Loblaw Companies Limited recently released its third annual Corporate Social Responsibility report titled “The Way We Do Business”, and true to form, the company continues to blaze trails in this arena. According to Galen Weston, Executive Chairman, Loblaw’s goal is to, “to meet the needs of today while preparing to address the social impacts facing Canada in the future.”
Loblaw’s CSR platform defines the nature of business which fuels a symbiosis that is exemplary. “Doing Good” and “Doing Business” are enmeshed priorities that function as complements to one another.
Five pillars establish a corporate culture against which all business operations are measured: Respect the Environment; Source with Integrity; Make a Positive Difference in Our Community; Reflect Our Nation’s Diversity; and Be a Great Place to Work.
Clark Turner writes about the dangers of Greenwashing and counsels businesses on how to develop sustainability practices that are authentic and genuine. And in fact all CSR initiatives (employee engagement programs, environmental projects, cause branding campaigns) should be rooted in genuine core corporate values.
If a company starts with a strong sense of its corporate identity – what it stands for, what its stakeholders care about, it’s vision for the future of the community it serves – than it is more likely that an authentic CSR effort will follow. Too often, companies explore CSR and Sustainability practices as a knee-jerk reaction to stakeholder pressure, churning out programs that are ad hoc, and in no way a meaningful reflection of true corporate values. We are seeing the implications of that process with BP and the oil spill.
Loblaw figured this out early on their process and they continue to reap the benefits on all fronts.
- Let your corporate identity lead the way
- Be true to your values
- Practice what you preach
- Make sure that your CSR practices reciprocally support your business model