28 March 2012 — added by Vanessa Delgado, 2degrees

The State of the Corporate Responsibility Profession

"This study undertakes to formulate a snapshot of where the CR field stands today and to provide suggestions about how to advance the field. it also provides an outline of the related sets of knowledge, skills, and attributes that make up the professional domain.

There are two lenses through which to regard this field. first, the CR field comprises a set of individuals bearing CR-related titles and functions. Second, it is a field within which business leaders need focused training and hands-on experience to succeed. Throughout this study we used both lenses. When using the term “CR profession” we refer to the field of study and practice, encompassing anyone studying or engaged with CR-related issues. When using the term “CR professional” we refer to the distinct set of individuals with CR-related titles and job functions."

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17405_BCLC CROA Report.inddProduced By:
With Support By:
Corporate Responsibility Officers Association
March 2012
The State of the
CorPoraTe
reSPonSiBiliTy
ProfeSSion

The State of the
CorPoraTe reSPonSiBiliTy ProfeSSion
2 | http://bclc.uschamber.com

www.croassociation.org | 1
TaBle of ConTenTS
Opening Letter. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
The State of CR Research . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
introduction by U.S. Chamber BClC executive Director Stephen Jordan . . . . . . . . . . . . . . . . . . . . 5
Background. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
Study objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Study approach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
findings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Conclusions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
next Steps. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
Appendices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20

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oPeninG leTTer
Dear Colleagues:
With this report we hope to inspire and empower individuals at every level to join us in
promoting the development of the ﬁ eld of corporate responsibility.
our organizations, the U.S. Chamber of Commerce’s Business Civic leadership Center
(BClC) and the Corporate responsibility ofﬁ cers association (Croa), share a common
mission. Both organizations strive to improve the role of business in society. This research
ﬁ ts squarely in our shared purpose.
in the pages that follow you will ﬁ nd both today’s snapshot of the corporate responsibility
(Cr) profession and a call to action. We believe that advancing the Cr discipline is crucial
for helping businesses take on the tough challenges facing our society. We need to work
together to create the educational programs, career paths, and leaders that will fulﬁ ll on Cr’s
promise to maximize the positive impact of business while minimizing or eliminating the
negative.
improving corporate citizenship will take the deliberate work of not just our organizations
but also of individuals like you who are willing to take risks and take action. armed with
data we hope you will join us in this important work.
Sincerely,
ann Cramer
Director, Corporate Citizenship and Corporate affairs, iBM
Chair, U.S. Chamber BClC Business and Society relations Committee
richard Crespin
executive Director, Croa
ann Cramer
richard Crespin

www.croassociation.org | 3
eXeCUTiVe SUMMary
Background
as part of its mission to empower individuals at all levels to improve corporate citizenship, the Corporate
responsibility ofﬁ cer association (Croa) launched a three-phase, multifaceted research and development
program on the corporate responsibility (Cr) profession.* This document analyzes the ﬁ ndings of a speciﬁ c
phase of that program, the ﬁ nal phase, which was commissioned by the U.S. Chamber of Commerce
Business Civic leadership Center (BClC) and iBM. Summaries of each of the preceding phases of research
are provided in the appendices.
Study Objectives
This study undertakes to formulate a snapshot of where the Cr ﬁ eld stands today and to provide
suggestions about how to advance the ﬁ eld. it also provides an outline of the related sets of knowledge,
skills, and attributes that make up the professional domain.
There are two lenses through which to regard this ﬁ eld. first, the Cr ﬁ eld comprises a set of individuals
bearing Cr-related titles and functions. Second, it is a ﬁ eld within which business leaders need focused
training and hands-on experience to succeed. Throughout this study we used both lenses. When using the
term “Cr profession” we refer to the ﬁ eld of study and practice, encompassing anyone studying or engaged
with Cr-related issues. When using the term “Cr professional” we refer to the distinct set of individuals
with Cr-related titles and job functions.
Methodology
This research consisted of interviews with Cr practitioners and academics. Throughout the summer and
early fall of 2011 we conducted interviews, a survey of Cr practitioners about the demand for a professional
credential, a survey of academic institutions on their Cr curricula, and a review of related documents and
prior studies.
* The CROA defi nes CR as maximizing the positive impact of business on society and the natural environment while minimizing or
eliminating the negative. Issues like sustainability, the environment, philanthropy, social responsibility, human rights, governance, etc.
are all subsets of CR.

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Findings
1. Cr remains a nascent profession.
2. Cr is not yet fully established as a deliberate career path.
3. The future Cr role looks more like the chief ﬁ nancial ofﬁ cer than the e-commerce ofﬁ cer; the practice of the corporate
responsibility ofﬁ cer (Cro) as a silo will end.
4. a dearth of educational capacity exists, with no clear leaders.
5. fulﬁ lling Cr’s promise requires leadership education.
6. Cr professionals should be willing to take risks.
7. Many Cros are ambivalent about the development of their own profession.
8. Some Cros are disturbingly apathetic.
9. it will take deliberate, collective action to mature the profession.
Conclusions
The Cr profession is stuck in a chicken-and-egg conundrum: before employers establish a Cr career path, Cr needs a
deﬁ ned curriculum; before educational institutions invest in a deﬁ ned curriculum, they need to see a clear demand for Cr
professionals. Cros need to be more engaged in shaping the future of their profession through deliberate, collective action.
one immediate way to contribute is by helping to reﬁ ne the body of knowledge. Having an accepted body of knowledge will
help mature the profession and provide the structure educators need to contribute to the pipeline of professionals.
Next Steps
fulﬁ lling Cr’s promise as a ﬁ eld and profession requires dedicating resources and taking deliberate action to build a
consensus within the ﬁ eld itself and about the ﬁ eld in society. We see three distinct next phases of work:
1. Complete the body of knowledge and map the essential tools Cros need.
2. Conduct a prevalence study.
3. raise awareness about the ﬁ eld and profession.

www.croassociation.org | 5
THe STaTe of Cr reSearCH
Introduction
Under any name you call it, the corporate responsibility ﬁ eld is young as a formal discipline
– maybe 30 years old, if that. a product of the business sector’s increasingly complex
external environment, exactly what roles, skills and knowledge are encompassed within this
ﬁ eld is still up for debate.
The complexity of the corporate responsibility ﬁ eld for today’s businesses is one of the reasons
the U.S. Chamber of Commerce’s Business Civic leadership Center is interested in analyzing
the state of the profession and why it commissioned this research. The more that we can map
and prioritize the issues facing the Cr ﬁ eld, the more we can create systems, solutions, tools,
and techniques that make it easier and simpler for businesses to manage them.
This study is the ﬁ rst part of a joint effort between BClC and Croa. We aim to codify
the ﬁ eld’s roles, skills, and knowledge; explain the current state of practice; and develop a set of
recommendations to advance Cr as a management discipline.
Several factors drive the explosive growth of the Cr ﬁ eld, including the increasing importance of balancing
a company’s values, stakeholders, and the social and environmental impact of business practices.
individual companies are increasingly conscious that their values are a strategic asset, the core of their brands,
and a substantial factor in deﬁ ning and knitting their employees together into cohesive teams. Values help to
safeguard companies against scandals, provide a sense of common purpose among employees, and frame
how companies approach complex problems.
Managing corporate values has inherent difﬁ culties. Many companies produce codes of conduct, issue vision
and mission statements, arrange team-building retreats, and so forth, but it is hard to measure what is in an
employee’s heart and character. Similarly, it is tough to measure the extent to which employees buy into and
abide by a company’s values and codes of conduct.
furthermore, in the era of globalization a multinational company’s global values must acclimate to local
customs and cultures. The intangibility of this sub-discipline is challenging.
Stakeholder growth is another force driving increased attention of Cr management. for example, in 1980,
250,000 nonproﬁ t organizations existed in the United States. Today, there are more than 1.5 million. The rise
of civil society organizations has been even more spectacular in other countries, albeit from a smaller base.
The stakeholder pool becomes even more complex considering the rise of the internet and social media. as of
December 2010, more than 250 million websites existed. Social media networks numbered more than 200, and
counting. How a company presents itself to the public has never been more important.
Companies are increasingly recognizing that their external social and environmental conditions can have
Stephen Jordan

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a huge impact on their internal operations. a community’s conﬁ guration – including its schools, health
care system, transit, housing, arts, culture, environment, and more – can signiﬁ cantly affect a company’s
competitiveness and productivity. These “externalities” require careful attention and understanding.
none of these are simple issues. Handled well, all of these elements contribute to business success.
Handled badly, they can expose the enterprise to huge risks.
This study is an excellent survey of the current situation, but it is just a ﬁ rst step. Much more needs to be
done. These issues will not be solved by any single individual, research report, or organization. rather, they
affect a wide body of individuals, issues, and organizations and, as such, will need to be addressed in a
similar manner, as we build a consensus about what needs to be done.
i encourage readers of this report to send us their feedback and to help us continue to move this ﬁ eld forward.
Stephen Jordan
founder and executive Director
U.S. Chamber Business Civic leadership Center

www.croassociation.org | 7
Background
as part of its mission to empower individuals at all levels to improve corporate citizenship, Croa has overseen a
multilayered, three-phase research and development program on the corporate responsibility profession.
The ﬁ rst phase of that program involved convening a working group of Cr practitioners under the auspices of the Croa’s
Professional Development Committee. This group articulated the knowledge, skills, and attributes of the Cr practitioner
organized into distinct job categories and descriptions. They also documented organizational models in current use. This work
was published in 2011 in the Croa’s Guidebook on Structuring & Staffi ng the CR Function (see appendix a).
following the conclusion of the ﬁ rst phase, the Croa set a vector goal of developing a Cr credentialing program. The steps
involved in creating such a program would provide value to the Cr ﬁ eld even if the Croa ultimately decided not to grant
a credential.
Steps to Creating a CR Credential:
1. find the Baseline State of the Practice
2. Deﬁ ne the Body of Knowledge
3. Develop the Body of Knowledge
4. Create a Competency exam
in 2011, the Croa began the effort to ﬁ nd the baseline of the state of the practice. This phase was underwritten in part by
the U.S. Chamber of Commerce BClC and iBM. This document summarizes the ﬁ ndings of the research to date. This work
will continue into 2012, with the ﬁ elding of a Job analysis Prevalence Study (see details on p.19) in conjunction with the
american Society for Quality (aSQ).
Source: Croa’s Structuring & Stafﬁ ng Corporate Responsibility: A
Guidebook
Convene expert
Panel to Deﬁ ne
Professional
Knowledge, Skills, &
attributes (KSas)
Status: Complete
Survey Practitioners
on Prevalence of
KSas in actual Use
Deﬁ ne Professional
Body of Knowledge
Develop
Professional Body of
Knowledge
Develop
Professional
Competency exam
EXAM
1. Question a
(a) answer
(b) answer
2. Question B
(a) answer
(b) answer
3. Question C
(a) answer
(b) answer
BODY OF
KNOWLEDGE
✔Curriculum 1
• Subpart A
• Subpart B
• Subpart C
✔Curriculum 2
• Subpart A
• Subpart B
✔Curriculum 3
SURVEY
ask 1 ask 2 ask 3
Exam
ask a ask B ask C
BoK
Curr 1
Curr 2
Curr 3
Status: Underway Status: Underway Status: Not Started Status: Not Started

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Study Objectives
The speciﬁ c study that resulted in this report undertakes to formulate a snapshot of where the Cr ﬁ eld stands today and how
to mature it. The study also presents an outline of the related body of knowledge entailing the knowledge, skills, and attributes
that comprise the professional domain and drive its development.
There are two lenses through which to regard this ﬁ eld. one is as a separate and distinct class of individuals bearing Cr-
related titles and functions; and the other is as a ﬁ eld with which business leaders need some level of proﬁ ciency. Consider
the ﬁ nance ﬁ eld: it has distinct professionals yet every business leader must have some ﬁ nancial acumen.
in this study we used both lenses. When referring to the “Cr profession” we mean the area of study and practice,
encompassing anyone studying or working on Cr-related issues. When we refer to the “Cr professional” we mean the
distinct set of individuals with Cr-related titles and job functions. This mirrors the Croa’s own membership structure which
recognizes general members (those interested in the ﬁ eld) and practicing members (those with job responsibilities in Cr).
Study Approach
This phase of research consisted of the following:
Interviews with CR Practitioners and Academics. Throughout the summer and early fall of 2011 we conducted
interviews with Cr practitioners and academics. When possible we conducted these interviews over the phone. in a few cases
interviews were conducted by email. a full list of interviewees can be found in the appendix (see appendix B).
Survey of CR Practitioners on the Demand for a Professional Credential. With the help of aSQ we ﬁ elded an
electronic survey of Cr professionals on their perceptions of the market demand for a Cr professional credential. The survey
was in the ﬁ eld during the spring and summer of 2011 and followed a standard survey design provided by aSQ. excerpts from
the ﬁ nal report can be found in the appendix (see appendix C).
Survey of Academic Institutions on their CR Curricula. We sent an electronic survey to a set of leading business
schools to inquire how they structure their Cr-related courses. Detailed survey responses can be found in the appendix (see
appendix f).
Document Review. We consulted various other sources including other Croa research, various studies on the
development of professions, the ProQuest database on academic theses, and other related sources. a list of resources can be
found in the appendix (see appendix e).
Findings
1. CR remains a nascent profession.
a mature profession has certain characteristics which are
currently lacking or underdeveloped for the Cr profession.
When considering the distinct set of professionals with related
titles or job functions, we ﬁ nd that the Cr profession
currently lacks:
Characteristics of a Profession
State of CR
Profession
applied research
accepted body of knowledge
Societal recognition
recognized professional society
ethics code
Professional credential

www.croassociation.org | 9
Recognition by Society. Cr partially meets this characteristic. Some people recognize Cr as a distinct ﬁ eld and defer to
professionals on Cr-related issues. While titles vary, there is some agreement regarding recognized roles, responsibilities,
and titles, including:
Corporate responsibility ofﬁ cer
• Vice President of Corporate responsibility
• Director of Cr Communications
• Director of foundations/Philanthropy
• Director of Cr Procurement Strategy
• Director of environment, Health, and Safety
• Director of Sustainability
An Accepted Body of Knowledge. There is a growing set of unique knowledge and skills related to Cr. Below is an
excerpt from the Croa’s Guidebook on Structuring & Staffi ng the CR Function, which shows the baseline body of knowledge
identiﬁ ed through this research. it is clear that its acceptance and broad use remains limited, though.
“Corporate responsibility really hasn’t
become a distinct profession at this point.”
– Cr Practitioner
Job Titles
Corporate
responsibility
ofﬁ cer
Director, Cr
Communications
VP, Corporate
responsibility
Director,
foundation/
Philanthropy
Director,
environmental
Health & Safety
Director,
Procurement
Strategy
Knowledge
economic Sustainability ● ● ● ● ● ●
Social Sustainability ● ● ● ● ● ●
environmental Sustainability
● ● ● ● ● ●
Governance ● ● ● ● ● ●
Stakeholder engagement ● ● ● ● ● ●
ethics ● ● ● ● ● ●
Skills
Strategy Development ● ● ● ● ● ●
Strategy execution ● ● ● ● ● ●
Performance Management
● ● ● ● ● ●
Change Management ● ● ● ● ● ●
Communication ● ● ● ● ● ●
industry and Business
acumen
● ● ● ● ● ●
risk Management ● ● ● ● ● ●
● indicates that the knowledge or skill is critically necessary to complete role
● indicates that the knowledge or skill is preferable, however, not required to fulﬁ l role
● not required

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Applied Research Related to the Body of Knowledge. The scope of Cr-related academic research generally and
applied research speciﬁ cally remains limited (see the educational capacity ﬁ nding on p.13).
A Recognized Professional Society. While several nongovernmental organizations cover Cr, only the Croa claims to
represent the individual professional; however, it currently has a small membership.
An Ethics Code. While individual companies and organizations have drafted ethics codes, there has not been one adopted
by the Cr profession as a whole. The Croa has developed a draft ethics code, and put it out for public comment (see
appendix D). in focus groups only a very small percentage of Cr professionals say they are prepared to sign such a code.
A Professional Credential. although the Croa has teamed up with the american Society of Quality to develop a
credential, a lot of work remains.
2. CR is not yet fully established as a deliberate career path.
“ People come to Cr through a variety of different avenues, but the characteristics required are
very different from a grant maker, volunteer/event organizer, or someone who can demonstrate
a building is leeD certiﬁ ed.” - Cro
To date, few have entered this profession via a deliberate career path, although this has been evolving over time.
as the Cr profession emerged in the 1990s, we
witnessed Generation 1.0 of this career path where
people got these newly formed jobs without any formal
training or experience in the ﬁ eld, often coming from
related but narrower disciplines such as environmental
health and safety, compliance, or corporate philanthropy.
Generation 1.5 of this career path, begun during the past
decade, exhibited lateral transfers of Cros from one
company to a similar role at another, in recognition that
these roles encompassed a transferable skill set. in one
well-known case, Dave Stangis led Cr for intel before
taking the same role at Campbell Soup.
This process of creating a career ladder in Cr skill-
sets and expertise opened up a whole new realm of job
options and career possibilities for professionals looking
to expand and grow their experience.
recently, Generation 2.0 leaders have emerged, with formal education and work experience in the ﬁ eld prior to obtaining
manager- or executive-level Cr positions. for example, a director of sustainability for a leading software and technology
services company earned a dual master’s degree in business and natural resources and environment, completed an internship
through the environmental Defense fund’s Climate Corps fellowship, then returned to that company following graduation as a
Cr practitioner.
Unit Unit Unit
CEO
CEO
Generation 1.0
Firm 1
CRO
Firm 2
CRO
Firm 3
CRO
Generation 1.5
Unit Unit Unit
CEO
CRO
Generation 1.0
Grad
School
Intern/
Experience
Experience
CRO
Generation 2.0

www.croassociation.org | 11
even as this ﬁ eld has developed into one with
more substantial and diverse career opportunities,
people seeking to advance still have to largely
make their own way without the beneﬁ t of a clear
career path. The Cr function can be located in
any number of places within a company – ranging
from the Ceo’s ofﬁ ce to communications/
marketing to the legal division – and can be
called anything from “reputation management” to
“citizenship” to “environmental risk,” which makes
it a difﬁ cult landscape to navigate.
Since there are no prerequisite qualiﬁ cations
to enter this ﬁ eld, hiring managers consider
formal education and experience along with other
transferable skills, related content knowledge,
and a demonstration of a long-term interest and
commitment to the ﬁ eld. This can make it hard for
a rising Cr professional to stand out; however,
those interviewed for this study did identify a core
set of attributes that a successful Cr practitioner
should emulate, reﬂ ected in the chart below.
CRO Attributes
Corporate Responsibility
Distributed
Office of the CEO
Communications/Gov’t Relations
Legal/General Counsel
Marketing/PR
Operations
Other
Environmental/Health/Safety
Philanthropy/Foundation
Sustainability
Human Resources
Executive Area
0 5 10 15 20 25 30 35
32%
20%
14%
12%
5%
4%
4%
3%
2%
2%
1%
1%
1%
CRO’
s Functional Area
Source: Croa’s Guidebook on Structuring & Staffi ng Corporate
Responsibility: A Guidebook
Courageous
advocate for Cr; stands up for decisions that further Cr initiatives and ethical business; comfortable with using his/her visibility to show
Cr leadership
Decisive resolute; purposeful; reaches timely conclusions based on logical reasoning and analysis; expedites decisions methodically
ethical fair, truthful, courageous, sincere, and honest
innovative forward-looking, passionate, indirect and direct advocate for the profession, groundbreaking research and/or involvement
logical Makes decisions based on fact; focused on achieving results through reasoned logic
open-minded Worldview; willing to consider alternative ideas or points of view; be inquisitive and show interest in subject matter; listens well
organized
Systematically structure work load and management of subordinates; ability to prioritize; exhibits balanced afﬁ liation for both tasks
and people
Perceptive
Shows the ability to identify both patterns and exceptions in complex situations; relates to others and shows tact in appropriate situations;
actively aware of physical surroundings and activities; observant; instinctively aware of and able to understand situations and people
Proactive Takes the initiative; minimizes reactions and prepares for foreseeable events
Process-focused
Demonstrates the ability to follow a pre-determined method; sees the interconnections between core product and service processes and
the host of supporting processes
Qualiﬁ ed
Demonstrates ability, capacity, and certainty to lead; reacts reasonably to a variety of challenges with poise, especially in challenging
situations
Self-reliant acts and functions independently while interacting effectively with different types of people in a range of situations and copes with change
Versatile
flexible; shows a balanced global and detailed-oriented focus; adaptable to changing environments and people; adjusts readily to
different situations
Source: Boston College Center for Corporate Citizenship

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as the Cr community remains relatively small, job seekers have the opportunity to more quickly build their network,
their reputation, and develop familiarity with current issues than in more established ﬁ elds. note though, that many of the
Generation 1.0 leaders are not always helpful or supportive in clearing that path since they themselves did not have this when
getting started. in large part, they see no problem with people continuing to come into these roles from diverse backgrounds.
“i don’t think [Cr] is a specialized or certiﬁ ed profession. The best people have diverse
backgrounds in different areas of the business.” – Cro
3. The future CR role looks more like the chief fi nancial offi cer than the
e-commerce offi cer; the practice of the CRO as a silo will end.
“The future of Cr is going to look different in different
industries, but it will probably end up being in the Cfo
model.” –Cro
Some see Cr rising as a direct response to recent events, sun-setting as a formal
function once it is embedded throughout companies and management decision-
making. This would have the Cro take a path similar to that of the e-commerce
ofﬁ cer, a position which sprang up at the beginning of the internet boom as products
and services began to be bought and sold online. over time, “e-commerce” became
just “commerce” and the need for an e-commerce ofﬁ cer faded away.
Most of the Cros we interviewed work in centralized Cr functions responsible
for strategy and reporting, with distributed responsibility for implementation and
execution. The overwhelming consensus was that this model would persist; that is,
that the Cro would follow a path more like that of the chief ﬁ nancial ofﬁ cer.
finance has both a formal function/ofﬁ cer and embedded decision-making at all levels of the
company. a Cfo understands the critical ﬁ nancial elements and how they affect the business,
serves as a champion and key advisor to the Ceo, and ensures strategic leadership and
accountability for the ﬁ nancial function.
even as the Cr function increasingly becomes the responsibility of many around a company,
and Cr more thoroughly penetrates management decision-making, centralized responsibility
will likely continue. The function of the Cro will become increasingly sophisticated, working
hand-in-hand with people across the company’s key functions and business units.
CFO eCO CRO
“ even as [Cr]
eventually becomes
embedded into a
company, we will
still need leadership
by a small core.”
– Cro
Source: ProQuest Dissertations & Theses Database

www.croassociation.org | 13
4. A dearth of educational capacity exists, with no clear leaders.
“i don’t see many Cr specialties or concentrations in business schools. it also needs a pipeline
of PhDs that could actually teach these programs.” – academic
a mature academic ﬁ eld has certain characteristics, currently lacking for
the ﬁ eld of Cr, as follows:
Pipeline of Educators. Training future leaders necessitates training
today’s educators. There are only a few PhDs graduating each year in
this ﬁ eld. The academics interviewed for this study deemed the number
insufﬁ cient for leading academic institutions to support the maturation
of the ﬁ eld. a clear indicator of this is the number of Cr-related
dissertations year-over-year which has remained ﬂ at or declined since
2001, hovering around 25% of the number of dissertations in ﬁ nance-
related ﬁ elds.
Attributes of a
Professional
Education
State of CR
Education (1-10)
Pipeline of educators
Program specialties &
sub-specialties
academic research &
publishing
Graduate programs
Core curriculum
Source: ProQuest Dissertations & Theses Database

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Program specialties and sub-specialties. We could ﬁ nd little to no evidence of academic institutions ﬁ elding
programmatic specialties and sub-specialties in the study of Cr.
Academic research and publishing. There is no academic journal dedicated to Cr. While several business and social
science journals accept papers on related topics, the academics interviewed considered them to be of limited value.
Graduate-level programs. Many of the institutions interviewed and surveyed for this report had some courses dedicated
to these topics, but only a few in the United States had certiﬁ cate-level programs and none had degree-granting programs.
one interviewee indicated there are a number of UK- and eU-based schools that have ﬁ elded respected programs. at the same
time, there is an effort ongoing under the auspices of the Un Principles for responsible Management education (PrMe)
Program to organize graduate-level education in this ﬁ eld.
A Core Curriculum. no recognized Cr core curriculum exists, and Cr-related issues are not currently incorporated into
the business school curriculum in a uniform way. for example, some business schools have a required ethics course, while
others have attempted a more integrated approach. Some business schools have various courses that address the central
knowledge and skill areas of a Cr practitioner, but there are no schools with a comprehensive course selection to address all
of them (see Business School Survey results in appendix f).
regardless of whether Cr persists as a distinct function, without educators and a curriculum future business leaders will not
have the conceptual frameworks, hard data, and proven practices they need. Putting these pieces in place will help advance
the ﬁ eld and embed Cr into business thinking.
5. Fulfi lling CR’s promise requires educating
future leaders.
“Solid business people with an interest in Cr ought
to be plying their trade rather than be pigeonholing
themselves…in the operations area, Six Sigma holds
tremendous opportunities for reducing environmental
footprint but it’s not new, it’s something that has been
around and should be applied to this area.”
– Business School Dean
improving the role of business in society is predicated on improving the
effectiveness of the discipline of management; the ability of business leaders
to integrate Cr principles and stakeholder approaches into mainstream
strategy. This is true for leaders coming from a number of different business
disciplines, including operations, marketing, ﬁ nance, and organizational
behavior. Doing this will result in Cr initiatives directly linked to business
goals as well as the measurement of the extent to which a company’s
performance improves as a result.
Similar to how business leaders need Cr integrated into their education,
Cr professionals need a strong business foundation integrated into their
Course Topic Offered
environmental sustainability 100%
ethics 100%
economic sustainability >85%
Social sustainability >85%
Governance >85%
risk management >85%
Stakeholder engagement >70%
Strategy development >70%
Communications >70%
non-proﬁ t management >70%
finance/accounting >70%
Change management >60%
Strategy execution >60%
Performance management >60%
Corporate philanthropy <50%
Building business cases <50%

www.croassociation.org | 15
core curriculum for them to be successful, with a sufﬁ cient focus on execution. The leading business schools interviewed
understand this, though they have taken different approaches.
While all have continued to add Cr-related program offerings, often driven by the student’s demand, some have done this in
an effort to build Cr as a unique discipline or department, while others have developed a Cr center of excellence that frames
the solutions to complex, multidisciplinary business issues and serves as a hub for the generation and dissemination of
critical knowledge and related research.
“There is a need for business school programs and undergraduate programs to not view Cr as a
job, but rather view it as a responsibility and as an inherent part of the business phenomenon.”
– academic
6. CR professionals should be willing to take risks.
“Most Cr practitioners can talk about the good stuff their companies are doing but don’t have to
be accountable for the bad stuff.” – Cro
in a mature profession, professional’s feel greater allegiance to the profession than to their speciﬁ c employer, which empowers
them to do what they feel is best in the name of the profession. This is, for example, what enables accountants to conﬁ dently
alert authorities to accounting fraud by their employers or allows in-house counsel to blow the whistle on unethical activity.
Without the cohesion and deﬁ nition that comes with a mature profession, today’s Cr professionals are unable to rely on this
same sort of backing so may be afraid to confront their employers on the tough issues. This may be why one of the Cros
interviewed underscored how Cr practitioners are currently being held accountable only for the “good stuff” that they can
directly affect and not for the “bad stuff” that their company may be involved in that does not fall within their direct purview.
“We need a greater level of accountability – not just for Cros but for leadership at all levels.”
– Cro
7. Many CROs are ambivalent about the development of their own profession.
“i don’t really know if this is a profession with a future.” – Cro
The majority of Cros interviewed were of two minds about the
future of their profession: they like their jobs but are uncertain
about the profession’s future. Some have adopted a “wait and
see” attitude while others want to take deliberate action to help
mature the ﬁ eld but are unsure of what steps to take. There is no
clear consensus on how to move the profession forward.
This was also evidenced in the Cr Certiﬁ cation Market Demand
Survey analyzed by aSQ, where there was a lack of agreement
around whether there is a need for credentialing in this ﬁ eld.
Do you think the market is mature enough for a
CR certifi cation (i.e., there is an accepted body of
knowledge that is identifi able and accessible)?
• 54.3% No
• 45.7% Yes

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This was partly due to a division on whether the Cr ﬁ eld was mature enough and partly due to uncertainty around whether
employers would ﬁ nd value in such a certiﬁ cation.
8. Some CROs are disturbingly apathetic.
“There is not much growth possible for people in [Cr] roles at a company because it is not the
core competency, the number of roles are quite limited” – Cr Practitioner
as touched on above, some – though certainly not all – Generation 1.0 Cros seem unwilling to actively help build the Cr
profession. They remain unconvinced that a profession even exists or that it’s worth investing time or effort in developing.
9. It will take deliberate, collective action to mature the profession.
The “traditional” professions – doctors, lawyers, educators, police, soldiers – came into being because the state reserved for
them special powers that it restricted for the rest of us. later professions – ﬁ nance and Hr most notably – arose through a
combination of state action and advocacy. Governments either licensed some parts of these professions (e.g., accountants) or
required complex regulatory reporting resulting in the need for specialized skills (e.g., bookkeeping and employment-related
ﬁ lings). at the same time such professionals and their societies actively worked for recognition.
0
20
40
60
80
100
120
Certified Corporate Responsibility Professional Certification
in Order of Agreement
29.5%
32.1%
38.5%
28.2%
31.8%
40.0%
29.5%
42.3%
28.2%
27.2%
38.3%
34.6%
22.4%
41.2%
36.5%
22.1%
40.7%
37.2%
19.2%
55.1%
25.6%
15.7%
60.2%
24.1%
A certification
to ensure
competency/
validate
expertise in
CR would be
of value to me
as an
employer
Strongly
Agree
Agree
Disagree/
Strongly
Disagree
North
American
need for a CR
certification
Industry-wide
need for a CR
certification
In the future, I
would
consider CR
certification as
part of my
preferred
hiring
requirements
World-wide
need for a CR
certification
Employers
would value a
CR
certification
My
management
would
financially
support my
expense for a
CR
certification
I would be
willing to pay
my expenses
related to a CR
certification

www.croassociation.org | 17
This lends important insight for how Cr can become a true profession. The preconditions already exist and are growing
for government-required reporting in this area. What is missing is active advocacy and deliberate action by professionals
and a recognized professional society. The Croa could serve as the professional society advocating on behalf of the
profession, utilizing effective communications campaigns to various stakeholders including corporations, nGos, academics,
policymakers, the media, and the general public.
Interviewees Weigh In:
Educational Programs
This graphic depicts the business school programs that were mentioned
by the interviewees as leading providers in Cr education. The most widely
recognized programs are indicated by three thumbs up, whereas two
thumbs up represents those programs referenced on multiple occasions,
and one thumbs up denotes those programs that received one mention.
We found little to no consensus on the standout leaders in Cr education.
Moreover, educators do not yet clearly understand the level of demand or
how best to respond to it.
Interviewees Weigh In:
Conferences and Publications
Conferences and publications represent another source of knowledge and skills. While we again found little consensus on the
leading conferences and publications amongst the Cros interviewed, almost all of them noted conferences and publications
as an important professional development resource for Cr practitioners, especially useful for staying current on the issues
surrounding this evolving profession.
interviewees highlighted the following conference and publication providers as sources for continuing professional education
resources, none of which received more than three mentions:
Business for Social responsibility (BSr)
Boston College Center for Corporate Citizenship (BCCCC)
Business Civic leadership Center (BClC)
Committee encouraging Corporate Philanthropy (CeCP)
Ceres
CR Magazine’s CoMMiT!forum
CR Magazine
Council on foundations
netimpact
Public affairs Council
Program Recognition
Boston College 
Duke 
notre Dame 
Harvard 
Michigan 
Babson 
Georgetown 
George Washington 
MiT 
Stanford 
University of
California, Berkeley

University of Chicago 

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Conclusions
Maturing this ﬁ eld won’t happen on its own. The Cr profession is stuck in a chicken-and-egg conundrum: before employers
establish a Cr career path, Cr needs a deﬁ ned curriculum; before educational institutions invest in a deﬁ ned curriculum,
they need to see a clear demand for Cr professionals. Many of the people we interviewed want to see the ﬁ eld mature but are
unsure of what steps should be taken or how they can help. Here are some ideas:
Break the Chicken-and-Egg Conundrum
Companies, nGos, and individuals need to commit to building the Cr profession. More than that, they need to telegraph their
commitment. They need to make it clear to jobseekers, future business leaders, and academic institutions that Cr knowledge
and skills are valuable and part of what they want to see in future employees. Conversely, jobseekers need to communicate
that a “responsible Dna” is part of what they seek in future employers. if that happens, then academic institutions will invest
in and support the future development of Cr as a ﬁ eld.
Take an Active Role in Helping the Profession to Mature
Many of the Cros we interviewed expressed great optimism for the future of the ﬁ eld and profession. at the same time, many
were unsure how they could contribute to advancing the ﬁ eld. a few could not really conceive of it as a profession or really
see beyond their own job. in the modern economy professions do not mature on their own; they’re made. People interested in
seeing this ﬁ eld ﬂ ourish will need to take deliberate action to move it forward.
one way of doing so would be to consolidate support around a professional society like the Croa. if not the Croa speciﬁ cally,
motivated people need to rally around some institution and empower it with the mandate and resources to make a difference.
Refi ne the Body of Knowledge
another immediate way to contribute to the ﬁ eld is by helping to reﬁ ne the body of knowledge. Having an accepted body of
knowledge will mature the profession and provide the structure educators need to contribute to the pipeline of professionals.
academics and practitioners should work together to complete this work.
Capture the Value-Add
There are reasons why the ﬁ eld of corporate responsibility has exploded in recent years, but clearly the professional development
side has not kept up. More work needs to be done to help quantify the bottom-line value of Cros – whether it’s because they
increase worker productivity, help companies manage risks and increase their reputations, or contribute to the brand.
The more that the ﬁ nancial value of Cros is captured, the more resources will undoubtedly be devoted to cultivating best
practices in the ﬁ eld.

www.croassociation.org | 19
Next Steps
This work does not end here. The Croa, BClC, and many companies are dedicated to advancing the ﬁ eld. fulﬁ lling Cr’s
promise requires dedicating resources and taking deliberate action to build a consensus within the ﬁ eld itself and about the
ﬁ eld in society as a whole.
We see three distinct next steps which will inform the future phases of this research:
Map the Essential Tools CROs Need
While the body of knowledge will always be a work in progress, we need to work with professionals and academics to
complete a baseline. This foundation will form the basis for a core Cr curriculum that educators can build upon, enable
professionals to develop a clear career path, and allow individuals to identify the knowledge and skills they need so they can
take action to improve corporate citizenship. This work is under way now, but needs additional experienced volunteers and
underwriting in order to be completed.
Conduct Job Analysis Prevalence Study
in order to mature the profession we need to understand the degree to which speciﬁ c knowledge and skills are in use
today. This study, done in conjunction with aSQ, is scheduled to go into the ﬁ eld in the ﬁ rst quarter of 2012. it will ask Cr
practitioners to evaluate how frequently they use knowledge and skills related to the Cr profession in their own work and how
important that knowledge and those skills are to their effectiveness on the job.
Raise Awareness about the Field and Profession
in order to advance the Cr profession, there needs to be a recognized professional society that can serve as its voice and
advocate. individuals interested in improving the status of the Cr ﬁ eld need to rally around a professional society and
empower it to advocate on their behalf. if not the Croa, then some society needs to achieve breakthrough velocity as the
recognized professional society. This will require effective communications campaigns to various stakeholders including
corporations, nGos, academics, policy makers, the media, and the general public.

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Appendices
A) Contents of the Croa’s Guidebook on Structuring & Staffi ng the CR Function
B) list of interviewees
C) excerpts from the Cr Professional Certiﬁ cation Market Demand Survey results
D) The Croa Draft ethics Code
E) Professional Development resources
F) Business School Survey results

www.croassociation.org | 21
A) Contents of the CROA’s Guidebook on Structuring & Staffi ng the CR Function
• Introduction
• Overview
• CR Best Practices Research: Structuring and Governing the CR Function
• Outcome Alignment Model
• Corporate Responsibility and Executive Management
• Alternate Organizational Structures
• Sample Organization Charts
• Perspectives on Corporate Responsibility
• The View from the C-Suite
• The View from the Practitioner’s Chair
• The View from the Inside: A Business Line Manager Weighs In
• Job Descriptions
• How to Use These Documents
• Corporate Responsibility Ofﬁ cer
• Vice President, Corporate Responsibility
• Director, Corporate Responsibility Communications
• Director, Foundation/Philanthropy
• Director, Corporate Responsibility Procurement Strategy
• Director, Environment, Health and Safety
• Director, Sustainability
• How to Write A Good Job Posting
• Knowledge, Skills and Attributes
• KSA–Job Description Crosswalk
• CRO Knowledge and Skills
• CRO Attributes
• CRO Qualiﬁ cation: Economic Sustainability
• CRO Qualiﬁ cation: Social Sustainability
• CRO Qualiﬁ cation: Environmental Sustainability
• CRO Qualiﬁ cation: Governance
• CRO Qualiﬁ cation: Stakeholder Engagement
• CRO Qualiﬁ cation: Ethics
• CRO Qualiﬁ cation: Risk Management
• CRO Qualiﬁ cation: Strategy Development, Execution and Performance Management
• CRO Qualiﬁ cation: Change Management
• CRO Qualiﬁ cation: Communication
• CRO Qualiﬁ cation: Industry and Business Acumen
• Resources
• Next Steps: Training & Certiﬁ cation
• How to Get Involved in CR Professional Development
• Bibliography & Further Reading
The complete Guidebook can be downloaded at: http://www.croassociation.org/content/structuring-stafﬁ ng-corporate-
responsibility-guidebook

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B) List of Interviewees
The Cr professionals and academics interviewed for this report include the following:
• Akhtar Badshah, Senior Director of Global Community Affairs, Microsoft Corporation
• Michael Carren, Director of Employee Engagement and Volunteerism, Global Philanthropy, JPMorganChase
• Ann Cramer, Director Americas of Corporate Citizenship and Corporate Affairs, IBM
• Barbara Dyer, President & CEO, Hitachi Foundation
• Manuel Escudero, Special Advisor, UN PRME and Director General, Deusto Business School
• Aaron Frank, Director of Environmental Affairs, The Walt Disney Company
• Brad Googins, Associate Professor, Management and Organization, Caroll School of Business, Boston College
• Doug Guthrie, Dean of the School of Business, George Washington University
• Kathy Hannan, National Managing Partner – Diversity and Corporate Social Responsibility, KPMG
• Evan Hochberg, National Director of Community Involvement, Deloitte Services LP
• Bob Langert, Vice President of Corporate Social Responsibility, McDonald’s
• David Logan, Co-founder, Corporate Citizenship
• Rick Martella, Vice President of Corporate Affairs, ARAMARK
• Mark Murphy, Assistant Vice President of Corporate Affairs, Cargill, Inc.
• Kathy Pickus, Divisional Vice President of Global Citizenship and Policy, Abbott Laboratories
• Chris Pinney, Senior Fellow, Business & Society Program, Aspen Institute
• Mary Ellen Rodgers, Corporate Responsibility Ofﬁ cer & US Managing Partner Workplace Services, Deloitte LLP
• Mary Rucci, Director of CSR Communications, ARAMARK
• John Ruggie, Berthold Beitz Professor in Human Rights and International Affairs and Former UN Assistant Secretary
General, Harvard University
• Daniel Sweeney, Director of the Institute of Enterprise and Ethics, University of Denver
• L. Joseph Thomas, Dean of the Johnson School, Cornell University
C) Excerpts from the CR Professional Certifi cation Market Demand Survey Results
86 Total respondents
Prepared by the aSQ Market research Department (September 2011)
Data Overview
• The four statements most agreed (9 - 10) upon by respondents:
• 29.5% – A certiﬁ cation that is designed to ensure competency or validate expertise in Corporate Responsibility would
be of value to me as an employer.
• 29.5% – There is a North American need for a CCRP certiﬁ cation credential.
• 28.2% – There is an industry-wide need for a CCRP certiﬁ cation credential.
• 27.2% – In the future, I would consider a CCRP certiﬁ cation as part of my preferred hiring requirements.
• The four least agreed (9 - 10) upon statements are:
• 15.7% – I would be willing to pay my expenses related to a CCRP certiﬁ cation.
• 19.2% – Management in my organization would ﬁ nancially support my expenses for examinations related to a CCRP
certiﬁ cation.
• 22.1% – Employers would value a CCRP certiﬁ cation.
• 22.4% – There is a world-wide need for a CCRP certiﬁ cation credential.
• 30.2% felt that it made sense for this certiﬁ cation to be granted by CROA and 28.0% for the CCRP certiﬁ cation to be
administered by ASQ.

www.croassociation.org | 23
• 30.8% of respondents agreed that ASQ certiﬁ cations have value in the marketplace. In addition to that, 23.6% agreed that
a CCRP certiﬁ cation from ASQ has value to individuals in the marketplace.
• Overall, 51.3% of individuals thought that having an ASQ certiﬁ cation as a CCRP would help improve the overall operation,
cost savings, and quality of world-wide. However, 54.3% did not think the market for a Certiﬁ ed Corporate Responsibility
Professional certiﬁ cation was mature enough.
• About 83% of respondents believe that it will take three years or more for this certiﬁ cation to become important in the ﬁ eld.
• More than half of the survey participants felt that there is enough material in the ﬁ eld for adequate training and referencing
for exam questions.
• The ﬁ ve requirements most valuable to respondents were:
• 72.1% - Number of years working in some segment of Corporate Responsibility.
• 52.5% - Leadership and management experience.
• 47.5% - Level of education.
• 45.9% - Number of years overall work experience.
• 45.9% - Major project experience.
• In terms of the exam format, the four most pertinent to testing CR knowledge, skills and abilities were:
• 67.9% - Written exam that includes multiple choice questions.
• 53.6% - Written exam that includes essay questions.
• 48.2% - Committee review of a portfolio experience.
• 48.2% - Interactive case studies.
D) The CROA Draft Ethics Code
This code provides a set of requirements to which Croa members adhere.
The code reﬂ ects the unique role of the Cr practitioner to:
• Represent the interdependency between a thriving business, a thriving and trusting community and a sustainable environment.
• Practice in the space beyond compliance, recognizing that "legal" does not in itself deﬁ ne "good".
Speciﬁ c to the Cr role, the Cr practitioner will, at a level consistent with their role in the organization:
• Develop an understanding of the potential outcomes that result from the impact of the business on society and the impact
of the business on the environment.
• Develop an understanding of the wellbeing of society and environment on the business.
• Ensure that those interdependencies are articulated back into the business and accounted for in all business decisions in
which the CR practitioner is included.
• Ensure that employees in business functions are aware of and account for the impact of their activities on society and the
environment as appropriate to their functional role.
• Articulate and advocate for the needs of civil society and the environment when a business decision has a consequence in
either or both spheres and take a balanced outlook between need for the business to thrive and need for the community
and environment to thrive.
• Maintain a knowledge of the business in which they operate and a knowledge of social and environmental issues in the
short and long term
• Recognize and account for the interrelationship between economic, social and environmental issues.
• Drive for a governance and transparency model that supports a sustainable business.
as an exemplar of the aspiration of the profession the practice the practitioner will:
• Maintain the highest professional standards of Integrity, honesty and ethical behavior
• Advance knowledge in the profession and advocate for the profession

The State of the
CORPORATE RESPONSIBILITY PROFESSION
24 | http://bclc.uschamber.com www.croassociation.org | 25
• Avoid any actual, potential, or perceived conﬂ icts between my personal and business responsibilities, and promptly disclose
and resolve any issues that may arise.
• Be transparent about any special relationship, business interest or conﬂ ict of interest.
More available at: http://www.croassociation.org/content/croa-draft-ethics-code
E) Professional Development Resources
Resources Consulted for this Report
• The CROA Guidebook on Structuring & Staffi ng Corporate Responsibility – http://www.croassociation.org/content/structur-
ing-stafﬁ ng-corporate-responsibility-guidebook
• ProQuest Dissertations & Theses Database (PQDT) – http://www.proquest.com/en-US/catalogs/databases/detail/pqdt.shtml
Additional Resources Noted by Interviewees and Survey Respondents
• A Strategic and Tactical Approach to Global Business Ethics by Lawrence A. Beer
• Better Work – http://www.betterwork.org
• Boston College Center for Corporate Citizenship (BCCCC) – http://www.bcccc.net/index.cfm
• Business Civic Leadership Center (BCLC) – http://bclc.uschamber.com
• Business & Human Rights Resource Centre – http://www.business-humanrights.org
• Business for Social Responsibility (BSR) – http://www.bsr.org
• Cause Marketing Forum – http://www.causemarketingforum.com
• Ceres – http://www.ceres.org
• Committee Encouraging Corporate Philanthropy (CECP) – http://www.corporatephilanthropy.org
• Confessions of a Radical Industrialist by Ray Anderson
• Corporate Responsibility Ofﬁ cer Association (CROA) – http://www.croassociation.org
• Council on Foundations – http://www.cof.org
E) Professional Development Resources (Cont.)
• Cradle to Cradle by William McDonough and Michael Braungart –http://www.mcdonough.com/cradle_to_cradle.htm
• CR’s COMMIT!Forum – http://www.commitforum.com
• CR Magazine – http://www.thecro.com
• Ecology of Commerce by Paul Hawken
• Ethical Trading Initiative – http://www.ethicaltrade.org
• Global Reporting Initiative (GRI) – http://www.globalreporting.org
• Green to Gold by Daniel Esty & Andrew Winston – http://www.eco-advantage.com/book.php
• Greenbiz – http://www.greenbiz.com/
• Greenhouse Gas Protocol Initiative – http://www.ghgprotocol.org
• Harvard Business Review – http://hbr.org
• Impact Reporting & Investment Standards (IRIS) – http://iris.thegiin.org
• International Labour Organization (ILO) – http://www.ilo.org/global/lang--en/index.htm
• Natural Capitalism – http://www.natcap.org
• Net Impact – http://netimpact.org
• Public Affairs Council - http://pac.org
• Strategy for Sustainability by Adam Werbach –http://www.strategyforsustainability.com
• The Civil Corporation: The New Economy of Corporate Citizenship by Simon Zadek
• The Four Dimensions of Sustainability by Kevin Moss – http://csrperspective.com/wp-content/uploads/2011/02/Four-
Dimensions-of-Sustainability.pdf
• The Market for Virtue by David Vogel
• The Necessary Revolution by Peter Senge
• Triple Pundit – http://www.triplepundit.com
• United Nations Global Compact – http://www.unglobalcompact.org
• United Nations Millennium Development Goals – http://www.un.org/millenniumgoals/index.shtml
• United Nations Principles for Responsible Management Education (PRME) Program – http://www.unprme.org
• United States Council for International Business (USCIB) – http://www.uscib.org
• University of California Berkeley, Haas Business School Center for Responsible Business – http://www.haas.berkeley.edu
F) Business School Survey Results
Economic
Sustainability
Social
Sustainability
Environmental
Sustainability
Governance Stakeholder
Engagement
Ethics Strategy
Development
Baruch College ✔ ✔ ✔ ✔ ✔ ✔ ✔
Benedictine University Center for Values-Driven Leadership ✔ ✔ ✔ ✔ ✔ ✔ ✔
Berkeley Center of Responsible Business ✔ ✔ ✔
Columbia University ✔ ✔ ✔ ✔ ✔ ✔ ✔
Cornell University ✔ ✔ ✔ ✔ ✔ ✔ ✔
Georgia State University ✔ ✔ ✔ ✔ ✔ ✔ ✔
Georgetown University ✔ ✔ ✔ ✔ ✔ ✔ ✔
Harvard Extension School ✔ ✔ ✔ ✔ ✔ ✔ ✔
Kansas State University ✔ ✔ ✔ ✔ ✔ ✔
University of Denver Daniels College of Business ✔ ✔ ✔ ✔ ✔ ✔ ✔
University of Maryland ✔ ✔ ✔ ✔ ✔ ✔ ✔
Villanova University ✔ ✔ ✔ ✔ ✔ ✔ ✔
Wisconsin School of Business ✔ ✔ ✔ ✔
Strategy
Execution
Performance
Management
Change
Management
Communication Non-Profi t
Management
Risk
Management
Corporate
Philanthropy
Building
Business Cases
Finance/
Accounting
✔ ✔ ✔ ✔ ✔ ✔ ✔
✔ ✔ ✔ ✔
✔ ✔ ✔ ✔
✔ ✔ ✔ ✔ ✔
✔ ✔ ✔ ✔ ✔ ✔
✔ ✔ ✔ ✔ ✔
✔ ✔ ✔ ✔ ✔ ✔
✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔
✔ ✔ ✔ ✔ ✔ ✔ ✔
✔ ✔ ✔ ✔ ✔ ✔
✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔
✔ ✔ ✔ ✔ ✔ ✔ ✔
✔ ✔

U.S. Chamber of Commerce
Business Civic Leadership Center
1615 H Street, NW, Washington, DC 20062-2000
Phone 202-463-3133 Fax 202-463-5308
bclc.uschamber.com

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Managing Sustainability

The State of the Corporate Responsibility Profession

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