The Redwoods Group 2011 Social Audit

2011 Social Audit This is an accompanying report to our 2011 Annual Report & 2011 Audited Financials.

Samantha Annab, Underwriter, working with a student from Holt Elementary School in Durham, NC. Holt is experiencing a rejuvenation thanks to the community’s help.

1

2011 Social Audit

TABLE OF CONTENTS

Social Audit

2 Executive Summary

3 Introduction

4 Social Impact Environment

5 Redwoods 2011 Overview

a. B Impact Report b. Governance c. Employees d. Community i. Customers ii. Partners 14 Progress on Previous Years’ Recommendations 15 Findings and Recommendations

1

2011 Social Audit

Executive Summary The Redwoods Group 2011 social audit serves to publicly report on the company’s social impact related performances, identify strengths and weaknesses in the calendar year 2011, compare progress versus previous years’ opportunity areas, and make recommendations to management on how to improve going forward.

In 2011, Redwoods continued to create high-quality social impact in its day-to-day customer work and went above and beyond in innovating and leading larger-scale change among customers, as seen through Darkness to Light. Redwoods also continued its social impact work within the Triangle region and to iterate its social entrepreneurship culture internally; however, employees still seek additional opportunities for feedback, engagement with senior leadership, and direction on how best to integrate social enterprise into their day-to-day responsibilities.

2011 Strengths • Scaling and leveraging social impact across customers and community partners, as seen through the Darkness to Light initiative • Continuing to facilitate a dialogue around social entrepreneurship in the insurance industry and among employees • Leading within the Triangle community, acting as a role model for corporate leadership 2011 Recommendations • Continue to engage employees, build leadership culture, and create a dialogue with senior leadership on company social enterprise goals • Clearly articulate the Redwoods theory of change and social impact goals, focusing on specific areas of social impact • Create a series of measurements and metrics to assess the outcomes of Redwoods’ social impact programs

2

The Redwoods Group

Introduction

Founded in 1997, The Redwoods Group is a privately held, socially conscious forprofit organization that operates as a highly specialized provider of property and casualty insurance underwriting, risk management and claims adjusting services.

The business and social mission of The Redwoods Group – whose motto is to “Serve Others” – is to protect and improve the quality of life in the communities it serves. The company is the largest provider of risk management services, property and casualty insurance and claims management to YMCAs, Jewish organizations and nonprofit resident camps throughout the nation.

The Redwoods Group annually commissions an examination and evaluation of its social performance by an external party. This report, or social audit, serves as a means for the company and its leadership to assess the organization’s social impact, including its policies, practices and effects on all company stakeholders.

The social audit is organized around the B Impact Assessment, which examines company governance, employee policies, community and environmental impact, and its social enterprise policies. In 2009, Redwoods became a certified B Corporation, a growing group of more than 500 companies across 60 industries with the goal to redefine success in business. (B Lab, the non-profit organization behind B Corporations, certifies member companies). While the B Impact Report is a gold standard in impact assessment, it does not totally capture recommendations from previous years or the evolving social impact landscape, so this social audit will also examine company progress in these areas. For example, the B Impact Assessment does not have a service provider category for “customers.” This report includes Redwoods customer impact within the community section, given the nature of customers (YMCAs, Jewish organizations, and nonprofit resident camps) and Redwoods proactive prevention and risk management work with customers.

The social audit builds on the impact assessment, to present a broader picture of Redwoods social enterprise practices, including in-depth interviews with stakeholders (employees, customers, community partners), an employee survey (conducted among 61 employees, a 73% response rate), and analysis of media coverage and company records on social impact programs. The social audit also considers

3

2011 Social Audit

Redwoods’ 2011 social impact vis-à-vis previous years’ social audit goals and recommends areas for growth in 2012 and beyond.

The 2011 B Impact Assessment was completed in late 2011 and finalized in spring 2012. The social audit was conducted in March and April of 2012.

2011 Landscape As stated in Kevin Trapani’s CEO letter (see 2011 Annual Report), 2011 was a year of change, where people began to look for new leadership to the world’s problems. Redwoods seeks to become this new leadership through its work as a social enterprise, and to make business for good the new normal, and used 2011 to scale programs and build relationships externally.

Despite the residual soft insurance market, Redwoods had a strong business year, which allowed the company to spend 2011 building this new normal, expending financial, human, and social capital to make a positive change in communities. The company maintained its high quality service to customers through its work in risk management and prevention at YMCAs, Jewish organizations and nonprofit resident camps, and continued to work in and donate to a wide variety of community organizations.

Redwoods also focused internally, building on social entrepreneurship programs at the office so that its employees could be leaders within the Triangle. The year was not without challenges though, and some employees express a desire to better understand and balance the different social entrepreneurship goals within the office. The in-depth report is below.

4

The Redwoods Group

Redwoods 2011 Overview B Lab Assessment – Redwoods as a B Corporation

B Lab’s B Impact Assessment quantifies how certified companies create impact on behalf of stakeholders. To become a B Corp, companies must score 80 out of 200 points on the B Impact Assessment, review and submit supporting documentation to B Lab staff, and then be open to a random on-site review (10% of B Corps are selected randomly for on-site review). Redwoods most recently took assessment version 3.0, and revisions from the previous version have resulted in different reporting categories in this audit.

The Redwoods Group stands out as a leader among its B Corporation peers. In fact, Redwoods commitment to impact was highlighted in B Lab’s 2012 annual report, where they named Redwoods among the top 10% for overall impact among all B Corps.

• In 2011, Redwoods scored 132.8 on the Impact Assessment. Since certification in 2009, Redwoods impact assessment score has steadily risen. Their 2011 score is up 5.8 points from 2010 (128), and 25.5 points from their first year as a benefit corporation (2009, 107.3).

• Redwoods 2011 score places them ahead of many other B Corps (average score across all B Corps: 105), as well as among Redwoods’ B Corp insurance industry peers (average score: 115.7).

• Redwoods is noted for its excellence related to company governance, employees, and community.

5

2011 Social Audit

* Points in Governance and Environment sections do not add up perfectly due to several questions in B Lab’s assessment tool that are not applicable to The Redwoods Group.

Company Governance Throughout 2011, Redwoods upheld its commitment to integrating its social impact mission throughout its governing structure (for example: maintaining its explicit commitment to social impact, training new employees on social and environmental impact expectations, and using social impact goals in employee performance reviews.)

6

The Redwoods Group

Throughout the year, the company proactively worked to scale their practices work with industry contacts and outside of their industry to develop socially responsible business standards.

• The company has continued to develop Redwoods Managers, a sister company that invests in other insurers to help them develop their practices and model Redwoods successful, impactful business practices.

• Redwoods has also been in conversations with their insurance partners, to help guide them through the implementation of sustainable social impact through their business practices.

• Redwoods leadership advocated and campaigned on behalf of benefit corporation legislation in North Carolina.

Employees As compared to 2010, Redwoods employee engagement and satisfaction remained high. The B Impact Assessment noted no significant changes related to employee ownership or work environment.

Redwoods’ 2011 business position did allow employees to participate in a bonus plan amounting to 1% of an employee’s salary, improving their overall employee compensation, benefits and training scores.

Additionally, Redwoods improved its employee goal-setting program in 2011, creating specific goals for each business discipline. While these goals are not directly related to Redwoods social entrepreneurship programs, they do speak to Redwoods overarching focus to impact in the community – namely creating goals that inspire employees to serve others and improving safety and preventing accidents at their customer sites.

Outside of the B Impact Assessment, across the in-depth interviews and the employee survey, Redwoods employees speak to their overall satisfaction with the company and its social impact in 2011, which remains consistent from 2010. Employees are proud of how Redwoods “told its story,” communicating its social impact focus to stakeholders, and how Redwoods utilized its relationships to forge a partnership between Darkness to Light and YMCAs. However, individuals also indicate a desire for deeper engagement with Redwoods mission and with senior leadership. Other employees still do not have a good sense of the Redwoods Foundation’s purpose, role, grant-making process, or the impact of the foundation’s donations.

In 2011, Redwoods also brought back the Redwoods Community Outreach (RCO) committee, which had been inactive in 2010, due to redefining the role of the RCO. The RCO’s goal is to develop employees into future community leaders through non-profit board service training and to help employees understand and communicate about social enterprise, both internally and externally. While some employees mentioned they are glad to see the RCO back at Redwoods, others were unclear about the RCO’s work, and want to see it better communicate Redwoods social entrepreneurship culture.

7

2011 Social Audit

Highlights from 2011 Survey • Employees remain satisfied with their overall Redwoods employee experience, consistent with 2010 and 2009 survey findings. 89% of respondents say they are satisfied, with 41% who say they are extremely satisfied with their employee experience.

• Similar numbers of employees participated in the Community Volunteer Leave program (92%) and the Redwoods Charitable Match Program (62%). However, it is worth noting that across all social audits that charitable match program participation has been significantly lower than participation in the Community Volunteer Leave program – likely because volunteer leave is incorporated into employee performance reviews and because interest in the charitable match program is generally lower (56% of employees say they are very or somewhat committed to this activity in the 2011 survey, the lowest interest across all of employee service opportunities).

• Redwoods community programs continue to positively impact employee personal service and giving. 44% of employees say it is a big positive impact, while 34% say they have some positive impact.

• Employees became more involved in The Redwoods Group Foundation this year - 31% say they have some involvement in the Redwoods Foundation grant-making process, compared to 9% in 2010. However, the majority (69%) of employees still say they have no involvement or input in grant-making.

• Redwoods employees remain satisfied with Redwoods’ number of volunteer and community projects and the different types of social issues Redwoods focuses on (85% remain satisfied).

Areas for clarification in 2012 • Employees do not have a strong sense of the company’s B Corporation metrics and largely do not consider them in their day-to-day responsibilities. 21% of employees do not know what the B Corp metrics are, and another 20% do not consider the B Corporation metrics on a day-today basis. Another quarter (25%) only consider them infrequently, on less than a monthly basis.

• Employees tie to “Serve Others” remains strong, with 89% of employees stating they connect it to their daily responsibilities. However, survey feedback shows that “Serve Others” means different things to different employees – specific interactions with customers, Redwoods’ work in the community, or simply how employees interact with one another. A few comments even regarded “Serve Others” as a competitive advantage vis-à-vis other providers.

In general, employees were pleased with Redwoods at the end of 2011, and feel Redwoods maintained its mission and upheld its commitments to workers, though a few voice concern around employee workload and professional development. Several also speak to employee engagement opportunities – involving more employees, more frequently, in more types of activities. Additionally, several employees note they’d like to hear more from senior leadership on these topics. Below are some survey comments that embody themes within employee feedback: Please evaluate how well you think Redwoods maintained its mission and upheld its employee

8

The Redwoods Group

commitments in 2011.

• “Really well even though 2011 felt really tough.”

• “Good job in 2011 given the big picture of economy.”

• “Kevin continued passionately to educate on social entrepreneurship & [to] motivate others” •

“We did not have any salary cuts or benefits cuts, and still maintained our commitment to the community.”

• “Extremely well. We were kept informed of how we were doing throughout the year and the direction we were going with our mission. Overall a great year.”

•

“I feel the mission has been maintained and commitments with benefits have stayed steady.

However, with less staff today than previously, work expectations and demands have continued to rise creating increased strain and difficulty in meeting personal and community obligations.”

• “I think that Redwoods maintained its mission in 2011 but fell short on upholding employee commitments. Employee morale was low and goals were not individualized enough.”

• “I think the mission [was] probably strengthened, I’m unsure how [employee commitments] were upheld universally.”

My recommendation, concern or idea to strengthen Redwoods Group employee engagement is

• “I like hearing about what different employees are passionate about. Also having [more] organizations come in and talk about opportunities.”

• “More employees need to be engaged in the mission as creative and thought employees as opposed to process employees.”

• “My concern is that Redwoods measures/values the community involvement of its employees only if done with an organization Redwoods approves of (has vetted itself or has been vetted by The United Way) or during work hours.”

• “Hold all employees more accountable for serving the mission. We have too few doing the work of too many.”

• “[The] foundation needs to be more visible in the organization. You do not hear much, if anything about the status of the foundation.”

•

“Make it a part of every day. Find ways to make an intentional included aspect of daily work rather than through events.”

• “More frequent interaction between senior leadership and other employees in a smaller setting.”

• “More employee projects (service days) where we can work next to each other implementing the Redwoods’ mission in our communities.”

Redwoods employees enjoyed their service in 2011, particularly with Redwoods major community

9

2011 Social Audit

partners – United Way, Habitat for Humanity, Darkness To Light, and St. Baldrick’s. Employees identify others areas for engagement, including more employee-driven events, more group projects, and more communication about service projects, both about how to get involved and employees experience after the fact. Below are some survey comments that embody themes within employee feedback: My most positive experience with the Redwoods Community Investment Programs in 2011 was • “It was great doing building improvements at the Durham Elementary School, which was planned by our summer interns. It was great to see the teachers and hear how it would make their day-to-day better.”

• “Getting introduced to new volunteer opportunities.”

• “Hearing the experiences of the returning Honduras Habitat team.”

• “This year was the first year I took advantage of the charitable match option.”

• “I love having the time to volunteer during work hours. It gives me, a working parent, the time to focus on organizations that mean a lot to me and my community.”

• “Darkness to Light Initiative and internal training for staff.”

• “Getting a grant for a non-profit that I sit on the board of.”

My recommendation, concern, or idea for the Redwoods Community Investment Programs is • “Have a more organized system for announcing new opportunities to employees.”

• “Continue to support the projects that are brought in by other employees, do more activities as a company or in large groups.”

• “More group projects.”

• “Partnering with other B-Corps for volunteering.”

• “More employees reporting volunteer stories on mediums such as the blog. Stories connect others to the cause, and there should definitely be more story telling.”

• “More meetings, more engagement, more input and more communication.”

• “Keep it up.”

Community - Partners and Customers In 2011, Redwoods deepened its relationships with community partners and customers, most evident in its building a partnership with its YMCA customers and Darkness to Light, a non-profit dedicated to reducing the incidence of child sexual abuse through public awareness and education. In June, Redwoods convened a meeting of Massachusetts YMCAs and Darkness to Light leaders, in which the Y committed to training their staff and community members through the D2L program. Redwoods was a key facilitator in this relationship, bringing the organizations to create a partnership which has grown and spread to YMCAs beyond Massachusetts. Redwoods also put financial and human capital

10

The Redwoods Group

behind this goal, dedicating first one and eventually two staff members to scaling up Darkness to Light, building relationships with other YMCAs, as well as helping the Massachusetts YMCAs to navigate how best to execute this training.

The Darkness to Light initiative has taken off within the YMCA community, growing beyond what Redwoods first facilitated. The initial YMCAs have formed a Darkness to Light steering committee to continue to scale up this initiative and bring the programming to other YMCAs, to ultimately better protect and serve children and their communities. Redwoods, a member of the steering committee, has committed to help the YMCAs and Darkness to Light train 12 million people in the next 10 years.

Already, the YMCAs of Delaware have committed to train their staff, and 30-40 other YMCAs around the country have committed to join the cause, with more expressing interest in following these first movers.

Customers Amid this, Redwoods maintained high-quality service and partnerships with YMCA, Jewish organizations, and nonprofit resident camp customers, the first line of impact in their mission to serve others. Redwoods was acknowledged for the quality of their work in November 2011, when the Target Markets Program Administrators Association (TMPAA) awarded the company the Association’s Best Practice Designation, recognizing their expertise in program administration.

Customers interviewed for the social audit were overwhelmingly positive about Redwoods, applauding their high quality service and responsiveness, and frequently referring to them as partners or role models for other companies. YMCAs appreciate working with a company that “speaks our language” and that works with them proactively to address risks.

The company continued to build partnerships with its customers, while also seeking new ways to improve their services and their social impact. In November 2009, the company launched The Redwoods Institute, a free online training platform for customers. The training modules provide additional support to help customers prevent drowning, injury, abuse, and vehicular accidents.

Customers are aware of this resource and have responded to it favorably, though many are not using it as frequently as they would like. Redwoods could potentially explore ways to further engage customers with this resource, which would ultimately help customers to improve safety practices and further Redwoods’ social impact mission.

Customers interviewed for the audit were all well aware of Redwoods focus on social entrepreneurship and supported the company’s goals and objectives outside of risk management and prevention.

However, as customers, they ultimately most value and appreciate Redwoods for its excellent service.

Indeed, most customers interviewed were not aware of Redwoods B Corporation status (and in some cases, were not totally familiar with B Corporations).

Still, Redwoods sought to expand its social mission across customers in 2011. This was most evident

11

2011 Social Audit

through its partnership with YMCAs and Darkness to Light. Customers interviewed for the social audit were not all involved in Darkness to Light, but most mentioned they felt that it was important work and the right place for YMCAs to be. Redwoods also made grants to a number of YMCAs, both customers and non-customers. Almost two-thirds (65%) of the 195 donations made through the Redwoods Foundation went to YMCAs around the country. Redwoods also donated human capital to its customers – Kevin Trapani spoke to YMCAs throughout 2011 about social responsibility and social impact, building momentum for broader community impact across all YMCAs. Community In addition to partnering Darkness to Light and the YMCAs this year, the Redwoods Group continued to serve in and make grants to a wide range of nonprofit organizations. Almost 115 hours across 15 non-profits were matched with in-kind charitable donations through the Dollars for Doers program. The Redwoods Group Foundation made grants to 195 different charitable and not-forprofit organizations around the country, the bulk among YMCAs, Jewish organizations, and resident camps. Employees also led a range of community service initiatives within the workplace, including a public school “home improvement” initiative, Ronald McDonald house service, walking on behalf of the Leukemia and Lymphoma Society, and gathering donations on behalf of the Salvation Army and the Interfaith Food Shuttle. In early February, the Redwoods Group was honored at a United Way ceremony for corporate involvement and support – namely its charitable match program and the 200% match from 2010.

Employee initiatives begin at the top – Kevin Trapani led 21 CEOS from local companies in a build day on behalf of Habitat for Humanity of Wake County. Redwoods leadership also asked all employees to participate in the Darkness to Light training, so they too could become stewards of children and be aware of the signs of child sex abuse.

In interviews, community partners were overwhelmingly positive about Redwoods involvement in their organization, from the financial donations to the human capital donations. Truly, some of the organizations Redwoods has worked with most closely see Redwoods as much as a partner as a Redwoods’ customer.

Notably, Redwoods employee participation in organized community service is down from last year, from over 75% of staff members participating in 2010 to 25-49% of staff members participating in 2011. This drop in organized volunteer activities is also reflected in the total number of hours volunteered through the Community Leave Program, down to 2582 from over 3400 hours in 2010.

Given so many members report volunteer participation in the survey, it is likely that many folks are volunteering through their own “solo” service opportunities that they do not count towards official participation. However, future social audits should track this to see if it becomes a trend.

12

The Redwoods Group

Environment The Redwoods Group continued its strong commitment to the environment in 2011. Specifically, Redwoods renewed its Green Plus Certification, which is a triple-bottom line education, networking, and recognition program. Additionally, Redwoods sourced a new office supply vendor to integrate more sustainable products into the workplace, and has continued its relationship with TerraPass, to purchase carbon offsets for employee travel. However, while Redwoods prioritizes sustainability, environmental issues are not as central to the Redwoods mission as governance, employees, and community, making them less of a strategic focus. Still, Redwoods remains committed and will continue to make improvements in their environmental practices in the coming year.

13

2011 Social Audit

Social Audit Evaluation Progress on previous social audit recommendations Below are relevant recommendations from previous audits compared to and Redwoods 2011 progress on the recommendation.

Program Area

Recommendation (Year)

Governance

• Create a written diversity • To date, no written diversity policy and increase minority policy or stakeholder board have representation (2008, 2009, 2010) been created • Create independent stakeholder board (2008) • Establish clear goals for social mission (2008)

Employees

2011 Progress

• Redwoods built on its social mission and continued to focus on communities and children, but has not yet clearly articulated goals.

• Increase awareness and education • Employees are aware of and about social programs (2007) participate in social programs.

• Inspire employees, do not require • Employees were still required participation in new initiatives to participate in some programs (2007) related to social enterprise.

Community – Customers

• Focus internally and engage employees; share strategy, iterate social entrepreneurship culture (2009, 2010)

• Redwoods worked to create a company-wide understanding around social enterprise and why they are focusing on it

• Create “Service on the Road” program to share expertise with other organizations (2007)

• Worked with other companies, industry partners to share social enterprise strategy

• Design a replicable model for social programs that can be used by other companies of comparable size (2007)

2012 Opportunities • Prioritize creating a written diversity policy.

• Examine opportunities, benefits of creating an independent stakeholder board.

• Prioritize establishment of clear goals for social mission, to ultimately focus resources and gauge impact.

• Further disseminate social enterprise curriculum among employees; deepen engagement with concept and why it is and why it’s important in day-to-day work.

• Work with customers to integrate Redwoods Institute training into their programs, which may ultimately free up some Redwoods employee time.

• Facilitated partnership between Darkness to Light and YMCA, currently working to take to scale; • Continue to work with Darkness looking to expand across YMCAs to Light and YMCAs to scale and other customers up training and advocate for • Enhance and create partnerships program adoption. between community partners and Redwoods customers (2007) • Replicate the Darkness to Light model (2010) Community Partners

• Enhance and create partnerships • Facilitated partnership between • Continue to work with Darkness between community partners and Darkness to Light and YMCA, to Light and YMCAs to scale Redwoods customers (2007) currently working to take to scale; up training and advocate for looking to expand across YMCAs program adoption.

• Replicate the Darkness to Light and other customers model (2010)

14

The Redwoods Group

Environment

• No recommendations to date

• Continued current environmental • While environmental issues practices; working with new ecodo not necessarily fall within friendly office supply vendor.

Redwoods “core” business issues, investigate easy ways for the company to continue to reduce environmental impact.

Foundation and Charitable Giving

• Create tools to measure impact of Redwoods giving (2007)

• No specific tools or clear charitable objectives have been created, other than dollars donated and hours contributed

• Keep employees informed about how the foundation operates and what decisions it makes (2007) • Potentially enhance employee direct involvement with the foundation (2007) • Set clear charitable objectives, so TRG Foundation can ensure social impact maximization within the grants it chooses to make (2007)

• Employees are more aware of foundation and grants, and periodic updates made to employees; still employees still generally feel detached from foundation and its overall connection

• Establish theory of change and specific impact areas for the foundation and charitable work.

• With these, create tools and benchmarks to assess progress and measure impact, outcomes.

• Continue to support and communicate the foundations work to keep employees engaged in the three facets of the company’s mission.

Social Impact Analysis As illustrated in the report above, Redwoods’ major 2011 social impact accomplishments were: • Scaling and leveraging social impact across customers and community partners, as seen through the Darkness to Light initiative.

• Facilitating a dialogue around social entrepreneurship in the insurance industry and among employees.

• Leading within the Triangle community, and acting as a role model for corporate leadership.

However, Redwoods can work to build and demonstrate its social enterprise culture and social impact metrics in 2012. Of all the 2012 recommendations, the following are key areas for the Redwoods Group to further build the social impact goals and engage stakeholders.

• Continue to engage employees, develop leadership culture, and create a dialogue with senior leadership on company social enterprise goals. In 2011, the Redwoods Group specifically worked to iterate corporate social enterprise culture to employees, a development positively noted in the employee survey and in employee interviews. However, the company can further invest in this through the RCO, a specific employee “curriculum,” and discussions with leadership.

• Clearly articulate the Redwoods theory of change and social impact goals, focusing on specific impact areas. Redwoods Group and the Redwoods Group Foundation donate to an impressive number of social impact organizations, from YMCAs and resident camps to non-profits, universities, and community groups. While the engagement with customers, and the surrounding community is laudable, the diversity of Redwoods’ investments makes it difficult to assess their focus and impact. In 2012, Redwoods should

15

2011 Social Audit

question what areas of social impact are key to their business (such as children or education) and begin to focus their giving on these specific issues.

• Create a series of measurements and metrics to assess outcomes of Redwoods’ social impact programs. While the B Lab Impact Assessment is an excellent opportunity to demonstrate the company’s commitment to social impact and benchmark their year over year score improvements, it does not provide an opportunity for the company to target areas of impact and quantify their progress. While the company has a clear sense of outputs (dollars donated, hours volunteered), it is not currently speaking to their outcomes. Moving forward, the company should articulate their theory of change and how they will measure both their outputs and their outcomes – how they make change within a community.

Conclusion Year over year, Redwoods has built out and improved its social enterprise programs. In 2011, Redwoods continued to add social value to its customers, their communities, and the insurance industry broadly.

To truly increase the impact of Redwoods’ social enterprise programs, the company should focus on training employees to integrate the work within their day-to-day jobs as well as establishing targets and metrics for company programs. Still, the company is on track for 2012 to continue its excellent work.

Moreover, it’s commitment and dedication to its social enterprise programs casts it as a role model for other companies, both within the insurance industry and in the business world at large.

16

The Redwoods Group

Corporate office: 2801 Slater Road, Suite 220 Morrisville, NC 27560 Direct Phone: 919.462.9730 Toll-Free: 800.463.8546 Fax: 919.462.9727 redwoodsgroup.com

PREFERRED VENDOR

17

2011 Social Audit

速