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This marks a shift in corporate philanthropy sincew the Roundtable released itsin 2000, which noted that corporatre responsibility was beginning to evolve from communithy impact to bottom line The most recent report shows that the indeed, has taken place. Boston struggles to maintain its collegew grads as they move intothe workforce, and the Roundr Table report underscores that philanthropy is a factotr making some local companies more attractive to younget workers. The Roundtable issued the report in collaboration with the Universityh of Massachusetts Boston EmergingLeaders Program.
A team from the Emerginf Leaders Program started workin g on the report last interviewing 20 Massachusetts companies about their corporate socialo responsibilityactivities -- predominantly large companes and representing a cross-section of industries. “Historicallg CEOs would engage in philanthropy because it was the righft thingto do. They wanted to be good corporated citizens,” said J.D. Chesloff, deputy director of the MassachusettsBusinesa Roundtable. “Now there’s a good business case to incorporatinbg it into theirbusiness plan. There’ s a bottom line impact to it, in additionm to being good for all the othedcommunity reasons.
” Based on the findingsx from the 20 companiex included in the research, the reporg suggests five ways companies can build a culture of sociak responsibility: • Create a clear link to the company’s missiobn and secure endorsement at the executivr level. • Engage employees at all levelsas decision-makeras in relation to corporate social responsibility targets and activities. • Leveragde employees’ skills to make positive contributionzs tothe community.
• Provide opportunities for employeee to developnew “A lot of it is around a companyg being authentic about wanting to do somethingf in the community and listening to what the employeea are interested in doing and connecting it to the valuesa of the company,” said Ellenh Remmer, CEO of The , a nonprofit that promotes strategicx philanthropy and advises donors.
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