BCCCC State of Corporate Citizenship 2012

This file is the full 2012 State of Corporate Citizenship report from Boston College Center for Corporate Citizenship. This report was highlighted in the February 2013 Best Practice Network Webinar on February 12, 2013.

1. Commitment to Value
The State of Corporate Citizenship 2012

2. Boston College Center for Corporate Citizenship
www.BCCorporateCitizenship.org

3. State of Corporate Citizenship 2012
www.BCCorporateCitizenship.org 1
Table of contents
© Copyright 2012 Boston College Center for Corporate Citizenship. All rights reserved. This publication was prepared by
Boston College Center for Corporate Citizenship and may not be reprinted without permission.
2 Executive summary
3 Key findings
4 Economic context for business
5 The executive point of view
9 Report findings
11 Integration of citizenship and business goals
11 Reputation and trust
14 Alignment of corporate citizenship
14 Connecting with business value
15 Connecting with stakeholder interests
16 Characteristics and priorities
18 Perspectives of executives and consumers on issues and causes
25 Industry perspective influences corporate citizenship strategy
25 Protecting and preserving the environment
25 The employment environment and competition for workers
25 Building reputation and trust
30 Commitment to corporate citizenship
30 Long-term approach brings returns
31 Environmental stewardship leads in resource allocation
31 Investment and commitment remain high
36 Conclusion
37 Profile of companies surveyed
39 Methodology
41 Works cited

4. 2 www.BCCorporateCitizenship.org
The State of Corporate Citizenship 2012
In the 2012 State of Corporate Citizenship, executives issue a clear verdict —
corporate citizenship delivers real business results. It doesn’t just make firms
look good and employees feel good. It helps to achieve business goals such as
increasing market share and managing risk.
This report, conducted by the Boston College Center for Corporate Citizenship, is
the fifth biennial survey of the attitudes and commitments of business executives
toward corporate citizenship. In this year’s survey, executives who say that corporate
citizenship contributes to their companies’ business goals are more likely to report
success with those goals. This is true across every kind of business objective
tracked in the survey – and most pronounced with reputation and corporate culture.
Respondents who say that their corporate citizenship activities are intertwined with
their efforts to enhance reputation and corporate culture are up to nine times more
likely to report successes in those areas. The inverse is also true: Executives whose
companies do not use corporate citizenship to help achieve business goals are less
likely to report success with those goals. Taken together, these results suggest that
firms that integrate corporate citizenship with business goals have at their disposal
a more robust set of tools for serving customers, shareholders, and communities.
The surveyed executives also report that, even in the face of an anemic economy
and a volatile stock market, their firms sustained or increased resources on
corporate citizenship – and they projected that these resources would be sustained
or increased for the next three years.
Executive Summary

5. State of Corporate Citizenship 2012
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State of Corporate Citizenship 2012
3
Key findings for 2012
• Eighty percent or more of all executives, across
all business types and industries, confirm that
environmental, social, and governance invest-
ments create financial value for their companies.
• Companies that align corporate citizenship
strategy with overall corporate strategy are more
likely to achieve important business objectives.
With reputation- and corporate culture-related
objectives, success was as much as nine times
more likely for those who integrated than for
those who did not.
• Environmental sustainability programs received
the greatest increases in funding over the past
three years and are expected to continue to be a
funding priority over the next three.
• Duration of investment in corporate citizenship
appears to have an impact on success with related
business objectives. The percentages of those re-
porting success in achieving business objectives
increased as the duration of an average corporate
citizenship effort increased. Increases ranged
30 to 50 percent when comparing durations on
one year or less versus four years or more.
• Companies serving business-to-business (B2B)
and business-to-consumer (B2C) markets place
more emphasis on corporate citizenship than
those companies operating only in B2C markets.
Executives from solely B2C companies express
the least confidence that corporate citizenship
generates shareholder returns. This may be
attributable to consumers’ reluctance
to fully
embrace higher prices related to the cost of
socially or environmentally conscious products.
0%
20%
40%
60%
80%
100%
Waste reduction & recycling programs
Engagement with stakeholders
Community economic development
Compliance & transparency
Philanthropy/corporate giving
Diversity among employees
& supple chain partners
Reporting on environmental
& social performance
75% or more of respondents said these activites
contributed to corporate citizenship success
• Engagement with stakeholders
• Compliance & transparency
• Tax compliance
• Fair employment prac tices
• Philanthropy/corporate giving
• Waste reduction & recycling programs
• Diversity among employees & supply chain partners
40% or more of respondents said they will
increase resources for those activities
highlighted in purple

6. Boston College Center for Corporate Citizenship
4 www.BCCorporateCitizenship.org
Economic context for business
To fully appreciate the value of corporate citizen-
ship and the insights derived from this study, it is
important to understand the economic climate in
which the survey respondents are operating and the
impact this has on their environmental, social, and
governance initiatives.
According to the Organization for Economic Co-
operation and Development (OECD), the first nine
months of 2012 were a struggle for the United
States and world economies as they continued to
recover from the financial crisis of late 2008 and
early 2009, and the ensuing recession. Globally, the
Eurozone’s sovereign debt crisis and banking woes,
and a slowdown in China are hampering growth
and keeping the recovery sluggish. The OECD,
however, projects moderate improvement in the
global economy in the coming year. Specifically:
• Business confidence has started to stabilize and
order books appear to be stabilizing and even
turning up in many of the major economies.
(See Figure 1).
• Business investment remains below longer-term
norms in many countries but has risen since the
start of the recovery, buoyed by strong corporate
profits and healthy balance sheets.
• Growth in the United States will pick up slowly,
with private consumption helping to lower un-
employment, which is projected to
drop below
7.5 percent by the end of 2013.
Future expectations
The OECD predicts that over the longer term,
demographic changes including aging populations
in the developed world, and macro-economic forc-
es such as shifting labor participation and rising
productivity, will result in shifts in the composition
of global GDP (see Figure 2; (The Economist 2011))
Specific factors driving this change include:
• The growth of developing countries – project-
ed to continue to outpace that of developed
countries – driven primarily by a catch-up in
productivity.
• The pace of developing-world growth – projected
to decline to around an average of 5 percent per
year in the 2020s, down from more than 7 per-
cent a year over the past decade.
Figure 1
Stabilization of business confidence in major economiesSource: Markit.
OECD (2012), OECD Economic Outlook, Vol. 2012/1, OECD Publishing

7. State of Corporate Citizenship 2012
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The executive point of view
When executives were asked how the economy
affected their ability to engage in corporate citi-
zenship, the most common comments centered
around reductions in resources and the pressure
to focus initiatives carefully. Analysis of the re-
sponses to the open-ended question about the
economy’s impact captured the words and phras-
es used most frequently by respondents. The
more frequently a word or phrase was used, the
larger it appears in a graphic such as the one be-
low. The arrows indicate the relation of words or
phrases to each other.
As illustrated in the graphic below, the word
“reduced” was one of the words used most fre-
quently, often relative to “efforts” and “financial.”
Interestingly, analysis also shows the word “ef-
forts” was frequently related to both “increased”
and “decreased,” indicating variation in both the
-15
% -5
% 5
% 15
% 25
% 35
%
Japan
Spain
China
Brazil
US
Euro area
India
Germany
Italy
Source: Haver Analytics, as published in The Economist, 2011
Figure 2
GDP and employment
Q4 2007 - Q3 2011, % change
GDP Employment
na
nil
Figure 3
Executives comment on impact
of economy on corporate citizenship
reduced
efforts
constraints
financial
economic
pressure
financial
+
–
growth economic budget

8. Boston College Center for Corporate Citizenship
6 www.BCCorporateCitizenship.org
0
%
10
%
20
%
30
%
40
%
50
%
Average across industries
Finance and insurance
Arts, entertainment, and recreation
Accommodation and food services
Construction
Health care and social assistance
Professional, scientific,
and technical services
Manufacturing
Information
Transportation and warehousing
Waste and facilities management,
holding companies
Utilities and mining
Retail trade
Wholesale trade
Services other than public
administration
Figure 6
Current economic climate negative
influence on CC efforts, by industry
0
%
10
%
20
%
30
%
40
%
50
%
Figure 4
Factors most frequently reported as
hindering success of corporate citizenship
Levels of support among
managers in company
Levels of support among
executives at company
Levels of support among
non-mgmt. employees in company
Levels of public trust
Media attention
Global market competition
Pressure for long-term
financial performance
US economy
US political environment
Regulatory environment
Pressure for short-term
financial performance
Political environment
outside the US
Executive turnover
Figure 5
Factors most frequently reported as helping success of corporate citizenship
60
%
70
%
0
%
10
%
20
%
30
%
40
%
50
%
60
%
70
%
Annual revenues $5 billion and over
Annual revenues
$1 billion - $4.99 billion
Annual revenues
Less than $1 billion
60
%
effects and responses to economic pressures.
Another frequent, and not surprising, connec-
tion in respondents’ comments is the word “con-
straints,” relative to “growth,” “financial,” “eco-
nomic,” and “budget.”
Some examples of comments by respondents:
“There is a greater sense that as a large company
we have a responsibility to do more to support our
communities and be a good neighbor. Also a bigger
sense of urgency to contribute more time and money to
charitable organizations.”
“The current economic crisis makes it difficult to
continue or increase corporate citizenship efforts.”
“The weak economy has hindered the effort and
removed much of the financial support.”

9. State of Corporate Citizenship 2012
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0
%
10
%
20
%
30
%
40
%
50
%
Average across industries
Finance and insurance
Arts, entertainment, and recreation
Accommodation and food services
Construction
Health care and social assistance
Professional, scientific,
and technical services
Manufacturing
Information
Transportation and warehousing
Waste and facilities management,
holding companies
Utilities and mining
Retail trade
Wholesale trade
Services other than public
administration
Figure 6
Current economic climate negative
influence on CC efforts, by industry
0
%
10
%
20
%
30
%
40
%
50
%
Figure 4
Factors most frequently reported ashindering success of corporate citizenship
Levels of support among
managers in company
Levels of support among
executives at company
Levels of support among
non-mgmt. employees in company
Levels of public trust
Media attention
Global market competition
Pressure for long-term
financial performance
US economy
US political environment
Regulatory environment
Pressure for short-term
financial performance
Political environment
outside the US
Executive turnover
Figure 5
Factors most frequently reported as helpingsuccess of corporate citizenship
60
%
70
%
0
%
10
%
20
%
30
%
40
%
50
%
60
%
70
%
Annual revenues $5 billion and over
Annual revenues
$1 billion - $4.99 billion
Annual revenues
Less than $1 billion
60
%
Figure 4
Corporate citizenship programs in medium-
sized companies were most hindered by
the economy, those in small businesses
were most hindered by pressure to deliver
short-term results, and those large busi-
nesses were most affected by the U.S.
economy and pressure to deliver short-
term results.
Figure 5
Executive turnover both helped and
hindered small businesses more than
their larger counterparts. Large busi-
nesses were better able to take advan-
tage of global market competition. Small
businesses were helped most by the
U.S. economy compared to large and
medium size companies. Levels of support
from managers and executives were most
important to large and medium business-
es. Companies of all sizes were helped
equally by public trust.
Figure 6
Some industries experienced relatively
little impact from the down economy,
notably and surprisingly, utilities and min-
ing, retail trade, wholesale, and services.
“It has caused us to decrease our donations to charita-
ble groups and forced us to spend less time on making
a difference in our communities in which we operate.”
“The current climate causes our company and others
to have to tighten our belts and slows down progress
in every area.”
When asked to select from a list of factors that
hindered or helped the success of corporate citi-
zenship, respondents most frequently reported
the U.S. economy as a hindrance, and most fre-
quently selected support among managers in the
company as helping (see Figures 4 and 5).

10. Boston College Center for Corporate Citizenship
8 www.BCCorporateCitizenship.org
Microsoft’s Smith calls corporate citizenship
a company’s conscience
Microsoft was the company most frequently named by respondents as the
leaders in corporate citizenship. Brad Smith, Microsoft general counsel and
executive vice president, Legal and Corporate Affairs, appeared at the Cen-
ter’s 2012 International Corporate Citizenship Conference and shared the
story of Microsoft’s journey to pursue initiatives that deliver real impact and
join the strategy and larger purpose in society.
Smith told attendees their job is to ensure their companies’ efforts are real, a part of the fabric
of what and who they are as companies. “If it’s just the cherry on top of the cake, the applause,
while initially loud, typically doesn’t last,” he said.
Smith stressed the importance of measurement and knowing “not just what you are doing,
but what you are doing with impact.” He said companies also must be willing to put them-
selves out there a bit to persuade critics of the sincerity of what they are doing. He talked
about the need to challenge the firm to push the limits of the status quo and to give more
momentum to overall efforts by thinking not only about individual initiatives but also about
their cumulative effects.
Microsoft chose to integrate its philanthropy with public policy positions on education fund-
ing and immigration reform. The company’s effort on immigration took flight when three
employees urged the company to help refugees of the Bosnia-Kosovo war. This led to creation
of technology with HP to provide identity cards for refugees, building of a database to reunite
families, and later a national nonprofit to support refugee children who had become separated
from parents and faced deportation.
A true test of what it means to work responsibly comes when problems arise. Smith recalled
Microsoft’s response when a 2010 New York Times story claimed the company was complicit
in a crackdown by Russian prosecutors on small newspapers and NGOs for software counter-
feit. Microsoft put a program in place within 24 hours to create blanket license agreements to
automatically and immediately apply to every NGO and newspaper in Russia. Smith said the
case provided fundamental learning about the difference between managing problems and
solving them.
To drive corporate engagement into the realm of problem-solving, Smith remarked, every large
institution needs a conscience. That conscience may not have every answer but it needs to
be heard. It is, he said, what corporate citizenship is all about. “It’s the work that will make
corporate citizenship real, and I believe that should be our goal.”

11. www.BCCorporateCitizenship.org 9
The State of Corporate Citizenship 2012
The State of Corporate Citizenship reports how U.S. executives view
corporate citizenship and their firms’ performance in the environmental,
social, and governance dimensions of business – and about how corporate
citizenship contributes to business objectives such as increasing market
share and improving financial performance. Corporate citizenship is defined
as corporate initiatives related to “community involvement, philanthropy,
environmental, and governance issues.” This is the fifth such report since
2003, and it is built upon an online survey of executives from 749 mostly
medium and large U.S. companies operating both domestically and globally.
In 2012, commitment to corporate citizenship is burgeoning. Despite a tough
economy, investment in corporate citizenship has taken hold, with the majority
of executives reporting continued commitment to almost all dimensions of
citizenship. Even during the difficult economic times of the past three years,
resources for corporate citizenship were sustained or increased.
Financial and executive-level commitment to citizenship efforts is high, though
not equal across industries or priorities. Executives say that their companies
value all corporate citizenship areas to some extent and that resources have
been sustained or grown across all areas over the past three years.
There is reason for optimism about continued progress. When asked about
future levels of investment, respondents predict sustained or increased levels,
with the highest increases projected for environmental programs.
Report findings

12. Boston College Center for Corporate Citizenship
10 www.BCCorporateCitizenship.org
Travelers EDGE investment brings returns
for the community and the company
For The Travelers Companies, Inc., funding education programs
in the community is an important investment in youth, the economy
and, ultimately, the sustainability of the company.
These investments, which focus on communities in the Hartford,
Conn., and St. Paul, Minn., regions, are designed to strengthen
local education and provide a long-term return on investment back to
Travelers in the form of an educated workforce. The company’s
signature education program, Travelers EDGE (Empowering Dreams
for Graduation and Employment), creates a pipeline for under-
represented students to develop the skills necessary for success in
college and ultimately the workplace.
“The quality of life in our communities, and the health of our business, depends on a well-
educated population,” said Marlene Ibsen, vice president of Community Relations. “This pro-
gram is building a pipeline of diverse, talented candidates for our company and our industry.”
The primary objective of Travelers EDGE is to increase the number of underrepresented stu-
dents who complete a bachelor’s degree and are prepared for a career at Travelers or within
the insurance and financial services industry. Additionally, the Travelers EDGE program pro-
vides an in-depth approach to supporting students, including opportunities for mentoring,
internships, academic support, and professional development – designed to provide students
with a competitive “EDGE” for their futures.
Travelers is one of the nation’s largest property casualty companies with more than 30,000
employees, 13,000 independent agents and multiple market segments across the personal,
business, financial, and international insurance groups. In 2011, Travelers employees contrib-
uted more than 31,000 corporate and personal volunteer hours, up from 22,000 the previous
year.
Travelers and the Travelers Foundation in 2011 provided approximately $21 million in commu-
nity support with approximately $9.5 million directed to educational causes and organizations.
Additional charitable giving is directed to arts, culture, and community development activities.
Marlene Ibsen
Vice President of
Community Relations

13. State of Corporate Citizenship 2012
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Integrated corporate citizenship Unintegrated corporate citizenship
50%60%70%80%90%100%
Improve ability to motivate
employees
Help solve social problems
Meet and manage
community expectations
Remediate
environmental damage
Preserve the natural
environment
Increase awareness of issues
Enhancing reputation
Improve ability to retain
employees
Fostering greater public trust
Reducing waste in
business operations
Reinforce firm traditions
and values
Managing regulatory
environment
Improve ability to recruit
employees
Managing and meeting the
expectations of consumers
Improving risk management
Maximize profit for
owners/shareholders
Secure sustainable
supply chain
Improve access to finance
Improve access
to new markets
Increase market share
Figure 7
Corporate citizenship’s contribution –
Success in achieving various outcomes
Integration of citizenship and
business goals
This comparison of two questions regarding
corporate citizenship integration and business
success illustrates that corporate citizenship
investments can improve the likelihood of
success with important business objectives.
This year’s key finding is that executives who say
their companies’ corporate citizenship contributes
to achieving business goals are also more likely
to report success with those goals. This was true
across all business objectives, and it was most pro-
nounced in objectives related to reputation and cor-
porate culture. Executives reporting integration of
corporate citizenship and business goals are up to
nine times more likely to report success with repu-
tational and cultural goals (see Figure 8c), with the
most pronounced gains in an improved ability to
motivate employees (see Figure 7).
In contrast, companies that do not use their citi-
zenship to help achieve business goals are less
likely to report success with those goals. Taken to-
gether, these results suggest that firms committed
to citizenship have a more robust set of tools for
achieving their business goals and serving their
customers, shareholders, and communities.
Reputation and trust
Corporate citizenship has the greatest impact on
companies’ reputations and corporate cultures and
the largest companies benefit the most. Eighty-
three percent of respondents whose companies
have revenues of more than $5 billion say that cor-
porate citizenship contributes to their success in
fostering public trust.
Smaller companies benefit, too, although not as

much. Among respondents whose companies have
revenues of less than $1 billion, 72 percent report
that corporate citizenship contributes to enhanced
reputation and corporate culture.

14. Boston College Center for Corporate Citizenship
12 www.BCCorporateCitizenship.org
This chart is a comparison of three questions regard-
ing integration, success with business outcomes, and
importance of business outcomes. In Figure 8a, the
size of the bubble illustrates the importance executives
place on that outcome. The larger the circle, the more
important.
Figure 8b illustrates the increased likelihood of reported
success among those who integrate corporate citizen-
ship in overall business strategy as compared to those
who do not integrate citizenship. In figure 8b, those
that integrate corporate citizenship are 4X more likely
to report success with meeting consumer expectations
and 3X more likely to report success with retaining
employees.
Figure 8A
Business outcomes and integration of corporate citizenship
Manage consumer expectations
Increase market share
Enhance reputation
Motivate employees
Retain employees
Risk management
Recruit employees
Manage community expectations
Reduce waste
Foster greater public trust
Sustainable supply chain
Help solve social problems
1
x
2
x
3
x
4
x
5
x
Manage consumer expectations
Retain employees
Reduce waste
Figure 8B
Likelihood of reported successful outcomes
Reinforce firm traditions and values
There were substantial differences across
industries, in terms of which business outcomes
respondents reported their firms achieving suc-
cessfully, and in how and to what degree corporate
citizenship initiatives contribute to that success.
These differences likely reflect variation in the ma-
teriality of issues and activities across industries.
A higher percentage of respondents from publicly
traded companies than from private firms report
the importance of a sustainable supply chain,
improving employee recruitment, and preserving
the natural environment (more than a 5 percent
difference for each outcome).
Companies that serve both B2C and B2B
markets value citizenship activities that foster rep-
utation and public trust and that protect the natural
environment more than businesses that operated
either solely in the B2B or B2C markets.

15. State of Corporate Citizenship 2012
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Figure 8c illustrates both the increased likelihood of success with important business
objectives on the Y axis and the increased likelihood that a firm would report being un-
successful on the X axis. Looking at risk management, firms that integrated corporate
citizenship were twice as likely as firms that did not integrate to report success. Firms
that did not integrate were 4X as likely to report being unsuccessful with that same
objective as those that did integrate. Firms integrating corporate citizenship in achiev-
ing the business objective of enhancing reputation were 9X more likely to report being
successful in achieving that objective.
0
x
2
x
1
x
1
x
2
x
3
x
4
x
5
x
6
x
7
x
8
x
9
x
4
x
3
x
5
x
Likelihood of reported successful outcomes when corporate citizenship is integrated
Likelihood of reported unsuccessful outcomes when corporate citizenship is not integrated
Figure 8C
Intersection of corporate citizenship and reported success
with achieving business success
Manage consumer expectations
Increase market share
Enhance reputation
Motivate employees
Retain employees
Risk management
Recruit employees
Manage community expectations
Reduce waste
Foster greater public trust
Sustainable supply chain
Help solve social problems
Reinforce firm traditions and values

16. Boston College Center for Corporate Citizenship
14 www.BCCorporateCitizenship.org
Alignment of corporate citizenship
Connecting with business value
The majority of executives believe that corporate
citizenship benefits their shareholders and their
bottom line. At least 80 percent of executives, across
all business types and industries, confirm that envi-
ronmental, social, and governance investments cre-
ate financial value.
Executives at public companies operating in both
the B2B and B2C markets most frequently predict
long-term returns. Their counterparts at companies
operating only in B2C markets are more skeptical
– they tend to express the least confidence that cor-
porate citizenship generates shareholder returns.
They’re also the most likely to say that citizenship
will provide no return of value to shareholders.
Yet even in this skeptical group, the percentage
reporting no return does not exceed 20 percent.
Delving down into particular kinds of citizenship,
executives say that this pattern of support for the
value of investments follows similar curves over
all three measured dimensions – environmental,
social, and governance (see Figures 9, 10 and 11).
Environmental investments are reported most
frequently as returning value to shareholders. So-
cial investment returns are reported second most
frequently, followed by governance investments.
Though the percentage reporting return on gov-
ernance investments is modestly lower than those
Return value to shareholders in
the long term (11 years or longer)
Return value to shareholders in
the medium term (4-10 years)
Return value to shareholders in
the short term (1-3 years)
Do not return value
to shareholders
50
%40
% 60
%70
%30
%20
%10
%0
%
B2B Public
B2C Private
B2C Public
B2B-B2C Private
B2B-B2C Public
B2B Private
Figure 9
Environmental investments return value
to shareholders by co. type and return horizon
50
%40
% 60
%70
%30
%20
%10
%0
%
B2B Public
B2C Private
B2C Public
B2B-B2C Private
B2B-B2C Public
B2B Private
Figure 10
Social investments return value
to shareholders by co. type and return horizon
50
%40
% 60
%70
%30
%20
%10
%0
%
B2B Public
B2C Private
B2C Public
B2B-B2C Private
B2B-B2C Public
B2B Private
Figure 11
Governance investments return value
to shareholders by co. type and return horizon

17. State of Corporate Citizenship 2012
www.BCCorporateCitizenship.org 15
reporting return on environmental or social invest-
ments, it is notable that respondents from all busi-
ness types report that governance returns will be
realized almost equally in the near, medium, and
long term.
Connecting with stakeholder interests
Not surprisingly, customers matter most to ex-
ecutives when they’re designing their citizenship
programs: More than 90 percent of respondents
identified their customers as the stakeholders con-
sidered the most as citizenship initiatives are de-
veloped (see Figures 12, 13 and 14). Customers are
followed by board and executive leadership, com-
munities in which businesses operate, investors/
shareholders, and employees. The least frequently
considered stakeholders are the media, govern-
ment offices, supply chain partners, and NGOs.
The order of importance assigned to each group
does not shift much when looking at public ver-
sus private companies, but some differences do
emerge (see Figure 13).
Public-company executives care more about me-
dia than their private-company peers do (72 per-
cent vs. 60 percent). And B2C executives report
consideration of media more frequently than their
B2B counterparts – 67 percent vs. 58 percent. Ex-
ecutives at public B2C companies say media are al-
most as high a priority as their employees. Compa-
nies serving both B2B and B2C markets reported

consideration of supply chain partners (70 percent)
at a higher rate than B2C alone (57 percent) and
B2B alone (62 percent).
Firms’ financial health influenced the level of pri-
ority assigned to the various stakeholders. When
companies are stable or growing, employees rise in
importance as stakeholders, possibly a reflection of
the need to maintain firm-specific know-how. Sup-
ply chain partners also loom larger during times of
growth (See Figure 14).
In contrast, consideration of employees and com-
munities as stakeholders slips when finances suf-
fer. Consideration of employees drops almost 20
percent in tough times.
Return value to shareholders in
the long term (11 years or longer)
Return value to shareholders in
the medium term (4-10 years)
Return value to shareholders in
the short term (1-3 years)
Do not return value
to shareholders
50
%40
% 60
%70
%30
%20
%10
%0
%
B2B Public
B2C Private
B2C Public
B2B-B2C Private
B2B-B2C Public
B2B Private
Figure 9
Environmental investments return value
to shareholders by co. type and return horizon
50
%40
% 60
%70
%30
%20
%10
%0
%
B2B Public
B2C Private
B2C Public
B2B-B2C Private
B2B-B2C Public
B2B Private
Figure 10
Social investments return value
to shareholders by co. type and return horizon
50
%40
% 60
%70
%30
%20
%10
%0
%
B2B Public
B2C Private
B2C Public
B2B-B2C Private
B2B-B2C Public
B2B Private
Figure 11
Governance investments return value
to shareholders by co. type and return horizon
Figures 9, 10 and 11
There is an observable difference between how executives
think about the return on environmental investments
compared to social and governance investments. Fewer
believe there will be short-term returns on environmental
investments than believe there will be short-term returns
on social or governance investments. Executives operating
only in business-to-consumer markets tend to be the most
skeptical of the return of value to shareholders from any
category of corporate citizenship investment.

18. Boston College Center for Corporate Citizenship
16 www.BCCorporateCitizenship.org
Overall Less
than $1
billion
$1 billion
- $4.99
billion
$5 billion
and over
Operating
globally
50
%
60
%
70
%
80
%
90
%
Figure 12
Extent to which stakeholders are considered in
developing CC efforts by revenue/operational scope
Overall B2B
Private
B2B
Public
B2C
Public
B2C
Private
B2B-
B2C
Private
B2B-
B2C
Public
50
%
60
%
70
%
80
%
90
%
Figure 13
Extent to which stakeholders are considered in
developing CC efforts by company type
Across
all
Decreased
by 10% or
more
Decreased
by 1-9%
Remained
about the
same
Increased
by 1-9%
Increased
by 10%
or more
Figure 14
Extent to which stakeholders are considered in developing CC efforts by change in revenue
50
%
60
%
70
%
80
%
90
%
Customers
Board and
executive
leadership
Communities
in which the
business operates
Investors/shareholders
Employees
General public
Media
Government
offices
Supply chain
partners
Advocacy
groups/
non-governmental
organizations
Customers Board and executive leadership Communities in which the business operates Investors/shareholders Employees General public Media Government offices Supply chain partners Advocacy groups/non-governmental organizations
Operating
domestically
Characteristics and priorities
A key challenge for a forward-thinking company
is forging citizenship strategy that achieves three
goals: It aligns with concerns of stakeholders,
advances business goals, and contributes to the
common good. There are broad similarities in the
reported importance of specific outcomes and activi-
ties across industries, company types, and sizes. The
most marked differences were between companies
with revenues of more than $5 billion and those
with less than $5 billion (see Figures 15 and 16 ).
Size matters
Maximizing profits, meeting consumer expecta-
tions, and increasing market share are consistently
named as top priorities by 90 percent or more of
respondents. Differences start to emerge for those
priorities listed. All of the priorities are considered
important by most respondents, but considerable
variation can be observed across revenue segments.
Companies with annual revenues of $5 billion or
more annually (large companies) place higher pri-
ority on all citizenship outcomes than those with
less than $5 billion (small companies). More than
71 percent of the executives of large firms consider
preserving the natural environment an important
Across the board, companies consider customers,
board and executive leaders, operating communities,
investors, employees, and the general public, when
developing their corporate citizenship efforts. Large
companies may consider the general public over em-
ployees. Media, government and supply chain part-
ners consistently fall below those top stakeholders.
Public companies operating in business to
consumer markets consider the media more
important in developing their corporate
citizenship efforts. B2B companies consider
government offices at higher levels than
those operating only in B2C markets.

19. State of Corporate Citizenship 2012
www.BCCorporateCitizenship.org 17
Overall Less
than $1
billion
$1 billion
- $4.99
billion
$5 billion
and over
Operating
globally
50
%
60
%
70
%
80
%
90
%
Figure 12
Extent to which stakeholders are considered in
developing CC efforts by revenue/operational scope
Overall B2B
Private
B2B
Public
B2C
Public
B2C
Private
B2B-
B2C
Private
B2B-
B2C
Public
50
%
60
%
70
%
80
%
90
%
Figure 13
Extent to which stakeholders are considered in
developing CC efforts by company type
Across
all
Decreased
by 10% or
more
Decreased
by 1-9%
Remained
about the
same
Increased
by 1-9%
Increased
by 10%
or more
Figure 14
Extent to which stakeholders are considered in
developing CC efforts by change in revenue
50
%
60
%
70
%
80
%
90
%
Customers
Board and
executive
leadership
Communities
in which the
business operates
Investors/shareholders
Employees
General public
Media
Government
offices
Supply chain
partners
Advocacy
groups/
non-governmental
organizations
Customers Board and executive leadership Communities in which the business operates Investors/shareholders Employees General public Media Government offices Supply chain partners Advocacy groups/non-governmental organizations
Operating
domestically
50
%60
%70
%80
%90
%100
%
Improving ability to
recruit employees
Maximizing long-term profits for
company's owners/shareholders
Improving risk management
Improving ability to
motivate employees
Improving access to finance
Increasing awareness of issues
Helping solve social problems
Increasing market share
Reinforcing the company's
traditions and values
Managing and meeting
the expectations of consumers
Figure 15
Outcomes considered necessary by size – Least variation
Annual revenues over $5 billion
Annual revenues under $5 billion
50
%60
%70
%80
%90
%100
%
Remediating
environmental damage
Improving ability
to retain employees
Preserving the natural environment
Securing a sustainable
supply chain
Managing regulatory environment
Fostering greater public trust
Reducing waste in
business operations
Managing and meeting the
expectations of your communities
Enhancing reputation
Improving access to new markets
Figure 16
Outcomes considered necessary by size –
Greatest variation
Large companies feel greater pressure on
more corporate citizenship issues,
particularly related to the environment.
outcome. Among smaller companies, only 58 per-
cent agree. Similar differences can be seen on the
level of importance given to reducing waste and
creating sustainable supply chains (see Figure 16).
Industry influences decisions
Across industries, citizenship was reported to return
value to the overall corporate strategy. Industries that
are most dependent on employees with firm-specif-
ic knowledge are most likely, for example, to derive
value from employee engagement and employment
programs. Those most dependent on raw materials
and natural resources are most likely to derive value
from protecting the natural environment.
When companies perform poorly,
consideration of employees in
development of corporate
citizenship efforts drops significantly.

20. Boston College Center for Corporate Citizenship
18 www.BCCorporateCitizenship.org
Perspectives of executives and
consumers on issues and causes
Corporate citizenship professionals often debate
which issues warrant a commitment by their firms.
Selecting poorly can be costly. A firm’s citizenship
efforts may come to nothing if it invests heav-
ily in, say, political campaigns when its customers
and employees really care about green energy or
education programs. Understanding both where a
company is best positioned to make an impact and
which issues are most important to its stakehold-
ers is critical.
To help citizenship professionals make these kinds
of determinations, the Center for Corporate Citi-
zenship put a tracking question into the field with
The Nielsen Company, to
compare perspectives of U.S.
executives and those of glob-
al consumers. All consumer
data in this section of the re-
port is derived from the Nielsen Global Socially
Conscious Consumer Study and is used with per-
mission from Nielsen.
There is a high level
of agreement among
consumers that com-
panies should be held
responsible for envi-
ronmental sustainabil-
ity—though that issue
receives lower priority
from consumers in
the Middle East, Africa
and Pakistan. Among
North American con-
sumers, there is a very
low level of agreement
that companies should
be held responsible
for universal primary
education compared
to other regions. There
is a general band of
agreement on priori-
ties that is illustrated
by the slope that is
generally followed by
all segments.
20%
30%
40%
50%
60%
70%
80%
U.S. Executives
North America
Asia Pacific
Europe
Middle East,
Africa
& Pakistan
Latin Americ
a
Figure 17
For which issues should a company be held responsible –
U.S. executives’ agreement compared to global consumers
Create well-compensated jobs
Sup
port small business and entrepreneurship
Ensure environmental sustainability
Provide relief following natural disasters
I mprove STEM training and education
Increase access to clean water
Eradicate extreme poverty and hunger
Achieve universal primary education
Protect animals
Combat HIV/AIDS, Malaria and other diseases
Increase access to technology
Promote gender equality and empower women
Promote diversity and inclusiveness
Combat non-communicable diseases
Develop a global partnership for development
Increase access to cultural institutions
Reduce child mortality
Improve maternal health
Consumer data from Nielsen Global
Socially Conscious Consumer Study

21. State of Corporate Citizenship 2012
www.BCCorporateCitizenship.org 19
Executives and consumers agree on how busi-
nesses should involve themselves with some social,
environmental, and public policy issues, and
disagree on others.
Both executives and consumers believe companies
should provide well-compensated jobs and ensure
environmental sustainability. Other priorities shift
with demographic factors such as gender, age,
region and nationality (see Figures 17, 18 and 19).
Not surprisingly, the greatest agreement is between
U.S. executives and U.S. consumers. Latin Ameri-
can consumers, in contrast, consistently expect
more from companies than the U.S. executives
expect of their companies. That “expectations gulf”
holds across all of the potential citizenship goals
examined. Consumers in Africa, the Middle East,
and Pakistan also have far different expectations
than U.S. executives. (In Figures 18 and 19, the
brightest colors on the heat maps represent highest
perceived importance, and the darkest, the lowest.)
61 59 63 54 58 56 59 62 61 64 68 71 64 67
58 56 62 55 52 53 55 58 64 67 70 68 68 61
50 51 47 46 52 46 47 49 49 47 54 54 55 53
49 48 51 49 49 43 46 49 46 51 56 56 53 56
48 47 50 44 40 44 47 47 48 51 58 56 59 65
47 43 52 45 45 43 49 44 44 54 52 56 48 55
44 47 40 46 50 44 41 40 41 39 46 46 45 39
43 41 45 48 41 43 39 39 37 46 44 49 48 51
41 34 48 43 38 39 39 38 36 44 46 46 45 48
40 40 40 35 38 36 37 39 40 44 43 45 43 50
40 37 43 46 39 38 37 39 34 42 40 47 41 43
40 39 41 46 41 37 39 39 39 40 42 39 38 39
38 35 40 42 36 34 37 35 36 42 40 41 42 44
38 38 38 42 43 38 35 37 33 33 38 38 40 36
36 36 37 36 39 36 35 35 32 35 39 39 35 36
35 33 36 36 34 31 32 32 30 35 42 42 41 43
34 33 35 36 29 32 33 34 33 37 41 37 34 41
34 32 36 34 36 35 36 35 30 30 34 33 29 30
30 29 32 31 36 28 28 31 27 29 33 31 30 25
Figure 18
For which issues should a company be held responsible –
U.S. executives’ agreement compared to global consumers, by gender and age
highest agreement
lowest agreement
Ensure environmental sustainability
Create well-compensated jobs
Improve STEM training and education
Eradicate extreme poverty and hunger
Support small business and entrepreneurship
Provide relief following natural disasters
Increase access to technology
Increase access to clean water
Promote gender equality and empower women
Achieve universal primary education
Protect animals
Development projects that benefit
the communities of operation
Combat communicable diseases
Promote diversity & inclusiveness
Develop a global partnership for development
Combat non-communicable diseases
Reduce child mortality
Improve maternal health
Increase access to cultural institutions
Consumers
Consumer data from Nielsen Global
Socially Conscious Consumer Study
highest agreement
lowest agreement
U.S. Executives
Male
Female
Under 20
21 to 24
25 to 29
30 to 34
35 to 39
40 to 44
45 to 49
50 to 54
55 to 59
60 to 64
65 and over
Consumers
age 45 and
older appear
to care more
about a great-
er number of
issues than
their younger
counterparts.

22. Boston College Center for Corporate Citizenship
20 www.BCCorporateCitizenship.org
Figure 19
For which issues should a company be held responsible –
U.S. executives’ agreement compared to global consumers
Consumers
TaiwanU.S. Executives Australia China IndonesiaIndia Japan
South Korea
Vietnam
Germany SpainFrance UKGreece Israel
Italy
Portugal
Russia
Turkey
UAE
South Africa
Argentina Brazil Colombia MexicoChile VenezuelaCanadaU.S. Saudi Arabia
Ensure environmental sustainability
Create well-compensated jobs
Improve STEM training and education
Eradicate extreme poverty and hunger
Support small business and entrepreneurship
Provide relief following natural disasters
Increase access to technology
Increase access to clean water
Promote gender equality and empower women
Achieve universal primary education
Protect animals
Development projects that benefit the
communities of operation
Combat communicable diseases
Promote diversity & inclusiveness
Develop a global partnership for development
Combat non-communicable diseases
Reduce child mortality
Improve maternal health
Increase access to cultural institutions
Austria Belgium Denmark Finland Hong Kong Malaysia
Netherlands
Norway
Poland
Singapore
Switzerland
Sweden
Thailand
Consumer data from Nielsen Global
Socially Conscious Consumer Study
highest agreement
lowest agreement
highest agreement
lowest agreement

23. State of Corporate Citizenship 2012
www.BCCorporateCitizenship.org 21
Consumers in Latin America and South Asia put more emphasis on more issues than
consumers in other regions. Across all regions, jobs and the environment are consistently
at the top of issues consumers see as a responsibility of companies.
Figure 19
For which issues should a company be held responsible –
U.S. executives’ agreement compared to global consumers
Consumers
TaiwanU.S. Executives
Australia
China
Indonesia
India
Japan South Korea VietnamGermany SpainFrance UKGreece Israel Italy Portugal Russia Turkey UAESouth AfricaArgentina
Brazil
Colombia
MexicoChile VenezuelaCanada
U.S.
Saudi Arabia
Ensure environmental sustainability
Create well-compensated jobs
Improve STEM training and education
Eradicate extreme poverty and hunger
Support small business and entrepreneurship
Provide relief following natural disasters
Increase access to technology
Increase access to clean water
Promote gender equality and empower women
Achieve universal primary education
Protect animals
Development projects that benefit the
communities of operation
Combat communicable diseases
Promote diversity & inclusiveness
Develop a global partnership for development
Combat non-communicable diseases
Reduce child mortality
Improve maternal health
Increase access to cultural institutions
Austria
Belgium
Denmark
Finland
Hong Kong
Malaysia Netherlands Norway Poland Singapore Switzerland Sweden Thailand
Consumer data from Nielsen Global
Socially Conscious Consumer Study
highest agreement
lowest agreement
highest agreement
lowest agreement

24. Boston College Center for Corporate Citizenship
22 www.BCCorporateCitizenship.org
81 73 50 81 71 68 72 75 81 70 82 79 67 68
70 67 57 49 59 52 78 42 64 54 82 93 44 73
79 73 57 78 61 70 71 42 74 66 75 57 67 64
47 53 64 65 63 63 61 58 65 42 70 79 50 58
70 53 36 63 68 51 55 55 49 59 69 79 59 60
74 67 43 66 63 64 65 42 68 65 68 50 56 55
58 60 36 56 37 49 64 50 63 45 68 50 52 59
83 73 57 73 66 65 69 55 76 66 64 64 52 61
53 47 21 71 44 47 44 55 63 42 61 43 58 65
37 36 57 43 56 56 54 42 60 30 57 64 35 48
40 40 29 27 68 30 38 67 31 31 43 43 41 34
30 36 50 24 39 18 38 33 33 32 42 64 41 43
33 47 14 36 39 32 31 33 32 29 40 21 41 36
37 53 14 14 41 23 38 50 32 32 38 36 26 34
35 33 0 23 54 32 28 33 28 32 36 43 41 34
37 20 14 26 41 29 30 25 29 30 33 23 24 27
30 27 0 19 56 26 27 42 24 23 32 7 35 27
30 40 8 32 61 32 33 25 30 24 31 43 35 36
44 60 21 47 37 39 24 33 39 28 30 57 38 28
Figure 20
Companies held responsible for issues –
Percent of agreement across industry
Creating well-compensated jobs
Ensuring environmental sustainability
Promoting gender equality
Increasing access to technology
Providing relief following natural disasters
Empowering women
Developing a global partnership for development
Promoting diversity and inclusiveness
Supporting small business and entrepreneurship
Improving STEM training and education
Combating non-communicable diseases
Increasing access to clean water
Achieving universal primary education
Protecting animals
Reducing child mortality
Eradicating extreme poverty and hunger
Combating communicable diseases
Improving maternal health
Increasing access to cultural institutions
Accommodation and
food services
Arts, entertainment,
and recreation
Construction
Finance and insurance
Health care and
social assistance
Information
Manufacturing
Other services
Professional, scientific,
and technical services
Retail trade
Transportation and warehousing
Utilities and mining
Waste and facilities management,
holding companies
Wholesale trade
lowest percentagehighest percentage
Corporate citizenship managers may benefit from
examining these findings because prior research
suggests that U.S. firms operating globally must
align expectations of both home and host com-
munities (Gardberg and Fombrun 2006). Even if
stakeholders at an international business site have
low expectations for corporate social responsibility,
companies may find that stakeholders at home ex-
pect that the firm also invest in corporate citizen-
ship abroad. Not doing so thus poses reputational
risk. Thanks to the Internet, home-country stake-
holders can access news worldwide, and history
shows that consumers are willing to punish, via
boycotts and protests, companies that do not meet
their expectations of behavior abroad.
The heat map in Figure 20 represents the differ-
ence in agreement among executives across indus-
Reading along the issue line across industries reveals that executives in the construction
industry place the lowest levels of concern on the greatest number of issues.

25. State of Corporate Citizenship 2012
www.BCCorporateCitizenship.org 23
81 73 50 81 71 68 72 75 81 70 82 79 67 68
70 67 57 49 59 52 78 42 64 54 82 93 44 73
79 73 57 78 61 70 71 42 74 66 75 57 67 64
47 53 64 65 63 63 61 58 65 42 70 79 50 58
70 53 36 63 68 51 55 55 49 59 69 79 59 60
74 67 43 66 63 64 65 42 68 65 68 50 56 55
58 60 36 56 37 49 64 50 63 45 68 50 52 59
83 73 57 73 66 65 69 55 76 66 64 64 52 61
53 47 21 71 44 47 44 55 63 42 61 43 58 65
37 36 57 43 56 56 54 42 60 30 57 64 35 48
40 40 29 27 68 30 38 67 31 31 43 43 41 34
30 36 50 24 39 18 38 33 33 32 42 64 41 43
33 47 14 36 39 32 31 33 32 29 40 21 41 36
37 53 14 14 41 23 38 50 32 32 38 36 26 34
35 33 0 23 54 32 28 33 28 32 36 43 41 34
37 20 14 26 41 29 30 25 29 30 33 23 24 27
30 27 0 19 56 26 27 42 24 23 32 7 35 27
30 40 8 32 61 32 33 25 30 24 31 43 35 36
44 60 21 47 37 39 24 33 39 28 30 57 38 28
Figure 21
Companies held responsible for issues –
Percent of agreement within industry
Creating well-compensated jobs
Ensuring environmental sustainability
Promoting gender equality
Increasing access to technology
Providing relief following natural disasters
Empowering women
Developing a global partnership for development
Promoting diversity and inclusiveness
Supporting small business and entrepreneurship
Improving STEM training and education
Combating non-communicable diseases
Increasing access to clean water
Achieving universal primary education
Protecting animals
Reducing child mortality
Eradicating extreme poverty and hunger
Combating communicable diseases
Improving maternal health
Increasing access to cultural institution
Accommodation and
food services
Arts, entertainment,
and recreation
Construction
Finance and insurance
Health care and
social assistance
Information
Manufacturing
Other services
Professional, scientific,
and technical services
Retail trade
Transportation and warehousing
Utilities and mining
Waste and facilities management,
holding companies
Wholesale trade
lowest percentagehighest percentage
tries that business should be involved in specific
issues, with the brightest orange representing the
highest level of agreement and darkest purple, the
lowest. Note that respondents from the construc-
tion sector indicate lower levels of agreement about
business involvement in issues than other indus-
tries. The heat map in Figure 21 shows the level
of agreement that business should be involved in
specific issues within industries, with the brightest
orange representing issues with the highest level
of agreement and the darkest purple, the lowest
level of agreement. The chart reveals some un-
usual alignment on issues, such as the utilities and
mining sector being joined by arts, entertainment
and recreation, on responsibility for increasing ac-
cess to cultural institutions.
Reading down each industry column shows there is a range of concern for issues
within industries.

26. Boston College Center for Corporate Citizenship
24 www.BCCorporateCitizenship.org
NYSE Euronext puts stock in innovative partnerships
Corporations cannot solve most social or environmental problems alone. The NYSE
Euronext Big StartUp program is an example of an innovative partnership that can contribute
to the achievement of corporate citizenship goals.
Though much attention is focused on large corporations in discussion of the need for job
growth in the United States, many analysts predict that the engines of job growth and eco-
nomic recovery are small and medium-sized businesses (SMEs). Recognizing the power of
the smaller engines of the economy – and the important role that large corporations can play
in nurturing them – NYSE Euronext worked with partners to identify the resources that large
corporations could apply to supporting small business, entrepreneurs, and startups, and de-
veloped a comprehensive partnership approach to promote and accelerate job growth. The
NYSE Big StartUp program mobilizes large corporations to work directly with and contribute
knowledge, expertise, and funding where and when they can contribute the most to small
business success.
NYSE Euronext’s nonprofit partners in this effort are the Startup America Partnership, Acción
US, and the Entrepreneurs’ Organization. The NYSE Big StartUp and Startup America have
developed a technology platform called Corporate Connections that facilitates need-matched
introductions between startups and major corporations, enabling large companies to access
innovative new products and services offered by startups and enable startups to access the
supply chains of large corporations. This combination of resources helps small businesses,
entrepreneurs, and startups become connected to funding and get their products and services
onto the shelves and into the order-books of listed companies and other large corporations.
NYSE Euronext has also established the Acción NYSE Job Growth Fund with an initial $1.5
million contribution, and is inviting other corporations to make donations. Acción provides
micro-financing expertise to distribute capital to SMEs donated from corporations to the Jobs
Growth Fund. The partnership with the Entrepreneurs’ Organization will connect small en-
terprises with NYSE-listed companies that can help to accelerate their growth by providing
advice, expertise, procurement, and mentoring opportunities.
According to a 2011 Nielsen poll, 56 percent of U.S. consumers believe that companies should
be held responsible for small business and entrepreneurship. Another study done in 2011
(Cone, Echo Global) noted that more than 43 percent of Americans said that if they had to
select one cause for a company to support it would be economic development. Through its
partnerships, NYSE Euronext is helping large corporations contribute solutions to one of so-
ciety’s most challenging and prevalent problems.

27. State of Corporate Citizenship 2012
www.BCCorporateCitizenship.org 25
Industry perspective influences
corporate citizenship strategy
The particular corporate citizenship activities
that companies choose and the ones that they
identify as contributing the most value to their
citizenship efforts are often those that add the
most value to business outcomes. A broad look
across industries reveals that executives place high
priority on stakeholder engagement, employee
volunteer and employee support programs, and
philanthropy. Within industries, priorities shift.
Retail, health care, and services companies, for
example, place high priority on environmental,
social, and governance activities. Construction
favors community economic development. Other
program types emerge as higher or lower priori-
ties, depending on the nature of the industry and
its key stakeholders.
Protecting and preserving environment
Most respondents name environmental protection
as a priority, but industries that depend on raw
materials, such as mining, utilities, and construc-
tion, show greater sensitivity to environmental
concerns, ranking them as more important and re-
porting success in achieving environmental goals
more frequently. Executives in these industries
also say more frequently that environmental efforts
contribute to overall business success – suggesting
more immediate relevance of these goals in those
industries. Differences can also be seen across rev-
enue segments. Larger companies are more likely
to see environmental objectives as important.
The employment environment and
competition for workers
Industries that compete for
as information, health care, and finance, or those
that need employees with firm-specific knowledge
and relationships, such as wholesale and retail
trade, stress employee-centered citizenship. This
finding is underscored by recent research, which
finds that corporate citizenship programs can
reduce labor turnover, and recruitment and train-
ing costs (Vitaliano 2010).
Building reputation and trust
Respondents most frequently say corporate citizen-
ship contributes to enhancing reputation, manag-
ing and meeting the expectations of consumers,
maximizing long-term profits, and reinforcing
corporate traditions and values.
Reputation and trust are among the intangibles
that can contribute most to business value. A
recent study (KPMG AG Wirtschaftsprüfungsge-
sellschaft 2010) examining the value assigned to
the assets of firms acquired by others shows that,
in the majority of the industries analyzed, the per-
centage allocation of the purchase price to goodwill
is typically more than 50 percent (see Figure 22).
According to a 2011 Nielsen poll, 56 percent of U.S.
consumers believe that companies should be held
responsible for small business and entrepreneurship.
Nielsen Global Socially Conscious Consumer Study

28. Boston College Center for Corporate Citizenship
26 www.BCCorporateCitizenship.org
30
%
40
%
50
%
60
%
70
%
80
%
Financial services
Consumer products and services
Entertainment and media
Automotive
Building and construction
Chemicals
Computers and semiconductors
Energy and power generation
Industrial products
Internet and e-commerce
Life science and healthcare
Software
Telecommunications
Transportation and logistics
Figure 22
Percentage allocation of purchase price to goodwill
by industry (median)
Source: KPMG AG Wirtschaftsprüfungsgesellschaft 2010
In addition to capturing the value of op-
erational synergies, goodwill is derived
from reputation, brand equity, and
customer equity, among other things.
Corporate citizenship programs can
contribute to all of these. (Raithel, et al.
2010)
Drilling down into individual indus-
tries reveals a surprising amount of
similarity in responses about citizen-
ship outcomes considered necessary to
overall business success and the extent
to which citizenship contributes to it.
Executives from all six sectors portrayed
in Figures 23-28, for example, believe a
good reputation matters for their busi-
nesses and that citizenship contributes
to that reputation. Similarly, they all see
a critical role for citizenship in rein-
forcing company traditions and values.
Differences emerge between industries
regarding to what degree corporate citi-
zenship might contribute to a firm’s
ability to access new markets or maxi-
mize profits (construction) vs. its ability
to motivate employees (retail).
Many of the dimensions of goodwill – intellectu-
al property, consumer loyalty, employee relation-
ships, forward-facing contracts – are affected
by corporate citizenship and the allocation of
company purchase price to goodwill is typically
over 50 percent.
“We are learning how we can work together to
advance sustainability while building fundamental
business knowledge.”
Rick Martella, Vice President of Corporate Affairs, ARAMARK

29. State of Corporate Citizenship 2012
www.BCCorporateCitizenship.org 27
ARAMARK blends environmental responsibility
into training and recruitment efforts
As the 2012 State of Corporate Citizenship shows, one of the ways executives see corporate
citizenship contributing to business success is by creating a positive workplace environment
that recognizes the changing dynamic of our evolving workforce. Corporate citizenship and
the theme of responsibility can support a company’s efforts to recruit and retain employees.
When you have a workforce of more than 250,000, innovating around these imminent priori-
ties can make a material difference.
ARAMARK is one of the top 25 employers in the United States.
1
The company continuously
seeks ways to address the workplace and recognize the significant changes about to take
place in the next-generation workforce that companies will engage with. ARAMARK believes
that responsibility is a theme that can help facilitate innovation when it comes to tomorrow’s
workforce and workplace.
One of the ways ARAMARK does this is by offering career opportunities to young profession-
als through internships designed around social and environmental impact projects within the
business operations. The internships started a few years ago through a partnership with the
Student Conservation Association (SCA) and the creation of an Environmental Internship Pro-
gram. A dozen internships offered through SCA were installed across ARAMARK businesses
including Parks and Destinations, Business Dining, Education K-12, and Higher Education,
with positions in client locations from Denali National Park in Alaska to the University of
South Florida in Tampa. Projects focused on several environmental fields such as purchasing,
waste management, building operations, and energy and water conservation.
“This type of program addresses a prominent challenge that exists in the private sector today –
how we effectively engage young professionals with an interest in entering the workforce, and
in impacting social or environmental issues,” said Rick Martella, ARAMARK vice president of
Corporate Affairs. “In addition to creating specific practices around key issues, we are learn-
ing how we can work together to advance sustainability while building fundamental business
knowledge.”
As a result of this unique way of engaging future professionals, nearly half of the internship
class was hired into permanent roles in traditional (purchasing, management, etc.) functions.
ARAMARK has endeavored to double the size of the program year over year, expand into areas
such as wellness and civic engagement, and continue to develop the program as a way to at-
tract, engage, and onboard talent by capitalizing on a theme (responsibility) that is a priority
for companies and individuals alike.
1
2012 Fortune 500 rankings

30. Boston College Center for Corporate Citizenship
28 www.BCCorporateCitizenship.org
These graphs illustrate the difference between where corporate citizenship is contribut-
ing to outcomes and how necessary the industry sees the outcomes to company success.
The outcomes are listed in the order by which respondents from each industry report
corporate citizenship contributes to the success of the company. Comparison of colors
in the two columns reveals alignment or misalignment between the importance of an out-
come to a company’s success and the degree to which corporate citizenship contributes
to that success.
Using Retail as an example, the following findings are noteworthy:
• There is alignment between how necessary companies see managing and meeting the
expectations of consumers and the extent to which corporate citizenship contributes
to success with that outcome.
• Not surprisingly, maximizing profits for company’s owners/shareholders and
increasing market share are considered very necessary to company success, however,
corporate citizenship is not considered to be contributing to these outcomes to the
same extent as it does with some of the other outcomes.
100 100
99 100
99 87
93 100
93 93
93 87
91 100
87 100
87 87
87 87
87 80
87 80
87 73
80 93
80 80
80 80
80 57
77 87
73 79
67 67
100 84
99 100
96 90
95 87
94 84
91 96
87 68
83 98
82 99
80 91
76 89
76 81
73 82
71 88
71 53
68 61
65 70
65 66
63 83
62 56
highest percentage lowest percentage highest percentage lowest percentage
Reinforcing the company’s traditions and values
Manage and meet consumer expectations
Enhancing reputation
Manage and meet community expectations
Fostering greater public trust
Improving ability to motivate employees
Increasing awareness of issues
Maximizing profits for company’s owners/shareholders
Increasing market share
Improving ability to retain employees
Improving ability to recruit employees
Reducing waste in business operations
Improving access to new markets
Securing a sustainable supply chain
Helping to solve social problems
Preserving the natural environment
Improving access to finance
Managing the regulatory environment
Improving risk management
Remediating environmental damage
Figure 24
Retail
Reinforcing the company's traditions and values
Maximizing profits for owners/shareholders
Enhancing reputation
Improving ability to motivate employees
Improving access to new markets
Managing the regulatory environment
Increasing market share
Manage and meet consumer expectations
Improving ability to recruit employees
Manage and meet community expectations
Preserving the natural environment
Fostering greater public trust
Increasing awareness of issues
Improving ability to retain employees
Improving risk management
Improving access to finance
Helping to solve social problems
Securing a sustainable supply chain
Reducing waste in business operations
Remediating environmental damage
Figure 23
Construction
Figure 23-24
Extent to which corporate citizenship contributes to business outcomes
and the importance of those outcomes to company success by industry
Outcomes considered
necessary to company
success
Extent to which
corporate citizenship
contributes to outcomes
Extent to which corporate citizenship contributes to outcomes Outcomes considered necessary to company success

31. State of Corporate Citizenship 2012
www.BCCorporateCitizenship.org 29
100 96
97 103
96 102
93 99
89 104
81 104
79 88
77 92
77 96
77 91
75 102
72 100
72 98
69 103
65 74
61 93
56 82
55 52
48 41
48 63
100 93
86 100
86 93
86 86
86 100
79 79
79 93
79 100
79 79
79 86
71 100
71 93
64 79
64 86
64 100
57 100
57 86
57 93
55 86
50 79
100 93
99 95
96 89
95 85
91 99
87 87
83 94
82 100
82 86
80 90
80 82
80 72
79 92
78 73
78 95
77 99
72 100
70 96
70 94
63 78
100 86
100 82
94 73
92 89
92 84
92 79
91 100
91 89
90 86
90 73
86 86
86 76
85 93
84 98
84 86
84 77
84 52
79 68
79 52
77 93
Enhancing reputation
Preserving the natural environment
Improving ability to recruit employees
Reinforcing the company’s traditions and values
Fostering greater public trust
Remediating environmental damage
Increasing awareness of issues
Manage and meet community expectations
Improving ability to retain employees
Manage and meet consumer expectations
Managing regulatory environment
Improving ability to motivate employees
Accessing new markets
Increase market share
Maximizing profits
Reducing waste
Maintaining a sustainable supply chain
Improving risk management
Helping solve social problems
Improving access to finance
Figure 28
Mining and Utilities
Manage and meet community expectations
Reinforcing the company’s traditions and values
Enhancing reputation
Fostering greater public trust
Manage and meet consumer expectations
Maximizing profits
Increasing awareness of issues
Improving ability to recruit employees
Improving ability to motivate employees
Improving ability to retain employees
Managing regulatory environment
Accessing new markets
Increase market share
Improving risk management
Helping solve social problems
Improving access to finance
Reducing waste
Preserving the natural environment
Remediating environmental damage
Maintaining a sustainable supply chain
Figure 27
Finance and Insurance
highest percentage lowest percentage highest percentage lowest percentage
Enhancing reputation Reinforcing the company’s traditions and values Manage and meet community expectations Fostering greater public trust Manage and meet consumer expectations Increasing awareness of issues Improving ability to motivate employees
Maximizing profits for company's owners/shareholders
Managing the regulatory environment Improving ability to recruit employees Preserving the natural environment Helping to solve social problems Reducing waste in business operations Remediating environmental damage Improving ability to retain employees Improving access to new markets Increasing market share Securing a sustainable supply chain Improving risk management Improving access to finance
Figure 26
Manufacturing
Enhancing reputation Reinforcing the company’s traditions and values Manage and meet community expectations Improving ability to motivate employees Improving ability to retain employees Fostering greater public trust Manage and meet consumer expectations Improving ability to recruit employees Reducing waste in business operations Improving access to finance Securing a sustainable supply chain Increasing awareness of issues Increasing market share
Maximizing profits for company’s owners/shareholders
Improving risk management Managing the regulatory environment Remediating environmental damage Preserving the natural environment Helping to solve social problems Improving access to new markets
Figure 25
Wholesale Trade
Figure 25-28
Extent to which corporate citizenship contributes to business outcomes and the importance of those outcomes to company success by industry
Extent to which
corporate citizenship
contributes to outcomes
Extent to which corporate citizenship contributes to outcomes Extent to which corporate citizenship contributes to outcomes
Extent to which corporate citizenship contributes to outcomes
Outcomes considered necessary to company success Outcomes considered necessary to company success
Outcomes considered necessary to company success Outcomes considered necessary to company
highest percentage lowest percentagehighest percentage lowest percentage

32. Boston College Center for Corporate Citizenship
30 www.BCCorporateCitizenship.org
Commitment to corporate citizenship
Long-term approach brings returns
Firms maintaining a commitment for four years
or more are far more likely to report success in
achieving citizenship and business objectives (see
Figure 29). After four years, increases in reported
success level off. Publicly traded companies and
those that are directly engaged with consumers
(B2C companies) are more likely to report longer-
term investments in corporate citizenship. They
also report success more frequently.
In contrast, among executives who say their
companies don’t achieve their citizenship goals, 77
percent also say that their efforts are less than three
years old.
Across all business outcomes, the fre-
quency with which executives report-
ed success increased as the duration
of their citizenship investments was
extended. That makes sense: Prior
research suggests that companies
will derive the most value from cor-
porate citizenship – and consumers
will see their efforts as most credible
– if their investments connect to their
overall strategy and a longer duration
(Simmons and Becker-Olsen 2006).
Another recent study found that firms
that extended the duration of corpo-
rate citizenship investments with obvi-
ous connections to their brands were
perceived by consumers to be more
committed to their causes – resulting
in better reputation, more

word-of-mouth promotion, and higher
purchase intent among consumers.
(Thomas, Fraedrich and Mullen 2011).
Figure 29
Typical duration of commitment to a corporate citizenship
effort compared with percentage of reported success
with business outcomes
One year
or less
2 to 3 years4 years
or longer
Reducing waste
Preserving natural environment
Sustainable supply chain
Remediating environmental damage
One year
or less
2 to 3 years4 years
or longer
One year
or less
2 to 3 years4 years
or longer
One year
or less
2 to 3 years4 years
or longer
Improving access to finance
Improving access to new markets
Increasing market share
Maximizing profits
Manage/meet expectations of consumers
Manage regulatory environment
Enhancing reputation
Fostering greater public trust
Improving risk management
Increasing awareness of issues
Company tradition and values
Recruit employees
Motivate employees
Retain employees
Manage/meet expectations of community
Helping solve social problems
Across every dimension measured, we
observed a positive correlation of business
outcome success to corporate citizenship
investment. Longer durations of com-
mitment to specific corporate citizenship
efforts increase the likelihood of success
with important business objectives—by as
much as 30 points.

33. State of Corporate Citizenship 2012
www.BCCorporateCitizenship.org 31
Environmental stewardship
leads in resource allocation
Environmental programs received
the highest percentage of reported
increases in resources over the past
three years (see Figure 32). Yet the level
of importance assigned to these initia-
tives by executives is consistently lower
than that assigned to other forms of
citizenship. Taken together, these re-
sults suggest that executives recognize
the need to preserve natural resources
and reduce waste but may still be ex-
perimenting with programs and partic-
ular priorities. A recent Ernst & Young
study conducted with the GreenBiz
Intelligence Panel sheds light on this
finding, suggesting that environmen-
tal programs are a critical emerging
field in citizenship. According to Ernst
& Young, 38 percent of executives say
that equity analysts covering their
firms consider environmental sustainability in
their evaluations. Another 23 percent believe that
sustainability will begin to factor into these evalu-
ations within five years. Beyond the evaluation of
investors and analysts, study respondents anticipate
natural resource shortages that have the potential to
disrupt business operations across many industries
(see Figure 30).
In the Center’s study, among the categories of cor-
porate citizenship activities, environmental activi-
ties had the highest percentage of anticipated in-
creases in resources, which suggests that they are
becoming more
central to corporate citizenship
(see Figure 32). In looking at the importance of ac-
tivities to success in overall corporate citizenship,
environmental activities are expected to have the
greatest growth in importance (see Figure 31).
For the mining/utilities industry, close to 80
percent of executives say that remediating envi-
ronmental damage matters for their success, the
highest of the industries examined.
Among respondents whose companies operate
only in the United States versus those with glob-
al operations, preserving the environment and
repairing environmental damage are seen as more
central to company success – eight to 10 percent-
age points higher.
Investment and commitment
remain high
Even during the difficult economy of the last three
years, resources for corporate citizenship were
sustained or increased. Looking ahead, executives
identify waste reduction and recycling programs,
stakeholder engagement, and development of sus-
tainable supply chains as the activities most likely to
receive increased corporate resources over the next
Six of 13 industries see natural resource issues as critical in
their future.
Yes, significantly
Yes, somewhat
Yes, but not significantly
No, not at all
Don’t know at this time
0
%20
%40
%60
%80
%100
%
Source: Ernst & Young in cooperation with GreenBiz 2012
Health care and provider care
Media and entertainment
Life sciences (including biotechnol-
ogy and pharmaceutical)
Telecommunications
Technology (includes IT)
Retail and wholesale
Real estate (includes construction,
hospitality and leisure)
Manufacturing
Government
Financial services
Diversified industrial products
Consumer goods
Chemicals
Figure 30
Anticipation of core business objectives to be
affected by natural resource shortages in 3-5 years

34. Boston College Center for Corporate Citizenship
32 www.BCCorporateCitizenship.org
Mattel develops new approach to sourcing packaging
with the adoption of sustainable sourcing principles
In 2011, Mattel, the world’s largest toy company, adopted principles to advance sustainability
considerations in the procurement of paper and wood fiber used in its packaging and prod-
ucts. The principles communicate the company’s commitment to advance the use of recycled
material and sustainable fiber, beginning with packaging.
The principles are based on three fundamental commitments:
• Maximize post-consumer recycled content wherever possible in order to reduce
dependence on wood production.
• Seek to avoid virgin fiber from controversial sources.
• Take steps to increase the percentage of fiber that is certified by a credible third party.
Mattel has exceeded its initial goal to have 70 percent of paper packaging composed of
recycled materials or sustainable fiber, and measurable progress is being made toward achiev-
ing the company’s next goal to increase that amount to 85 percent by year-end 2015.
Gathering input from stakeholders played an important part in the formative stages of the
initiative. Input was sought from across the Mattel supply chain, and from leading brands in
the sustainable paper and packaging space, as well as from the environmental community.
The company sought to understand the basis of the Greenpeace campaign around deforesta-
tion in Indonesia. Mattel reached out to the Rainforest Alliance, an international organization
that works to protect the world’s rainforests and the diverse species and the communities that
depend on them. Rainforest Alliance provided valuable input in the development of Mattel’s
sustainable sourcing principles.
In 2012, the focus for Mattel’s procurement team has shifted to implementing these
principles, including the communication of a preference, when feasible, for fiber certified by
the Forest Stewardship Council, as well as procedures that require packaging suppliers to
document their fiber sourcing practices. A pilot study is currently under way using the Rain-
forest Alliance’s SmartSource 360 System™ to track the origin and certification of packaging
materials and improve supplier communications.

35. State of Corporate Citizenship 2012
www.BCCorporateCitizenship.org 33
three years. And they identify engagement with
stakeholders, compliance and transparency, and tax
compliance as the areas that are most important to
the success of their corporate citizenship programs.
Most respondents say that investments will either
stay the same or increase for almost all citizenship
programs (see Figure 32). Engagement with po-
litical causes and campaigns is deemed the least
important citizenship activity, but even resources
devoted to it are likely to be stable or increase. Few-
er than 10 percent of respondents reported likely
decreases across all of the activities. Overall, the
programs cited as most likely to see decreases are
engagement with political campaigns, job creation
programs, and employee support programs.
Comparing the cited importance of activities three years ago to their anticipated impor-
tance in three years, two environmental activities – waste reduction/recycling programs
and protection of the natural environment have the greatest increase. Employee support
programs have the greatest decrease in anticipated importance.
Figure 31
Anticipated change in importance of activities
to corporate citizenship success
Engagement in political causes/campaign
Development of environmentally friendly products
Engagement with stakeholders
Tax compliance
Philanthropy/corporate giving
Fair employment
Employee support programs
Employee volunteer programs
Community economic development
Sustainable supply chain
Job creation programs
3 years ago 3 years from now
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
Compliance and transparency
Protection of the natural environment
Reporting on SE performance
Waste reduction/recycling programs
Diversity among employees and supply partners
Engagement with stakeholders
Tax compliance
Fair employment
Compliance and transparency
Philanthropy/corporate giving
Diversity among employees and supply partners
Employee support programs
Waste reduction/recycling programs
Employee volunteer programs
Community economic development
Sustainable supply chain
Reporting on SE performance
Job creation programs
Protection of the natural environment
Development of environmentally friendly products
Engagement in political causes/campaign

36. Boston College Center for Corporate Citizenship
34 www.BCCorporateCitizenship.org
Developing a sustainable
supply chain
Increased Stayed the same
Figure 32
Resource commitment to corporate citizenship activities –
Past 3 years vs. next 3 years
Decreased
Past three years
Will increaseWill stay the sameWill decrease
Next three years
40
% 60
% 80
%20
%0
% 100
%
Engagement with stakeholders
Tax compliance
Compliance and transparency
Fair employment practices
Philanthropy/corporate giving
Waste reduction and
recycling programs
Diversity among employees and
supply chain partners
Employee support programs
Reporting on social and
environmental performance
Development of environmentally
friendly products
Engagement with political causes
and campaigns
Community economic development
Protection of the natural environment
Employee volunteer programs
Job creation programs
50
% 70
% 90
%30
%10
%
Among the corporate citizenship activities listed above by predicted order of importance
to respondents, waste reduction/recycling programs had the greatest reported increase in
resource commitment over the past three years and is anticipated to have the greatest in-
crease over the next three years. Less than 10 percent of respondents anticipated decreases
in resource commitment for any of the listed activities in the next three years. The only
reported decrease of more than 10 percent in the past three years came in the area of job
creation programs.

37. State of Corporate Citizenship 2012
www.BCCorporateCitizenship.org 35
Guiding principles affirm Dell’s commitment to zero waste
Dell believes that zero waste — producing, consuming, and recycling
without throwing anything away — is an ethical, cost-efficient and
visionary approach that all manufacturers should employ. And, while
absolute zero waste may be not be possible in the short term, Dell has
put in place zero-waste guiding principles and strategies that will help
the company get closer to waste-free processes.
This is evidenced in Dell’s manufacturing operations that achieved a
recycle-and-reuse rate of 98 percent in FY12. All of Dell’s major office
facilities around the world also have on-site waste recycling programs
and the company uses employee engagement and the company’s
Planet Employee Resource Group to promote recycling, reuse, and
composting.
The Dell Principles that guide the goal of zero waste are:
• Waste is inefficient, so waste minimization, reuse, and recycling are fundamental
• We recognize our position in the overall ecosystem
• We help our customers minimize their waste, too
• We’re committed to finding answers collaboratively
Dell has also demonstrated leadership in extending this approach to its innovative packaging.
To further help consumers, Dell has reduced the size of packaging and bulky materials while
increasing their recyclability. The company has also transitioned the cushioning for most
laptops to recyclable and rapidly renewable bamboo, grown near their manufacturing sites.
And the company works closely with carrier partners to reduce and recycle excess packaging.
Part of the challenge Dell faces is around obsolete electronics. According to the U.S.
Environmental Protection Agency, only 18 percent of the 200 million pieces of computer-
related e-waste that are generated each year actually gets recycled. The rest are going to waste
– either stored away or, worse yet, winding up in landfills. Dell wants to change that. Dell
provides easy, responsible recycling around the globe that has already collected more than
800 million pounds. Dell was also the first in the industry to ban the export of nonworking
electronics to developing countries.
At the 2012 International
Corporate Citizenship
Conference, Trisha
Thompson spoke
about how Dell will
reduce waste

38. Boston College Center for Corporate Citizenship
36 www.BCCorporateCitizenship.org
Conclusion
A variety of imperatives are used to compel corporations to make social and
environmental investments. Whether addressing poverty, climate change, food
security, or water scarcity, we need solutions, and that need becomes more
urgent each year. Corporate decision-makers may sometimes agree that those
investments are warranted, but they must determine which investments are
appropriate for the corporation to make.
The findings of the 2012 State of Corporate Citizenship survey demonstrate
how corporate leaders are making effective decisions on those investments.
Respondents make clear that a well-established corporate citizenship
program that connects with the core business, aligns with strategy, and meets
stakeholder expectations can boost business performance while addressing
social and environmental problems. Executives responding to the survey affirm
the value of corporate citizenship. The majority report that in the face of a
challenging economy, their firms remain committed to almost all dimensions
of citizenship.
When asked about future levels of investment, respondents predict
investments will be sustained or increased for all areas of citizenship. This
demonstration of sustained commitment from executives – accompanied by a
long view of its value – positions corporate citizenship to deliver solid returns
for business, the community, and the planet.

39. State of Corporate Citizenship 2012
www.BCCorporateCitizenship.org 37
Profile of companies surveyed
Most of the surveyed executives work for compa-
nies that are based in the United States but operate
globally. Fifty-four percent are publicly traded.
The companies are fairly equally divided among
B2B, B2C, and a mix of the two forms of operation.
Global and Domestic Operations
Global
Domest
ic
# of Resp.
527
222
Company Type
Private for-profit company
Publicly traded for-profit company
# of Resp.
347
402
Business Type
B2B
B2C
Both B2B and B2C # of Resp.
203
252
292
Revenue vs. a year ago
Decreased by 10% or more
Decreased by 1-9%
Remained about the same
Increased by 1-9%
Increased by 10% or more
# of Resp.
42
88
145
298
172
12
%
19
%
40
%
23
%
27
%
34
%
39
%
Figure 35
Company description –
Business type
Figure 36
Company’s annual revenues –
Compared to 1 year ago
6
%
30
%
Figure 33
Company operation area – United States only (domestic) vs. global
Figure 34
Company type
46
%
54
%
70
%

40. Boston College Center for Corporate Citizenship
38 www.BCCorporateCitizenship.org
Business and Company Type
Private B2B
Private B2C
Both B2B and B2C Private
Public B2B
Public B2C
Both B2B and B2C Public # of Resp.
105
118
124
98
134
168
Size (2010 Revenue)
Less than $1 billion
$1-$4.99 billion
$5 billion and over
# of Resp.
273
179
290
Figure 38
Company’s 2010 revenue
Figure 37
Company and business type
36
%
24
%
39
%
14
%
16
%
17
%
13
%
18
%
22
%
Figure 39
Company’s number of full-time employees –
Based in the United States in 2010
Figure 40
Classifications of companies by industry
Accommodation and food services 6%
Waste and facilities management,
holding companies
5%
Arts, entertainment, and recreation 2%
Construction 2%
Finance and insurance 10%
Health care and social assistance 5%
Information 8%
Manufacturing 21%
Other services (except public administration) 2%
Professional, scientific, and technical services 10%
Retail trade 13%
Transportation and warehousing 7%
Utilities and mining 2%
Wholesale trade 6%
1,000 to 2,499 15%
2,500 to 4,999 15%
5,000 to 7,499 9%
7,500 to 9,999 9%
10,000 to 24,999 14%
25,000 to 49,999 12%
50,000 to 74,999 6%
75,000 to 99,999 4%
100,000 to 499,000 13%
500,000 to 999,999 2%
1 million or more 2%

41. State of Corporate Citizenship 2012
www.BCCorporateCitizenship.org 39
Methodology
The 2012 State of Corporate Citizenship
is an online survey of executives from 749 mostly
medium and large U.S. companies. It was conducted
between November 3, 2011, and December 23, 2011.
The Carroll School of Management Center for Cor-
porate Citizenship at Boston College gathered the
data with the assistance of GlobeScan, a market re-
search firm in Toronto. The Center has conducted
biennial surveys of corporate attitudes and practices
related to corporate citizenship since 2003.
This year’s study used an e-Rewards Business
Panel, as did the studies in 2007 and 2009. When
possible, respondents to the 2009 survey were
contacted and asked to complete the 2011 survey.
Stratified random sampling was also employed. To
qualify for participation, respondents had to meet
the following criteria:
• Work for a for-profit private or publicly
traded company
• Familiar with their company’s corporate
citizenship efforts
• Hold a position of senior executive level
status or higher
The respondents worked in various states across
the United States, with California (11 percent) and
Texas (9 percent) most frequently reported. Most of
the respondents’ companies have global operations.
The survey was redesigned for 2011, permitting no
direct comparisons to previous studies. This year’s
survey stressed the connection between
business
outcomes and corporate citizenship. It did not ad-
dress departmental structures, which are explored
in The Profile of the Practice, another Center sig-
nature research report that will be issued next in
2013. The goal of this year’s study is to better un-
derstand how corporate executives in U.S. compa-
nies perceive the benefits of corporate citizenship
for their companies and communities, whether in
the United States or abroad. Corporate citizenship
was defined as corporate initiatives related to “com-
munity involvement, philanthropy, environmental,
and governance issues.”
Respondents were asked a variety of questions
related to their positions, including their titles
and job levels in relation to the CEO. They were
surveyed regarding employment and company
headquarters locations and the industry in which
their company operates. Whenever respondents
provided company names, the industries were
cross-referenced with the North American Indus-
try Classification System (NAICS) codes avail-
able in the LexisNexis Academic database. Other
company information requested included the
number of full-time equivalent employees (FTEs)
based in the United States for 2010, total revenue
in 2010, and revenue change versus a year earlier.
The main part of the survey had 22 questions,
including two that asked for open-ended respons
-
es. There were 16 multi-part questions, one of
which was a Nielsen tracking question regarding a
company’s responsibility for various social and
environmental issues. Data was analyzed using
statistical software (SPSS).

42. Boston College Center for Corporate Citizenship
40 www.BCCorporateCitizenship.org
The survey sought to learn more about the
executive perspective on the following questions:
• What are the reasons that firms engage in
corporate citizenship?
• Do executives believe that corporate citizen-
ship investments contribute to overall business
success?
• To what degree are non-owner stakeholders
considered in the design of corporate citizen-
ship programs?
• What trends might be emerging around invest-
ment in corporate citizenship programs in the
near term?
• How is activity in the field changing?

43. State of Corporate Citizenship 2012
www.BCCorporateCitizenship.org 41
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Survey, New York, New York: Ernst & Young, 2012.
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OECD Publishing. Outlook, Statistics, OECD, 2012.
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44. About the Center for Corporate
Citizenship at Boston College
The Carroll School of Management Center for Corporate Citizenship at Boston
College is a membership-based knowledge center. Founded in 1985, the Center
has a history of leadership in corporate citizenship research and education.
We engage 400 member companies and more than 10,000 individuals
annually to share knowledge and expertise about the practice of corporate
citizenship through the Center’s executive education programs, online
community, regional programs, and our annual conference. For more
information, visit the Center’s website at BCCorporateCitizenship.org.
55 lee road • chestnut hill, ma 02467-3942 • t: 617–552–4545 • f: 617–552–8499 • e-mail: [email protected] • www.BCCorporateCitizenship.org