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‘ENHANCING BUSINESS COMMUNITY RELATIONS’ NATIONAL RESEARCH REPORT BEIRUT, LEBANON, MARCH 2003

This document is the property of UNDP/UNV and the New Academy of Business and cannot be used without prior written approval

The views expressed in this article are those of the author and do not necessarily reflect those of UNDP/UNV or the New Academy of Business 110

APPENDICES Appendix –1- Information on the EBCR project’s partners Appendix –2- Definitions Appendix –3- Information on the UN Global Compact Appendix –4- United Nations Development Assistance Framework –

(UNDAF) Summary Appendix –5- Questionnaire used in one-on-one interviews with companies Appendix - 6- Employee Focus Group Discussion questions Appendix - 7- NGO Survey Appendix –8- Media Focus Group Discussion questions Appendix - 9- Advertising agencies Focus Group Discussion questions Appendix -10- UN agencies Focus Group Discussion questions Appendix- 11- National Workshop roundtable questions Appendix –12- Media coverage Appendix –13- Leadership via volunteerism proposal (Objectives, outputs,

and activities) Appendix -14- In-Corporate Volunteerism proposal (Objectives, outputs, and

activities) Appendix -15- Additional recommendation for companies



‘ENHANCING BUSINESS COMMUNITY RELATIONS’ NATIONAL RESEARCH REPORT

BEIRUT, LEBANON, MARCH 2003

APPENDICES

United Nations Volunteers (UNV) United Nations Volunteers (UN Volunteers) is the volunteer arm of the UN system, which extends hands-on assistance for sustainable human development in 140 countries. Created by the UN General Assembly in 1970 and administered by the United Nations Development Programme, (UNDP), UN Volunteers works through UNDP country offices to promote and mobilize the global volunteer reservoir of experience, ideas and support of development. UN Volunteers was initiated in Lebanon in 1993 under the umbrella of UNDP, and has since mobilised more than 70 national and international volunteers working with various UN agencies, government institutions, civil society and the private sector. Bringing creativity and experience, volunteers in Lebanon have worked on various thematic issues, such as youth and community development, national capacity building and environmental conservation. Source: UNV Lebanon brochure, 2002 For more information, please visit www.unvolunteers.org

United Nations Development Programme (UNDP) The United Nations Development Programme (UNDP) delivers most of its services through its 131 country offices but it also engages in global and regional advocacy and analysis to increase knowledge, share best practices, build partnerships, mobilize resources, and promote enabling frameworks including international targets for reducing poverty. UNDP's cooperation aims to support the people and institutions of Lebanon through an enhanced capacity, in addressing their national priorities and needs. More specifically, UNDP supports programmes that focus on balanced regional development, sound environmental management institution building, and strengthening human development. It also stimulates the production of data as a tool for informed planning and policy formulation, and makes training, technical assistance and advocacy available both at central and local levels.

Source: www.undp.org For more information, please visit www.undp.org or Lebanon’s site at www.undp.org.lb

New Academy of Business (NAB)

The New Academy of Business was founded in 1995 to provide entrepreneurs, managers and organisational leaders with the insights and capacities necessary to respond progressively to the emerging challenges of sustainability and organisational responsibility. We focus on the social, ethical and environmental dimensions of business practice. The New Academy works collaboratively, across sectors, developing innovative learning materials and processes which enable individuals and organisations to explore topics such as corporate social responsibility, business and human rights, future leadership, globalisation, diversity, socially responsible investment and change. Source: New Academy of Business leaflet, www.new-academy.ac.uk For more information: www.new-academy..ac.uk

Appendix –1- Information on the EBCR project’s partners





Business Community Relations (BCR) The ways in which communities and businesses interact with one another. This goes beyond a narrow focus on philanthropy, to draw in notions ranging from cause-related marketing to strategic business involvement in local communities such as employee volunteering, corporate citizenship practices and stakeholder accountability. The forms, structures and processes of such interactions and relationships are diverse and dynamic. For example, the use of the term seeks to include relationships between businesses and communities that are strong and weak, exhibit harmony and discord, closeness and distance, collaboration and conflict, including issues such as control over natural resource and local economic development. 1 Cause Related Marketing (CRM) Cause Related Marketing is a commercial activity by which businesses and charitable causes build a partnership to market an image, product or service for mutual benefit. It provides companies with a means to demonstrate social responsibility directly with their customers. It is a tool for addressing the social issues of the day through providing resources and funding, whilst at the same time addressing business - marketing objectives. The end result is that consumers have a more positive image of companies that are seen as doing something to make the world a better place. Such a perception can be a valuable differentiator in markets where price and quality are becoming increasingly important. 2 Corporate Community Involvement (CCI) Corporate Community Involvement refers to a wide range of actions taken by companies to have an impact with their donated money, time, products, services, influence, management knowledge and other resources in the communities and markets that they serve3 Corporate Social Responsibility (CSR) CSR (implies) continuing commitment by business to behave ethically and contribute to economic development while improving the quality of life of the workforce and their families as well as of the local community and society at large 4 CSR is the overall relationship of the corporation with all of its stakeholders. These include customers, employees, communities, owners/investors, government, suppliers and competitors. Elements of social responsibility include investment in community outreach, employee relations, creation and maintenance of employment, environmental responsibility, human rights and financial performance. Specifically, CSR is about producing and/or delivering socially and environmentally responsible products and/or services in an environmentally and socially responsible manner. It is about a company’s commitment to being a fair and equitable employer, and it is about strategic social investment. 5 CSR is operating in a business in a manner that meets or exceeds the ethical, legal, commercial and public expectations that society has of business. 6

1 New Academy of Business 2 www.crm.org.uk/step/step 2/about.com 3 http://www.bsr.org/BSRResources/WhitePaperDetail.cfm?DocumentID=264 4 World Business Council on Sustainable Development, Stakeholder Dialogue on CSR, Netherlands, 1998 5 Canadian Centre for Business in the Community, The conference board of Canada 6 www.bsr.org

Appendix –2- Definitions





Corporate Volunteerism (CV) Corporate Volunteerism (CV) is any formal or organized company support for employees and retirees who wish to volunteer their time and skills in service to the community.7 Corporate volunteerism, which is a subset of corporate social responsibility, generally refers to employees who are involved in volunteering activities through their workplace. In some cases, employees volunteer for causes that are in line with their corporation's social strategies, and in other, they serve causes that are most popular in the organization as determined by employee volunteer interest surveys. Activities can be done in an individual or group basis. Corporate volunteerism creates win-win-win benefits for companies, employees and communities Corporate volunteerism is a significant element of many companies' efforts to demonstrate their commitment to the communities in which they operate. In recent years, as companies have chosen to extend their efforts beyond traditional philanthropy, volunteerism has become a key part of companies' social investment programs. 8 Corporate Volunteerism Program (CVP) A corporate volunteer program is a company-supported effort to leverage organizational resources and engage employees in projects that target real community needs. 9 Partnership A partnership is an alliance between organizations from two or more sectors that commit themselves to working together to undertake a sustainable development project. Such a partnership undertakes to share risks and benefits, review the relationship regularly and revise the partnership as necessary.10 Sustainable Development (SD) Development is sustainable when it ‘meets the needs of the present without comprising the ability of future generations to meet their own needs11 Sustainable Human Development (SHD) Sustainable human development is development that not only generates economic growth, but distributes its benefits equitably; that regenerates the environment rather than destroying it; that empowers people rather than marginalizing them. It gives priority to the poor, enlarging their choices and opportunities and providing for their participation in decisions affecting them. It is development that is pro-poor, pro-nature, pro-jobs, pro-women and pro-children.12 Triple Bottom Line The basis of integrated measurement and management systems focusing on economics, social and environmental value added – or destroyed. Sometimes distilled to ‘People, Planet, Profit.13

7 Points of light foundation, Corporate Alert, November 1998 8 Source: (http://www.bsr.org/BSRResources/WhitePaperDetail.cfm?DocumentID=158) 9 Source (http://www.pointsoflight.org/organizations/corporations.cfm) 10 The Guiding Hand, Brokering partnerships for sustainable development, Ross Tennyson and Luke Wilde 11 World Commission on Environment and Development, Our Common Future, Oxford University Press, 1987 12 UNDP, Human Development Report, 1994, p.13 13The terms ‘triple bottom line’ and ‘People, Planet, Profit’ were both coined by SustainAbility. In the Netherlands, the

subsequent ‘Triple P’ is now seen to be central to CSR – see Corporate Social Responsibility: A Dutch Approach, Social and Economic Council, 2001.





United Nations Secretary-General Kofi Annan first proposed the Global Compact in an address to The World Economic Forum on 31 January 1999. The Global Compact’s operational phase was launched at UN Headquarters in New York on 26 July 2000. The Secretary-General challenged business leaders to join an international initiative – the Global Compact – that would bring companies together with UN agencies, labour and civil society to support nine principles in the areas of human rights, labour and the environment.

How to Participate in the Global Compact As a voluntary initiative, the Global Compact seeks wide participation from a diverse group of businesses and other organizations. To participate in the Global Compact, a company: Sends a letter from the Chief Executive Officer (and endorsed by the board) to Secretary-General Kofi

Annan expressing support for the Global Compact and its principles; Sets in motion changes to business operations so that the Global Compact and its principles become

part of strategy, culture and day-to-day operations (described below); Is expected to publicly advocate the Global Compact and its principles via communications vehicles

such as press releases, speeches, etc.; and Is expected to publish in its annual report or similar corporate report (e.g. sustainability report) a

description of the ways in which it is supporting the Global Compact and its nine principles

In terms of the practical ways in which companies pursue the principles, the Global Compact offers engagement opportunities to all participants through the following: Global Policy Dialogues: Each year, the Global Compact convenes a series of action-oriented

meetings that focus on specific issues related to globalisation and corporate citizenship. The meetings bring businesses together with UN agencies, labour, non-governmental organizations and other groups to produce solutions to contemporary problems. Issues addressed have included "The Role of the Private Sector in Zones of Conflict"; and "Business and Sustainable Development".

Local Networks: The Global Compact encourages the creation of local structures and networks at the country or regional level. Such networks are designed to support: the implementation of the nine principles; mutual learning and information exchange; the convening of local/regional dialogues on globalisation issues; partnership projects; and the recruiting of additional companies. The Global Compact Office and UNDP facilitate and support the process leading to the formation of these local structures.

Learning: Companies are invited to share examples of corporate practices on the Global Compact web portal. In addition, participants are encouraged to develop in-depth case studies and analyses, and to use these for Learning activities in the corporate and academic worlds. Local, regional and international Learning events support the sharing of knowledge.

Partnership Projects: The Global Compact encourages companies to participate in partnership projects with UN agencies and civil-society organizations that are aligned with UN development goals.

Source: UN Global Compact: www.unglobalcompact.org (Kindly visit the website for regular updates on this content)

Appendix 3- Information on the UN Global Compact





The UNDAF is built around common goals, objectives and strategies of cooperation supported by a common resources framework and a common approach to follow-up. It consists of UN System development action towards two interrelated goals, reflecting the identified challenges, integrating into national priorities, and taking account of the global development agenda and the comparative strengths of the UN System. The UNDAF responds to national priorities and needs as they emanate from key policy documents, including the preamble of the Constitution, the Document of National Understanding (1989), key statements by the President of the Republic, the Government statement, Lebanon's ratification of international conventions and treaties, and the five-year development plan. The achievement of the goals will be the result of the combined efforts of different development actors, the achievement of the objectives will be the outcome of collaborative action of the UN System - in terms of advocacy, programme/project planning, implementation, follow-up, and resource mobilization.

The first goal aims to achieve enhanced national decision-making capacity for (human) development through the establishment of modern institutions that can rally the energy and initiative of civil society for the strategic vision of national development, effectively support private sector development and judiciously meet the basic needs and aspirations of the less privileged. This goal implies a large undertaking of implementing legislative and institutional reforms, of securing a competent human resource base, and of acquiring reliable decision-making tools. The achievement of the first goal will involve action in four directions: The first objective seeks to promote national commitment to a strategic development vision and its

implementation. It includes support to strengthen the technical capability for planning. The second objective endeavors to strengthen the rule of law for increased transparency and

accountability. This will include collaborative action in support of legislative development and on judicial and penal reform.

The third objective strives to promote government effectiveness in three dimensions, namely civil service reform for policy-making and management capacity improvement; readiness for globalization; and, aid coordination and management support. This will include the implementation of reform in the executive branch of government with a view to modernizing structures, systems and legal and regulatory frameworks, simplifying procedures, reducing bureaucracy, upgrading the human resources base, and improving the use and effectiveness of financial resources.

The fourth objective is to expand access to and encourage use of socio-economic data and information for policy-making and programme management in support of human development.

The second goal is to achieve the implementation of a rights-based approach to development. This goal aims to achieve increased equity with a special focus on poverty alleviation and sustainable livelihoods through the reduction of disparities between regions and groups. UN System collaborative action encompasses the following operational objectives: The first objective is to assess and monitor the discrepancies between the national law and international

conventions and agreements at UN global conferences. The second objective seeks to clarify the core content of basic human rights packages, namely health

including reproductive health, education, employment and environment. The third objective is to improve the efficiency in resource allocation and administration for human

development, including particularly through bringing about decentralization. The fourth objective is to improve democratic and participatory processes at all stages and all levels,

including empowerment of the disadvantaged groups. The fifth objective is to foster equity and equality through legislative change, policy initiatives and action

plans for disparity reduction.

Appendix -4- United Nations Development Assistance Framework (UNDAF) –Summary For more information, please review the full UNDAF 2002-2006 report available on: www.un.org.lb





1. COMPANY INFORMATION

1.1 (a)- Date of visit (1) __________(b) Date of visit (2)________________ (c) Date of visit (3)___________________ 1.2 -Company Name _____________________________

1.3- Company Address: Street Name of Building: District: City: Postal Code Company Web Site Address: Phone No. 1: Phone No-2: E-mail Address:

1.4- Contact Information

Contact –1- Name: Title: Phone no: E-mail Address:

Male: Female

Contact –2- Name: Title: Phone no: E-mail Address:

Male: Female

1.5– Type of business operations Agriculture, fishery and forestry Food and beverage Clothing and fashion accessories Leather, leather factories and shoes Wood based products, and services Paper and printing Chemicals, textiles, rubber and plastic Non metallic minerals Metal and metal manufacturing Banking and Finance Furniture Electricity, water and gas Car repairs, gasoline stations Community, social and related services Wholesale and retail trade Hotels and Restaurants Transport, shipping, storage and communication Insurance, real estate and business services Construction and construction materials Teaching/Education Health services Pharmaceutical General consulting Media Advertising Infrastructure and utilities Toys, sporting goods, gifts, house wares. Trading Automotive Electrical field Technology/ telecommunications Jewellery, crafts, and other services Other, please specify___________________________________________________________

Appendix -5- Questionnaire used in one-on-one interviews with companies * Please contact the author for the original questionnaire





1.6 – Is the company a:

Lebanese Company Multinational (regional office) Multinational (representative office) Subsidiary Other, please specify _________________________________________________________

1.7 – Type of legal status:

Individual proprietorship Partnership Publicly-listed corporation Private Family/Closed corporation Other, please specify _________________________________________________________

1.8- Company’s Capital: Held by Lebanese shareholders Arab Shareholders Foreign Shareholders (non Arab) % of Capital

1.9- Legal status of occupancy:

Ownership Rent Management Other, please specify _____________________

1.10 Holder of ISO certificates (Get copy of certificate) 9000 ISO Yes No (not planned) No (planned) In Progress 14000 ISO Yes No (not planned) No (planned) In Progress

1.11- General description of products, services, and key operations

1.12- What is the average number of permanent employees during 2001, including the owners and members of the family working for free. (Obtain list if possible)

1-4 employees 5-9 employees 10-19 employees 20-34 employees 35-49 employees 50-99 employees 100-249 employees 250 employees and above

1.13- What is the average number of seasonal employees during 2001, including the owners and members of the family

working for free. (Obtain list, if possible) 1-4 employees 5-9 employees 10-19 employees 20-34 employees 35-49 employees 50-99 employees 100-249 employees 250 employees and above

1.14- Additional comments on the company’s structure





2. SOCIAL RESPONSIBILITY

2.1- PERCEPTIONS OF CSR

2.1.1- It is a company’s duty and responsibility to help its community through supporting human development causes. Do you agree?

Strongly agree Somewhat agree

Somewhat disagree

Strongly disagree

Depends, neither agree, nor disagree.

2.1.1 a) Can you explain the reason behind your answer? What role do you think companies should play in society?

2.1.2 - Can you kindly rate the following statements to total 100 pts. Rate (%) a) Supporting community causes enhances a company’s respect, brand image and reputation. b) Supporting community causes increases attractiveness to investors c) Supporting community causes improves customer goodwill and loyalty d) Supporting community causes strengthens relationships with all stakeholders e) Supporting community causes strengthens employee loyalty, commitment, morale, retention, and performance.

f) Supporting community causes enhances the company’s ability to attract more talented and motivated employees.

g) Supporting community causes yields enhances business operations in terms of decreased costs, and increased sales and profits.

h) Supporting community causes allows the company to manage risk more effectively i) Supporting community causes allows the company to gain more publicity and exposure

2.1.3– What do you think constitutes an irresponsible company?

Poor working conditions Bad quality products Uses Child labor Bad employer Pollutes the environment Doesn’t support community causes Overcharges for products Engages in illegal activity Engages in unethical behavior Others, please specify __________________________________

2.1.4 –What are the reasons why you think companies do not get involved in social causes? Please rank. (1 being the most important) (Rank top 3 then rank the rest) Rank a) Not a priority for the organization b) Problems with civil society (e.g. bad experiences in the past, too many NGOs knocking on the company’s doors, etc.)

c) No or limited financial resources available d) Not a company’s responsibility e) Possible criticism from the media or from clients that the company’s social program is seen simply as a Marketing tool

f) No time/human resources to execute such projects. g) Social programs don’t yield effective results h) Top management not interested in the cause. i) Other _________________________________________________________________





2.1.5- Additional comments on the company’s structure

2.2- CSR PRACTICES WITHIN THE COMPANY (GENERAL)

2.2.1- Does the company have a history of corporate philanthropy or corporate giving?

Yes No

IF NO, answer question 2.2.2 2.2.2–What are the reasons why your company does not get involved in social causes? (Rank: 1 being the most important) Rank a) Not a priority for the organization b) Problems with civil society (e.g. bad experiences in the past, too many NGOs knocking on the company’s doors, etc.)

c) No or limited financial resources available d) Not a company’s responsibility e) Possible criticism from the media or from clients that the company’s social program is seen simply as a Marketing tool

f) No time/human resources to execute such projects. g) Social programs don’t yield effective results h) Top management not interested in the cause. i) Other ________________________________________________________________

IF YES, Answer Questions 2.2.3- 2.2.17. 2.2.3 - Why do you support community initiatives? Kindly indicate the top –3- reasons. 1- 2- 3-

2.2.4- How long has the company has been supporting such initiatives?

0-1 year 1-3 years 3-5 years >5 years Other ________________________________________________________________________

2.2.5- Which department is responsible for handling CSR initiatives?

Marketing Public Relations Human Resources Administration General management Other, specify___________________________

2.2.6- Does the company have a foundation? If yes what is the name of the foundation?

Yes, Name _____________________ No

2.2.7 – How are decisions about donations and/or community investment taken? (Get copies of minutes of meetings if possible)

Board decision General Manager Decision Employee’s decision Other or collective decision, please

specify_______________________________________________________________________________________





2.2.8 – Can you tell me more about the decision making process of supporting NGOs or the community.

2.2.8 a) Who makes the first approach?

NGO/community member Company Depends on the situation/cause Other ______________________________________________________________________________________

2.2.8 b) If the NGO/community member makes the fist approach, how do they request help?

Through the phone Meeting Proposal Other ______________________________________________________________________________________

2.2.9 – When assessing proposals/ requests, what do you look for in an NGO/community member? (e.g. what criteria do you use?) Rate

Neutrality (religion, politics, etc) Accountability Profile Credibility Other

2.2.10 – What is your company’s annual budget for Corporate Social Responsibility?

$US/annum (Provide budget, annual report, etc)________________________________

In Kind donations: (company’s products): Estimated cost/ annum $US: _________________

Used equipment, furniture: Estimated cost/annum _________________________

Facilities: Estimated cost per annum ________________________________________

Computers: Estimated cost per annum ___________________________________

Other__________________________________

2.2.11- Can you kindly rate the following statements to total 100 pts. Rate The corporation’s social investments are based on the community’s needs The corporations social investments are based on the company’s marketing strategy The corporations social investments are based on the needs and preference of its employees and management

2.2.12 –What areas some examples of HOW the company supports the community? Rate % a) Cash donations b) In –kind donations c) Donations of used equipment, computers, furniture, etc. d) Awareness to community issues (e.g. environmental awareness, human rights, etc. e) Employee volunteerism f) Employee giving (cash or other products) (e.g. employees donating cans to Christmas dinners, etc.) g) Mentoring and skills/capacity building (e.g. to the underprivileged or students.) h) Fundraising from sources outside of company i) Micro finance / credit assistance j) Providing counseling or social services to those in need. k) Providing facilities such as office space, conference rooms, to community initiatives. l) Information sharing (e.g. providing statistics, research, contacts, etc.) m)Other, please specify___________________________________________________





2.2.13 - What causes does your company normally support? Rank (1 is the most important) Rank a) Projects related to education (schools, libraries, computers, etc) b) Environment Conservation/protection/awareness: solid waste management, air emission programs, energy efficient programs, waste exchange programs.

c) Health Related projects (assistance to hospitals, assistance to disaster relief projects, etc. d) Cultural and arts (festivals, heritage) e) Poverty and homelessness f) Drugs and Alcohol g) IT development h) Disability i) Child Labor j) Sport/recreational development k). Human Rights advocacy l) Development of roads, bridges, local infrastructure, water, sanitation, etc. m) Welfare programs, women economic empowerment, income-generating programs. n) Other, please specify___________________________________________________

2.2.14 - Name three projects/ activities where your company has engaged in the community, and that you are proud of. What was the project Partners Beneficiaries Total budget or donations in kind given a- b- c

2.2.15- Does the company produce any statements or reports outlining its commitment to corporate social responsibility? (If yes, obtain a copy)

Yes No

2.2.15 (a) If yes, kindly indicate where Annual report Press release Website Social report Newsletters Brochures Staff orientation Other, please specify _________________

2.2.15 (b) If no, how is it expressed? Explain:

2.2.16 – Does the company have a measurement system in place to assess the impact of its community activities?

Yes No

2.2.16 (a) – If yes, kindly explain how Explain:

2.2.17 – Have you worked with a UN agency?

Yes No

2.2.17 ( a) – If yes, kindly explain how Explain:





2.2.18– Would you encourage other companies to engage in projects/activities that support the community?

Yes No

2.2.18 (a) – Kindly explain the reasons for your answer

2.2.19– Other comments on company’s CSR structure

3. COORPORATE VOLUNTEERISM

3.1- Does your company encourage employee giving and involvement in the community? Yes No

3.1 a)- If so, how does the company engage in voluntary actions?

Employee time off Employees giving personal money Organisation of employee volunteerism activities after

hours. Employee-led fundraising projects

Sharing of expertise (mentorship) Use of company resources

Secondments Flex-time/shared time Financial donations to support corporate volunteerism

activities (such as purchase of gifts, food, etc for the community being served)

In kind donations

Other, please specify __________________________________________________________

3.2- Does your company have formal systems of monitoring and evaluating employee involvement? (e.g. time sheets to track hours, skills obtained, etc)

Yes No

3.2 (a) If yes, how?

3.3- Does your company undertake employee involvement surveys?

Yes No

3.4- Are employees rewarded for their volunteer work?

Yes No

3.4 a) If yes, how? Certificate Monetary Gifts Awards Reflected in performance appraisals Other __________________________________

4 – ENVIRONMENT, HEALTH AND SAFETY 4.1- Does the company have a public environmental policy /environmental report that recognizes the impacts and risks of its activities?

Yes No





4.1. (a) If no, can you kindly explain if you have any form of environmental practice

4.2- Does the company undergo an environmental audit?

Yes No (not planned) No (planned)

4.2. (a) Can you kindly explain (How often? By who?)

4.3 Does the company regularly review and update its systems?

Yes No

4.3 (a) Can you kindly explain (How often?)

4.4- Does your company have practices in the following areas? In place and

effective In place but

needs improvement

Of Interest

Solid waste management Liquid waste management. Management of toxic and hazardous waste. Air emission control program Environmental reforestation program Energy efficient program Recycling, packaging minimization, re-using and

effective waste disposal

Vehicular anti-smoke program Others, please specify ___________________________________________________________

4.5- What does the company do with your waste?

River Containers/barrels Sewage Well Burn them Recycle Others, specify_________________________________________________________________

4.6- Does the company have health and safety policies and procedures to ensure workers have clean, healthy and safe

working conditions? Yes No

4.7- If so, does your company offer a formal training program for employees on health and safety?

Yes No

4.8- Does the company have the following on premises? (Case studies-do a tour to verify)

Fire alarm Fire extinguisher Security signs Guards available First aid kit Medical doctor or nurse on site Others, please specify __________________________________________________________





4.9- Does the company have health and safety audits? (If so, get copy of last audit)

Yes No

4.9 a) Please further explain your answer, how often, how, who does them?

4.10- Additional comments

5. FUTURE ACTIVITIES RELATED TO CSR

5.1 What theme would the company like to work in?

5.2 - Which target would the company like to assist?

Children ages 1-5 Youth Adults Elderly N/A Other, please specify ______________________________________

5.3 -What are the activities the company would like to participate in the future?

Cash donations In –kind donations Donations of used equipment, computers, furniture, etc.

Awareness to community issues (e.g. environmental awareness, human rights, etc.

Employee volunteerism Employee giving (cash or other products) (e.g. employees donating cans to Christmas dinners, etc.

Mentoring and skills/capacity building (e.g. to the underprivileged or students.)

Fundraising from sources outside of company

Micro finance / credit assistance

Providing counseling or social services to those in need.

Providing facilities such as office space, conference rooms, to community initiatives.

Information sharing (e.g. providing statistics, research, contacts, etc.)

Other, please specify___________________________________________________________

5.4 – Are you planning on engaging in community activities in the future? If so, please fill up the following table.

What will the project be? Who will be involved Total foreseen budget a- b- C

6. OTHER COMMENTS

Kindly provide us with any additional comments. How do you feel we can be of help to you? General reflections, etc.





A) Do you think that companies have a responsibility to engage in BCR/CSR practices? Please explain the role

companies should play in society?

B)– What do you think constitutes an irresponsible company. Poor working conditions Bad employer Overcharges for products Bad quality products Pollutes the environment Engages in illegal activity Uses Child labor Doesn’t support community causes Engages in unethical behavior Other

C) Given price and quality are equal, would you support a product/company that you know is more socially responsible?

How do you feel about companies that provide support to their local community?

D)– What is the most important factor in forming an opinion of a company? Brand quality and reputation Labor practices and business ethics Demonstrated responsibility to the broader society ’Environmental impacts Prices and quality of products, Other

E)–Who do you trust most to work in the best interest of society?

Corporations Government Religious groups ’NGOs Press and media Trade unions Other

F) Do you think that BCR/CSR is widespread in the country? Are you satisfied with the BCR/CSR practices that exist in

the country? Have you noticed an increase/decrease in BCR/CSR practices?

G) What type of companies do you feel are actively engaged with local communities and generally socially responsible in Lebanon? Which industry? Size? Structure (e.g. multinational vs. Local)

H) Can you mention names of companies that you feel have been socially responsible? Kindly state the company and its

initiative

Appendix-6- Employee Focus Group Discussion Questions * Please contact the author for the original guide





I) Can you mention names of companies that you feel have NOT been socially responsible? Kindly state the company

and your reasons for feeling this way. You can also state the type of company e.g. industry, size, etc.

J) What do you think are the motives behind a company to get involved in CSR Media exposure Reach target market more effectively Enhanced employee loyalty, retention, training, etc. Reduce operating costs Enhanced relationships with various stakeholders Managed/Decreased risk Enhanced ability to attract new employees Enhanced reputation with consumers and the public Other

K) What impact do you think that company support for community causes has on the organization in terms of its brand

image and reputation, attractiveness to investors, HR practices, financial performance and relationships with all stakeholders?

L) What kind of company would you prefer to work for? How important is support for community initiatives in shaping

your view of a company you choose to work for?

2. BCR/CSR practices within the corporation

A) Do you know if your company is involved in a social program? If so, provide some examples where you saw your company engaging in the community. Kindly state what the initiative was, who the partners were, beneficiaries, etc. Cash donations In –kind donations Donations of used equipment, computers, furniture, etc. Awareness to community issues (e.g. environmental awareness, human rights, etc. Employee volunteerism Employee giving (cash or other products) (e.g. employees donating cans to Christmas dinners, etc.) Mentoring and skills/capacity building (e.g. to the underprivileged or students.) Fundraising from sources outside of company Micro finance / credit assistance Providing counseling or social services to those in need. Providing facilities such as office space, conference rooms, to community initiatives. Information sharing (e.g. providing statistics, research, contacts, etc.) Other, please specify___________________________________________________

B) Do you have an idea about your company’s annual budget for Community Affairs/Corporate Social Responsibility?

(Obtain a copy of budget, if possible) $US/annum (Provide budget, annual report,

etc)________________________________ In Kind donations: (company’s products): Estimated

cost/ annum $US: _________________ Used equipment, furniture: Estimated cost/annum

_________________________ Facilities: Estimated cost per annum

________________________________________





C) How do you think decisions about donations and/or community investment are taken in your company?

Board decision General Manager Decision Employee’s decision Other or collective decision, please specify

______________________________________________________________________________________________________________________________________________________________________________________

D) Do you know of any statements or reports outlining your company’s commitment to community relations/corporate

social responsibility? If yes, kindly indicate where. If no, how is it expressed? Annual report Press release Website Social report Newsletters Brochures Staff orientation Other, please specify _________________

E) Do you feel your company encourages your involvement in the community? If so, how does the company support

voluntary actions? Employee time off Employees giving personal money Organisation of employee volunteerism activities after

hours. Employee-led fundraising projects

Sharing of expertise (mentorship) Use of company resources Secondments Flex-time/shared time Financial donations to support corporate volunteerism

activities (such as purchase of gifts, food, etc for the community being served)

In kind donations

Other, please specify __________________________________________________________

F) Does your company have formal systems of monitoring and evaluating your community involvement? (e.g. time sheets to track hours, skills obtained, etc) If yes, how?

G) Do you feel that employees are rewarded for their volunteer work? (If any) If yes, how?

Certificate Monetary Gifts Awards Reflected in performance appraisals Other __________________________________

H) If you are a volunteer within the employee volunteerism program, can you mention if you have learned new skills by

participating in the program?

I) If the company does not have an employee volunteerism program, would you be interested in participating in one, if it is established?

J) Do you feel your company has a public environmental policy /environmental report that recognizes the impacts and

risks of its activities? K) Do you know of any environmental audit the company might undergo? Can you kindly explain (How often? By who?)

If yes, does the company regularly review and update its systems? Can you kindly explain (How often?) M) What do you think your company does with its industrial waste?

River Containers/barrels Sewage Well Others, specify_________________________________________________________________





NGO Name Contact person Phone No. and e-mail

Location No. of branches

No. of employees

No. of volunteers

1- NGO’s mission and objectives

2- Please list the major ongoing projects/activities that your NGO participates in

3- Please list any occasional/one-off projects that your NGO participates in

4- How are the NGO’s projects/activities funded? (Government, private sector, International organizations, fundraising,

personal donations, etc)

5- Name specific Initiatives you would the private sector to help you with, and indicate what form of assistance is needed (e.g. financial, employee volunteers, services, in-kind donations, etc.)

6- If your NGO has worked with a private organization in the past, please provide more information on; the company’s

name; project details; form of help provided by the company; duration, contact information, etc.

7- Were any of the following elements included as part of the relationship with private sector organizations that have sponsored your projects.

Proposal YES NO Budget for proposed project Memorandum of understanding Contract Private sector follow-up?

8- In your opinion, how did the private sector benefit in return for their help?

Company name printed on brochure? Newsletter? or other NGO material? Yes No Company name mentioned in any events, or conferences Company name mentioned on NGO wall? Company received award of recognition Company name mentioned on the press release, articles, radio, TV? Etc. Company employees gained advantages. Other:

9- Did your NGO encounter any difficulty while approaching or working with the private sector? (e.g. lack of trust, lack

of support for initiatives, etc)

10- If your NGO hasn’t worked with private sector organizations before, please indicate reasons why, if any.

Appendix -7- NGO survey * Please contact the author for the original survey





What do you know about CSR/BCR? Do you think that companies have a responsibility to engage in community practices? Please explain the

role that you feel companies should play in society What do you think constitutes an irresponsible company? Given price and quality are equal, would you support a product/company that you know is more socially

responsible than another? What is the most important factor in forming an opinion of a company? Who do you trust most to work in the best interest of society? Do you think that CSR/BCR is widespread in the country? Are you satisfied with the type of CSR/BCR practices that exist in the country? Have you noticed an increase/decrease in CSR/BCR? What type/size/structure of companies do you feel are socially responsible in Lebanon? Can you mention names of companies that you feel have been socially responsible? Can you mention names of companies that you feel have not been socially responsible? Which development field do you feel are most supported by organizations? What do you think are the motives behind a company to get involved in CSR/BCR? In you opinion, what are some reasons why organizations might not get involved in community projects? Do you agree that community involvement is beneficial to an organization in terms of enhancing its

respect, brand image and reputation, increasing attractiveness to investors, strengthening HR practices, financial performance and relationships with all stakeholders.

What do you think of CSR/BCR’s potential in Lebanon? Can you recommend any future projects related to the BCR field? How do you perceive, priorities and cover issues related to CSR/BCR? How important are they? How

often are these issues covered? What section are they covered in? How big are the articles written about CSR/BCR?.

The media is said to be the most powerful industry that can influence how people and politicians think of CSR/BCR. What do you think is the media’s role in Lebanon in highlighting CSR/BCR practices?

When covering initiatives related to CSR/BCR, do you normally mention company names and types of contributions? If no, why not? And what can be done about it?

In your opinion what are the challenges/ difficulties for the media to cover CSR/BCR initiatives? (e.g. time factor, not a priority, difficulty in dealing with the community / corporations etc)

Based on the NGOs survey, and conversations with NGOs/ community members, there seems to be a communication gap between private sector organizations and NGOs. What do you think can be done to bridge that gap?

What mechanisms can be put in place to make CSR/BCR more effective? (e.g. NGO/Public Opinion survey, government lobbying? Establishment of a CSR/BCR reporting law?) What role can the media play in enhancing awareness/effectiveness of CSR/BCR in Lebanon?

What can be done to highlight a more ‘partnership’ oriented approach between various stakeholders? How can the media to be seen as a partner as well?

Will you be interested in increasing your role in enhancing awareness of CSR/BCR initiatives in Lebanon? If so, how do you feel you can contribute?

Appendix –8- Media Focus Group Discussion questions * Please contact the author for the original guide





What do you know about CSR or BCR? Now that you have a clearer picture of CSR, do you think that companies have a responsibility to engage

in CSR practices? Please explain the role companies should play in society? What do you think constitutes an irresponsible company? Given price and quality are equal, would you support a product/company that you know is more socially

responsible? What is the most important factor in forming an opinion of a company? Who do you trust most to work in the best interest of society? In your opinion, what are some reasons why organizations don’t get involved in community projects? Do you think that CSR/BCR is widespread in the country? Are you satisfied with the CSR practices that

exist in the country? Have you noticed an increase/decrease in CSR practices? What type of companies do you feel are socially responsible in Lebanon? Which industry? Size?

Structure (e.g. multinational vs. Local)? Can you mention names of companies that you feel have been socially responsible? Kindly state the

company and its initiative? Can you mention names of companies that you feel have not been socially responsible. Kindly state the

company and your reasons for feeling this way. You can also state the type of company e.g. industry, size, etc?

Which fields do you feel are most supported by organizations? What do you think are the motives behind a company to get involved in CSR? Do you agree that supporting community causes is beneficial to the organization in terms of enhancing its

respect, brand image and reputation, increasing attractiveness to investors, strengthening HR practices, financial performance and relationships with all stakeholders?

What do you think of CSR’s potential in Lebanon? What are the most fields that are in need of support? Can you recommend any projects / campaigns related to the BCR field?

What role do you play in designing CSR programmes for your clients? Do you set the plan/program for them or do you simply execute the advertising plan. Do you generally recommend CSR projects? Kindly give examples?

Do you feel that CSR projects/Ads are more effective (than traditional advertising) for companies in terms of consumer reach?

Based on the NGO survey, and conversations with NGOs/community members, there seems to be a gap between private sector organizations and the community in terms of communication, understanding, etc. e.g. NGO’s requests for support are not strategic, they approach the same organizations, etc. What do you think can be done to bridge that gap? What mechanisms can we put in place to make CSR more effective? (E.g. NGO/Public Opinion surveys, Government lobbying? Establishment of a CSR reporting law?)

What role can advertising agencies play in enhancing awareness/effectiveness of CSR in Lebanon? What can be done to highlight a more ‘partnership’ oriented approach between stakeholders? How can

advertising agencies be seen as a partner as well? Will you be interested in increasing your role in enhancing awareness of BCR initiatives in Lebanon? If

so, how do you feel you can contribute?

Appendix -9- Advertising agencies Focus Group Discussions questions * Please contact the author for the original guide





Do you think that CSR/BCR is widespread in the country? Are you satisfied with the CSR practices that exist in the country? Have you noticed an increase/decrease in CSR practices?

What type of companies do you feel are socially responsible in Lebanon? Which industry? Size? Structure (e.g. multinational vs. Local)

In your opinion, what are some reasons why organizations don’t get involved in community projects? Can you mention names of companies that you feel have been socially responsible? Kindly state the

company and its initiative. (Not necessarily those you have worked with-simply those that you feel are socially responsible.)

Can you mention names of companies that you feel have not been socially responsible? Kindly state the company and your reasons for feeling this way. You can also state the type of company e.g. industry, size, etc.

Which fields do you feel are most supported by organizations? Can you give me some examples of initiatives you’ve done with PS organizations. Kindly state the

company, initiative, length and type of partnership? Has your experience with the private sector been positive? Have you faced any difficulties? If so what? What are/were the potential benefits of cooperation with the private sector? What are/were the risks/suspicions/ difficulties of working with the private sector? What do you think are some obstacles or perceived obstacles for private sector organizations to work

with UN agencies? What can UN agencies do to improve their relationship with the private sector, or to attract more private

sector organizations? How important are private sector relationships within your agency? How much do you rely on PS

organizations to carry out your mission? Do you have clear guidelines and frameworks for partnership with PS? Do you report involvement to HQ

or a specific unit? Do you think there is a lot of potential for CSR in Lebanon to grow? How can we increase PS involvement

in Lebanon, especially among SMEs? Do you feel that the Global Compact would work in Lebanon? Can you recommend any companies that

you feel are ready to sign on to it? Based on the NGO survey, and conversations with NGOs/community members, there seems to be a gap

between private sector organizations and the community in terms of communication, understanding, etc. What do you think can be done to bridge that gap? What mechanisms can we put in place to make CSR more effective? (E.g. NGO/Public Opinion surveys, Government lobbying?

Establishment of a CSR reporting law?) What role can UN agencies play in enhancing BCR/ bridging the gap between society and companies? What can UN agencies do to increase information sharing and coordination of work with the private

sector among UN agencies?

Appendix –10- UN agencies Focus Group Discussions questions * Please contact the author for the original guide





RESEARCH FINDINGS 1- Overall, what are your initial impressions of the draft findings? Are they compatible with your experience

and/or understanding of business-community relations in Lebanon? 2- What are the limitations of community involvement, in particular cash and in-kind donations? What are the

benefits of long-term, sustainable, creative projects (e.g. link to a strategy, action plan, measurement system etc.)?

3- Why do you think companies engage in community initiatives in Lebanon? What are the direct and indirect benefits to companies?

4- What are the main obstacles preventing greater trust and collaboration between various sectors, including NGOs, private sector organizations, media, etc.? How might these be overcome?

5- Are there any issues not identified in the draft findings that you feel are important and need greater attention in Lebanon?

RESEARCH RECOMMENDATIONS 1- What are your initial thoughts on the recommendations? (10 min) 2- Do you have any suggestions for follow-up actions for UNDP/UNV, and the New Academy of Business or

any other sector? (10 min) WRAP-UP 1- Final comments, concerns, recommendations, etc. 2- Summary of research findings and recommendations.

Appendix –11- National Workshop roundtable questions * Please contact the author for the original guide





ESTIMATED MEDIA COVERAGE

Number of articles (print) 82 Number of interviews on TV 14 Number of documentaries 2 Total News Coverage 11 Total estimated airtime 3 Hours and 6 minutes Number of Websites mentioned 7

PRINT MEDIA

Project Launch No. of articles Newspapers/Magazines Date 1 Daily Star 20-July-01 2 L’Orient Le Jour 20-July-01 3 Al-Mustaqbal 20-July-01 4 Al-Diyar 20-July-01 5 As-Safir 20-July-01 6 Al-Liwaa Al-Iktisadi 20-July-01 IVD 2001 No. of articles Newspapers/Magazines Date 7 Al Bayraq 24 November 2001 8 Al Mustakbal 24 November 2001 9 Al Bayraq 26 November 2001 10 Kiifah Al Arabi 30 November 2001 11 An-Nahar 4 December 2001 12 Diyar 6 December 2001 13 L’orient le Jour 6 December 2001 14 An-Nahar 6 December 2001 15 Al Mustakbal 7 December 2001 16 Safir 7 December 2001 17 Daily Star 7 December 2001 18 An-Nahar 7 December 2001 19 Al Bayraq 7 December 2001 20 Diyar 7 December 2001 21 Al Liwaa 7 December 2001 22 Kifah Al Arabi 7 December 2001 23 Al Bayraq 10 December 2001 24 Al Mustakbal 10 December 2001 25 Kifah Al Arabi 10 December 2001 26 Al Sharq 10 December 2001 27 Al Liwaa 10 December 2001

Appendix -12- Media Coverage* * Please contact the author for samples





28 Al Masira 17 December 2001 29 Al Hasnaa 17 December 2001 30 Nadine 17-23 December 2001 FTML Colloquium No. of articles Newspapers/Magazines Date 31 Al-Massira 12-Oct-01 32 An-Nahar 4-Dec-01 33 Bayrak 4-Dec-01 34 Al-Liwaa 4-Dec-01 35 Al-Mustaqbal 6-Dec-01 36 Revue du Liban 8-Dec-01 37 L’Orient Le Jour 12-Dec-01 38 An-Nahar 12-Dec-01 39 As-Safir 12-Dec-01 40 Al-Liwaa 12-Dec-01 41 Al-Mustaqbal 12-Dec-01 42 Kifah Arabi 12-Dec-01 43 Al Shark 12-Dec-01 44 Anwar 12-Dec-01 Corporate Social Responsibility No. of articles Newspapers/Magazines Date 45 Daily Star 27 April 2002 46 Daily Star 29 April 2002 Corporate Volunteerism No. of articles Newspapers/Magazines Date 47 Vivants Univers Jan/Feb, Mars/April, 2002 Go Green14 No. of articles Newspapers/Magazines Date 48 Today’s outlook 49 Kesrwan Magazine March 2002 50 Journal of Corporate Citizenship January – March 2002 51 L’Orient Le Jour 25 April 2002 52 As-Safir 24 April 2002 53 La Revue du Liban 27April-4 May 2002 54 Daily Star 24 April 2002 55 UNDP Newsfront 9 May 2002 56 Echo 13 May 2002 57 L’Agenda Culturel 15-28 May 2002 58 Assinaa Wal’ikdissad June 2002 59 An-Nahar 13 June 2002 60 Al-Mustaqbal 13 June 2002 61 Al-Liwaa 13 June 2002 62 L’Orient Le Jour 14 June 2002

14 Go Green was also mentioned in the Daily Star article of April 29, 2002, and An Nahar article of December 4, 2002





63 Al Bayraq 16 July 2002 64 Daily Star 16 July 2002 65 L’Orient Le Jour 16 July 2002 66 Monday Morning 21-28 July 2002 67 Daily Star 18 July 2002 68 Revue du Liban 19-26 July 2002 69 Kesrwan July 2002 70 Hospitality News 23 – September 2002 71 Executive Magazine November 2002 National Workshop No. of articles Newspapers/Magazines Date 72 Al Safir 26/7/2002 73 An Nahar 26/7/2002 74 Daily Star 27/7/2002 75 Al Shark 26/7/2002 76 Al Bayrak 27/7/2002 International Volunteer Day 2002 No. of articles Newspapers/Magazines Date 77 Al Mustaqbal 4 December 2002 78 An Nahar 4 December 2002 Other No. of articles Newspapers/Magazines Date 79 UNV Annual Report 2001 80 UNV Brochure Lebanon 2003 81 New Academy Review Autumn 2002 82 ‘Something To Believe In’ 2003 TOTAL PRINT MEDIA : 82

15 Many articles mentioned earlier were also posted on the respective company websites (e.g. Daily Star, Vivant

Univers, etc.) 16 Excludes media websites that posted the above print articles electronically

WEBSITES15

No. Website address 1 www.schtroumpflb.com 2 www.undp.org.lb (http://www.undp.org.lb/partners/privatesector/bizcommunity.html;

http://www.undp.org.lb/unv/) 3 www.undp.org 4 http://www.new-academy.ac.uk/research/businesscommunity/index.htm 5 www.iyv2001.org 6 www.unv.org/infobase/anrep/2001/youth.htm 7 http://www.employeevolunteering.org.uk/resources/research9.htm TOTAL WEBSITES MENTIONED: 716





AUDIO-VISUAL COVERAGE

No. Event Type of

Coverage Est. Time Channel Date

1 Press Encounter News spot 30 Sec Tele Liban 20 July 02

2 Press Encounter News spot 30 Sec NBN 20 July 02 3 IVD 2001 Documentary 20 Minutes Orbit 6 December 02 4 IVD 2001 News spot 30 Sec MTV 6 December 02 5 Presentation in FTML

Workshop Live Coverage 25 Minutes NBN 11 December 02

6 Presentation in FTML Workshop

News spot 30 Sec LBC 11 December 02


News spot 30 Sec NBN 11 December 02


News spot 30 Sec MTV 11 December 02


News spot 30 Sec FTV 11 December 02

10 Go Green Live Interview 20 Minutes Nharkoun Saiid -LBCI 17 May 02 11 Go Green Live Interview 20 Minutes Nharkoun Saiid -LBCI 10 June 02 12 Go Green Live Interview 20 Minutes Nharkoun Saiid -LBCI 6 July 02 13 Go Green Live Interview 20 Minutes FTV 24 June 02 14 Go Green Interview 20 Minutes @MTV - MTV 23 June 02 15 Go Green Live Interview 20 Minutes New TV 18 July 02 16 Go Green Documentary 3 Minutes CNBC 25 May 02 17 Go Green Live Interview 20 Minutes NBN 6 July 02 18 Go Green News spot 30 Sec. New TV 12 June 02 19 Go Green News spot 30 Sec LBCI 12 June 02 20 Go Green Live Interview** 2 Minutes FTV 8 June 02 21 Go Green Live Interview** 2 Minutes NBN 19 June 02 22 Go Green Live Interview** 2 Minutes New TV 20 June 02 23 Go Green Live Interview** 2 Minutes @MTV-MTV 6 July 02 24 Go Green News spot 30 Sec @MTV- MTV 23 July 2002 25 Arlac Retreat - Cairo Interview 2 Minutes Misr TV 1 June 2002 26 Arlac Retreat – Cairo Interview 2 Minutes Sabah ElKheir.com 1 June 2002 27 National Workshop News Spot 30 Sec FTV 25 July 02 27 National Workshop News Spot 30 Sec MTV 25 July 02 Total Interviews: 14 Total documentaries: 2 Total News Coverage: 11 Estimated total air time : 3 Hours and 6 minutes ** These interviews were conducted by Coca-Cola but mentioned the ‘Go Green’ project





MAIN OBJECTIVE: Recognizing the benefits of corporate volunteerism (CV) on businesses, employees and communities, the main objective of the ‘Leadership via volunteerism’ project is to bring multi-stakeholders together through quality volunteerism activities that are mutually beneficial and have positive effects on human development in Lebanon

SUB-OBJECTIVES OUTPUTS ACTIVITIES

1-Capacity building within organizations, especially targeting enhanced Human Resources practices and organizational leadership through Corporate Volunteerism activities.

A comprehensive Corporate Volunteerism program developed in each of partnering organizations with a well-established strategy, framework, criteria, tools, etc.

Establishment of a CV tool kit, including a CV guide for companies on how to establish Corporate Volunteerism programs; The development of tailor made Corporate Volunteerism Programs (CVP) in partnering institutions

Institution / capacity building through mainstreaming and strengthening CSR/BCR practices in companies, by training, consulting and providing advice on tailor-made strategies, partnerships and activities.

Development of case studies for learning and information sharing Establishment of an Corporate Volunteerism Council (CVC), which groups companies and other stakeholders for networking and learning purposes. The development of measurement, benchmarking, and monitoring tools using success indicators that will assist organizations in improving their programs

2- Promotion of the Corporate Volunteerism field to other institutions, and the media via activities

Enhanced awareness of corporate volunteerism leading to an increase in the number of organizations that support CV programs within their corporation and therefore a bigger pool of volunteers.

Organization of a CV conference and various seminars bringing all stakeholders together. (Possibly to be jointly implemented with international institutions that have expertise in the field, such as the Point of Light Foundation and Volunteer Canada). Implementation of a media awareness campaign through interviews and dialogue with media representatives; the organization of press encounters; etc. Development of promotional material: posters, pamphlets, brochures, t-shirts, etc.

3- Implementation of Corporate Volunteerism activities that complement UNDP’s/UNV’s mandates, Lebanon’s development objectives, and the Millennium Development Goals (MDG)

Enhanced corporate culture, and quality of life in the community, leading to a complementing circle of enhanced business-community relations and a better environment for companies and communities to operate in.

Development and management of several Corporate Volunteerism activities under the theme ‘Volunteerism for Development’ with businesses and NGOs to leverage their resources, expertise, and networks. At this stage the ‘main partners will be expected to be heavily involved in the project’s implementation to ensure sustainability following the project’s closure.

Appendix -13- Leadership via volunteerism proposal (Objectives, outputs and activities)





APPENDIX –13

MAIN OBJECTIVE: Recognizing the benefits of corporate volunteerism (CV) on businesses, employees and communities, the main objective of the ICV project is to bring multi-stakeholders together through quality volunteerism activities that are mutually beneficial and have positive effects on human development in Lebanon

SUB-OBJECTIVES

OUTPUTS ACTIVITIES (****Kindly note that some of the activities mentioned below may serve more than one objective and/or UNV’s role.)

1-Establish a ‘CV Unit’ that would allow UNV to position itself as a leader in volunteerism in Lebanon and eventually globally

A comprehensive Corporate Volunteerism program for UNV with a well-established strategy, framework, criteria, tools, etc. that can be duplicated in other countries.

General activities The establishment of a Corporate Volunteerism Unit by recruiting a

team of UNVs to manage the ICV program. These UNVs are to be trained to carry out the all the activities that serve the objectives specified under sub objectives 1/2/3. Each will be responsible for establishing a detailed strategy to carry out their activities.

Upon completion of the ICV program, UNV is encouraged to duplicate

the same concept and activities globally for UNV HQ and include ‘corporate volunteerism’ within its mission and vision globally

The following activities can be implemented by UNV mainly playing a ‘convenor’ and a ‘facilitator’ role as follows: As a convenor, the: Conduction of extensive research on Corporate Volunteerism in

Lebanon, including employers’ motives, knowledge, etc. A CV research report to be developed and documented

Development of tools, framework, criteria, methodology for carrying out partnerships/activities in collaboration with the private sector and other stakeholders.

Establishment of an CV tool kit, including a CV guide for companies; and CV guide for NGOs; as well as various other promotional material as mentioned in Sub Objective –2-

As a facilitator, the Creation of a CV database as a tool that will facilitate bridging

employee volunteers to NGOs and the community Development of case studies for learning and information sharing Development of a network of companies, brokers and volunteer

organizations to support employee engagement. Establishment of an Corporate Volunteerism Council (EVC), which

groups companies and other stakeholders for networking and learning purposes. This CVC will also put all the success stories from capacity building together and look at their contributions locally as well as internationally.

Appendix -14- In-Corporate Volunteerism (ICV) proposal (Objectives, outputs and activities)





SUB-OBJECTIVES

OUTPUTS ACTIVITIES

2- Promote Corporate Volunteerism activities and practices at the local level

Enhanced awareness of corporate volunteerism leading to an increase in the number of organizations that support Corporate Volunteerism programs within their corporation and therefore a bigger pool of volunteers.

The following activities can be implemented by UNV mainly playing an ‘advocator’ role as follows: As an advocator, the Design and implementation of a ‘Leadership by example’ campaign by

UNV through its host institution and UNDP in order to champion a series of internal volunteerism activities by acting as ‘role models’

Participation in, and establishment of various conferences, seminars and workshops, presentation (Targeting various audiences, companies, universities, NGOs, etc) Some of these can be jointly implemented with other local and international institutions that have expertise in the field)

Implementation of media awareness campaign through interviews and dialogue with media representatives; the organization of press encounters; and the creation of Public Service Announcements (PSA) that will be broadcast to the public to promote volunteerism.

Development of promotional material: website, posters, pamphlets, brochures, testimonial books, t-shirts, etc.

Establishment of rewards and recognition tools for best practices, e.g. Awards to be distributed during International Volunteer Day (IVD)

3- Capacity building and the development of multi-stakeholder partnerships that complement UNDP’s/UNV’s mandates, Lebanon’s development objectives as defined in the UNDAF, CCF, etc. and ultimately the Millennium Development Goals (MDG)

Enhanced corporate culture, and quality of life in the community, leading to a complementing circle of enhanced business-community relations and a better environment for companies and communities to operate in.

The following activities can be implemented by UNV mainly playing a ‘Catalyst’ and ‘Implementor’ role as follows: As a catalyst, Institution / capacity building through; mainstreaming and strengthening

CSR/BCR practices in companies by providing training, consulting and advice on tailor-made strategies.

The development of measurement, benchmarking, monitoring tools using success indicators that will assist organisations in improving their programs

As an implementer, The development of multi-stakeholder partnerships under the theme

‘Partnerships for Development’ with businesses and NGOs to leverage their resources, expertise, and networks. It is in these strategic alliances that ICV will tap the highest level of leadership commitment and energy for the awareness campaign. Strategic partners at this level will be asked to participate in setting overall direction for the campaign as well as committing to accountability for specific implementation activities. UNV’s role in this case will be the facilitation, development, management, implementation and most importantly the participation in the actual activities.





The leadership challenge…a message from a group of business leaders ‘We believe we have an important role to play, in partnership with others in the public and private sectors and civil society, to help spread the benefits of development more widely by the manner in which we pursue our primary business activities. We believe that a commitment on our part to listen to and work with these other groups makes sound business sense and will enable us to better serve the interests of our shareholders and other key stakeholders, especially over the longer term. What does this mean in practice for business leaders? First and foremost, our companies’ commitment to being global corporate citizens is about the way we

run our own businesses. The greatest contribution we can make to development is to do business in a manner that obeys the law, produces safe and cost effective products and services, creates jobs and wealth, supports training and technology cooperation and reflects international standards and values in areas such as the environment, ethics, labor and human rights. To make every effort to enhance the positive multipliers of our activities and to minimize any negative impacts on people and the environment, everywhere we invest and operate. A key element of this is recognizing that the frameworks we adopt for being a responsible business must move beyond philanthropy and be integrated into core business strategy and practice.

Second, our relationships with key stakeholders are fundamental to our success inside and outside our companies. Being global corporate citizens requires us to identify and work with key stakeholders in our main spheres of influence: in the workplace, in the marketplace, along our supply chains, at the community level and in public policy dialogue. Our key stakeholders will vary based on our particular circumstances, but for most of us our employees, customers and shareholders are of fundamental importance, together with host communities and governments and a growing variety of civil society organizations.

Third, ultimate leadership for corporate citizenship rests with us as chief executives, chairmen and board directors. Although it is essential that we assign clear responsibilities, resources and leadership roles to our managers for addressing these issues on a day-to-day basis, ultimate responsibility rests with us. While specific definitions, approaches and issues may differ according to industry sector, location of operations, size and type of company ownership, we believe the Framework for Action (Please review summary below) provides a template for leadership that is relevant for all companies, industry sectors and countries. Some of us will use the terminology of corporate citizenship, others of corporate social responsibility, ethics, triple-bottom-line or sustainable development, but we believe the core principles and actions required are the same.’

Summary of the recommendations of the ‘Framework For Action’ First: Provide leadership: Set the strategic direction for corporate citizenship in your company and

engage in the wider debate on globalization and the role of business in development. Second: Define what it means for your company: Define the key issues, stakeholders and spheres of

influence, which are relevant for corporate citizenship in your company and industry. Third: Make it happen – Establish and implement appropriate policies and procedures and engage in

dialogue and partnership with key stakeholders to embed corporate citizenship into the company’s strategy and operations

Fourth: Be transparent about it – Build confidence by communicating consistently with different stakeholders about the company’s principles, policies and practices in a transparent manner, within the bounds of commercial confidentiality

Source: ‘Global Corporate Citizenship’, World Economic Forum

Appendix –15- Additional recommendations for companies





Recommendations on Transparency and Accountability in the Business Community As quoted from ‘Transparency and accountability in the business community

American Lebanese Chamber of Commerce (ALCC) Internal recommendations Encourage non-confessional practices, particularly in staff recruitment and promotions Develop a reward and penalty system to motivate good conduct and reduce unethical behavior Implement and customize the Code of Practice to suit the specifics of each business sector. Reveal all sources of funds entering into the company’s accounts as a standard internal procedure to

fight money laundering Intra-Private Sector Recommendations Develop a method to measure the success of your company’s efforts to fight unethical conduct and

lead by example Establish a neutral private sector body to perform tasks similar to the ‘Better Business Bureau’ or other

similar organizations Private-Public Sector Recommendations Mobilize the Consumer Protection Directorate at the Ministry of Economy to ensure fair practices

particularly those related to labeling, pricing and quality control Lobby for structural political reform at all levels. Seek to modernize and enforce laws and regulations through efficient commercial court procedures to

promptly settle commercial disputes National level recommendations Educate and raise awareness pertaining to the high cost of unethical conduct in society at large Inform the public at large of the high burden of unethical behavior on the business community and the

resulting negative impact on attracting new investments Promote the application of laws and regulations with no exceptions Push for complete transparency, as well accurate and timely information Increase the level of civic education and awareness of rights, obligation and responsibilities, which will

inevitably limit improper acts Launch a ‘Lead by Example; or ‘Be a role model’ campaign to promote the Code of Practice and

stress the importance of implementing it internally in order to later spread to the whole business community

Push for the application of Codes of Practice customized to fit the requirements of different professions with the assistance of related syndicates

Enforce penalties on any person (director or employee) that does not comply with the provisions of the Code of practice.

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