2. Agenda
The B Corp value
proposition
12.45pm – 1.15pm
How to build the
business case
1.15pm – 2.00pm
Take a
break
3.00pm – 3.15pm
Telling the
B Corp story
3.15pm – 4.15pm
Practice
session: Why
B?
2.00pm – 2.20pm
Pitch
and Q&A
2.20pm – 3.00pm
Big wrap up
and Q&A
5.00pm – 5.30pm
Working as a
B Leader
4.15pm – 5.00pm
3. What’s the
problem?
The role of
B Corps
Building the
business case
Engaging
stakeholders
Telling
the story
B Corp
stories
4. What going on in the market?
Investors
In an era of big data and greater transparency, investors increasingly want to understand
a company’s culture and values. They want to analyze its social behavior, not just its
share price. Harvard Business Review
Employees
Almost nine in 10 (87 percent) millennials believe that “the success of a business should
be measured in terms of more than just its financial performance”.
Deloitte Millennial Survey 2016
Consumers
32% of consumers will pay more for products or services that are committed to positive
social or environmental impact. Nielsen
Environment
For the first time, the global Sustainable Development Goals (SDGs) recognise the key role
of business and the finance community in achieving these ambitious targets, which aim to
alleviate poverty, advance equality and protect the environment.
International Union for Conservation of Nature
Durability
Conscious businesses excel at delivering exceptional financial performance over the long
term. For example, a representative sample of conscious firms outperformed the overall
stock market by a ratio of 10.5: 1 over a fifteen-year period Forbes
Find more data and research points on the B Leaders Resource Portal
5. How B Corps are tackling this
Investors
GIIRS rating Rigorous assessment Built in due diligence
Mission locked B Corp investors
Employees
Sense of purpose Improved engagement
Best practice Platform for change
Consumers
Trust and transparency Informed buying
Due diligence in supply (B2B) Whole business
Environment
Benchmark and improve Whole business
Inclusive of standards Best practice
Durability
Mission lock Two-year recertification Continuous improvement
Risk management All stakeholders – shared prosperity
7. On top of all of that…why be a B?
Tools
Measure, manage, improve,
benchmark, learn,
risk assessment
Mission lock
Protect your company’s mission,
stakeholder interests not
shareholder primacy
Global community
Best practice, peer to peer,
learning, collaboration
Collective voice
Leaders, getting the word out,
challenging business as usual
Trade with like-minded
businesses
Global trading, built in due
diligence, aligned values
11. Who do you need to engage and why?
Buy in
Mission and
values
Approval of new
initiatives
CEO
Governance
questions
Disclosure
Questionnaire
New reporting
requirements
Finance/CFO
Supplier
relationships,
logistics,
products,
procurement
Disclosure
Questionnaire
Operations/COO
Legal change
Social and env
practices / goals
Oversee
improvement and
accountability
Board
Essential content
for Workers and
Community
Knowledge of
policies / docs
New policies
HR
Engagement and
buy in
Coordinate
communications
Feedback on
campaigns
Marketing
Understand
purpose and
direction
Input on new
initiatives
Employee
satisfaction
Employees
Provide
information
Cooperate with
audits and visits
Buy in for
changes
Suppliers
Internal
environmental
practices e.g.
recycling,
resource use
Health & Safety
Office Mgmt
12. Value propositions
CEO
Work with mission-
aligned
organisations
Differentiating from
competitors
Access to a global
community of
businesses
Joining a
movement of
leaders
Protecting
company’s mission
13. Value propositions
Leading on increased
transparency
Potential to attract
new investors
Long-term business
resilience and
sustainability
Cost savings of
Environmental
management
PR opportunities
attract new
customers and
increase brand value Finance
/CFO
14. Value propositions
Strengthen supply chain
relationships
Risk management tool that
examines the whole
business
Long-term business
resilience and sustainability
Align operations with brand
values and identity
Opportunity to introduce
streamlined and
environmentally friendly
logistics, resulting in more
cost effective practices
Operations/
COO
15. Value propositions
Promotes a healthier
organisation, resulting in
employee retention,
stronger supplier
relations, new customers
Future - proofing
Commercial strength and
durability
Mission lock without
asset lock
Board
16. Value propositions
Frameworks for best
practice on employee
practices and
engagement
Values-aligned
employees
Employee engagement
HROpportunity to learn
from the global
community
Access to Best
Practice guides and
templates
17. Value propositions
Engage in new way
with existing / new
customers
Avoid
perception of
“greenwashing”
Marketing
Communicate your
values externally and
internally
Differentiate from
competitors
18. Value propositions
B Corp project = exciting
to get involved in
Get involved in the
community and build
global network
Advance expertise and
learn from some of the
best businesses in the
world
Employees
Have your voice heard.
Opportunity to share
opinions and be part of
something outside your
normal role
19. Value propositions
B Corp principles
emphasise the value of
strong partnerships
Gives suppliers
confidence in the
stability and direction of
the company
Advance expertise and
learn from some of the
best businesses in the
world
Suppliers
More transparency for
suppliers – they get a
better understanding of
the business
20. How to approach each stakeholder
Often driven by CEO
Reasons could include:
- Protecting company’s
mission
- Joining a movement of
leaders
- Differentiating from
competitors
- Accessing a global
community of businesses
- Working with mission-
aligned organisations
CEO
Risk management:
- Make the business more
resilient, protect the long-
term sustainability
Cost / benefits of
environmental management
Potential to attract new
investors
Increase in value of brand
through PR and new
customers
Leading the way in increased
transparency
Risk management tool that
examines the whole business
Opportunity to introduce
streamlined and
environmentally friendly
logistics, resulting in more
cost effective practices
Align operations with brand
values and identity
Secure relations with values-
aligned suppliers and
strengthen supply chain
relationships
Operations/COOFinance/ CFO
21. How to approach each stakeholder
Adds to the commercial
strength and durability of the
business
Future-proofs the business –
mitigating risk and focuses on
the long term
Protects the mission without
asset lock restrictions
Promotes a healthier
organisation resulting in
employee retention, stronger
supplier relations, new
customers
Board
Improved employee
engagement
More values-aligned
employees
Framework for best practices
around employee practices
and engagement
Access to Best Practice
guides and templates
Opportunity to learn from the
global community
HR
Opportunity to celebrate and
communicate your values
with both internal and external
audiences
Chance to engage with
existing customers or attract
new customers
Avoid perception of
“greenwashing”
Opportunity to differentiate
from competitors
Marketing
22. How to approach each stakeholder
Present the B Corp
certification process as an
exciting project to get
involved in:
- Advance expertise and
learn from some of the best
businesses in the world
- Get involved in the
community and build global
network
- Have your voice heard.
Opportunity to share
opinions and be part of
something outside your
normal role
Employees
Clear demonstration of the
company’s commitment to
long-term focus
B Corp principles emphasise
the value of strong
partnerships
More transparency for
suppliers – they get a better
understanding of the
business
Gives suppliers confidence in
the stability and direction of
the company
Opportunity to learn best
practice
Suppliers
25. Two approaches to engagement
Each department assigns a “B Corp Champion”
BIA questions assigned to each Champion
B Corp Champion meets regularly with Lead to
discuss BIA progress, set goals, develop strategies
and embed new initiatives
Pros:
- Creates ownership and accountability
- Add B Corp progress as a bolt-on to team meetings
- B Corp Champion is known and trusted in the
business
Cons:
- Less control and direction from Lead
- Time spent liaising with each B Corp Champion
Project Lead runs the “All Questions” report and
breaks down questions for each department.
Meetings then held with each department to discuss
approach and assign tasks to individuals.
Regular catch ups with each individual.
Pros:
- Questions are assigned to the individual best
placed to address them
- Work spread more evenly between team members
- More minds working on assessment and strategies
together
Cons:
- Less inclusive of departments not involved
CHAMPION TEAM
26. Your turn to have a go!
Split into 4 groups and pick one of the four scenarios
1. Board/CEO 2. Marketing 3. Investor/Finance 4. CSR
For 15 minutes, design a 3-4 minute pitch to your target audience,
with the help of your expert
Pick one person from your team to pitch to the group
Pitch for 3-4 minutes to the group
Feedback and Q&A for 5-6 minutes
- What went well / Even Better If
27. Learning outcomes
By the end of this module, you will be able to:
Understand systemic issues and how the B Corp certification
addresses these
Articulate the value proposition of the B Corp certification
Appreciate which stakeholders to engage with, why and how to
approach them
Recognise the pros and cons of two stakeholder engagement
approaches
28. Agenda
The B Corp value
proposition
12.45pm – 1.15pm
How to build the
business case
1.15pm – 2.00pm
Take a
break
3.00pm – 3.15pm
Telling the
B Corp story
3.15pm – 4.15pm
Practice
session: Why
B?
2.00pm – 2.20pm
Pitch
and Q&A
2.20pm – 3.00pm
Big wrap up
and Q&A
5.00pm – 5.30pm
Working as a
B Leader
4.15pm – 5.00pm
Notes de l'éditeur
12.30 – 12.45: Recap and icebreaker
12.45 – 1.15: B Corps tackle the market failure
1.15 – 2.00: Building the biz case with stakeholders
2.00 – 2.20: Group chat on value proposition
2.20 – 2.30: Feedback to the group
2.30 – 2.45: One person pitches to the group
2.45 – 3.00: Feedback and Q&A
System issues across investors, consumers, employees, environment, durability.
These forces prove that business has to shift. That the current paradigm is broken. That business as usual is no longer fit for purpose.
B Corps provide a solution to these issues and the B Corp community are leaders in this shift in BAU.
B Corps provide a solution to these issues and the B Corp community are leaders in this shift in BAU.
To bring all of those points together and add a few more new ones…
Our experience
Notes more ideas in room
Not everything is in pack
10 MINS
flipchart
When we have names
Talk briefly about why for each . Don’t write down
25 MINS TOTAL BRAINSTORMS
ab
cs
ab
cs
ab
cs
ab
cs
5 MINS
Involving a range of employees in the certification process is important for ensuring the process is inclusive and integrated in the day to day activities of the company. The knowledge and experience of these employees is also invaluable when it comes to completing the BIA and creating strategies for improvement. How a company chooses to include employees in the process is their choice, but two suggestions for approaches are:
Champion approach
A champion from each department is selected (ideally through volunteering but could also be by being nominated for role) as a “B Corp Champion”. The BIA questions can be broken down and assigned to individual champions. The B Corp Champions then meet regularly to discuss the BIA progression, take responsibility for particular BIA questions and work together to set goals, and develop improvement strategies and new/existing initiatives.
Pros
Each department is involved in the process, creating an inclusive atmosphere
Champions can feedback BCorp progress reports to their team as a bolt-on to their own team meetings, rather than creating extra meetings with full teams just for B Corp
Employee mobility: Having representation from each department present for discussions and strategy sessions means champions have the opportunity to weigh in on decisions which may not usually be their responsibility but that affect them and/or their organisation
Cons
Certain departments have less to do with the BIA questions (which are quite HR and Ops heavy) and therefore assignments to Champions from these teams can seem token and prove to be time consuming to brief and monitor
Vs
Team approach
The person running the BIA runs an ‘All Questions Report’ and breaks down every question into the relevant department. Meetings are then held with departments to discuss how they will tackle the questions and assign tasks to individuals within the department
Pros
More effective as questions are assigned to those who are best positioned to address them
Work can be spread more evenly between team members rather than fall onto one ‘Champion’
More minds (with relevant knowledge and experience) working on assessments and strategies together
Cons
Less inclusive for departments who are not involved in as many tasks
It can be really beneficial to spend time with individual departments discussing how the BIA affects them - especially where there is info to mine and changes to be made
After group presentation, perhaps arrange meeting with dep head and key team members to highlight section of BIA that is relevant to them
Explain areas of existing strength , potential for improvement
Agree areas to chase, explain what needs to be collected?
5MINS
Involving a range of employees in the certification process is important for ensuring the process is inclusive and integrated in the day to day activities of the company. The knowledge and experience of these employees is also invaluable when it comes to completing the BIA and creating strategies for improvement. How a company chooses to include employees in the process is their choice, but two suggestions for approaches are:
Champion approach
A champion from each department is selected (ideally through volunteering but could also be by being nominated for role) as a “B Corp Champion”. The BIA questions can be broken down and assigned to individual champions. The B Corp Champions then meet regularly to discuss the BIA progression, take responsibility for particular BIA questions and work together to set goals, and develop improvement strategies and new/existing initiatives.
Pros
Each department is involved in the process, creating an inclusive atmosphere
Champions can feedback BCorp progress reports to their team as a bolt-on to their own team meetings, rather than creating extra meetings with full teams just for B Corp
Employee mobility: Having representation from each department present for discussions and strategy sessions means champions have the opportunity to weigh in on decisions which may not usually be their responsibility but that affect them and/or their organisation
Cons
Certain departments have less to do with the BIA questions (which are quite HR and Ops heavy) and therefore assignments to Champions from these teams can seem token and prove to be time consuming to brief and monitor
Vs
Team approach
The person running the BIA runs an ‘All Questions Report’ and breaks down every question into the relevant department. Meetings are then held with departments to discuss how they will tackle the questions and assign tasks to individuals within the department
Pros
More effective as questions are assigned to those who are best positioned to address them
Work can be spread more evenly between team members rather than fall onto one ‘Champion’
More minds (with relevant knowledge and experience) working on assessments and strategies together
Cons
Less inclusive for departments who are not involved in as many tasks
It can be really beneficial to spend time with individual departments discussing how the BIA affects them - especially where there is info to mine and changes to be made
After group presentation, perhaps arrange meeting with dep head and key team members to highlight section of BIA that is relevant to them
Explain areas of existing strength , potential for improvement
Agree areas to chase, explain what needs to be collected?
Involving a range of employees in the certification process is important for ensuring the process is inclusive and integrated in the day to day activities of the company. The knowledge and experience of these employees is also invaluable when it comes to completing the BIA and creating strategies for improvement. How a company chooses to include employees in the process is their choice, but two suggestions for approaches are:
Champion approach
A champion from each department is selected (ideally through volunteering but could also be by being nominated for role) as a “B Corp Champion”. The BIA questions can be broken down and assigned to individual champions. The B Corp Champions then meet regularly to discuss the BIA progression, take responsibility for particular BIA questions and work together to set goals, and develop improvement strategies and new/existing initiatives.
Pros
Each department is involved in the process, creating an inclusive atmosphere
Champions can feedback BCorp progress reports to their team as a bolt-on to their own team meetings, rather than creating extra meetings with full teams just for B Corp
Employee mobility: Having representation from each department present for discussions and strategy sessions means champions have the opportunity to weigh in on decisions which may not usually be their responsibility but that affect them and/or their organisation
Cons
Certain departments have less to do with the BIA questions (which are quite HR and Ops heavy) and therefore assignments to Champions from these teams can seem token and prove to be time consuming to brief and monitor
Vs
Team approach
The person running the BIA runs an ‘All Questions Report’ and breaks down every question into the relevant department. Meetings are then held with departments to discuss how they will tackle the questions and assign tasks to individuals within the department
Pros
More effective as questions are assigned to those who are best positioned to address them
Work can be spread more evenly between team members rather than fall onto one ‘Champion’
More minds (with relevant knowledge and experience) working on assessments and strategies together
Cons
Less inclusive for departments who are not involved in as many tasks
It can be really beneficial to spend time with individual departments discussing how the BIA affects them - especially where there is info to mine and changes to be made
After group presentation, perhaps arrange meeting with dep head and key team members to highlight section of BIA that is relevant to them
Explain areas of existing strength , potential for improvement
Agree areas to chase, explain what needs to be collected?
2.00 – 2.30
2.00 – 2.30
12.30 – 12.45: Recap and icebreaker
12.45 – 1.15: B Corps tackle the market failure
1.15 – 2.00: Building the biz case with stakeholders
2.00 – 2.20: Group chat on value proposition
2.20 – 2.30: Feedback to the group
2.30 – 2.45: One person pitches to the group
2.45 – 3.00: Feedback and Q&A
