Monday, January 18, 2010

Purpose of the Award: The purpose of the Lithuanian Annual CSR Award is to
raise awareness of and encourage good CSR practice among companies in
Lithuania – therefore every step in the Award Process should be designed to
reflect these goals.

Format of the Award: There will be three award categories, each with three
sub-categories rewarding SMEs, large national, and foreign-owned multinational
companies separately.

In this report, four award category options are proposed, to be selected at
the discretion of the Ministry. These are:
Being an Employer of Choice - recognizing companies for the quality of their

workplace conditions and their level of attractiveness to potential employees;
Valuing and Utilization of Diversity - recognizing companies for valuing and
utilizing diversity among employees and customers for business success, and
as a contribution to fostering diversity in society;

Adding Value to Local & Global Community - recognizing the quality of value
brought by companies to both the local and global communities;
Best Overall Social Responsibility Performance - recognizing the company
with not only top scores in the above categories, but also demonstrating
most visible progress in its overall CSR development.

Evaluation criteria: Following the example of leading cases, this award is
designed to reward companies’ overall CSR strategies and performance as
regards the different award categories, and not specific initiatives or projects.
Therefore, the evaluation criteria aim to evaluate the level of integration into
the business, from strategy into operations, aiming for effective and concrete
improvements, aligned to the needs of the business and its stakeholders.
This approach may seem “advanced” for the Lithuanian business
environment, where CSR has only recently been introduced; however, in
accordance with the expectations of the UNDP and the Ministry, this award
model is purposefully designed so that the process of applying for the award
is in itself an important support to the development of the companies’ CSR
understanding, thinking and actions. The intention is that these
developments will accelerate and become increasingly tangible over the next
years, with the yearly repetition of the award.
Thus, the evaluation process will focus on the following criteria:
1. Identification of CSR issues: What key CSR issues has the company
identified relating to the award categories? What issues are not being
addressed and why?
2. Engagement with stakeholders: Have key stakeholders been engaged
with? How?
3. Development of strategic direction, action plan and KPIs: What
strategic directions, action plans and KPIs have been put in place?
4. Implementation & monitoring of progress: Have these action plans
been implemented and has monitoring of progress been done? How
successfully have targets been met?
5. Reporting, gathering & integration of feedback: What reporting &
gathering of feedback has been done? How have these been integrated
into next steps?

When evaluating submissions, determining factors will be the format of the
submission form, that must effectively support the companies in
demonstrating how they have been working strategically with the award
issues; and the quality, breadth and commitment of the judging panel, whom
must have the ability to evaluate the submissions relative to the specific
contexts of the submitting companies, while effectively representing a wide
range of stakeholder constituencies and their interests and needs.

AWARD CATEGORY OPTION 1: Being an Employer of Choice
This category recognizes companies for the quality of their workplace
conditions and level of attractiveness to potential employees. A successful
entry will detail the strategies, supported by specific and measurable

CATEGORY 2: etc...

The 5 criteria areas follow the five steps in the CSR Implementation and
Improvement Process. These are:
1. Identification of CSR issues
2. Engagement with stakeholders
3. Development of strategic direction, action plan and KPIs
4. Implementation & monitoring of progress
5. Reporting & gathering of feedback
For explanation of each step, see Diagram 1: CSR Implementation and
Improvement Process.

Monday, January 11, 2010

Purpose of the Award: The purpose of the Lithuanian Annual CSR Award is to
raise awareness of and encourage good CSR practice among companies in
Lithuania – therefore every step in the Award Process should be designed to
reflect these goals.

Format of the Award: There will be three award categories, each with three
sub-categories rewarding SMEs, large national, and foreign-owned multinational
companies separately.

In this report, four award category options are proposed, to be selected at
the discretion of the Ministry. These are:
Being an Employer of Choice - recognizing companies for the quality of their
workplace conditions and their level of attractiveness to potential employees;
Valuing and Utilization of Diversity - recognizing companies for valuing and
utilizing diversity among employees and customers for business success, and
as a contribution to fostering diversity in society;
Adding Value to Local & Global Community - recognizing the quality of value
brought by companies to both the local and global communities;
Best Overall Social Responsibility Performance - recognizing the company
with not only top scores in the above categories, but also demonstrating
most visible progress in its overall CSR development.
Evaluation criteria: Following the example of leading cases, this award is
designed to reward companies’ overall CSR strategies and performance as
regards the different award categories, and not specific initiatives or projects.
Therefore, the evaluation criteria aim to evaluate the level of integration into
the business, from strategy into operations, aiming for effective and concrete
improvements, aligned to the needs of the business and its stakeholders.
This approach may seem “advanced” for the Lithuanian business
environment, where CSR has only recently been introduced; however, in
accordance with the expectations of the UNDP and the Ministry, this award
model is purposefully designed so that the process of applying for the award
is in itself an important support to the development of the companies’ CSR
understanding, thinking and actions. The intention is that these
developments will accelerate and become increasingly tangible over the next
years, with the yearly repetition of the award.
Thus, the evaluation process will focus on the following criteria:
1. Identification of CSR issues: What key CSR issues has the company
identified relating to the award categories? What issues are not being
addressed and why?
2. Engagement with stakeholders: Have key stakeholders been engaged
with? How?
3. Development of strategic direction, action plan and KPIs: What
strategic directions, action plans and KPIs have been put in place?
4. Implementation & monitoring of progress: Have these action plans
been implemented and has monitoring of progress been done? How
successfully have targets been met?
5. Reporting, gathering & integration of feedback: What reporting &
gathering of feedback has been done? How have these been integrated
into next steps?
When evaluating submissions, determining factors will be the format of the
submission form, that must effectively support the companies in
demonstrating how they have been working strategically with the award
issues; and the quality, breadth and commitment of the judging panel, whom
must have the ability to evaluate the submissions relative to the specific
contexts of the submitting companies, while effectively representing a wide
range of stakeholder constituencies and their interests and needs.
One final recommendation regards the name for the award: Please note that
it is important not to use ”CSR” in the title of the award. The reason for this
is that this award is, at present, not intended to cover the full scope of what
is today commonly referred to as “Corporate Social Responsibility”, which
includes Environmental Responsibility. We therefore propose you develop a
name for the award programme that matches its focus areas. Two examples
of possible titles: Corporate Leadership in Social Responsibility, or Corporate
Leadership in Labour and Social Responsibility.
Overview
The United Nations Millennium Summit in year of 2000, which attended by President of Indonesia has reaffirmed the commitment of Indonesia and the international community to the achievement of the Millennium Development Goals (MDGs), a set of measurable objectives for development and poverty eradication.
The UN Global Compact also encourages the MDGs goal among business community in perform its Social and Environmental Responsibility, furthermore companies and business organization in Indonesia transformed to adopt sustainable and socially responsible policies in its business, and to report its Corporate Social Responsibility (CSR) implementation and evaluation.
The challenge and barrier in term of CSR that faced the business and industry community in Indonesia is the understanding of CSR is still poor and patchy, moreover the paradigm that CSR is still viewed as cost instead of investment.
Recently Indonesian House of Representative stated that CSR is compulsory in article 74 of Law No. 40/2007. Therefore Business Leaders nowadays are faced with the challenge to come up with innovative CSR activities for sustainability of their business and its contribution to economies and societies.

Aim
Explore and Promote “Greater Awareness, Best practices, Sustainable Development and Excellence towards CSR in Indonesia.”

Agenda
 Key Note Speaker:
- Menko Kesra RI - Rektor UI
- Komisi VII DPR RI - UNDP
The CSR Indonesian 2010 content of the summit, namely:
 CSR a Key Aspect for Business Success
o Forum Lead: Hardinsyah MS - CSR Indonesia Profession Association, Noke Kiroyan - Indonesia Business Link (Pioneer of good corporate citizenship in Indonesia)
 Philanthropy Scheme via Corporate Foundations
o Forum Lead: Ismid Hadad - The Association of Philanthropy Indonesia
 ISO26000 International Standardd for Social Responsibility
o Forum Lead: Filemon A. Uriarte, Jr - ASEAN Foundation (ISO26000’s early adopter)
 CSR Community Development
o Forum Lead: Thendri Supriatno - Corporate Forum for Community Development (CFCD)
 Sustainability & Auditing Reporting Certification
o Forum Lead: Mas Achmad Daniri - National Center of Sustainability Reporting (NCSR)
 Investors’ Perspectives on CSR
o Forum Lead: Ito Warsito – Bursa Efek Indonesia (IDX)
 Communicating and Branding Your CSR
o Forum Lead: Andreas Diantoro – Indonesia Marketing Association (IMA)

Place & Time
Venue: Kantor Menkokesra RI, Jl. Medan Merdeka Timur, No. Jakarta
Date: Thursday, March 11th, 2010

Invitation & Participants
Indonesian House of Representatives, Social Welfare Ministry, Civitas Academia, Lecturer, Students, International NGO, United Nation Representative, CSR Association, Business Partners, Philanthropy Foundation, Governments, Indonesian Stock Exchange, Marketing Associate, Media Partner, Multi National Companies, Local Companies, Local Community, etc

Committee
Board of Advisors:
Dr. HR Agung Laksono (Menkokersa RI); Sunardji SE. MM (Direktorat Universitas Indonesia); Prof Dr. Hardinsyah (Asosiasi Profesi CSR Indonesia); YW Junardy, FCIM, CPM (UN Indonesia Global Compact Network)



Board of Committeee:
Team Members - Hans Siregar, Edita Martini, Pradipta Kurniawati, Chaidir, Yulius, Asep, Abdul Aziz, Zakkiyah, Andri Iswanta, Firdaus, Fauzi, Oktavianus Ambarita, Bangun, & UI Students
Bank Account:
Bank BCA, Name: Pradipta K.; Number Account: 274 140 1161
Secretariat:
Panitia CSR Event, Gedung Lemtek UI, Salemba, Jakarta, Phone: 7147 2034 / 0818 903 505 ; Email : edita.martini@alumni.ui.ac.id

Saturday, January 2, 2010

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Confessions of an Auto Insurance Agent

Many of us know the feeling of getting our car insurance bill and thinking, "Again!? Didn't I just pay this!?" Car insurance is one of those unavoidable (in most states) expenses. AOL Autos wanted to find out from an insider exactly what goes into those prices and what we can do to keep our car insurance costs down. We talked to Patrick Lawson, a 25-year veteran auto insurance agent. The

Bottom Line: Premiums
Have you ever wondered how they come up with these numbers? Lawson mentioned the common factors like age, sex, car type and driving record but also noted a new, little known factor. "Companies are now, of all things, checking credit because people with poor credit, statistically, can be susceptible to more claims," he said. He explained that some people in these cases are more apt to file a claim instead of settling it themselves because they might not have the means to handle it any other way. "Insurance is nothing but numbers, and that's all the industry has to go on is how they make these number come out. And the numbers suggest that people with less-than-perfect credit, sometimes, have a higher probability of claims," says Lawson. Regardless of good credit or bad credit, he always recommends that people shop around for car insurance, "Even if you have pristine credit, some companies put more of a value on credit than others," he said. "You can't make a blanket statement, but what you can say is it pays for everybody to shop around a little bit because it's well worth it." He said that some car insurance companies have bad experiences with drivers and some have more positive experiences so, "You as a consumer, have the job to find the ones that are having the good experiences." Once you find a car insurance company that provides the services you're looking for, keep in mind that the prices themselves are fixed by the insurance company, so haggling with your agent is out of the question. "Whatever the price is, it is," he said.

Some Things to Avoid
Many of us have let someone else borrow our car for a short time. Maybe we're hurt and can't drive, a friend needs a car for the day, or we simply just don't feel like driving. Lawson told AOL Autos that lending your car to the wrong person can be a big mistake. "You should always be careful who you let drive your vehicle. You just don't arbitrarily say, 'Hey take the keys and go' because you don't know what that person is doing, you don't know their driving record, you may not even know if they have a license," says Lawson. He explained that if you lend your car to an unauthorized person and they get into an accident, your car insurance company might do everything it can to get out of settling the claim. This is especially important for parents who have their kids named on their policy as drivers. Sometimes their kids let their friends drive the vehicle as well. "As a rule of thumb, only the names of insured persons should ever give permission and only in extenuating circumstances, don't use it as carte blanche," Lawson said. Speaking of things to avoid, we asked him if buying a red sports car was out of the question. "Here's a real misnomer about auto insurance, people say if you get a red sports car, that's like the kiss of death. Color has absolutely nothing to do with whether you get a speeding ticket or you don't," he said. If two cars are going 85 mph in a 65 mph zone, the police are not more likely to pull one over and issue a ticket because that car is red, Lawson said. When Lawson was studying to become a car insurance agent, he said the instructors made it a point to tell students that the red car theory is a falsehood. The real problem with speeding tickets has to do with the drivers themselves, not the color of the car. "Some insurance companies are only equipped to deal with you if you get two tickets in a three year period. If you pick up three, you've gotten out of their underwriting mode where they're not going to renew you," he said. If your tickets (or accidents) build up, some companies will drop you because you're a risk. In some cases, drivers just don't have any control over what happens when they get into their vehicles. Hitting a deer one too many times or being rear-ended on more than one occasion, can also affect your car insurance rate. "You hate to say it but that's almost the case," Lawson said. "Being at the wrong place at the wrong time can come back to bite you." Lawson acknowledged that it may not be fair that insurance companies handle certain people this way. Even if there's no real reason why some people get into more accidents than others, the fact is their claims cause companies to lose money. Another thing to avoid is lying to your auto insurance agent. If you think he doesn't know about your tickets and accidents, think again. He's had a few people tell him their driving record, minus a few small details. He'll look up their record on the computer and, "They'll watch it print," he said, "and I've had a couple people just get up and gather their belongings and just walk out because they know they're dead in the water." The Serious Side of Auto Insurance
With 25 years under his belt, Lawson has seen a lot. He talked about a family who came into his office wanting to purchase motorcycle insurance for a first-time bike owner, their 16-year-old son. They showed him a picture of the bike they were purchasing, a bike he described as, "A crotch rocket that does 0-60 as fast as you can sneeze." He told the mother that it was a mistake, but she emphasized how safe her son was going to be. He told her, "Ma'am, I don't want to be inappropriate or hurt anyone's feelings, but this is a death claim waiting to happen. When you take a fast motorcycle on an inexperienced operator, you're begging for problems." The first weekend the kid was on the bike, he lost control on a rural road, became airborne and totaled the bike. He spent some time in the hospital and later recovered. The mom called Lawson after the accident. "They called me up and the lady was crying and said, 'Why in the world did we not listen to you?' What do you say to something like that," Lawson asked, "You can't say anything except, 'I'm sorry it happened,' and ask 'how is he?'" Motorcycles aren't the only dangerous thing on the roads though. Drivers who talk on their cell phones and send text messages cause accidents as well. Lawson knows firsthand the dangers of these distractions. A close friend of his was permanently disabled when a woman dropped her cell phone on the passenger floor and swerved into his lane when she tried to pick it up. The woman didn't have adequate insurance and his friend ended up being bankrupt by the medical bills. "I think all the states should raise the minimum liability limits and require that all states make auto insurance mandatory," he said. Chances are, most of us live in a state where car insurance is mandatory. By keeping your credit score in check (or working to improve it), shopping around for a car insurance company that fits your needs and avoiding mishaps like speeding tickets and accidents, you'll be able to keep the cost of your car insurance down. Also make sure to know what your current car insurance policy covers. You may have coverage that you don't need like windshield replacement or tow truck coverage. Adjust your coverage to get the car insurance that you need, with the price that matches your budget.

Sunday, April 26, 2009

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Monday, November 3, 2008

5.2.4. Develping information and guidance materials
A guidebook (or books) can be devekoped to provide information that would be important to different role players such as health practitioners, patients and family members. This guide could give particular information about aspects of the legislation that may be difficult to understand. It could provide detail or guidance about interpretation. Algorithms could also be developed that clearly illustrate processes, such as involuntary admission and treatment, and indicate which forms are neede at which stages of the process.
Example: Birtish Columbia develops a “guide to mental health act”
In british Columbia guide to the mental health act was developed to assist implementing new kegislation. It provides an overview of the entire act and has appendices for different actors, such as how the community physician may certify an involuntary patient, how families can get help accessing physicians and the courts, and criteria and procedures for the police.

Formal guidance to profeddionals, such as a code of practice, is another important way of ensuring that legislation is properly implemented. Such guidance can re-emphasize the values and principles underpinning the legislation, explain what the various sapects of the legislation were meant to achieve, and include relevant case law.
Example : code of practice for England and wales.
In England and wales, the menal health legislations required the secretary of state for health to produce a code of practice. This guidance expands considerably on the basic text, and afford professionals and the public the opportunity to see how the legislation should be implemented (see www.doh.gov.uk/mhac1983.htm)

5.3 financial and human resources
The speed and effectiveness of implementation is likely to depend on the availability of adequate financial resources. Difficulties associated with drafting laws that cannot be implemented owing to financial constraints have already been discussed (see chapter 2, section 4). An added resource problem is that new mental health legislation ussualy requires a shift from institutional to community-base care. And this can be require additional funding. While in the long run, reallocation of funds from institutions to community-based facilities – until community-based facilities are fully developed enough to provide adequate services.
The proportion of a country’s budget or health budget that should be spent on mental health is debatable and falls outside the scope of this resource book. It is important to emphasize, however, that mental health is often given low priority vis-à-vis other health care issues, and that for effective implementation of good mental health legislation a fairer allocation of resources for mental health may be needed. Secondly, there is debate concerning potential conflict in the distribution of resources in support of the different provisions contained within the mental health law; for example, should resources be developed for employing additional personel in community based care, or for the establishment and running of a mental health review body?
Many aspects of progressive legislation will need adequate budgetary provision for the implementation activities. Funds are required for setting up and operationalizing the review body, for training mental health services as required by the legislation. Negotiation for this should be done simultaneously with the process of drafting and adopting mental health legislation
Example:
Obstacle Facilitating factors
Lack of coordinated actions in the implementation of mental health law (absence of a centralizes agency or authority overseeing the process of implementation) Appoint a coordinating agency, or ensure that agency is appointed (e.g. a mental health review body) to observe the implementation process, by having this included in the text of the law
Lack of knowledge, misunderstanding and resistance by the general public, users and carers to the changes brought about by the new mental health legislation Public education and awareness-raising campaigns could highlight the provisions and rationale of the new mental health law
Mental health, health and other professionals are unaware, or resist the provisions, of mental health legislation Training programmes for mental health, health and other professionals could include explanations on the provisions of mental health legislation
Guidance documents could inform people of the details of the legislation
Shortage of mental health human resources to implement some of the mandates of the law Mental health training should be provided to general health professionals and staff
Insufficient funding to develop the mechanisms needs to implement the law (e.g. advocacy, awareness-raising, training, visiting boards, complaint procedures Additional funding for mental health as well as protecting budgets should be allocated to mental health and for implementations of mental health legislation

Human resources issues are of particular importance for the implementation of legislation in all countries. Mental health professionals are the key to the delivery of effective mental health care within specialized mental health service, both in general health care and the community. Without sufficient numbers of professionals or adequate training, the primary objective of a mental health law, to improve mental health care, will fail. In addition, investment needs to be made in training all people who have a role to play in the implementation of the law (for example the judiciary, the police force, people who serve on mental health review body) in order to ensure that they are familiar with all aspects of the legislation, and with their own roles and responsibilities in putting its provisions into practice.
Implementing mental health legislation: key issues
• Significant preparation is required to ensure the smooth introduction of new mental health legislation. The period between the passing and the enactment of legislation can be a particularly important time for organizing implementation procedures such as establishing review boards, training people on the new legislation and preparing those who will implement it.
• Having standardized forms and other administrative process in place facilitates the transition.
• Procedures must be set up to monitor the implementation of legislation.
• Both the implementing and monitoring bodies should have timetable with measurable targets, and the powers to carry out their functions.
• Changing public attitudes and reducing stigma and discrimination is an important component in ensuring the success of the legislation.
• Users, families and advocacy groups need to have complete knowledge of the legislation in order to maximize the benefits. Training these groups is an essential aspect of implementation.
• Mental health and other professionals also need to trained to carry out the letter and the intention of the legislation.
• Financial and human resources to implement the legislation must be provided by the arelevant authorities to give substance and credibility to the legislation. Negotiation for the provision of these resources should be conducted simultaneously with the processes of drafting and adopting the legislation.
As we have seen, progressive legislation on mental health can represent an important means of protecting the rights of people with mental disorders. In this resource book we have highlighted key international and regional human rights standards that governments have the obligation to respect, protect and fulfill. The book also identifies what issues and provisions need to be included in a progressive mental health law. Finally it also examines best practice strategies for the effective drafting, adoption and implementation of mental health law, highlighting difficulties and barriers and ways in which these can be overcome.
It is every country’s responsibility to act on this information and to generate the necessary political commitment for successful initiation/development or reform of mental health law and its implementation.