One of the major accomplishments for Reynolds American’s CSR program since 2006 has been the formalization of the program’s efforts around seven “planks,” or core issues. This structure makes clear to employees what is important to RAI and its operating companies, and where they should focus their energies.
The basic ingredients for an RAI-wide CSR program have been around for some time. Each of the RAI operating companies have longstanding “responsibility” initiatives ranging from community support to internal marketing standards to responsible environmental practices.
R.J. Reynolds began its more formal program of stakeholder engagement and social reporting in 2004, and it led to several important insights.
First, the process confirmed that major gaps existed between stakeholder expectations and R.J. Reynolds’ positions and actions on several key issues. As the company sorted through input from a variety of stakeholders, their comments fell into two general categories: expectations that the public has about how any major corporation should operate, and expectations that were more specific to the tobacco industry.
|
|
|
|
|
Reynolds American and its operating companies are committed to Corporate Social Responsibility. The companies will continue to engage stakeholders; to act, where appropriate, on their ideas and suggestions; and to report results. Reynolds American and its operating companies have focused CSR efforts against seven main issues, or planks, to address the core expectations stakeholders have for our businesses. This logo, which symbolizes stakeholder engagement as a driver of the initiatives around each of the seven CSR planks, will be used to report on CSR programs and results.
|
|
More on the CSR Model
|
|