Scope:
To introduce sustainability related issues within corporate governance structures, in the context of “Sustainable Corporate Governance – A European Commission Initiative”.

Learning objectives / outcomes

• Identify the firm specific sustainability challenges to be introduced in its corporate governance..
• Develop a business oriented action plan supporting the introduction of sustainability related issues within a firm’s corporate governance.

Contents:

• Corporate Governance fundamentals
• Sustainability boards (Committees, etc)
• How to establish / What are the key criteria that should be considered in selection / Roles / Functions / Executives or non-, etc.
• What are the tasks will be undertaken by the Committee and what are the mechanisms of monitoring progress and achievement of time bounded goals, what are the evaluation / compensation systems…

Scope:
What is coming next? Environmental and social issues will take the center stage and will become the new standards of corporate governance practices. You can see how Epson has put ESG in action. From vision to execution.

Scope:

• to present the current normative frameworks for CSR.
• to highlight the CSR functions, within corporate governance, as an informal legal context for self‐regulation.
• to explore the conjunction between ethics and law in corporations surviving in a globalized environment.

Learning objectives / outcomes:

• Present the current normative EU frameworks for CSR.
• Introduce voluntary CSD functions and commitments within the formal framework of corporate governance.
• Discuss the future of CSR: Its continuing impact on the environmental and social conditions of the corporate environment.

Contents:

• Can we identify legal dangers for shareholders and investors?
• Sustainability legal frameworks (mandatory) VS Guiding Principles (normative) VS standards (voluntary).
• CSR as soft law (it is seen as obligatory by most corporations because of consumer expectations and internal norms).

Contents:

• The issue of “parental liability” as a result of ESG disclosures and obligations through the lens of the landmark decision Vedanta Resources Plc and Konkola Copper Mines Plc v Lungowe and Others [2019] UKSC 20.
• The changes that take place in the EU landscape for multinational companies’ liability for their subsidiaries’ conduct (EU sustainable finance package and draft directive to deal with corporate accountability and mandatory supply chain ESG due diligence).

Scope:
To highlight the role of inclusive working environments and responsible human capital management as key drivers towards CSR.

Learning objectives / outcomes:

• Introduce key issues related to responsible human capital management for sustainable organization-building.
• Discuss how responsible human capital management can support the CSR strategy by leveraging internal competencies and contributing to a positive, healthy and fair work environment.
• Outline the key elements of a Diversity and Inclusion (D&I) strategy for inclusive and respectful work environments.

Contents:

• Socially responsible human capital management: The interface between CSR and HRM.
• Key HRM practices (e.g., recruitment, performance management, talent management) that support the CSR strategy and contribute to improving the work and quality of life of employees.
• Diversity and Inclusion frameworks and key pillars of a D&I strategy.
• Aligning organizational systems and policies and implementation challenges.
• Best practices and organizational examples.

Contents:

• Policy
• Business Continuity
• Testing
• Case Monitoring
• Control Mechanisms
• KPIs
• Vaccination Process – Herd Immunity
• Key Learnings (Positive and Negative)

Scope:
To identify the links between CSR reporting, marketing (ethics), and analytics.

Key learning outcomes — at the end of this session students should be able to:

• Define CSR or ESG performance as a key stakeholder satisfaction metric.
• Present the industry of CSR or ESG rating agencies.
• Identify the challenges in choosing and implementing an ESG measuring and reporting system.
• Offer research-based advice on how to communicate ESG.
• Review and experience survey-based instruments to measure ESG performance.
• Understand and analyze the role of Marketing Analytics tools like Positioning Maps in helping firms differentiate from competition and broadly compete on ESG performance.
• Review and experience how AI and Big Data disrupts ESG scoring with implications for greenwashing and marketing ethics (including for example selling practices & product labeling)

Contents:

• Marketing Reframed: Stakeholder Satisfaction & CSR Performance.
• Danone Case: Adopt Integrated Reporting or Not?
• CSR meets Marketing Analytics (Case: CSR positioning maps of Big Tech – competing on CSR)
• Truvalue Platform™ Demonstration (Artificial Intelligence, ESG Firm Scoring, and Marketing Ethics scoring). Truvalue Labs™ an awarded Fintech, applies Artificial Intelligence to massive volumes of unstructured data and scores firms on ESG behavior that has a material impact on company value. We will also focus on how AI allows firms to be monitored 24/7 on marketing ethics including customer privacy, access & affordability, product quality & safety, customer welfare, and selling practices & product labeling.

Contents:
Materiality analysis in practice. Presenting:

• OTE Group’s approach aligned with the Enterprise Risk Management methodology,
• How the process of the materiality analysis shapes our company’s sustainability strategy and defines our reporting,
• How it is also an important tool to meet the expectations of our stakeholders.

Scope:
To highlight the shared value from the sustainable use of resources and identify the business opportunities related to low-emission technologies, sustainable products and services.

Learning objectives / outcomes:

• Highlight the value from transforming the economy towards climate neutrality.
• Introduce climate change within corporate risk management.
• Identify and introduce emissions related material issues within a CSR strategy.
• Identify a corporate portfolio with transformations, tools and investments, from a decarbonization point of view, towards increasing energy efficiency at the lowest possible cost.
• Development of an action plan addressing the relevant material issues, transformations, tools and investments (identify the relevant goals and objectives; create a plan for how to achieve them; implement the proper transformations; evaluate the performance).

Contents:

• Energy and Climate Change.
• Energy efficiency First Principle.
• Energy and Sustainable Financing: A key pillar towards Climate Neutrality (EU Taxonomy, ESG).
• Sustainable Energy Financing tools and methods: DEEP and triple database, Triple A toolbox.
• Energy Efficiency Case Studies and Example.

Contents:

• Integration of sustainability into Signify’s new strategy and how the UN Sustainable Development Goals work as our strategic compass.
• How Signify will double its positive impact on the environment and society through the Brighter Lives, Better World 2025 program.
• Key to successes: Governance, reporting and engagement.

Scope:
To highlight the business opportunities of the circular economy and promote the development of business models innovations towards sustainable and affordable goods and services.

Learning objectives / outcomes

• Identify and introduce circularity related material issues within a CSR strategy.
• Identify a corporate portfolio with transformations, tools and investments, from a decarbonization point of view, towards sustainable and affordable goods and services.
• Development of an action plan addressing the relevant material issues, transformations, tools and investments (identify the relevant goals and objectives; create a plan for how to achieve them; implement the proper transformations; evaluate the performance).

Contents:

• Circularity in production processes and value chains.
• Circular business models.
• Circularity strategies.
• Circularity entrepreneurship and SMEs.
• Consumers’ awareness and willingness to pay for circular goods and services.

Contents:

• New Law 4736/2020 Incorporation of Directive (EU) 2019/904: Legal obligations for the reduction of disposable plastics
• OTE Group goes #ZEROPLASTIC: Where did we stand ? What did we manage?
• Moving forward – What’s next

Scope:
To identify the links and highlight the importance of CSR within the supply chain management.

Learning objectives / outcomes:

• Identify and introduce material issues related to responsible human capital management, within in a CSR strategy.
• Development of an action plan addressing the relevant material issues and proper transformations (identify the relevant goals and objectives; create a plan for how to achieve them; implement the proper transformations; evaluate the performance).

Contents:

• Defining sustainable supply chain management.
• The importance of supply chain relationships for sustainability.
• Governance of sustainability in supply chains.
• The European Commission’s study on the due diligence requirements through the supply chain.

Contents:

• TITAN’s Approach for Materiality and Targets 2025 (as introduction).
• Sectoral Approach and the leverage and adaptation for TITAN.
• TITAN’s strategic plan and actions as practitioner.

Scope:
To highlight the role of partnerships aligning competing (private-private; private-public) or cooperative priorities.

Learning objectives / outcomes

• Integrate, analyze, evaluate, and manage the different aspects of innovative strategic partnerships at an organizational, local, and global level.
• Identify and introduce stakeholders’ related material issues within in a CSR strategy.
• Development of an action plan addressing the relevant material issues and proper transformations (identify the relevant goals and objectives; create a plan for how to achieve them; implement the proper transformations; evaluate the performance).

Contents

• How to align private sector interest with public sector priorities?
• Partnerships that go beyond the traditional models of public-private partnerships (partnerships with competitors; development organizations; donor agencies; foundations; and NGOs).
• Innovative partnerships and finance: How to move from “billions” to “trillions” in investments for financing the SDGs?
• Strategic collective action: From project based to long-term initiatives
• The challenge of implementation and leadership.

Scope:
To highlight the role of partnerships aligning competing (private-private; private-public) or cooperative priorities.

Learning objectives / outcomes

• Integrate, analyze, evaluate, and manage the different aspects of innovative strategic partnerships at an organizational, local, and global level.
• Identify and introduce stakeholders’ related material issues within in a CSR strategy.
• Development of an action plan addressing the relevant material issues and proper transformations (identify the relevant goals and objectives; create a plan for how to achieve them; implement the proper transformations; evaluate the performance).

Contents

• How to align private sector interest with public sector priorities?
• Partnerships that go beyond the traditional models of public-private partnerships (partnerships with competitors; development organizations; donor agencies; foundations; and NGOs).
• Innovative partnerships and finance: How to move from “billions” to “trillions” in investments for financing the SDGs?
• Strategic collective action: From project based to long-term initiatives.
• The challenge of implementation and leadership.

Scope:
To unfold around the fundamental practices that help boost mutual respect and collaboration in the era of disruption and digitalization, in order to build connections between servant leadership and sustainable leadership.

Learning objectives / outcomes:

• Understand the differences between a fixed mindset and a growth mindset and explore the connection between the growth mindset and the servant mindset.
• Explore the techniques, behaviors competencies connected with the growth mindset: curiosity, agility, openness, experimentation, vulnerability, dealing with risk and with failure, persistence, commitment and passion for continuous learning.
• Reflect on the value of purpose as well as on the ways that they can co –create organizational and community contexts that promote value and purpose for sustainability, prosperity and growth.
• To introduce Servant mindset, the values and competencies interrelating with it, as well as the core practices connected with a servant approach, such as empathizing, listening, unleashing the energy and intelligence of others, finding meaning, changing the pyramid from top to bottom, igniting growth and sharing foresight.

Contents:

• Review of how Mindsets impact on effectiveness.
• The connection between Servant Leadership and Sustainable leadership.
• Identifying Meaning and Purpose in organizational life.
• Using emotional regulation strategies in leadership.

Contents:

• Human Rights in Business – United Nations
• Code of Human Rights and Social Principles OTE Group
• OTE Group respects Human Rights
• 10 Fundamental Social Principles in OTE Group
• OTE Group complies with internationally recognized norms, directives, standards
• We respect Diversity
• Human Rights Integrated Approach

Scope:
To highlight the role of finance towards CSR and shared value creation.

Learning objectives / outcomes:

• Understand the drivers affecting the transition from “finance” to “sustainable finance”.
• Understand how CSR investments improve firms’ access to capital.
• Identify macro-, meso-, and micro-ESG issues affecting corporate risk and the cost of capital.
• Planning and financing responsible investments towards sustainable value creation.

Contents:

• The inclusion of environmental and societal risks in finance.
• Drivers affecting the transition from “finance” to “sustainable finance”.
• Business opportunities within sustainable finance and the relevant returns.
• Investment planning fulfilling the “Principles for Responsible Banking”.
• Capacity building for SMEs.
• Implementation of the “Principles for Responsible Banking”: The banking perspective.

Scope:
to explain the need of SMEs and entrepreneurs to realize and adapt to the changes tied to CSR and ESG criteria, while presenting best practices of ESG incorporation in the public supplies sector.

Scope:
Sustainability as a key driver for the Future of Work.

Learning objectives / outcomes:

Provide key insights on how we can develop the necessary skills and knowledge to succeed in an ever-changing work environment, and unfolds around emerging trends with regards to the:

• Utilization of technology, automation, and virtual reality.
• Rise in machine learning and artificial intelligence (AI).
• Importance of developing soft skills and the significance on valuable transferable skills.
• Opportunities and challenges presented due to the imperative for sustainability.

Contents:

• Impact of technological advancements, economic factors, demographic patterns, societal norms and sustainability on the organization of work.
• Repercussions on the labour market, competencies in demand and emerging working models / forms of work.
• Scope of intervention of alternative stakeholders (institutions, organizations, individuals) in ensuring decent and sustainable work for all.

Contents:

• What is Sustainable Value Creation and how it can change.
• Purpose, Mission, Vison, Value: moving beyond the sustainability jargon.
• Industry perspectives – approaching sustainable value creation in different sectors.
• Value Creation Insight: key topics in food supply chains.
• What is next? Tips to get started or get it going.