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Overstand the Corporate Plan

Corporate Global Vision - INDIVIDUAL ACCOUNTABILITY


 “Responsible action”,“Sustainability” and “Change” are today on everyone’s agenda, ranging from politicians, corporations and financial institutions to activists, NGOs and the general public. Millions of people are already engaged in the work of building a global society that is sustainable, just and equitable. And millions more would be willing to change their own actions and behavior if they knew that this would be truly meaningful.(Club of Rome)







INDIVIDUAL ACCOUNTABILITY – PASSING THE BUCK TO US

Following on from the wide enjoyment of ‘human rights’ came the backlash: the 'blame and claim' culture gained pace, teaching us that with rights come responsibilities, and now this is very noticeably the dominant issue in the news/current events, (such as R2P), discussion programmes, reality tv shows, the Occupy protests and the revolutions - and of course, the LAW.

The responsibility for Agenda 21 was handed to the corporations, and they have remained in the spotlight for some time. Meanwhile, society has learnt to point fingers to attribute blame, thereby absorbing and projecting the moral lesson of responsibility, from a number of much publicized, and debated, indictments of members of the ruling class (for instance, the UK MP’s expenses scandal, Fred Goodwin, Julian Assange, Strauss-Kahn, Jamie Dimon. These issues have also contributed to a global sense of mistrust, contributing to calls for transparency. http://www.transparency.org.uk/

 The Law has kept apace of this zeitgeist, by punishing those who transgress, and by mandating accountability through, for instance, the Companies Act, 2006 (UK). Sections 171-177 of the Companies Act are widely criticised as being ambiguous, however, what is clear is that the buck has been placed firmly placed in the hands (mainly) of the Directors. However the Director can be insured against this responsibility, but, more importantly, the responsibility can be diffused; talk has already gathered pace around the issue of wider responsibility

 - at the moment the focus is on the next in the chain - the shareholders and investors/creditors, and how to get them 'on board'. Yet there are also a number of schemes in place which spread the potential for 'blame' (ie accountability, and, thus, the need for transparency) to all stakeholders ... so first of all that means the employees, many of whom are now required to sign up contracts where they accept that they are part of a team and all must pull together for the sustainable and social mission of the company, for the sake of its long-term future (and the new triad which governs every project, policy, organisation, etc: the three Es of Agenda 21). Each and every one of us could, potentially, be tied in to the responsibility agenda, at work and at home.  The world is being institutionalised, with a codex of laws and governance all based around carbon and equity. 

 

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"We make a living by what we get, but we make a life by what we give.” – Winston Churchill.

"Being Socially Responsible means that people and organisations must behave ethically and with sensitivity toward social, cultural, economic and environmental issues. Striving for social responsibility helps individuals, organisations and governments have a positive impact on development, business and society with a positive contribution to bottom-line results.

Individual Social Responsibility (ISR) to achieve Corporate Social Responsibility (CSP)

ISP may appear to be a new concept in relation to CSP, but it is a concept as old as The Golden Rule — Do unto others as you would have them do unto you. ISR expands on this by promoting a proactive stance towards positively influencing and affecting the people and environments outside your immediate circle. ISR is at the roots of CSR, because a corporate comprises of individuals and hence determines the social responsibility culture it creates." http://www.imasocialentrepreneur.com/social-responsibility/

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…. voluntary initiatives can advance the 21st century corporate sustainability agenda via benefits that fall under three overarching and significant categories:

  1. Voluntary initiatives instill a culture of corporate leadership and innovation in pursuit of responsible behavior — for example, by embedding related issues into decision-making and operations;
  2. Voluntary initiatives can move corporate responsibility from concept to fact — for example, by facilitating the emergence of stakeholder consensus or by helping identify material risks and opportunities and drive long-term success; and
  3. Voluntary initiatives can give voice to the people’s concerns, thus securing a positive place for business in society — for example, by helping companies build trust and confidence in communities and economies.

…..readers should understand that while this document refers specifically to the UN Global Compact, the concepts contained within are also applicable to voluntary initiatives as a whole. http://www.unglobalcompact.org/HowToParticipate/Business_Participation/the_importance_of_voluntarism.html

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At this year’s Sustainable Brands conference, Lockheed Martin will hold a workshop which will teach business leaders that they need to “embed CSR" by engaging the "most key internal stakeholders – employees."

Lockheed Martin is a mainstay of the highly scrutinized defence industry. Discover how they embed CSR and the critical role ethics has in their sustainability program. Join this session to find out how to make CSR part of everyday thought and action in your workforce.

  • Learn how through decentralization Lockheed Martin makes its sustainability and ethical decision making the responsibility of every employee.
  • Examine Lockheed Martin’s ethics and transparency training program delivered to every employee and the performance metrics they use to track progress.
  • How to incentivize your workforce on sustainability by linking CSR performance to remuneration and award schemes. http://events.ethicalcorp.com/rbsusa/conference-agenda.php

 

In a media statement, Good Measures announced the launch of their ‘One Planet Workplace’ (21 September 2011):
“an intelligent and affordable service which encourages employees to improve their employer’s sustainability and gain-share in cost savings achieved. It comprises a simple, integrated approach to help UK national and global corporations meet the current UK government target of a 34% reduction in greenhouse gas (GHG) emissions by 2020 (based on a 1990 baseline) through the continuous engagement of employers, employees and wider stakeholders. The aim is that participating organisations – public or private – become accredited One Planet Workplaces (please see Editors’ notes on the World Wildlife Fund campaign). Related technology can also be used to advance corporate CSR through more effective workplace volunteering and/or giving.


On sustainability, organisations research and set their own, realistic resource consumption targets aligned with our planet’s natural capacity. Employees commit to personal actions plans (PAPs) aligned with these corporate goals. One Planet WorkplaceTM then collates, distributes and compares data on resource consumption using an online, employee-wide portal system combined with smart energy measurement. Employees then track their, their team, their country and organisation-wide progress against these targets, sharing in the development of improved processes and efficiency drives through traditional and social media. The accumulated data bank also facilitates more accurate recording of reductions and their costing as well as cost-effective sustainability and CSR audits. It boosts multi-level competition at the same time.

A wide range of resource consumption can be measured including oil, gas, electricity, renewables, water and raw materials as well as waste generation and commuting/travel at work. Relevant data is accessed at set levels according to status and need and, as preferred, the organisation may operate gain-sharing schemes or enhance workplace giving. An identical process is used to drive workplace volunteering and giving, bringing three key elements of improved CSR onto one, multi-level dashboard. These portals have been developed and proven over the last 10 years by Good Measures’ chosen partner - the US technology firm, AngelPoints - and are now used in 80 corporations in multiple languages around the world. They provide 2 million employees internationally with the facility to drive improved workplace sustainability, volunteering and giving.
http://www.good-measures.com/uploads/15-document.pdf



The Corporate Service Corps was launched in 2008 to help provide IBMers with high quality leadership development while delivering high quality problem solving for communities and organizations in emerging markets. The program empowers IBM employees as global citizens by sending groups of 10 - 15 individuals from different countries with a range of skills to an emerging market for four week community-based assignments. During the assignment, participants perform community-driven economic development projects working at the intersection of business, technology, and society.

This program increases IBM's understanding and appreciation of growth markets while creating global leaders who are culturally aware and possess advanced teaching skills. The Corporate Service Corps offers a triple benefit: leadership development for the IBMers, leadership training and development for the communities, and greater knowledge and enhanced reputation in the growth markets for IBM.

Since its launch in 2008, the Corporate Service Corps program has sent over 1,400 participants on over 120 teams to more than 20 countries around the world.

http://www.ibm.com/ibm/responsibility/corporateservicecorps/

 

Thus, by getting the workers to fulfil the legal requirement of the corporation in terms of its social responsibility, the company:

  1. Saves money
  2. Passes on the legal responsibility
  3. Improves the supply chain, for example, the work done by IBMers in the developing world:

 

“The CSC and its offshoot, the Executive Service Corps, have produced rich dividends for IBM, its employees and the communities in which it does business. Communities get their problems addressed--free of charge. IBMers receive leadership development and have life-changing experiences. And IBM develops a new generation of global leaders and gains footholds in emerging markets.

IBM has helped a half-dozen other companies put together similar programs, including FedEx, Deere and Dow Corning. In mid-2011, IBM announced a partnership with the United States Agency for International Development (USAID) to encourage corporate citizenship with a goal of improving global relations. One aspect of the alliance is a Center of Excellence for International Corporate Volunteerism, funded by USAID, which will provide resources and an information forum for companies that are interested in pursuing strategies based on IBM's model.

The program could have its greatest impact outside of the walls of IBM. If it is widely recognized as a powerful leadership and social engagement platform by other companies, that could have a transformational effect on global economic development. If every company in the Fortune 500 adopted the CSC model and deployed just 100 employees per year to work on teams in emerging markets, 50,000 skilled people per year would be sent out to address serious problems in developing societies. Larger commitments would produce even larger effects”

http://www.ibm.com/ibm/responsibility/corporateservicecorps/press/2011_16.html

 

       

 

Employee volunteering boosts staff morale, develops skills, strengthens corporate reputation and injects valuable resources into local communities.

We want all companies to recognise the transformational power of volunteering and offer employees the opportunity to volunteer during work time. http://www.bitc.org.uk/community/employee_volunteering/index.html

 

2012 Employee Engagement Conference

September 10–12, 2012 — Seattle, WA

Submitted by Beth Culver on 15 July, 2011 - 15:46

Breaking the Old Rules of Engagement: Innovative Processes and Hot New Tools for Increasing Talent Performance and Business Results

Employee Engagement is still the most crucial factor when determining organizational success. 90% of leaders recognize this fact by acknowledging that engagement practices directly impacts the success of their business, yet over 75% also admit they have no engagement plan or strategy in place.*1. But is employee engagement really important enough to actively implement a plan for high performers, senior level executives or the new workforce coming into their own? You bet your job it is.

…. As the leader in Human Capital education, HCI understands employee engagement and has developed a program in collaboration with leading the Fortune 500 organizations to demonstrate how you can engage your workforce in a meaningful and measurable way. Learn what works from organizations that are currently growing and thriving as a result of their outstanding engagement strategies. Discover the newest tools that are creating groundbreaking results, how they impact each of your workforce segments, and how surprisingly low cost they are to implement.

We'll take a deep dive into these essential tools:

  • Collaboration
  • Coaching/Mentoring
  • Social Media
  • Corporate Branding/Reputation Management
  • Rewards & Recognition /“Social Recognition”
  • Engagement Surveys & Polling
  • Gamifications
  • Social Impact/Sustainability and Corporate Social Responsibility
  • Middle Managers
  • Executive/Leadership
  • New Generation Workforce
  • High Potentials
  • Technical and Creative Staff

While highlighting these critical sectors for maximum impact:

We will uncover premier case studies and scalable initiatives that will quicken the bond between employees and the organization, while increasing overall performance and uniting all levels of the workforce towards a common goal. http://www.hci.org/2012engagement/overview

 

Ethics for a Modern Workforce covers all the major corporate compliance issues employees deal with but retains solid roots in timeless principles of personal character and integrity. It is the perfect balance between a no-nonsense compliance program and a personal/professional growth course. The easy, straight-forward program builds participants’ ethical skills and knowledge using practical teaching and real-life scenarios. http://www.character-ethics.org/efmwinfo.html

 

"Social media platforms can be a good way to engage a global workforce. Providing frameworks for conversation, without trying to control it, can be a good way to get employees to communicate with the corporation and each other. It’s important to use tools that are accessible to all to ensure open communications channels."

http://www.hermanmiller.com/discover/leveraging-social-media-to-communicate-corporate-social-responsibility/

 

 It also makes sense that corporations would view the human supply chain as part of their balance of profit and loss: a healthy and compliant workforce is more productive and therefore more profitable. It will be made ‘fun’ by being gamified.

 

While the Blueprint is directed at corporations, it will only be successful if undertaken in the spirit of the UN Global Compact – 

as a collaborative effort based on mutual interests and goals. In this regard, a strategic assessment has begun, and will encompass a range of considerations and options, including expanding human resources  … and creating special leadership groups of companies and stakeholders to focus on key dimensions and aspects of the Blueprint.

It will be particularly important for the UN Global Compact to leverage the Local Networks to mainstream leadership practices around the globe. The implementation of the Blueprint will thus be coupled with greater emphasis on the strengthening of Local  Networks, especially in less developed markets, to ensure widest possible diffusion of corporate sustainability leadership.

http://www.unglobalcompact.org/docs/issues_doc/lead/BluePrint_EN.pdf

               

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Income Ethics: Planetary Social Responsibility, Raam Dev (2011)

“Fulfilling our planetary social responsibility will inevitably look different for each individual and fulfilling it won’t change the world overnight. But there is one thing we can all remember: Equality cannot be maintained for a few at the expense of the many. As Martin Luther King observed, “where there is injustice for one, there is injustice for all.””

http://raamdev.com/2011/income-ethics-planetary-social-responsibility/

 

CSR For HR –authored by Elaine Cohen in collaboration with Realized Worth (2010)

“It provides HR managers with a thorough understanding of the drivers and principles of CSR and a practical step-by-step guide to the way CSR interfaces with every HR function. Recruitment, compensation, training, employee communications, employee well-being, health & safety, employee rights, involvement in the community, and employee impacts on the environment are all discussed from the CSR–HR standpoint, with many clear examples showing how HR can leverage CSR strategies to deliver greater benefit for the business, for employees, for society, for the environment and, ultimately, for HR professionals themselves”

http://realizedworth.visibli.com/404aa0813e3a3004/?web=363276&dst=http%3A//www.yudu.com/item/details/239187/CSR-for-HR--our-first-book-collaboration...-%3Frefid=70849

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The significance of the communitarian approach to accountability is that it enhances citizen participation by creating awareness and enabling members of a community to participate in a critical enquiry on common issues. This approach also allows for more symmetry of information in that the community can gain access to information which may not be disseminated by contemporary models of accountability. The primary purpose of the communitarian approach to accountability is to safeguard the common good and not the private interest of a limited number of members in the community. Policy makers may find this approach useful in policy making processes. Private corporations may want to incorporate the communitarian approach in their corporate governance strategies. http://wms-soros.mngt.waikato.ac.nz/Research+Website/Sustainability+Research/Corporate+Social+Responsibility/Implications+of+Global+Restructuring+on+a+Small+One+Industry+Town.htm

                               

Workplace Wellness is about the proactive and responsible approach that organisations can take to support the health and happiness of their workforce. By cultivating a working environment that promotes mental, physical and environmental health, employers can positively impact on stress, reduce absenteeism and improve the workforce energy and performance to engender a culture of people engagement and demonstrate corporate social responsibility. http://www.thelearningarchitect.com/workplace_wellness

                                         

The Cycle to Work Scheme is a tax incentive scheme which aims to encourage employees to cycle to and from work. Under the scheme employers can pay for bicycles and bicycle equipment for their employees and the employee pays back through a salary sacrifice arrangement of up to 12 months. The employee is not liable for tax, PRSI, levies or the Universal Social Charge on their repayments. http://www.citizensinformation.ie/en/money_and_tax/tax/income_tax_credits_and_reliefs/cycle_to_work_scheme.html

 

A newly formed Volunteers Association in Bhopal ‘Social Welfare Association of Neo Socialite (SWANS)’ is implementing the Social Credit Mechanism for the volunteers in its network. These assessment parameters form the basis of Social Credits of an individual / institution / organisation under the Social Credit System. Starting from Bhopal, SWANS intends to set up a nationwide Network of SWANS (Volunteers), SWANS FLOCKS (Common Interest Groups), SWANS NESTS (Institutions and Corporate), SWANS GROVES (NGOs) and SWANS LAKES (City Chapters).

The objective is to create a common platform across the length and breadth of the country for people to join hands and weave back the torn social fabric of our nation.

http://sites.google.com/site/swansindia/

http://sites.google.com/site/swansindia/Home/swans-org-structure

 

"NHS reforms fuel rise of high street healthcare clinics"

By Simon Cox BBC Radio 4's The Report  - 22 March 2012

 "When Dr Bailey realised how the new system would work, he met the Health Secretary Andrew Lansley and the NHS chief executive Sir David Nicholson to tell them the plans were unworkable.

Abolishing PCTs leaves GPs exposed. While they wanted to share the responsibility of commissioning, Dr Bailey says GPs are now like captains forced to control a ship:

"You're not really sure how the controls work, you're not a great navigator, you don't know how the engines work. That's a bit scary."

Now that the bill has passed through Parliament it will be up to GPs like Dr Bailey's colleagues in Cambridgeshire to make sure that the new system of doctors buying care runs smoothly. " http://www.bbc.co.uk/news/health-17463550

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It's so important that we retain full control over what to do with our money, and how we express any philanthropic gestures we choose to make. We are almost in a world in which we will have to give up our time and/or make a 'donation' for a 'social cause'; and juggle our personal carbon allowances, which would change our lives forever.

The global ideology (Agenda 21ism), with its narrowly defined system of standards and norms, looks set to be our undoing ... a hegemonic straightjacket, where simple conformity may not be enough: best practice means only the best will do. The so-called "common but differentiated responsibilities", combined with the push for the smart life, may leave most of us priced-out of the smart cities. Residents would be able to build up an excellent CSR portfolio simply by living there: they would be making a socially responsible impact on behalf of those who couldn't live there, by virtue of being what is known as 'sustainable'.

 

Personal Carbon Trading: Ecological Citizenship or Avant Garde Consumerism?

 

http://www.cddc.vt.edu/ept/eprints/doran%20isa%202008.pdf

        

See also ‘points for social good’

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