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Horizon Research: BACS Partner and Board of Trustees
Horizon Research has provided a significant survey for BACS to develop strategy and has completed surveys for a number of BACS members. Horizon Research can work with you with their valuable analysis and strategy advice by a senior team which aims to give you market leadership. The team has extensive experience in market research, marketing, policy and product development and communications. Find out more here.
The Stanley East Company: BACS Partner and has billeted BACS since inception.
The Stanley East Company has completed a number of surveys over the past five years in New Zealand to garner information on the corporate social responsibility scene. These include flash surveys, dipstick surveys and to collect data for the BACS Good Business Eggs. Some examples below over the past five years of checking on business in New Zealand.
Six businesses rated well as ‘good business eggs’ when the tough stuff was happening, these were the ones that showed how a company could do the business with compassion.
A Flash Survey on how New Zealand businesses reacted to the Hanmer earthquake in November 2016.
A flash survey is a swift and nifty tool to capture what’s happening during real- time events and in this case to gauge corporate leadership during this turbulent period after the Hamner earthquake and areas affected.
This has been the third flash survey after a major earthquake in New Zealand by The Stanley East Company since the devastating quake on February 22nd 2011 in Christchurch.
We saw then a number of major businesses had taken leadership in conveying not just business details of open/closed shops or offices but showed great compassion and provided resources for communities struck by the damage. We also mentioned those that had shown empathy in their messaging, after all we are all people.
Alas back then, one business had no mention of assisting people via their media during the terrible times that Christchurch and beyond had suffered. We spoke to them afterwards to convey our dismay, their response was “there was an intranet for their staff”, however family, friends and customers would not have been impressed. And worst of all their main message on their website was their share market value that day!
In 2013 we conducted another flash survey and again we wanted to see evidence of good corporate social responsibility after this earthquake in Wellington. Improvements in social media should have ensured better messaging for what information was needed and yet we found dire examples of poor communication.
Despite public quake information that advised those working in Wellington CBD to stay away until at least the midday (later extended until the next day) we found out that one employer expected their employees to turn up for work in a CBD high rise building that morning leaving 3 people to walk up 14 stories and be left alone in an unsafe environment.
What of this most recent event in Hanmer and nearby areas? Read it here.
Who were the three good eggs?
A survey on Disability in the Workplace as part of diversity in corporate social responsibility.
Twenty companies were surveyed by The Stanley East Company in 2013 to gain knowledge on how NZ business directs their approaches to recruiting and retaining staff with disabilities. Businesses included SME’s through to large global corporates to provide a useful snapshot of differing approaches across varied industries, types of companies, and locations.
There are proactive practices whereby international businesses employing disabled people see positive returns.
In the USA a report called “A Better Bottom Line: Employing People with Disabilities” focused on the financial benefits. The drugstore chain Walgreens claim they do it not out of charity but for the competitive advantage in employing disabled workers as they are more efficient and loyal than their non-disabled colleagues. Absenteeism is down, staff turnover has reduced, and workplace accidents are fewer.
Melbourne’s Deakin University research found that: Disabled people are absent from work 85% less than other people and are cheaper to maintain in employment (recruitment, safety and insurance costs).
UK hardware chain B&Q has taken a very proactive approach to creating a diverse workplace: as well as opening two stores staffed entirely by people over the age of 50, it has also actively recruited disabled staff, which has resulted in increased sales to customers with a disability.
Finally, as the workforce ages and workers retire at older ages, it is likely that many existing employees may find themselves with an age – related disability, so preparing to be able to retain the services of employees with many years of service and knowledge means businesses can future proof themselves for this. Read it here
Shake, Rattle and Corporate Social Responsibilty.
A flash survey of 45 business online responses to the
recent earthquakes inNew Zealand.
Who were the four good eggs?
After a strong earthquake in the New Zealand mid-winter jolted people from their lazy Sunday afternoon into heart thumping, cortisol pumping hours of worry and fear how did business respond?
Recent history had eliminated any complacency that Kiwi’s once had, shrugging their shoulders as they happily ignored the screams of recent immigrants new to what the Tanewhas were doing as an earthquake rattled through the land.
After the February 2011 Christchurch disaster The Stanley East Company surveyed messages that companies had put online to their communities in order to check corporate social responsibility was being truly effective rather than ‘just words’.
Workers during that time had wanted workplace information, shoppers demanded to know where to buy food, mothers searched for their daughters and many needed a little dose of compassion. There were some businesses good at supplying these.
The method of communication has always been important, carrier pigeon, morse code, texts and Facebook all have their place in history. And of course a big shout to social media when these types of disasters occur, for all the reasons we appreciate; instant words and pictures, however if the message is not effective it is as useless as a penguin-in-flight. Read it here
Coca Cola, Corporates and Communities. A flash survey of 20 community organisations that work under the umbrella of
Who were the six good eggs?
Which corporates promote healthy living in NZ and who ‘walks the talk’ rather than just ticking a corporate social responsibility box?
The departing CEO of Coca Cola leaves New Zealand with the claim that Kiwis hate corporate business. Whilst the incoming CEO brings with him the latest news/advertisements that Coca Cola has joined the war on excessive calories as part of ‘healthy living’. All this fuelled with media commentators stating that ‘corporates cannot be trusted.’
If corporates are not to be trusted then surely nobody would want to work with them in partnership. Can any major company promote good health? Is it the usual suspects, food and beverage businesses, fitness or insurance companies?
For those who work in the health community particularly in not-for profit organisations many rely or attempt to, on corporate giving. The Stanley East Company surveyed 20 community organisations that work under the umbrella of ‘healthy living.’
They included groups and organisations that work with communities-in-need, some in food rescue, others in mental health situations or working with children, the elderly and those in distress. All recognised the need to live holistically and no one offered a single solution to fix all. A regular comment was ‘ making small changes in peoples lives brings significant positive results’. Read it here
‘Business and Community, a Marriage made in Heaven?’ A flash survey of 30 NZ community organisations on
partnering with business.
Who were the seven good eggs?
Does business engagement in the community make for perfect corporate social responsibility?
Many community organisations flirt with the idea of partnering with business, the perfect match between the gorgeous young thing with high ideals and worthy causes (an Eva Longario) with a strong, debonair business donor aligned with success and wealth (a George Clooney) should surely be a marriage made in heaven?
Why would a community organisation want to go knocking on the door of a business partner in the first place? The Stanley East Company surveyed 30 New Zealand community organisations, representing health, community empowerment, the arts and education.
During their early courtship days community groups wanted to find the right partner, so we asked them how many companies had they approached? This appeared unknown for many, as numerous doors had been knocked on, too many funding applications had gone unrequited and too much water had swept under the bridge ravaging the memories of those that spent their days trying to get a response.
So what made them do it, what did they want from their partner-to-be? And what sort of response did they get? Read it here
‘One Dot Joined’ A flash survey of 25 major NZ businesses on CSR
Who were the seven good eggs?
Who can I speak to about Corporate Social Responsibility please? Ok then, Sustainability? Er….Community? Well how about…Sponsorship? Shall we try Marketing? Aaagh… Can I speak to ANYONE?
Do smart PR tactics make it easy to greenwash or whitewash companies lack of community investment? And if a company website is a source of veracity and integrity then how does the company respond when an enquiry is made of it?
With this in mind the Stanley East Company flash-surveyed 25 major businesses in New Zealand who claimed to be savvy with their corporate social responsibility (CSR).
Some websites used swaggering statements with emotive words that included, ‘ethical working, responsibility, commitment and supportive.’ There were bold announcements of the importance of involvement in the community and with such worthy statements we were sure they would be delighted to speak to us. Read it here
How did New Zealand business respond immediately online to the Canterbury earthquake in February 2011?
Who were the eleven good eggs?
The earthquake that hit Canterbury in February 2011 was devastating with loss of lives, homes, business and infrastructure.
The Stanley East Company conducted a flash- survey of company websites to monitor their response to the public, customers and staff within the first 48 hours when people were anxious, looking for loved ones, unsure of what was happening and in need of information.
Most companies had responded after a period of a week and some later, but it was the immediate aftermath when loved ones were seeking information, resources and solace. As a mother residing in Auckland looking for a daughter in a Christchurch office building I would want to see something on the company website.
There was no expectation of companies who were in the midst of it to be able to manage their communications. Although as many corporates in NZ have major offices elsewhere it was reasonable to assume there would be information, resources and solace for all to see.
This was at a time when nobody knew what to expect, panic was in the air and information was imperative. Some surprises turned up, one major company stressed its latest dividend on the front page with no mention of the disaster until the ‘news’ page was hit and several global companies made no mention of it whatsoever.
So how does Corporate Social Responsibility fit in this situation? If this isn’t the best practice of sharing between community and business then what is? Read it here