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Marketing and Profiting From An Ethics Edge
Presented by
Calgary June 5, 2015
David NitkinPresident, EthicScan Canada
Questions1. What do we mean by upmanship?2. Is it moral or ethical to market an ethics
edge?3. What does superior or responsible CSR
performance look like?4. How can we embed and enhance ethical
choices, decisions and outcomes?
The Meaning of Upmanship (1)
1. Do one better2. The art or practice of outdoing or keeping
one jump ahead of a friend or competitor3. Continuous improvement4. Aim your decisions higher on the minimize
harm, do no harm, do good triangle
The Meaning of Upmanship (2)
• Striving to do better• Realizing more stakeholder expectations• Building upon experience of others• Addressing social needs• Transformative nature of “we are wrong”• Decisions higher up the goals hierarchy
Thesis• Canadian business people have not realized
their potential as an agent of change– Community investment– Role model employment equity– Redefine socially acceptable forms of “trust-
based” economic globalization– Intellectual capital– Lack responsible Canadian governance model
The Ethicality of Marketing Ethics Yes – its right to market
an ethics edge No it’s not
Values Everyone does it Not all organizations are ethical or equal
Morality (Public reaction)
You will be rewarded by the public
You can be harshly judged by the public or certain stakeholders
Share price 30-60% of valuation is reputation: Apple, Coca Cola
Share prices typically increase with layoffs
Sustainability footprint
Measure and market an ethics edge
Scientific knowledge-based certainty is questioned
Quantifying Superior CSR Performance (1)
• Return on investment• Shared values• Stakeholder engagement• A respected employer of choice• Corporate reputation• Cultivation of “gold collar” workers
Quantifying Superior CSR Performance (2)
• There are some who find answers in a particular framework (GC, Future Fit, GRI)
• Others look for support and standards without assessment or benchmarking
• CSR standards change over time (society, science, politics, footprint, expectations)
• One size cannot fit all circumstances
Assessing and Quantifying Superior Performance (1)
Green Blue Grey Brown
Organizational Ethic
Sustainable Empowerment Profitable short and long term
Short term
Partnering Engagement Community investment
Philanthropy Isolation; charity of owner
Standard setting
Eco-conscious Results based management
Management Dominant family or shareholder
Management style
Outside in Top down and bottom up
Inside in isolation
Top down hierarchical
Assessing and Quantifying Superior Performance (2)
Green Blue Grey Brown
Performance approach
GRI G4 Global compact Accounting standard
Audit standard
Ethics regimen Whistle blower protection
Ombudsman Harassment policies
Code of ethics
Progressive practices
Sabbatical Same sex benefits
Emergency family days
Compassionate leave
Audit Internal and external
Disclose executive compensation
GAAP Internal audit
Higher Thinking To Up Your Performance
• Don’t strive to keep all stakeholders happy• Sharing values isn’t the same as shared values• Transparency, honesty and accountability can
find expression in all organizations• Be wary of one size (reporting standard,
performance metric) fitting all companies• Do the right thing even if it’s for the wrong
reasons