Beyond ESG: Bridging Corporate Responsibility and Industry 5.0 for Human-Centered Growth

Article
Written By Soheill Deriss
 
 

Modern businesses face growing pressure to be both ethically responsible and demonstrably sustainable. Investors, customers, regulators, and employees increasingly expect companies to not only declare lofty Corporate Social Responsibility (CSR) goals but also back them up with hard data and transparent action plans. Over the past decade, the concept of Environmental, Social, and Governance (ESG) has surged into prominence as “the decade’s trend,” driven by stakeholder demand and new regulations like the EU Taxonomy and Sustainable Finance Disclosure Regulation (SFDR).This represents a fundamental shift: where CSR once focused on voluntary values and goodwill, ESG now brings measurable accountability to those commitments.

At the same time, a new industrial paradigm is emerging. Industry 5.0 – often dubbed the fifth industrial revolution – is reshaping how organizations innovate by placing people and planet at the heart of technological advancement. It “moves focus from shareholder to stakeholder value, providing prosperity beyond jobs and growth, while respecting planetary boundaries and placing worker well-being at the center”. In essence, Industry 5.0 calls for human-centric innovation, aligning cutting-edge technology with social and environmental purpose. This report explores how bridging ESG with CSR under the lens of Industry 5.0 can enhance business morality (ethical conduct and stakeholder value) and sustainability, and why companies – especially in forward-thinking regions like the Nordics and EU – should treat this integration as core to their strategy. We also discuss which frameworks and practices support this convergence, in a McKinsey-style analysis aimed at thought leadership and practical insight.

From CSR to ESG: The Evolution of Corporate Responsibility

Corporate Social Responsibility (CSR) traditionally refers to a company’s voluntary initiatives to integrate social and environmental concerns into its business strategy and operations. CSR emerged in the late 20th century as businesses recognized their duty to contribute positively to society – whether by reducing carbon footprints, improving labor practices, philanthropy, or developing eco-friendly products (as seen when Adidas turned plastic waste into new products). The ethos of CSR is rooted in moral responsibility: companies committing to “do good” beyond profit, thereby enhancing their brand reputation and stakeholder goodwill.

Environmental, Social, and Governance (ESG), on the other hand, is a more recent framework that measures a company’s sustainability performance across concrete criteria. Think of ESG as “CSR raised into a measurable strategy”. While CSR asks “How are we being responsible corporate citizens?”, ESG asks “Can we prove it, and how does it impact value?” ESG metrics cover environmental impact (e.g. carbon emissions, resource use), social impact (e.g. workforce diversity, community relations), and governance (e.g. ethics, board accountability). Crucially, ESG has reframed corporate responsibility from a values-driven discourse to a value-driven one. As noted in a Berkeley review, ESG evolved the language of CSR “from a values-based discourse, motivated by moral responsibilities, to one that is value-based and aligned with the pursuit of financial performance”. In other words, ESG integrates sustainability with business value by aligning responsible practices with risk management and long-term financial outcomes.

This evolution was spurred by investor and regulatory forces. Originally promoted by UN initiatives in the mid-2000s, ESG has become mainstream as investors realized that sustainability factors correlate with financial risk and opportunity. Globally, regulations are turning ESG from optional to essential. For instance, the EU is rolling out the Corporate Sustainability Reporting Directive (CSRD) that mandates standardized sustainability reporting even for smaller companies, forcing transparency on ESG performance. In fact, responding to such evolving rules was the number one driver for investors considering ESG factors in decisions.

Key difference in summary: CSR is a self-regulated commitment to ethical behavior and social value; ESG is a rigorous assessment and reporting system for those commitments. CSR builds reputation and trust, while ESG provides the metrics and accountability to sustain that trust. In short, CSR is about principles and policies; ESG is about performance and proof.

Why Bridging ESG and CSR Is Essential

Bridging CSR and ESG means aligning a company’s ethical intentions with measurable outcomes, creating a unified sustainability strategy. This integration is increasingly seen not as a “nice-to-have” but as a business imperative. Here’s why:

  • From Ad-Hoc to Strategic: Many early CSR efforts were well-intentioned but ad-hoc – siloed charity projects or isolated “green” initiatives. By aligning CSR initiatives with ESG goals, companies transform these isolated acts into systemic, strategic endeavors. ESG frameworks help prioritize which CSR activities matter most, ensuring resources target areas of real impact and relevance to stakeholders.

  • Accountability and Transparency: Bridging CSR with ESG injects data and accountability into corporate responsibility. Companies that once touted feel-good projects must now “walk the talk” with evidence.This reduces the risk of greenwashing – misleading claims of sustainability. Indeed, even firms with high CSR profiles have been found engaging in greenwashing, underlining the need for transparent metrics.ESG reporting forces a company to measure outcomes, publish progress (and shortfalls), and set clear targets, making ethical commitments credible. Over time, this builds trust with investors, customers and the public, who can see genuine progress rather than marketing spin. It also fosters internal accountability, as goals become concrete and tied to performance indicators.

  • Stakeholder Trust and Reputation: Stakeholder capitalism is on the rise, meaning companies are judged by how they serve not just shareholders but employees, communities, and the environment. A bridged ESG-CSR strategy addresses both moral expectations and information needs of stakeholders. It demonstrates that the company’s social-environmental initiatives are not mere PR, but are core to how the business is run and evaluated. This can strengthen brand loyalty, employee engagement, and community relations. For example, disclosing ESG metrics (diversity figures, emissions data, etc.) shows a willingness to be open and improve, which enhances credibility. As one comprehensive guide observed, this alignment embeds social responsibility into the fabric of the business model, leading to increased stakeholder trust.

  • Regulatory and Market Pressure: Governments and financial markets are increasingly penalizing unsustainable practices. By bridging to ESG, companies future-proof themselves against tightening regulations. In the EU, new rules like CSRD are expanding sustainability reporting obligations widely, effectively forcing what used to be voluntary CSR into mandatory disclosure. Companies that integrate ESG early can stay ahead of compliance, avoiding legal risks and fines. Moreover, they become more attractive to ESG-focused investors and lenders, potentially lowering the cost of capital. In short, an ESG-augmented CSR strategy is a way to align with the direction of policy and capital flows.

  • Performance and Innovation: What gets measured gets managed. ESG’s quantitative approach can drive better performance on sustainability targets – energy efficiency, waste reduction, talent diversity – which often correlates with operational efficiency and innovation. Companies known for strong ESG often cite benefits like cost savings (through eco-efficiencies), improved risk management, and ability to enter new green markets. By treating CSR goals as strategic goals with KPIs, businesses stimulate innovation to achieve them (for example, inventing new clean technologies or sustainable products). Over time, bridging to ESG helps unlock competitive value and long-term resilience, as the business continuously improves its social and environmental impact alongside financial growth.

In summary, bridging ESG and CSR creates a virtuous cycle: ethical commitments inform corporate strategy, and rigorous measurement ensures those commitments deliver tangible results. This union enhances what we might call “business morality” – a culture of doing the right thing – with the discipline of business sustainability – ensuring the right thing is done effectively and transparently.

Industry 5.0: A Human-Centric Innovation Framework

While companies integrate ESG and CSR, they are also navigating the shift from Industry 4.0 to Industry 5.0. Understanding Industry 5.0 is crucial, as it provides a framework that naturally supports the ESG-CSR bridge by emphasizing human and environmental dimensions of innovation.

Industry 4.0 (the fourth industrial revolution) was characterized by digitization, automation, AI, and the interconnection of machines – “smart factories” focusing on efficiency and productivity. Industry 5.0, a concept championed by the European Commission and thought leaders, complements and extends Industry 4.0 by adding a crucial emphasis on sustainability, resilience, and human-centricity. Rather than technology for technology’s sake, Industry 5.0 envisions technology in service of societal goals and worker well-being.

Key principles of Industry 5.0 include:

  • Human-Centricity: Technology and automation are designed to empower workers, not replace them. In an Industry 5.0 factory, human creativity and expertise work in tandem with robots and AI. For instance, human–machine integration and co-creation are emphasized, so that skilled workers drive innovation with advanced tools as collaborators. This places employees’ safety, growth, and well-being at the center of industrial strategy.

  • Sustainability: Industry 5.0 holds that industrial development must respect planetary boundaries. It extends the Industry 4.0 focus on efficiency to include environmental sustainability – for example, using renewable energy-powered production systems to cut carbon emissions. The goal is to achieve prosperity “while respecting planetary boundaries”. In practical terms, this means designing processes that minimize waste and environmental harm, and actively contribute to climate goals (the EU’s impetus for Industry 5.0 is aligned with its ambition of climate neutrality by 2050).

  • Resilience: The COVID-19 pandemic and global supply chain disruptions have highlighted the need for resilient industries. Industry 5.0 promotes resilience by diversifying supply chains, adopting flexible production, and integrating risk management into design. Stakeholder value is part of resilience – by moving from a shareholder-only focus to a stakeholder focus, companies become more adaptable and socially grounded.A resilient Industry 5.0 enterprise can weather economic and environmental shocks better, because it invests in people, community, and sustainable practices that ensure long-term viability.

In essence, Industry 5.0 is about “harmonizing the interactions between people, machines and the environment”, going beyond operational efficiency to achieve broader societal value. This philosophy mirrors the goals of CSR and ESG. In fact, the underlying values of Industry 5.0 align closely with ESG principles of environmental stewardship, social responsibility, and good governance. Industry 5.0 is sometimes described as putting “research and innovation at the service of sustainability and human-centric progress”, which naturally dovetails with a company’s CSR mission.

Converging ESG/CSR with Industry 5.0: Technology with Purpose

Industry 5.0 provides an ideal context for bridging ESG and CSR, because it encourages companies to embed purpose and sustainability into the core of technological innovation. Rather than treating “sustainability” as a separate agenda, Industry 5.0 calls for it to be interwoven with operations and product development. Here’s how the convergence is happening:

  • ESG as a Non-Negotiable in Innovation: As businesses adopt cutting-edge tech like AI, Internet of Things (IoT), robotics, and digital twins (key tools of Industry 4.0), Industry 5.0 insists that these innovations be deployed in ways that advance ESG objectives. In fact, meeting ESG standards is becoming a non-negotiable requirement across global markets – it’s “crucial for businesses striving to achieve ESG standards” in today’s industrial landscape. For example, a manufacturing firm implementing IoT for efficiency will also use it to monitor energy usage and reduce emissions (environmental ESG), or use AI not just for productivity but also to improve worker safety and ergonomics (social ESG). Technology projects are thus evaluated on what they contribute to sustainability and society, not just how much they produce.

  • Innovation Driven by Stakeholder Needs: In the Industry 5.0 era, stakeholder-centric design becomes a mantra. Products and services are developed with consideration of customer well-being, community impact, and alignment to global challenges (like climate change or inclusivity). This is effectively CSR philosophy guiding R&D. One can see this in sectors like food and agriculture tech (producing healthier, low-impact food), healthcare tech (making solutions accessible), or mobility (developing green transport). By integrating stakeholder feedback and ethical considerations early in the innovation process, companies ensure their growth aligns with societal value – a direct bridge between CSR values and product strategy.

  • Governance and Ethics in Tech Deployment: Governance (the “G” in ESG) takes on new importance as advanced tech raises ethical questions (e.g. AI bias, data privacy, bioethics). Industry 5.0’s human-centric stance implies strong ethical governance frameworks around technology. Companies are establishing AI ethics boards, embracing transparency in algorithms, and ensuring compliance with data protection – all part of ESG governance criteria. This means CSR’s emphasis on “doing the right thing” extends into how technology is governed internally. For instance, a company might voluntarily adopt AI governance standards today, knowing that by 2028 those who do so could gain significantly higher trust and compliance scores than competitors. Such foresight not only mitigates risk but strengthens the company’s moral credibility.

  • Reskilling and Empowering Workforce: A human-centric approach means heavy investments in employee development and well-being. As automation expands, companies practicing Industry 5.0 are retraining workers for higher-skilled roles, involving them in decision-making, and augmenting their capabilities with collaborative robots (cobots). These efforts fulfill social responsibility commitments (avoiding large-scale layoffs, fostering inclusive growth) while also contributing to a more innovative, capable organization. In effect, CSR programs for employees (training, education, health & safety) become integrated with the company’s tech roadmap – bridging CSR with operational strategy.

  • Sustainable Value Chains: Industry 5.0 thinking extends beyond the factory walls to the entire value chain, leveraging technology to improve sustainability end-to-end. Companies are using blockchain for supply chain transparency (ensuring ethical sourcing, a CSR concern, and providing data for ESG reporting), IoT sensors to track product life cycles and enable circular economy models (take-back and recycling programs), and digital platforms to collaborate with suppliers on emissions reductions. This systemic approach means a company’s CSR ethos (like fair labor or low carbon footprint) is embedded through data sharing and innovation across partners. It’s a convergence of CSR and ESG that’s enabled by technology – for instance, real-time ESG data monitoring in supply chains helps companies meet new reporting mandates and prove their social-environmental claims.

Notably, Europe is actively fostering this convergence. The EU’s Industry 5.0 agenda explicitly ties into the UN Sustainable Development Goals (SDGs), urging companies to innovate in ways that help achieve the SDGs (e.g. SDG 9: Industry, Innovation, and Infrastructure, now with a human-centric twist). By aligning corporate innovation programs with SDGs, businesses create products and services that advance global sustainability targets – a clear overlap of CSR ideals, ESG metrics (many SDGs map to ESG factors), and innovation strategy. It’s no coincidence that Industry 5.0 and the SDGs go hand in hand: both frameworks push companies toward sustainable development on a broad scale.

Furthermore, European and Nordic companies are often at the forefront of this integrated approach. The Nordic region’s businesses have long championed sustainability and rank among the highest in ESG performance globally. In 2024, for example, Finland, Norway, and Sweden held the top three spots in one major country sustainability ranking (based on ESG indicators). This leadership is partly cultural – a business ethos that values societal well-being – and partly regulatory, as European policies strongly incentivize ESG integration. Nordic firms frequently serve as case studies in how to successfully combine technology innovation with aggressive sustainability goals. They demonstrate that focusing on “sustainability and human-centricity” can go hand in hand with profitability and growth, validating the Industry 5.0 vision on the ground.

Frameworks and Strategies for Sustainable, Human-Centric Business

To operationalize the bridge between ESG and CSR within an Industry 5.0 context, companies can adopt several frameworks and strategies. Below we outline key approaches (in a manner akin to a consultancy playbook) that organizations should consider:

  • Stakeholder Value Model: Redefine the business’s purpose around stakeholder outcomes, not just shareholder profit. Embracing models like the Triple Bottom Line (People, Planet, Profit) or the Stakeholder Capitalism Principles ensures that decisions are filtered through a wider moral lens. This shift echoes Industry 5.0’s mantra of moving “from shareholder to stakeholder value”, delivering benefits “for all concerned”. Concretely, this might mean incorporating stakeholder impact assessments into project approvals or linking executive compensation to ESG performance – signaling that success is measured in social and environmental terms as well as financial.

  • Integrated ESG Management and Reporting: Develop a robust system for ESG data collection, monitoring, and reporting that ties directly into CSR objectives. Many companies use frameworks like the Global Reporting Initiative (GRI) or Sustainability Accounting Standards Board (SASB) to structure their disclosures. What’s important is that CSR goals (e.g. community investment, emission reduction, diversity hiring) are translated into specific metrics and targets (KPIs) and tracked over time. Regular sustainability reports (aligned with standards and regulations like CSRD) should communicate progress honestly. This integrated approach helps break down silos – the sustainability team, finance team, and operations team collaborate to ensure data integrity and that CSR initiatives drive measurable results. Over time, integrated reporting builds a narrative of accountability and improvement that can enhance corporate reputation and meet compliance needs simultaneously.

  • Strategic Alignment with Global Goals: Align the company’s CSR/ESG strategy with external frameworks such as the United Nations Sustainable Development Goals (SDGs). Mapping corporate initiatives to relevant SDGs provides a holistic vision of impact and can inspire innovation. For instance, a tech firm might target SDG 7 (Affordable and Clean Energy) by developing energy-efficient products, or a manufacturing company aligning with SDG 12 (Responsible Consumption and Production) by implementing circular economy practices. This not only guides internal efforts but also resonates with global stakeholders (governments, NGOs) and opens doors to partnerships. Industry 5.0 encourages such alignment, as it “must align with the Sustainable Development Goals” in shaping the future of industry. By using SDGs as a compass, companies ensure their ESG/CSR activities contribute to broader societal aims, reinforcing the moral purpose of their business.

  • Innovation for Sustainability: Treat sustainability challenges as opportunities for innovation – a concept at the heart of Industry 5.0. Companies should establish innovation programs (or incubators) focused on ESG goals, encouraging R&D in areas like green technology, inclusive design, or safe automation. Techniques like design thinking can be employed with a twist: centering on the needs of underserved communities or environmental constraints (often called human-centered design). Some firms hold “sustainability hackathons” or invest in startups aligned with their CSR focus. The idea is to harness the creativity of employees and partners to solve social/environmental problems in ways that create new business value. This strategy not only generates solutions that propel the company toward its ESG targets, but also engages employees by giving them a meaningful mission – key for a human-centric culture.

  • Capacity Building and Culture: A company can’t excel in ESG or Industry 5.0 without the right culture and capabilities. Thus, a strategic priority is training and empowering employees at all levels on sustainability and innovation. This might include upskilling programs on emerging green technologies, workshops on ethics and compliance, and cross-functional teams working on CSR projects (to break the notion that CSR is just one department’s job). Leadership should consistently communicate the importance of ESG and human-centric values, weaving them into the corporate identity. As recommended in alignment guides, robust training and change management programs ensure that every employee understands how CSR and ESG goals relate to their role. When workers on the factory floor, for example, grasp that reducing waste or improving safety are core business objectives (not just altruism), they become active contributors to those goals. Over time, this builds an internal culture of continuous improvement and ethical innovation, which is exactly what Industry 5.0 envisions – an enterprise where worker well-being and empowerment drive productivity.

  • Continuous Monitoring and Adaptation: Finally, companies should adopt an iterative, adaptive approach to their ESG-CSR strategy. This means establishing feedback loops: monitor performance data, solicit stakeholder feedback, publish results, and be willing to adapt initiatives as conditions change or new knowledge emerges. Regular materiality assessments can help identify emerging ESG issues that matter to stakeholders, ensuring the company stays focused on the most relevant areas. Likewise, keeping abreast of regulatory changes (for example, updates in EU sustainability law) and industry best practices is crucial – the ESG field is rapidly evolving. As one report noted, successful alignment requires ongoing monitoring, reporting, and the agility to adapt to new requirements. Companies that treat this as a learning journey – reviewing what worked and what didn’t in their CSR programs – will be able to refine their strategies and maintain credibility. This agility is also a pillar of resilience in Industry 5.0: the capacity to respond to social or environmental disruptions quickly and effectively.

By implementing such frameworks and strategies, businesses create a comprehensive sustainability architecture. It ensures that technology investments, human capital development, and ethical governance all work in concert. The payoff is multifaceted: stronger risk management, easier compliance, innovation-led growth, and a genuine reputation for leadership in responsible business.

Nordic and EU Leadership: A Regional Blueprint

For companies in the Nordics and the broader EU, the convergence of ESG, CSR, and Industry 5.0 is not a distant ideal but an active pursuit. These regions offer a kind of blueprint for others to follow, as they benefit from supportive policy environments and a history of social responsibility.

The Nordic countries (Sweden, Denmark, Norway, Finland, Iceland) consistently rank at the top of global sustainability and ESG indices. This is partly due to national policies that emphasize welfare, education, and environmental protection – fertile ground for CSR values. It’s also driven by stakeholder expectations; consumers and investors in the Nordics are highly sustainability-conscious. Nordic companies tend to integrate CSR deeply into their corporate strategy and have been early adopters of ESG reporting. For example, many Nordic firms voluntarily began publishing GRI-aligned sustainability reports even before regulations demanded it. This proactive transparency builds trust. It’s telling that Nordic investors and executives often view ESG not as an external requirement but as intrinsic to long-term value creation. In fact, ESG investing is considered mainstream in these markets, not niche, reflecting a mature understanding that good governance and social responsibility underpin financial success.

The European Union amplifies these tendencies with a strong regulatory push. Aside from CSRD, the EU’s Green Deal and related policies (like the EU Taxonomy for Sustainable Activities) are nudging companies to funnel capital into sustainable projects and disclose climate risks. Europe’s concept of Industry 5.0 is explicitly a policy vision to make industry more sustainable, human-centric, and resilient. The European Commission has even established an Industry 5.0 Award to recognize manufacturers that excel in areas like worker well-being, green transition, and social innovation. This environment creates a virtuous circle: companies that step up with bold ESG-CSR strategies can access government support, R&D funding, or public recognition, further incentivizing them.

A practical illustration can be seen in how European manufacturers are digitizing. Under Industry 4.0, a factory might have simply installed robots to improve efficiency. Under the Industry 5.0 approach, a European factory of the future might power those robots with renewable energy (addressing climate impact), use cobots that assist workers (improving ergonomics and safety), and employ AI that monitors not just production output but also environmental emissions in real time (feeding data into ESG reports). The factory’s design might involve worker input (to ensure changes benefit employees) and community input (to mitigate any local environmental concerns). Such projects are increasingly common across Europe – from automotive plants in Sweden aiming for zero-carbon steel in manufacturing, to Danish energy companies investing heavily in community renewable projects – all reflecting a blend of tech innovation with CSR ethos.

For firms in other regions, the Nordic/EU experience underscores an important lesson: embedding ESG and CSR into an innovation-driven strategy is a source of competitive advantage, not a cost. These companies are often more adaptable to new regulations, enjoy stronger public trust (making it easier to recover from missteps), and attract talent that is motivated to work for a purpose-led organization. In an era where consumers can quickly call out unethical practices on global media, having this reservoir of goodwill can be pivotal. Moreover, being ahead on sustainability can open new markets – e.g. Nordic clean-tech solutions are now exported globally as other countries seek expertise.

In summary, the Nordics and EU act as a living lab of Industry 5.0 in action, proving that human-centric, sustainable innovation is feasible and profitable. Businesses elsewhere would do well to study how these leaders structure their sustainability governance, how they partner across sectors (the public-private partnerships on climate innovation in these regions are noteworthy), and how they communicate their purpose. This regional blueprint provides confidence that bridging ESG and CSR, far from being merely an ethical choice, is a savvy business strategy in the modern world.

Conclusion: Toward a Moral and Sustainable Business Future

We stand at a crossroads where business morality and business strategy are becoming one and the same. Bridging ESG with CSR is the mechanism by which companies can ensure that doing good for society also means doing well competitively. By bringing together the heart (CSR’s ethical commitments) and the brain (ESG’s analytical rigor), businesses can navigate the complexities of the 21st-century landscape — from climate change to social justice to digital disruption — with clarity and purpose.

The rise of Industry 5.0 amplifies this imperative. It provides a vision of enterprise where innovation is not divorced from humanity, but rather driven by it. In this vision, factories hum with renewable energy, AI optimizes resource use to eliminate waste, executives make decisions with as much regard for social impact as for margin impact, and employees at all levels engage in continuous improvement of both product and planet. It’s a vision of growth that is qualitatively better, not just quantitatively bigger – growth that respects our planetary boundaries and uplifts the stakeholders involved. Achieving this vision will require companies to be bold in redesigning business models, investing in new competencies, and measuring success differently. It’s challenging, yes, but the case studies and trends highlighted (from European policy to Nordic business successes) show it’s entirely achievable.

For business leaders reading this report, the path forward is clear. Strengthen your CSR initiatives by making them data-driven and outcome-focused under ESG frameworks. Leverage the momentum of Industry 5.0 to adopt technologies that serve sustainability and people, not just efficiency. Cultivate a corporate culture that prizes transparency, inclusiveness, and long-term thinking. Engage with stakeholders broadly – from local communities to global investors – to align your corporate goals with societal needs.

In practical terms, start with a candid assessment: Are our current CSR activities aligned with what our stakeholders truly care about? Do we have the metrics to track progress? Are we tapping into the creativity of our workforce and the power of technology to solve sustainability challenges? By asking these questions, and utilizing the frameworks in this paper (stakeholder model, ESG reporting, SDG alignment, etc.), any organization can draft its own roadmap to an Industry 5.0-ready, sustainable business.

The payoff is not just in risk mitigation or compliance – it is in building a company that endures and prospers by being fundamentally in harmony with the society it serves and the environment it relies on. Such a company will enjoy the trust of its customers, the loyalty of its employees, and the respect of regulators. It will be better insulated against shocks and more agile in seizing new opportunities (for example, the rapidly growing markets for green products and ethical investments).

In closing, bridging ESG and CSR is about engineering a new kind of corporate excellence – one measured not only by profit margins, but by the positive impact on people’s lives and the planet’s future. It is the cornerstone of enhanced business morality and sustainability. Companies that embrace this bridge will likely be the trailblazers of the next economy, proving that profit and purpose can not only coexist but mutually reinforce each other.

Sources:

Soheill Deriss
Writer, Director & Producer
www.deriss.com