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Getting to Grips with CR Online Training In-Depth Version March 2013

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Getting to Grips with CR Online Training In-Depth Version March 2013

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An in-depth look at the course structure and detail for the online training course "Getting to Grips with Corporate Responsibility" see: http://www.getting-to-grips-with-cr.com/fe/39831-introduction

An in-depth look at the course structure and detail for the online training course "Getting to Grips with Corporate Responsibility" see: http://www.getting-to-grips-with-cr.com/fe/39831-introduction

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Getting to Grips with CR Online Training In-Depth Version March 2013

  1. 1. This course can be taken “live” or on demand. Contact Stefan.Jensen@stakeholderintel.com to discuss further details Getting to Grips with Corporate Responsibility: Online Training Course Document contents: 1. What the course is about, and who it’s for 2. When does it start? 3. What is the format? 4. Course outline and structure 5. Pricing and registration 1. What the course is about, and who it’s for The course is a critically rigorous eight module online training course on global corporate responsibility. It’s convened by two well-known figures in the field, Mallen Baker and Toby Webb. The areas covered are detailed below. The course will be useful for a wide range of customers, from beginners in the field to existing managers to CSR and sustainability executives who may want to keep up to date. The course can be taken “live” over four months, but most users will take it “on demand” on the course website, or in tailored form on their corporate intranet or on our platform. 2. When does it start? The course starts on April 15th 2013 to run over 4 months. It is 8 modules so every module will cover 2 weeks. If you want to take longer to work your way through the material, that's fine. You can go at your own speed. The course is on-demand and flexibly designed for that you might not be able to take all the classes “live”. Therefore you can at any point watch the modules again and catch up for the next “live” session at any time. Participants are recommended to complete module one by April 29th 2013, but this is not essential: Catching up at any time is not a problem. 3. What is the format? The course will be a mixture of video presentations, audio discussing and text/forum debates between participants. Links with useful materials for each module will also be provided. A certificate of completion will also be provided for participants. 4. Course outline and structure Module one: Introduction to CSR and Sustainable Business Module two: The Business Case for CSR and Sustainable Business Module three: Corporate Responsibility and Sustainability Reporting Module four: Supply Chains, the Environment and Human Rights Module five: Reputation, Marketing and Communications Module six: Business and NGOs, from Campaigning to Partnership Module seven: Employees and Internal Engagement Module eight: Making it Happen for Your Business The course covers the following areas in depth, using case studies, debates, discussion and real outcomes. Below is a more in-depth look at the modules, which average 60-90 minutes in length each. After each module there is then a pre-arranged two hour webinar for Q&A and discussion. Module one: Introduction to CSR and Sustainable Business
  2. 2. This course can be taken “live” or on demand. Contact Stefan.Jensen@stakeholderintel.com to discuss further details This module covers:  An introduction to CSR / Sustainability and definitions.  The foundations and recent history to modern times.  How expectations are evolving and the global context.  Useful guidelines and standards for companies.  Some of the key case studies that have made history and shaped today’s agenda.  A case-study based look at some of the most up to date examples shaping the modern CR movement. Module two: The Business Case for CSR and Sustainable Business This module looks at the key issues in the business case debate. Analysis and insight includes fundamentals such as:  Why a business case is needed.  What reasonable expectations look like.  The easy wins of cost savings and efficiencies, and how business models are evolving.  How employee loyalty and brand affinity are closely linked to a business case.  The globally-evolving issue of “License to Operate” and what that means for business.  Case studies related to how companies are engaging with investors.  Supplier engagement for business improvements and general sustainability and CSR risk management.  Innovation and the increasing links with a sustainability strategy in large companies. Module three: Corporate Responsibility and Sustainability Reporting Module three of the course covers:  Corporate Responsibility and Sustainability Reporting: Where has it come from?  How has it evolved?  Advantages and shortcomings.  Next steps from reporting: Future evolutions, from print, to PDF to online engagement..  Reporting as communication – who’s the audience?  Business benefit of reporting – How it is used to drive change within business.  Metrics – what makes sense to measure and why.  Assurance and verification – pros and cons.  Frameworks and tools – how to use them.  From reporting to engagement. Module four: Supply chains and Human Rights Module four will cover:  Human rights and context – the history and issues.  Development of approaches to supply chain.  Global governance and its impact and influence.  Preventing human rights abuses through system approaches.  Areas of weak governance, and what companies can do.  Issues in the supply chain – How much can they be your problem?  Corporate policies and practice often exacerbate the problems.  The issue of unintended consequences and how that can be managed.  Limits to companies’ ability to influence and police.  Ways in which human rights comes onto the agenda.
  3. 3. This course can be taken “live” or on demand. Contact Stefan.Jensen@stakeholderintel.com to discuss further details Module five: Reputation, Marketing and Communications Module five will look in-depth at:  What are the components of a corporate reputation?  What influences reputation?  Case studies. Reputational suicide and good reputational management.  Crisis management.  Proactive stakeholder communications.  Responsible marketing.  Ethical challenges growing from marketing innovation.  Marketing to promote sustainable consumption behaviours.  Proactive choices vs choice editing. Module six: Business and NGOs Module six covers:  History and development of NGOs and their influence on business.  Campaigning NGOs and who they target, and where.  Examples of key NGOs and how they differ.  Case study: Greenpeace and differences across the world.  Partnerships. The types of partnerships and how they function well.  What makes a partnership work? What to do when they go wrong.  Examples of partnership in action, and its measured benefits.  What’s next for NGOs and campaigners?  Challenges for the NGOs. Module seven: Employees Module seven looks at:  Strategy and governance: How to engage senior management.  Middle management and business units, how to talk with country heads.  Frontline employees and successful engagement across cultures.  The difference between engaging and being engaged.  Employee empowerment. What is the direct business case?  Typical engagement issues: The what and the how, in case studies.  Barriers and opportunities for companies using engagement well.  Employee issues, how companies manage when things go wrong.  Diversity and inclusion and sustainability. The links and management issues.  Discrimination. Whistle-blowing. Well-being. Health and safety. Module eight: Making it Happen for Your Business Module eight covers:  Benchmarking: How do you know where you are? A consideration of the useful methods.  Gap analysis: How does it work, what are the benefits, what do you look for?  Strategy approach – where do you want to be? How do you reach that point?  Matching engagement and embedding work, to the personal interests of the board.  KPIs and incentives for managers and employees.  Starting from where you are – prioritising issues.  Identifying low hanging fruit, and maximising and capitalising on the easy wins.  How to influence across the business. Not getting trapped in a silo.  Using frameworks as a resource not a straightjacket.
  4. 4. This course can be taken “live” or on demand. Contact Stefan.Jensen@stakeholderintel.com to discuss further details  Becoming a recognised champion. What does that mean? How do you get there? 5. Pricing and Registration Email Stefan Jensen or Toby Webb from Stakeholder Intelligence with the number of users you want to sign up, their names, their organisation and their position and we’ll give you a price within 24 hours. If you have any questions or want to a call about the course let us know. We are looking forward to hearing from you. Contact details: Stefan Jensen. E-mail: stefan.jensen@stakeholderintel.com +44 (0) 7792179495 Skype: stefanlagerischmidt Toby Webb. E-mail: toby.webb@stakeholderintel.com +44 (0) 7867416646 Skype: tobiaswebb

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