Resources

The Local Supplier Development Company Diagnostic Tool is designed to help companies or institutions with large procurement needs to create a supporting structure that will effectively allow them to use their procurement dollars to maximize the business value that the procurement function can bring.

Newmont, along with the IFC, applied the WBCSD Measuring Impact Framework to the mine as a way to understand the extent of the project's benefits and establish a rigorous approach to measuring, monitoring and evaluating progress in achieving the project goals.

 

This publication is a vital contribution to understanding companies´ motivation and potential to incorporate CSR into their regular businesses in Africa, a continent where there is an incredible need for social and environmental improvement.

The aim of this report was to find out what Hong Kong businesses and their stakeholders thought were the most important factors in determining what is socially responsible.

This report provides an assessment of the impact of Century Mine to date on the development of the lower Gulf region; documents the likely impacts of completion of mining on the region and identifies strategies for mitigating these impacts and maximising long term development outcomes for the region.

CSRM recently released the results of an exploratory research project undertaken in collaboration with Harvard Kennedy School’s Corporate Social Responsibility Initiative (CSRI).

As firms have expanded their CSR activities, the sophistication of tools available to understand the value and business impacts of such activities has lagged behind. This short paper discusses in detail the gap between current tools and the next generation of metrics and suggests that one important step to their development will be to draw upon the experiences and insights of existing global CSR leaders to develop a deeper understanding of the responsibility-value link.

This report illustrates some of the ways that the most advanced companies have created value from their environmental, social, and governance programs. It also explains why such programs are so hard to assess quantitatively, and lays out a framework for how companies can develop programs strategically, meaningfully assess the value they create, and communicate that value internally and externally.

McKinsey & Company examined the link between Environment, Social and Governance activities and financial value creation in order to determine what it takes to create value through ESG activities, develop a metrics to capture financial value, and build tools and methods to show people that value.

Agenda