Opening The Dialogue

How many shades of grey should be tolerated?

As the upcoming conference on ethical certification (Certification, Consumption and Change) approaches, some onlookers call into question the ethics of companies involved in certification. Such skepticism raises the issue of whether a company can be lauded for positive work and simultaneously appropriately condemned for corporate skull-duggery.

De Beers represents a perfect example of a company that blurs the line between green-washing and true corporate responsibility. A list of De Beers' infamous history of malfeasance reads like the CSR handbook of what-not-to-do. Featured chapters include exploitation of labor and the apartheid system in South Africa, forcible relocation of the Bushman in Botswana and price-fixing.

Yet, surprising to many, De Beers could also be a featured chapter in the hand-guide to innovative and forward thinking corporate responsibility practices. Today, De Beers is veering from its historical status as a pariah in the CSR community and leading the charge to implement better standards. De Beers' annual Report to Stakeholders is a paradigm of transparent reporting and it's creation of the Madison Dialogue in conjunction with the Diamond Dialogues is an unprecedented example of stakeholder engagement. Similarly, De Beers is pioneering an innovative drive to create processes for Fair Trade diamonds that has the potential to transform working conditions for thousands of minors.

Cadbury, another case study at the conference, can shed light on the very controversial, yet commonplace, occurrence when a company committed to ethical standards is taken over by another company (Kraft) with more questionable motives (Ben and Jerry's and Bert's Bees are other infamous examples of this phenomenon).

While it is easy to be cynical of such corporate speakers, providing a platform (this particular platform will be moderated by the UN's International Labour Organization) that fairly questions and challenges these companies can only contribute to the dialogue on corporate responsibility and challenge companies to move a step further. After all, it is the companies that have made the greatest mistakes that have the greatest lessons to offer.

Many certifications attempt to bridge this gap between positive and negative practices by creating a staged process whereby companies are rewarded for their positive aspects and rated on their ability to improve their negative practices year by year. Such a strategy requires an honest appraisal of all facets of a company's social and environmental portfolio. Therefore, while naysayers bring important facts to light, it's crucial that the dialogue not be derailed by movable obstacles ... in every shade of grey.

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