As companies continue to advance their sustainability strategies and practices, the question of “to what standard” is becoming more urgent. Especially with regard to the procurement policy of a company. Sustainable Procurement means buying products and services from suppliers in a responsible way, in a way that respects economic, ethical and environmental aspects and includes issues such as waste disposal, supply chain and the cost of operation and maintenance over the life of goods or services.

A new standard, ISO 20400, Sustainable Procurement – Guidance is now being drafted, in order to provide organizations with a framework allowing them to integrate and measure sustainable practices into their procurement process.

Why is this important? When suppliers adhere to the organization’s set standards and values, the quality of the relation contributes to the organization’s long-term success and growth. For example, procurement in the public sector alone in OECD countries accounts for 12% of GDP and 29% of government spending. If we can make this amount of money work to an internationally accepted standard, it will be a major contribution toward global sustainability.

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Staying on top of sustainability reporting trends is challenging, since the field is constantly evolving and new standards and expectations are emerging. The focus on reports gradually shifts from mere operations towards a more life-cycle approach. The growing demands for transparency, mandatory disclosure and detailed reporting on CSR initiatives place reporting on top of the agenda for organizations.

According to a Carrots & Sticks survey, regulators urge companies to disclose ESG (environmental, social and governance) information in their annual reports and a trend towards integrated corporate reports was created. That is, investor-relevant sustainability information is concisely reported alongside financial data, while further information may be shared separately. This is also confirmed by Wim Bartels, member of the Financial Stability Board’s Task Force on Climate-related Financial Disclosures and Global Head of Sustainability Reporting & Assurance at KPMG, who expects fewer stand-alone sustainability reports in the future. Even though the tools used to produce sustainability reports (eg. spreadsheets and databases) are basic compared to those used for reporting on financial measures, the findings of an EY survey support that 65 percent of CFOs are now involved in sustainability in terms of cost reduction and risk management, meaning that the status quo may change. There is an increased interest in the representation of companies’ social and environmental impact in financial terms. Such quantification methodologies will facilitate the integration of sustainability issues in the annual reports.

In fact, hard data (numbers) is the norm for reporting leaders. An increase of inquiries is evident from shareholders and investors about sustainability-related issues and, in order to satisfy their stakeholders, companies even compete to offer more quantifiable and, thus, comparable information. The link created between financial and non-financial information through integrated corporate reports is expected to shed light on company risks that were otherwise hard to identify and to provide a clearer view of performance.

One more trend that simplifies comparison of and access to such data is the digitalization and standardization of sustainability reporting and tagging of information. This technological advancement will eventually lead to increased awareness regarding social and environmental impacts of corporations and will allow stakeholders to make choices that reward responsible corporate behaviour. To this end, effective disclosure of more sustainability-related topics can grant businesses higher sustainability ratings or rankings (e.g. Dow Jones Sustainability Index) that can greatly affect their reputation.

Speaking of this digital trend, we have to stress the power of social media where many stakeholders go to validate information. More businesses try to exploit this power and global reach to their benefit and increasingly use social media to communicate their CSR activities. Companies that will manage to capitalize on this direct interaction with stakeholders will be able to develop more effective reporting and even strengthen their overall business strategy.

Moreover, the effectiveness of reports can be reinforced through attentive materiality assessment, which helps identify the most important concerns of stakeholders that simultaneously create opportunities and value for the company. Brian Sansoni, VP of sustainability initiatives of the American Cleaning Institute, foresees an increased use of materiality assessments. The findings of such an assessment are of strategic importance as they are used in reporting to win over key stakeholders and create new growth opportunities. Dr. Nelmara Arbex, GRI’s senior advisor for innovation in reporting, claims that reports in the next decade are expected to demonstrate companies’ strategic commitment to tackle the challenges society will be facing.

Furthermore, aiming to enhance the value of such reporting for shareholders, companies need to seek third-party assurance. External assurance adds credibility to the report, which is crucial in sustainability. Major reporting and disclosure organizations and indices, such as GRI and CDP, encourage assurance of sustainability reports, in order for their content to be verified and validated. It is found that only half of sustainability reports have external assurance. Therefore, it is an essential feature for a company to demonstrate leadership. There are two main reasons that render organizations reluctant to seek external assurance; lack of understanding of the importance and benefits of external assurance and cost.

Also, keep in mind that, since reporting of ESG information has become mandatory in the EU, India and China, it is reccomended to be proactive and comply with the regulations before they are put into effect. SustainAbility’s Global Trends and Opportunities 2016 & beyond report assures that even more companies will be obliged to disclose their major environmental and social impacts as part of their annual reporting cycle due to this directive. These changes are due to begin in 2017 and companies meeting certain criteria will be required to report information on their human rights policies, risks management, due diligence and key performance indicators. Finally, greenhouse gas emissions and water usage reporting is becoming more common through the years.

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From a technical aspect, provided that companies mostly follow the GRI framework, we will refer to some changes in the current GRI G4 Guidelines. This October, the GRI G4 Guidelines were transitioned into a set of modular, interrelated GRI Sustainability Reporting Standards, representing global best practice in sustainability reporting and providing the foundation for the future of reporting. Most changes will focus on the structure and format. For organizations already reporting in accordance with G4, impacts on the reporting process should be relatively minor. Improvements aim to increase usability through simplified language and relocation of content. Besides the new modular structure, clarifications on how to use and reference the Standards will be given as well as a clearer distinction between requirements, recommendations and guidance.

As you get more experience in this field, it is important that you keep up with what the leaders do. However, in order to do better than competition, it is critical to be well-informed about issues on the horizon through conversations on blogs and social media. Direct and meaningful insights can also be obtained from experts by attending conferences and webinars.

Much discussion is being made in the last years about Social Return on Investment (SROI) and Impact Assessment. But confusion exists: what is it exactly and what does it serve for?

Social Impact Assessment is a way of accounting for the value created by an organization’s activities. It is an analytic tool for measuring and communicating a much broader concept of value, taking into account social, economic and environmental factors. The SROI methodology, which is one of the leading ones in the area of impact assessment, was standardized by the Social Value UK in 2006 and now includes more than 700 members globally.

But why use it? SROI is a powerful management tool for strategic planning and can raise the organization’s profile or make a stronger case for future funding.

Want to learn about impact assessment and SROI? Join the new Online Course on SROI and learn how to apply impact assessment to your CSR activities. Click here to view all Certified Online Courses of the Sustainability Academy or contact us at [email protected]

The Paris climate agreement could be put into action on the condition that at least 55 countries, representing 55 percent of the planet’s emissions in total, have endorsed it. The first ones to support this agreement were the US, followed by China. Later, Brazil and India joined forces, bringing the agreement a step closer to its enforcement.

Now that European countries have expressed their willingness to be part of this agreement, it can be turned into action. As the European Union’s nations account for 12.1 percent of global emissions, this entails that they helped meet the requirements in order for the Paris Agreement to go into effect.

Throughout 2016, world leaders from President Obama to U.N. Secretary-General Ban Ki-moon have pushed to bring the Paris agreement into force as early as possible but few expected that the world would ratify it so rapidly. It’s time for our leaders to stop talking about climate change and start working together to make sure they live up to their commitments and take action. It’s far easier for countries to sign onto an agreement on paper than it is for them to meet their pledges to reduce carbon-dioxide emissions.

The impacts of climate change are already being felt worldwide. Climate change is a global challenge that demands a global response not only from governments but also from the enterprises worldwide .

Where does your organization stand?

Are you and your organization willing to take action?

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Given the increased popularity of Corporate Social Responsibility and Sustainability, a rise in demand for well-trained Sustainability Professionals is evident reflected in the fierce competition in the field. As interest in CSR-related jobs is increasing, we find it useful to discuss how you can find a job in the sector.

The first step is to understand the organization you wish to work for and its stakeholders. Evaluate the company’s performance through benchmarking and identify risks and opportunities. You need to be ready to answer the following questions:

How does the business earn profit?

Who is affected by the organization’s operations and how?

What are the characteristics and issues of the environment/society in which it operates?

Remember the “triple bottom line” approach to sustainability: planet, people AND profit. CSR is supposed to benefit the company as well and lead the way to success. So, knowing how the organization operates is crucial in order to combat competition. This is the key to using the organization’s resources wisely and efficiently.

But you may wonder what the required qualifications are…

The CR and Sustainability Salary Survey 2014 conducted by Acre, Flag and Carnstone showed that the majority of professional qualifications are not restricted to CSR-related subjects since the sector is an emerging one. For that reason, such positions are often filled through internal promotions and are appointed to professionals with more than 5 years of experience as subtly stressed by an ECO Canada study. In such situations, on-the-job training is expected.

However, you do not have to be discouraged. Even though entry-level positions are limited, you can still enter the sector. As we said, direct experience is not a prerequisite. Therefore, if you are not currently working for the organization of your preference and looking for a job, you can differentiate through a strong online present. Go beyond demonstrating a good CV. Share your knowledge and thoughts on relative subjects and show you have done your research. Getting involved in CSR communities and staying up to date with CSR and sustainability issues via dedicated websites (CSRwire, Triple Pundit, 3BL) can prove your commitment. Also, participation in online discussions, webinars and conferences will facilitate the networking process with key people, which is of utmost importance for finding a job. On the other hand, if you are already an employee, joining the company’s volunteering or green initiatives is a smart move.

Provided that priority is given to existing personnel, greater emphasis is given to transferable skills and knowledge.

Work on your communications skills. First of all, you will need departments with which you will collaborate to be fully supportive. You want all employees involved to espouse your ideas. Being influential to such an extent implies that you are capable of tailoring your message based on the target audience and effectively communicate your ideas. Use their language in order to change any negative perceptions and associations related to CSR and sustainability. For many employees, these terms are synonymous to rules and conformity.

Undoubtedly, you will need to successfully practice such essential skills when interacting with top management since there may be conflict of interest. Sustainable practice should be aligned with the commercial success of the organization. Communication effectiveness paired with good sales skills is a powerful combination. They may seem irrelevant, but they are the key. You may not have to promote a product or a service, but you still have to sell your idea to top management. You have to act as a salesperson, being ready to predict and handle any objections.

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Finally, a major test for your skills will be the development of relationships with stakeholders. Trust is the ultimate goal and a great challenge. The secret to building trust is interpersonal skills, such as active listening and empathy, and will hopefully result in stakeholder engagement. To this end, a powerful communication tool, reporting, is used. Knowledge on data analysis and metrics is imperative as well as finding common ground among multiple audiences.

It holds true that CR and Sustainability professionals can provide a competitive advantage for companies and specialized education can make you a more attractive applicant.

The Centre for Sustainability and Excellence (CSE) as a global leader in professional Sustainability training and coaching has already trained more than 5,000 professionals worldwide and over 35% of these stated that after the training were able to find Sustainability related job or been promoted within their company.

“The Olympics will leave a positive legacy, one of possibilities” a local said about the recently concluded 31^st Olympiad in Rio de Janeiro. And there is one thing that these Olympic Games will be remembered for.

Despite issues with the city’s security, infrastructure and venues, despite the polluted sea and pools turning green, these Olympic Games succeeded in re-emphasizing the spirit of sport, but will mainly be remembered as an honest attempt to highlight the importance of environmental protection.

In fact, the core theme of the glittering opening ceremony at Maracana Stadium was environmental protection, with performances depicting the birth of life, ending with an impressive green entanglement of leaves sprouting from the stadium floor, depicting the Amazon rainforest. A hopeful message was sent out to global leaders and common people and a commitment was made: Save the planet from environmental destruction. Protect the forests, replant, prevent global warming, heal the planet.

On its part, the Centre for Sustainability and Excellence responsibly strives to plant the seeds for a greener planet and a better future for generations to come.

It does so by empowering Sustainability and Corporate Responsibility professionals through its Advanced Certified Training programs. The programs provide upgraded knowledge and skills on issues such as Carbon Reduction Strategy, ESG Performance, Sustainability Reporting.

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Cause marketing is a cooperative effort between a company and a non-profit organization that benefits both parties. Apart from supporting a good cause, an effective cause marketing strategy can lead to increased sales, enhanced brand image and stronger customer loyalty. That sounds great, right? But let’s not be too hasty. Below is a list of the most common mistakes to avoid.

Be picky when choosing the non-profit

You do not wish to be run the risk of a wrong choice and build your campaign on a weak foundation. Ethical conduct is important. The guiding principles? Sincerity, authenticity, commitment and transparency.

Beware of the law

One of the main pillars of cause marketing is transparency. So, remember not to be vague but rather specific about your contribution to the cause. You do not want to be suspected of deceptive practices.

Don’t be closed-fisted with your resources

And when we say resources, we do not talk only about money. Of course, you need to control the costs, but time is another key element in the success of cause marketing campaigns. The clock is ticking to your benefit and devoting time is a secret to making an impact.

Avoid confusing cause marketing with philanthropy

This is not a typical charity case. You use your marketing department, so do it wisely instead of missing the true potential!

You should keep in mind that the highlighted mistakes are only a sample of the pitfalls you could come up against and you better proceed with caution at every step of the process. However, these mistakes are the main source of trouble and should be avoided at all costs!

The leading training for Sustainability Professionals offered by CSE, the Certified Sustainability Practitioner Program (Advanced Edition 2016), provides advanced knowledge on responsible communication and cause marketing as well as tips in order to avoid green and blue washing.

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