Hewlett-Packard has transformed its longstanding commitment to corporate citizenship and sustainability into a global sustainability program that drives growth and competitive advantage. HP identifies sustainability priorities around supply chain standards, reducing carbon emissions, and recycling. It organizes sustainability efforts across business units and collects stakeholder input to guide strategy. By addressing customer and investor interest in sustainability, HP wins new business, expands markets, and charges premiums for efficient products, pursuing sustainability as a path to revenue growth.
Michael The Business of Rural Development Nov 2012Sasin SEC
Dr. D. Michael Shafer trained in Government (PhD Harvard) and spent 25 years teaching political science at Rutgers University and consulting in the areas of international development, community re-creation after conflict, and higher education reform. He is a member of the Council on Foreign Relations and a 21st Century Fellow.
In 2008, he and his wife started Warm Heart, a community development organization serving northern Thailand. He is particularly interested in attracting investment to rural communities in order to establish dynamic, sustainable, income generating, social wealth creating centers of community growth. Dr. Shafer is also the founder and president of Second Harvest Power Co. (Thailand), Ltd., a start-up green power company which will soon build its first agricultural waste fired community power plant.
The document outlines Richard Brubaker's views on moving beyond traditional CSR approaches. It discusses 5 key areas of focus for CSR programs: workplace, governance, environment, community, and consumers. For each area, the document provides examples of issues companies need to address. It also describes 5 key CSR programs that address these areas: a strategic citizenship program, consumer protection program, environmental stewardship program, corporate governance program, and workplace safety and wellness program. Finally, it outlines fundamental steps for successful CSR programs, including alignment with business mission and stakeholder needs.
The second annual Corporate Social Responsibility Perceptions Survey, conducted by research-based consultancy Penn Schoen Berland in partnership with brand consulting firm Landor Associates and strategic communications firm Burson-Marsteller, analyzed consumer views of companies operating across 14 industries ranging from Apparel to Telecommunications.
Sustainability Through Partnerships Report - A Guide for Executives | Network...Sustainable Brands
Partnerships are a natural way to address sustainability issues. They can enable your business to innovate, improve society and the environment, increase legitimacy and acquire new skills and resources.
But partnerships are also a new way of operating – and not all are successful. This report identifies steps for success. It provides the best research-based advice on planning and executing effective partnerships.
This document provides lecture notes on green business management. It discusses key concepts like the definition of green business, corporate sustainability strategies, and challenges and opportunities of implementing sustainable business practices. Some highlights include:
1. A green business aims to have minimal negative environmental or social impacts while striving for profit. It incorporates sustainability into decisions and supplies eco-friendly products.
2. Corporate sustainability strategies can include innovation, collaboration, process improvement, and sustainability reporting. Goals are incorporated into missions to take advantage of opportunities while mitigating risks.
3. Implementing sustainability comes with challenges like transitioning business models but also opportunities like attracting talent and customers who demand green products. Leading green businesses are taking advantage of
Strategies on how companies can be green and competitive. This is an old school project but I thought this information would be useful to share. All images are from the Internet and belong to their respective owners.
From Cause to Change by Bess Bezirgan, Tom Beall, Jennifer Wayman & Michael ...NOEMÍ MEDINA
Government or nonprofits are usually the institutions we associate with influencing public behavior in support of socially desirable outcomes. But increasingly, there is a role that businesses can and should play in this space. By doing so, they deepen relationships with customers and boost growth while contributing to social good. In From Cause to Change: The business of behavior, Bess Bezirgan, Tom Beall, Jennifer Wayman, and Michael Briggs – the leaders of Ogilvy Public Relations' new global practice, OgilvyEngage – discuss how businesses can harness the power of behavior change and show that what's good for individuals and good for society can also be good for business.
Michael The Business of Rural Development Nov 2012Sasin SEC
Dr. D. Michael Shafer trained in Government (PhD Harvard) and spent 25 years teaching political science at Rutgers University and consulting in the areas of international development, community re-creation after conflict, and higher education reform. He is a member of the Council on Foreign Relations and a 21st Century Fellow.
In 2008, he and his wife started Warm Heart, a community development organization serving northern Thailand. He is particularly interested in attracting investment to rural communities in order to establish dynamic, sustainable, income generating, social wealth creating centers of community growth. Dr. Shafer is also the founder and president of Second Harvest Power Co. (Thailand), Ltd., a start-up green power company which will soon build its first agricultural waste fired community power plant.
The document outlines Richard Brubaker's views on moving beyond traditional CSR approaches. It discusses 5 key areas of focus for CSR programs: workplace, governance, environment, community, and consumers. For each area, the document provides examples of issues companies need to address. It also describes 5 key CSR programs that address these areas: a strategic citizenship program, consumer protection program, environmental stewardship program, corporate governance program, and workplace safety and wellness program. Finally, it outlines fundamental steps for successful CSR programs, including alignment with business mission and stakeholder needs.
The second annual Corporate Social Responsibility Perceptions Survey, conducted by research-based consultancy Penn Schoen Berland in partnership with brand consulting firm Landor Associates and strategic communications firm Burson-Marsteller, analyzed consumer views of companies operating across 14 industries ranging from Apparel to Telecommunications.
Sustainability Through Partnerships Report - A Guide for Executives | Network...Sustainable Brands
Partnerships are a natural way to address sustainability issues. They can enable your business to innovate, improve society and the environment, increase legitimacy and acquire new skills and resources.
But partnerships are also a new way of operating – and not all are successful. This report identifies steps for success. It provides the best research-based advice on planning and executing effective partnerships.
This document provides lecture notes on green business management. It discusses key concepts like the definition of green business, corporate sustainability strategies, and challenges and opportunities of implementing sustainable business practices. Some highlights include:
1. A green business aims to have minimal negative environmental or social impacts while striving for profit. It incorporates sustainability into decisions and supplies eco-friendly products.
2. Corporate sustainability strategies can include innovation, collaboration, process improvement, and sustainability reporting. Goals are incorporated into missions to take advantage of opportunities while mitigating risks.
3. Implementing sustainability comes with challenges like transitioning business models but also opportunities like attracting talent and customers who demand green products. Leading green businesses are taking advantage of
Strategies on how companies can be green and competitive. This is an old school project but I thought this information would be useful to share. All images are from the Internet and belong to their respective owners.
From Cause to Change by Bess Bezirgan, Tom Beall, Jennifer Wayman & Michael ...NOEMÍ MEDINA
Government or nonprofits are usually the institutions we associate with influencing public behavior in support of socially desirable outcomes. But increasingly, there is a role that businesses can and should play in this space. By doing so, they deepen relationships with customers and boost growth while contributing to social good. In From Cause to Change: The business of behavior, Bess Bezirgan, Tom Beall, Jennifer Wayman, and Michael Briggs – the leaders of Ogilvy Public Relations' new global practice, OgilvyEngage – discuss how businesses can harness the power of behavior change and show that what's good for individuals and good for society can also be good for business.
A presentation on the differences between business ethics and sustainability, how companies approach the issues, some of the methods of doing so, and possible results and impacts on stakeholders and corporate performance
The document provides an overview of a presentation on developing a blueprint for green business sustainability and marketing. It discusses defining sustainability, examples of companies pursuing sustainability initiatives, developing long-term sustainability plans using a PDCA (plan-do-check-act) model, defining an organization's position on sustainability, cost-effective sustainable options, communicating sustainability initiatives internally and externally, and implementing green marketing strategies and tactics.
This presentation discusses trends in green business strategies. It explores how green standards and certifications will change industries, the importance of sustainability across supply chains, green innovation driving new products and business models, and targeting green messages to niche audiences. The document examines each trend in terms of the current state, possible future developments, and implications for businesses.
Business sustainability - U of Huddersfield and Kajire Girls Sote ICT
This presentation on business sustainability is a product of team of students from the University of Huddersfield, UK who mentored students from Kajire Secondary, Kenya in marketing, customer relations and business sustainability. Students communicated through skype and email in the first term of 2016. The cooperation was managed by student Chris Wainwright from the University of Huddersfield and Abuga Ezra, teacher and Sote ICT Club mentor at Kajire Secondary.
workshop at International Program Green Sustainable Economy at UCN Aalborg, 2013. Contribution from Hogeschool Utrecht, HU University of Applied Sciences Utrecht
This document provides background information on Procter & Gamble (P&G), a multinational consumer goods corporation founded in 1837. It discusses P&G's green practices, which include goals to source only renewable or recycled materials by 2020 and eliminate manufacturing waste sent to landfills. The roles of P&G's environmental professionals are also outlined, such as ensuring product safety and leading sustainability programs. While P&G has made progress towards past targets, continued consumer behavior change will be important to fully decouple business growth from environmental impact.
Green Business Process Management
The document discusses green business process management. It defines green BPM as the sum of all IS-supported management activities that help monitor and reduce the environmental impact of business processes throughout their lifecycle, as well as lead to cultural change. The document outlines three key dimensions of green BPM: (1) management activities like planning and controlling, (2) stages of the process lifecycle from design to operation, and (3) goals of reducing environmental impact and driving cultural change. It presents a conceptual research framework with these three dimensions for analyzing green BPM.
Sustainability is a serious consideration for businesses, and is no longer perceived as an environmental issue alone. The implications of this shift are significant, and subsequently, industry leaders are determining ways to embed sustainability throughout their business operations and strategic goals.
This publication, produced alongside KPMG, examines how organisations can approach sustainability, discussing how to build sustainability into your strategy, how to implement the strategy, how to embed sustainability considerations into core business processes and how to create value through reporting. Does your business factor in sustainability when making long-term decisions? How can you ensure your business has a viable future?
https://www.charteredaccountants.com.au/secure/myCommunity/forums/chartered-accountants-forums/sustainability/49/how-do-you-make-your-business-sustainable#84
The document provides information on the Interdisciplinary Center for Organizational Architecture. It discusses topics such as sustainable enterprise excellence, resilience, robustness, and balancing stakeholder interests through ethical and effective enterprise governance and strategy. It also covers social-ecological innovation at the interface of sustainable innovation and innovation for sustainability. Key elements discussed include goals, strategies, environments, knowledge exchange, leadership, and more.
The document discusses a Go Green initiative submitted to an Indian business academy. It outlines reasons why firms are increasingly adopting green practices, such as economic benefits like cost reductions, managing future regulations, and social pressures from customers, partners, and governments. The objective is to understand why companies go green and develop a sustainable green business model that can be applied across industries.
The document discusses how companies can become more sustainable. It provides examples of how Woolworths, Arup, TNT have incorporated sustainability into their business strategies and operations. Some key actions discussed are establishing sustainability values, adapting to change, defining business purpose, strengthening branding, maximizing human resources, managing finances responsibly, and considering environmental and community impacts. Case studies of various projects highlight innovative solutions that balanced technical, economic and social factors.
This document discusses integrating sustainability into corporate strategy and operations. It begins by outlining key concepts in corporate sustainability and ways for organizations to become more sustainable. It then provides an overview of the evolution of sustainability thinking over time. Next, it describes how sustainability relates to an organization's core values and impacts its various stakeholders. The document outlines a roadmap for creating sustainable value through stakeholder engagement, governance, and incorporating sustainability into business processes. It emphasizes measuring sustainability performance using a balanced scorecard approach. Finally, it discusses seven key benefit areas that result from more sustainable business practices.
The document discusses the relationship between corporate reputation, responsibility, and sustainability. It argues that a company's responsibility is defined by its stakeholders, and that there must be alignment between a company's words and actions. Managing stakeholder relationships and responsibility can translate to stronger brands and business success. The document uses several companies like Walmart and Marks & Spencer as examples of integrating sustainability into core business strategies and communication.
The document provides information about exploring career possibilities in the emerging green economy. It discusses what a green economy and green jobs are, as well as sustainability and emerging markets. The document then outlines a career certification program called Transitioning to Green Careers that helps participants develop green career plans, enhance skills, and find green jobs or start green businesses.
This study presentation outlines the role that environmental issues are now playing in business strategy. It looks at the main aspects of environmental legislation also at the role of CSR (corporate social responsibility), with a particular focus on sustainability
The mutual review of development in africa promise & performance 2011Dr Lendy Spires
This document provides a summary of the 2011 Mutual Review of Development Effectiveness in Africa report produced jointly by the UN Economic Commission for Africa and the Organisation for Economic Co-operation and Development. The summary finds that while Africa experienced strong economic growth in 2010 following the global recession, development challenges remain. Progress has been made towards some Millennium Development Goals but the pace of progress is still inadequate. There have also been positive developments in governance but long-standing conflicts persist and election quality needs improvement. Domestic revenue rebounded in 2010 but tax collection varies significantly between countries. Official development assistance increased in 2010 but earlier commitments have not been fully met. Overall, the report identifies priorities for African countries and their partners in order to sustain
The document summarizes the findings of a study on natural resource exploitation and trade in the Great Lakes region. Some key findings include:
1) The DRC remains an important player in regional trade as an exporter of natural resources like diamonds, crude oil, cobalt and copper, and an importer of manufactured goods and food.
2) Artisanal mining of cassiterite, coltan and gold is predominant in North and South Kivu, while industrial mining of cobalt and copper dominates in Katanga province.
3) Transportation of resources is challenging due to poor infrastructure and insecurity. Air transport is common in the Kivu while Katanga has better road networks.
4) The informal
The document analyzes the function of Colombia's informal sector in employment from 1984 to 2000. It summarizes four approaches to conceptualizing the informal sector and describes Colombia's economic conditions over three phases: 1984-1990 saw moderate growth; 1991-1995 included reforms and continued growth; 1996-2000 was a period of economic crisis. The document examines the composition and role of informal sector sub-sectors in the urban labor market, identifying salaried workers, entrepreneurs, and subsistence workers. It argues each sub-sector responds differently to economic conditions.
This document reports on research from two MICCA pilot projects in East Africa that aimed to identify, verify and scale up climate-smart agricultural practices. The main findings were:
1) In cereal cropping systems in Tanzania, leguminous trees and mineral nitrogen fertilizer can sustainably intensify production under conservation agriculture without significantly increasing greenhouse gas emissions.
2) In integrated crop-livestock systems in Kenya, partial greenhouse gas budgets suggest smallholder dairy production can be relatively climate-friendly when combined with agroforestry and well-managed pasture.
3) A probabilistic model indicated yield improvements from conservation agriculture adoption were unlikely given the social and ecological contexts of the sites. Such models may rapidly
State business and economic performance in ghanaDr Lendy Spires
This document analyzes state-business relations (SBRs) in Ghana and their impact on economic performance. It finds that effective SBRs, characterized by formal and regular engagement between government and businesses, correlate with improved firm productivity and economic growth. A quantitative analysis of over 250 Ghanaian firms from 1991-2002 showed that social networks and connections between firms and government increased productivity. Interviews with state agencies and businesses confirmed that SBRs have shifted from informal to more formal and synergistic relations since 1992, with positive effects like expedited import clearance. Overall, the study concludes that an enabling environment and effective SBRs are important for private sector development, investment, and poverty reduction in Ghana.
This document provides an overview of a literature review on the informal economy conducted jointly by the Institute for Social and Economic Development (ISED) and The Aspen Institute. It was funded by the Charles Stewart Mott Foundation. The literature review examines definitions of the informal economy, theories to explain its existence, characteristics of informal workers, industries with high rates of informal work, and estimates of the size of the informal economy. The review aims to understand the intersection between the informal economy and microenterprise programs in the United States.
A presentation on the differences between business ethics and sustainability, how companies approach the issues, some of the methods of doing so, and possible results and impacts on stakeholders and corporate performance
The document provides an overview of a presentation on developing a blueprint for green business sustainability and marketing. It discusses defining sustainability, examples of companies pursuing sustainability initiatives, developing long-term sustainability plans using a PDCA (plan-do-check-act) model, defining an organization's position on sustainability, cost-effective sustainable options, communicating sustainability initiatives internally and externally, and implementing green marketing strategies and tactics.
This presentation discusses trends in green business strategies. It explores how green standards and certifications will change industries, the importance of sustainability across supply chains, green innovation driving new products and business models, and targeting green messages to niche audiences. The document examines each trend in terms of the current state, possible future developments, and implications for businesses.
Business sustainability - U of Huddersfield and Kajire Girls Sote ICT
This presentation on business sustainability is a product of team of students from the University of Huddersfield, UK who mentored students from Kajire Secondary, Kenya in marketing, customer relations and business sustainability. Students communicated through skype and email in the first term of 2016. The cooperation was managed by student Chris Wainwright from the University of Huddersfield and Abuga Ezra, teacher and Sote ICT Club mentor at Kajire Secondary.
workshop at International Program Green Sustainable Economy at UCN Aalborg, 2013. Contribution from Hogeschool Utrecht, HU University of Applied Sciences Utrecht
This document provides background information on Procter & Gamble (P&G), a multinational consumer goods corporation founded in 1837. It discusses P&G's green practices, which include goals to source only renewable or recycled materials by 2020 and eliminate manufacturing waste sent to landfills. The roles of P&G's environmental professionals are also outlined, such as ensuring product safety and leading sustainability programs. While P&G has made progress towards past targets, continued consumer behavior change will be important to fully decouple business growth from environmental impact.
Green Business Process Management
The document discusses green business process management. It defines green BPM as the sum of all IS-supported management activities that help monitor and reduce the environmental impact of business processes throughout their lifecycle, as well as lead to cultural change. The document outlines three key dimensions of green BPM: (1) management activities like planning and controlling, (2) stages of the process lifecycle from design to operation, and (3) goals of reducing environmental impact and driving cultural change. It presents a conceptual research framework with these three dimensions for analyzing green BPM.
Sustainability is a serious consideration for businesses, and is no longer perceived as an environmental issue alone. The implications of this shift are significant, and subsequently, industry leaders are determining ways to embed sustainability throughout their business operations and strategic goals.
This publication, produced alongside KPMG, examines how organisations can approach sustainability, discussing how to build sustainability into your strategy, how to implement the strategy, how to embed sustainability considerations into core business processes and how to create value through reporting. Does your business factor in sustainability when making long-term decisions? How can you ensure your business has a viable future?
https://www.charteredaccountants.com.au/secure/myCommunity/forums/chartered-accountants-forums/sustainability/49/how-do-you-make-your-business-sustainable#84
The document provides information on the Interdisciplinary Center for Organizational Architecture. It discusses topics such as sustainable enterprise excellence, resilience, robustness, and balancing stakeholder interests through ethical and effective enterprise governance and strategy. It also covers social-ecological innovation at the interface of sustainable innovation and innovation for sustainability. Key elements discussed include goals, strategies, environments, knowledge exchange, leadership, and more.
The document discusses a Go Green initiative submitted to an Indian business academy. It outlines reasons why firms are increasingly adopting green practices, such as economic benefits like cost reductions, managing future regulations, and social pressures from customers, partners, and governments. The objective is to understand why companies go green and develop a sustainable green business model that can be applied across industries.
The document discusses how companies can become more sustainable. It provides examples of how Woolworths, Arup, TNT have incorporated sustainability into their business strategies and operations. Some key actions discussed are establishing sustainability values, adapting to change, defining business purpose, strengthening branding, maximizing human resources, managing finances responsibly, and considering environmental and community impacts. Case studies of various projects highlight innovative solutions that balanced technical, economic and social factors.
This document discusses integrating sustainability into corporate strategy and operations. It begins by outlining key concepts in corporate sustainability and ways for organizations to become more sustainable. It then provides an overview of the evolution of sustainability thinking over time. Next, it describes how sustainability relates to an organization's core values and impacts its various stakeholders. The document outlines a roadmap for creating sustainable value through stakeholder engagement, governance, and incorporating sustainability into business processes. It emphasizes measuring sustainability performance using a balanced scorecard approach. Finally, it discusses seven key benefit areas that result from more sustainable business practices.
The document discusses the relationship between corporate reputation, responsibility, and sustainability. It argues that a company's responsibility is defined by its stakeholders, and that there must be alignment between a company's words and actions. Managing stakeholder relationships and responsibility can translate to stronger brands and business success. The document uses several companies like Walmart and Marks & Spencer as examples of integrating sustainability into core business strategies and communication.
The document provides information about exploring career possibilities in the emerging green economy. It discusses what a green economy and green jobs are, as well as sustainability and emerging markets. The document then outlines a career certification program called Transitioning to Green Careers that helps participants develop green career plans, enhance skills, and find green jobs or start green businesses.
This study presentation outlines the role that environmental issues are now playing in business strategy. It looks at the main aspects of environmental legislation also at the role of CSR (corporate social responsibility), with a particular focus on sustainability
The mutual review of development in africa promise & performance 2011Dr Lendy Spires
This document provides a summary of the 2011 Mutual Review of Development Effectiveness in Africa report produced jointly by the UN Economic Commission for Africa and the Organisation for Economic Co-operation and Development. The summary finds that while Africa experienced strong economic growth in 2010 following the global recession, development challenges remain. Progress has been made towards some Millennium Development Goals but the pace of progress is still inadequate. There have also been positive developments in governance but long-standing conflicts persist and election quality needs improvement. Domestic revenue rebounded in 2010 but tax collection varies significantly between countries. Official development assistance increased in 2010 but earlier commitments have not been fully met. Overall, the report identifies priorities for African countries and their partners in order to sustain
The document summarizes the findings of a study on natural resource exploitation and trade in the Great Lakes region. Some key findings include:
1) The DRC remains an important player in regional trade as an exporter of natural resources like diamonds, crude oil, cobalt and copper, and an importer of manufactured goods and food.
2) Artisanal mining of cassiterite, coltan and gold is predominant in North and South Kivu, while industrial mining of cobalt and copper dominates in Katanga province.
3) Transportation of resources is challenging due to poor infrastructure and insecurity. Air transport is common in the Kivu while Katanga has better road networks.
4) The informal
The document analyzes the function of Colombia's informal sector in employment from 1984 to 2000. It summarizes four approaches to conceptualizing the informal sector and describes Colombia's economic conditions over three phases: 1984-1990 saw moderate growth; 1991-1995 included reforms and continued growth; 1996-2000 was a period of economic crisis. The document examines the composition and role of informal sector sub-sectors in the urban labor market, identifying salaried workers, entrepreneurs, and subsistence workers. It argues each sub-sector responds differently to economic conditions.
This document reports on research from two MICCA pilot projects in East Africa that aimed to identify, verify and scale up climate-smart agricultural practices. The main findings were:
1) In cereal cropping systems in Tanzania, leguminous trees and mineral nitrogen fertilizer can sustainably intensify production under conservation agriculture without significantly increasing greenhouse gas emissions.
2) In integrated crop-livestock systems in Kenya, partial greenhouse gas budgets suggest smallholder dairy production can be relatively climate-friendly when combined with agroforestry and well-managed pasture.
3) A probabilistic model indicated yield improvements from conservation agriculture adoption were unlikely given the social and ecological contexts of the sites. Such models may rapidly
State business and economic performance in ghanaDr Lendy Spires
This document analyzes state-business relations (SBRs) in Ghana and their impact on economic performance. It finds that effective SBRs, characterized by formal and regular engagement between government and businesses, correlate with improved firm productivity and economic growth. A quantitative analysis of over 250 Ghanaian firms from 1991-2002 showed that social networks and connections between firms and government increased productivity. Interviews with state agencies and businesses confirmed that SBRs have shifted from informal to more formal and synergistic relations since 1992, with positive effects like expedited import clearance. Overall, the study concludes that an enabling environment and effective SBRs are important for private sector development, investment, and poverty reduction in Ghana.
This document provides an overview of a literature review on the informal economy conducted jointly by the Institute for Social and Economic Development (ISED) and The Aspen Institute. It was funded by the Charles Stewart Mott Foundation. The literature review examines definitions of the informal economy, theories to explain its existence, characteristics of informal workers, industries with high rates of informal work, and estimates of the size of the informal economy. The review aims to understand the intersection between the informal economy and microenterprise programs in the United States.
Uganda deepening engagement with india through better market accessDr Lendy Spires
This document analyzes the impact of India's Duty-Free Trade Preference (DFTP) scheme on Ugandan exports. It finds that the DFTP scheme has had a limited impact, as Uganda's top exports to India differ from its most competitive global exports. While India is a major investor in Uganda, the study recommends improving the inclusiveness of the DFTP scheme and deepening economic cooperation between the two countries to better support Uganda's export capacity.
This document is AWEPA's annual report for 2009. It summarizes AWEPA's activities that year, which included celebrating its 25th anniversary. Key events included a conference in Cape Town on promoting parliamentary democracy in Africa. The report provides an overview of AWEPA's regional, bilateral, and national parliamentary support programs in Africa in 2009. It also discusses AWEPA's work on themes like aid effectiveness, gender, and conflict resolution. The report lists AWEPA's donors, leadership, and financial information for 2009.
This document provides an overview of feminist advocacy and how to effectively conduct advocacy work. It defines advocacy as strategies used to influence decision-makers and policies, with the goal of creating change. Feminist advocacy seeks to advance women's rights and address gender inequalities. It is grounded in feminist analysis and local struggles. Effective feminist advocacy connects issues to the policies and institutions that perpetuate inequalities. The document discusses weaving advocacy into daily work, navigating advocacy spaces, choosing advocacy strategies, building advocacy campaigns, and provides lessons from an advocacy campaign for Amina Lawal regarding the importance of partnership with local groups.
The survey aimed to evaluate stakeholder satisfaction with the Youth Employment Network's (YEN) services and identify areas for improvement. 55% of survey recipients responded. Respondents were generally positive, though suggested improving definitions of services, support for lead countries, and partner roles. Few young people responded (3%), indicating youth engagement should increase. Continuity of services, such as follow-ups, also needed strengthening. The results will help YEN enhance accountability and effectiveness.
The document summarizes a McKinsey Global Institute report about the economic value of big data. It finds that big data has the potential to create significant economic value across multiple sectors by enhancing productivity and innovation. For example, if US healthcare fully leveraged big data, it could realize over $300 billion in annual value, two-thirds of which would come from reducing healthcare expenditures. Retailers could increase operating margins by over 60% with big data. Governments could save over $149 billion annually in operational efficiencies. However, realizing this value will require organizations and policymakers to address challenges around talent, technology, and privacy.
The document is an annual report from AWEPA (Association of European Parliamentarians for Africa) that summarizes their activities in 2006. It discusses their capacity building programs that strengthen parliaments in Africa through workshops and seminars. It provides examples of projects in Burundi and the Democratic Republic of Congo, focusing on strengthening parliamentary oversight, women parliamentarians, and election monitoring. The report emphasizes AWEPA's role in supporting democratic development and parliamentary strengthening across Africa.
Hewlett-Packard has a long history of prioritizing corporate citizenship and sustainability. While HP had traditionally avoided promoting its sustainability efforts, growing issues like climate change led it to recognize the competitive advantages of communicating its commitments. It established sustainability as a priority across its business units and organized teams to develop strategies, set goals, and advise on initiatives. HP works to balance its values with profitability by focusing on supply chain standards, reducing carbon emissions through efficient operations and products, and promoting reuse and recycling.
This document discusses key trends related to increasing water scarcity and their implications for humanitarian action. It notes that water scarcity exacerbated by factors like climate change, population growth, and energy demands could heighten vulnerability and increase humanitarian needs. Specifically, water scarcity may amplify conflict, food insecurity, and health issues. It could also necessitate scaling up humanitarian operations to meet growing needs, especially regarding slow-onset disasters. The document analyzes current and projected global water scarcity situations in depth.
A NEW GLOBAL PARTNERSHIP: ERADICATE POVERTY AND TRANSFORM ECONOMIES THROUGH S...Dr Lendy Spires
Our vision and our responsibility are to end extreme poverty in all its forms in the context of sustainable development and to have in place the building blocks of sustained prosperity for all.” 1 The Panel came together with a sense of optimism and a deep respect for the Millennium Development Goals (MDGs). The 13 years since the millennium have seen the fastest reduction in poverty in human history: there are half a billion fewer people living below an international poverty line of $1.25 a day.
Child death rates have fallen by more than 30%, with about three million children’s lives saved each year compared to 2000. Deaths from malaria have fallen by one quarter. This unprecedented progress has been driven by a combination of economic growth, better policies, and the global commitment to the MDGs, which set out an inspirational rallying cry for the whole world. Given this remarkable success, it would be a mistake to simply tear up the MDGs and start from scratch. As world leaders agreed at Rio in 2012, new goals and targets need to be grounded in respect for universal human rights, and finish the job that the MDGs started.
Central to this is eradicating extreme poverty from the face of the earth by 2030. This is something that leaders have promised time and again throughout history. Today, it can actually be done. So a new development agenda should carry forward the spirit of the Millennium Declaration and the best of the MDGs, with a practical focus on things like poverty, hunger, water, sanitation, education and healthcare. But to fulfil our vision of promoting sustainable development, we must go beyond the MDGs. They did not focus enough on reaching the very poorest and most excluded people. They were silent on the devastating effects of conflict and violence on development.
The importance to development of good governance and institutions that guarantee the rule of law, free speech and open and accountable government was not included, nor the need for inclusive growth to provide jobs. Most seriously, the MDGs fell short by not integrating the economic, social, and environmental aspects of sustainable development as envisaged in the Millennium Declaration, and by not addressing the need to promote sustainable patterns of consumption and production. The result was that environment and development were never properly brought together. People were working hard – but often separately – on interlinked problems. So the Panel asked some simple questions: starting with the current MDGs, what to keep, what to amend, and what to add. In trying to answer these questions, we listened to the views of women and men, young people, parliamentarians, civil society organisations, indigenous people and local communities, migrants, experts, business, trade unions and governments.
WHAT INSTITUTIONAL FRAMEWORK FOR THE INFORMAL SECTOR?Dr Lendy Spires
The idea that the institutional framework can be a determining factor in stimulating or slowing informal activities arose relatively recently. Previously, the economic environment was the primary concern. For example, governments tried to promote micro-enterprises by granting them easier access to capital; for several decades, the financing problems of these enterprises have been analysed and aid programmes undertaken in that domain.
Economists only began to pay more attention to the role of institutions in development and study the impact of the institutional framework on informal activities in the 1980s. Studies of this type are of obvious practical interest. It is hoped that they will give rise to recommendations for improving the institutional framework, and that is the intent of the Development Centre’s project: to deepen our knowledge of the impact of the institutional framework so as to improve it. It is not self-evident that the state could intervene effectively along these lines.
Indeed for 30 years advocates of state control and then liberals, for opposing reasons, believed that the state could do nothing for the informal sector. During the 1960s and 1970s, partisans of state control promoted rapid development of the modern sector through state intervention, or even state control over the entire sector. In their eyes, the informal sector was a marginal, residual activity that would disappear thanks to job creation in the modern sector. They preferred to ignore the informal sector because it was a reminder of the country’s economic backwardness, especially in the newly independent states which had taken the path of modernity and wanted to forget certain traditional aspects of their economies.
At the same time, however, a regulatory framework modelled on those of the developed countries and completely inappropriate for traditional activities, was retained and even extended. This programme failed for several reasons. Medium-sized and large modern sector enterprises were unable to resolve the employment problem in cities where growth of the working-age population was extremely rapid (more than 4 or 5 per cent annually). Then the financial crisis of the early 1980s hit most of the countries that had chosen this strategy, ending their investments in large modern sector enterprises, investments mostly financed by foreign borrowing.
The result was a radical change of attitude: the formerly ignored informal sector became the last hope of governments in the struggle against unemployment. At a time when adjustment programmes were sometimes leading to massive losses of employment in the large state-controlled enterprises, the informal sector was somehow expected to meet the heavy responsibility of creating more jobs to compensate for these effects of adjustment. As the financial crisis coincided with the success of neoliberal theory in the United States and Britain,
Here are a few key points about the cultural aspects of privacy based on the literature discussed:
- Privacy norms can vary significantly across cultures and should be understood within their proper historical and social contexts. What privacy means in one culture may not directly translate to another.
- In some countries like China, norms around individualism, independence, and privacy are evolving as societies become more diverse and open. Older cultural understandings of privacy may no longer apply.
- The mere existence of privacy legislation in a country should not be taken as an unambiguous indicator that privacy is culturally valued in the same way as in Western societies.
- In Japan, for example, scholars argue the privacy law was driven more by economic pressures to comply
This document summarizes Tata Consultancy Services' (TCS) commitment to corporate social responsibility (CSR) according to their company report. TCS structures its CSR around two tiers - directly impacting communities through its business expertise and preserving the environment. The company also utilizes employee association Maitree for CSR initiatives to help underprivileged communities globally. TCS aligns with the Tata Council of Community Initiatives for social causes across Tata companies and supports relief/charity efforts. The company engages academia through faculty programs and research sponsorship to further CSR.
This report describes HP’s global citizenship policies, programs, and performance through the 2013 fiscal year (which ended October 31, 2013). It provides in-depth information to stakeholders including customers, industry analysts, socially responsible investors, nongovernmental organizations, employees, sustainability specialists, and others.
The document discusses going green as an organizational transformation. It presents key concepts around sustainability and the triple bottom line of social, economic and environmental dimensions. It describes the stages organizations go through in responding to sustainability issues, from defensive to strategic. Going green provides performance advantages like cost savings, risk reduction and market differentiation. The process of transformation starts with setting a vision and diagnosing current practices, then altering informal and formal policies. Measuring success requires tools like a balanced scorecard that assesses financial, customer, process and learning objectives. Shaping an organizational culture of sustainability involves leaders rewarding green activities and allocating resources to sustainability endeavors.
The document discusses corporate social responsibility (CSR) objectives, methodologies, concepts, and implementation strategies. The key objectives of CSR discussed are harnessing growth for sustainable development, preserving the environment and community welfare, and creating income growth and jobs. The document outlines CSR concepts like the pyramid of CSR and its four pillars. It provides examples of CSR strategies like ITC's e-Choupal initiative in India which created a virtual marketplace and social benefits for farmers. The summary discusses benefits of CSR like shared value and competitiveness, and challenges like lack of commitment and financial resources.
Corporate Social Responsibility, or CSR, has received growing attention in the past decade. We’ll take a look at the roots of the concept, what it involves and some of the benefits which include lowered costs, improved employee satisfaction and a more positive impact on our world. We’ll also briefly discuss how many external vendors, from local energy auditors to FrontStream with our portfolio of tools, can help you accomplish CSR goals.
This document provides an overview of a workshop on sustainability hosted by ERM and Dix & Eaton. The agenda covers opportunities and risks of sustainability, getting started with sustainability programs, determining sustainability content, communication opportunities, and the mechanics of sustainability reporting. Key topics discussed include making the business case for sustainability, stakeholder engagement, materiality assessments, and setting goals. Audience members share experiences with sustainability programs and ask questions.
This document discusses corporate social responsibility (CSR) and its impact on corporate sustainability. It defines CSR as voluntarily integrating social and environmental concerns into business operations and interactions with stakeholders. The document outlines that CSR is not optional but about how businesses are managed. It discusses key drivers of CSR like stakeholder pressures and outlines how CSR relates to sustainable development by reducing negative environmental impacts. It also describes how businesses have responsibilities to various stakeholders like shareholders, employees, customers, and society. The conclusion emphasizes that strong commitment to both CSR principles and commercial competence allows businesses to sustain their CSR efforts.
This document provides an overview of corporate social responsibility (CSR). It begins by outlining the agenda, which includes defining CSR, trends driving CSR, challenges, and opportunities. It then discusses differing definitions of CSR and emphasizes a strategic definition. Key trends driving greater CSR adoption are identified as declining trust in business, millennial values, consumer preferences, growth of socially responsible investing, and increasing NGO influence. Challenges include regulatory complexity, consumer indifference, perceived high costs, and critics of CSR. However, the document also outlines opportunities in developing new products and markets, strengthening brand equity, professional services, risk mitigation, and continuous innovation.
Frank Mantero, director of corporate citizenship at General Electric, discussed corporate social responsibility (CSR) and it's role in PR and driving business growth.
The document discusses how companies can align their sustainability practices with their corporate reputation through authentic and transparent communication. It provides examples of how companies can develop credible sustainability strategies by understanding stakeholders, integrating green initiatives with their brand, and engaging employees, customers and partners in sustainability efforts. The document also warns against "greenwashing" and provides tips for effective communication of sustainability practices and impacts.
Jumpstart Success in Your Supply Chain: Sustainability Trends That Will Make ...Aggregage
Many companies are still reluctant to take on sustainability initiatives in their organizations. But in 2021 and on, making the switch to more sustainable decision-making can have some big business impacts. Join this incredible webinar with Jit Hinchman, Founder & President at Supply Chain Adviser™ and Sustainable Supply Chain Global Ambassador, to explore some trends in supply chain sustainability that may make your company rethink its current stance on technology, transparency, and overall operations.
In the current environment of climate change, population growth, resource scarcity, and increased demands for transparency, traditional business approaches are no longer sufficient. Global supply chains are also becoming more complexly interconnected. Thinkstep helps over 4,000 organizations worldwide address these challenges by assessing what is material to their business, tracking key sustainability data, and implementing improvements so that companies can succeed in a more sustainable manner and realize associated financial benefits. Thinkstep offers a full suite of software, data, and professional services to support product compliance, sustainability, and corporate sustainability reporting and management needs.
This document discusses the concepts of corporate social responsibility (CSR) and the triple bottom line. It provides information on:
- The traditional view that corporations should focus solely on shareholder returns versus a balanced approach of contributing to broader public good.
- Definitions of CSR and the triple bottom line approach, which expands the traditional financial performance framework to also include social and environmental performance.
- The three pillars of the triple bottom line - People, Planet, and Profit - and what each entails in terms of fair labor practices, sustainable environmental practices, and economic value creation for society.
Certainly, here are six key responsibilities of the Competition Commission of India (CCI):
Enforcement of Competition Law: The CCI is entrusted with enforcing the provisions of the Competition Act, 2002, to prevent anti-competitive practices, ensure fair competition, and protect consumer interests in the Indian market.
Investigation of Anti-Competitive Practices: It investigates complaints and cases related to anti-competitive agreements, abuse of dominant positions by firms, and anti-competitive mergers and acquisitions to maintain a competitive market environment.
Review of Mergers and Acquisitions: The CCI reviews mergers, acquisitions, and combinations to evaluate their potential impact on competition in the market and prevent combinations that may significantly lessen competition.
Competition Advocacy: The CCI engages in competition advocacy activities to raise awareness about the benefits of competition, educate stakeholders about competition law, and promote a competitive market culture in India.
Guidance and Advisory Services: It provides guidance, recommendations, and advisory opinions to businesses, government agencies, and other stakeholders on competition-related matters, including compliance with competition law and best practices.
Market Studies and Research: The CCI conducts market studies, research, and analysis to assess competition issues, identify market trends, and propose policy recommendations to promote competition and consumer welfare.
These responsibilities collectively contribute to the CCI's mission of fostering a competitive market environment, promoting economic efficiency, and safeguarding consumer interests in India.
This document provides an overview of corporate social responsibility (CSR) and sustainability. It discusses how CSR has evolved from cause sponsorships to becoming a key factor in business decision-making and consumer preferences. Companies now recognize that CSR programs can help them gain a competitive edge by balancing profit and purpose. The document also outlines how the Standards Council of Canada has approved ISO 26000, a national standard to guide organizations on operating in a socially responsible way.
A presentation looking at trends, drivers, actions, strategy and business ethics, why they matter, who does them well and what the business case is today
Corporate Social Responsibility (CSR) is about how companies manage their business processes to produce an overall positive impact on society. It covers sustainability, social impact and ethics on business interests and objectives. This presentation also gives a balancing view of the commercial interests of businesses and social & environmental obligations of a business enterprise.
The ISO 26000 standard defines CSR as:
an organization's responsibility for the impacts of its decisions and activities on society and the environment, through transparent and ethical behavior that:
- contributes to Sustainable Development, including health and the welfare of society;
- takes into account the expectations of stakeholders;
- is in compliance with applicable law and consistent with international norms of behavior;
- and is integrated throughout the organization and implemented in its relations.
The 6 core subjects listed by ISO 26000 are:
1. Human rights
2. Labor practices
3. The environment
4. Fair operating practices
5. Consumer issues
6. Community involvement and development
The presentation covers all aspects of CSR and provide adequate guidance on the principles and practices of CSR.
Congruence of Eco Friendly Brand Image and Employee RetentionPinaki Basu
This document summarizes a presentation about the relationship between an eco-friendly brand image and employee retention. It discusses how green initiatives can increase employee morale, loyalty, and skills like teamwork and communication. Implementing these programs helps attract customers and differentiate the brand from competitors. The presentation finds that 93% of employees feel more pride in a company that supports environmental and social causes. Having a green brand image was ranked as one of the most important retention factors for employees, second only to growth opportunities. The conclusion is that an eco-friendly image positively impacts both employee engagement and retention.
TOO4TO Module 2 / Corporate Social and Environmental Responsibility: Part 1TOO4TO
This presentation is part of the Sustainable Management: Tools for Tomorrow (TOO4TO) learning materials. It covers the following topic: Corporate Social and Environmental Responsibility (Module 2). The material consists of 2 parts. This presentation covers Part 1.
You can find all TOO4TO Modules and their presentations here: https://too4to.eu/e-learning-course/
TOO4TO was a 35-month EU-funded Erasmus+ project, running until August 2023 in co-operation with European strategic partner institutions of the Gdańsk University of Technology (Poland), the Kaunas University of Technology (Lithuania), Turku University of Applied Sciences (Finland) and Global Impact Grid (Germany).
TOO4TO aims to increase the skills, competencies and awareness of future managers and employees with available tools and methods that can provide sustainable management and, as a result, support sustainable development in the EU and beyond.
Read more about the project here: https://too4to.eu/
This project has been funded with support from the European Commission. Its whole content reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein. PROJECT NUMBER 2020-1-PL01-KA203-082076
This document discusses the concept of shared value, which involves corporate policies and practices that enhance competitiveness while also advancing social and economic conditions. It provides examples of companies implementing shared value strategies. The key points are:
- Shared value is defined as identifying business opportunities that meet societal needs or solve social problems in a way that also improves financial performance and competitiveness.
- Examples discussed include health care programs by Novartis and GE that expand access while reducing costs, and efforts by PepsiCo, Nestle, and Campbell's to address issues in their supply chains and product lines.
- Effective shared value strategies are integrated into core business, leverage a company's expertise, track performance metrics, and seek to