Viacom CEO Philippe Dauman discusses the business and their 'Viacommunity' By Elliot Clark Viacom is not just the home of worldwide entertainment brands that connect with audiences through content across multiple platforms in over 160 countries—brands that include MTV, VH1, CMT, Logo, BET, Nickelodeon, Nick Jr., Nick at Nite, Comedy Central, TV Land, and SPIKE. It is also a company that has a corporate responsibility focus. CEO Philippe Dauman spoke with CR Magazine about the company's corporate responsibility efforts, his approach on how to do good, and the company's "Viacommunity." CR: How did your personal experiences prior to Viacom influence your priority on corporate responsibility in your professional life? Philippe Dauman: The one big cause that's always been important to me is education. As the son of immigrants, I saw the power of education for myself and what it could do for other kids and families. If you can get education right, it solves a lot of others societal issues.
An Overview Of Top Corporate Wellness Providers By the Editors Employee wellness is an important part of corporate responsibility. The UN Sustainable Development goals include Good Health, and many companies have corporate wellness programs to allow employees the ability to better their life while bettering the company. Below is a list of some leading wellness programs available to corporations, unranked and in alphabetical order. This list is not exhaustive and was compiled from editorial research. To suggest a company to add to the list, please email Belinda.firstname.lastname@example.org.
Top Wellness ProvidersAlyfe Wellbeing Strategies Alyfe is focused on improving, optimizing and sustaining the well-being of your workforce with health assessments, incentive programs, and more. Anschutz Employee Wellness Program This employee wellness program was developed by doctors at the University of Colorado and focuses on creating sustainable healthy habits.
Steps on how to manage your company's reputation By Beth Rusert Companies put thoughtful effort into building their brand. Once that stage is well underway, the biggest asset to that organization - its reputation with stakeholders - is still vulnerable to harm. Reputation falls within the economic pillar of corporate responsibility, but if you are not aware of risks in all areas - operational, financial and governance - it can impact your reputation as a responsible company. A recent poll conducted by Standing Partnership and Edison Research, which surveyed more than 1,000 executives to identify how companies monitor and manage reputational risk, found that 78 percent believe their organizations do an excellent job of building and managing its reputation. However, only 53 percent gave similar grades to the organization for identifying risks - and even fewer highly rate the ability to develop strategies to mitigate those risks. Those findings represent the propensity of executives to focus on the building stage, but then turn a blind eye to the risks that pop up in operations.
By Susan Hunt Stevens Here's something to think about: the country's first chief sustainability officer (CSO) was appointed in 2004. Since then, the position has rapidly evolved as companies, employees, investors, and partners continue to recognize the value of sustainability and corporate responsibility initiatives. However, even as sustainability becomes ingrained in everyday business processes—from supply chain management to HR and talent acquisition—many companies still struggle to connect these efforts to core business metrics such as customer loyalty, revenue, and employee retention and productivity In order for organizations to succeed in today's corporate landscape, they need to shift their business philosophy from viewing sustainability as a "nice-tohave" to viewing it as a "need-to-have." Here's why the CSO is leading that shift. Starting from the Ground Up Unlike the role of CEO, which has always sat atop an organization, the role of the CSO originated from a single director or manager who often had a very small team, a low budget, and a questionable ability to influence the organization.
By Christopher T. Mcclure And Meghan Rzepczynski U. S. manufacturers will soon file their third annual Form Sds and Conflict Minerals Reports (CMRs) and then initiate 2016 due diligence. Much has changed since August 2012, when the Securities and Exchange Commission (SEC) enacted the Conflict Minerals Rulel under Section 1502 of the Dodd-Frank Wall Street Reform and Consumer Protection Act. A legal challenge to the rule posed by the National Association of Manufacturers (NAM) has been defeated after many months of battling in the courts, and activists have stepped up their battle for supply chain transparency. Many public and private companies have felt the impact of the rule, and negotiations for a law with similar requirements are underway in the European Union (EU). The below are some observations and recommendations that can help meet the challenges posed by the rule's unique due diligence and reporting requirements. Addressing the rule As a conflict minerals compliance team defines its objectives and formulates and executes its approach to meeting the requirements, it needs to do the following.
How Philanthropy Girls matches companies' desire to help with charities' needs By Belinda Sharr Linking corporations with a CSR program to charities who need assistance can be a challenging task. For one new company, it is their mission. Philanthropy Girls launched in October 2015, with the goal of providing an affordable "turn-key" solution to sourcing items needed for community outreach and social responsibility initiatives. Its team works with suppliers and manufactures to secure 'outreach pricing' on various items for charities. Philanthropy Girls' mission as a company is to responsibly source affordable items needed for outreach, allowing charities and corporations who do good in their communities, to do even more. The team works with suppliers, like Group Sales of Cincinnati, Ohio - the nation's leading supplier of toys - to negotiate 'Charity Pricing.' 'Charity Pricing' comes in at between 25-75 percent off the MSRP on items like athletic equipment to build a playground, educational supplies to support a classroom, books to build a learning library or toys for your holiday charitable distribution event.
A spotlight on leading philanthropic initiatives at successful companies By Belinda Sharr Pricewaterhouse Coopers's PwC Charitable Foundation For some companies, philanthropy isn't just a small branch of the business—it's its own business. Pricewaterhouse Coopers has its own philanthropic foundation that dedicates itself to helping others. The PwC Charitable Foundation, Inc. supports the work of innovative organizations, social entrepreneurs, and leaders who transform education, empower veterans, inspire social entrepreneurship, and respond rapidly in times of natural disasters and other tragic events, according to the company. The foundation also supports PwC employees in times of unexpected financial hardship and celebrates them in times of achievement. The mission of PwC's foundation is to support the people of PwC and address the societal issues that impact them, their families, and their communities. According to the company, "by leveraging its knowledge, interests, goodwill and entrepreneurial spirit, PwC invests in scalable solutions to society's biggest challenges in education and humanitarianism.
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Big Rewards When Incentives Align By Bill Hatton An underlying idea of the corporate responsibility movement is that corporate reputation matters. HRO Today Institute has published research that strongly links corporate reputation to the ability to recruit employees. Companies with bad reputations either cannot get their offers accepted, or they have to pay a premium in salary and benefits (28 percent more) to get people to join. Worse, workers surveyed stated they would need an average of a 57 percent pay increase to remain with their company if it suffered a reputation-damaging event. In a time of talent scarcity, a bad reputation is a luxury few companies can afford. Corporate wellness programs would seem to be a slam-dunk reputation-builder. Corporate wellness programs demonstrate that a company is concerned with employee well-being. They offer employees opportunities to improve their health. And they can offer financial incentives - help employees earn more. Better health, concerned employer, and more money.
In the days of Milton Friedman, he used to refer to the three constituents of modern business as the shareholders, who were always first in Dr. Friedman's book, the customers, and the employees. In the world of more modern and evolved sensibilities we recognize businesses' responsibility to the fourth estate, society as a whole. We all have spilled barrels of ink and bytes on philanthropy, social programming, and community development and engagement. There is also much in the way of legislation, regulation and attention paid to governance models. We look at some of the CR programs and employee voluntarism as ways to engage employees. But, we do not look at the employee constituency as often as we should, so let's look at employee wellness as an expression of corporate responsibility. Employee wellness is an area where the corporate responsibility program is more in the hands of human resources than the corporate responsibility team, yet, the concepts are integrally linked. You cannot have a sustainable enterprise with an unhealthful environment at the workplace and there are regulations to ensure workplace safety and conditions.
Philanthropy is on the rise according to the Committee Encouraging Corporate Philanthropy (CECP)'s Giving in Numbers 2015 Edition, the tenth annual report on corporate giving and employee engagement. The report provides a benchmark of philanthropy through key data provided by 271 respondent companies (including 62 of the largest 100 companies in the Fortune 500). According to the report, which is aimed at companies strategically focused on their community investment: • Measurement and evaluation are on the rise • Purpose propels performance • Company skills are being applied to solving societal changes • Doing good (beyond giving) is growing too • The role is elevating in the firm "This year's edition found 56 percent of companies increasing [their] total giving, as well as growth in five key indicators, between 2012 and 2014, proving that this work is essential to company operations," the report stated. We at CR Magazine believe that philanthropy is important.
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