Most companies see corporate social responsibility programs as a way to fulfill the contract between business and society. But do they create financial value?
Companies face increasing pressure from governments, competitors, and employees to play a leading role in addressing a wide array of environmental, social, and governance issues—ranging from climate change to obesity to human rights—in a company’s supply chain. Over the past 30 years, most of them have responded by developing corporate social responsibility or sustainability initiatives to fulfill their contract with society by addressing such issues.1
Gathering the data needed to justify sustained, strategic investments in such programs can be difficult, but without this information executives and investors often see programs as separate from a company’s core business or unrelated to its shareholder value.
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