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seminar Corporate

Social Responsibility

CORPORATE SOCIAL RESPONSIBILITY
A Seminar Designed for the Foundation Friends of St. Petersburg

FRAMEWORK SEMINAR
Please, click here for the letter of introduction about the seminar on Corporate Social Responsibility

Please, click here for the enquiry about the seminar on Corporate Social Responsibility

Please, click here for the application-form of the seminar on Corporate Social Responsibility

Focus and Aim
Russia’s transition to market economy has stimulated growth at the macro-level of the national and international economy as well as at the micro-level of individual achievement. However, a really successful economic transformation also requires the creation of a proper cultural and legal context where business can flourish.  Economic renewal presumes a new ethos so that business can have a vital connection with society. On this view, a developed civil society is a key criterion for market economy to thrive. The connection between society and economy is framed by what contemporary experts broadly define as ‘corporate social responsibility.’ Corporate social responsibility (CSR) creates a climate in which trust, integrity, responsibility and economic success are being shaped in a proper and balanced way. The urgency of CSR has increased recently because of the collapse of the worldwide financial and economic system. Due to huge government investments, the symptoms of the crisis are softened. But what about the deeper roots of the crisis?

The seminar is aimed at elucidating key problems of contemporary business such as the origins of the crisis of the financial and the economic systems, risk society, modernization, trust, stakeholder dialogue, strategic management, sustainable development, compliance and human resources management. Many problems in economic life have moral roots as they deal with problems of self-interest and communal well-being, problems of trust and suspicion, the demand for more control and planning in a society of risks. The founders of modern economy intimately connected economy and morality. An integral approach to the indicated problems will be implemented in this seminar.

What makes the seminar unique?

1. The concept of CSR: Delineating the normative structure of a company by looking closely at the primary processes that take place in the company such as organization design, social relations on the shopfloor, well-being of employees, stakeholder relationships and service-oriented management.
2. The problem-oriented approach and knowledge-sharing between participating managers and lecturers. Managers participate as reflective practioners.
3. Knowledge transfer between universities and companies.
4. Dutch business culture (mission statements, annual reports, codes of conduct, corporate governance as the standards adopted by the EU) in relation to Russian business culture. 

What will participants achieve?

1. Expanding knowledge on CSR by international scholars and business community
2. Interaction of up-to-date theory  and business practice
3. Expanding intercultural awareness: (moral) exchange and dialogue in international companies
4. Expanding public awareness of companies and the significance of business for society
5. Networking: facilitating connections between professionals, ideas and networks

Context and Program
The seminar will be held on October 25 & 26, 2010. The Foundation Friends of St. Petersburg will host the seminar at the former Dutch Church, which is located in the heart of St. Petersburg (Nevsky Prospekt, 20). The seminar is designed for a group of 10 to 20 participants. If there are more than 20 applications, the seminar will be hosted again on October 27 & 28, 2010.

The content of the program depends upon interests and the learning needs of the participants as well as on the availability of the Dutch lecturers. Updates of the program will be published on the website of the Foundation: www.vriendenvanstpetersburg.nl

The seminar will last for two full days and will include a cycle of eight workshops as well as excellent opportunities for networking. It will be accomplished by a dinner and a musical concert. Communication language is English. Only a number of workshops can be given in Russian. The handbook for the seminar is Andrew Crane & Dirk Matten, Business Ethics (Oxford, 2007).

Day One
Morning program:
9.00 – 9.30              Introduction with coffee: Welcome by Mr. Henri
                              Everaars and meeting each other
9.30 – 11.15            Workshop  
11.30 – 13.15          Workshop
13.15 – 14.15          Lunch
Afternoon program:
14.15 – 16.00          Workshop
16.15 – 18.00          Workshop
18.00                      Drinks, snacks and socializing
Day Two
Morning program:
9.00 – 9.30              Coffee and sharing experience of the first day
9.30 – 11.15            Workshop
11.30 – 13.15          Workshop
13.15 – 14.15          Lunch
Afternoon program:
14.15 – 16.00          Workshop 
16.15 – 18.00          Workshop 
Evening program:
18.00                      Reception with a speech of the board of the
                              Foundation and a musical concert
19.30                      Diner

Application
The seminar is designed primarily for motivated Russian managers of Dutch companies located in St. Petersburg and the region. Optionally, it is also open for managers of non-Dutch international companies and NGO’s. Participants are supposed to have completed higher education and to have a sufficient proficiency in English. Participation fee, including meals and musical intermezzos, is 1000 euro. Early applicants (deadline: 1-7-2010) will get a discount of 20%. See for the application form: www.vriendenvanstpetersburg.nl

ORGANIZATION
Board Foundation Friends of St. Petersburg
President: Mr. Henri C. Everaars (St. Petersburg)
Secretary: Jan Lokker (The Hague)
Treasurer: Esko Blokker (Rotterdam)

Staff
Program managers: Arthur Zijlstra (Amsterdam) & Olga Hoppe-Kondrikova (Nijmegen)
Management assistants: Coby Dorst (Ede) & Elena Makarova (St. Petersburg)

Teaching Staff
Confirmed:
Drs. Arthur Zijlstra (Amsterdam University of Applied Sciences, Faculty of Economy & Management)
Drs. David Hoppe (Delta Lloyd Bank, Amsterdam, Department of Risk Management)
Drs. Josephien van Kessel (Radboud University Nijmegen, Faculty of Philosophy)
Dr. Juliane Riese (VU University Amsterdam, Faculty of Social Sciences, Department of Organization Science)
Dr. Marcel Becker (Radboud University Nijmegen, Centre for Ethics)
Dr. Martha Meerman (Amsterdam University of Applied Sciences, Faculty of Economy & Management, Department of HRM)
Drs. Olga Hoppe-Kondrikova, (Radboud University Nijmegen, Centre for Ethics) 
Valeriya Puchkyna, MA (Amsterdam University of Applied Sciences)

Possibly:
Mr. Frederiek van ‘t Hooft (Amsterdam University of Applied Sciences, Faculty of Economy & Management)
Drs. Jeanine Spierings  (Amsterdam University of Applied Sciences, Faculty of Economy & Management)
Drs. Christine Taylor (Amsterdam University of Applied Sciences, Faculty of Economy & Management)
Drs. Joop Zinsmeister (Amsterdam University of Applied Sciences, Faculty of Economy & Management)
Dr. Maarten Verkerk (Maastricht University)
Victoria Jamschanova (Institute of Foreign Languages, State University of Economics and Finance in St. Petersburg)
Dr. Elena Kapustkina (Faculty of Sociology, State University of St. Petersburg)
Dr. Nikolay Skvortsov (Dean Faculty of Sociology, State University of St. Petersburg)
Dr. Rimma Tangalycheva (Faculty of Sociology, State University of St. Petersburg)

Partners
Radboud University (Centre for Ethics, Faculty of Philosophy)
Amsterdam University of Applied Sciences (Faculty of Economy & Management)
VU University Amsterdam (Faculty of Social Sciences)
Netherlands Institute St. Petersburg (to be confirmed)
St. Petersburg State University (Faculty of Sociology)
St. Petersburg State University of Economics and Finance (Institute of Foreign Languages)
Consultancy Everaars (SPb) & Gemeente Amsterdam (to be confirmed)

OUTLINE OF THE WORKSHOPS
This is an overview of possible workshops. Eventually eight workshops will be selected to make up the program, depending on the interest of participants and approached partners.

DESCRIPTION OF THE WORKSHOPS

I. Sketching and Probing the Context of Russian and European Society and Economy (Arthur Zijlstra & Olga Hoppe-Kondrikova)

The participants are encouraged to formulate their opinion on the moral dimensions of the current financial and economic crisis. Furthermore, they are challenged to formulate the key issues of business ethics, on the basis of their experience as managers. For instance, American corporations are likely to focus more on issues based on the principles of modern individualism such as an employee’s individual rights and privacy. European corporations tend to focus on social issues in organizing their business activity and thus to emphasize the responsibility of the company. European business ethics is determined by a long-term tradition of reflection on capitalism and economic rationality (Marx and Weber). Or, possibly, business ethics is more concerned with such issues a taking decisions and finding moral legitimation for those decisions? Finally, the participants reflect upon the question what is specific for the Russian mindset and practice concerning morality in business life. To mention just one clue: Russian business ethics avant la lettre reflected on the normative character of economy (Sergei Bulgakov), but did not really influence pre-Soviet and post-Soviet economy.  Community and hierarchical organizations (much responsibility at the top, hardly any responsibility on the shopfloor) seems to characterize the Russian context.

II. Business Ethics & Corporate Social Responsibility (Arthur Zijlstra, Marcel Becker and/or Maarten Verkerk)

Companies are dependent upon the social and moral infrastructure of society to function properly and prosperously. The other way around, companies themselves contribute to the public ethos by living up to moral standards of society and not confining themselves to juridical standards. But where one can find trustworthy and truthful moral (re)sources in a world of post-modern nihilism and fundamentalist cynicism? Marxism did not offer a sound ethics to society, not to speak of business ethics. Ethics had only a superficial character in the context of ideological justifications [of social-economic and technological developments]. As a result, in the post-communist situation there is a very serious moral vacuum. Is the ethos of capitalism, which perhaps started with Calvinism (Max Weber) but lost its transcendent roots (already in the 18th century when classical liberalism and political economy took over), in its actual expressions of consumerism, utilitarianism, hedonism and individualism not destined to end up into its own self-contradictions? It is questionable whether capitalism left to its own will be able to fill this moral gap. It seems to be that market economies are still and necessarily dependent upon social and moral resources that they are not able to sustain themselves, let alone to reproduce them. The participants are challenged to answer the question which moral (re)sources they borrow from in leading their companies. An integral model of the normative moments of the primary process of the company will be explored and developed.

III. Moral Dilemmas and Decision Making (Marcel Becker)

Problems and Goals
In mainstream economic thought, human action is described in terms of ‘homo economicus,’ that is, pursuing his own self-interest. However, recent developments in economic thought and business practice have shown the failures of this naive picture of human being. Much more capacities are required, not only from a moral point of view but also with a view to keep business going. 

In this workshop, we apply the recent insights to everyday practice on the shop-floor. What capacities are required for people to contribute to a sustainable business environment?
 
Structure
After a short analysis of the tension between ‘homo economicus’ and broader human commitments, we focus on the four cardinal virtues as they have been developed in virtue ethical tradition. The four virtues required for good action include justice, prudence, temperance and courage. The range of each of these virtues will be discussed and ‘tested’ in the treatment of concrete cases.

Cases:
Whistle blowing
Relation private values- values on the workplace
Quality of work; work as a vocation
Loyalty and solidarity with colleagues

IV. Civil Society in Stakeholder Dialogue (Olga Hoppe – Kondrikova)

Problems and Goals:
In the eyes of the law, corporations are regarded as ‘artificial persons,’ imbued with certain rights and responsibilities. Senior management has a fiduciary responsibility to protect the investment of shareholders. However, the legal responsibility is different from moral responsibility of corporations. Corporation is responsible to act morally towards its surrounding social groups and communities. Does civil society have a subordinate, incidental place in stakeholder dialogue? Or is civil society a fundamental stakeholder, indispensable for a favourable public profile of corporation?

Structure:
The indicated problems necessitate a deeper understanding of civil society. We will consider the tripartite model of relationships between the sectors of civil society, state and economy, applicable for contemporary Russian context. Consequently, we will examine the tactics that civil society organizations employ towards corporations to inflect their business decisions. We will discuss the appropriate relationships between business and civil society, with a specific focus on Russian context. We will identify the way to shift from a conflictual toward a more collaborative mode of engagement and look specifically at what business can mean for facilitating moral and civic virtues in contemporary Russia.

On the basis of the gained knowledge, participants will be encouraged to reflect on the extent to which civil society shape ethical decision-making. The group discussion will be instigated by the questions: Do you see multiple stakeholders as the focus of corporate activity of your company? How does the stakeholder dialogue influence the public profile of your company? Is there any room for improvement and how can it be best implemented?

Case Studies:
Business – NGO Engagement
Civil Society: Framing an Understanding of the Term and Function
The Problem of Trust
Specifics of Civil Society and Business in Russian Context

V. Impact of Religion and Spirituality on Business Ethics (Arthur Zijlstra, Olga Hoppe-Kondrikova and Josephien van Kessel)

Problems and Goals:
Religious ethics has a practical impact on interpersonal and economic behaviour of individuals in the sense that it prescribes certain guidelines and values. Obviously, different religions can have different impact. Some religions can stimulate individuals’ engagement in economic process by providing intrinsic motivation and ascribing certain value to the world. Some religions remain indifferent to individuals’ efforts in the field of economy and propose instead the attitude of escapism. The difference is determined by the way religion sees the world and the human being. Participants will be encouraged to reflect on impact of intellectual and religious traditions on business culture within their organization.

Structure:
The controversy about possible schism between business and spirituality will be studied by comparing the theological traditions of Russian Orthodoxy and Calvinist Protestantism. The discussion will be instigated by revising Max Weber’s thesis that there is an inherent affinity of the individualistic focus on the Calvinist-Protestant religion and the capitalist economic system as developed in the countries with the Calvinist background. The participants will be encouraged to think about the moral and social consequences of the Protestantism-invigorated swift economic development and increasing rationalization. Is this development healthy for economy and humanity? What is the inner drive of the economic system: the individual or the dynamics of economic growth? Does it contribute to our inner happiness and motivation? Are these values at all important for the function and success of corporation? We will enrich the discussion by contemporary Western conceptions of ethics (Taylor’s ethics of authenticity, Weber’s ethics of inner conviction) as well as by Russian Orthodox tradition (Bulgakov’s normativity of economy, Frank’s conception of sobornost’, Solov’ëv’s Christian Humanism).

As a new century has just begun, it is becoming increasingly clear that individual employees are experiencing a fundamental change of business world values, a change of paradigms as radical as the Age of Information. We will explore three interactive stakeholders in this renewed commitment to spirituality: individual, organization, and work unit.

Case Studies:
Religion in the Modern World
The Growth of Spirituality and Religion in Business Communities Worldwide
Spirituality and Economy in Russian Orthodox Tradition

VI. Human Capital and Human Resources (Martha Meerman, Jeanine Spierings, Joop Zinsmeister, others)

This module can be split up in different modules such as:

1. Leadership and Talent Management
2. Recruitment
3. Professionalization of Employees
4. Coaching Senior and Junior Employees
5. Learning Organizations
6. Working in Teams
7. HRM-instruments

VII. Cross-Cultural Communication in Business Josephien van Kessel (optional: Christine Taylor, Victoria Jamschanova, Rimma Tangalycheva)

Problems and Goals:
Business communication is part of overall cultural communication. Within one mono-culture (or a pluralistic culture that is dominated by one culture), business communication is part of the overall communication which is presupposed as a background or horizon by the participants that is not called into question nor reflected upon. As soon as a company becomes active in international business and/or engages human resources from different cultural backgrounds, however, this implicit cultural horizon can come to the fore and sometimes even causes serious flaws in business communication that in the worst case prevent the realization of business goals.

Participants will be encouraged to reflect on the presence and possible impact of flawed cross cultural communication within their company, and between themselves and business partners in the international business world. In role plays and through the use of real life cases, participants will be confronted with and become aware of the specific problems of cross cultural communication in international business. Strategies to deal with frequently occurring complications in Dutch-Russian business communication will be practised.  

Structure:
In order to have successful cross cultural communication, the implicit cultural horizon of both partners in communication has to be reflected on and taken into consideration in actual communication. This asks for adaptations in communication on both sides on the basis of a mutual consciousness of the differences in communication – verbal as well as non verbal. Due to the long history of international business communication Dutch companies have been involved in, the awareness of the importance of cross-cultural communication in successful business has long been acknowledged in the Netherlands: many multinationals and companies who are active on the international markets send their (ex-pat) employees to a cross cultural communication course before sending them on a business mission to China or Russia, but also to the United States or Germany. The closeness or outer similarity of particular cultures – e.g. the Dutch and German cultures – does not prevent the occurrence of complications in cross cultural communication. Many greater and smaller consultancy firms are active in the field of cross cultural communication and social science institutes in the Netherlands executed research and developed training materials and handbooks. In the seminar the results of the Dutch research and training experiences will be used and adapted to the specific situation of Dutch-Russian cross cultural communication. 

Case Studies:
The experiences of Dutch-Russian Joint Ventures
Contract negotiations – a cross cultural battle field
Verbal and non-verbal cross cultural communication

VIII. Co-partnership of Stakeholders in (Dutch) Companies (Martha Meerman)

IX. Sustainable Development (Juliane Riese)

X. Strategic Management (Juliane Riese)

XI. Knowledge Management: Cooperation of Companies and Higher Education (Frederiek van ‘t Hooft)

XII. Risk Management: How to Measure Risk Awareness and Risk Appetite? (David Hoppe)

XIII. Quality Management: The EFQM/INK Quality Management Model) (Valeriya Puchkyna)

The EFQM Excellence Model is a framework for organisational management systems, promoted by the European Foundation for Quality Management (EFQM) and designed for helping organisations in their drive towards being more competitive. This model appeared as an answer on the question posed by fourteen presidents of the big multinationals: What is successful business when viewed from a global perspective? At this moment, it is the most widely used organisational framework in Europe and it serves as the basis for the majority of national and regional Quality Awards. The Dutch INK model is the Dutch variant of the EFQM Excellence Model, elaborated by the Instituut Nederlandse Kwaliteit (INK, Dutch Institute for Quality). The EFQM/INK model provides support by improving of management in companies. This practical tool can be used in different ways:
∙          As a tool for self-assessment
∙          As a way to benchmark against other organisations
∙          As a guide to identify areas for improvement
∙          As the basis for a common vocabulary and way of thinking
∙          As a structure on which the organisation's management system can be based

Training according to the EFQM/INK model is essential for every manager, since it provides a systematic approach to the managing process. The model offers insight into the complete set of management attention areas (strategy, structure, culture, people, resources and results), indicating at the same time their mutual relationships.

XIV. Codes of Conduct of Dutch Multinational Companies in St. Petersburg: A Comparative Perspective (Representatives of Unilever, Heineken, Philips and others)

XV. Compliance and Accounting

Aanmelding LinkedIn
http://www.linkedin.com/groupRegistration?gid=3095364