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Society for Business Ethics

Society for Business Ethics. Feni ambar wati 01111040 Ekonomi akuntansi. Real Life.

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Society for Business Ethics

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  1. Society for Business Ethics Feniambarwati 01111040 Ekonomiakuntansi

  2. Real Life • “The only way a director can totally understand the behavior of a company is to shake it from top to bottom, by means of a thorough and systematic assessment like the SAIP. Performing just such an assessment is critical if directors are to assure themselves that the company for which they are responsible is performing as they believe it should.”

  3. Foundational Values From the Introduction to the Caux Round Table Principles for Business: The Japanese concept of kyosei means living and working together for the common good, enabling cooperation and mutual prosperity to co-exist with healthy and fair cooperation. Human dignity refers to the sacredness or value of each person as end, not simply as a means to the fulfillment of others’ purposes or even majority prescription.

  4. The Caux Round Table Principles for Business General Principles 1. Beyond Shareholders Toward Stakeholders 2. The Economic and Social Impact of Business 3. Beyond the Letter of the Law Toward a Spirit of Trust 4. Respect for Rules 5. Support for Multilateral Trade 6. Respect for the Environment 7. Avoidance of Illicit Operations

  5. The Caux Round Table Principles for Business Stakeholder Principles 1. Customers 2. Employees 3. Owners/Investors 4. Suppliers 5. Competitors 6. Communities

  6. What is the SAIP? A tool that equips senior executives and boards of directors to address the growing expectation of responsible business conduct through a confidential, systematic self-appraisal. The self-assessment results enable managers to identify current and emerging issues, and to launch targeted improvement initiatives.

  7. Assessment Framework • Modeled after the Malcolm Baldrige National Quality Program • Translates seven general CRT Principles into seven assessment categories • Considers company’s performance within each assessment category from seven perspectives (six stakeholders, plus fundamental duties)

  8. Assessment Criteria • Each cell contains an assessment criterion • Criteria translate ethical aspirations into questions about company practices (Sam Goldwyn once said: “For your information, let me ask you a question!”) • Three performance dimensions • Approach: Method used to address a specific aspiration • Deployment: Extent to which the approach is utilized • Results: Outcomes of the company’s efforts

  9. The Corporate Improvement Cycle Management Action CRT SAIP Formulation of Improvement Initiatives Performance Feedback

  10. The Heart of the Matter “The SAIP is a transformative activity. It fosters greater self-awareness and self-knowledge through dialogue, and catalyzes actions that strengthen and invigorate the conscience of the corporation. Using the SAIP, senior leaders and employees embark on a reflective journey that offers the possibility of changing not just how they view their own company, but how they understand the nature of business…” Beyond Paradox to Practicality The Journal of Corporate Citizenship, Autumn 2002

  11. thanks

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