"Participation Builds Unity"
"MADE IN AFRICA - FOR AFRICA"
"Participation Builds Unity"
"MADE IN AFRICA - FOR AFRICA"
ENDORSED
THE 2004 CORPORATE SOCIAL INVESTMENT FORUM AND BUSINESS SUMMIT
Empowering People & Transforming our Communities
24-25 May 2004
Inter-Continental Sandton Sun & Towers
SANDTON - SOUTH AFRICA
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This forum provided delegates with the needed information to plan, initiate and maintain
Benefits Include Four Knowledge Building Ideas focusing on:
Walk Away with the know-how to:
Speakers included:
The event was endorsed by
Chairman: Peter Metcalfe, CEO, Foundation for the Development of Africa
National Priorities for CSI
Introduction to CSI
Making CSI a vested interest
“From Good Samaritan to Good Citizen”
CSI Strategy: 'The business of ethics and the ethics of business'
Innovation Bazaar, a case study for innovation in social development
Employees in the Communities: Innovation in CSI
ICT's supporting sustainable livelihood
GUEST SPEAKER:
Legal framework / Empowerment
Promoting Economic Empowerment and Entrepreneurship in our Communities
Economic Development & Upliftment
Eskom’s Model for CSI – a Case study
CSI Projects Case Study Telkom
The status of the implementation of CSI in SA
Achieving Sustainability through CSR
Sustainable Development: The Power of Collective Business Action
Some interesting comment derived from this conference:
Urged the need for a central database to identify CSI/CSR projects.
CSI (Corporate Social Investment) programmes.
· Economic Development and Upliftment
· Structuring Investment
· The Legal framework
· Empowering People, Companies and Communities
· Establish between economic development and “do-gooders”
· Attract partnerships both from public sector and the private sector
· Draft effective and beneficial legal frameworks
· Empower not only others but your organisation as well
Peter Metcalfe, CEO, Foundation for the Development of Africa
Vukani Mthintsho, Director: Stakeholder Management, Dept of Social Development
Eunice Maluleke,Transnet Foundation
Tembela Kulu, Head: Corporate Communications, Land Bank
Saliem Fakir, Director: SA Office, IUCN-The World Conservation Union
Colleen du Toit, Executive Director, SAGA
Kim Vossie, Shuttleworth Foundation
Laura Maxwell-Stuart, Corporate Services Manager, Charities Aid Foundation
Melanie Naidoo, Mindset Network
Claire Tucker, Bowman Gilfillan Inc
Solly Mlondobozi, Group Transformation Manager, Mondi
Dennis Nkosi, Business Support Manager, Eskom Development Foundation
Nketheleng Vokwana, CEO, Telkom Foundation
Reana Rossouw, Consultant, Renaicance Consultants
Lindiwe Mabuza, Environmental Scientist, CSIR Environmentek
Charlotte Middleton, Sustainable Futures Manager, NBI
Foundation for the Development of Africa
Vukani Mthintsho, Director: Stakeholder Management, Dept of Social Development
· Social Challenges
· Grassroots Economic Empowerment
· Sub-regional Challenges
Eunice Maluleke,Transnet Foundation
· What is CSI / Social Responsibility – A SA perspective
· Approaches to Corporate Social Responsibility
· Value Added Stakeholders
· Dimensions of Corporate Social Responsibility
Tembela Kulu, Head: Corporate Communications, Land Bank
· A business case for CSI
· Making CSI stick internally and externally
· Creating partnerships for sustainable development
· Positioning and creating a sustainable reputation
Saliem Fakir, Director: SA Office, IUCN-The World Conservation Union
· The meaning of Corporate Citizenship
· Why companies need to be part of society rather than out of society
· Is there a sense of corporate citizenship in South Africa?
· What needs to be done
· Being a local corporate as well as global corporate citizen – the tensions over patriotism
Colleen du Toit, Executive Director, SAGA
· Convergence of business and social agendas
· Building mutual sustainability - 'value from values'
· The potential for moral and ethical business leadership by managers who also think 'social investment' and 'social return'
· Getting to improved business and social performance through good corporate governance
Kim Vossie, Shuttleworth Foundation
· Funding innovation, funding risk
· Supporting projects that seek new ways of spreading existing resources further
· Innovation Bazaar 2003
· Innovation Bazaar 2004
· The way forward
Laura Maxwell-Stuart, Corporate Services Manager, Charities Aid Foundation
· The business case for employee community involvement
· Employee Volunteering: An overview of types of programmes
· What makes for a successful employee volunteering programme
· How to measure the impact of your programme & Report back
· Creating a partnership between your company and the community
Melanie Naidoo, Mindset Network
Meshack KHOSA - MTN Foundation
Claire Tucker, Bowman Gilfillan Inc
· Constitutional framework for CSI
· Provisions of the BEE Act
· The Balanced Scorecard
· Codes of Good Practice
Phelisa Mangcu, IDC
· IDC Profile
· IDC Mission
· IDC Strategy
· CSI Focus
· Current Project
· Strengthening CSI at IDC
Solly Mlondobozi, Group Transformation Manager, Mondi
· Integration of a company strategy to the macroeconomic development strategy
· Focusing strategy – avoiding one size fits all approach
· Stakeholder engagement
· Moving with the end in mind
· Relating solutions to defined realities on the ground
· Mix innovation with sustainability
Dennis Nkosi, Business Support Manager, Eskom Development Foundation
· Poverty alleviation and job creation
· Income generation programmes
· Business imperatives
· Small Business Development
Nketheleng Vokwana, CEO, Telkom Foundation
· Ensuring that your CSI Projects make a meaningful impact
· Learning to grow, improve and move on
· Role of Partners and Partnerships
· Beyond your company “image”
· Who-is-to-Judge
Lindiwe Mabuza, CSIR
· CSI trends in SA
- Companies implementing CSI projects/initiatives; what are their focal areas, how much do they invest?
- What areas are being over-invested in; which areas are under resourced?
· Existing gaps in the implementation of CSI programs; eg lack of models; lack of monitoring
· Challenges
· Recommendations
Reana Rossouw, Consultant, Renaicance Consultants
Charlotte Middleton, NBI
External drivers of good CSI
· Thinking beyond individual CSI
· The power of business coalitions
· Examples of collective success: The National Business Initiative The Business Trust
· Common trends
· Ensuring development and progress is sustainable
The need for better "vehicles" to improve service delivery
Emphasized the importance of "Good Governance"
The quality and quantity of projects
DOING GOOD + DOING WELL = DOING THE RIGHT THING!
Concerned about the lack of support for innovation.
Skills Development within your CSI
Recognition/Awards/Rewards
Good Reporting
CSI must be regarded as an ASSET not a COST
Chair Summation:
CSI/CSR/CCS (however you would like to refer to this programme) must be regarded as a process of measurable deliverables, demanding participation where synergies are identified allowing for the trendsetters or campaign followers to interact. This process demands strong leadership and a top down approach, especially within the corporate environment, therefore ensuring the implementation of a sound business strategy offering financial rewards.
This event was organised by:
Intelligent Management Strategies
lisa@intelmanstrat.co.za
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