It’s Clear, Social Investment Drives Business Value
A myth has long lingered in the private sector- the bottom line can only be driven by company-centered investments and business strategy. Today, however, the conversation has shifted from company-centered to stakeholder-centered, from bottom-line to triple-bottom line. And as CSR becomes more deeply integrated into core business strategy, a clear fact is emerging: Profit and Purpose should NOT be divorced. In fact, the opposite is true: These two make a power couple for companies seeking to be industry leaders.
HP Inc. Commits to Enhancing Education for More Than 100 Million People by 2025
HP Inc. announces its commitment to enable better learning outcomes for more than 100 million people between 2015-2025 at the 2017 Global Citizen Festival in Hamburg, Germany. The Global Citizen Festival in Hamburg falls on the eve of the G20 Summit, where leaders of the world’s most powerful countries are congregating to address inequalities and promote sustainable development.
Sanofi Egypt Partnership to Improve Children Health Through the "United For Healthier Kids” (U4HK) Update
United For Healthier Kids is a wide movement whose objectives is to help parents raise healthier & happier kids by encouraging healthy eating, drinking and lifestyle habits for children aged 0-12 years. Five behaviors are targeted to ensure a healthier lifestyle: MORE Water, MORE Fruits & Vegetables, MORE Managed Portions, MORE Movement and to Feed your baby like a baby.
Business Has Much to Do If It Wants to Be a Climate Leader
If there’s one group that’s basking in the long shadow cast by Donald Trump’s ill-fated decision to withdraw the United States from the Paris climate accord, it’s business. In story after story, reporters and pundits are hailing businesses – large and small – as the would-be saviours of much needed progress in the efforts to curb the risks associated with climate change.
‘We Were All Rosie the Riveter.’
In the midst of World War II, the makeup of the U.S. workforce changed. Companies refrained from producing their usual goods to focus on war production. For example, in the Brass Department at Kohler Co., associates made artillery shells, submarine torpedo tubes and aircraft controls in place of bathroom brass fittings. The associates making those items changed, too.
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