The Business Roundtable is an organization of CEOs of the largest companies in the U.S.A. -- firms that generate a combined US$7 trillion in revenues, employ 15 million people, invest $ 147 billion annually in R&D, and provide healthcare and retirements benefits for tens of millions of Americans.
Member companies operate in every one of the 50 states and through the organization top business leaders work to influence major societal issues (tax policy, infrastructure needs, trade and other issues).
Those questions and more are often raised by managers trying to get the board room and C-suite attention – and support needed -- to launch or advance the company’s sustainability journey.
Here at G&A Institute our team has ongoing conversations with corporate managers about ESG / corporate sustainability and related topics. What often comes up: the “G” is challenging. The questions raised include...
We seem to love our “top 10” [etc.] lists; these are typically eye-catching headlines for published news and commentaries about certain subjects. (As in: the 10 things you need to know about…). In Adweek, the authoritative news and insights publication for brand marketers over the past four decades, we learn about “the five truths needed to create a sustainable brand”. This is from a commentary by columnist Bruce Mau (he’s a prominent designer, co-founder of Massive Change Network and Visiting Professor at Pratt Institute).
For several decades now, investors have increasingly focused on issues involving executive compensation. Remember Graef S. Crystal? Back in 1992 the former compensation consultant to the largest corporations became an activist focused on “excess” pay arrangements for U.S. corporate CEOs (his book was “In Search of Excess – the Overcompensation of American Executives”).
Among the fascinating – and horrifying – environmental-focused stories we see now on a regular basis are those about the “Pacific Gyre” -- that floating (and quickly becoming “a semi-continent” of garbage and waste) in the Northern stretches of the vast Pacific Ocean.
One of the long-term success stories in U.S. manufacturing is that of Ingersoll Rand, with history dating back to the 1870s as the Industrial Revolution gained great momentum in North America.
The company’s products were needed by other industrial revolution companies (such as compressors), by mining companies (rock drills), and in various elements (locks and more) of the b-to-b market. When the Panama Canal was being built by the U.S., Ingersoll Rand drills were on the job.
There are a number of “best of” lists that corporate managers and investment professionals scour to see what companies are judged to be doing well (by the list makers)…whether they be industry peers & competitors, or possible acquisitions or partners, and for investors, whether the listed firms might be the right choices for investment portfolios.
Many people in consumer marketing are wondering! In these weekly commentaries the G&A Institute team offers media and experts’ shared perspectives on various issues and matters related to corporate sustainability, responsibility; and, sustainable, responsible and impact investing.
Once upon a time in the early days of jet travel, business travelers accounted for three-quarters or more of the total passenger business of the major U.S. airlines (known as “trunk” carriers back in the day). Fares were long set by Federal regulation and family-friendly, tourista-friendly fare packages were scarce or non-existent. Airlines relied on the “have-to-travel-for-business” crowd.
Corporate managers & executives: is your board “sustainability/ESG fluent”? And if not – why not?
Attorney Silda Wall Spitzer and John Mandyck, CEO of Urban Green Council, writing in Harvard Business Review explain that while “some” board members have become increasingly “sustainability/ESG fluent” many companies [still] don’t expect their directors to understand sustainability or ESG and don’t provide board room education on the subject matter.