The Gdansk Institiute for Market Economics Reporting on Corporate Social Responsibility by Banks‚ Financial Institutions and Listed Companies in Poland Gdansk‚ December 2003 This publication and the research that enabled it were co-financed by a grant from the Partners for Financial Stability (PFS) Program‚ a cooperative program of East-West Management Institute‚ Inc. and USAID. The opinions expressed herein are those of the authors and do not necessarily reflect the views of the PFS Program
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Swedish University of Agricultural Sciences Faculty of Natural Resources and Agricultural Sciences Department of Economics iiiii Corporate Social Responsibility (CSR) Theory and Practice in Pakistan Syed Kamran Hameed Master’s thesis · 30 hec · Advanced level Degree thesis No 634 · ISSN 1401-4084 Uppsala 2010 ii Corporate Social Responsibility (CSR) Theory and Practice in Pakistan Syed Kamran Hameed Supervisor: Karin Hakelius‚ Swedish University of Agricultural Sciences (SLU) Department
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Corporate Social Responsibility An Implementation Guide for Business Paul Hohnen‚ Author Jason Potts‚ Editor Corporate Social Responsibility An Implementation Guide for Business Paul Hohnen‚ Author Jason Potts‚ Editor ii Corporate Social Responsibility: An Implementation Guide for Business © 2007‚ International Institute for Sustainable Development The International Institute for Sustainable Development contributes to sustainable development by advancing policy recommendations on
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the communities in which its employees live and work‚ Timberland developed what later became The Path of Service program: a progressive corporate policy offering employees 16 hours paid leave to perform community service. • 1997: Timberland increased the benefit of paid employee volunteer time to 40 hours. 2. Awards • 1999: Timberland was selected as one of 1998’s “100 Best Companies to Work For” by Fortune Magazine. • 2000: Timberland was once again voted one of the “100 Best Companies to Work
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corporation which can shoulder responsibilities of society and obey the rule of ethic deserves to obtain support from the society. In this essay‚ I am going to discuss about whether if the strategy of Corporate Social Responsibility is relevant. The concept of Corporate Social Responsibility (CSR)‚ like ethics‚ is easy to understand: it means distinguish right from wrong‚ and doing right. It means being a good corporate citizen. The formal definition of social responsibility is management’s obligation
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today’s modern business world‚ commerce implements operation‚ drive and manner notions with endorsement and adoption of corporate social responsibility as a matter of course (David Henderson 2004). The stakeholder groups‚ for instance‚ governments‚ communities‚ suppliers‚ employees‚ customers and stockholders persistently claim administrators to dedicate capitals to corporate social responsibility (McWilliams and Siegel 2001‚ 117). Despite the fact‚ strategic corporate social responsibility is far
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INTRODUCTION What is corporate social responsibility? It ’s also known as social responsibility. Corporate social responsibility (CSR) is when a company or an organization striking a balance between profitability and our contributions to the communities in which they operate and being obligated to meet the expectations of stakeholders‚ who are the sources of the legitimacy of the organization. The stakeholders include the owners‚ investors‚ employees‚ customers‚ government‚ suppliers‚ competitors
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promoted by increased sensitivity to ethical issues‚ especially corporate social responsibility (CSR). It is a company’s obligation to be accountable to all of its stakeholders in all its operations and activities with the aim of achieving sustainable development not only in the economical dimension but also in the social and environmental dimensions. Obviously‚ MNCs put lots of efforts on the Triple Bottom Line --- environment‚ social and economic aspect. However‚ some of the MNCs treat CSR as a
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CORPORATE SOCIAL RESPONSIBILITY 1. INTRODUCTION Over the past several years the sports industry has grown phenomenally‚ and it now ranks among the largest industries in the world. Concomitant with its growth is an increase in the importance of a element of value which is the corporate social responsibility which has become a necessity in terms of the bottom line. Illegal and immoral activities in all settings have emerged to the point that some factions of the society have made efforts to
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its aligned factories in Southeast Asia‚ specially Indonesia and Vietnam. This paper examines Nike’s attempts to improve the working conditions in its operations and its sphere of influence and has been treated as being a snapshot in time (mid 1990’s). The paper evaluates Nike’s CSR strategy under four main headings. Part I links Nike’s CSR strategy and the issues faced by it to the UNGC Ten Principles. Part II identifies the major stakeholders of Nike and further discusses the management of the
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