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Managing and Implementing Corporate Social Responsibility Course

London Business Training & Consulting

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Course Description

  • Understanding what companies want from CSR
  • Qualities of good CSR management
  • Structuring the CSR function
  • CSR as strategy
  • The business case for CSR

  • Understanding what companies want from CSR
  • Qualities of good CSR management
  • Structuring the CSR function
  • CSR as strategy
  • The business case for CSR

Course Content

CSR and Governance

  • Theories of corporate governance
  • The ‘drivers’ of corporate governance reform
  • International developments in corporate governance
  • Commentary from a CSR perspective

CSR Reporting

  • The nature, challenges and emergence of CSR reporting
  • The upsurge in CSR reporting since the early 1990s
  • Conventional financial reporting and CSR reporting
  • Reporting issues for corporate management

Stakeholder Management and Engagement

  • Meaning and origins of stakeholder
  • CSR standards
  • Stakeholder consensus: deviance and uniformity
  • Government and governance

Socially Responsible Investment

  • The origins and development of SRI
  • Sustainable investing
  • Types of SRI analysis and practice
  • Engagement
  • Other SRI approaches
  • SRI performance
  • SRI index performance
  • SRI fund performance
  • Market growth
  • Trends in SRI

CSR and Governance Theories of corporate governance The ‘drivers’ of corporate governance reform International developments in corporate governance Commentary from a CSR perspective CSR Reporting The nature, challenges and emergence of CSR...

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Additional Information

Target audience

  • Heads of organisations, chief officers, chairpersons, board members and directors.
  • Heads of departments, and senior managers & executives interested in corporate social responsibility (CSR).
  • Managers of tomorrow who wish to develop modern business practices and find ways to act in a truly responsible way.
  • Those who see business as being increasingly central to addressing global concerns and society’s expectations of going beyond wealth creation, against a backdrop of financial crises, climate change, political shifts, and population growth.
  • Those who want their business to maximise profits whilst also being publicly accountable for its social and environmental record.
  • Those who are concerned about the role of business in modern society.

Learning outcomes

Upon completion of this corporate social responsibility courses, you will be able to understand:

  • The different goals that companies are trying to achieve.
  • The types and levels of CSR that companies exhibit.
  • The shared lessons and common elements of CSR management.
  • How CSR is managed inside companies.
  • The business case for CSR.
  • What is meant by ‘corporate governance’.
  • The theories and ‘drivers’ of corporate governance.
  • International developments in corporate governance.
  • The implications for CSR.
  • The emergence and development of CSR reporting.
  • The voluntary nature of the reports and the issues that surround this feature.
  • The theories which might help explain the practice of CSR and CSR reporting.
  • New forms of reporting in the coming decade.
  • Stakeholders as a managerial concept.
  • The different types of stakeholder and difficulties with the ‘stakeholder’ construct.
  • The role of stakeholders in defining and implementing voluntary codes of CSR practice and standards.
  • Stakeholder management.
  • The evolution of socially responsible investment (SRI).
  • The main approaches used in SRI decision-making.
  • The performance of SRI funds.
  • An overview of the international market for SRI and its development in different regional contexts.
  • Emerging trends in SRI.

Target audience Heads of organisations, chief officers, chairpersons, board members and directors. Heads of departments, and senior managers & executives interested in corporate social responsibility (CSR). Managers of tomorrow who wish to develop modern business practices and find ways to act in a truly responsible...

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