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1 CEO & Corporate Reputation Jeanette Dyhre Kvisvik Manager, Burson-Marsteller, Norway Hotel Nordica, Reykjavik, Thursday 21. September.

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Presentation on theme: "1 CEO & Corporate Reputation Jeanette Dyhre Kvisvik Manager, Burson-Marsteller, Norway Hotel Nordica, Reykjavik, Thursday 21. September."— Presentation transcript:

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2 1 CEO & Corporate Reputation Jeanette Dyhre Kvisvik Manager, Burson-Marsteller, Norway Hotel Nordica, Reykjavik, Thursday 21. September

3 2 CEO Reputation “Despite the size and complexity of modern corporations, the person in charge still sets the tone, defines the style, becomes the company’s public face.” Fortune, November 18, 2005 “It takes a lifetime to build a reputation, and only a short time to lose it all.” Joseph Neubauer, CEO of Aramark, BusinessWeek, September 23, 2002 Joseph Neubauer, CEO of Aramark, BusinessWeek, September 23, 2002

4 3 Corporate Reputation “ If you lose dollars for the firm by bad decisions, I will be understanding. If you lose reputation for the firm, I will be ruthless.” Warren Buffett

5 4 How to build trust Stakeholder map- The various needs for communication Financial society Political society The media Public opinion Internally CEO & company

6 5 Agenda  Global Survey- CEO Capital and Corporate Reputation 2005  Norwegian Survey- CEO and Corporate Reputation 2006  An example- Norsk Hydro- Norways second largest oil company

7 6 Building CEO Reputation - Global   Now in its fifth wave, Burson-Marsteller’s first CEO Reputation Study was conducted in 1997   The research was conducted online with the Economist Intelligence Unit (EIU), a world leader in global business intelligence and the business–to–business arm of The Economist Group.   The sample includes over 600 business influentials from 65 countries: – – 146 CEOs – – 146 senior executives – – 188 financial analysts – – 103 business journalists – – 102 government officials

8 7 The Sample

9 8 CEO Reputation

10 9   On a global basis, the CEO is held responsible for 47% of a company’s reputation. Europeans and North Americans attribute less responsibility to the CEO than do Asia/Pacific and Latin American influentials. How much does CEO Reputation Matter? 2005 CEO Contribution to Corporate Reputation

11 10 How does CEO Reputation pay off? Rank Pay attention to what a CEO has to say 1 Recommend company as good alliance/merger partner2 Give a company more time to succeed3 Maintain confidence in company when share price lags 4 Buy stock in a company5 Believe a company under pressure from the media6 Recommend a company as a good place to work7 Recommend a company’s stock8 Prefer a company’s products and services9   Paying attention to what a CEO has to say and recommending the company as a preferred partner is the greatest benefits of having a good CEO reputation. SCORECARD North America Buy or recommend stock Latin America Recommend company as alliance partner or good place to work CEOs Maintain confidence when share price lags The scorecard identifies regions and segments where scores are higher or lower than the average.

12 11 What builds CEO reputation? Rank Is credible1 Attracts & keeps quality management team2 Communicates clear vision *inside* company3 Demands high ethical conduct4 Motivates & inspires employees5 Manages crises and downturns effectively6 Communicates clear vision *outside* company7 Executes well on strategic vision8 Cares about customers9 Fosters corporate governance10 Delivers financial results11 Increases shareholder value12   Credibility, attracting quality management and communicating a clear vision internally are the top three measures that shape CEO reputation. Delivering financial results is necessary for a CEO, but being credible is paramount. Top 12 of 20 CEO qualities SCORECARD North/Latin America Demand high ethical conduct North America/Asia/Pacific Foster corporate governance Latin America Attract quality management team Financial Analysts Manage crises/downturns effectively

13 12 What builds CEO reputation- Europe TotalEurNAA/PLA Is credible11111 Attracts & keeps quality management team23339 Communicates clear vision *inside* company32643 Demands high ethical conduct49252 Motivates & inspires employees Manages crises and downturns effectively67484 Communicates clear vision *outside* company Executes well on strategic vision88996 Cares about customers Fosters corporate governance Delivers financial results Increases shareholder value   All business influentials agree that credibility drives CEO reputation. Demanding high ethical conduct ranked relatively low for European influentials, possibly because Europeans already expect strong ethics from their companies’ leaders. = lower than total = higher than total Top 12 of 20 CEO qualities

14 13 Top 25 Most Admired CEOs   Worldwide, Bill Gates is the most admired CEO by business influentials by a large margin.   Steve Jobs and Warren Buffett rank a distant second and third.   CEOs from North American, European and Asian/Pacific companies are represented on this most admired list. CEOCompany Jeff BezosAmazon.com John BondHSBC Holdings Richard BransonVirgin Group John BrowneBP Warren BuffettBerkshire Hathaway John ChambersCisco Systems Michael DellDell Lawrence EllisonOracle Bill GatesMicrosoft Carlos GhosnNissan & Renault Jeffrey ImmeltGeneral Electric Steve JobsApple Computer Herb KelleherSouthwest Airlines A.G. LafleyProcter & Gamble Terry LeahyTesco Lakshmi MittalMittal Steel Rupert MurdochNews Corp. N. R. Narayana MurthyInfosys Jorma OllilaNokia Azim PremjiWipro Carl-Henric SvanbergEricsson Ratan TataTata Group Daniel VasellaNovartis Meg WhitmaneBay Jack WelchGeneral Electric

15 14 Top 25 Most Admired CEOs: European Influentials   Among European business influentials, Bill Gates is the most admired CEO worldwide. CEOCompany Josef AckermannDeutsche Bank John BondHSBC Holdings Peter BrabekNestle Richard BransonVirgin Group John BrowneBP Warren BuffettBerkshire Hathaway John ChambersCisco Michael DellDell Bill GatesMicrosoft Carlos GhosnNissan & Renault Fred GoodwinRoyal Bank of Scotland Jeff ImmeltGeneral Electric Steve JobsApple Terry LeahyTesco Lakshmi MittalMittal Steel Rupert MurdochNews Corporation Jorma OllilaNokia Helmut PankeBMW Howard StringerSony Carl-Henric SvanbergEricsson Roger TalermoAmer Group Donald TrumpTrump Daniel VasellaNovartis Jack WelchGeneral Electric Wendelin WiedekingPorsche

16 15 Corporate Reputation

17 16 Drivers of Corporate Reputation Rank High quality products and services1 Communicates effectively externally2 Has high quality management3 Focuses on serving customers4 Is honest with stakeholders5 Attract, develop & retain talent6 Is well-governed7 Communicates effectively internally8 Behaves ethically9 Responds effectively to change10 Is a good financial performer11 Is innovative12 Is a good place to work13 Is socially responsible14 Is an industry leader15 Is environmentally responsible16 Is truly global17 Is the largest in its industry18 SCORECARD Europe Stakeholder honesty and ethical behavior Asia/Pacific Honesty with stakeholders and good governance Communicating externally CEOs Focus on serving customers Financial Analysts Honesty with stakeholders and effective internal communications High quality management

18 17 Drivers of Corporate Reputation TotalEurNAA/PLA High quality products/services Communicates well externally Has high quality management Focuses on serving customers Is honest with stakeholders Attract, develop, retain talent Is well-governed Communicates well internally Behaves ethically Responds effectively to change Is a good financial performer Is innovative Is a good place to work Is socially responsible Is an industry leader Is environmentally responsible Is truly global 17 Is the largest in its industry 18   Europeans rank external communication as the number one driver of company reputation. Honesty with stakeholders was ranked relatively low, possibly reflecting a European expectation for honest behavior. = lower than total = higher than total

19 18 Payoffs of Good Corporate Reputation Total Ability to attract and retain talented employees1 Ability to attract new business/partners/acquisitions 2 Increased loyalty from customers/clients3 Confidence the company will do the right thing4 Ability to quickly recover from reputation problems5 Better able to withstand economic ups and downs6 Better relations with regulators/government7 Higher share price than competitors8 Ability to charge premium prices9   Attracting top talent is the biggest payoff of developing a good corporate reputation. Other perceived payoffs include the ability to attract new business and increased customer loyalty. SCORECARD Latin America Confidence that company will do the right thing Latin America/Asia Pacific Better relations with regulators/government CEOs Confidence that company will do the right thing and a higher share price.

20 19 Our Approach Client Charter Desired Business Results Corporate Reputation Research CEO Reputation Research Corporate Brand Valuator Fortune’s America’s Most Admired Companies Fortune’s Global Most Admired Companies Reputation Index Brand Asset Valuator (BAV) InsightsAnalysisAssessment Reputation Report Card CEO Reputation Report Card Culture Capital Assessment Corporate Equity Analysis Seasons of a CEO Environmental Scan Competitive Platform Analysis/Benchmarking Strategic Programming Corporate Identity Vision and Values CEO Platform Development CEO’s First 100 Days Integrated Communication Strategy Strategy Brand Definition Thought Leadership Creative Execution Media Relations CEO Dance Card Investor Relations Employee & Constituency Engagement Web Communications Corporate and Internal Advertising Customized Training Programs Corporate Social Responsibility Results and Measurement Stock Price/Market Share Rankings & Scorecards Feedback Analysis Culture Quotient Recruitment & Retention Media Coverage/Penetration Strategic Stakeholder Messaging Leadership Development Rewards & Recognition Crisis Preparedness Measurement Planning Foundation Consulting Current Reputation Scorecards

21 20 CEO CAPITAL NORWAY 2005/2006 CEO CAPITAL NORWAY 2005/2006

22 21 The Norwegian companies included in the study

23 22 Who are the respondents? Toppledere Analytikere/ Meglere Journalister Media Investorer Executives Financial analysts Business journalists Investors Government officials The only survey in Norway measuring reputation amongst Business Influentials Source: Burson-Marsteller og Research International Topplederundersøkelse 2005

24 23 Who are not the respondents?

25 24 CEO Reputation Company Reputation The power of reputation Profitability - Share price - - Revenue - - Turnover Other factors - Alliance/ merger partner - Recruiting and retaining - Power   In business   Politically which influences is responsible for 47 % of a Kilde: Burson- Marsteller analyse; Burson-Marsteller/ Economist Global CEO Capital, 2005 A good reputation is a rapidly increasing success factor in today's society Sum up

26 25 What is the most important driver when deciding to invest in a company? ?

27 26 Data: Tall i % av base: 135/88. Figuren viser andelen som har svart 9-10 på en 10-delt skala for betydning for valg Quality of leadership and ability to adjust to change is the most important drivers when investing in companies What is most important when deciding to invest in a company? A trusted and good management is more important than financial situation * Kilde: Burson-Marsteller og Research International Topplederundersøkelse 2005 Leadership Adjust to change Quality of products and services Credibility Financial situation Innovation Specific skills or technology Ability to recruit and retain Loyal customers Strong brand Financial track record Environmental focus Social responsibility %10%20%30%40%50%60%70%80%90%100%

28 27 Tall i % av base: 135/88. Figuren viser andelen som har svart 7-10 på en 10-delt skala for grad av påvirkning To what extend does your opinion of a CEO affect your will to In addition, the CEO reputation affects other key success factors for the company… %10%20%30%40%50%60%70%80%90%100% Recommended as a alliance/merger partner Believe in company despite negative media coverage Potential employer Buy stocks in the company Believe in company despite share price develops below index Be informed of company's development Buy company's products and services * Kilde: Burson-Marsteller og Research International Topplederundersøkelse 2005

29 28 Is there a correlation between the CEOs reputation and the company's reputation? ?

30 29 There is a strong correlation between the CEO and the company reputation The correlation proves that the trust in the CEO is crucial for a company’s reputation Correlation * Kilde: Burson-Marsteller og Research International Topplederundersøkelse 2005

31 30 Big changes in companies reputation since 2003 shows that the reputation is in motion * Kilde: Burson-Marsteller og Research International Topplederundersøkelse Company reputation Tall i % av base generelt inntrykk: 90. Figuren viser andelen som har svart 7-10 på en 10-delt skala for tillit (x- aksen) og andelen som har svart 7-10 på en 10-delt skala for inntrykk (y-aksen) CEO Capital Reputation is easily broken down in a crisis, but the reputation may be restored within 2 years

32 31 Reputation recovery is possible, but demands focus Data: Tall i % av base: Norge 107 som har svart, Globalt: Ca 600 2,2 3,2 Norway 2005 Global ,511,522,533,54 Comparison of the two studies shows that the time to recover the reputation is shorter in Norway than globally * Kilde: Burson-Marsteller og Research International Topplederundersøkelse 2005 Average in years

33 32 What measures must be taken to build reputation? ?

34 33 To build and sustain a company's reputation, the focus must be on ethics, good leadership and results… Data: Tall i % av base: 135. Figuren viser andelen som har svart 5-6 på en 6-delt skala for viktighet Ethics Trust in CEO Financial results Quality products and services Customer focused Attracts and retain good employees Communicates effectively externally Adjust to change Corporate governance Innovative Social responsibility Industry leading A good place to work Environmental Stakeholder openness Communicates effectively internally Company size Global company * Kilde: Burson-Marsteller og Research International Topplederundersøkelse 2005 The focus on ethics is very high in Norway compared to the global and European results

35 34 Base: Tall i % av base: 135/88. Figuren viser andelen som har svart 9-10 på en 10-delt skala for viktighet How important is it for your trust in the CEO that… % 10%20%30%40%50%60%70%80%90%100 % Sets high ethical standards Creates good financial results Have a good management team Have the ability to adjust to changes Manage crisis in a credible way Turn company's strategies into action Informs of company's strategies and visions to employees Handles the media in a credible way Focuses on customer relations Retain and develops employees Informs of company's strategies and visions externally Focuses on social responsibility When the company reputation and the CEOs reputation depends on the same criteria, it shows how the company and the CEO is identified with each other … the same criteria is also the most important to build and sustain a CEOs reputation * Kilde: Burson-Marsteller og Research International Topplederundersøkelse 2005

36 35 Data: Tall i % av base: 135/88. Figuren viser kilder der man lærer mest om den enkelte toppleder Business newspapers are the most important communication channel for CEOs and companies TV, radio and the internet has become more important as a reputation communication channel the last two years due to a rapidly increasing focus in business news In addition, conferences, seminars and other meeting arenas has increased in importance Fra hvilke kilder lærer du mest om toppledere? * Kilde: Burson-Marsteller og Research International Topplederundersøkelse 2005

37 36 To build trust, a CEO must show the ability to take action within the first 6-8 months in the position… * Kilde: Burson-Marsteller og Research International Topplederundersøkelse 2005 Tall i % av base: 135/ Months Tall i parentes: antall måneders endring fra 2003 …to acquire the trust of the employees 7 months (0) …to establish good relations for the company 10 months (0) …to improve the financial results 17 months (+1) …to attract a management team with the right competence 7 months (-1) …to establish the company's visions and strategies going forward 8 months (+1) …to turn a negative trend around 15 months (+1)

38 37 Do you believe that the chairboard fires their CEOs too fast? Data: Tall i % av base: 135/ In time 32% Too early 49% Too late 16% In time 55% Too early 16% Too late 30% Twice as many business influentials than in 2003 believes that CEOs should be fired earlier The percentage that believe the CEO should be given more time is down from 49% to 16% The demands for the CEO ability to take action and show results are increasing * Kilde: Burson-Marsteller og Research International Topplederundersøkelse 2005

39 38 Zooming in on Norway's 2nd largest company * Kilde: Burson-Marsteller og Research International Topplederundersøkelse 2005

40 39 Hydro has the best reputation amongst business influentials Data: Tall i % av base inntrykk: 135/88. Figuren viser andelen som har svart 7-10 på en 10-delt skala for inntrykk %10%20%30%40%50%60%70%80%90%100% Hydro Hydro on top Potential reasons: Good results Strong management High ethical standards High profile- 100 years Company reputation * Kilde: Burson-Marsteller og Research International Topplederundersøkelse 2005

41 40 Hydro has a solid and evenly divided trust amongst key stakeholders % 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Hydro Investors Analysts Journalists Executives Government Investors have full confidence in Hydro, but Hydro should strengthen its position amongst governmental officials and analysts Company reputation – divided by stakeholders * Kilde: Burson-Marsteller og Research International Topplederundersøkelse 2005

42 41 Hydro Data: Tall i % av base: 135/88. Figuren viser andelen som har svart 7-10 på en 10-delt skala for inntrykk %10%20%30%40%50%60%70%80%90%100% The Hydro CEOs reputation is the second highest amongst the measured companies Eivind Reiten is amongst the countries most trusted leaders and has increased the trust the last two years Trust in CEO * Kilde: Burson-Marsteller og Research International Topplederundersøkelse 2005

43 42 Eivind Reiten has a higher trust amongst analysts than the company itself (79% vs. 94%) Media and governmental officials has the lowest trust amongst stakeholders % 80% 90% 100% Hydro The trust in the Hydro CEO varies more amongst the business influentials than of the company Trust in CEO- Divided by stakeholders * Kilde: Burson-Marsteller og Research International Topplederundersøkelse 2005 Investors Analysts Journalists Executives Government

44 43 Tall i % av base : 88. Figuren viser andelen som har svart 7-10 på en 10-delt skala for tillit (x-aksen) og andelen som har svart 7-10 på en 10-delt skala for inntrykk (y-aksen ) Inntrykk av selskap Tillit til toppleder Trust in CEO and company reputation in 2003 Svært godt Svært dårlig Svært lavSvært høy Hydro Hydro had a high trust in both CEO and in company in 2003 Korrelasjonsområde * Kilde: Burson-Marsteller og Research International Topplederundersøkelse 2005

45 44 Hydro Trust in CEO and Hydros reputation has increased further from 2003 to 2005 Hydro is number one Danger- The only way is down Korrelasjonsområde * Kilde: Burson-Marsteller og Research International Topplederundersøkelse 2005

46 45 That’s all folks! Applause

47 46 Back up

48 47 “In today’s world, where ideas are increasingly displacing the physical in the production of economic value, competition for reputation becomes a significant driving force, propelling our economy forward.” Alan Greenspan Federal Reserve Chairman Corporate Reputation

49 48 Hydros toppleder har meget høy kjennskap blant norske beslutningstakere Data: Tall i % av base : 135/88. Figuren viser andelen som har svart kjenner svært godt/lite grann til Hydro Vår analyse viser at kjennskap er en forutsetning for topplederens tillit Kjennskap til toppleder * Kilde: Burson-Marsteller og Research International Topplederundersøkelse 2005

50 49 Myndigheter og journalister har best kjennskap til Hydros toppleder Hydro har lavest kjennskap blant meglere/ analytikere, og forholdsvis lav hos investorer og andre ledere Kjennskap til toppleder- fordelt på målgrupper % 80% 90% 100% Hydro Investor Megler/analytiker Journalist Toppleder Myndighet * Kilde: Burson-Marsteller og Research International Topplederundersøkelse 2005

51 50 Tilliten til toppleder versus kjennskap til toppleder Godt samsvar mellom kjennskap og tillit Norske myndigheter har lavere tillit enn kjennskap til Reiten, mens det er omvendt for meglere og analytikere Investor Megler/analytiker Journalist Toppleder Myndighet Kjennska p Tilli t Kjennska p Tillit til toppleder og kjennskap til toppleder - fordelt på målgrupper * Kilde: Burson-Marsteller og Research International Topplederundersøkelse 2005

52 51 Hydros omdømme viser en solid oppadgående trend fra Tall i % av base inntrykk: 135. Figuren viser andelen som har svart 7-10 på en 10-delt skala for tillit (x-aksen) og andelen som har svart 7-10 på en 10-delt skala for inntrykk (y-aksen) Inntrykk av selsk. Tillit til toppleder Hydro 2005 Svært godt Svært dårlig Svært lav Svært høy Hydro 2003 Hydro * Kilde: Burson-Marsteller og Research International Topplederundersøkelse 2005

53 52 Hva tar vi med oss videre…  Hydros omdømme helt på topp  ” The only way is down”  Tilliten til Hydros toppleder Eivind Reiten er forholdsvis ujevnt blant beslutningstakerne  Hydro bør fokusere mer på kommunikasjon mot myndigheter og media  Hydro kan fokusere mer på kommunikasjonen mot analytikere * Kilde: Burson-Marsteller og Research International Topplederundersøkelse 2005

54 53 Management Team Reputation   Six out of ten worldwide business influentials (60%) believe the reputation of the executive management team is more important now than it was two years ago. Importance of Executive Management Team Vs. Two Years Ago

55 54 Selskapets omdømme blir stadig viktigere, og tillit til toppleder er nå avgjørende for selskapets omdømme... Vår globale undersøkelse viser at topplederen utgjør 47% av selskapets omdømme * Kilde: Den globale undersøkelsen CEO Capital laget av Burson-Marsteller og The Economist (EIU), gjennomført høsten 2005 Hvor stor betydning har tilliten til en toppleder for din oppfatning av selskapet

56 55 Who Wants to Be CEO?

57 56 Who Wants to Be CEO? TotalEur.NAA/PLA Want to Be CEO 46% 40% 36% 49% 73% Do NOT Want to Be CEO   A majority (54%) of global business influentials do not want to be CEO.   Europeans (60%) and North Americans (64%) are less likely to want the job and Latin Americans are the most eager. = lower than total = higher than total

58 57 Why Want to Be CEO? Rank* Enjoy complex problem-solving1 Directly affect the business2 Implement my ideas3 Help company go from good to great4 Build a company to last5 Make a difference in the world6 Build future leaders7 Contribute to employee well-being8 Earn generous compensation9 Reach the pinnacle of my career10 Serve in a prestigious position11   Global business influentials believe solving complex problems is the most enjoyable part of being CEO. The top five reasons for wanting to be CEO reflect the desire to be involved in running the business at the deepest level. SCORECARD Latin America Enjoy complex problem- solving Executives/ Financial Analysts Can directly affect the business Media/Government Can directly affect the business Media Get to build leaders Compensation is generous * Does not include CEO responses

59 58 Why Want to Be CEO? Total*Eur.*NA*A/P*LA* Enjoy complex problem-solving11111 Directly affect the business22222 Implement my ideas33344 Help company go from good to great44433 Build a company to last56656 Make a difference in the world65567 Build future leaders79775 Contribute to employee well-being87898 Earn generous compensation98989 Reach the pinnacle of my career Serve in a prestigious position   Business influentials of all regions believe solving complex problems is the most enjoyable part of being CEO. Compensation and prestige are the least important factors to influentials, regardless of region. = lower than total = higher than total * Does not include CEO responses

60 59 Why Not Want to Be CEO? Rank* Too little work/life balance1 Too much focus on quarterly earnings2 Too much stress3 Too much public scrutiny4 Sarbanes-Oxley and other regulations 5 Too much pressure to reduce costs6 Difficulty attracting and retaining talent7 Too many stakeholder demands8 Excessive media scrutiny9 Too much travel10 Too much board oversight11 Overly competitive business environment12 Diminished authority13 Compensation not worth the effort14   The biggest concern about being CEO is the lack of work/life balance. Other prevalent concerns are the quarterly earnings focus, general stress and public scrutiny. SCORECARD North America/Europe Sarbanes-Oxley/ Regulations Asia Pacific/Latin America Sarbanes-Oxley/ Regulations Europe Too much pressure to cut costs CEOs Work/life balance and public scrutiny Attract and retain talent * Does not include CEO responses

61 60 Why Not Want to Be CEO? Total*Eur.*NA*A/P* LA* Too little work/life balance11111 Too much focus on quarterly earnings23224 Too much stress32332 Too much public scrutiny44443 Sarbanes-Oxley and other regulations Too much pressure to reduce costs65687 Difficulty attracting and retaining talent79758 Too many stakeholder demands87866 Excessive media scrutiny Too much travel Too much board oversight Overly competitive business environment Diminished authority Compensation not worth the effort   For all four regions, lack of work/life balance tops the list for reasons to not want to be CEO. Other prevalent concerns are the focus on quarterly earnings, general stress and public scrutiny. = lower than total = higher than total * Does not include CEO responses

62 61 CEO Reputation payoff in Europe Total EurNAA/PLA Pay attention to what a CEO has to say11112 Recommend company as good alliance/merger partner23241 Give a company more time to succeed32524 Maintain confidence in company when share price lags Buy stock in a company55456 Believe a company under pressure from the media67378 Recommend a company as a good place to work76863 Recommend a company’s stock88687 Prefer a company’s products and services99999   Influentials in Europe report that CEO reputation has the greatest influence on their likelihood to listen to what a CEO has to say and recommend the company as the preferred partner. = lower than total = higher than total

63 62 Profitability Vs. Social Responsibility   Global business influentials believe that 74% of a company’s responsibility is to make a profit and 26% is to advance societal interest. The debate over profit vs. corporate responsibility continues to be hotly discussed in the media.* Profit Vs. Societal Interest * “Social Responsibility: Do The Right Thing,” BusinessWeek, 15 August 2005 Profit Societal interest


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