Corporate and Social Responsibility

Corporate and Social Responsibility

The 1.5 days of training are designed to "inspire" involvement in corporate social responsibility beginning with conscious-driven management to successful models from multiple industries. Sessions will address key methods, standards, research and case studies.

"I want to challenge your thinking about business, involvement in the community, larger global issues and the ultimate risk/benefit associated with being a good corporate citizen."
Barbara Burton

Day one: Overview
Morning session (#1): The corporation and corporate social responsibilitiesÜperspectives on value consciousness in business. Finding your corporate conscience.

  1. View of the corporation: The corporate entity. Today's changing definition towards greater accountability/liability versus the former role of the corporation in avoiding responsibility and liability.

    a. Post Enron discussion on how corporate social responsibility challenges the former role of a corporation and why. Comparison of today°s company to the "troubled teenager," and a report that tells why.

    b. Corporate social responsibility (CSR) means a new view of business from the outside inÜthe stakeholder dialogue method that transforms internal business practices.
         - CSR defined beyond philanthropy
         - CSR as it relates to employee retention/loyalty
         - CSR as an investment indicator

    c. The global economy: its role in CSR considerations (globalization and sustainability issues). The role of MNCs in sustaining local markets and preserving natural resources. Outline of pertinent case studies in Indonesia and elsewhere.

    d. The new global branding ¬ beyond profit.
         - Profits versus CSR
         - Governance versus good citizenship
         - Legal versus ethical

    e. Key questions: human rights, environment, community involvement, fair trade, etc.

Exercise: Staying within the Paradox: Visualization/written exercises to assist in transition thinking between rational view of business (one-dimensional or exclusive) versus expanded view of business (multi-dimensional or inclusive).

Morning session (#2): Listening to stakeholders, addressing standards. Building consensus.

  1. What keeps you awake at night? Your conscience and your actions: emotional indicators to right action. Ways to open the door to effective stakeholder dialogue.

    a.Case studies regarding stakeholder dialogue and results: Bell South, Timberland, Novo Nordisk, Starbucks

  2. Why Standards: Guiding principles to begin the process of CSR

    a. Global Sullivan Principles
    b. Caux Roundtable Principles
    c. Seven Principle Model
    d. SA8000
    e. Global Reporting Initiative
    f. UN Global Compact

Exercise: Ethics exercises using case study examples.

Afternoon Session (#1) The Process of CSR: Creative ways towards good corporate citizenship. Building the internal management systems for CSR.

  1. AA1000 Method: Stakeholder dialogue. Corporate accounting, auditing and reporting.

  2. Balanced scorecard method: incorporating CSR within known business models

  3. Management models to incorporate CSR: Advisory boards, committees, VP level appointments. CSR and mission/vision statements.

  4. New governance models: the role of independent directors, board accountability and SEC and other guidelines.

Exercise: How to incorporate change in your company? Individual writing exercises on how to discover areas of entry for changeÜways to begin incorporating CSR.

Afternoon Session (#2) The Guts and Glory--Accountability and Reporting. Can you take the heat for doing the right thing? Building trust through accountability.

  1. The Social auditing process: How to measure "social issues°

  2. Global Reporting Initiative: examples of social indicators

  3. Media, perception and brand loyalty

Exercise: Discover ways your company hides informationÜlegally or with PR. Small group discussions about social accountability.

Day 2: (Morning Session #1) Wrap-up: Inspiring Results on CSR. Building on success.

  1. Views from inspired CEOs (Patagonia and others)

  2. CSR benefits quantified. Case studies on the cost benefit of CSR policy (UK°s Cooperative Bank report)

  3. Paradox to Paradigm shift. How do companies move from the perception of only the financial driver to consideration of the triple bottom lineÜsocial, environmental and financial considerations?

Exercise: Using the information presented during the last two days, write an outline on how you could initiate CSR in your company. Outline the method of entry, key staff, resources, and key CSR objectives.

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