Maplecroft is a successful specialist research and advisory company focused on the non-financial performance of large multinationals. It has a strong corporate client base and research partnerships with leading international organisations, such as those within the auspices of the United Nations, the World Economic Forum and prominent independent non-governmental organisations.
Maplecroft has developed particular expertise in strategy, management systems, indicators, cross sector partnership building, stakeholder engagement, audit, and risk management. It has a specific interest in cross sector engagement.
Primarily a commercial organisation, Maplecroft has formed and facilitated several strong multi-lateral partnerships with business, lobby groups and aid organisations for mutual benefit. It fundamentally operates as a social enterprise, whereby non-profit partner organisations gain from commercial engagements it may form. Maplecroft undertakes a great deal of pro-bono work, and seeks opportunities to contribute to the initiatives with which it becomes involved.
Maplecroft was founded in late 2001 to service a need for a strategic approach to CSR. Starting from an academic base with a small number of clients, primarily, but not exclusively in the extractive sector, Maplecroft developed a value proposition built around research, management consulting, training and other forms of organisational development. With a large number of completed projects and a substantial active client list spanning many sectors, Maplecroft has built a reputation as a leader in its field. In addition to consultative engagement, Maplecroft has developed a suite of tools to assist with the monitoring and management of non-financial performance. These are featured throughout this website.
Most recently, Maplecroft has strengthened its expertise in social science research and application to corporate citizenship. It has a strong information technology capacity to deliver technology enabled tools to help large organisations address the ever increasing need to understand, manage and communicate non financial performance.
Examples of these include: