Leading companies are laser-focused on corporate purpose. They explore what their purpose is and how it translates to their people and community, and bring that purpose to life through intentional practices and strategies. They use a human-centered lens for all business operations because it helps them see around corners and delivers a competitive edge. All this leads to a future-forward outlook that enables a long-term view. Within this purpose megatrend, we see five prominent themes: Employee Power, Collaborative Advocacy, Responsible Tech, Long-term Growth Going Mainstream, and Impact Measured.
Download a PDF of Investing in Society here.
“Leading companies are laser-focused on corporate purpose. They explore what their purpose is and how it translates to their people and community, and bring that purpose to life through intentional practices and strategies.”Daryl Brewster, CEO, CECP See Executive Letter Here
How are CEOs and the C-Suite infusing the needs of the stakeholder— including communities, customers, employees, and investors—into core business strategies?
From Deloitte Millennial Survey Infographic
From Deloitte Millennial Survey Infographic
How are large corporations balancing economic incentives and long-term decisions that allow them to create financial and societal impacts, with self-sustainability?
CECP’s Strategic Investor Initiative Investor Letter operationalizes the call for long-term value creation. Core to the letter were seven questions every long-term plan should answer: Risk factors, financially material business issues, corporate purpose, human capital, stakeholder frameworks, board composition, and board governance. The letter was a collaborative effort by Bill McNabb III, Vanguard; Jonathan Bailey, Neuberger Berman; Dana Bezerra, Heron Foundation; Robert Fernandez, Breckinridge Capital Advisors; Dr. Hans-Christoph Hirt, Hermes Investment Management; Christine Hurtsellers, Voya; Erika Karp, Cornerstone Capital Inc.; Gianna M. McCarthy, Office of the NYS Comptroller; Mark W. McDivitt, State Street Corporation; and Brian A. Rice, California State Teachers’ Retirement System. Read the SII Investor Letter.
How can large corporations maximize societal impact and outcomes through employee engagement and purpose?
The second phase of CECP’s Systemic Investments in Equity, Talent, and Tech Community builds on the equity framework established during the first year. The results from year 1 suggest value in defining the STEM ecosystem, determining more effective strategies to achieve equity in STEM education, and measuring progress. Therefore, the second phase of the community will focus on the following:
The private sector is increasingly incorporating diversity and inclusion best practices across its entire philanthropic portfolio, and beyond:...
CECP identified six trends that reflect companies’ approach to Diversity and Inclusion (D&I) through Corporate Societal Engagement (CSE). Some of these are:
95% of companies consider D&I within their Corporate Social Engagement (CSE) efforts and 79% expect their commitment to this area to increase within the next 2-3 years.
Companies’ primary motivations for advancing D&I through CSE are two-fold: to achieve social impact and to develop a more diverse talent pipeline.
Employees — at all levels — have a critical role in advancing D&I efforts. See all trends and multiple guidelines to implement D&I in CSE here.
How does a company’s approach to the planet’s resources factor into investments, resource management, and sustainability decisions?
CECP found that the main focus of corporate collaboration on disaster relief is most promising when it determines how best to help, followed closely by how to sustain response for recovery and rebuilding.
See CECP PULSE SURVEY FINDINGS on corporate environmental strategy.
Companies recognized their potential to help in times of crisis after 2017’s unusually devastating run of natural disasters, along with the need for customized, disaster-specific responses.
ESG factors can be considered when assigning credit and sovereign analysis and ratings.
CECP companies out-performed all other Fortune 500© companies in terms of environmental footprint in the 2017 fiscal year.
Other assessments of ESG performance include accountability and performance measurement on the “E” in ESG among large corporations.
Explore STRATEGIC SCORECARDS, a performance snapshot of CECP companies versus all other Fortune 500© companies.
What are companies doing to promote corporate governance through top-line decisions, such as management responsibilities, internal incentives at the executive level, and employees’ rights?
Companies can do more in terms of supporting their advocacy on social causes, fostering their employees’ empowerment and advocacy, and being a source of capacity building in society, not only locally but also in a global context.
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Here’s what CECP companies are saying about our work. If you have thoughts or comments you’d like to share with us, please email firstname.lastname@example.org.
"I trust CECP to analyze and utilize the data in ways that will help all businesses that are committed to societal engagement."
"CECP is my go to benchmark and data set that I share with the board and whomever we are presenting to."
"CECP is very helpful in learning what is trending, what other companies are doing."
"CECP allows us to show where business trends in societal engagement are trending and how that aligns with our efforts."
"CECP is a wealth of knowledge."
"CECP has been incredibly helpful, data invaluable. Have gone back to it frequently. Consistently meet high expectations from companies."
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