“Responsible business,” says Bob Corcoran, “is good business.”
And what’s responsible business? “Make money, make it ethically and make a difference.”
Bob is vice president for corporate citizenship at GE, a 30-year company veteran, and a good guy. We met in 2o04 when we traveled together in Ghana while I was reporting a story on GE’s values for FORTUNE. (See Money and Morals at GE.) Recently we spoke about GE’s 2009 citizenship report, and about what GE has learned in the past five years from its corporate citizenship efforts, including its high-profile campaign around Ecomagination, which focuses the company, and its marketing, on products and services that help solve the world’s big environment problems.
Inside GE, Ecomagination is deemed a success, so much so that it has spawned a sister initiative (if you can spawn a sister) called Healthymagination, focused on profitably creating better health for more people. GE says that it expects Ecomagination product revenues to grow at twice the rate of GE’s overall revenue between now and 2015.
The logic behind both initiatives is simple, Bob noted. Big global problems demand big solutions from big companies. GE prides itself on “tackling the world’s most complex and pressing problems,” as chief executive Jeff Immelt writes in the report.
The trouble is, the payoff for GE’s shareholders have been disappointing. I didn’t realize just how disappointing until I put together this chart comparing GE’s stock-price performance to the S&P500 and to a couple of its conglomerate competitors, Siemens and United Technologies. (more…)






Anyone who paid attention learned a lot from the global financial crisis of 2008. Here are three lessons that were burned into my brain:
Walmart and GE are the superpowers of corporate sustainability. They have enormous impact (WMT) and influence (GE). Recently, I hosted a dinner about sustainability for Motorola where an executive named Bill Olson described how the company developed its 

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Today’s guest post comes from Sanjeev Chadha, the chairman and CEO of PepsiCo India. Sanjeev, who is 50, joined the company in 1989, as part of the team that brought Pepsi products to India and while the brands are doing well, they have been controversial because of their impact on water in a country where water shortages are an issue. Here he writes about how PepsiCo has responded to the expectations of Indian citizens–by both reducing its own water use and helping communities do a better job of gathering and storing water, to the point where PepsiCo now says it has a “positive water balance” in India, a global first for the company.
We also recognized the need for on-the-ground action in these communities. Replenishing water supplies only partially solves the problem; villagers also need tools to better manage these expanded water resources. It’s an important part of our role to invest in and aid our neighbors. And at PepsiCo’s facilities in India, we saw an opportunity to better manage water resources in these areas by working directly with community members.
Brands like Izod (left), Timberland and Calvin Klein Gold all sell clothes made with DuPont’s
Today’s guest post comes from Ellen Weinreb, who is the CEO of Sustainability Recruiting, a search firm based in Berkeley (where else?) focusing on sustainability, corporate social responsibility (CSR) and corporate citizenship jobs. Ellen got interested in fair trade issues as an undergrad at Wellesley College (she sold African jewelry on campus), did a stint in Cameroon as Peace Corps volunteer, got an MBA from Yale, and became a CSR consultant in the late 1990s. working for such companies as Levi Strauss, HP and Nike. She’s now a full-time recruiter, and says that the market for CSR jobs, which took a steep downturn in 2009, seems to be recovering. “Climate change, Obama and clean tech are driving the increase in jobs for 2010,” she tells me. Ellen tweets about new CSR jobs @sustainablejobs and has an informative website at
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Oil companies Hess Corp. (No. 10 on the list) , ExxonMobil (No. 51, which for years sought to delay action to deal with climate change, 
