A report entitled ‘Responsible Luxury’ explaining today’s luxury consumer demands of Corporate Social Responsibility be embedded in luxury business operations, was presented for the first time at a session on Corporate Social Responsibility in the jewellery industry. The session was organised by CIBJO, the World Jewellery Confederation,in the United Pavilion at the 2010 Expo in Shanghai and highlights the need of the luxury industry to satisfy consumers' deeper social conscience to secure commercial success. %% The report argues that the global recession has forced luxury consumers to evoke their values, in this case corporate social responsibility, into purchase decisions. Report author Jonathan Kendall, president of CIBJO's Marketing and Education Commission stated that the search for greater efficiency in businesses could result in CSR initiatives being considered "non-essential" elements to axe. The report argues that this is short-sighted as conscientious business practice ensures customer loyalty in the future. The deceleration in consumption during the recession has prompted people to reflect on their inherent values and expect more from a purchase than the product alone. %% The session was part of a two-day workshop about CSR run by the United Nations Institute for Training and Research. ‘Responsible Luxury’ states a shift from recession to recovery. Savvy luxury brands will increasingly engage customers on a deeper level by ensuring excellence in product design, accessible supply chain information, and a celebration of craftsmanship as well as their ethical, social and environmental behavior, ultimately spurring company profits. %% Kendall says: "In the future Corporate Responsibility should become an invisible part of day to day business practice." %% The report states that the challenge in the current uncertain market conditions is to balance investment on CSR so that market share can be maintained without jeopardising profits. The solution for luxury companies who want to drive change is to: Change the internal mindset; Get CSR adopted key senior "champions" in the organization; Find ways to demonstrate ROI of CSR initiatives; Articulate to staff why CSR is good for business; Ensure CSR has a place on the boardroom 'agenda', in other words demonstrate shareholder value.