Is philanthropy dead?

Apologies for that rather provocative title. Sort of. But it's a real question that I posed in one of the panels I chaired at the 7th  International Conference on Corporate Sustainability and Responsibility at Humboldt University in Berlin last week. It was a fabulous conference with some truly fascinating speakers from whom I learned a great deal. See Prof. Carol Adams's post with some of the key messages from the conference here.

You can also listen to all the Day 2 plenary sessions via the live-stream recording that can be found here  (if you have 9 hours or so to spare).

The session I'll share in this post is the panel I chaired on Innovative Philanthropy and Impact Investing, which starts at 5:25:19 (hrs:mins:secs) of the live-stream with an introduction by Professor Dr. Joachim Schwalbach, the formidable conference organizer and spirit behind the event. The experts who joined me on the panel were: 

Lisa Hehenberger  - Assistant Professor, Department of Strategy and General Management, ESADE Business School   
Kärim Chatti  - Market Director at ResponsAbility Investments
Johanna Mair - Hertie School of Governance in Berlin and Editor of the Standford Social Innovation Review
Thimo V. Schmitt-Lord  - Head of Foundations & Donations, Bayer Foundations 
Johannes Weber - Managing Director, Ananda Ventures - Social Venture Fund 

Lisa kicked off with an enlightening keynote, explaining the spectrum of philanthropy through to impact investing and the convergence towards a form of "blended social and financial value" creation. There are many hybrid ways of funding to create social value, Lisa explained. It doesn't need to follow the traditional separation of philanthropy for social value and investment for financial return. "It's possible for a foundation to be providing a grant in a more strategic way to a social enterprise that is generating revenues and it's also possible for an investor to start seeing some social and environmental returns with their investments."

Venture philanthropy is, then, very close to impact investing. Venture philanthropy is a long-term investment in an organization, providing both funding and also management support - often with an eye to measuring the impact of the organization and its activities. Impact investing is more or less the same thing, with the expectation of a financial return as well. Lisa highlighted the need for improved policy frameworks and greater transparency in impact measurement as the next stages in the evolution of this approach.

This being said, with the growth of impact investing and new types of corporations such as B Corps and Social Enterprises, the first question that I posed to the panel is: Is philanthropy dead? If both philanthropy and impact investing are designed to generate a social return, why does philanthropy still exist? What's the justification for philanthropy in this new context? 

The consensus view of the panel was that philanthropy is very necessary. In times of emergency, support is needed and there's no time to stop and calculate the social or financial return. You just need to help people. Also, in early stages of social enterprise development, seed funding is critical to support growth through to the stage where new enterprises are mature enough to be attractive to impact investors. At the same time, in early stages, enterprises do not have access to capital via loans as they have not yet developed their business infrastructure, and charities in most legal structures cannot take on debt in any case. Without philanthropy, these charities and social enterprises may not have the capacity to move out from first base. Thimo Schmitt-Lloyd actually prefers the term "non-profit investment", rather than philanthropy, as he feels that reflects the expectation of a form of return - not necessarily financial - which has meaning to the investor.

LISA: "You could almost see philanthropy as the research and development budget for social innovation. So if you don't have that, you don't get social innovation started. The impact investors would then have no deal flow and nothing to invest in." 

JOHANNA: "Philanthropy is absolutely not dead. Quite the opposite. There are two questions: Can the idea that you can invest and gain a social AND financial return be extended to all problems we have on the planet? No, of course it cannot. The second question is: What is new in philanthropy and how does that to social innovation? There is a lot of innovation in philanthropy - look at examples around the world in Germany or in Silicone Valley - entrepreneurs that turn into philanthropists - there is a competitiveness in terms of what kind of philanthropic endeavor you establish. Mark Zuckerberg, for example, doesn't use the 501(c)(3) (typical charity) vehicle. He uses an L3C  corporation structure as a vehicle for his philanthropic ventures. The drive to be innovative in this space is fueling new ways of philanthropic activity."  

THIMO: "If the risk profile of an investment is low, then the innovation potential is also low. The higher the risk, the higher the potential for failure. That's why you need very early investment in social innovation, because it provides the space to experiment, and sometimes fail, without the pressure of needing to generate a return."

So there you have it. Philanthropy is alive, kicking and innovating.. and setting the scene for responsible investment in its different forms. I then asked the next question on everybody's lips. Is impacting investing a compromise? Are investors compromising on the level of financial return they can achieve (versus mainstream investing) in order to achieve some form of social return?

KÄRIM: "In all discussions with investors and portfolio managers, return is key. We live in an environment where there are no interest rates ... so you have to look at your portfolio. Pension funds, family offices and corporate funds want returns. They want to see a nice return track record and return outlook. We deliver nice returns and nice risk profiles. On top of that we have an impact measurement system and we show all the social good that an investment supports, but that is on top. As soon as returns are tanking, large corporate investors pull out their money. In the Press Release, the CEO and the CSR Manager will emphasize the impact and the CSR benefits ... but in reality, decisions are made based on the risk-return profile. We invest in established businesses, possibly businesses planning an IPO or geographic expansion - this is different from the early stage investing that may need to be supported by philanthropy. Our investors know that."

JOHANNES: "In our social venture fund, it's different. Our funds work very well on a financial level but that's not why investors invest in us. They are not looking at the risk-return profile. Their focus is what sort of a difference their money will make."  

THIMO: Today, you also have to deliver a mission. Of course you have to deliver financially, but there must be a fit with the mission. Today, people ask, what's the impact? 

Our discussion also touched on different aspects of policy development, aligning employees and digitization in these areas of philanthropy and impact investment.

LISA: "One of the outcomes of the G8 Task Force was policy innovation. One example was in France - the Solidarity Savings Funds. If you are an employee in a French company, you can invest in a pension scheme where 90% is regular investment with a strict risk and return profile and 10% is invested in social enterprise. This has significantly increased investment levels in social enterprises in France, as it was designed to do."

KÄRIM: "We see huge differences across geographies in how pension funds are invested. I suggest you go back to your pension fund and ask how it invests your money. Some funds apply certain filters and positive or negative screening, but we also see more automatic alignment with responsible investment practice in certain countries such as Norway, Holland and Canada.. In some cases, employees are consulted about where the money should be invested."  

JOHANNES: "If you are a venture investor, you will probably be very interested in digital business models which may be highly innovative and are usually easier to scale. Of the businesses we invest in, around 40% have a digital aspect. Increasingly, IT-driven people want to work in this space. Digital natives are more interested in using their skills for social advancement even if they are not as well paid as they might be working on mainstream commercial initiatives." 

Some questions from the audience were rather incisive. For example, our panelists were asked: To what degree do impact investing and philanthropy divert attention and resources from driving real structural and social change? Is philanthropy about soothing our conscience and impact investing mainly about developing a new source of revenue? 

THIMO: "It depends how you define "return" for you as an investor. When return is progressing the ecosystems in which you operate so that you can operate better as a business, that's also a big return and not a diversion."

LISA: "Traditionally investors perhaps have this notion of two pockets. In one pocket is the money used generate to a financial return and in the other pocket is the money that's given away to make us feel good. That's changing. Now, both pockets are starting play a role in generating some form of return. There's a convergence at the individual level and also at the institutional level."

JOHANNA: "The old charitable model we all know has been replaced. It's not one single model of charity. It has become more strategic." 

And, to close, a couple of stories from Thimo that demonstrate the validity of different channels of investment through non-profit or venture philanthropy  showing that blended value that can be achieved through a strategic, holistic approach.

First, a story of two engineers who have developed a portable sterilizer for Africa that runs with solar energy and dirty water - and can therefore be used anywhere. It's cost is EUR 10,000 - modest enough, but still not affordable in most parts of Africa. As a rule, medical clinics in Africa do not have sterilization equipment and its a fact that, in Africa, 30% of deaths are due to unsafe medical practices. The Bayer Foundation is funding pilot devices to be provided free to social entrepreneurs who will take the sterilizers from clinic to clinic and sell not a machine, but the use of a sterilizer by the hour. In this way, a business model is formed that creates employment, upskilling for local distributors and a practical and affordable solution for clinics. Philanthropy funds the early stage and investment will kick in when the model us up and running.

Another example refers to early detection breast cancer tactile examinations. An entrepreneur found that using trained blind women as examiners (instead of physicians) can advance the detection of tumors by an average of nine months! This became relevant to the Bayer Foundation as law requires corporations in India to provide funding for CSR initiatives. Bayer discovered there are 60 million blind women in India while at the same time, breast cancer rates are among the highest in the world. Using "CSR" money to establish a training center for blind women to become examiners, Bayer starts with a philanthropic venture that can develop into an investment-worthy business as it scales, as women will pay a small fee for testing and the initiative will ultimately generate its own revenue.

The overriding conclusion, I think, it that philanthropy is not dead and we shouldn't attempt to kill it off. It serves a very important purpose in fueling early stage social development initiatives and also, in supporting communities when they need support with no strings attached. On the other hand, the emergence of different models, such as impact investing in its nascent forms and responsible investment in its larger scale frameworks provide additional blended value opportunities to get rich(er) and save the world all at the same time. Often, as in the Thimo's examples, this forms a sort of continuum starting with giving, moving into seed funding and developing into larger scale investing. 

So, when you are next reading the "community giving" sections of Sustainability Reports ... often seen as the "nice-to-have" rather than material elements of corporate impact ... you might have a slightly different perspective. 

Thanks to Joachim Schwalbach and all the expert speakers on this panel for a fascinating discussion.

elaine cohen, CSR consultant, Sustainability Reporter, HR Professional, Ice Cream Addict. Author of Understanding G4: the Concise Guide to Next Generation Sustainability Reporting  AND  Sustainability Reporting for SMEs: Competitive Advantage Through Transparency AND CSR for HR: A necessary partnership for advancing responsible business practices . Contact me via Twitter (@elainecohen)  or via my business website www.b-yond.biz   (Beyond Business Ltd, an inspired CSR consulting and Sustainability Reporting firm).  Need help writing your first / next Sustainability Report? Contact elaine: info@b-yond.biz 

10 ways to have CSR fun in Berlin in September

Planning go to Berlin on 14-16 September 2016? Could possibly get there on 14-16 September 2016? There anyway? Let me help you decide how to have some fun on those days.

1. Go to one of the best Ice Cream Shops in Berlin and try out at least 5 flavors.

2. Attend the opening session of the 7th International Conference on Corporate Sustainability and Responsibility at Humboldt University. The conference theme is "CSR in an age of digitization".

At 08:45 precisely on Wednesday 14th September, Joachim Schwalbach will take the stage to open  up three days of spectacular debate, as he has done for the International CSR Conference Series since its inception in 2004. Joachim is Professor emeritus of International Management at Berlin's Humboldt University, and a prominent expert in CSR and related topics with a distinguished academic career to date. 

I asked Joachim about his hopes for the upcoming conference.

Joachim Shwalbach: "Based on the take-out of the conference in 2014, my hope is that we find ways for technological innovations to empower individuals and organizations to contribute to society's well-being. The last conference concentrated on the connection between innovation and sustainability. There were many insights resulting from that conference, but I will mention only three: First, given the challenge to global sustainability, incremental improvements are not enough. Instead, sustainability driven innovations increase the likelihood to improve value creation by companies and in society. Second, the conference brought two camps, innovation and sustainability, together. These disciplines do not normally pay attention to each other in companies as well as in academia. Third, digitization may help to speed up the process so that innovation and sustainability will be present in all elements of the value chain in companies. The 2016 conference will be a natural extension of our thinking in 2014."  

Well, there you are, and we are only at number two thing to do. If you are not convinced, read on for 8 more fun things to do. 

3. Attend the first plenary at 0900 on Wednesday 14th September at the 7th International Conference on Corporate Sustainability and Responsibility at Humboldt University. Join Timotheus Höttges, CEO of Deutsche Telekom, Georg Kell, Vice Chairman of Arabesque Partners, an asset management firm for sustainable investing and the founding Executive Director of the United Nations Global Compact until recently and David Kiron, executive editor of MIT Sloan Management Review's Big Ideas initiatives. They'll present their thoughts on CSR and Digitization. Surely that's fun enough to convince you to participate in this session. But if not, read on..

4. Come and have a drink with me at the Hotel de Rome. At the heart of everything that happens in Berlin, the Hotel de Rome is a great startpoint for your Berlin sightseeing. Unfortunately, I won't be doing much of that.. see points 5., 7., and 8.

5. Join me for a plenary panel that I will chair  with a formidable group of experts at 14:00 on Wednesday 14th September on the subject of Digital Accountability. How is the digital world affecting communications with stakeholders? What is digitization doing to reporting and do we like it? Come and ask the tough questions!


6. Enjoy fresh the Berlin air in the Campus Mitte around Humboldt University's main building, at the boulevard "Unter den Linden", between Brandenburg Gate and the Dome of Berlin. While you are there, pop in to one of the rich, informative and educational sessions at the 7th International Conference on Corporate Sustainability and Responsibility.

7. Join me for another plenary panel that I will chair with another formidable group of experts at 09:00 on Thursday 15th September on the subject of Innovations in Sustainable Development with a focus on Human Rights. What are the practical steps being taken by companies to protect human rights? What outcomes can be identified? What innovations are we seeing? What are the minimum disclosure standards we should expect from corporations relating to human rights? How are we seeing the evolution of such disclosures today? What are the gaps? More on this .. but only if you show up. It's ok - you can bring ice cream.


8. Join me for yet another plenary panel that I will chair with yet another formidable group of experts at 14:00 on Thursday 15th September on the subject of Innovative Philanthropy and Impact Investing. What are the similarities and differences, and how can you tell? What contributes most to sustainable development? What's driving what? Don't worry, there won't be a call for financial contributions.

9. Join me for a massage at the Spa in the Hotel de Rome. After chairing all these plenary panels, even ice cream may not be enough to keep me cool and collected. The spa is located in what was once a vault for gold and jewellery. (The Hotel was built to house the headquarters of the Dresdner Bank in 1887). Maybe they didn't clean it out properly and we might find a few diamond tiaras and a ruby or two.

10. Go to one of the best Ice Cream Shops in Berlin and try out all the flavors you didn't already try. Joachim Schwalbach's favorite flavor is Cookies and Cream, so don't gorge yourself on that, so there is some left for him.

I could have continued with at least another 45 fun things to do in Berlin on 14-16 September (most of them associated with the CSR Conference). However, these are the Top Ten. If you allocate your time well, and screen your calls, you can probably manage to do all of them. Wow, that's a whole lot of fun in Berlin in three days. See you there?

I'll leave you with another thought from Joachim Schwalbach: "CSR or sustainability departments in companies have reached a cross-roads: Either they improve their competence as a valuable partner for the companies' top management to show that CSR aspects are key success factors, or they do business as usual and remain in their niche, not recognized as one of the most important drivers of business success." Yes, that's something else we'll be talking about in Berlin. Now you HAVE to come.

elaine cohen, CSR consultant, Sustainability Reporter, HR Professional, Ice Cream Addict. Author of Understanding G4: the Concise Guide to Next Generation Sustainability Reporting AND Sustainability Reporting for SMEs: Competitive Advantage Through Transparency AND CSR for HR: A necessary partnership for advancing responsible business practices . Contact me via Twitter (@elainecohen) or via my business website www.b-yond.biz (Beyond Business Ltd, an inspired CSR consulting and Sustainability Reporting firm). Need help writing your first / next Sustainability Report? Contact elaine: info@b-yond.biz

Insights from the 2014 Humboldt Berlin CSR Conference

There's nothing like a good conference to add back a little buzz to those old brain-cells. Especially ones that have been somewhat numbed by non-stop sleep-depriving work on G4 reports for our clients. Ha Ha. Joking of course, we LOVE reporting. But we also love great conferences.

This last week I was honored to both speak at and attend the 6th International Conference on Corporate Sustainability and Responsibility at Humboldt-Universität zu Berlin, organized by the incredible gentleman and scholar, Professor Dr. Joachim Schwalbach. The conference drew a massive crowd, many academics - teachers and students - from a range of impressive institutions, as well as corporate and other delegates. It was a refreshing two days, full of thought-provoking debate. 

I took part in three sessions. As a panelist in the a parallel session on Day One, moderated by Dr. Carol Adams, and as a moderator for a plenary and parallel session on Day Two. Of course, when you are involved, it is difficult to remember everything that went on. It's a bit like trying to recall what the food was like at your own wedding. However, here are a few insights:

Evolution of corporate reporting 

The role of Stock Exchanges in driving disclosure: We were treated to an opening presentation by Sonia Favaretto of the Brazilian BM&F BOVESPA Stock Exchange, who demonstrated that the "report or explain" approach for listed companies had boosted corporate disclosure in Brazil quite substantially. This enlightened Exchange has driven reporting reach for more than a couple of hundred of the larger Brazilian companies, in line with the Stock Exchange's mission "to promote sustainability and private social investment aligned with strategy". I believe this is a lead that many more Stock Exchanges will follow in the future, although at present, a study by Canadian Corporate Knights Capital found that only 128 (less than 3%) of the 4,609 largest companies listed on the world’s stock exchanges disclose data on basic sustainability indicators such as employee turnover, energy, greenhouse gas emissions, injury rate, pay equity, waste and water. In the meantime, BMFBOVESPA publishes a list of who has reported and who has not, and the reasons they gave for not doing so. 

The legal implications of the newly adopted EU reporting directive: Dr. Birgit Speisshofer was the lawyer on the panel, and after the usual jokes about lawyers, she gave us a detailed legal-lens view of the implications of the EU Directive for disclosure of non-financial and diversity information by certain large companies - expected to affect around 6,000 companies in Europe. Without going into all the details, it seems that this legislation is rather flexible, including some leeway for member states' adoption to meet local preferences, and has several fuzzy areas that can exempt certain reporting requirements for companies for whom reporting may not be the height of excitement. So, while the spirit of the law will drive reporting forward, I have no doubt, the pace, quality and consistency of reporting may well remain challenged in Europe. 

Reporting consistency and comparability: One of the key aspects of reporting that held the conversation for a while in this session was the notion of comparability. Do current reporting frameworks facilitate comparability and did they ever? My view on this is quite firm. There is no comparability (between companies) today, there never has been and there probably never will be. Take any small selection of reports and try to compare performance data either across sectors or within a sector and you come up with almost as many different versions of performance disclosure as you have reports. Even trying to compare one company against its own prior performance is often a challenge. Current reporting frameworks would have to be far more prescriptive in order to drive consistency and comparability. And it is precisely such prescriptiveness that companies fight to avoid. Why is comparability so important? Because we all want a sense of whether progress is being made, companies share a competitive spirit and investors look for relative assessments for their portfolio trade-offs. Saying there is no comparability when there are so many ratings and rankings out there that claim to have "the formula" for evaluating relative corporate sustainability performance may be tantamount to heresy. But, I say, there is no comparability. Burn me at the stake. Don't waste your time looking for comparability. Look instead for evidence of robust process, relevant disclosure around material impacts, consistency of targets and reported performance over time and stakeholder interactions that deliver confidence that change is being achieved.

Who is the audience and does it matter? As usual, the question of who reports are for, who the audience is and who "actually" reads them came up once again. Well, you know by now that I say reports are not meant to be read. They are meant to be written. And when they are written, they can be used by a wide range of stakeholders. Recall that stakeholders are often multi-hatted. An employee can be a shareholder can be an environmental activist can be a local community member can be a disabled person can be married to a local policy-maker can be mother or father to an investment analyst, blogger, journalist or other professional. The stakeholder concept is not what it used to be. Neat compartmentalization of stakeholder interests is now not an exact science. The boundaries are getting fuzzier. Information channels are getting re-wired. Targeted messaging for the purpose of dialogue and engagement is not the sole remit of a sustainability report. We would do well to recall that a report is designed to account for impacts. The impacts define the stakeholders and not the other way around. Although I will bet there are plenty who disagree with me.   

For an additional overview and perspective on this panel and others, see a post from Dr. Carol Adams, who moderated the session.

Reputation, CSR & Innovation

The Reputation Economy is alive and well: We opened this session with a presentation from sharp-thinker Leslie-Gaines-Ross, Chief Reputation Strategist at Weber Shandwick, who focused on the Reputation Economy and the role of the CEO, quoting a stat that 50% of reputation equity is created by the CEO. The value of reputation in today's complex info-dynamic world cannot be underestimated and the challenges of managing reputation in a way that is constructive (and not construed as manipulative) require new skills, and that means more than CEOs tweeting and sharing family photos. The CEO reputation is as important as ever, according to Leslie, and in a world where trust in business is not always so positive, the CEO can play a critical role. 

Reputation should work inside the company as well as outside the company: As reputation leaders, CEOs have the opportunity to drive corporate reputation internally as well. That may sound like a non-sequitur - isn't reputation external? - but it's true. Susanne Marell of Trust-Barometer-fame Edelman (Berlin)  says that employees want CEOs to speak up for them, they want CEOs to be their representatives, people of whom they can be proud. No wonder Glassdoor rates CEOs as well as companies. CEOs would do well to remember that their audience is not only those to whom they do not pay salaries. 

CEOs are not recruited with CSR in mind: Brigitte Lammers of Egon Zehnder astounded us all with her statement that, in the hiring process for CEOs, no requirement for the "new" CSR-type skills relating to engagement or stakeholder or reputation management are sought. Instead, CEOs are hired for traditional qualities such as decision-making, P&L orientation, experience, profit maximization etc. So you tell me, if business is going to change the world, how is it that CEOs are not changing? Next time you are in the market for a CEO, think about what kind of company she has to lead. Ha Ha. Subtle. More women CEOs may just be the best of all worlds.  

Thank you to Joachim Schwalbach for this photo

Reputation, CSR & Communications

We opened this panel up with a question to five experts.

Everyone in business today and in society in general faces a mass of information in all forms, via all channels 24/7/365. How do you get people to pay attention to your CSR message?

Simple question. Complex answer. Breaking through the noise is not such a POC. It's more than publishing a Sustainability Report and expecting people to find it. Five panelists offered great insights about how to help make your CSR message stand out from the crowd, increase trust and enhance the reputation of your company. 

Berhnard Schwaeger of Robert Bosch GmbH suggested that, in addition to an annual Sustainability Report, maintaining consistent dialogue and sharing information, including talking about difficult or challenging topics, is the way to do it. The Bosch Sustainability Blog is an example of the way Bosch walks the talk. 

Leslie Gaines-Ross is acutely aware of the multiplicity of messaging and communication channels and says that breaking through the noise means (appropriately) using all available channels - social media, video and more traditional channels - in the optimum way. 

Gabi Faber-Wiener, a respected voice in business ethics and founder of the Centre for Responsible Management in Vienna says, perhaps not surprisingly, if you want to get your CSR message through, don't call it CSR! Who wouldn't agree? 

Mette Morsing of Copenhagen Business School reiterated that "communication is action" and engaging in partnerships with third parties and having them endorse you for your work and involvement is a way to ensure your message gets told. 

Finally, our second expert of the day from Edelman Berlin, Bernd Buschhausen, offered a little relief to corporate CEOs by saying that the CEO should not be the only one talking CSR - employees and external partners can also be fantastic ambassadors of your CSR message. 

Whatever ways you choose to get your CSR message through the sound barrier and bypass the tendency of the general media to report only shock and horror and avoid the good stories, all agreed that CSR communications should be relevant, engaging and inspirational. 

I couldn't help adding a word or two ten about reporting, being a reporting geek as I am known to be. Reporting may not be THE way to ensure that your message breaks through, but when people are looking for your message, it will ensure they find it. When people want to know about you, your Sustainability Report will make sure they get what you give. You can't make Mohammed come to the mountain, but when he gets there, you can make sure he drinks from the right well. Or whatever other mixed metaphor your prefer. Research has shown that reading a Sustainability Report increases the readers' trust in a company. A well-written, material-focused and forward-looking sustainability report is the story your stakeholders, internal and external are looking for. It's as indispensable having a website, a business card, a smartphone and ice-cream. It's part of the corporate package and its not in competition with any other company. It's the way you tell your unique corporate story and it's an essential element of Reputation, CSR and Communications. Now, why wouldn't everyone want a piece of that?

*************

All in all, the Berlin CSR Conference was two days well spent and I have only scratched the surface in this post. Many plenaries, parallel sessions, awards, books, discussions, good food, drinks, music and even dancing made this conference one of the must-attend events of 2014. Fortunately, we only have two years to wait for the next one! See you here in 2016.   

elaine cohen, CSR consultant, Sustainability Reporter, HR Professional, Ice Cream Addict. Author of Understanding G4: the Concise guide to Next Generation Sustainability Reporting  AND  Sustainability Reporting for SMEs: Competitive Advantage Through Transparency AND CSR for HR: A necessary partnership for advancing responsible business practices . Contact me via Twitter (@elainecohen)  or via my business website www.b-yond.biz   (Beyond Business Ltd, an inspired CSR consulting and Sustainability Reporting firm).  Check out our G4 Report Expert Analysis Service - for published G4 reports or pre-publication - write to Elaine at info@b-yond.biz to help make your G4 reporting  even better.