2nd IRDO International Conference 2007 by Inštitut za razvoj družbene odgovornosti

2. mednarodna konferenca Dru`bena odgovornost in izzivi ~asa 2007

VLOGA MENED@ERJEV PRI RAZVOJU DRU@BENE ODGOVORNOSTI V PRIDOBITNIH IN NEPRIDOBITNIH DEJAVNOSTIH ZBORNIK PRISPEVKOV

2nd international conference Social responsibility and current challenges 2007

MANAGERS' ROLE IN THE DEVELOPMENT OF SOCIAL RESPONSIBILITY IN FOR-PROFIT AND NOT-FOR-PROFIT ORGANIZATIONS CONFERENCE PROCEEDINGS

Maribor, 7. - 8. junij 2007

IRDO - In{titut za razvoj dru`bene odgovornosti Preradovi~eva ulica 26, 2000 Maribor e-po{ta: info@irdo.si http://www.irdo.si tel.: 031 344 883 fax: 02 429 71 04

Zbornik prispevkov je sestavljen iz dveh delov - tiskani del zbornika s povzetki prispevkov in zgo{~enka s celotnimi prispevki predavateljev. Sklepi konference so objavljeni na spletni strani www.irdo.si.

Uredniki: Anita Hrast, ddr. Matja` Mulej, dr. Joìca Knez Riedl, Toni Vrana Zaloìl: IRDO - In{titut za razvoj dru`bene odgovornosti / zanj Anita Hrast Grafi~no oblikovanje: Uro{ Zupan~i~ (naslovnica, zgo{~enka), Kristijan Blaì~ (zbornik) Tehni~na ureditev in produkcija: Hiper Design Uro{ Zupan~i~ s.p., Kristijan Blaì~, MCA d.o.o.

Za verodostojnost besedil odgovarjajo avtorji sami. Prispevki niso lektorirani.

CIP - Katalo`ni zapis o publikaciji Narodna in univerzitetna knji`nica, Ljubljana 316.613:159.947.23(063)(082) 174(063)(082) MEDNARODNA konferenca Dru`bena odgovornost in izzivi ~asa (2 ; 2007 ; Maribor) Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih : zbornik prispevkov = Managers' role in the development of social responsibility in for-profit and not-for-profit organizations : conference proceedings / 2. mednarodna konferenca Dru`bena odgovornost in izzivi ~asa 2007 = 2nd International Conference Social Responsibility and Current Challenges 2007, Maribor 7.-8. junij 2007 ; [uredniki Anita Hrast ... et al.]. - Maribor : IRDO IRDO - In{titut za razvoj dru`bene odgovornosti, 2007 ISBN 978-961-91828-1-9 1. Gl. stv. nasl. 2. Vzp. stv. nasl. 3. Dru`bena odgovornost in izzivi ~asa 4. Social Responsibility and Current Challenges 5. Hrast, Anita 233434368

^astni pokrovitelj: dr. Janez Drnov{ek, predsednik Republike Slovenije

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

KAZALO VSEBINE 1 Predgovor .......................................................................................... 7 2 Program .............................................................................................. 9 2.1 2.2 2.3 2.4

Programski odbor konference ................................................................................................ 9 Organizacijski odbor konference............................................................................................ 9 Program konference ............................................................................................................ 10 Conference Programme........................................................................................................ 12

3 Povzetki referatov predavateljev........................................................ 15 3.1 Dru`bena odgovornost in dru`ba ........................................................................................ 15 3.1.1 Corporate Social Responsibility from a Government Perspective, ................................ 17 Elisabeth Dahlin, Ambassador, Head of Swedish Partnership of Global Responsibility, Swedish Ministry for Foreign Affairs 3.1.2 Aktualne novosti na podro~ju dru`bene odgovornosti v Sloveniji in EU, ........................ 19 Meta [toka Debevec, Ministrstvo RS za delo, dru`ino in socialne zadeve 3.1.3 Dru`ba in gospodarstvo z etiko dru`bene odgovornosti - mo`na peta faza dru`benogospodarskega razvoja?, .................................................................................. 21 ddr. Matja` Mulej, zaslu`ni profesor, Ekonomsko-poslovna fakulteta Univerze v Mariboru, Damijan Prosenak, MBA 3.2 Sektorski in interdisciplinarni pogledi na dru`beno odgovornost .......................................... 23 3.2.1 Promoting participation and ownership: Italian experiences in the public and nonprofit sectors, Martino Squillante, researcher, Cooperative Pares, Italy .................... 25 3.2.2 Razvojne mo`nosti sodelovanja profitnih in neprofitnih organizacij,.............................. 27 Robert Levi~ar, In{titut za novo ekonomiko 3.2.3 Dru`bena odgovornost do znanja, ........................................................................ 29 mag. Danica Hrovati~, samostojna svetovalka 3.2.4 Samomobilna organizacija kot gonilo dru`bene odgovornosti, .................................. 31 Toni Vrana, direktor zavoda Center Spirala 3.2.5 Controlling: a tool for corporate social responsibility - a systemic approach,.................. 33 Dr. Hellmut Loeckenhoff, samostojni raziskovalec, Nem~ija 3.2.6 Corporate Social Responsibility - UK Perspective,...................................................... 36 Alan Trueman, Alumni Associates Ltd, UK 3.3 Delo z javnostmi za razvoj dru`bene odgovornosti .............................................................. 39 3.3.1 Mo~ brez odgovornosti ali odgovornost brez mo~i?, ................................................ 41 dr. Sandra Ba{i} Hrvatin, Fakulteta za dru`bene vede Univerze v Ljubljani 3.3.2 Vloga PR svetovalcev za razvoj dru`bene odgovornosti v podjetjih in ustanovah, .......... 43 mag. Natalija Postru`nik, predsednica uprave, Slovensko dru{tvo za odnose z javnostmi (PRSS) 3.3.3 Varstvo potro{nikov in dru`bena odgovornost podjetij, .............................................. 45 Breda Kutin, predsednica Zveze potro{nikov Slovenije 3.4 Projekti za razvoj dru`bene odgovornosti ............................................................................ 47 3.4.1 Razvoj projektov za krepitev zavedanja o pomenu dru`bene odgovornosti kot izziv za mened`erje, ...................................................................................... 49 Anita Hrast, In{titut IRDO 3.4.2 Italija: Social Accountability and Responsibility for Italian Social Cooperatives: the experience of the Marche region, .................................................................... 51 Francesca Scocchera, COOSS MARCHE ONLUS Social Cooperative 5

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

3.4.3 Avstrija: Survey of CSR in Austria and the Carintian initiative 'Verantwortung zeigen!', .... 52 Dr. Iris StraĂ&#x;er, Projekt leader 'Verantwortung zeigen!', RespACT Austria and STRASSER & STRASSER Consulting 3.4.4 CSR - Code to Smart Reality, predstavitev projekta,.................................................. 55 Mojca Tomin{ek, GZS OZ Maribor 3.4.5 Projekt Rasto~a knjiga v Sloveniji, .......................................................................... 58 dr. Janez Gabrijel~i~, Dru{tvo ekonomistov Dolenjske in Bele krajine 3.5 Menedèrji kot klju~ni nosilci dru`bene odgovornosti in vez med skupinami dele`nikov ........ 61 3.5.1 Moral Leadership in Promoting Corporate Social Responsibility, .................................. 63 dr. Eloy Anello, National Director: Andean Centre of Excellence for Teacher Training, Universidad Nur-USAID, Bolivia and WHO consultant 3.5.2 Dealing with a complex future: the effects of alternative communication patterns as basis for sustainable innovations, ...................................................................... 65 dr. Gerald Steiner, dr. Filippina Risopoulos, Karl-Franzens Universitat Graz, Avstrija 3.5.3 Zakaj je dru`bena odgovornost tudi odgovornost menedèrjev?.................................. 67 Tonja Zadnik, strokovna sodelavka Zdruènja Manager, in Sonja [muc, izvr{na direktorica Zdruènja Manager 3.5.4 Dru`beno odgovorno upravljanje dru`b, ................................................................ 69 dr. Joìca Knez Riedl, izredna profesorica, Ekonomsko-poslovna fakulteta Univerze v Mariboru 3.6 Praksa menedèrjev pri uveljavljanju dru`bene odgovornosti in nekaterih standardov .......... 71 3.6.1 Prakti~ni primer delovanja podjetja Meblo Jogi d.o.o. Nova Gorica na podro~ju dru`bene odgovornosti, .............................................................................................. 73 Ingrid Heuffel Berginc, vodja sistema kakovosti v Meblo Jogi, d.o.o., Nova Gorica 3.6.2 Kaj prina{a standard ISO 26000?, ...................................................................... 75 Blanka Kaker, vodilna presojevalka, Slovenski institut za kakovost in meroslovje 3.6.3 Disseminating CSR within the Italian banking industry - the activities of the Italian Banking Association,.............................................................................................. 77 Angela Tanno, Ufficio Responsibilita sociale d'impresa Associazione Bancaria Italiana - ABI 3.6.4 Lokalne razvojne fundacije - prilo`nost za udejanjanje dru`bene odgovornosti v Sloveniji, .... 80 Toma` Bole, direktor ustanove Gallus J. Carniolus 3.7 Dru`bena odgovornost in sodobne dileme, strategije in vizije menedèrjev .......................... 85 3.7.1 Kju~ni izzivi pri uvajanu dru`bene odgovornosti: Kaj? Kdo? Zakaj? Kako? Kdaj? Kaj ne?, .................................................................................................. 87 Marko Rus, samostojen podjetnik in svetovalec 3.7.2 Okrogla miza: Uvajanje dru`bene odgovornosti v poslovanje podjetij in organizacij sodobne dileme, strategije in vizije menedèrjev, .................................................... 89 Gostje: predstavniki gospodarstva, razli~nih strokovnih zdruènj, neprofitnega sektorja, medijev

4 Referati predavateljev v celoti (na zgo{~enki) .................................... 90 5 Sklepi konference.............................................................................. 91 6 Organizatorji, sofinancerja, sponzorji... ............................................ 92 6.1 6.2 6.3 6.4 6.5 6.6

Organizatorji ...................................................................................................................... Sofinancerja ........................................................................................................................ Medijska pokrovitelja .......................................................................................................... Sponzorji ............................................................................................................................ Kompenzacijski sponzorji .................................................................................................... Donatorji ............................................................................................................................

92 93 93 94 95 95

7 Zahvala ............................................................................................ 96 6

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

1 PREDGOVOR OD DOMAÊ DO MEDNARODNE KONFERENCE O DRU@BENI ODGOVORNOSTI (PODJETIJ) Leta 2006 se je konferenca IRDO o dru`beni odgovornosti zgodila, ker je ta tema bila precej nova za mnoge izmed nas (razen prof. dr. Joìce Knez Riedl in Anite Hrast), ki smo dobili vabilo, naj se pridruìmo temu novemu naporu, da bi svet postal malce bolj{i. Hoteli smo pomagati sebi in mnogim drugim razumeti, kaj je to - dru`bena odgovornost. Veliko smo se nau~ili drug od drugega. Za mene napor kolegic, ki so bistvene v IRDO, za razvoj dru`bene odgovornosti zveni kot prispevek, ki je skladen z naslednjim zelo pomembnim navedkom filozofa Ralpha Walda Emersona: 'Kako meriti uspeh? Smejati se pogosto in veliko; pridobiti spo{tovanje pametnih ljudi in ljubezen otrok; spo{tovati lepoto; najti najbolj{e v drugih; zapustiti svet nekoliko bolj{i od prej, ali z zdravim otrokom, gredico na vrtu, izbolj{animi dru`benimi razmerami, dobro opravljenim delom; vedeti, da je vsaj eden la`je dihal skozi ìvljenje, ker si ti ìvel - to je znak uspeha'. ê k temu dodam navedek iz prispevka Ambasadorke Elisabeth Dahlin iz [vedske za IRDO 2007, lahko vidim, da njena ekscelenca vidi {tiri glavna podro~ja dru`bene odgovornosti podjetij: • • • •

^love{ke pravice, Okolje, Standardi zaposlovanja, Proti podkupovanju.

Te teme so tako univerzalne in ustanovna direktorica IRDO Anita Hrast tako predana nalogam IRDO, da smo morali poskusiti napraviti prvi korak k ukvarjanju s temi bistvenimi mednarodnimi, pravzaprav globalnimi vpra{anji na mednarodni ravni. Prepri~an sem, da se bomo letos ponovno veliko nau~ili drug od drugega. In sem hvale`en vsem udele`encem za to prilo`nost. Matja` Mulej

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

FROM A LOCAL TO AN INTERNATIONAL CONFERENCE ON (CORPORATE) SOCIAL RESPONSIBILITY In 2006, the IRDO conference on social responsibility took place because the topic of (corporate) social responsibility was quite new to many of us (except Prof. Dr. Jo`ica Knez Riedl and Anita Hrast), who were invited to join the newly established effort aimed at making this world a bit better. We wanted to help ourselves and many others understand, what is social responsibility all about. We all learned very much from each other. To me the IRDO's crucial ladies effort for the development of social responsibility sounds like a contribution in accord with the following quotation of a very important statement by the philosopher Ralph Waldo Emerson: 'How do you measure success? To laugh often and much; to win the respect of intelligent people and the affection of children; to appreciate beauty; to find the best in others; to leave the world a little better, whether by a healthy child, a garden patch, a redeemed social condition, or a job well done; to know even one other life has breathed easier because you have lived - this is to have succeeded'. If I add to this quotation the one by Ambassador Elisabeth Dahlin from Sweden in her contribution to IRDO 2007, we can see, that her Excellence sees for main areas of corporate social responsibility: • • • •

Human Rights Environment Labor Standards Anti-Corruption.

These topics are so universal, and the establishing manager of IRDO Anita Hrast is so devoted to IRDO's task, that we have had to try to make a first step in addressing these crucial international, actually global, issues on an international level. I am sure we will learn from each other very much this year again. And I am thanking all participants for this opportunity. Matja` Mulej

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

2 PROGRAM 2.1 PROGRAMSKI ODBOR KONFERENCE ddr. Matja` Mulej, zaslu`ni profesor, Ekonomsko-poslovna fakulteta Univerze v Mariboru in In{titut IRDO, predsednik Programskega odbora konference in predsednik Strokovnega sveta in{tituta IRDO dr. Joìca Knez Riedl, izredna profesorica, Ekonomsko-poslovna fakulteta Univerze v Mariboru in In{titut IRDO, podpredsednica Strokovnega sveta in{tituta IRDO Magdalena Tovornik, vi{ja svetovalka predsednika RS za politi~ne zadeve in ~lanica Strokovnega sveta in{tituta IRDO Meta [toka Debevec, koordinatorka medresorske delovne skupine pri Ministrstvu RS za delo, druìno in socialne zadeve Sonja [muc, izvr{na direktorica Zdruènja Manager Slovenije mag. Joè Protner, direktor Gospodarske zbornice Slovenije - Obmo~ne zbornice Maribor mag. Natalija Postru`nik, predsednica uprave, Slovensko dru{tvo za odnose z javnostmi (PRSS) Toni Vrana, direktor zavoda Center Spirala dr. Gerald Steiner, Karl-Franzens Universitat Graz, Avstrija dr. Filippina Risopoulos Karl-Franzens Universitat Graz, Avstrija dr. Hellmut Loeckenhoff samostojni raziskovalec, Nem~ija

2.2 ORGANIZACIJSKI ODBOR KONFERENCE Angelca Ademovi~, direktorica Creditexpress d.o.o. in podpredsednica Sveta zavoda in{tituta IRDO, predsednica Organizacijskega odbora konference Stanko Obradovi~, direktor Medis-M d.o.o. in predsednik Sveta zavoda in{tituta IRDO Vinko Kurent, podpredsednik Zdru`enja podjetnikov Slovenije, direktor Mikrodata d.o.o. ~lan Strokovnega sveta in{tituta IRDO Anita Hrast, ustanoviteljica in direktorica In{tituta IRDO Anton Petelin{ek, urednik in novinar, RTV Slovenija - Radio Maribor, in ~lan Strokovnega sveta in{tituta IRDO Mahnaz Alai'Vaillancourt samostojna svetovalka za odnose z javnostmi (mednarodno)

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

2.3 PROGRAM KONFERENCE 1. dan: ~etrtek, 7. junij 2007

moderator: prof. ddr. Matja` Mulej

URA

PROGRAM

8.30 - 9.00 9.00 - 9.45 9.00 - 9.20 9.15 - 9.30

Registracija udeleèncev UVODNI NAGOVORI Pozdravne besede v imenu ~astnega pokrovitelja ddr. Matja` Mulej, zaslu`ni profesor Univerze v Mariboru in predsednik Strokovnega sveta in{tituta IRDO mag. Joè Protner, direktor Gospodarske zbornice Slovenije - Obmo~ne zbornice Maribor mag. Sonja Klop~i~, direktorica ORIA Computers in ~lanica upravnega odbora Zdruènja Manager mag. Natalija Postru`nik, predsednica uprave, Slovensko dru{tvo za odnose z javnostmi (PRSS) DRU@BENA ODGOVORNOST IN DRU@BA Corporate Social Responsibility from a Government Perspective, Elisabeth Dahlin, Ambassador, Head of Swedish Partnership of Global Responsibility, Swedish Ministry for Foreign Affairs Aktualne novosti na podro~ju dru`bene odgovornosti v Sloveniji in EU, Meta [toka Debevec, Ministrstvo RS za delo, druìno in socialne zadeve Dru`ba in gospodarstvo z etiko dru`bene odgovornosti - mo`na peta faza dru`beno-gospodarskega razvoja?, ddr. Matja` Mulej, zaslu`ni profesor, Ekonomsko-poslovna fakulteta Univerze v Mariboru, Damijan Prosenak, MBA Odmor SEKTORSKI IN INTERDISCIPLINARNI POGLEDI NA DRU@BENO ODGOVORNOST Promoting participation and ownership: Italian experiences in the public and nonprofit sectors, Martino Squillante, researcher, Cooperative Pares, Italy Razvojne mo`nosti sodelovanja profitnih in neprofitnih organizacij, Robert Levi~ar, direktor In{tituta za novo ekonomiko Dru`bena odgovornost do znanja, mag. Danica Hrovati~, samostojna svetovalka Samomobilna organizacija kot gonilo dru`bene odgovornosti, Toni Vrana, direktor zavoda Center Spirala Controlling: a tool for corporate social responsibility - a systemic approach, Dr. Hellmut Loeckenhoff, samostojni raziskovalec, Nem~ija Corporate Social Responsibility - UK Perspective, Alan Trueman, Alumni Associates Ltd, UK Kosilo DELO Z JAVNOSTMI ZA RAZVOJ DRU@BENE ODGOVORNOSTI Mo~ brez odgovornosti ali odgovornost brez mo~i?, dr. Sandra Ba{i} Hrvatin, Fakulteta za dru`bene vede Univerze v Ljubljani Vloga PR svetovalcev za razvoj dru`bene odgovornosti v podjetjih in ustanovah, mag. Natalija Postru`nik, predsednica uprave, Slovensko dru{tvo za odnose z javnostmi (PRSS) Varstvo potro{nikov in dru`bena odgovornost podjetij, Breda Kutin, predsednica Zveze potro{nikov Slovenije Odmor PROJEKTI ZA RAZVOJ DRU@BENE ODGOVORNOSTI Razvoj projektov za krepitev zavedanja o pomenu dru`bene odgovornosti kot izziv za menedèrje, Anita Hrast, direktorica In{tituta IRDO Italija: Social Accountability and Responsibility for Italian Social Cooperatives: the experience of the Marche region, Francesca Scocchera, COOSS MARCHE ONLUS Social Cooperative

9.30 - 9.35 9.35 - 9.40 9.40 - 9.45 9.45 - 11.15 9.45 - 10.15

10.15 - 10.45 10.45 - 11.15

11.15 -11.30 11.30 - 13.00 11.30 - 11.50 11.50 - 12.10 12.10 - 12.30 12.30 - 12.50 12.50 - 13.00

13.00 - 14.20 14.20 - 15.20 14.20 - 14.40 14.40 - 15.00

15.00 - 15.20 15.20 - 15.30 15.30 - 17.10 15.30 - 15.50 15.50 - 16.10

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

16.10 - 16.30

16.30 - 16.50 16.50 - 17.10 17.10 - 17.30 19.30 - 21.30

Avstrija: Survey of CSR in Austria and the Carintian initiative 'Verantwortung zeigen!', Dr. Iris StraĂ&#x;er, Projekt leader 'Verantwortung zeigen!', RespACT Austria and STRASSER & STRASSER Consulting CSR - Code to Smart Reality, predstavitev projekta, Mojca Tomin{ek, vodja projektov pri GZS - OZ Maribor Projekt Rasto~a knjiga v Sloveniji, dr. Janez Gabrijel~i~, Dru{tvo ekonomistov Dolenjske in bele krajine ZAKLJUÊK PRVEGA DNE KONFERENCE S SKLEPI SPREJEM ZA UDELE@ENCE KONFERENCE PRI PODÛPANU MESTNE OBÎNE MARIBOR, g. ANDREJU VERLIÛ (STARA TRTA NA LENTU)

2. dan: petek, 8. junij 2007

moderatorka: prof. dr. Jo`ica Knez Riedl

URA

PROGRAM

8.30 - 9.00 9.00 - 11.00

Registracija udeleèncev MENED@ERJI KOT KLJU^NI NOSILCI DRU@BENE ODGOVORNOSTI IN VEZ MED SKUPINAMI DELE@NIKOV Moral Leadership in Promoting Corporate Social Responsibility, dr. Eloy Anello, National Director: Andean Centre of Excellence for Teacher Training, Universidad Nur-USAID, Bolivia, and World Health Organization (WHO) consultant Dealing with a complex future: the effects of alternative communication patterns as basis for sustainable innovations, dr. Gerald Steiner, dr. Filippina Risopoulos, Karl-Franzens Universitat Graz, Avstrija Zakaj je dru`bena odgovornost tudi odgovornost menedèrjev? Tonja Zadnik, strokovna sodelavka Zdruènja Manager, in Sonja [muc, izvr{na direktorica Zdruènja Manager Dru`beno odgovorno upravljanje dru`b, dr. Joìca Knez Riedl, izredna profesorica, Ekonomsko-poslovna fakulteta Univerze v Mariboru Odmor PRAKSA MENED@ERJEV PRI UVELJAVLJANJU DRU@BENE ODGOVORNOSTI IN NEKATERIH STANDARDOV Prakti~ni primer delovanja podjetja Meblo Jogi d.o.o. Nova Gorica na podro~ju dru`bene odgovornosti, mag. Ingrid Heuffel Berginc, vodja sistema kakovosti v Meblo Jogi, d.o.o., Nova Gorica Kaj prina{a standard ISO 26000?, Blanka Kaker, vodilna presojevalka, Slovenski institut za kakovost in meroslovje Disseminating CSR within the Italian banking industry - the activities of the Italian Banking Association, Angela Tanno, Ufficio Responsibilita sociale d'impresa Associazione Bancaria Italiana - ABI Lokalne razvojne fundacije - prilo`nost za udejanjanje dru`bene odgovornosti v Sloveniji, Toma` Bole, direktor ustanove Gallus J. Carniolus Kosilo DRU@BENA ODGOVORNOST IN SODOBNE DILEME, STRATEGIJE IN VIZIJE MENED@ERJEV Kju~ni izzivi pri uvajanu dru`bene odgovornosti: Kaj? Kdo? Zakaj? Kako? Kdaj? Kaj ne?, Marko Rus, samostojen podjetnik in svetovalec Okrogla miza: Uvajanje dru`bene odgovornosti v poslovanje podjetij in organizacij - sodobne dileme, strategije in vizije menedèrjev, Gostje: predstavniki gospodarstva, razli~nih strokovnih zdruènj, neprofitnega sektorja, medijev ZAKLJUÊK KONFERENCE S SKLEPI PRVEGA IN DRUGEGA DNE

9.00 - 9.30

9.30 - 10.00

10.00 - 10.30

10.30 - 11.00 11.00 - 11.10 11.10 - 13.00 11.10 - 11.40

11.40 - 12.10 12.10 - 12.40

12.40 - 13.00 13.00 - 14.30 14.30 - 16.00 14.30 - 14.50 14.50 - 16.00

16.00 - 16.30

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

2.4 CONFERENCE PROGRAMME Day 1: Thursday, 7th of June 2007

Moderator: prof. ddr. Matja` Mulej

TIME

PROGRAMME

8.30 - 9.00 9.00 - 9.45 9.00 - 9.20 9.15 - 9.30

Registration of participants INTRODUCTORY SPEECHES Introduction speech in the name of honourable sponsor Ddr. Matja` Mulej, ddr. Matja` Mulej, Professor emeritus, Faculty of Economics and Business, University of Maribor, and Head of IRDO Expert Board Mag. Jo`e Protner, General Manager, Maribor Regional Chamber of Commerce and Industry Biljana Weber, General Manager, IBM Slovenia and member of Managers' Association of Slovenia Board mag. Natalija Postru`nik, president of the board, Slovene association for PR (PRSS) SOCIAL RESPONSIBILITY AND SOCIETY Corporate Social Responsibility from a Government Perspective, Elisabeth Dahlin, Ambassador, Head of Swedish Partnership of Global Responsibility, Swedish Ministry for Foreign Affairs Actual noveltiesCurrent developments in the field of Social Responsibility in Slovenia and EU, Meta [toka Debevec, Ministry R Slovenia for work, family and social affairs Society and economy with Social Responsibility of all - fifth phase of economic development? ddr. Matja` Mulej, Professor Emeritus, Faculty of Economics and Business, and Damijan Prosenak, MBA Coffee break SECTOR AND INTERDISCIPLINARY VIEWS ON SOCIAL RESPONSIBILITY Promoting participation and ownership: Italian experiences in the public and non-profit sectors, Martino Squillante, researcher, Cooperative Pares, Italy Development possibilities in collaboration of for-profit and not-for-profit organizations, Robert Levi~ar, Institute for new economics Social Responsibility to knowledge, Danica Hrovati~, independent adviser Selfmobile organization as a driving power for Social Responsibility, Toni Vrana, General Manager of Center Spirala Institute Controling as a tool of corporate social responsibility, dr. Hellmut Loeckenhoff, independent researcher, Nem~ija Germany Corporate Social Responsibility - UK Perspective, Alan Trueman, Alumni Associates Ltd, UK Lunch WORK WITH PUBLIC IN THE DEVELOPMENT OF SOCIAL RESPONSIBILITY Power without responsibility or responsibility without power?, dr. Sandra Ba{i} Hrvatin, Faculty for Social Sciences, University in of Ljubljana The role of PR advisers in the development of social responsibility in companies and institutions, mag. Natalija Postru`nik, President of the Board, Slovene Association for PR (PRSS) Safety of consumer rights and social responsibility of customers, Breda Kutin, president of Consumer Association of Slovenia Coffee break PROJECTS FOR DEVELOPMENT OF SOCIAL RESPONSIBILITY Development of projects for raising awareness of the importance of Social Responsibility as challenge for managers, Anita Hrast, IRDO Institute Italy: Social Accountability and Responsibility for Italian Social Cooperatives: the experience of the Marche region, Francesca Scocchera, COOSS MARCHE ONLUS Social Cooperative

9.30 - 9.35 9.35 - 9.40 9.40 - 9.45 9.45 - 11.15 9.45 - 10.15

10.15 - 10.45 10.45 - 11.15

11.15 -11.30 11.30 - 13.00 11.30 - 11.50 11.50 - 12.10 12.10 - 12.30 12.30 - 12.50 12.50 - 13.00

13.00 - 14.20 14.20 - 15.20 14.20 - 14.40 14.40 - 15.00

15.00 - 15.20 15.20 - 15.30 15.30 - 17.10 15.30 - 15.50 15.50 - 16.10

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

16.10 - 16.30

17.10 - 17.30

Austria: Survey of CSR in Austria and the Carinthian initiative 'Verantwortung zeigen!', Dr. Iris StraĂ&#x;er, Project leader 'Verantwortung zeigen!', RespACT Austria and STRASSER & STRASSER Consulting CSR - Code to Smart Reality, project presentation, Mojca Tomin{ek, GZS OZ Maribor Project Growing book in Slovenia, dr. Janez Gabrijel~i~, Association of economists from Dolenjska and Bela Krajina CLOSING OF CONFERENCE 1ST DAY WITH CONCLUSIONS

19.30 - 21.30

RECEPTION FOR CONFERENCE PARTICIPANTS AND CONCERT

16.30 - 16.50 16.50 - 17.10

Day 2: Friday, 8th of June 2007

Moderator: prof. dr. Jo`ica Knez Riedl

TIME

PROGRAMME

8.30 - 9.00 9.00 - 11.00

Registration of participants MANAGERS AS KEY HOLDERS OF SOCIAL RESPONSIBILITY AND LINK AMONG GROUPS OF SHAREHOLDERS Moral Leadership in Promoting Corporate Social Responsibility, dr. Eloy Anello, National Director: Andean Centre of Excellence for Teacher Training, Universidad Nur-USAID, Bolivia and WHO consultant Dealing with a complex future: the effects of alternative communication patterns as a basis for sustainable innovations, dr. Gerald Steiner, dr. Filippina Risopoulos, Karl-Franzens Universitat Graz, Avstrija Austria Why is social responsibility also responsibility of managers?, Tonja Zadnik, expert adviser of Managers' Association of Slovenia, and Sonja [muc, General Manager of Managers' Association of Slovenia Socially Responsible Corporate Governance, dr. Jo`ica Knez Riedl, Associate Professor, Faculty of Economics and Business, University of Maribor Coffee break MANAGERS PRAXIS EXPERIENCE AT IN THE IMPLEMENTATION OF SOCIAL RESPONSIBILITY AND SOME STANDARDS Practical sample of Social Responsible activities of Meblo Jogi d.o.o., Nova Gorica company, Ingrid Heuffel Berginc, quality management leader at Meblo Jogi, d.o.o., Nova Gorica Novelties, which standard ISO 26000 will bring in the year 2008, Blanka Kaker, leading certificator (judge) SIQ - Slovene Institute for Quality and Measurement Disseminating CSR within the Italian banking industry - the activities of the Italian Banking Association, Angela Tanno, Ufficio Responsibilita sociale d'impresa Associazione Bancaria Italiana - ABI The local development foundations - Community foundations as an opportunity how to realize the social responsibility in Slovenia, Toma` Bole, Gallus J. Carniolus Foundation Lunch CSR AND CONTEMPORARY MANAGERS DILEMMAS, STRATEGIES AND MANAGERS VISIONS Key challenges for implementing Social Responsibility: What? Who? Why? How? When? What not?, Marko Rus, consultant and entrepreneur Round table: Implementing of SR in business of companies and institutions contemporary managers dilemmas, strategies and visions, Guests: representatives of business, different expert associations, non-profit sector, media Closing of Conference with conclusions of 1st and 2nd Day

9.00 - 9.30

9.30 - 10.00

10.00 - 10.30

10.30 - 11.00 11.00 - 11.10 11.10 - 13.00 11.10 - 11.40

11.40 - 12.10 12.10 - 12.40

12.40 - 13.00

13.00 - 14.30 14.30 - 16.00 14.30 - 14.50 14.50 - 16.00

16.00 - 16.30

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

3.1 Dru`bena odgovornost in dru`ba

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

3.1.1 CORPORATE SOCIAL RESPONSIBILITY FROM A GOVERNMENT PERSPECTIVE Elisabeth Dahlin Ambassador, Head of Swedish Partnership of Global Responsibility, Swedish Ministry for Foreign Affairs

Povzetek: Podjetja naj bi vgradila dru`beno odgovornost v svoje normalno poslovanje. To zahteva globalni trg. Prispevek prikazuje {vedske izku{nje, ki temeljijo na mednarodnih pobudah Zdru`enih narodov, OECD in globalnega sre~anja vodilnih, ki bo julija 2007. Klju~ne besede: dru`bena odgovornost podjetij, globalno sre~anje vodilnih 2007, OECD, [vedska, Zdru`eni narodi

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

3.1.1 CORPORATE SOCIAL RESPONSIBILITY FROM A GOVERNMENT PERSPECTIVE Elisabeth Dahlin Ambassador, Head of Swedish Partnership of Global Responsibility, Swedish Ministry for Foreign Affairs

Abstract: Enterprises should include corporate social responsibility in their normal business style. The global market requires this. The contribution presents the Swedish experience based on international initiatives by United Nations, OECD and the Global Compact Leaders Summit to take place in July 2007. Key words: corporate social responsibility, Global Compact Leaders Summit 2007, OECD, Sweden, Uniterd Nations

References: Ambassador Elisabeth Dahlin is the Head of Swedish Partnership of Global Responsibility, Swedish Ministry for Foreign Affairs. Prior to this, she was the Deputy Director General of the National Board of Trade, Sweden (2001-2005). She has held a number of positions at the Swedish Ministry for Foreign Affairs and been posted to Swedish missions in Brazil, Zambia and Vietnam as well as to the UN. She was the Secretary General of the National Council of Swedish Youth 1984-1988, the Chairperson of ICDA, International Coalition for Development Action, an international north-south NGO based in Brussels, 1987-88, and the Chairperson of the Swedish North-South coalition, the trade/development branch of the Swedish UN Association 198687. She has been a lecturer at ISEAs Singapore, Harvard Kennedy School of Government programme in Ho Chi Minh, Vietnam on Trade and International Economics, at RMIT Ho Chi Minh and Hanoi on WTO and developing countries. She obtained a MA in Political Science and Economy from University of Uppsala and Hanoi University.

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

3.1.2 AKTUALNE NOVOSTI NA PODRO^JU DRU@BENE ODGOVORNOSTI V SLOVENIJI IN EU Meta [toka Debevec Ministrstvo RS za delo, dru`ino in socialne zadeve

Povzetek: V prispevku smo nanizali aktualne novosti na podro~ju dru`bene odgovornosti na ravni EU in v svetu, kjer se s temi vpra{anji v zadnjem ~asu precej ukvarjajo. Prikazali smo dileme glede prihodnje morebitne bolj formalne ureditve tega podro~ja na ravni EU in povzetki razprav. Poleg mednarodnega smo opisali tudi dogajanje v Sloveniji, zlasti v okviru vlade in njenih ministrstev, ki pokrivajo ta podro~ja.

Reference: Metka [toka Debevec je diplomirana ekonomistka, ve~ino delovne dobe zaposlena na Ministrstvu za delo, druìno in socialne zadeve, oziroma njegovih predhodnikih. Ves ~as je delala na podro~ju socialnega dialoga in dogovarjanja s socialnimi partnerji (o politiki pla~, sklepanje kolektivnih pogodb za javni sektor; vse od osamosvojitve Slovenije je bila zadolèna tudi za pripravo in sklepanje socialnih sporazumov, pri ~emer {e vedno sodeluje). Socialna odgovornost podjetij sodi v njeno delovno podro~je zadnja tri leta, odkar je ~lanica Skupine visokih nacionalnih predstavnikov za dru`beno odgovornost podjetij pri Evropski komisiji. V tej vlogi se udeleùje rednih sestankov komisije ter konferenc in drugih sre~anj na to temo, kjer pridobiva nove izku{nje, znanja in informacije. Ministrstvo RS za delo, druìno in socialne zadeve je znotraj vlade zadolèno za koordinacijo priprave nacionalnega poro~ila o javnih politikah na podro~ju dru`bene odgovornosti, kar prav tako sodi med njene neposredne zadolìtve.

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

3.1.2 ACTUAL NOVELTIESCURRENT DEVELOPMENTS IN THE FIELD OF SOCIAL RESPONSIBILITY IN SLOVENIA AND EU Meta [toka Debevec Ministry R Slovenia for work, family and social affairs

Abstract: The report gives a short overview of the actual discussions that lately have taken place about corporate social responsibility in EU and worldwide, describing the main questions and dilemmas to be resolved before preparing a final document by the European Commission. In addition to that there is an overview of the activities of the competent ministries that are in charge of public policies to promote social responsibility in Slovenia.

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

3.1.3 DRU@BA IN GOSPODARSTVO Z ETIKO DRU@BENE ODGOVORNOSTI - MO@NA PETA FAZA DRU@BENO-GOSPODARSKEGA RAZVOJA? ddr. Matja` Mulej zaslu`ni profesor, Univerza v Mariboru, Ekonomsko-poslovna fakulteta, Maribor, Slovenija, E-mail: mulej @uni-mb.si

Damijan Prosenak MBA, Podjetnik, Damijan Prosenak s.p., Slovenska Bistrica, Slovenija E-mail: damijan.prosenak@siol.net

Povzetek: Kaj bo nasledilo inovativno dru`bo? Dru`beno-gospodarska zgodovina ~love{tva jasno odseva Porterjev model {tirih faz: (1) konkuren~nost od naravnih virov, (2) od investicij, (3) od inovacij, (4) v izobilju. Ekonomska teorija pojasnjuje prvi dve fazi dosti bolje kot kasnej{i dve, saj se ukvarja z zadovoljevanjem ~love{kih potreb v razmerah pomanjkanja virov. Zlasti faza izobilja, ki je najbolj zaèlena v praksi in teoriji, se je izkazala kot velik vir teàv. Povzro~a samozadovoljstvo namesto ambicije ustvarjati, saj imajo ljudje vse, kar potrebujejo. Tako nastanejo teàve, ki utegnejo vrniti ìvljenje v novo prvo fazo - bedo. Nova merila u~inkovitosti in uspe{nosti naj bi povzro~ila novo vrsto dru`beno-ekonomske in individualne motivacije, da bi se ljudje izognili vrnitvi v bedo. Investiranje samo ne zado{~a, saj samozadovoljni kupci niso ve~ kupci, in samozadovoljni investitorji in delavci ne proizvajajo ve~. Inoviranje samo je zato malo verjetno, saj zahteva ambicije, ustvarjalnost, investiranje in porabo. Tako je mo`no, da merila dru`bene odgovornosti (vseh, ne samo podjetij) kaèjo pot iz slepe ulice; meriti se dajo po psiholo{kih in sociolo{kih merilih blagostanja, povzetih v sre~nosti. A le-ta naj bi imela temelj v zadostni in potrebni celovitosti ustvarjalnosti, ki se da dose~i z etiko soodvisnosti, ne zgolj s posedovanjem nepotrebnih materialnih dobrin. Klju~ne besede: blagostanje, dru`bena odgovornost, dru`beno-gospodarski razvoj, inoviranje, zadostna in potrebna celovitost

Reference: Ddr. Matja` MULEJ, 1941, Slovenec, je doktor ekonomskih znanosti (s podro~ja teorije sistemov) in doktor mened`mentskih znanosti (s podro~ja inovacijskega mened`menta), zaslu`ni profesor teorije sistemov in inovacij. Deluje na Ekonomskoposlovni fakulteti Univerze v Mariboru. Redni professor je bil od leta 1983 do sept. 2001. Je avtor dialekti~ne teorije sistemov in teorije inovativnega poslovanja (za tranzicijske razmere). Objavljal je v +40 deèlah in slu`boval v {estih. Objavil in uredil je preko 60 knjig in zbornikov. Bil je gostujo~i profesor in raziskovalec v tujini 15 semestrov, med drugim na Cornell U., ZDA. Med vidne ~asti {tejemo ~lanstvo v treh Akademijah znanosti in umetnosti - Newyor{ki (1996), Evropski s sedeèm v Salzburgu (2004) in Evropski s sedeèm v Parizu (2004). Predava zdaj na vseh slovenskih univerzah in dveh avstrijskih. Med javnimi zadolìtvami je vidna naloga podpredsednika International Federation for Systems Research (IFSR) v obdobju 2002-2004 in 2004-2006 ter vloga predsednika IFSR od aprila 2006 dalje. V registru raziskovalcev ima {tevilko 8082; tam je zapisanih preko entiso~ avtorskih postavk. Ima okrog 120 citiranosti in samo v letih 2000-2006 ve~ kot 20 ~lankov v revijah prvega ranga (s soavtorji). Bil je tudi dekan in prorektor Univerze v Mariboru v obdobju 1997-2001. V Mednarodni enciklopediji teorije sistemov in kibernetike, 2. izdaja (Charles Franรงois, ed., 2004), Saur, Muenchen, je devet vnosov o M. Muleju in njegovi dialekti~ni teoriji sistemov. Med drugim je tudi predsednik strokovnega sveta in{tituta IRDO.

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

3.1.3 SOCIETY AND ECONOMY OF SOCIAL RESPONSIBILITY - THE FIFTH PHASE OF SOCIO-ECONOMIC DEVELOPMENT? ddr. Matja` Mulej zaslu`ni profesor, Univerza v Mariboru, Ekonomsko-poslovna fakulteta, Maribor, Slovenija, E-mail: mulej @uni-mb.si

Damijan Prosenak MBA, Podjetnik, Damijan Prosenak s.p., Slovenska Bistrica, Slovenija E-mail: damijan.prosenak@siol.net

Abstract: What is coming after the innovative society? Socio-economic history of humankind clearly meets the Porter's model of four phases: (1) competing by natural resources; (2) by investment; (3) by innovation, (4) living in affluence. The economic theory covers the first two phases much better than the later two, because it deals with covering human needs under a lack of resources. Especially the phase of affluence, which is the most desired phase in practice and economic theory, has so far proved to be a huge problem: it causes complacency rather than ambition to create, because one has everything one needs. In its turn, complacency causes problems, which may return the socio-economic development to phase (1) with poor life again. New criteria of efficiency and effectiveness should cause a new socio-economic and individual motivation for people to avoid this return to a bad life. Investment alone does not help because complacent buyers are no buyers any longer, and complacent workers and investors do not produce any more. Innovation alone can hardly happen, therefore, because the invention-innovation process requires ambition, creativity, investment, and consumption. Thus, criteria of social responsibility might show a way out from the blind alley, and might be measured in psychological and sociological criteria of well-being, summarized in happiness. But this happiness should be based on requisitely holistic creativity that can be attained with ethics of interdependence, not on owning unnecessary material goods alone. Key words: innovation, requisite holism, social responsibility, society, socioeconomic development, wellbeing

Reference: Damijan Prosenak, je magister znanosti s podro~ja »Poslovodenje in organiziranje - MBA« (Tema raziskave: »Programskotr`ni vidik preobrazbe v globalno tr`no usmerjeno podjetje«) in univ. dipl. ing. elektrotehnike, smer Avtomatika. Od l. 1990 je samostojni podjetnik (do 1994. obrtnik): Svetila Prosenak, Damijan Prosenak s.p., Slovenska Bistrica. Pripravlja dr. disertacijo z predvidenim naslovom »Inoviranje poslovanja s sistemskim pristopom v obliki dru`bene odgovornosti podjetij in drugih« pri mentorju prof. ddr. Matja`u Muleju.

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

3.2 Sektorski in interdisciplinarni pogledi na dru`beno odgovornost

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

3.2.1 POSPE[EVANJE SOUPRAVLJANJA IN LASTNI[TVA: ITALIJANSKE IZKU[NJE V PROFITNEM IN NEPROFITNEM SEKTORJU Martino Squillante Pares, Italija, e-mail: martino.squillante @fastwebnet.it

Povzetek: Med klju~ne zamisli ve~ine opredelitev dru`bene odgovornosti (DO) spada zamisel o notranjih in zunanjih dele`nikih. Podlaga je poudarek na tem, da DO zahteva aktivno vklju~enost in soupravljanje vseh, ki vplivajo na dejavnost organizacije ali so pod njenim vplivom. Toda v obi~ajni praksi DO, celo v javnem in neprofitnem sektorju, soupravljanja pogosto ni: cilje, pripomo~ke, dejavnosti in procese odobravanja dolo~ajo posamezniki ali enote. Tako je videti, da dele`nike omejijo na vlogo uporabnikov, odjemalcev, koristnikov ipd, ~e ne kar zgolj partnerjev. Polo`aj je tak zaradi ve~ dejavnikov. Med njimi so omejitev zamisli o DO na dobrodelnost in komaj kaj ve~, pomanjkanje pravnega okvirja dejavnosti, pogosto me{anje (o`je) DO podjetij in {ir{e DO, in seveda pojmovanje ali izku{nja, da je soupravljanje zapleten, dolg in v~asih celo tvegan proces. V tem prispevku bomo pokazali, kako zmore soupravljanje uspe{no krepiti lastni{tvo in dati prilo`nost za temeljno (dru`beno) u~enje organizaciji in njenim dele`nikom, kar daje kot svoj izid dru`beno koristne u~inke. Navedli bomo nekaj italijanskih zgledov: implikacije zakona 231/2001 za DO podjetij do 'mestnih sre~anj' - â&#x20AC;&#x153;contratti di quartiereâ&#x20AC;? - in nekaj zanimivih pobud organizirane civilne dru`be. Prikazali bomo tudi nekaj pripomo~kov, koristnih za prikaz dele`nikov, odkrivanje ob~utljivih vpra{anj, dolo~anje skupnih ciljev in uresni~evanje skupnih odlo~itev. Klju~ne besede: Italija, javni sektor, lastni{tvo, neprofitni sektor, soupravljanje

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

3.2.1 PROMOTING PARTICIPATION AND OWNERSHIP: ITALIAN EXPERIENCES IN THE PUBLIC AND NON PROFIT SECTORS Martino Squillante Pares, Italija, e-mail: martino.squillante @fastwebnet.it

Abstract: One of the key concepts of most of the Social Responsibility (SR) definitions is that of internal and external stakeholders. The idea which lays behind the stress given to this concept is that SR demands the active involvement and participation of all those who affects or are affected by an organization's activities. However, in the common SR practices, even in the public and non profit sectors, participation is often lacking: goals, tools, activities and verification processes are set by single individuals/units and stakeholders appears to be reduced just to users, customers, beneficiaries etc., if not to mere counterparts. Several factors contribute to this situation; among the others, a limited idea of SR, which is more or less reduced to charity; the absence of a normative reference context; a diffused confusion between (narrow) CSR and (wider) SR, and of course the perception or the experience that participation is a complicate, long and sometimes even risky process. In this presentation it will be shown how promoting participation can effectively foster ownership and be an occasion of fundamental (social) learning both for the organization and its stakeholders, at the same time resulting in social efficient outcomes. Some Italian examples will be given: from the implications of the law 231/2001 on corporate responsibility to the “town meetings”, the “contratti di quartiere”, and some interesting initiatives of the organized civil society. It will also be presented some tools useful for stakeholders' mapping, identification of sensible issues, common goals' setting, and implementation of shared solutions. Key words: Italy, nonprofit sector, ownership, participation, public sector

References: Martino Squillante (Milano, Italy, 1970) holds a degree in Philosophy from the University of Milano, Italy. He is a researcher in the social economy and a freelance copywriter. On behalf of Pares, in 2004-06 he took part to ExSoRes (www.exsores.net), a EU-funded research project on social responsibility in the health care and social sector. Together with Pares, he organized courses and seminars on SR for public authorities and social cooperatives. Pares (www.pares.it) is a cooperative based in Milano, offering consultancy, research, and documentation on quality and sustainability issues to public administrations and private companies.

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

3.2.2 RAZVOJNE MO@NOSTI SODELOVANJA PROFITNIH IN NEPROFITNIH ORGANIZACIJ Robert Levi~ar In{titut za novo ekonomiko

Povzetek: Dru`bena odgovornost kot koncept, ki poudarja ~love{ko vklju~enost v dru`bo in s tem nujnost njegovega odgovornega ravnanja, se izraà na veliko na~inov. V pri~ujo~em ~lanku se bomo dotaknili samo enega izmed mo`nih na~inov dru`beno odgovornega ravnanja, in sicer sodelovanja in vzajemnosti pridobitnih in nepridobitnih tipov organizacij. Socialno ekonomske dejavnosti se za~nejo z zadovoljitvijo potreb ~lanov ali uporabnikov, katerih potrebe so bile pozabljene, prezrte oz. nezadostno izpolnjene s strani trì{~a ali dràve. Socialna ekonomija daje tako ljudem mo`nost organiziranja njihove produkcije in modela porabe skozi neodvisno, demokrati~no obliko sodelovanja. Z osredoto~enjem na potrebe posameznika, lahko socialna ekonomija predloì inovacije in v prihodnost usmerjene re{itve. Pri sodelovanju pridobitnih in nepridobitnih organizacij lahko ugotovimo, da lahko ta skupaj poseèta na podro~ja, na katera samostojno ne moreta. ê so posamezne dejavnosti naravnane samo na pridobivanje dobi~ka, enostavno ne zagotavljajo potrebne {irine in kakovosti. Ko razumemo, da je za razvoj potrebno gledati onstran ustaljenih praks in onstran zgolj lastnega sveta in da se ve~ji razvojni potenciali ali ve~je spremembe ne morejo izvesti samo znotraj enega sveta oz. ene organizacije, lahko ugotovimo, da je zato potrebno sodelovanje z drugimi partnerji. Pri tem pa je potrebno zagotoviti sodelovanje z druga~e misle~imi in delujo~imi partnerji, da nas sicer prijetno medsebojno razumevanje in varnost v lastnem krogu ne vrneta spet na isto izhodi{~no to~ko. Klju~ne besede: socialna ekonomija, socialno podjetni{tvo in nevladna organizacija

Reference: Robert Levi~ar - direktor In{tituta za novo ekonomiko je dolgoletni raziskovalni in razvojni strokovni delavec za podro~ja kot so: socialno-ekonomski razvoj, evropsko sodelovanje in razvoj, programi strukturnih skladov EU, razvojna in humanitarna pomo~ in razvoj nevladnega sektorja in avtor publikacij: »Predlog socialno-ekonomskega razvojnega partnerstva za obdobje 2007-2013« (2006), »Priprava, ocena in kriterij izbora razvojnih programov« (2005), »Mo`nosti sodelovanja v programih strukturnih skladov EU« (2004), »Prijava projekta na razpis strukturnih skladov EU« (2004), »Strokovne podlage za program vklju~evanja NVO v pripravo, izvedbo in vrednotenje razvojnih strate{kih dokumentov RS« (2003), »Vodnik po nevladnih organizacijah v Sloveniji (1999), »Prepoznavanje in klasificiranje NVO« (1998).

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

3.2.2 DEVELOPMENT POSSIBILITIES IN COLLABORATION OF FOR-PROFIT AND NOT-FOR-PROFIT ORGANIZATIONS Robert Levi~ar Robert Levi~ar, Institute for new economics

Abstract: Social responsibility as a concept is accent human-being inclusion into society and so to human being need to handle responsible - this is demonstrated on several manners. In this article we will present only one possible handling â&#x20AC;&#x201C; collaboration and reciprocity of profit and not-for-profit types of organizations. Social-economic activities start with satisfaction of members/users needs, whose needs are forgotten, overlooked or not enough improved from market or state. Social economy is giving to people possibilities to organize their production and consumption model independent, in democratic way of collaboration. With focus on individual needs social economy could produce innovations and in future directed solutions. At collaboration of for-profit and not-for profit organizations we can find out, that both together can touch the fields which only one could not. If some actions are focused only on profit, they cannot assure width and quality needed. We have to understand that for the development we must look beyond stabile practice and beyond our own world. Also we can see, that higher development potentials and changes cannot be implemented only within one world or one organization - so we can find out, that we have to collaborate with other partners. And here it is important to assure different thinking and operating partners, that our otherwise kind interaction understanding and safety in our self circle wouldnâ&#x20AC;&#x2122;t bring us again on our starting point.

Key words: social economy, social business and non-government organization

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

3.2.3 DRU@BENA ODGOVORNOST DO ZNANJA mag. Danica Hrovati~ samostojna svetovalka, e-po{ta: danica.hrovatic@guest.arnes.si

Povzetek: Dru`bena odgovornost postaja pomembna vsebina aktivnosti dru`benih subjektov na vseh nivojih, od ravnanja posameznikov do dejavnosti organizacij. V sedanjem ~asu, ko razvojne strategije opisujejo pomen na znanju temelje~ega gospodarstva in vse`ivljenjskega u~enja za kreiranje prihodnje blaginje prebivalstva, lahko v konceptu dru`beno odgovornega ravnanja {e posebej poudarimo odgovornost do znanja. Izhodi{~e dru`bene odgovornosti do znanja obravnavamo z dveh vidikov: odgovornosti organizacije do znanja in dru`bene odgovornosti kot kompetence organizacije. Dru`bena odgovornost organizacije do znanja je njena odprtost do novega znanja, ki ga prina{ajo ljudje, spo{tovanje ljudi, vlaganje v ~love{ki kapital in ustvarjanje okolja u~e~e se organizacije. Pomembno je, da se organizacija zaveda, da je kompetence, ki jih je osvojila, pridobila na podlagi prenosa posameznikovega znanja na organizacijo. Kontekst dru`bene odgovornosti do znanja tako povezujemo s splo{nimi koncepti dru`bene odgovornosti, dru`be znanja in u~e~e se organizacije, kjer postaja znanje skupna dobrina. Dru`bena odgovornost je zmo`nost organizacije, da v praksi uporabi znanje o dru`beni odgovornosti v svoji dejavnosti. Pomembno je, da organizacija ustvarja okolje, v katerem imajo zaposleni mo`nost aktivirati svoje notranje vire odgovornega ravnanja, do sebe, sodelavcev, organizacije in okolja. Kompetenco dru`bene odgovornosti organizacije vidimo {ir{e od orodja za ravnanje z ljudmi pri delu. Za razvoj odgovornih organizacij je pomemben mened`ment, katerega naravnanost je usmerjena k dru`benemu namenu in ljudem, kar so temeljni elementi socialnega mened`menta. V praksi poznamo model socialnega podjetja, v katerem organizacija preverja in podredi svoje poslovanje dru`beni odgovornosti. Kapital je prepoznan v ~love{kih virih, njihovem znanju in kompetencah. Produktivnost organizacije pa merimo s sposobnostmi posameznikove samoorganizacije. Klju~ne besede: prenos znanja, kompetence, socialni mened`ment

Reference: Danica Hrovati~ je po izobrazbi socialna delavka, sociologinja in magistra znanosti s podro~ja mened`menta kadrov. Njeno delo je povezano s podro~jem socialnega varstva, kjer ima 10 let delovnih izku{enj. Raziskuje vrednotenje znanja v neformalnem izobra`evanju in dru`beno odgovornost do znanja. V zadnjem obdobju deluje kot samostojna svetovalka na podro~ju socialnega varstva in poklicnih kvalifikacij.

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

3.2.3 SOCIAL RESPONSIBILITY TO KNOWLEDGE mag. Danica Hrovati~ independent adviser, e-mail: danica.hrovatic @guest.arnes.si

Abstract: Social responsibility is becoming an important element of social subjects' activities on all levels - from individual management to activities within organizations. Nowadays, when the development strategies are outlining the importance of knowledge based on economy and life-long learning in order to create well being of population, the responsibility to knowledge can be particularly emphasized in the concept of socially responsible management. The starting point of responsibility to knowledge can be dealt with from two standpoints: the first one is responsibility of organization to knowledge and the second is the social responsibility as the competence of organization. Social responsibility of organization to knowledge is represented by its willfulness to adopt new know-how and knowledge brought in by people, their respect and investing into human capital with creating the environment of the learning organization. It is important for the organization to know that the competences it has acquired were gained on the basis of the individual and his/her input of knowledge into the organization. The context of social responsibility is thus related to general concepts of social responsibility, the society directed to knowledge and the learning organization, where knowledge itself is becoming common greatest good. Social responsibility is the ability of organization to implement the knowledge about social responsibility in the activity it deals with. What is also important is that the organization creates the environment in which the people employed have the chance to activate their inner sources of responsible management and proper attitude to themselves, to the colleagues, organization and the environment. The competence of social responsibility of organization can be understood more widely than the tools and methods of handling people at work. In order to provide development of responsible organizations, the management of specific kind is required; it should be directed to social concept and people. These are the key elements of social management. In practice the model of social company is well known; the company checks its operations and subjects its business activity to social responsibility. Capital is seen through human resources, their know-how and competences. The productivity of organization is measured by defining the abilities of individual's selforganization. Key words: knowledge transfer, competences, social management

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

3.2.4 SAMOMOBILNA ORGANIZACIJA KOT GONILO DRU@BENE ODGOVORNOSTI Toni Vrana Zavod Center Spirala - Center za razvoj samomobilnosti, e-po{ta: toni @centerspirala.org

Povzetek: Dru`beno odgovornost organizacij obravnavamo z vidika dveh izhodi{~, kot nadgradnjo primarne organizacijske vloge in kot utemeljevanje le te. S slednjim se usmerimo na samomobilno organizacijo, ki kaè zametke dru`beno odgovorne organizacije. Prvo izhodi{~e profitnim organizacijam primarno vlogo izena~i z ekonomskimi cilji, kjer naj bi (ve~ja) skrb za socialo in okolje {ele pomenila nadgradnjo v njihovem poslovanju. Ker te organizacije skrb za socialo in okolje pogojujejo z gospodarsko rastjo, jih DO utegne usmeriti v krepitev ekonomskih ciljev. Tako koncipirana DO utegne okrepiti kro`no sovplivanje, kjer je DO odvisna od gospodarstva, slednje od potro{ni{tva, s tem se pove~uje vpliv na okolje itn. Izhodi{~e nadgradnje vpliva tudi na javne in zasebne neprofitne organizacije, ker pri njih ustvarja zmedo, kje se kon~a njihova primarna vloga in kaj sploh pomeni ta nadgradnja pri njihovem delu. Opredeljevanje nadgradnje jih lahko spodbudi k zgledovanju po profitnih principih poslovanja. Drugo izhodi{~e zagovarja razvoj DO v smer, da spodbuja organizacije k osvetlitvi njihove primarne vloge, da morajo svojo è obstoje~o objektivno vlogo prevpra{ati in jo subjektivno utemeljiti. Subjektivna utemeljitev za~ne v organizaciji narekovati smer razvoja, ki preèma tudi njeno sicer{njo objektivno primarno vlogo. Organizacija s tem postaja samomobilna in v tej organizacijski samomobilnosti se sproà proaktivno dru`beno odgovorno dejstvovanje organizacij. Klju~ne besede: subjektivna primarna vloga, proaktivna dru`bena odgovornost, samomobilnost

Reference: Toni Vrana je socialni delavec in vodja zavoda Center Spirala Centra za razvoj samomobilnosti. Na za~etku svoje delovne karierne se je ukvarjal s podro~jem nevladnih organizacij in problematiko uveljavljanja nevladnega sektorja. Sedaj preu~uje razvoj posameznika in organizacij v kontekstu odkrivanja njihovih potencialov. Raziskuje dru`beno odgovornost, kjer ga zanima njena povezanost z razvojem.

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

3.2.4 SELFMOBILE ORGANIZATION AS A DRIVING POWER FOR SOCIAL RESPONSIBILITY Toni Vrana General Manager of Center Spirala Institute, e-mail: toni @centerspirala.org

Abstract: Social responsibility (in the continuation referred to as SR) of organizations can be dealt with from two different standpoints; the first one as the upgrading of primary organizational role and the other one as the reasoning of this upgrading. The latter is directed into self-mobile organization, showing elements of socially responsible organization. The first standpoint for profit-making organizations evens the primary role with economic objectives, where a greater care to social sphere and environment would basically mean the upgrading in their business operation. Since these organizations relate social care and environment with economic growth, SR may guide them into enhancing economic targets. SR thus drafted may furthermore strengthen all-around coimpacting, where SR is mainly dependent on economy, the latter from consumption and by this the influence on the environment is invariably increased. The standpoint of upgrading also has influence on public and private non - profit making organizations, since it creates confusion as to where their primary role is supposed to finish and what this upgrading means in their work. Defining upgrading may encourage them to follow the profit making principles of business. The second standpoint speaks in favour of SR development. It encourages it to enhance the primary role of those organizations and their already existing objective role should be re-questioned and subjectively defined. Subjective definition starts to dictate the development direction within the organization, which also covers its otherwise objective primary role. The organization is thus becoming self-mobile and this feature triggers the proactive socially responsible activities of organization. Key words: subjective primary role, proactive social responsibility, self-mobility

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

3.2.5 KONTROLING: PRIPOMO^EK ZA DRU@BENO ODGOVORNOST PODJETIJ - SISTEMSKI PRISTOP Dr. Hellmut Loeckenhoff Research Consulting, D- 71522 Backnang FRG e-mail: Loeckenhoff.HellK@t-online.de

Povzetek: Podjetje je osrednja oblika sodobnega gospodarskega delovanja. Je soodvisno s svojimi okolji. Zato sodeluje z 'notranjimi' in 'zunanjimi' okolji. Notranja zajemajo tehni~na, izvedbena in zlasti socialna in osebna podro~ja, zunanja dru`bo kot celoto z vsemi njenimi vidiki. V bistvu temeljijo institucije in procesi ekonomskega delovanja na viri iz zunanje dru`be - osebnih, materialnih, institucionalnih, naravnih - in imajo korist, ali pa je nimajo, od dru`bene infrastrukture. Po drugi strani podjetja s svojimi pravili in ritmi oblikujejo dru`bo. Oboje mora biti dinami~no usklajeno, da ne pade v neravnovesje in propad. Enako kot je podjetje odgovorno za svoje dru`beno okolje, je dru`ba odgovorna za pogoje, pod katerimi podjetje zmore delovati, se prilagajati in razvijati. Tesno soodvisnost so zaznavali od za~etka industrializacije. Najprej so posku{ali gledati na podjetje kot socialno institucijo, ki vklju~uje druìne zaposlencev in njihovo dru`beno skupnost. Statistika je napredovala v dru`beno-ekonomsko ra~unovodstvo, ki je npr. zajelo BDP in njegove dejavnike. V prvih poskusih so v za~etku 20. stoletja ve~idel navajali 'opombe pod bilanco' o zaposlencih in njihovem dru`benem izvoru in lokalni skupnosti. Od 1950. let dalje so poro~ilom dodali kvantificirane podatke 'socialne bilance', ve~idel tudi omejene na notranje okolje, v~asih so dodali, kaj je podjetje napravilo za dru`bo. Vpra{anja o primernih kazalnikih in kvantifikacijah so postopno delno mogli razre{iti. Ob za~etku 1980. let je zavest o okoljskih izzivih - narave, skupnosti in dru`be - porasla tudi pod vplivom 'zelenih' in podobnih gibanj, kar je vodilo v nove zahteve glede poro~anja podjetij o okolju. Podjetja so se vse bolj odzivala, tudi ~e pustimo ob strani odziv antrolopogov. Iz bistveno druga~nih razlogov so razpravljali o vpra{anjih tehnologije in osebne ter dru`bene prakse in politike ter o njih tudi poro~ali. To je obi~ajno odsev odgovornosti in razsvetljene sebi~nosti, ki se kaè v strategijah trajnostnega razvoja, ki izraàjo skrb za ugodne okolje pogoje za bodoni razvoj podjetja. Naslednji korak so sodobne prakse kontrolinga, ki premaknejo àri{~e poro~anja od preciznega 'ra~unovodstva' po dràvnih predpisih na 'kontroling', usmerjen k mo`nostim bodo~ega razvoja. Tak pristop je severa odprl prostor za celovito in v bodo~nosti ter mo`nosti usmerjeno gledanje na podjetje, ki pomeni dognano uporabo sistemskega pristopa. Poleg tega se je pozornost premaknila od koli~inskih podatkov, ki se dajo izra~unati, na vplivne dejavnike kot vzroke dose`kov. Proces je postal pomembnej{i od strukture, zato so analizirali operacije in poslovne procese nasploh. Uporabili so mehkosistemske pristope. Ukvarjali so se tudi s kulturo organizacije: po eni strani z vidika potrebe, da bi inoviranje podprli z dru`beno klimo, zlasti s kulturo sodelovanja in sodelovalnega vodenja. Zaradi globalizacije in zdruèvanj je bilo treba obvladati in integrirati veliko razli~nih kultur. Kontroling je zato razvil poleg tradicionalnega ra~unovodstva, strate{kega planiranja in poro~anja o okoljskih pogojih na vsem svetu tudi veliko drugih pripomo~kov za celovito informacijsko podporo vodenju in nadziranju. Tako predstavlja soodvisnost in (zadostno in potrebno) celovitost, vklju~no z medsebojno odgovornostjo med podjetjem in predstavniki dru`be. Klju~ne besede: dru`bena odgovornost, kontroling, sistemsko razmi{ljanje

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

3.2.5 CONTROLLING: A TOOL FOR CORPORATE SOCIAL RESPONSIBILITY - A SYSTEMIC APPROACH Dr. Hellmut Loeckenhoff Research Consulting, D- 71522 Backnang FRG e-mail: Loeckenhoff.HellK@t-online.de

Abstract: In developed countries, and increasingly also in developing areas, the company on first sight is the main institutional embodiment of economic performance. Its conduct is essential for, to quote Adam Smith, 'the wealth of the nation'. The corporations and their environments are interdependent. Interdependence constitutes the co-operation with the 'inner' environments of the company as well as the co-action with its 'outer' environments. The inner environments encompass the technical, operational, but in particular the social and personal domains. The outer environments are in all their aspects constituted by the society in general. Essentially the institutions and processes of economic performance in the corporation rely on resources from the surrounding society: material, personal, institutional, natural environments; they profit from or are hampered by the societal infrastructure. In reverse, the company, its rules and rhythms form the society. In times of rapid and fundamental change the relationship acquires a dynamic quality. Corporation and the surrounding society, economic unions and recently global areas co-evolve or will suffer serious imbalances and decline. As the corporation is responsible for its social and societal environments, so the society is responsible for the conditions under which a corporation can perform, adapt, and develop. From the beginning of the industrialisation the close interdependence has been observed. Early attempts focused on the company as a social institution including the families of its employees and the surrounding communities. From the societal side, statistics graduated in socio-economic accounting, for example the GDP and its constituting factors. Early attempts going back to the first decennia of the 20th century mainly gave short notes 'below the balance sheet' concerning the employees and their social background and the local community. From the mid fifties of the 20th century reports were accompanied by quantified data of a 'social balance', also mostly restricted to the inner environment and sometimes stating the company performance for the society. Questions concerning proper indicators and quantification could but incrementally and partly be resolved. In the early 80th an increasing awareness of environmental challenges - natural, social, communal, societal - driven also be 'green' and the like movements lead to new demands on environmental company reporting. Quests were met by - leaving aside the response from the anthropologies - growing concern in the corporations. Of rather different origin, topics from technology to the personal/social practice and policy were discussed and increasingly also reported. For example: employment policy, the corporation as part of the community, stakeholder against shareholder value, sustainability of company policy, preservation of natural environment (before or after the pipe), prevention of environment pollution, interference of government; 'relations': public, government, union, employee, customer, competitor (!); [in Germany Works Council ('Betriebsrat') and Works Constitution 'Betriebsverfassung']; and so on. Typically these endeavours reflect responsibility as well as enlightened selfishness or strategies for sustainable development caring for favourable environmental conditions for future company development. The above brief and non-conclusive overview sets the stage for the recent development as far as the topics and the focus of reporting are concerned. For the form of reporting not only below the balance sheet, but sometimes in specific quantified 'environmental statistics' or environmental balances the gradual decisive development took place from the traditional 'accounting' of the past performance to 'planning and controlling' the future. With the rise of modern controlling practices the focus of reporting shifted from the precise 'accounting' following governmental rules to 'controlling' directed to potentials of future development. This approach naturally opened room for a holistic, comprehensive, potential and future oriented view of the company. The company reporting and planning was supported, reinforced and methodically/systematically backed by the sophisticated application of the systems approach to the 34

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

company as well as concomitantly its environments. In addition: the focus shifted from the quantitatively accountable results to the factors influencing, the causes of these results. Quality, continuous improvement, in particular innovation, value analysis and other aspects 'horizontal' to the 'linear' operations and determining the efficacy of the operations became essential parts of the controllers report. Following the systems principle 'process before structure' operation and in general business processes were analysed and optimised. From the process oriented view in tendency organisational structures were re-designed. Methodically 'the Soft Systems Approach' directly and indirectly provided appropriate methods. Globalisation and the accompanying challenges, organisational procedural (e.g. virtual, temporary, project organisation) emerged. The cultural aspect of the company is addressed from two sides. The need for a creative innovative atmosphere demanded an suitable company-culture environment, in particular culture of co-operation and leadership. Mergers and world wide business activities had to integrate different company, business and national, ethnical and often religious cultures for co-operation. Around the traditional accounting as well as strategy planning and reporting on the basic world wide environmental conditions, controlling developed a host of quantitative and qualitative instruments as a differentiating and holistic system supporting leadership, management and control, as e.g. scorecard, benchmarking, expectance on experience, portfolio, scenario etc. Details are elaborated in any controlling textbook; they cannot be pointed out here. Controlling in the above described quality has become an essential integrated function of Top Management. Controlling represents mutuality, interdependence, comprehensiveness, (requisite) holism. It embodies the mutual responsibility between the company as the institution that is in many ways representative of the society and the society relying on a healthy economy carried by profitable and socially responsible corporations, including their world wide networking. It is an interesting question, whether the information evaluations and resulting prognoses, assumed potentials, derived action and option spaces for policy can be integrated by and from the various private companies, think tanks and official institutes.

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

3.2.6 KORPORATIVNA DRU@BENA ODGOVORNOST PERSPEKTIVE V VELIKI BRITANIJI Alan Trueman Alumni assotiates Ltd, UK E-mail: alan.trueman @alumni-associates.co.uk

Povzetek: Globalno: - Vlada Velike Britanije - DOP akademija - Regionalne iniciative Problem je…. Dosti iniciativ, brez prave koordinacije! DOP Akademija - okvir: 1. razumevanje dru`be 2. ustvarjanje kapacitet 3. zasli{evanje »vsakdanjega poslovanja« 4. odnosi med dele`niki 5. strate{ki pogled 6. vodena razli~nost »Organizacije in ljudje izbiramo… Zrasli smo do stopnje, ko MORAMO sprejeti najpomembnej{e spremembe za dru`bo in okolje. Sedaj se moram odlo~iti, katere spremembe naj bi to bile.«

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

3.2.6 CORPORATE SOCIAL RESPONSIBILITY UK PERSPECTIVE Alan Trueman Alumni assotiates Ltd, UK E-mail: alan.trueman @alumni-associates.co.uk

Abstract: GLOBAL - UK Government - CSR Academy - Regional Initiatives PROBLEM IS …MANY INITIATIVES BUT NO CO-ORDINATION CSR ACADEMY - A Framework 1. UNDERSTANDING SOCIETY 2. BUILDING CAPACITY 3. QUESTIONING “BUSINESS AS USUAL” 4. STAKEHOLDER RELATIONS 5. STRATEGIC VIEW 6. HARNESSING DIVERSITY “Organisations and people make choices… we have grown to the point where we MUST make major changes to society and our environment. We now need to decide what those changes should be”

References: has expertised in developing and implementing Business Excellence, Investors in People, ISO 9001, ISO 14001 and CharterMark - at strategic and operational levels. Improving “Corporate Social Responsibility” through Business Management systems, he has led successful quality award bids for private and public sector. Is (uniquely) trained to senior assessor level in major quality disciplines. His expertise as a trainer/consultant is enhanced by several years as public sector adviser to a Cabinet Office network. An approach tailored to achieve world-class performance - he enjoy delivering work based training. Business Link approved and Institute of Business Consulting registered.

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

3.3 Delo z javnostmi za razvoj dru`bene odgovornosti

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

3.3.1 MO^ BREZ ODGOVORNOSTI ALI ODGOVORNOST BREZ MO^I? prof. dr. Sandra B. Hrvatin Fakulteta za drui`bene vede, Univerza v Ljubljani

Povzetek: Zakon o mno`i~nih ob~ilih obravnava odgovornost dvakrat. Prvi~ gre za osebno odgovornost urednikov in novinarjev za posledice njihovega dela, drugi~ za odgovornost zalo`nika ali objavljalca za izvedbo programske zamisli. Toda ta zakon ne omenja odgovornosti do javnosti. [e ve~, pojem javnost omenja zakon le enkrat, v ~lenu 2, ko omenja 'programiranje /â&#x20AC;Ś/, dostopno javnosti'. Tako se postavi vpra{anje, zakaj v tem zakonu manjka odgovornost medijev do javnosti, ki je tista prvina medijev, ki je bila osrednja v bitki za svobodo izra`anja v vsej zgodovini. Odgovornost do javnosti je dimenzija odgovornosti medijev, ki bi jih morali podrediti odgovornost novinarjev in zalo`nikov ali objavljalcev. V tem prispevku za~enjamo s tezo, da je v sodobnih ~asih mo~ medijev mo~ brez odgovornosti. Njihova mo~ izhaja iz vloge opazovalca in vloge paznika, ki vsebuje ~uvanje interesov ob~anov. Zato bi morala odgovornost medijev temeljiti na odgovorni uporabi komuniciranja v javnem interesu. Medijev, ki ne priznavajo svoje odgovornosti do javnosti, ne moremo {teti za neodvisne ali strokovne. Javnost, ki ne more vplivati na delovanje medijev, nima pomembnega in u~inkovitega mehanizma za pridobivanje informacij in nadzor nad politiko. Medijev v svoji vlogi opazovalcev izbirajo in interpretirajo dogodke, s katerimi nimamo izku{enj in na njih nimamo dokon~nih pogledov. Uporabljamo medije s predpostavko, da nam poro~ajo 'dejstva' o dogodku. Verjeti jim je mogo~e s predpostavko, da so najpomembnej{i neodvisni viri informacij in interpretacij. Ve~ina ljudi o verodostojnosti informacij presoja po njihovem viru. Toda v dana{njem svetu komuniciranja sta verodostojnost in zaupanje ovrednotena kot zelo {ibka. Ljudje uporabljajo medije kot vire informacij, a tak{ne, ki jim ne zaupajo, ker zaupanje temelji na odgovornosti. Sistem medijske odgovornosti sestavlja {irok spekter dejavnosti, s katerimi naj se mediji zavejo potreb in interesov javnosti. Nadalje vklju~uje ve~ mehanizmov, s katerimi zmorejo mediji ugotoviti, do kak{ne mere pravzaprav ustrezajo interesom in potrebam javnosti. Betrand predlaga tri povezane sisteme odgovornosti medijev: notranjega, zunanjega in sodelovalnega. Notranji zagotavlja odgovornost do javnosti. Zunanjega sestavljajo nadzorni mehanizmi, s katerimi zmorejo ob~ani kriti~no oceniti delovanje medijev. Sodelovalni pa je videti naju~inkovitej{i. Vzpostavlja povezavo med mediji in njihovimi ciljnimi publikami ter pomaga graditi zaupanje in odgovornost medijev. Klju~ne besede: mediji, mo~, odgovornost

Reference: Prof. dr. Sandra B. Hrvatin je diplomirala iz novinarstva in mednarodnih odnosov na Fakulteti za dru`bene vede (1987). Magistrirala in doktorirala je iz komunikologije na Univerzi v Ljubljani (1994). Zaposlena je na Fakulteti za dru`bene vede (1997-). Nosilka predmetov Ob~a komunikologija, Komunikacijski sistemi, Komunikacijske pravice in Politi~no komuniciranje. Predstojnica Katedre za novinarstvo (1999-). Predsednica Sveta za radiodifuzijo (1999-). Svetovalka generalnega direktorja RTV Slovenija pri strate{kih vpra{anjih dolgoro~nega razvoja slovenskega sistema javne televizije (1998). Neodvisna strokovnjakinja pri pripravi profesionalnega novinarskega kodeksa za RTV Slovenija (2000). Neodvisna strokovnjakinja pri pripravi predloga novega zakona o medijih, predvsem na podro~ju radiodifuzije, koncentracije medijskega lastni{tva in harmonizacije v skladu z evropsko medijsko zakonodajo (2000). Svetovalka pri pripravi novega zakona o javnem komuniciranju in zakona o RTV Bosna in Hercegovina. Svetovalka agenciji Luna in Uradu Vlade RS za informiranje pri programu obve{~anja javnosti o vklju~evanju Slovenije v Evropsko unijo (1998-2000). Poro~ila o stanju medijev v Sloveniji za European Audiovisual Observatory (www.obs.coe.int/oae/eu/pub). Pregled sprememb na medijskem podro~ju v Sloveniji (s prof. Slavkom Splichalom) za Eureka Audiovisuelle.

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

3.3.1 POWER WITHOUT RESPONSIBILITY OR RESPONSIBILITY WITHOUT POWER? prof. dr. Sandra B. Hrvatin Faculty for Social Sciences, University of Ljubljana

Abstract: In the Mass Media Act, the concept of accountability is addressed twice: first as a personal accountability of editors and journalists for the implications of their work, and second as the accountability of the publisher/broadcaster in implementing the programming concept. However, what this law does not mention is media accountability to the public. Moreover, the notion of the public is mentioned in the Mass Media Act only once, in Article 2, when referring to Âťprogramming /...../ accessible to the publicÂŤ. The question that imposes itself is why media accountability to the public, the very element of media operation that was central to the struggle for freedom of expression throughout the history, is missing in this law. Accountability to the public is a dimension of media accountability to which should be subjected the accountability of both the journalists and publishers/broadcasters. In this article we start from the thesis that in modern times the power of the media industry is power without accountability. The power of the media arises not only from their watch dog role, but also from their 'guard dog' role that implies the protection of the interests of citizens. In this sense, accountability of the media should rest on a responsible use of the power of communication in the public interest. The media that do not acknowledge their accountability to the public cannot be considered independent or professional. The public that cannot influence the operation of the media is deprived of an important and effective mechanism of information acquisition and control over politics. The media in their gatekeeper role select and interpret the events of which we do not have experience and on which we do not have definite viewpoints or opinions. We turn to the media assuming that they communicate to us a 'record' of an event. The credibility of the media depends on the assumption that they are the most important independent sources of information and interpretation. Most people judge the credibility of information based on who the source of information is. Yet in today's world of communication, the value of credibility and trust is very low. People use the media as a source of information, but one which they do not trust, because trust is based on accountability. A System of Media Accountability consists of a broad spectrum of activities aimed at making the media aware of the needs and interests of the public. It further includes a number of mechanisms by means of which the media can establish to what a degree they actually meet the interests and the needs of the public. Bertrand proposes three interlinked systems of media accountability: internal, external and cooperative. The internal system of media accountability ensures accountability to the public. The external system comprises control mechanisms by means of which citizens can critically assess media operation. The most effective, however, seems to the co-operative accountability system. It establishes a 'link' between the media and their target audiences and helps build trust and media accountability.

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

3.3.2 VLOGA PR SVETOVALCEV ZA RAZVOJ DRU@BENE ODGOVORNOSTI V PODJETJIH IN USTANOVAH mag. Natalija Postru`nik predsednica uprave, Slovensko dru{tvo za odnose z javnostmi (PRSS)

Povzetek: World Business Council for Sustainable Development (www.wbcsd.ch): »Dru`bena odgovornost pomeni nenehno zavezanost podjetja k eti~nemu vedenju, ekonomskemu razvoju, izbolj{evanju kakovosti ìvljenja zaposlenih, njihovih druìn, lokalne skupnosti in dru`be nasploh.« Vsebinsko polje koncepta korporativne dru`bene odgovornosti (v nadaljevanju KDO) je izjemno {iroko, nanj pa lahko pogledamo z razli~nih zornih kotov (vir: prispevek mag. Mojce Dreven{ek &Co za zbornik 11. SKOJ): • glede na déle`nike (zaposleni, porabniki, poslovni partnerji, odlo~evalci na razli~nih ravneh, lokalne/regionalne skupnosti, interesne skupine, skupine pritiska itd.); • glede na poslovne funkcije (na primer ravnanje z ljudmi pri delu, finance, ra~unovodstvo, nabava, raziskave in razvoj, trènje itd.); • glede na problemska podro~ja (na primer delovno mesto, trg, skupnost, okolje, vladanje podjetjem itd.). ê aktivno delujemo in si prizadevamo videti stvari v {ir{em konceptu, to pomeni, da razumemo poloàj, v katerem smo (podjetje) in vemo, v katero smer moramo iti, v kak{nem tipu sveta in dru`be èlimo bivati ter prispevati. ê obstaja resni~no prizadevanje za razumevanje, bodo odlo~itve, ki jih bomo sprejeli, in dejanja, ki bodo posledica teh odlo~itev, odgovorna. In tukaj je - po besedah Ramona Olleja, CEO Epson (vir: predavanje na Eurocomm 2006, Dublin) - definicija dobrega liderja: nekdo, ki se potrudi videti jasno, in uspeva, da so njegova dejanja odgovorna. Toda, nadaljuje, - da lahko 'vidi{', mora{ poslu{ati: zaposlene, prijatelje, poslovne partnerje, lastnike… In tukaj je vloga strokovnjaka za odnose z javnostmi (PR) izjemno velika.

Reference: mag. Natalija Postru`nik je direktorica Slu`be za odnose z javnostmi v Zavarovalnici Maribor. Skozi kariero zdruùje znanja s podro~ja informacijske tehnologije, novinarstva in nem{kega jezika s knjièvnostjo. Je magistrica podiplomskega {tudija s podro~ja lingvistike - besedilnih zna~ilnosti novinarskih diskurzov. Bila je vodja kabineta ùpana Mestne ob~ine Maribor in {efinja kabineta ministra za promet in zveze. V letu 2005 je bila za tri leta izvoljena za predsednico krovnega nacionalnega dru{tva za odnose z javnostmi (PRSS). Je pridruèna ~lanica upravnega odbora Mednarodne zveze poslovnih komunikatorjev (IABC), ~lanica upravnega odbora CERP, ~astna predsednica sveta pokroviteljev Gazel, ~lanica upravnega odbora Nogometnega kluba Maribor in ~lanica ocenjevalcev Superbrands Slovenia 2007. Je avtorica vrste ~lankov s podro~ja komunikacijskega mened`menta, s katerega podro~ja tudi predava tako v Sloveniji kot v tujini. Je urednica zbornika Bosi v odnosih?, 2006, ter sourednica zbornika ob 10. Slovenski konferenci o odnosih z javnostmi Evolucija komuniciranja - od posredovanja do povezovanja, 2006.

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

3.3.2 SOCIAL REASPONSIBILITY OF ORGANIZATIONS AND PR-CONSULTANT'S ROLE mag. Natalija Postru`nik predsednica uprave, Slovensko dru{tvo za odnose z javnostmi (PRSS)

Abstract: World Business Council for Sustainable Development (www.wbcsd.ch): »Social Responsibility means continuous obligation for company's ethical behaviour, economic development, improving employees' quality of life, their families, local community and society at large«. Content of Corporate social responsibility concept is large and we can take a look at it from different points of view (reference: mag. Mojca Dreven{ek &Co, 11th SKOJ), regarding: • stakeholders, • business functions, • problematic fields. If we operate, and try to see things in larger concept, it means, that we understand situation in which we (company) are and we know in which direction to go, in which type of the world and community we would like to live and contribute. If there is real aspiration, our decisions and actions will be responsible. And here is, regards to Ramona Olle, CEO Epson (reference: Eurocomm 2006, Dublin) words - the definition of good leader: this is someone, who try to see clear and is successful in his responsible actions. But, he adds - in order to 'see', you must listen to: employees, friends, business partners, owners, … And here the role of PR consultant has a great role. Key words: PR, social responsibility, corporate social responsibility concept, stakeholders

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

3.3.3 VARSTVO POTRO[NIKOV IN DRU@BENA ODGOVORNOST PODJETIJ Breda Kutin predsednica Zveze potro{nikov Slovenije

Povzetek: Dru`beno odgovorno ravnanje podjetij je `e ve~ kot desetletje pod drobnogledom evropskih potro{ni{ke organizacij in potro{nikov. Sodobni potro{niki se namre~ pri izbiri izdelkov in storitev ne osredoto~ajo ve~ le na ceno in kakovost, pa~ pa jih zanima tudi, kako in v kak{nih razmerah so ti bili izdelki ustvarjeni (na~in izdelave, vpliv na okolje, spo{tovanje zakonodaje, delovne razmerah zaposlenih, trajnostni razvoj). Da bi zagotovili dru`beno odgovorno ravnanje tudi na strani potro{nikov, si potro{ni{ke organizacije v lokalnih, nacionalnih in mednarodnih okoljih prizadevamo za dvig potro{ni{ke kulture. Samo zrela potro{ni{ka dru`ba namre~ omogo~a ustrezno prepoznanje dru`benega pomena eti~nega ravnanja podjetij in na drugi strani sankcioniranje podjetij, ki dru`bene odgovornosti ne vklju~ujejo v svoje poslovne procese in prakse. Da bi se mogli potro{niki osve{~eno odlo~ati, si potro{ni{ke organizacije prizadevamo za kredibilnost in transparentnost informacij o dru`beni odgovornosti podjetij. Nekatere evropske potro{ni{ke organizacije so tako dru`beno odgovornost podjetij `e umestile kot pomembno dopolnitev neodvisnega testiranja izdelkov in storitev.

Reference: Breda Kutin, univerzitetna diplomirana ekonomistka, je direktorica Mednarodnega in{tituta za potro{ni{ke raziskave in odgovorna urednica revije VIP. Aktivno deluje na podro~jih, kot so: politika varstva potro{nikov, razvoj nevladnih organizacij, varstvo potro{nikov, evropsko potro{ni{ko pravo, standardizacija in varnost potro{nikovâ&#x20AC;Ś Je ~lanica v {tevilnih organizacijah in strokovnih telesih. Od leta 1990 je predsednica ZPS, je izvr{na direktorica Consumers International (od leta 2003), ~lanica Sveta Consumers International (od leta 1994) svetovne potro{ni{ke organizaicije, ki zdruùje ve~ kot 250 potro{ni{kih organizacij iz 115 dràv ( od leta 1991) s sedeèm v Londonu. Je podpredsednica Evropske potro{ni{ke organizacije BEUC (od leta 2004) s sedeèm v Bruslju, ~lanica posvetovalnega odbora pri Evropski komisiji European Consumer Consultative Group, ~lanica Sveta Slovenskega in{tituta za kakovost in meroslovje - SIQ itd. Je (so) avtorica {tevilnih publikacij na podro~ju varstva potro{nikov, kakovosti izdelkov in storitev itd. Vodja {tevilnih projektov in izobraèvanj s podro~ja varstva potro{nikov v Sloveniji in v tujini. Vabljeni predavatelj na Fakulteti za dru`bene vede in Ekonomski fakulteti Univerze v Ljubljani na temo varstva potro{nikov.

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

3.3.3 SAFETY OF CONSUMER RIGHTS AND SOCIAL RESPONSIBILITY OF CUSTOMERS Breda Kutin president of Consumer Association of Slovenia

Abstract: Corporate social responsibility has now been in the spotlight of European consumer associations and consumers for over a decade. Modern consumers, when making an informed consumer choice, take into consideration much more than just the price and quality of the product or service. The method of the production of the goods, the environment of the production (risks to the environment, the compliance with the legislation, working condition, sustainable consumption) is also an important factor. Consumer organisations on the local, national and international level are striving to ensure that the consumers' awareness on CSR is strengthened. Only a mature consumer society can rightfully assess the social importance of business' compliance with ethical standards, and on the other hand sanction those who do not include CSR in their work processes. For the consumers to make an informed choice, we, the consumer organisations, are striving for credibility and transparency of information on the subject of CSR. Some European consumer organisations, in line with the above written, already include CSR as an important additional information when presenting consumers with the independent consumer testing of goods and services.

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

3.4 Projekti za razvoj dru`bene odgovornosti

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

3.4.1 RAZVOJ PROJEKTOV ZA KREPITEV ZAVEDANJA O POMENU DRU@BENE ODGOVORNOSTI KOT IZZIV ZA MENED@ERJE Anita Hrast IRDO - In{titut za razvoj dru`bene odgovornosti, e-mail: anita.hrast @irdo.si

Povzetek: Sodobne zahteve potro{nikov vplivajo na podjetja in njihovo naravnanost k razvoju inovativnih, tr`no zanimivih projektov, izdelkov, storitev. Podjetje je dol`no ravnati odgovorno - ne le delni~arjem, pa~ pa celotnemu spletu dele`nikov (lastnikom, zaposlenim, potro{nikom, lokalni skupnosti…) in s tem {ir{emu okolju, dru`bi. V prispevku predstavljamo, kako v poslovanje podjetja vklju~iti dru`beno odgovornost, korporativno dr`avljanstvo, inovacije, da bi ustvarjali dobi~ek za delni~arje, ob so~asnem pozitivnem odnosu do vseh dele`nikov podjetja in {ir{e dru`be. Predstavljamo enega izmed projektov (odgovoren.si, sem, smo…), ki ga pripravlja IRDO - In{titut za razvoj dru`bene odgovornosti in naj bi pripomogel k razvoju dru`bene odgovornosti v Sloveniji v bli`nji prihodnosti. Klju~ne besede: dru`bena odgovornost, dele`niki, projekti, razvoj, inovacije, komuniciranje, marketing, korporativno dr`avljanstvo

Reference: Anita Hrast je ustanoviteljica in direktorica in{tituta IRDO (od 2004 dalje). Bila je tudi soustanoviteljica in sekretarka dru{tva Ozara, Slovenija - Nacionalno zdruènje za kakovost ìvljenja (1994-2000), direktorica marketin{ke agencije Verus (20032004), avtorica oddaje »7 minut za gospodarstvo« (Radio Maribor, 2003-2006), novinarka v razli~nih medijih (19891995), direktorica ogla{evanja (SPEM), vodja projektov v PR in marketin{kih agencijah (nagrada bronasti Effie 2003, Spektra Press), produktna menedèrka v Zalo`bi Forum Media (razvoj novih izdelkov). Je podiplomska {tudentka na Fakulteti za dru`bene vede Univerze v Ljubljani in registrirana raziskovalka (ARRS). Raziskuje in objavlja prispevke s podro~ja dru`bene odgovornosti in marketinga v razli~nih revijah in na slovenskih ter mednarodnih znanstvenih konferencah, sodeluje v projektu CSR - Code to Smart Reality pri GZS OZ Maribor. Raziskuje in razvija nove pristope v komuniciranju, nove projekte in storitve za razli~ne naro~nike (podjetja, mediji, posamezniki) ter se povezuje s {tevilnimi slovenskimi in mednarodnimi organizacijami, strokovnjaki, predvsem z namenom razvoja in uveljavljanja dru`bene odgovornosti.

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

3.4.1 DEVELOPMENT OF PROJECTS FOR RAISING AWARENESS OF THE IMPORTANCE OF SOCIAL RESPONSIBILITY AS CHALLENGE FOR MANAGERS Anita Hrast IRDO - Institute for the Development of Social Responsibility, e-mail: anita.hrast @irdo.si

Abstract: Contemporary customer demands have influence on companies and their direction to innovative, for market interesting projects, products, services... Company is obligated to operate responsible – not only to shareholders, but to whole collection of stakeholders (owners, employees, customers, local community…) and so to larger environment, community. In this paper we present, how to include social responsibility into business practice, and at the same time have positive relations to all company stakeholders and to community at large. We present one of the IRDO – Institute for the Development of Social Responsibility projects (odgovoren.si, sem, smo… – ‘responsible you are, I am, we are…’), which should contribute to development of social responsibility in Slovenia in the future. Key words: social responsibility, stakeholders, projects, development, innovation, communication, marketing, corporate citizenship

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

3.4.2 SOCIAL ACCOUNTABILITY AND RESPONSIBILITY FOR ITALIAN SOCIAL COOPERATIVES: THE EXPERIENCE OF THE MARCHE REGION Francesca Scocchera COOSS MARCHE ONLUS Social Cooperative

Abstract: The intervention will focus 2 main themes: 1. Social Cooperative: a model of organisation The Social Cooperative is a private body, a non profit organisation, set as Social Enterprise. According to the national legislation, the Social Cooperative addresses the overall community concerns for human promotion and social integration of citizens, with the aim of guaranteeing working continuity and better economic, social and professional conditions to its members. The Social Cooperative provides services, in two fields of intervention: health, social and educational services to people in need of care; job insertion for disadvantaged people. The Social Cooperatives provide health care and social services, following the contracting-out procedure (the Local Public Body keeps the legal ownership, the control, the funding of the service, the private Social Cooperative manages the activities). Some main figures are showed. The Social Cooperative is based on the values of self-help, self-responsibility, democracy, equality, equity and solidarity; the Cooperative Identity is a crucial factor, explained by motivation, participation, membership. That's why the Social Cooperative model is strictly related to the Social Responsibility approach and that's why many of the Italian Social Cooperative presents the annual Social Auditing Report, has an Ethical Code, has SA8000 certification. 2. The contribution of the Social Cooperatives to the SR approach The Social Cooperative model represents an interesting field of application of the concept of multistakeholder participation: various categories of stakeholder may become members, including paid employees, beneficiaries, volunteers, financial investors and public institutions. Such a characteristic is even more specific in the territorial context, as the Social Cooperative is a fundamental actor in the social welfare planning. In fact, since its constitution (and from 2000 in a formal and legitimated modality) the Social Cooperative is actively involved in the territorial and community development, through the participation, the co-planning, the co-designing of the community welfare. The Social Cooperative plays a specific role in the planning process of the welfare policies, together with the public organisations, and in collaboration with the profit and non profit sector, through a Ă&#x2026;genlarged tableĂ&#x2026;h where actions and interventions are defined, aimed at the wellbeing of the community citizens, through specific instruments: the Social Territorial Plan, where the Multistakeholder approach is implemented and exploited, developing the social dimension of the Social Responsibility concept, and representing the strong and valuable contribution from the Social Cooperative.

Reference: Francesca Scocchera (Ancona, Italy) holds a degree in Economics from the University of Ancona, Italy. Since 1997 she has been working at COOSS MARCHE ONLUS. She is the responsible as far the Social Quality approach of COOSS MARCHE ONLUS, in particularly as concerning the Social Responsibility process. She is author of reports and articles concerning Social Responsibility approach in the non profit sector, in particular within social cooperatives model.

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

3.4.3 PREGLED O DOP V AVSTRIJI IN KORO[KA POBUDA 'POKA@ITE ODGOVORNOST!' Dr. Iris StraĂ&#x;er Projekt leader 'Verantwortung zeigen!', RespACT Austria and STRASSER & STRASSER Consulting

Povzetek: Za~etki dru`bene odgovornosti v Avstriji Usmerjevalna vizija za avstrijske poslovneè: 'Gospodarski uspeh. Odgovorno dejanje' Pobudo'DOP v Avstriji' so l. 2003 ustanovili Zvezna gospodarska zbornica Avstrije, Federacija avstrijske industrije in Zvezno ministrstvo za gospodarstvo in delo. Od septembra do decembra 2003 so predstavniki poslovneèv s predstavniki razli~nih dru`benih skupin intenzivno razpravljali. Tako je nastal temelj za sedanjo usmerjevalno vizijo za avstrijske poslovneè: 'Gospodarski uspeh. Odgovorno dejanje'. Nacionalna platforma respACT austria Ko so junija 2005 ustanovili respACT austria, je nastala za podjetja podlaga, ki pospe{uje dru`beno odgovornost v poslovanju. respACT austria nadaljuje delo pobude DOP Avstrija. Nudi podjetjem informacije in odli~no podporo na poti k sonaravnosti. Je nacionalno izhodi{~e za iskanje, kako uveljaviti sonaravne prakse, DOP in poslovno etiko. Daje podjetjem prilo`nost, da si izmenjujejo zamisli in skupaj govorijo o skupnih namenih. Med drugimi spodbudami je nagrada za dru`beno odgovornost TRIGOS, ki jo podeljujejo vsako leto angaìranim podjetjem v treh kategorijah: dru`ba, delovno mesto in trg. Edinstvena regionalna pobuda 'Pokaìte odgovornost' na Koro{kem Da bi se pribliàli regionalnemu gospodarstvu, so na Koro{kem za~eli z INTERREG projektom 'POD odli~nost', ki so ga dodali nacionalni platformi aprila 2006. V okviru tega ~ezmejnega projekta sodelujejo z Ju`no Tirolsko v Italiji in so v prvi fazi ustanovili posebno regionalno pobudo 'Pokaìte odgovornost'. Kombinacija ciljev: 1. Inspirirati podjetja, naj poveèjo svoje podjetni{ko dràvljanstvo in ekonomske cilje: ve~ angaìranja na gospodarsko bistvenih podro~jih, manj v dejavnosti, ki jih je 'lepo imeti'. 2. Za~eti in krepiti partnerstvo in sodelovanje med podjetji in neprofitnimi organizacijami. 3. Krepiti ob~utljivost javnosti in gospodarstvo za uspe{ne dejavnosti koro{kih podjetij. Nastalo je tudi edinstveno sodelovanje med specializiranimi ustanovami (respACT austria in Center za podjetni{ko dràvljanstvo) Avstrije, regionalnima zdruènjima Gospodarsko zbornico in federacijo industrije ter katoli{ko cerkvijo na Koro{kem. Pisarna za podjetni{ke projekte je gonilna sila pobude 'Pokaìte odgovornost!' Glavne dejavnosti so projektni mened`ment za ~ezmejne projekte, spajanje vseh ukrepov v celoto za udeleèna podjetja in institucije ter sistemati~na regijska, dràvna in mednarodna integracija. Prispevek bo omogo~il vpogled v dejavnosti iz obdobja po aprilu 2006, ukrepe in dose`ke prve faze. Kon~al se bo z napovedjo druge faze pobude 'Pokaìte odgovornost!' za 2007-2009, za katero pripravljajo raz{iritev dejavnosti znotraj in izven Avstrije, zlasti s Slovenijo. Klju~ne besede: Avstrija, dru`bena odgovornost podjetij, pobude

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

3.4.3 SURVEY OF CSR IN AUSTRIA AND THE CARINTHIAN INITIATIVE “VERANTWORTUNG ZEIGEN”! Dr. Iris Straßer Projekt leader 'Verantwortung zeigen!', RespACT Austria and STRASSER & STRASSER Consulting

Abstract: Beginning of CSR in Austria Guiding vision for Austrian businesses: “Economic Success. Responsible Action.” The „CSR Austria“ initiative, which was founded in 2003 by The Austrian Federal Economic Chamber, The Federation of Austrian Industry and The Federal Ministry of Economics and Labour. From September to December 2003 business representatives met representatives from different social groups in order to engage in intense dialogue. This forms the fundament of the present guiding vision for Austrian businesses: “Economic Success. Responsible Action.” National platform respACT austria With the establishment of respACT austria in June 2005 a platform has been created for companies which promotes social responsibility in businesses. respACT austria is continuing the work of the „CSR Austria“ initiative. The platform provides companies with information as well as excellent support along the path to sustainability and is the national initial point of contact for all queries relating to the implementation of sustainable practices, Corporate Social Responsibility (CSR) and business ethics. It gives companies the opportunity to exchange ideas amongst each other and to collectively speak out about common aspirations. Among other business incentives since 2004 the TRIGOS award for corporate responsibility for three categories - Society, Work place and Market - is given annually to engaged companies. Unique regional initiative „Verantwortung zeigen!“ in Carinthia To come close to regional economy the INTERREG project “CSR excellence” was initiated in Carinthia in addition to the national platform in April 2006. In the framework of this cross-border project with Italy/South Tyrol the special regional initiative “Verantwortung zeigen!” was established in first phase. Combined objectives: 1. Inspire companies to connect their corporate citizenship and economic objective: more engagement in economically essential areas, less 'nice to have' activities. 2. Initiate and enhance partnerships and cooperation between companies and non-profit organizations 3. Sensitise the public and the economy on the effective corporate activities of Carinthian companies A unique cooperation between specialised national institutions (respACT austria and the Center for Corporate Citizenship), regional economic associations Economic Chamber and Federation of Industry and the Catholic Church in Carinthia. The corporate project office is the moving power of Verantwortung zeigen! Main activities are project management for cross-border projects, fusion of all measures to an ensemble for the participating companies & institutions and systematic regional, national and international integration ???. The lecture will deliver insight into the activities since 04/2006, into measures and results from the first phase. The conclusion will be a forecast to the second phase of Verantwortung zeigen! 2007 till 2009, where national and international spread out especially in cooperation with Slovenija is prepared. Key words: Austria, corporate social responsibility; initiatives 53

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

References: Mag. Dr. Iris Straßer, born 1967 in Klagenfurt, Carinthia. Studied business economics at the university of Graz and graduated in 1991. After doctor degree in 1993 first employment as management consultant at TPA Horwath. In 1999 together with her husband she founded STRASSER & STRASSER Consulting. Straßer is married and mother of 3 children. Special qualifications: Expert for social innovation on behalf of public authorities, institutions and companies, facilitating to benefit from social development with is efficient and profitable as well. References: Studies and evaluations concerning education, labour, childcare, family and social affairs on behalf of the government of Carinthia, of Federal Ministry for Family Affairs and of Federal Ministry for Social Affairs. National/international projects in cooperation with Non profit organisations and also with the Austrian Federal Economic Chamber and the Federation of Austrian Industry. Current position: Managing director of STRASSER & STRASSER Consulting Project leader of the INTERREG-project “CSR excellence” Leader of the regional initiative “Verantwortung zeigen!” [“Showing responsibility!”]

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

3.4.4 CSR - CODE TO SMART REALITY, PREDSTAVITEV PROJEKTA Projekt je sofinanciran s sredstvi EU

Mojca Tomin{ek Vodja projektov pri GZS - OZ Maribor

Povzetek: Opis projekta Cilj projekta je vzpostavitev podpornega okolja in predstavitev instrumentov za dvig ozave{~enosti o pomenu DOP med razli~nimi podjetni{kimi organizacijami in mreàmi, regionalnimi razvojnimi agencijami, javnimi institucijami, javnostjo in malimi in srednje velikimi podjetji v Sloveniji. Poleg tega je projekt usmerjen v pove~anje znanj na podro~ju izvajanja DOP z izmenjavo dobrih praks, orodij in iniciativ tako doma kot v Evropi. Projektni partnerji: koordinator je GZS OZ Maribor; partnerji so EIM d.o.o., Center razvoja ~love{kih virov; Novelus; ZSSS - OO Podravje; North East BIC (VB); sodelujejo pa {e drugi zunanji strokovnjaki. Cilji projekta • Promovirati DOP in njene pozitivne vplive na poslovanje in dru`bo kot tako med malimi in srednje velikimi podjetji in ostalimi institucijami, ki so povezane z aktivnostmi DOP; • Postaviti stimulativno in podporno okolje za promocijo DOP v Sloveniji; • Postaviti informacijski center za DOP, ki bo vzdrèvan in se bo nenehno obnavljal; • Zbirati podatke, izmenjavati informacije o dobrih praksah, o orodjih in pobudah v Sloveniji in drugod v Evropi; • Razviti instrumente za ocenjevanje aktivnosti na podro~ju DOP med MSP; • Razviti in testirati program usposabljanja za podjetni{ke svetovalce za podro~je DOP ter tako pove~ati mo`nost in potrebo po storitvah s podro~ja DOP. Opis aktivnosti projekta Projektne aktivnosti se izvajajo v 6 delovnih paketih: 1) Postavitev podpornega okolja za promocijo DOP (Organizacija informativnih delavnic o DOP, udele`ba na drugih dogodkih in predstavitev projekta, analiza poznavanja DOP med podjetni{kimi svetovalci in podjetji in njihove potrebe pri uvajanju DOP, “community of practice” (forum strokovnjakov), oblikovanje “Code of conduct” - priporo~il za ugotavljanje DOP v MSP v Sloveniji; pospe{iti postavitev nacionalnega okvirja splo{no sprejetih napotkov) 2) Postavitev Informacijskega centra za DOP na spletu (priprava prakti~nih in uporabnih informacij, materialov, dokumentov, orodij za pove~anje aktivnosti na podro~ju DOP v Sloveniji in jih oblikovati v okviru è poznanega orodja v okviru GZS - Infopike, organizacija svetovalnih storitev s podro~ja DOP); 3) Izmenjava dobrih praks (identificiranje dobrih praks DOP v Sloveniji, VB in Evropi, organizacija mednarodne delavnice o dobrih praksah, podpornih institucija in promocija DOP; video konferenca, nate~aj za dobre prakse s podro~ja DOP, {tudijsko potovanje v VB); 4) Razvoj in izvedba usposabljanj za podjetni{ke svetovalce (oblikovanje programa usposabljanja, materialov in izvedba usposabljanj z uporabo sre~anj v ìvo, e-U~enja preko spletne u~ilnice in prakti~nega dela z vklju~itvijo podjetij) ; 5) Promocija in diseminacija rezultatov (obve{~anje o dogodkih, aktivnostih in rezultatih projekta na podlagi medijskega plana, priprava ~lankov, prispevkov, zaklju~na konferenca); 6) Koordinacijske aktivnosti vodenja projekta, pomo~ pri izvedbi projekta. 55

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

Reference: Mojca Tomin{ek je vodja projektov pri Gospodarski zbornici Slovenije - obmo~ni zbornici Maribor. Vodi {tevilne projekte, med drugim je vodila tudi naslednje: vodenje sekretariata projekta "Emerging EU-services" (Phare CBC 2000)od apr. 2002 do avg. 2003 (organizacija seminarjev, usposabljanj za podjetja in podjetni{ke svetovalce, svetovanja, kooperacijska sre~anja, priro~niki); projekta "Na poti v EU 2. del" (Phare CBC 2000) od sep. 2003 do mar. 2005 (organizacija svetovanj in izvedbe razli~nih ukrepov v podjetjih); projekta "eSLOG for SMEs" (Phare CBC Program SLO/A) od feb. 2004 do feb. 2005 (priprava modelov, shem za ePoslovanje); vodja projekta "CSR-Code to Smart Reality for SMEs" (razpis Evr.Komisije - Direktorat za podjetni{tvo in industrijo) katerega namen je ve~ja osve{~enost o dru`beni odgovornosti med MSP; kot svetovalka sodeluje v {tevilnih drugih projektih, v katerih je GZS OZ Maribor sodelovala kot partner.

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

3.4.4 PRESENTATION OF THE PROJECT “CSR-CODE TO SMART REALITY FOR SMES” Mojca Tomin{ek Project Manager - CCI Maribor

Abstract: Project description The aim of the project is to set up a supportive environment and introduce instruments for increasing awareness about the importance of CSR among different business organisations and networks, SME and regional development agencies, public authorities, public and SMEs in Slovenia. Besides that the project will strive to increase knowledge on implementation of CSR through exchange of experiences and good practices, tools and initiatives in Slovenia as well as across Europe. Project partners: leading partner is CCI Maribor; partners are Economic institute of Maribor - Human Resource Development Fund, Novelus, Association of Free Trade Unions of Slovenia, Regional Organisation Podravje, North East Business Innovation Centre (UK); with cooperation with other experts. Project objectives • To promote CSR and its positive impact on business and society among SMEs and other key actors related to CSR activities; • To set up simulative and supportive environment for the promotion of CSR in Slovenia; • To establish sustainable CSR Resource Centre in Slovenia; • To collect data and exchange information on good practices, tools and initiatives in Slovenia and in Europe; • To develop instruments for measuring SMEs CSR activities in Slovenia; • To develop and test CSR training programme for small business advisers and to build the capacity and competences of key actors on CSR. Description of the work Project activities will be implemented in six work packages: 1) Set up supporting environment to promote CSR in Slovenia (organization of workshops in Slovenia to promote CSR, presentation of the project on other events, analyzing CSR awareness of SMEs and also needs of SME advisors as well as SMEs, setting up community of practice in the frame of CCI of Slovenia; design Code of conduct for recognition of CSR SMEs in Slovenia; enhance setting up national framework of generally accepted references); 2) Setting up CSR Resource Centre on web page (preparing practical and user friendly information, material, documents, tools to enhance CSR activities in Slovenia and make them available in SMEs trusted source - Infopika, organising CSR advisory service); 3) Exchange of good practice (identification of CSR good practices in Slovenia, UK and Europe as such, international workshop to exchange experiences and good practices among support organisations and advisors and to promote CSR; video conference to exchange good practices among Slovenian and UK SMEs, Award to promote CSR in Slovenia, study tour to UK); 4) Development and implementation of CSR training module for small business advisors (development of training module and materials and implementations - using e-learning, face to face sessions and learning by doing methods that will involve SMEs in the process); 5) Promotion and dissemination (dissemination of project results, preparing articles and other material according to media plan prepared, final CSR Conference); 6) Management activities to support project implementation. 57

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

3.4.5 PROJEKT RASTO^A KNJIGA V SLOVENIJI dr. Janez Gabrijel~i~ Dru{tvo ekonomistov Dolenjske in Bele krajine

Povzetek: Prispevek opisuje osnove odli~nosti s posebnim ozirom na povezanost odli~nosti z izbolj{anjem odnosov med ljudmi, ki lahko vodi k trajni rasti svetovnega gospodarstva. Prikazan je poseben model odli~nosti, ki smo ga imenovali«A-E-I-O-U model«. Opisali smo tudi projekti imenovan »Rasto~a knjiga«, ki je prakti~ni primer dru`bene odgovornosti. Klju~ne besede: Odli~nost, filozofija »in, in«, inovativnost, energija, aktivnost, organizacijska kultura, dru`bena odgovornost, projekt »RASTO^A KNJIGA«.

Reference: Janez Gabrijel~i~ se je rodil v Novem mestu leta 1939. Po kon~ani gimnaziji v rodnem mestu je dokon~al Ekonomsko fakulteto v Ljubljani. Leta 1972 je magistriral na isti fakulteti, doktoriral pa leta 1993 na Ekonomski poslovni fakulteti v Mariboru. Delal je na razli~nih mestih v gospodarstvu in bil tudi devet let ~lan Ra~unskega sodi{~a Republike Slovenije v Ljubljani. Sedaj je podpredsednik vseslovenskega dru{tva »Rasto~a knjiga«. Dvajset let pa je `e predsednik programskega in organizacijskega Foruma odli~nosti in mojstrstva na Oto~cu. Predaval je na mnogih seminarjih, ve~krat pa tudi na doma~ih in tujih univerzah.

Deklica z »Rasto~o knjigo«

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

3.4.5 PROJECT GROWING BOOK IN SLOVENIA dr. Janez Gabrijel~i~ Association of economists from Dolenjska and Bela Krajina

Abstract: The article shows fundamentals of excellence and its alignments and improvements with people relations. All this is combined with world economy growth. Special excellence model called »A-E-I-O-U model« is also added. Project called »Rasto~a knjiga- The Growing Book«, which is practical issue of excellence and social responsibility, is showed. Key words: Excellence, »and,and Philosophy«, innovation, energy, activity, organitational culture, social responsibility, »The Growing Book Project«.

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

3.5 Mened`erji kot klju~ni nosilci dru`bene odgovornosti in vez med skupinami dele`nikov

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

3.5.1 MORAL LEADERSHIP IN PROMOTING CORPORATE SOCIAL RESPONSIBILITY Dr. Eloy Anello National Director: Andean Centre of Excellence for Teacher Training, Universidad Nur-USAID, Bolivia and WHO concultant

Povzetek: Prispevek opisuje dinamiko tranzicijskega obdobja, ki premika ~love{tvo skozi muke odmirajo~ega svetovnega reda k rojstvu nastajajo~ega novega. Podaja kratko analizo prevladujo~ega nekoristnega modela vodenja in analizo potrebe dose~i nov model, ki bi zmogel razre{iti izzive tranzicijskega obdobja. Predlaga okvir zamisli o moralnem vodenju, ki naj bi bil podlaga za model vodenja, ki poudarja enotnost v razli~nosti in se odziva na moralni imperativ, da naj se trudimo, da bi izkoreninili podkupljivost iz dru`benih organov in organizacij. Klju~ne besede: enotnost v razli~nosti, moralno vodenje, podkupljivost, tranzicija

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

Abstract: The paper describes the dynamics of an age of transition that is moving humanity through the throes of a dying world order to the birth of an emerging new one. A brief analysis is provided of the prevailing dysfunctional models of leadership and of the need for a new model of leadership capable of addressing the challenges of an age of transition. A conceptual framework of moral leadership is proposed as the basis of a model of leadership that promotes unity in diversity and responds to the moral imperative to work towards the eradication of corruption from the institutions of society. Key words: corruption, diversity, moral leadership, transition, unity

References: Eloy Anello, Doctor (Education, University of Massachusetts, Centre for International Education, Amherst, MA), specialization course in Curricular Design for Health Human Resources, School of Public Health, Harvard University, Cambridge, MA; Masters Degree in Public Health Administration, School of Public Health and Tropical Medicine, University of Puerto Rico, B. A. in Sociology and Latin American Studies California State University, Hayward, CA. His professional work experiences are: National Director: Andean Centre of Excellence for Teacher Training, Universidad Nur-USAID, Bolivia; General Advisor for Nur University, Santa Cruz, Bolivia; Regional Education and Training Advisor at PLAN International, South American Regional Office (SARO), Quito, Ecuador; Executive Director, International Association for Development Learning, President of the Board of Trustees, Núr University, Santa Cruz, Bolivia etc. His consultancy and training assignments are for: World Health Organization Geneva, Partners Bank, Lenz, Austria, AISEC, Vienna, Austria, World Health Organization Geneva / Manila, Philippines… He is author of several publications, books on moral leadereship, learning, development, community participation, project management…

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

3.5.2 UKVARJANJE Z ZAPLETENO BODO^NOSTJO: U^INKI ALTERNATIVNIH VZORCEV KOMUNICIRANJA KOT PODLAGE ZA TRAJNO INOVIRANJE dr. Gerald Steiner, dr. Filippina Risopoulos Karl-Franzens Universitat Graz, Avstrija

Povzetek: Prispevek je namenjen razpravi o potrebi uvesti nove in inovativne oblike komuniciranja, da bodo podlaga trajnemu inoviranju in zlasti dru`beno vzdr`nim inovacijam. Danes imamo opraviti z vse bolj zapletenimi sistemi, v bodo~nosti bo enako. Zato moramo na novo premisliti, ali neko~ uspe{ne strategije komuniciranja {e ustrezajo, da bi se u~inkovito in uspe{no ukvarjali z zapletenimi polo`aji. Avtorja predlagata alternativno strategijo komuniciranja, ki zajema naslednje: 1.) Na ravni posameznikov velja uporabljati ve~ desnomo`ganskega razmi{ljanja, da bi uporabili potrebne sposobnosti za ustvarjanje, zami{ljanje in celovitost, kakr{ne potrebujemo, ko se ukvarjamo z vse bolj negotovo in zapleteno bodo~nostjo. 2.) Uporabiti je treba komuniciranje, ki temelji na sistemskem razmi{ljanju in usmerjenosti v dele`nike. 3.) Uveljaviti je treba jezik, usmerjen v spreminjanje in krepko povezan z inovativnimi oblikami komuniciranja na osnovi ustvarjanja, da bi razumeli, obvladali in modelirali kompleksne sisteme. 4.) Uporabljali naj bi le ve~ re{evanja problemov, usmerjenega k dele`nikom, in tudi ve~ transdisciplinarnega, zato da bi spodbudili ve~ neposrednega vklju~evanja in sodelovanja (primernih) dele`nikov v procesu re{evanja problemov. Klju~ne lastnosti, ki jih je treba dose~i, vklju~ujejo fleksibilnej{e in ustvarjalnej{e vzorce komuniciranja, s katerimi je delo la`je, u~inkovitej{e in uspe{nej{e. Nadalje je to podlaga, da se neposredno vklju~ijo 'aktivni' dele`niki, zato da uporabijo svoje sposobnosti koncipiranja in da vklju~ijo kar se da veliko ~utov. Ni namen {teti tradicionalne pristope h komuniciranju za zastarele, ampak okrepiti njihov pomen tako, da bi jih vgradili v celovitej{o in ustreznej{o strukturo. Klju~ne besede: dru`beno odgovorno inoviranje, interdisciplinarnost, jezik spreminjanja, sonaravnost, transdisciplinarnost, komuniciranje na osnovi ustvarjalnosti

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

3.5.2 DEALING WITH A COMPLEX FUTURE: THE EFFECTS OF ALTERNATIVE COMMUNICATION PATTERNS AS BASIS FOR SUSTAINABLE INNOVATIONS dr. Gerald Steiner, dr. Filippina Risopoulos Karl-Franzens Universitat Graz, Austria

Abstract: The aim of this contribution is to discuss the need for alternative and innovative forms of communication as a basis for sustainable innovations and especially socially sustainable innovations. The increasingly complex systems we deal with today and we will have to deal with in the future, make it necessary for us to rethink previously successful communication strategies since many of them are not suitable for effectively and efficiently dealing with complex situations. Instead, the authors suggest a communication strategy that entails the following: 1.) At the level of the individual, active incorporation of more right-brain thinking in order to make use of the necessary creative, conceptual, and holistic skills that are required in handling an increasingly uncertain and complex future. 2.) Incorporating communication based on systems thinking and stakeholder-orientation. 3.) Establishing a change oriented language strongly associated with innovative forms of design-based communication as the basis for understanding, dealing with, and modelling complex systems. 4.) Applying not only more stakeholder-oriented problem solving, but also more transdisciplinary problem solving so as to encourage immediate involvement and participation of (the appropriate) stakeholders within the problem solving process. The key features to be accomplished are more flexible and more creative communication patterns that can be handled easier, more effectively and more efficiently. Further, this is the basis for the immediate involvement of “active” stakeholders in order to make use of their conceptual capacities and that involve as many senses as possible. It is not intended to make the traditional communication approaches obsolete, but rather to augment their significance by embedding them within a more holistic and adequate structure. Key words: social responsible innovation, sustainability, inter- and transdisciplinarity, change oriented language, design-based communication

References: Filippina Risopoulos is Assistant Professor at the Institute of Geography and Regional Science at the Faculty of Environment, Regional and Educational Sciences, University of Graz. She has a PhD in Arts and Humanities (Further Education). She teaches students in the field of “Human Communication” and “Systemic Management” at the Faculty of Social and Economic Sciences and her current work deals with sustainable development in the field of transdisciplinary knowledge transfer and added values for a regional development. Her research interests include communication and language interactions applied in social and economic fields based on systems thinking. Gerald Steiner is researcher and lecturer at the Institute of Innovation and Environmental Management at the University of Graz and at the Institute of Industrial Design at the University of Applied Sciences in Graz. His special interests are innovation and creativity management, industrial design, transdiciplinary and complex problem solving, entrepreneurship, and sustainable development. He is also visiting Professor at the University of Maribor within the MBA-Program and at the University of Ljubljana, book author, and practically involved as consultant and trainer in the fields of innovation (especially product innovations) and strategy development. For his research he has been awarded internationally several times such as most recently by the Best Paper Award of the WDSI (Western Decision Sciences Institute) and by the Daimler Chrysler AlpenAdria Research Award.

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

3.5.3 ZAKAJ JE DRU@BENA ODGOVORNOST TUDI ODGOVORNOST MENED@ERJEV? Tonja Zadnik strokovna sodelavka Zdru`enja Manager, e-mail: tonja.zadnik @zdruzenje-manager.si

in Sonja [muc izvr{na direktorica Zdru`enja Manager, e-mail: sonja.smuc @zdruzenje-manager.si

Povzetek: V prispevku namenjamo pozornost vzajemnosti, igri bumeranga, ki kroji na{o prihodnost. ê dru`beno odgovornost podjetij konceptualno opredelimo kot premik poslovne paradigme, se moramo prvenstveno vpra{ati, ali je bilo gospodarstvo kdaj lo~eno od ostalih dru`benih sfer oziroma, ali je bila gospodarska dejavnost sploh kdaj imuna na posledice svojega delovanja? Nikoli. Se pa stopnja opolnomo~enja dele`nikov podjetij vi{a. Prostovoljni doprinos podjetij k bolj{i dru`bi in ~istej{emu okolju tako v resnici ni ve~ zgolj odraz altruizma. Raziskave kaèjo, da dru`bena odgovornost podjetij v ekonomskem smislu postaja ena~ica za pozitivno diferenciacijo blagovne znamke, v {ir{e dru`benem pa skorajda nujnost. Ljudi, ki jih ne skrbi za prihodnost, bo kmalu skrbelo za sedanjost. In ravno v strahu zase oziroma na{e zanamce se je, podobno kot pojem trajnostni razvoj, rodil tudi koncept dru`bene odgovornosti. Mistiki spra{ujejo, kaj bo s prihodnostjo, praktiki odgovarjajo: bodimo do nje odgovorni! Znotraj tega je vlogo managerja potrebno razumeti kot vlogo vmesnega ~lena. Njegova prednostna naloga je ekonomsko preìvetje podjetja, ki je predpogoj za vse nadaljnje aktivnosti dru`bene odgovornosti. Dru`beno odgovorni manager pa je nadgradnja tega: je glasnik integracije dru`benih in okoljskih tematik v samo jedro poslovne strategije. Manager namre~ bedi nad izredno pomembnimi ìvljenjskimi poglavji posameznika. Nad enakimi mo`nostmi zaposlovanja, usklajevanjem druìnskega in poklicnega ìvljenja, zagotavljanjem varnosti pri delu in okoljskih vpra{anjih - ~e jih omenimo le nekaj. Uveljavljanje dru`bene odgovornosti podjetij pa ni vedno prepu{~eno managerski izbiri. Enakovredno jo dolo~ata tudi politika ter civilna dru`ba. Kadar sta obe vzpodbujevalni, je managerjev 'DA' dru`beno odgovornemu delovanju samo {e kazalec tako njegove ekonomske kot eti~ne kredibilnosti. Klju~ne besede: vzajemnost, management, dele`niki, dru`bena odgovornost

Reference: Tonja Zadnik (1982) je strokovna sodelavka Zdru`enja Manager, kjer skrbi za komunikacijska orodja. Svojo pot je pri~ela na Fakulteti za dru`bene vede, kjer je {e kot absolventka postala soavtorica priro~nikov Vodnik po poklicnih, vi{jih {olah in fakultetah (prvi in drugi del). Pred in medtem je veliko potovala ter iz Indije poro~ala za RTV Slovenija, kot novinarka je sodelovala tudi z revijo Gorenjski glas, Radiom glas Ljubljane, prilogo Dela Polet, revijo [tudent, objavljala pa je tudi znanstvene ~lanke in recenzije (v ~asopisu Anthoropos in Dru`boslovne razprave). V okviru projekta Vox Populi je s pomo~jo kriti~ne propagandne akcije raziskovala slovensko identiteto. Lani je na Fakulteti za dru`bene vede diplomirala iz sociologije, njena naloga pa je bila nominirana za Pre{ernovo nagrado. Sonja [muc je izvr{na direktorica Zdru`enja Manager. Svojo kariero je za~ela pri Gospodarskem vestniku. Leta 2002 je postala odgovorna urednica revije Manager. Je avtorica ve~ kot 600 ~lankov in pogosta moderatorka gospodarskih omizij. Kot televizijska novinarka je soustvarjala oddajo RTV Slovenija Poslovni barometer in oddajo TV Paprike 100 najuglednej{ih. Diplomirala je na ljubljanski Ekonomski fakulteti, kjer {e kon~uje magistrski {tudij podjetni{tva.

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

3.5.3 WHY ARE MANAGERS RESPONSIBLE FOR IMPLEMENTATION OF SOCIAL RESPONSIBILITY? Tonja Zadnik expert adviser of Managers' Association of Slovenia, e-mail: tonja.zadnik @zdruzenje-manager.si

in Sonja [muc General Manager of Managers' Association of Slovenia, e-mail: sonja.smuc @zdruzenje-manager.si

Abstract: The contribution will present the main principle which defines our future: reciprocity. If the concept of social responsibility is to be understood as new business paradigm, we should ask ourselves, whether economy had ever been fully divided from other sectors? Never. However, the diverse stakeholder groups are empowering. Respond to demands and problems of several stakeholders (better society and cleaner environment), as the core of social responsibility, is not (just) an altruistic gesture. Researches show, that social responsibility is not a counterpart to economic success on the contrary, when it is effectively designed and implemented it presents the positive differentiation of brand mark. The role of the manager should be understood as the intermediate role. Her/his crucial job is to take care of the economic survival of the enterprise, which is the ground stone for all social responsible activities that may follow. When political environment and NGOs are encouraging, managerâ&#x20AC;&#x2122;s endorsement and implementation of social responsible behavior is just another proof of his economic and ethic credibility. Key words: reciprocity, stakeholders, management, social responsibility

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

3.5.4 DRU@BENO ODGOVORNO UPRAVLJANJE DRU@B Prof. dr. Jo`ica Knez-Riedl izredna profesorica, Ekonomsko-poslovna fakulteta Univerze v Mariboru, Jozica.knez @uni-mb.si

Povzetek: Prispevek obravnava soodvisnost dveh povezanih, komplementarnih konceptov: upravljanje dru`b in dru`bene odgovornosti podjetja (DOP). Med {tevilnimi opredelitvami se glede upravljanja dru`b opiramo na tisto, ki vidi v njem usmerjanje in nadzor podjetij (Solomon and Solomon, 2004). Glede opredelitve dru`bene odgovornosti podjetja se naslanjamo na opredelitev EU, ki jo podaja eden klju~nih strate{kih dokumentov Green Paper on Promoting a European Framework for Corporate Social Responsibility (2001). Opredeljuje jo kot Âťintegracijo skrbi za dru`bo in okolje v vsakodnevnem poslovanju podjetij in pri njihovih razmerjih z dele`niki na prostovoljni osnovi.ÂŤ Ali je in v kolik{ni meri je vidik DOP `e upo{tevan pri upravljanju dru`b, je mo`no razbrati tudi iz ocene ali ratinga upravljanja dru`b. Navajamo le nekaj primerov, saj je ve~ pristopov in hkrati v razvoju ve~ metodologij. Ocena kakovosti upravljanja dru`b vse bolj vpliva na mo`nosti teh dru`b, ki jih imajo zlasti pri dru`beno dogovornih investitorjih in drugih poslovnih partnerjih. Hkrati ima ocena vse ve~ji pomen za status in reference mened`erjev, ~lanov upravnega in nadzornega odbora dru`be. Tako se uporabnost ratinga upravljanja dru`b {iri, s tem pa pove~uje tudi pomen ocene kakovosti upravljanja dru`b. Med kriteriji tega ocenjevanja se postopoma, a vztrajno uveljavljajo tudi vidiki dru`bene odgovornosti podjetja. Avtorica poudarja, da le-te ne povezujemo le z managerji podjetja, temve~ enako pozorno tudi z lastniki podjetja. Klju~ne besede: dru`bena odgovornost podjetja, ocena kakovosti upravljanja dru`b in upravljanje dru`b

Reference: dr. Jo`ica Knez Riedl je izredna profesorica na Katedri za podjetni{tvo in ekonomiko podjetja, na Univerzi v Mariboru, Ekonomsko-poslovni fakulteti Maribor. Je tudi sodelavka In{tituta za podjetni{tvo in management malih podjetij (IPMMP) in predavateljica na dodiplomskem {tudiju: Ekonomika podjetja, Osnove ekonomike podjetja, Okoljska ekonomika podjetja. Predava tudi na podiplomskem {tudiju, MBA: Boniteta organizacij, Ekonomika dru`beno odgovornega podjetja, Benchmarking, Ekonomika projektov. Raziskovalna podro~ja: ekonomika podjetja, okoljska ekonomika, boniteta podjetja, dru`bena odgovornost podjetja, benchmarking. Je (so)avtorica osmih knjig (v angle{~ini, nem{~ini in sloven{~ini), ki obravnavajo trajnostni razvoj, boniteto in benchmarking. Objavlja prispevke v doma~ih in tujih znanstvenih in strokovnih revijah. S prispevki sodeluje na doma~ih in.mednarodnih znanstvenih in strokovnih konferencah. Na dru`beno in okoljsko odgovornost podjetij se nana{a preko 20 prispevkov. Vodi seminarje in delavnice ter sodeluje na seminarjih in delavnicah za podjetnike, managerje, revizorje, ~lane nadzornih svetov. Je avtorica prve slovenske raziskave o dru`beni odgovornosti malih in srednje velikih podjetij v Sloveniji (2002), moderatorka prve slovenske konference o dru`beni odgovornosti (2004), s prispevki o dru`beni odgovornosti podjetij je sodelovala na mednarodnem kongresu (2005) in mednarodnih konferencah (2004, 2006) kakor tudi na doma~ih konferencah in posvetovanjih. Je podpredsednica strokovnega sveta In{tituta za razvoj dru`bene odgovornosti (IRDO).

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

3.5.4 SOCIALLY RESPONSIBLE CORPORATE GOVERNANCE Prof. dr. Jo`ica Knez-Riedl Associate Professor, Faculty of Economics and Business, University of Maribor, Jozica.knez @uni-mb.si

Abstract: In the paper the interdependence of two related, complementary concepts, Corporate Governance (CG) and Corporate Social Responsibility (CSR,) is discussed. Among several definitions about both concepts available we lean upon those: CG as guidance and control of enterprises (Solomon and Solomon, 2004) and CSR - as defined in EU strategic document Green Paper on Promoting a European Framework for Corporate Social Responsibility (2001) - Âťintegration of concerns about society and environment in the everyday business of enterprises and in their relationships with stakeholders, on the voluntary basisÂŤ. If CSR is and in what extent it is included in the CG, one can realize from the CG score or CG rating. In the paper only some of cases are mentioned, as there are many approaches available and many methodologies evolving, at the same time. The assessment of the CG quality is increasingly influencing one company's chances, especially against socially responsible investors and other business partners. At the same time, the score is becoming of greater importance for the status and references of managers, members of Board of Directors and of Supervisory Board. In that way the CG rating is used for several purposes, emphasising the importance of the assessment of the CG quality. Among criteria of this assessment gradually, but persistently the aspects of CSR are coming into force. The author emphasises that CSR of owners needs equal attention as CSR of managers. Key words: corporate social responsibility, CG score, corporate governance

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

3.6 Praksa mened`erjev pri uveljavljanju dru`bene odgovornosti in nekaterih standardov

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

3.6.1 PRAKTI^NI PRIMER DELOVANJA PODJETJA MEBLO JOGI D.O.O. NOVA GORICA NA PODRO^JU DRU@BENE ODGOVORNOSTI Ingrid Heuffel Berginc vodja sistema kakovosti v Meblo Jogi, d.o.o., Nova Gorica

Povzetek: Dru`beno odgovorno podjetje je tisto, ki je odgovorno do vseh subjektov sovplivanja in ki so kakorkoli vpleteni v delovanje podjetja. Biti dru`beno odgovoren pomeni ne samo da izpolnjujemo zakonske obveznosti, pa~ pa da naredimo korak dlje kot to od nas zahteva zakon in dodatno investiramo v ~love{ki kapital, okolje in odnose z dele`niki. Za vsako aktivnost, ki jo podjetje opravi se pojavi vpra{anje koristnosti dejanja. Meblo Jogi d.o.o. Nova Gorica je prvo slovensko podjetje, ki je dobilo certifikat sistema dru`bene odgovornosti po zahtevah standarda SA 8000 è v letu 2000. Za sistem smo se v odlo~ili tudi zato, ker izdelujemo izdelke, na katerih preìvimo oz. prespimo kar tretjino vsega ìvljenja S sistemom dru`bene odgovornosti SA 8000 se je v na{em podjetju pove~ala motivacija zaposlenih, vzpodbudili smo zaposlene za podajanje razli~nih idej, predlogov, izbolj{av,..., produktivnost kot taka se nam s tem ni bistveno pove~ala, ampak se nam je s tem pove~alo zavedanje da le povezovanje v skupine (timsko delo) lahko pripomore k izbolj{anju rezultatov. s tem tudi doseganje ve~je produktivnosti, dosegli smo ve~jo povezanost med zaposlenimi, bolj{e delovne pogoje za zaposlene ter urejeno delovno mesto, okolico in podjetje. Sam sistem nam prina{a nov odnos do dela in politiko, da je delavec enako ali bolj pomemben kot vse ostalo. Hkrati zahteva tudi veliko odgovornost delavcev samih, ne podeljuje jim samo veliko pravic. Presenetljiva je ugotovitev, da ve~ina podjetij posega po razli~nih standardih, kot so standardi kakovosti in standardi ravnanja z okoljem. To pa pomeni, da je {e vedno premalo tistih podjetij, ki se zavedajo, da je za konkuren~nost pomembna tudi kakovostna delovna sila, zaupanje, humano delovno okolje, ugled v javnosti, vse zahtevnej{i potro{niki, katerim je vse bolj pomembno odgovorno ravnanje podjetij do vseh udeleèncev, in ne samo cena in kakovost izdelka. Zaposleni so v na{em podjetju najve~je bogastvo, le-ti se enakopravno razvijajo in soustvarjajo skupne cilje. V poslovanju vsakega podjetja je to izrednega pomena, saj se vsak delavec ~uti pomembnega, vsakdo ve, da lahko napreduje in vidi neko varnost preko svojega dela in dela sodelavcev. Klju~ne besede: dru`bena odgovornost, motiviranost zaposlenih,....

Reference: Mag. Ingrid Heuffel Berginc je v podjetju Meblo Jogi d.o.o. Nova Gorica zaposlena kot vodja sistema kakovosti. Po izobrazbi je magistrica znanosti tekstilstva. Je vodilna zunanja presojevalka sistemov kakovosti. Pod njenim vodstvom je podjetje pri{lo do uveljavitve sistema kakovosti ISO 9001 ter do presti`nega naslova - prvi imetnik standarda dru`bene odgovornosti SA 8000 v Sloveniji. Njena delovna prizadevnost, {irina znanj, ambicije in doseèni rezultati pomenijo podjetju nove perspektive prihodnjega poslovanja. Uspe{no sodeluje pri pripravi in uresni~evanju razli~nih projektov, svoje pridobljene izku{nje {iri in posreduje tudi drugim podjetjem z udele`bo kot predavateljica na strokovnih konferencah. V podjetju je gonilna sila pri uveljavljanju celovitega pristopa kakovosti na vseh ravneh podjetja, veliko vloga igra pri mentorstvih {tudentov pri diplomskih delih, seminarskih nalogah,... Zavzema se za re{itev tistih problemov, ki sedaj ovirajo bolj{e proizvodne in poslovne rezultate ter sku{a z organizacijo raznih internih izobraèvanj spodbuditi inovativnost pri zaposlenih. Njena èlja po osebnostnem razvoju in napredovanju se kaè v hitrem kon~anju magistrskega {tudija, kljub {tevilnim slu`benim obveznostim in zadolìtvam.

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

3.6.1 INTRODUCING SOCIAL ACCOUNTABILITY IN PRACTICE - THE CASE OF THE COMPANY MEBLO JOGI D.O.O. NOVA GORICA Ingrid Heuffel Berginc quality management leader at Meblo Jogi, d.o.o., Nova Gorica

Abstract: A company can be characterized as socially accountable when it exhibits accountability to all subjects of counter-influence, which in any possible way form a part of the company's operations. A socially accountable company does not fulfil merely legal obligations, but goes one step further than required by law, investing additional resources into human capital, the environment and relationships with participants. The question of usefulness arises for any activity taken by such a company. As early as the year 2000, the Meblo Jogi d.o.o. Nova Gorica company became the first company in Slovenia to obtain the social accountability certificate according to requirements of the SA 8000 standard. The company decided to obtain the certificate due to the fact that it manufactures products which people spend or sleep on as much as one third of their lives. By incorporating the SA 8000 social accountability system into our company, we have achieved the greater motivation of our employees, stimulating them to present various suggestions, ideas, improvements, etc. Though productivity as such has not increased, we have learnt that merely working in groups (team work) can improve results and thus positively influence the productivity of the company. We have achieved a stronger connection among employees, improved working conditions and established a well-regulated workplace, environment and company. The system itself presents new relationship towards work and a policy where an employee is equally or even more important than everything else. However, the system does not only vest employees with a lot of rights, but it requires from them a great deal of responsibility as well. To our great surprise, the majority of companies predominantly strive for standards, such as quality standards and environmental management standards. There are very few companies that are aware of the fact that in addition to the price and quality of a product, there are also other components that play an important part in competitiveness. These include: a high-quality workforce, trust, a humane workplace, public reputation and increasingly more demanding consumers for whom the responsible relationship of a company towards all its participants is becoming more and more important. The employees in our company represent our greatest wealth, since they equally develop and co-create common goals. This is of extreme importance in the operations of any company, for each employee feels important, is aware of his or her promotional possibilities and feels safe by means of his or her work and the work of his or her co-workers. Key words: social accountability, employee motivation, Meblo Jogi, sleep, employees, competitiveness.

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

3.6.2 KAJ PRINA[A STANDARD ISO 26000? Blanka Kaker vodilna presojevalka, Slovenski institut za kakovost in meroslovje

Povzetek: Od organizacij se danes vse bolj pri~akuje odgovornost in transparentnost. Potro{niki, delni~arji in finan~na skupnost, zaposleni, pogodbeni partnerji, vlada, {ir{a dru`bena skupnost, nevladne organizacije, skratka razli~ni dĂŠle`niki zahtevajo, da organizacije odgovarjajo za dru`bene in okoljske vplive in da o svojem ravnanju na tem podro~ju tudi poro~ajo. Organizacije pa se zavedajo, da je njihova uspe{nost odvisna tudi od zaupanja dele`nikov in ugleda v dru`bi. ISO (International Organization for Standardization, Mednarodna organizacija za standardizacijo) se je odlo~ila razviti mednarodni standard s smernicami za dru`beno odgovornost (social responsibility, SR). Standard bo objavljen v letu 2008. O pravem pristopu k SR so zelo razli~na mnenja od tistih, ki zagovarjajo dosledno spo{tovanje zakonodaje do drugih, ki govorijo o popolnoma svobodnem pristopu. Standard posku{a ujeti pristop med obema skrajnostima tako, da ~imbolj podpira spo{tovanje in odgovornost, ki temeljita na `e znanih dokumentih ter ne ovirata ustvarjalnosti in razvoja. Spodbuja prostovoljno zavezanost dru`beni odgovornosti. V njem bodo navodila, smernice, koncepti, definicije in metode preverjanja. Klju~ne besede: ISO, standard dru`bene odgovornosti

Reference: Blanka Kaker, univerzitetni diplomirani kemik, je od oktobra 2005 vodja produkta sistemi ravnanja z okoljem na Slovenskem institutu za kakovost in meroslovje (SIQ). Izku{nje je ve~ kot dvajset let pridobivala v velikem metalur{kem podjetju, kjer je bila med drugim odgovorna za uvedbo in skrbni{tvo sistemov vodenja, deset let pa tudi pri presojah v {tevilnih podjetjih kot pogodbena sodelavka SIQ. Je vodilna presojevalka za sisteme vodenja kakovosti, sisteme ravnanja z okoljem ter sisteme vodenja varnosti in zdravja pri delu. Je tudi ocenjevalka za priznanje RS za poslovno odli~nost.

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

3.6.2 NOVELTIES, WHICH STANDARD ISO 26000 WILL BRING IN THE YEAR 2008 Blanka Kaker leading certificator (judge) SIQ - Slovene Institute for Quality and Measurement

Abstract: Today it is expected organizations are behaving responsible and transparent. Consumers, financial organizations, employees, customers, government, nongovernmental organizations, all stakeholder groups are demanding that organizations take responsibility for social and environmental impact and report on that. Effectiveness of organization depends upon trust among stakeholder groups and its image in society. ISO (International Organization for Standardization) has decided to launch the development of an International Standard providing guidelines for social responsibility (SR). Standard will be published in 2008. There is a range of many different opinions as to the right approach ranging from strict legislation at one end to complete freedom at the other. Standard will look for a middle way that promotes respect and responsibility based on known reference documents without stifling creativity and development. It will aim to encourage voluntary commitment to social responsibility and will lead to common guidance on concepts, definitions and methods of evaluation. Key words: ISO, social responsisibility standard

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

3.6.3 [IRITEV KORPORATIVNE DRU@BENE ODGOVORNOSTI V ITALIJANSKI BAN^NI INDUSTRIJI AKTIVNOSTI ITALIJANSKEGA BAN^NEGA ZDRU@ENJA (ABI) Angela Tanno Ufficio Responsibilita sociale d'impresa Associazione Bancaria Italiana - ABI

Povzetek: ABI interpretira DOP kot: Dru`bena odgovornost je strate{ka iniciativa za gospodarstvo. Izhodi{~na to~ka je, da podjetje soobstaja s {tevilnimi dele`niki. Ob lastnikih, delni~arjih, so {e drugi finan~ni vlagatelji, kot so zaposleno, stranke, lokalna skupnost, ki sklepajo posel s podjetjem. Vsak ima specifi~na pri~akovanja, in lahko vpliva na delovanje podjetja. Podjetje ima tako mo`nost, da vzpodbuja multidele`ni{ko orientiran strate{ki managament, z namenom, da vsi vklju~eni v poslovanje z podjetjem pridobijo koristi. Posledica je, da DOP lahko vpliva na konkuren~nost podjetij in de`el. ABI aktivnosti so: Dru`bena odgovornost ni dodatna aktivnost, je del osnovne dejavnosti banke in na splo{no, celotnega podjetja. Je inovativen posloven pristop, sposoben kombinirati dobi~ek in kakovost poslovanja, z namenom da pridobijo koristi vsi tisti, s katerimi podjetje ima odnose in z njimi posluje. Kako znotraj banke delujejo skupine, ki koordinirajo ABI DOP aktivnosti? Z vodili, navodili, usposabljanji, delavnicami in vklju~evanjem v multi-dele`ni{ka sre~anja. - Teoreti~ni okvir za razvoj DOP aktivnosti: sodelovanje s 40 akademiki, ki jih podpira ABI - Razvoj DOP znotraj italijanske ban~ne industrije. Orodja in prakse (npr. kodeks etike, eti~no razsodi{~e, poro~ila dele`nikom, certifikati, itd.). Osredoto~enost na vklju~evanje dele`nikov in odgovornost. - Kak{ne so perspektive za razvoj DOP v Sloveniji: italijanski pogled na DOP koncept

Klju~ne besede: odgovornost, konkuren~nost, inovacije iz dialoga z dele`niki. DO, povezana s trenutnimi in prihodnjimi socio-ekonomskimi izzivi, kot so emigracije, zaupnost, odnosi. Vloga razli~nih akterjev, ki naj bi prispevali k trajnostnemu razvoju v dr`avi.

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

3.6.3 DISSEMINATING CSR WITHIN THE ITALIAN BANKING INDUSTRY - THE ACTIVITIES OF THE ITALIAN BANKING ASSOCIATION Angela Tanno Ufficio Responsibilita sociale d'impresa Associazione Bancaria Italiana - ABI

Abstract: What are the differences between some governments, businesses, non-profit sectors etc. at implementation of Corporate Social Responsibility Concept? ABI's interpretation of CSR Social responsibility is a strategic incentive for businesses. The starting point is that the company coexists with many stakeholders. Beyond the shareholders, some others financial investors, e.g. employees, customers, and local communities do business with a company. Everyone has specific expectations, and can influence the company's performance. The company, this way, has the chance to stimulate the multistakeholder-oriented strategic management, in order to benefit all those with whom the company has relationships. The consequence is that CSR could impact the competitiveness of companies and countries. The transition from corporate social responsibility to organization social responsibility A brief overview of the ISO26000 work in progress How can managers include Social Responsibility Concept in their planning, implementation and controlling of their businesses? ABI's activities Social responsibility is not an additional activity, it is about the core business of the bank and, generally, of the company. It is an innovative business approach, able to combine profits and the quality of a business in order to benefit all those with whom the firm has relationships and daily interchange. How does the interbank working group on CSR coordinated by ABI address these issues: guidelines, toolkits, training courses, workshop and presence in multistakeholder ad hoc fora. What are theoretical and practical experiences at Social Responsibility Concept development? The theoretical framework for developing CSR activities: a joint effort of 40 academics supported by ABI The evolution of CSR within the Italian banking industry Instruments and practices (i.e. ethical code, ethical committee, reports to the stakeholders, certifications, etc.) Focus on stakeholder engagement and accountability What are the Social Responsibility Concept development perspectives in Slovenia and in foreign countries? The Italian Outlook on SR Concept

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

Key words: accountability, competitiveness, innovative form of dialogue with stakeholders, participation, SR linked to current and future socio-economic challenges like immigration, fiduciary relationships, the role of different actors to contribute to the sustainable development of the country.

References: Angela Tanno - born in Campobasso, Italy, 1977 - has been working since 2002 in the CSR Unit, as a technical adviser, of the Italian Banking Association (ABI), the trade association of the Italian banking and financial sector. Angela works on CSR with banks and stakeholders, developing studies, analysis and tools to support interested banks in approaching CSR - events/workshops to help build understanding of present and future scenarios among banks and stakeholders - and by attending multistakeholder fora to network in the national and international arenas. She studied at the University L.u.m.s.a. in Rome, obtaining a Master of Arts in Communication with a Specialisation in Enterprise and Institution Communication.

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

3.6.4 LOKALNE RAZVOJNE FUNDACIJE PRILO@NOST ZA UDEJANJANJE DRU@BENE ODGOVORNOSTI V SLOVENIJI Toma` Bole direktor ustanove Gallus J. Carniolus

Povzetek: Lokalna razvojna fundacija je organizacija, ki jo upravljajo prebivalci skupnosti za blaginjo skupnosti. Je neodvisna ~lovekoljubna organizacija, ki zbira, upravlja in razdeljuje sredstva, ki jih dobi od ve~inoma lokalnih donatorjev. Glavni cilj fundacije je izbolj{anje kakovosti ìvljenja na dolo~enem geografskem obmo~ju, ponavadi mesta ali ob~ine. Bistvo njenega stabilnega delovanja so stalna sredstva. Tak{na fundacija upravlja denar, ~as, talent in ideje. Njena organizacijska gibkost in smiselno prilagajanje èljam donatorjev omogo~ata odlo~anje, kako, kje in v kak{nem ~asovnem okviru naj se njihova donatorska ali sponzorska sredstva porabijo v skupno korist. LRF v Sloveniji so ustanovljene z namenom, da vzpostavijo transparentne in u~inkovite sisteme zbiranja in dodeljevanja sredstev organizacijam civilne dru`be na lokalni ravni za izvajanje splo{no koristnih nepridobitnih dejavnosti. Osredoto~ajo se predvsem na dejavnosti, ki prispevajo k razvoju lokalne skupnosti na socialnem, kulturnem, {portnem, vzgojno-izobraèvalnem podro~ju, na podro~ju zdravstvenega, otro{kega, invalidskega in socialnega varstva, na podro~ju varstva okolja, naravnih vrednot in kulturne dedi{~ine, na podro~ju prosto~asnih dejavnosti, turizma ipd. Cilj njihovega delovanja je zagotoviti stalen in dolgoro~en vir financiranja splo{no koristnih projektov, ki jih izvajajo organizacije civilne dru`be na lokalni ravni. V letu 2006 so v Sloveniji nastale {tiri lokalne razvojne fundacije: LRF za Pomurje v Moravskih toplicah, LRF Banj{ke in Trnovske Planote v Lokvah, Fundacija Vincenca Drakslerja v Kranju in LRF Posavja v Breìcah. Podjetja, podjetniki in obrtniki so steber financiranja razvoja lokalne skupnosti. LRF so podro~je, kateremu lokalno gospodarstvo najve~ daje in iz katerega ~rpa ~love{ke vire - ljudi, ki s svojim znanjem, izku{njami in ustvarjalnostjo delujejo na uspeh in razvoj gospodarstva - to je nekako tako kot perpetuum mobile, krog, ki generira samega sebe. Lokalne razvojne fundacije izvajajo {tiri razli~ne med seboj soodvisne aktivnosti. Prva in prioritetna aktivnost LRF je iskanje sredstev. Druga je izvajanje dogovorjenih storitev za partnerje in sponzorje. Tretja je finan~no upravljanje in ~etrta je investicijska in programska podpora. Sredstva po programu porabijo predvsem v splo{no koristen namen, lahko pa tudi v dobrodelne namene. V idealnem primeru se pritegne med ustanovne partnerje poleg gospodarskih subjektov in posameznikov v regiji z ve~jimi ali manj{imi vlo`ki tudi organizacije civilne dru`be. Pomembna naloga ustanoviteljev je, da investirajo manj{e ali ve~je finan~ne vlo`ke v LRF in nadaljujejo zbiranje sredstev ter prispevajo svoje videnje o klju~nih problemih, potrebah in razvojnih usmeritvah, svoj socialni kapital, ideje in sodelujejo pri strate{kem na~rtovanju dela. Uporabniki LRF so predvsem dru{tva in zasebni zavodi, ter lokalno okolje, v katerem LRF deluje. Projekt ÂťVzpostavitev lokalnih razvojnih fundacijÂŤ je pripravil in izvedel konzorcij {estih nevladnih organizacij: ZSU - Zdruènje slovenskih ustanov,PIC - Pravno informacijski center, CNM - Center za neprofitni management,CNVOS - Center za informiranje, sodelovanje in razvoj nevladnih organizacij,REC Regionalni center za okolje,[ENT - Slovensko zdruènje za du{evno zdravje, v sodelovanju z zavodom 80

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Gallus J. Carniolus in LRF Posavja, LRF Banj{ke in Trnovske planote, LRF za Pomurje, ter Fundacijo Vincenca Drakslerja. Finan~no je projekt podprl Program Dobra dru`ba, ki ga je sofinanciral TRUST for Civil Society in Central and Eastern Europe.

Reference: Rojen 1951 v Ljubljani, ìvi v Lukovici pri Domàlah. Zaposlen kot direktor Gallus J. Carniolus zavod. Glavni tajnik Ustanove Gallus, predsednik Zdruènja slovenskih ustanov - ZSU. Kon~ana {ola: gimnazija, {tudij: FF-germanistika in umetnostna zgodovina, pravna fakulteta, ekonomska fakulteta. Jeziki: aktivno: sloven{~ina, angle{~ina, nem{~ina, pasivno: hrva{~ina, franco{~ina, {pan{~ina Zaposlitve: tajnik Zveze kulturnih organizacij ob~ine Beìgrad, vodja Beìgrajske galerije, tajnik Zveze kulturnih organizacij ob~ine Domàle, organizator prireditev v Pionirskem domu v Ljubljani, samostojni kulturni delavec na podro~ju organizacije prireditev, sedaj direktor Gallus J. Carniolus zavod Delovanje v NVO: 1972 - 1974 ~lan literarnega dru{tva Beìgrad 1975 - 1989 sodelovanje v razli~nih organih Zveze kulturnih organizacij Slovenije 1980 - 1984 predsednik kulturnega dru{tva Janko Kersnik Lukovica predsednik Literarnega dru{tva Domàle 1990 - 1996 ustanovitelj Gallusovega sklada, predhodnika Ustanove Gallus, tajnik 1990 - 2007 soustanovitelj in ~lan Rotary kluba Ljubljana, predsednik kluba 1994/95 predsednik Rotary mladinske dejavnosti za Slovenijo 1991-2005 ~lan in aktivno sodelovanje - Zdruènje Manager 1996 - 2007 ustanovitelj in direktor Gallus J. Carniolus zavod 1996 - 2007 soustanovitelj in glavni tajnik Ustanove Gallus 2002 - 2007 soustanovitelj, podpredsednik (2002-2004) in predsednik (2005-2007) ZSU - Zdruènja slovenskih ustanov - fundacij 2002 - 2007 aktivno sodelovanje v iniciativi mreè zasebnih zavodov 1996 - 2007 Kreativno sodelovanje v razli~nih iniciativnih skupinah za krepitev delovanja NVO, aktivno sodelovanje pri predlogih za spremembo dav~ne zakonodaje, prijaznej{e pogojem delovanja NVO 2004 - 2006 ~lan skupine za pripravo »Dogovora o sodelovanju med NVO in vlado« 2004 - 2007 ~lan projektne skupine konzorcija za pripravo in izvedbo projekta »Vzpostavitev lokalnih razvojnih fundacij v Sloveniji« 2007 ~lan strokovnega odbora NVO za pripravo in izvedbo projekta »Identifikacija ciljnih projektov za sofinanciranje iz strukturnih skladov« za Ministrstvo za javno upravo Usposabljanje za vodenje in delovanje NVO:2000 - izbran v 12-~lansko skupino 14-dnevnega usposabljanja v dràvi Ohio, ZDA.Udele`ba in sodelovanje na {tevilnih delavnicah in konferencah za delovanje NVO. Avtor {tevilnih ~lankov na temo filantropije, fundacij in delovanja NVO v razli~nih medijih. Urednik publikacije »Vodnik k lokalnim razvojnim fundacijam v Sloveniji«, 2007.

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

3.6.4 THE LOCAL DEVELOPMENT FOUNDATIONS COMMUNITY FOUNDATIONS AS AN OPPORTUNITY HOW TO REALIZE THE SOCIAL RESPONSIBILITY IN SLOVENIA Toma` Bole General Manager at Gallus J. Carniolus foundation

Abstract: A local development foundation in Slovenia is a type of organization, usually known in the world under the name of community foundation. It is a tax-exempt, independent, publicly supported philanthropic organization established and operated as a permanent collection of endowed funds for the long-term benefit of a defined geographic area. The foundation is commonly known as a community trust, fund or foundation or a similar name conveying the concept of an endowment fund to support a broad range of charitable activities in the geographic area served. A community foundation actively seeks new, typically large contributions, and functions primarily as a grant making institution supporting a broad range of charitable activities. The community foundation has an independent governing body representing the broad interests of the community, with members of the board serving limited terms, and is responsible for seeing that a reasonable rate of return is achieved on all funds entrusted to the foundation. A common governing instrument covers all gifts and funds, including a â&#x20AC;&#x153;variance powerâ&#x20AC;? to modify the use of restricted funds if such restrictions become unnecessary, incapable of fulfilment or inconsistent with the charitable needs of the community or area served. In Slovenia the local development foundations are mainly established to settle transparent and effective systems of fundraising and delivering grants to the civil society organizations at a local level. Their main purpose is to support activities, important for the development of the local community on the social, cultural, sport and educational fields as well as on the fields of health, children, handicap and social care and the care for ecology, nature and cultural heritage, on the field of free time activities, tourism, etc. The basic goal of their activities is to provide constant and long term financial sources for the public good projects, led by civil society organizations at the local level. There are four local development foundations in Slovenia, established in the year 2006, which cover the areas of four regions. It is supposed to be established more local development foundations in the next years. Corporations, companies and entrepreneurs are supposed to be the basic donors of the local development foundations. At the same time they could expect effective human resources from the same local community - the people who act with their knowledge, experiences and creativity to the success and development of the local economy. That is something like Perpetuum mobile, a circle, generating itself. There are four different and interdependent activities, performed by the local development foundations: fundraising, executing defined services for partners and sponsors, financial managing and investing and programming support to local NGOs. The raised sources are mainly spent for charitable purpose as well as they could be given to humanitarian purpose too. The founders of the new local development foundation are supposed to be besides corporations, companies, entrepreneurs and individuals who participate with donations also civil society organizations. The main task of the founders is to invest and donate into the foundation and especially to continue with fundraising. They are expected to give their vision about main topics, needs and development directions, their social capital, ideas and to collaborate in strategic planning of the foundation. 82

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

The users of grants of local development foundations are primarily local associations, private institutions and local community in which the foundation operates. The project of the reconstitution of the local development foundations was prepared and put into practice by the consortium of the six NGOs: ZSU - Slovenian Association of Foundations, PIC - Legal-information centre for NGOs, CNM - Centre for Non-profit Management, CNVOS - Centre of non-governmental organisations of Slovenia, REC - Regional Environmental Center and [ENT - Slovenian Association for Mental Health in collaboration with Gallus J. Carniolus Institute and four Slovenian local development foundations. The project was financially supported by the Program Dobra dru`ba which was co-financed by TRUST for Civil Society in Central and Eastern Europe.

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

3.7 Dru`bena odgovornost in sodobne dileme, strategije in vizije mened`erjev

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

3.7.1 Kju~ni izzivi pri uvajanu dru`bene odgovornosti: Kaj? Kdo? Zakaj? Kako? Kdaj? Kaj ne? Marko Rus samostojen podjetnik in svetovalec

Povzetek: Dru`bena odgovornost, to se pravi odgovornost podjetja, bodisi gospodarske dru`be ali neprofitne organizacije, do vseh njegovih dele`nikov - interesnih skupin na katere vpliva njegovo poslovanje, je klju~na strategija podjetja na podlagi dolgoro~ne vizije in njegova konkuren~na prednost. Zato je resna, dolgoro~na prioriteta, uvedena postopoma. Odgovornost za uvajanje imata nadzorni svet in upravni odbor, oziroma uprava. Pri uvajanju ima zelo pomembno vlogo vsak sodelavec podjetja. Nadzorni svet in upravni odbor zamislita in opredelita dolgoro~no vizijo in strategijo dru`bene odgovornosti, njene dolgoro~ne in kratkoro~ne cilje; le-te potem uprava postopoma uresni~uje vsako leto. Odvisno od kompleksnosti podjetja priprava vizije in strategije traja dva-tri mesece, opredelitev dolgoro~nih in kratkoro~nih ciljev tudi {e dva do tri mesce. Pri tem, v koliko zmore, uprava podjetja komunicira z vsemi dele`niki dru`bene odgovornosti, predvsem pa razloì vizijo in strategijo in angaìra vse svoje zaposlene za zavzeto sodelovanje pri uvajanju dru`bene odgovornosti. Zato uvajanje dru`bene odgovornosti ni objavljanje visokozvene~ih, nedosegljivih ciljev, ni obveza za cilje, ki jih delni~arji ne morejo sprejeti in ni samo govor o donatorstvu, sponzoriranju in mogo~e o izobraèvanju ter okoljevarstvenih dejavnostih v o`jem smislu. Pri uvajanju dru`bne odgvornosti je klju~na dejavnost komuniciranje z vsemi deleèniki o ciljih, prioritetah in postopkih. Letno poro~anje javnostim o napredkih uvajanja dru`bene odgvornosti v podjetje je znana â&#x20AC;&#x153;dobra praksaâ&#x20AC;?.

Reference: Marko Rus je samostojen podjetnik. Vodi tudi svojo dru`bo za svetovanje na podro~jih: obvladovanja gospodarskih dru`b ter ustanov javne uprave, strate{kega upravljanja podjetij, upravljanja tveganj, uvajanja dru`bene odgovornosti ter postopkov eti~nega ravnanja, uvajanja spremeb. Je bil dolgo let partner dru`be PricewaterhousCoopers v Sloveniji, Rusiji, Franciji in Italiji. V letu 2005-2006 je bil ~lan Nadzornega sveta Nove Ljubljanske banke d.d in predsednik njegovega Odbora za revizijo. Ob~asno predava omenjene predmete na razli~nih ustanovah v Italiji in Sloveniji.

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

3.7.1 Key challenges on implementation of corporate social responsibility (CSR) What? Who? How? When? What not? Marko Rus consultant and entrepreneur

Povzetek: Social responsibility is the responsibility of the enterprise, be it a firm or a non-for-profit organization, to all its stakeholders - communities of interests - on which its activities have an impact. It is a key strategy of the enterprise on the basis of its long-term vision and its competitive advantage: It is therefore a long term priority, introduced gradually. The responsibility for its introduction rests with the supervisory board and the management board. In its implementation each employee has a very significant role. The supervisory board and management conceive and define the long term vision and strategy for CSR and its long term and short term objectives; these are gradually introduced by management every year. Depending on the size and complexity of the enterprise, the preparation of the CSR vision and strategy takes two to three months and the definition of long term and short term objectives another two to three months. To the extent practicable in this process management communicates with all its stakeholders, and above all explains its vision and strategy to all its employees in order to engage their committed cooperation in the implementation of CSR. The implementation of CSR thus is not the publication of great-sounding, unattainable goals, it is not commitment to the goals that shareholders can not accept and it is not only talk about charitable donations or sponsorships and possibly about employee education and of environmental protection activities in the narrow sense. Communication with all stakeholders is key in the implementation of CSR, its objectives, priorities and actions. The publication of annual CSR reports is a well-known “best practice”.

* Independent entrepreneur and consultant on “best practices” of corporate governance, business ethics and change management.

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

3.7.2 Okrogla miza: Uvajanje dru`bene odgovornosti v poslovanje podjetij in organizacij - sodobne dileme, strategije in vizije mened`erjev Gostje: predstavniki gospodarstva, razli~nih strokovnih zdru`enj, neprofitnega sektorja, medijev

Sklepi okrogle mize so objavljeni na spletni strani www.irdo.si.

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

4 Referati predavateljev v celoti (na zgo{~enki) Na zgo{~enki si oglejte prispevke avtorjev v celoti.

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

5 Sklepi konference Sklepi konference so objavljeni na spletni strani www.irdo.si. Oglejte si jih! Po{ljite nam tudi va{e predloge za razvoj dru`bene odgovornosti na naslov: info@irdo.si. Skupaj zmoremo ve~!

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

6 Organizatorji, sofinancerja, sponzorji... 6.1 Organizatorji

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

6.2 Sofinancerja

Mestna ob~ina Maribor

6.3 Medijska pokrovitelja

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

6.4 Sponzorji

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

6.5 Kompenzacijski sponzorji

6.6 Donatorji Niagara Falls Bar, @ivilska {ola Maribor, Srednja glasbena in baletna {ola Maribor, Miklav{ke pekarne, Biokmetija Zel Puk{i~ Zvonko, Ob~ina Duplek, Sla{~i~arna Ilich, RAZVANJSKI KEKSI Brodnjak Nada s.p.

2. mednarodna konferenca: Dru`bena odgovornost in izzivi ~asa 2007 Vloga mened`erjev pri razvoju dru`bene odgovornosti v pridobitnih in nepridobitnih dejavnostih - zbornik prispevkov

7 Zahvala Ko potrka{ na prava srca… Dru`bena odgovornost ni le koncept in ne samo pojem. Je nekaj ve~, je nekaj, kar se z besedami ne da opisati. Je na{ na~in razmi{ljanja in je odraz na{ih dejanj v praksi kot posledica tega razmi{ljanja. Je na{a osebna odgovornost – do sebe in do drugih, do dru`be, v kateri vsi skupaj ìvimo. Ustvarjalci konference Dru`bena odgovornost in izzivi ~asa smo si letos zaèleli sodelovanja ~im ve~ razli~nih organizacij, podjetij, posameznikov pri organizaciji in izvedbi te konference. Veseli nas, da nam je to uspelo in da so nam vrata odprli posamezniki, ki v svojih srcih vedo, da je dru`bena odgovornost v prihodnosti nujna inovacija, ki lahko zelo prispeva k ohranitvi na{ega obstoja. Ve~, kot nas je tak{nih, »s posluhom za dru`beno odgovornost«, bolje nam bo. Zato smo se v Strokovnem svetu in{tituta IRDO odlo~ili, da bomo trkali {e naprej – na vrata podjetij, organizacij, posameznikov … in se posku{ali ~im bolj dotakniti src vseh ljudi, ki stojijo ali sedijo za njimi. ê pogledamo na dru`beno odgovornost {e iz manj formalnih, teoretskih in prakti~nih vidikov, lahko ugotovimo, da je pravzaprav dru`bena odgovornost dejanje ljubezni – do nas samih, do na{ih otrok, do narave, okolja, v katerem ìvimo, in do vseh ljudi, s katerimi sobivamo. Naj se ob tej prilo`nosti iskreno zahvalim za sodelovanje pri prenosu te ljubezni v obliki zasnove, organizacije in izvedbe konference »Dru`bena odgovornost in izzivi ~asa 2007« naslednjim posameznikom in skupinam: • prof. ddr. Matjaù Muleju in prof. dr. Joìci Knez Riedl za njuno moralno podporo in zaupanje v ideje in delo in{tituta ter strokovno vodenje, • vsem predavateljem iz Slovenije in tujine, ki so s svojimi strokovnimi in znanstvenimi prispevki obogatili program in tako prispevali k razvoju dru`bene odgovornosti; • vsem ~lanom Programskega in Organizacijskega odbora konference, ki so s svojim po`rtvovalnim in prostovoljnim delom omogo~ili izvedbo konference, {e posebej Magdaleni Tovornik, Metki [toka Debevec, Toniju Vrani, Angelci Ademovi~, Vinku Kurentu, Sonji [muc, mag. Tonetu Protnerju, mag. Nataliji Postru`nik, Stanku Obradovi}u, Mahnaz Alai'Vaillancourt; • vsem ~lanom produkcijske skupine za pripravo konferen~nih gradiv, {e posebej Uro{u Zupan~i~u, Kristijanu Blaì~u in Dori Kreitner; • vsem soorganizatorjem, sofinancerjem, pokroviteljem, sponzorjem in donatorjem konference, brez katerih konferenca ne bi bila tako profesionalno izpeljana, • ~astnemu pokrovitelju dr. Janezu Drnov{ku, predsedniku Republike Slovenije, ki è drugo leto zapored verjame v na{e sposobnosti in dober namen ter s svojo moralno podporo prispeva k razvoju dru`bene odgovornosti pri nas tudi na tak{en na~in, • podùpanu Mestne ob~ine Maribor, g. Andreju Verli~u, za ve~erni sprejem udeleèncev in podporo izvedbi konference; • vsem udeleèncem, ki ste s svojo prisotnostjo in namenom zagotovo prispevali k izvedbi konference ter razvoju dru`bene odgovornosti pri nas; • in vsem drugim, ki ste po svojih mo~eh prispevali k izvedbi konference. Prepri~ana sem, da nas v prihodnosti ~aka {e veliko skupnih idej in projektov, zato vas vabim, da skupaj trkamo na prava srca {e naprej in tako sestavljamo dober mozaik dru`beno odgovorne Slovenije v svetu. V Mariboru, 8. junija 2007 Anita Hrast 96