By Pamela Weinsaft (New York City)

The National Association of Women Lawyers (NAWL) recently released their Report of The Fourth Annual National Survey On Retention and Promotion of Women in Law Firms. The survey program, which began in 2006, is, according to the report, “the only national study that annually tracks the professional progress of women in the nation’s 200 largest law firms by providing a comparative view of the careers and compensation of men and women lawyers at all levels of private practice, including senior roles as equity partners and law firm leaders, and data about the factors that influence career progression.”

Stephanie Scharf, founder of the Survey and President of the NAWL Foundation which co-sponsors the Survey with NAWL, explained its genesis: “The old saying is that if you want to change something, first you have to measure it. An important purpose of the survey is to provide baseline benchmarks for how a typical law firm is performing. People can assess a firm against those benchmarks and determine where women in private practice stand.” Scharf was quick to state that the NAWL doesn’t publish firm-by-firm data—“we want answers without fear”—and instead, publishes findings based on objective measures like retention and promotion.

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Contributed by Barbara Horne of thebusinesschannels.com

The days of make money at all costs are quickly disappearing. There is value to be built-in products and services that bring profit to society and the bottom line. As a busy executive woman and manager, you can use these five simple tips to incorporate social responsibility into your management style and, ultimately, your company’s culture:

1. Raise the Question
   Each time you have the opportunity to take part in developing a product, service or new strategy, ask the group what the implications of this ‘new effort’ are to the environment and to society. If there are risks to people or the planet, ask how it can be re-strategized or mitigated. You can cite examples of “socially responsible” efforts of other companies in your industry and make mention to any news articles or press releases on their website. You don’t have to have the answer, but simply raising the question may get others thinking.
2. Check out your supply chain
   What is the impact of the products your company purchases on society? As a customer, you can comfortably ask your vendors about their CSR efforts. You may get some new ideas and new news to boast about to your customers. When selecting new vendors, look to your local area first. You can get leads from the café where you get your coffee or the restaurant where you have lunch. You will be surprised at who they know or what they overhear. And they can help you spread the word.
3. Perform CSR check ups
   Make sure customer surveys or focus groups include questions on how they think your company can be more socially responsible and how they think you are doing so far. This will let you improve existing efforts and gain new insight directly from the customer.
4. Track your efforts
   A simple Word Document or Notes on your Blackberry which tracks the ideas/efforts, the dates initiated, and the resources needed will allow you to quickly implement the next CSR initiative. You can look back and see what worked and what needs improvement. Having the document on hand will enable you to offer examples of successes at meetings as well as let your colleagues know the positive impact made. Make your tracking system simple so you will be consistent in using it.
5. Be an example
   As a leader, make sure you are seen recycling, hiring from local companies, checking your supply chain and tracking your efforts. You don’t always have to say it; sometimes you just have to be seen doing it.

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Contributed by Ann Marie Orchard (New York City)

The US Congress appears poised to pass carbon cap and trade legislation, perhaps as soon as the third quarter of this year. Although there has been a market price on carbon in the UK and Europe for some time now, the US has no broad mechanism for factoring in an implicit price for carbon. Until now, efforts have been limited to regional attempts to develop progressive responses to climate change risks, in the absence of formal policy. But, the world is changing, and the heightened awareness surrounding sustainability is making an appearance in the asset management industry.

In the world of those who manage money or other assets, sustainability has a specific definition: the integration of environmental, social and governance (ESG) factors into the investment decision-making process. How does this particular application of sustainability enhance risk assessment, and how can this enhanced analysis allow managers to seize opportunities and manage risks that are associated with these emerging ESG factors?

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By Sima Matthes (New York City)

Exclusive of industry leadership, what do PepsiCo, Baxter Healthcare, SC Johnson & Sons and the Philadelphia Phillies have in common?

All of these companies have made a commitment to using renewable energy and carbon offsets to reduce at least part of their corporate carbon footprint, and all are partners in the Environmental Protection Agency’s Climate Leaders.

As previously reported by The Glass Hammer there is a growing—and essential—attention to the environmental impact of business activities within the corporate community. An increasing number of corporations are trading and purchasing carbon credits as a way to offset the greenhouse gasses produced by their routine operations.

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By Jacqueline Libster (New York)

Perhaps you are an evolved employer who has implemented, or is considering implementing, socially responsible programs. You must be wondering if your employees really care about these efforts. The truth is, they do. And so do clients, stockholders, the community and the next generation workforce.

Social responsibility programs can increase employee loyalty and reduce attrition rates. Employees will better identify with an employer whose values and integrity match their own and will develop a sense of importance and well being about their work and their workplace that can extend beyond the job they are asked to do. CSR (corporate social responsibility) programs should encompass a way of life that blends seamlessly between the workplace and home.

A holistic approach to improving job satisfaction is important when adopting and maintaining CSR efforts. Encouraging and supporting employees to align their personal values with volunteer or charitable efforts that are important to them individually will allow them to psychologically align to the overall values of your organization, while creating branding and marketing value.

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By Melissa J. Anderson (New York City)

In 1972, we got our first real glimpse of what the Earth looked like from outer space with the iconic “Blue Marble” photograph taken by astronauts aboard the Apollo 17 spacecraft. But as Kathy Robb, Partner at Hunton and Williams and Chair of the Women’s Network for a Sustainable Future (WNSF) explained, it wasn’t just a pretty picture— it represented much more.

“This perspective, never before possible, dramatically affected our appreciation of the natural environment,” she said. Today’s view of sustainability “may well be another bright line,” she continued.

On Tuesday, October 6th, WNSF held its 6th annual Businesswomen’s Sustainability Leadership Summit. Entitled “New Dynamics of Sustainability Leadership: Changing Roles, Fresh Opportunities,” the summit took place at the Institute for International Education at the U.N. and brought together 200 women to discuss the new dynamics of sustainability in the business world.

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By Elizabeth Harrin (London)

“About 30 years worth of effort has gone into promoting more women into senior leadership,” says Avivah Wittenberg-Cox. “We have to stop bringing groups of women together to talk about what we know is going wrong.”

Traditionally, women’s networks have been the ‘answer’ to the issue of getting more women into senior positions. Networks provide the opportunity to, well, network, and to meet and listen to senior women who then become role models. After all, if your after-dinner speaker made it to the top, why can’t you? But according to the women on the podium at a recent event hosted by Morgan Stanley, women’s networks are an outdated concept that do more harm than good.

Wittenberg-Cox co-authored the book Why Women Mean Business with Alison Maitland, and she’s the founder and honorary president of the European Professional Women’s Network (ironically). Speaking at an event called ‘21st Century Leadership: the evolution of corporate culture’ she put the case for an end to women-only networking groups. “We have to convince our companies to stop fixing the women,” she explained. “The underlying assumption with all of those programmes [mentoring, executive coaching, etc] is that there must be something wrong with women.”

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