Second Communication on Progress Report

Corporate Social Responsibility

May 2009

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 Table of Contents
Table of Contents and Contact Information…………………………………………… 2

1. Introduction and Overview………………………………………………………………… 3

2. A Word from the Rector……………………………………………………………………… 4

3. The MBA International Program at AUEB…………………………………………… 5

4. The Structure for CSR in the MBA International………………………………… 6

5. CSR-Initiatives and Events………………………………………………………………… 9

6. Assisting Organizations to Implement CSR Initiatives……………………… 16

7. In Conclusion…………………………………………….……………………………………… 17
Appendix 1 Detailed Workshop Program……………………………………………… 18
Appendix 2 Academic Institutions in Support of CSR…………………………… 20

Contact Information
We invite all readers of these pages to contact us for discussing and
collaborating around issues related to Corporate Social Responsibility.

MBA International Program

Associate Prof. Klas Eric Soderquist, CSR Faculty Relay
Athens University of Economics and Business
Evelpidon 47 A & Lefkados 33
Gr 113 62 Atens, Greece

www.imba.aueb.gr

E-mail: soderq@aueb.gr, Phone: +30 210 8203 660-662

2
1. Introduction and Overview

When pioneering, in 2005 – 2006, an explicit focus on Corporate Social Responsibility

(CSR) in the Athens University of Economics and Business by introducing in the MBA
International Program courses related to CSR and Corporate Governance, and joining
the United Nations Global Compact, CSR was only emerging on the management
agenda. Today, propelled by growing public awareness and the worrying stream of
reports on the planet's reactions to the abusive effects of human activity, responsible
and sustainable development has become a number one priority in businesses and
public organizations alike. In the current economic turmoil, it is of utmost
importance that CSR achievements are pursued and that new, more "intelligent"
business models are developed. Only then will the economic actors emerge wiser
from the crisis and even more focused on sustainability in development, governance,
management and operations.

Within the MBA International Program at AUEB we pursue our efforts in order to
contribute to the evolution of CSR. A strong CSR focus as a "permission to play" in all
business sectors, in leadership, management and entrepreneurial activity is what we
ambition to instill in our students. On the pages that follow, the present second
Communication on Progress Report presents examples and snapshots of the various
activities deployed.

As we wrote in this introduction of the 2008 report, structuring and developing CSR is
a journey of discovery. We are keen to sustain what has been developed so far, and,
of course, to move ahead by launching new ideas and initiatives. We hope that the
information shared here will be of interest to our stakeholders and fellow
organizations inside and outside (still) the Global Compact initiative.

We wish you a pleasant reading!

Dr. George Ioannou Dr. Klas Eric Soderquist

Acting Director Responsible for Academic
MBA International Program Affairs and CSR Faculty
Relay

3
2. A Word from the Rector

Dear Reader,

The global economic crisis is putting tremendous pressure

on enterprises, governments and individuals. In these
difficult times, the role of academic institutions is to
academically and practically support both sense-making
and action-taking for minimizing the effects of the crisis
and prepare the road to recovery. Today, therefore, it is
more important than ever to emphasize Corporate Social
Responsibility in its broadest sense.

In this second Communication on Progress Report of the MBA International Program of

AUEB, we present our continuous efforts of promoting, developing and taking own
action on CSR principles by our students, alumni, faculty and partners.

The Athens University of Economics and Business is the leading academic institution
in Greece in the areas of Economics and Business Administration, and one of the
finest ones in Europe. It is widely known for its strong research orientation, its
excellent faculty and top students. Quite naturally therefore, our commitment to the
pressing needs of our time to ensure the highest ethical and sustainability standards
in all business endeavors could not be stronger.

I welcome all readers, local and global partners, current students and Alumni to help
us expanding and developing the activities that have already been launched, and
which you will learn more about in this report.

Professor Gregory P. Prastacos

Rector, Athens University of Economics and Business

4
3. The MBA International Program at AUEB
Studying in Greece, at the Athens University of Economics and Business, is a unique
experience from many points of views. In a time of turbulent changes in the economy, in
technology, business models and industry structures, the university combines a long tradition
as the leading economics university in the country with a dynamic and forward-looking
approach to business education.

International Recognition and Orientation

Accredited by AMBA, the Association of MBAs, the MBA

International is a program of highest international standard
emphasizing depth, breadth and academic rigour of the
In times of constant change curriculum in combination with a strong business orientation.
you need to be abreast of Close ties to industry and international development, through
developments and maintain a
Field Study Projects, international internships, international
broad perspective. This is
fellowships, study trips (to India, China…) and a prominent
what AUEB's MBA International
offers you. Business Advisory Council, are central to the successful

George Fatouros, MBA 2001. application of the skills acquired in the classroom and key to
Managing Director Australia & career development and enhancement.
New Zeeland, PZ Cussons, Ltd.
Specializations / Majors

The MBA International Program offers the possibility of

majoring or specializing in a particular business area. With nine
specializations/majors, including Finance, Marketing and
Strategy, International Business, e-Business, Logistics and

This one-of-its-kind MBA in Entrepreneurship, our students shape their academic

Southeastern Europe enriched experience to meet their personal career goals.
my skills and gave me the
Personal Development Program
opportunity to interact with
leading organizations and Throughout the academic year, every participant undergoes a
business people through
Personal Skills Development Program (PSD). This coaching and
innovative approaches.
development program assists the participant to develop and
Belma Erkan, MBA 2004. Group
improve his/her personal skills, such as communication,
Internal Audit, National Bank
of Greece. teamwork, stress management and negotiations, thus
optimising the career enhancing outcome from the MBA class.

5
4. The Structure for CSR in the MBA International
Membership in the United Nations Global Compact

A member of the Global Compact since May 2006, the core benefits
are the structuring framework that the 10 principles offer for
organizing and developing initiatives, and the institutional
"pressure" maintained to turn ambitions into practice and report on
progress. The membership is instrumental for maintaining CSR
issues continuously on top of the agenda in the MBA Program, and
has brought several other advantages.

The most significant are the access to the global databases of leading companies and
academic institutions reporting on their CSR policies and action plans, and of reports and
publications by the UN Global Compact. Students find in these databases timely, broad and
deep information of highest practical relevance.

The Global Compact Network Hellas

Launched in May 2008, by initiative of the

Hellenic Network for CSR (www.csrhellas.org),
the Global Compact Network Hellas currently
comprises over 70 members. As an academic
member, the MBA International has declared
its availability to support the network and its
individual members by developing case
studies, conducting field research or co-
organizing events.

Faculty is currently involved in a survey-based

research on reversed logistics among the
member companies and more joint initiatives
are planned for 2009-10, including the
development of a case study booklet based on
good practices of the network members.

6
The Business Advisory Council

The guidance provided from our distinguished Business Advisor Council (BAC,
http://www.imba.aueb.gr/bac1.htm) is invaluable in helping the program chart its course
and preparing our students for exciting and rewarding careers. The BAC is composed of
distinguished business and society profiles from Greece and abroad. Related to Corporate
Social Responsibility, we have the great honor and pleasure of counting among its members
Mr. F. W. de Klerk, Former President of South Africa, Nobel Prize winner and one of the main
architects of South Africa's constitutional democracy, and Mr. Rakesh Bakshi, also known as
the "Green Maharaja" for his contributions to renewable energy operations in India and
globally. Both have honored our University with their presence, sharing their unique
knowledge and experiences in seminars open to the public.

The MBA International Program Committee

The MBA International Program is governed by the Program Committee in which participate
two faculty members from each of the four departments that operate the MBA program:

• The Department of Business Administration

(www.aueb.gr/dba),

• The Department of Marketing and Communication

(www.mbc.aueb.gr),

• The Department of Accounting and Finance

(www.aislab.aueb.gr/accfin),

• The Department of Management Science and

Technology (Program Founding Department,
www.dmst.aueb.gr).

Four senior Professors, one from each department, together with the Program Director and
the CSR Faculty Relay supervise actions and activities within the formal structure of the MBA
program, such as curriculum and MBA Graduation Projects.

7
The CSR Task Force

The CSR Faculty Relay, a group of faculty members, students,

and administrative personnel from the marketing and career
offices form the IMBA CSR Task Force, which coordinates
activities at the operational level. The responsibilities of the
task force include:
The MBA International was an
• Informing all new students about the CSR focus of the ideal environment to
familiarize myself with CSR
program in general and the membership in the Global issues. Today as a graduate, I
have the possibility to
Compact in particular. Students are initially informed propose and apply in practice
during the integration weekend, where some of the a range of CSR initiatives
both in my working
activities also are designed to install respect for the environment and also in the
I-MBA Alumni Association,
environment, followed by a more detailed information working closely with my
fellow graduates and
session early during the first semester.
University faculty.

• Organizing events such as guest speaker sessions, seminars, Apostolos Boutos, MBA 2008
or initiatives of charity nature, Manager - Group Internal
Audit, Piraeus Bank Group.
• Maintaining, updating and developing the CSR area of the President of the IMBA
Alumni Association.
IMBA website,

• Interacting with the Global Compact and the Global Compact Hellas offices,

• Proposing, developing and implementing new CSR initiatives,

• Maintaining CSR high on the agenda of the MBA International Program by coordinating and
communicating on all the various activities undertaken.

• Reporting the various CSR related activities to the MBA committee, to the Business
Advisory Council, and to the UN Global Compact through the yearly report.

8
 5. CSR Initiatives and Events

In this section we present an indicative overview of initiatives and events that have been
developed over the last year. These include evolutions in the curriculum, organizational and
management issues within the program, student assignments and projects in collaboration
with business, and events such as seminars and guest speakers.

Developing the MBA Curriculum

The compulsory, dedicated to CSR course "Business Ethics and Corporate Governance" was
partly renewed in 2008 reinforcing the global stakeholder perspective and introducing new
cases. The part on Business Ethics was taught by Visiting Prof. Stelios Zyglidopoulos of Judge
Business School, University of Cambridge, while the part on Corporate Governance was taught
by Prof. Spyros Lioukas, former Greek Ambassador to the OECD. Case studies analyzed and
presented by student teams include Shell, Brent Spar, Enron, Parmalat and Arcelor - Mittal.

Moreover, the integration of CSR issues in core and elective MBA courses has been pursued.
Examples of CSR activities in selected courses are presented and analyzed below.

Indicative Courses Integration of CSR Issues

Business Strategy Strategizing in Non Profit Organizations
Marketing Management Green Marketing: Current State and Impacts
Data, Models and Decisions Student Essay "Ethics in Decision-Making"
International Business Ethical Aspects of Global Operations – Export of high norms
rd
to 3 world operations
Global Supply Chain Management Responsible Global Sourcing and Reversed Logistics
Entrepreneurial Journey Sustainable Entrepreneurship and Green Technology
Opportunities
Developing a Successful Business Plan Integrating the Responsibility Dimension when Planning
New Ventures
Establishing & Sustaining Effective Managerial Gender Issues: Effective Interactions between Male and
Interaction Female Managers
Business in Balkans and Black Sea Region Anticorruption Practices and Programs
Digital Marketing Permission Marketing and Social Rights of Consumers
E-Commerce and Inter-Organizational Equal Opportunity in e-Commerce and e-Retailing
Networks
Quality Management Student Projects on the Interfaces between Quality and
CSR

9
As illustrations to some of the above CSR topics can be mentioned:

• In the course Business in the Balkans and Black Sea Region, one of the modules is
dedicated to the problem of corruption in these markets. Several activities are deployed
including: Definitions of corruption according to the European Bank for Reconstruction
and Development (EBRD); Discussion about guidelines for handling corruption; Teaching of
a case study of corruption in Ukraine with student team work and discussion; and
Invitation of a guest speaker presenting his/her company's policy and approach to dealing
with corruption, followed by a Q&A session. Students thus get a comprehensive and multi-
perspective view of the issues of corruption and are equipped with a conceptual
framework and tools for dealing with the problem in their future business practice.

• During the Entrepreneurial Journey students are introduced to social and sustainable
entrepreneurship. Moreover, environmentally friendly technology, sustainable
development and "Green Economy" are presented and discussed from an entrepreneurial
perspective. In particular, Visiting Professor Tom Schwarz brings several case studies from
the US, and relates the economic crisis and the policy shift in the US to the use of
entrepreneurial skills within the growing market of green/sustainable development.

• In the new course Establishing & Sustaining Effective Managerial Interaction one among
several issues related to CSR is the focus on women in business leadership and
management. Guest speakers and student assignments for reflection are the main
pedagogical means developed. Topics treated include "Being a woman manager", "Women
and their position in hierarchies", "Characteristics of woman managers and woman
superiors", and "Managerial behaviors and tools suggested for women". Among the guest
speakers can be mentioned Mrs Annia Spiliopoulos Eliades, MBA Harvard, who shares here
experiences as a woman entrepreneur, former consultant with BCG, and manager in EMI.

• In the International Business course, the problematic of adapting or making evolve local
practices in host countries is discussed. Through case studies (Nike, Gucci, McDonalds…),
readings and group discussions the issue of how developed practices can be best exported
for raising awareness and standard is also treated.

• In E-Commerce and Inter-Organizational Networks the aspects of Electronic Commerce

and Electronic Business in providing equal opportunities to disabled people, people living
in isolated areas, and poor people are presented, illustrated and discussed. Issues include
information search, social communication, e-commerce and entertainment.

10
Developing and Diffusing Knowledge about CSR

• On November 11-12 the MBA International organized a two-

day Executive Workshop entitled "Building Sustainable
Business and Competitive Advantage through CSR".
Besides attracting Executives from companies and
organizations, the seminar was open to the MBA students
and AUEB faculty enabling fruitful interaction and
networking. Workshop leader was Mrs Sharon Jackson,
Director Carlton Consultancy Ltd and Associate Faculty at
the Cranfield School of Management.

Mrs Jackson has worked 15 years in global commerce in senior roles and since 2001 she
has developed ground-breaking Corporate Responsibility Leadership Programs for directors
and senior managers which are delivered in wilderness and mountainous places of natural
beauty in Europe, Australia and China. We are delighted to integrate Sharon Jackson in
the MBA International Program and plan together future events and activities.

The workshop focused on practical guidance and tools to make CSR policy a reality in day-
to-day business activity and longer term organizational development. Best-in-class, global
case studies were showcased as inspirational examples. Through use of simulations, role
play and group exercises the objective of the learning programme was to convert knowledge
and intention in to deliverable action. Appendix 1 contains the detailed program, and the
seminar flyer is available on www.imba.aueb.gr/news/news105.htm.

• The Research Laboratory ALARM (Athens Laboratory of Research in

Marketing, www.alarm.aueb.gr) in collaboration with the Centre for
Sustainability & Excellence (www.cse-net.org) organized on January 22
2009 an event presenting two national surveys in Greece related to the
practice of Cause Related Marketing and Green Marketing in enterprises
and organizations.

The Director of ALARM, Professor George Avlonitis, teaches Marketing Management in the
MBA International, integrating aspects of CSR and Marketing, based on his important
scientific work in this area.

11
• In June 2008, after the completion and submission of the first
Communication of Progress report to the UN Global Compact, the
MBA International published, in both electronic and printed form,
its first Corporate Social Responsibility Activity Report. Building on
the first COP, this report has become a very important addition to
our information and communication efforts, and has gained much
appreciation from students, faculty, Business Advisory Council,
business community and other stakeholders. A truly first-of-its-
kind initiative, the synthesis and presentation of our CSR activities
proved instrumental for further enhancing such efforts by creating
awareness of this strategic orientation of our program.

• Over the last year, a new area devoted to CSR has been developed on the MBA
International Program website. The url www.imba.aueb.gr/csr is the "homepage" of the
CSR area, providing a general introduction and overview to our CSR related activities.

12
The "Useful Weblinks" area, listing International as well as Greek organizations and
initiatives in CSR, has proven particularly useful for MBA students, alumni and AUEB
students in general. Many of those links contain CSR news and knowledge portals,
essential to access for students' projects and assignments.

Moreover, in order to maintain a dynamic presence and increase traffic on the CSR area of
the site, the "CSR Monitor" is a monthly updated news area where various studies, events
and news items are analysed and linked to. Focus is on highlighting studies and analytical
reports from other academic institutions, research institutes, global consulting firms and,
last but not least, from the Global Compact.

IMBA CSR Monitor Archive

The C S R Monitor Archive NEWS AND INFORMATION UPDATED REGULARLY

March 2009 On the Difficulties of Securing Financing for Renewable Energy Projects
Update The crisis and the lowest-in-years oil prices are no good news for clean energy investments. All is not
gloom, however, reports recent research at the Wharton School. The volatility of the oil price,
compared to the stable foresights of renewable energy investments, might still play in favour of the
latter. Top Business School Wharton regularly publishes research with intriguing insights into
environmental and ethics aspects of business. A simple registration enables access to the content.
Access the Business Ethics area.

February 2009 McKinsey & Company publishes new report "Pathways to a Low-Carbon Economy"
Update The ambitious and necessary targets for reducing emissions of greenhouse gases must be matched
by technical and economic feasibility of different target levels. In this newly published report,
McKinsey & Company supported by ten leading global companies and organisations including The
Carbon Trust, ClimateWorks, Enel, Entergy, Holcim, Honeywell, Shell, Vattenfall, Volvo, and WWF,
provides a quantitative basis for such discussions. Access summary and full report (after registration)
from the McKinsey.com site.

January 2009 The Year of Climate Change: Letter to all UN Global Compact Participants
Update The UN Secretary-General has called 2009 the "Year of Climate Change" - and for good reason. This
year, crucial negotiations are scheduled related to the forging of a new global framework for climate
change. As a key stakeholder in this global crisis, the business community is mobilizing,
understanding that any meaningful progress must involve the private sector. We hope you will join
this historic call-to-action. Read the Letter.

December 2008 The Hellenic Center for Corporate Social Responsibility is a business-driven membership non-profit
Update organization, whose mission is to promote the meaning of CSR to both the business community and
the social environment. Among the various activities of the center can be found the collection, edition
and presentation of innovative best CSR practices in Greek companies. In December, new editions of
the Best Practice Catalogues and the SME CSR Guide have been published. Best practices are also
available on-line (Greek language only).

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• The active role played by the Direction of AUEB and the IMBA faculty is also reflected in
various participations in CSR related committees and events. To mention only a few, the
University Rector, Professor Gregory Prastacos, is one of the distinguished jury members
for the 2009 CEO & CSR Awards organized by the yearly event CEO & CSR Money
Conference in collaboration with Eurocharity, a non-for profit information and knowledge
broker organization focusing on CSR in Greece.

Professor Spyros Lioukas and Associate Professor Eric Soderquist are members of the
Scientific Advisory Board of the CRI Hellas initiative (http://www.cri.org.gr). The
Corporate Responsibility Institute is a non-for-profit organization, which represents the
Corporate Responsibility Index in Greece in collaboration with BITC (Business in the
Community), a global organization acting in the area of CSR. In April 2009, the first CRI
awards were given in Greece, following an extensive audit procedure by certified CRI
auditors.

Walk the Talk – Integrating CSR in the Management and Operations of the University

Initiated by the leadership of the Athens University of Economics and Business, and leaning on
the initial experiences gained within the MBA International Program and the Department of
Management Science and Technology (member entities of the Global Compact), 2008 saw the
formation of a university-wide Steering Committee for CSR. With participation of faculty,
administrative and technical personnel, and under the direct leadership of the Rector, the
Committee has developed an action plan that initially focuses on environmental issues and on
actions to facility the life at the university for individuals with special needs.

Among the actions already deployed can be mentioned a university-wide recycling program
for paper, toners and batteries, and an energy saving campaign focusing on replacement of
lightning and optimisation of heating/air conditioning equipment.

14
Another result of the committee's work is the drafting of a general guiding framework for
academic institutions with respect to their responsible conduct (see appendix 2). Inspired by
various existing frameworks, in particular the United Nations Principles for Responsible
Management Education (PREME), and benchmarking with fellow institutions internationally
and CSR experts, this framework is currently formulated as a kind of check list for academic
institutions' engagement in terms of teaching, research, outreach activities, and own
management and operations. Besides using this framework as our own guidebook for
expanding and improving CSR, we also aim at disseminating it in the broader academic
community.

Social Impact Donations by the IMBA Events Club

• In our MBA’s effort to operate as a socially responsible organization, the Events Club,
organized by the students, took a series of initiatives on the occasion of Christmas 2008.
In the spirit of Christmas, a Charity Party was organized with the objective to make a
donation to the non-profit organization "Kivotos tou Kosmou" ("Arc of the World"). This
organization is devoted to caring for abandoned children. Recently it undertook the
initiative to build a home for indigent mothers and children, to which our donation was
made. The party took place on December 11 2008 and even if the scene in Athens was
turbulent, due to youth protests in the center of the city, the result exceeded
expectations. More specifically, around 180 people -current IMBA students, alumni and
several faculty members- attended the event. The great time we had along with the
successful outcome reinforced the commitment to organize similar activities in favor of
the community in the future.

• A second initiative was the donation the 1st Elementary School of Ilion for children with
special needs. With this donation the school managed to buy extracurricular books to
offer to the children as Christmas gifts.

15
6. Assisting Organizations to Implement CSR Initiatives
The Field Study Projects (credit-awarding Masters Thesis Projects) is a capstone
requirement of The MBA International Program (www.imba.aueb.gr/fsp1). Conducted in
collaboration with enterprises, teams of MBA students having completed their coursework
undertake an applied project in a sponsoring organization. The FSPs are an important
lever for enhancing CSR related business practices both for our students and for the
sponsoring organizations. Recent projects undertaken in the broader area of CSR include:

• Developing a Financial Model for IPO in the London Stock Exchange

Sponsored by: Eunice Energy Group

Eunice Energy Group is a leading investor, developer and producer of

renewable energy in Greece. The Company has successfully delivered
its first two projects on time and on budget with total capacity of
46MW. Eunice has another 14 projects of different sizes in the pipeline
with estimated production capacity in 2013 of 535 MW. In this Field
Study Project, students developed a financial model in support of an
IPO in the London Stock Exchange.

• Creating an e-Banking Youth Portal

Sponsored by: National Bank of Greece

A market research was conducted in order to determine structure, design and content
of a youth portal for e-banking that should become a reference point for young
people by offering them value added content and services. Relying on a quantitative
survey as well as focus groups, the results provided new knowledge about consumer
behavior in the specific context.

Moreover, starting from the current academic year, a new option for the Masters Thesis
has been introduced in the shape of a CSR Action. Normally undertaken as a group
project, the CSR Action can involve collaboration with one or more NGOs is setting up a
joint event or organizing a campaign or other societal action. There is a formal
requirement that the outcome of the project is useful to the wider community and not
only to one or a few companies or organizations. Hence, it has to be disseminated
appropriately before final evaluation.

16
7. In Conclusion
In summary, the last academic year has seen a satisfactory pursuit of a range of activities and
initiatives for developing and anchoring Corporate Social Responsibility in the MBA
International Program of the Athens University of Economics and Business. Thanks to the
commitment of students, faculty, the leadership of the university, business partners and
other stakeholder we have been able not only to maintain but also to expand the focus on
CSR.

We are thus highly motivated to keep up and reinforce the momentum both through increased
student engagement and out-reaching activities towards the business community, especially
related to the Global Compact Network Hellas and in collaboration with our Alumni
Association. Important steps have also been taken towards institution-wide activities, which
will increase the scale and thus the impact of the efforts deployed.

For the next academic year, for example, AUEB will be preparing for, and hopefully also join
the United Nations Principles for Responsible Management Education. As mentioned in this
report, we have already benchmarked with the PMRE criteria in our development of the CSR
Support Template (appendix 2). Moreover, we aim at increasing international cooperation and
benchmarking with partner institutions and MBA Programs in the area of Corporate Social
Responsibility.

17
Appendix 1. Detailed Workshop Program "Building Sustainable Business and Competitive Advantage through CSR"

Day 1 11/11/08 Content Learning Activities Learning outcomes

6.00 – 6.20 Introduction to key concepts Presentation Set the scene

6. 20 – 8.40 Stakeholder identification, Presentation – stakeholder theory. How to prioritise stakeholders and apply
mapping and communication What is a stakeholder? appropriate communication strategy.
(including break)
Practical, interactive exercise, Understanding risk and opportunity in relation to
participants mapping their own stakeholder expectations.
stakeholders using the tools provided.
Understand contemporary business concept of
Presentation of case study examples holistic business as a coalition of stakeholders.

Benchmarking examples of global best practice

8.40 – 9.00 Session 1 closing discussion Recap, summary. Hooks to take forward to session 2.

Day 2 12/11/08 Content Learning Activities Learning outcomes

6.00 – 6.20 Recap and reflect on session 1. Discussion Bring forward links and hooks from session 1.
Practical Ethics in Daily Presentation – ethics theory. Understanding the consequences of managing
6.20 – 7.20 decision-making. Decision making tool. decision processes and dilemmas both financially
and reputationally.
Incorporating ethical dimension Examples – ethical dilemmas
into every day decisions. Recognition of the value of authenticity and
Video – Cisco in China – ethical issue. congruent integrity.
Application to supply chain, Discussion
innovation, recruitment and Understand direct link between poor governance
retention, reputation and risk. Report/Evidence; Booz Allen Hamilton / and weak ethics on the one hand and risks and
Aspen Institute report on corporate growth on the other.
values and the affect on bottom line.
Break

18
Day 2 continued Content Learning Activities Learning outcomes
7.30 – 8.00 Stakeholders’ Values and the Introduce Tool - Stakeholder Perception Understand stakeholder management as a business
impact on the bottom line Appraisal (SPA) which illustrates link strategy similar to traditional marketing function.
between stakholder perception and
ROI. Gain insight in to necessity to managing different
viewpoints whilst maintaining own integrity.
Discuss what can a Manager do to
intervene when SPA is low? Reflective understanding to question myth vs
What are warning signs? reality and to challenge own organisational
propaganda.
How will I know if things are starting to
go wrong?

Personal accountability, leading by

example.

8.00 – 8.30 Group Excercise – Good Interactive discussion – possible break Learning in to action.
Busines Advice Surgery out group format or panel format TBC. Application of theory to day-to-day reality.
Particpants to bring examples of
business challnges for the group
to resolve using new learning
from the 2 sessions

8.30 – 9.00 Action plan Discuss - summarise Commitment to follow up 1 month later
How I can make policy a reality? Policy into action

Balancing short term results with long

term.

Be clear about licence to operate

9.00 CLOSE

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Appendix 2. Academic Institutions in Support of Corporate Social
Responsibility

Universities and academic institutions add critical dimensions to the effort of developing and
spreading knowledge and practices of Corporate Social Responsibility (CSR). They play an
important role in shaping future business leaders and educating them in the importance of
responsible professional conduct and citizenship.
Academia's central missions, to train, educate and conduct research, can be strongly coloured
by a CSR imperative. Moreover, in the wider spectrum of university activities, CSR can be a core
thematic area in developing relationships with business community, interacting with alumni,
conducting societal actions and in the very internal operations of the institution itself.
Below are listed four indicative areas of activities, with some specific examples of actions that
can be taken within each. These areas and action examples can be used both for inspiring a
CSR orientation in higher educational institutions, and for evaluating internally and comparing /
benchmarking such activities. They are compiled from examples from leading universities and
are inspired also by the United Nations Global Compact and the UN Principles for Responsible
Management Education (http://www.unprme.org).

1. Education and Training

• Integration of CSR issues in the curriculum through dedicated courses, e.g., Business
Ethics, Environmental Management, Corporate Governance, Sustainable Development,
Labour Relations Management, etc..,
• Integration of CSR in existing courses, as a more or less integrated part of the traditional
content, e.g., through case studies, guest speakers or dedicated modules. Examples of
course where integration of CSR themes can be of particular importance are Strategic
Management, HRM and OB, Marketing Management, International Business, Innovation
Management, Entrepreneurship, Accounting and Auditing, Operations Management, Quality
Management, Risk Management, etc.,
• In general, CSR issues are normally best taught through interactive learning models,
including projects, case studies, team exercises, business games, cross-discipline and cross-
level activities, e.g., the set up of larger projects involving under- and post-grad students as
well as full-time and part-time students working over a longer period of time than a
traditional course normally offers.,
• The applied nature of CSR makes it particularly important to offer or integrate in continuous
education programs, executive training modules and executive masters programs.
Dedicated programs, e.g., Environmental Management, can also be a way to go for some
institutions if they develop particularly strong related competency and profiling,
• CSR should be the focus of student projects, e.g., company internships, field study or field
consulting projects, and graduation projects. This will give hands-on experience to the
students, enhance the understanding of how companies approach and manage CSR, and
also develop ties with faculty supervising the projects enabling further leverage effects in
research and teaching,
• Visiting faculty and student programs can be particularly useful in order to spread and
exchange knowledge and reinforce the global nature of the CSR problematic. Training
expertise in CSR thematic is still comparatively limited in relation to "traditional" disciplines,
rendering exchange even more important.

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2. Research
• Mirroring the approach to education and training, again integration in ongoing and
established research is much recommended, besides conducting dedicated research on CSR
issues,
• CSR Research should of course be evaluated with normal academic research criteria for
peer-reviewed publications in journals, communications in conferences, academic citations,
etc. It is particularly important the CSR related research is published in mainstream
disciplinary journals and conferences and not limited to narrow specialized outlets only,
• Although academic rigour is a permission-to-play criterion for research, the applied
dimension of CSR research is of utmost importance as this research is particularly expected
to inspire and drive action,
• Research of "technical support" character, involving companies and organizations and
focusing on tools, methods, and instruments should be emphasized,
• CSR research might be more productive if it is conducted within a dedicated lab or research
unit that also plays a role of coordinating CSR research that still can take place in other
research entities.

3. Responsible Internal Management

• Being often large and "people intensive" organizations, academic institutions need to
develop internal policies and programs for ethical conduct and environmental responsibility,
• An Ethics Committee can draw up guidelines for non-discrimination and labour rights, and
act as a guarantee for transparency and equal treatment of both students and personnel. It
can reserve a specific focus for facilitating access to the institution for people with
disabilities,
• An Environmental Committee can develop policies and actions with respect to energy and
resource saving, responsible purchasing, waste reduction, and recycling of all consumables
and equipment that transit though the institution, ranging from paper, plastic, glass… to
hardware, lab equipment, electrical appliances, furniture and heavier equipment…,
• An internal chart of ethical and environmental conduct, to be signed by all internal
stakeholders, can be an effective way of spreading the CSR message and reminding all
about the importance and necessity of taking individual day-to-day responsibility.

4. Networking and Dissemination

• Faculty and students are active in conducting or participating in seminars and
presentations, they publish actively in CSR related areas also outside the traditional
academic publishing channels, e.g., in reports, books, press, blogs…
• The institution acts as network partner and activity coordinator of CSR events and activities
with local and global partners from industry, organizations and academia,
• The institution ensures some celebrity support, e.g., as key note addresses in seminars,
events, graduation ceremonies, advisory councils…,
• The institution leverages the CSR thematic by organizing career days, sports or cultural
events, and any other running institutional events under the "auspice" of CSR or some
aspect of CSR,
• The institution approaches and interacts with various partners such as NGOs, ministries,
youth groups, media, think tanks, etc. in order to reinforce the spread and impact of CSR
activities and design and implement joint actions,

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• Students, faculty and staff participate in awareness and clean-up campaigns, such as “Keep
your neighbourhood clean”, civic initiatives (green parades/races), excursions to nature
sites, tree planting…,
• The alumni network is actively involved in CSR activities and alumni are approached
systematically when support for various activities, including, of course training and research,
are being planned,
• Students are encouraged to form interest groups or clubs, that might facilitate and also
"brand" their engagement in CSR activities,
• The institution can provide infrastructure for seminars, dissemination and training for
companies that are in the beginning of their CSR efforts, especially for SMEs.

Postscript:

Strategy and Structure of the CSR Activities

It is of utmost importance that all the activity areas listed above are supported by the top
management of the institution and that the wide spectrum of actions and responsibilities are
integrated in the existing management systems and procedures of the academic institution.
• Education and research issues would normally be coordinated by the Department Chairs
and implemented by individual faculty in collaboration with students,
• Program issues would be coordinated by the Program Directors in collaboration with faculty
and students,
• Administrators at various levels would contribute to the management of company, society
and alumni relations,
• Last but not least, centralized committees, such as for ethics and environment, would be
lead by the Rectors/Deans and the implementation of organization-wide issue would rely on
clear responsibilities of the related administrative and technical service departments coupled
with reporting and follow-up procedures.

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