(based on Business in The Community breakdown)

Community

Working with the local community and removing barriers to employment.

Managing Local supplier and purchasing opportunities, building local education and training links particularly in deprived areas

Engaging employees in volunteering activities and aiming to support 25% of staff in volunteering

Working in partnership with community organisations and charities to invest through employee support, expertise, cash, gifts in kind and linking brands to causes

UK Patronage Charity
The Princes Trust

UK Corporate Charities
Childline
Comic Relief
Shelter

Uk Supported Charities
Young Enterprise
YouthNet

Listening and engaging in real dialogue with communities, and the public and voluntary sector on matters of mutual concern

Working collaboratively with other businesses, measuring the benefits to business and the community and communicating the impact

Market place

Developing new products and services to address social or environmental problems or to serve new (underserved) markets

Meeting the needs of vunerable customers and making sure they are not exploited

Understanding its supply chain the risk and the stakeholders affected by it and working with suppliers to manage these risks

Working with legislators and regulators to help the business to enjoy business success whilst serving the business interest

Meeting minimum standards of behaviour in areas where laws or standards are absent, or not enforced - for example Human Rights or working conditions

Work Place

Investing in individual excellence through internal training and development, equipping employees with the skills to do their jobs effectively and supporting them to progress within the business

Recognise the value of diversity in meeting customer expectations, developing products and services and managing their business

Operate in a culture where inclusion is the norm and diversity and equality in the workplace are promoted through recruitment, staff development and flexible work practices

Creating a working environment that supports and promotes the health, safety and well-being of employees and sub-contractors

Environment

Using natural resources efficiently and minimising waste

Offering innovative products and services that minimise harm to the natural environment

Helping suppliers and customers reduce their own environmental footprint

Improving climate change impacts by reducing greenhouse gas emissions from energy use, transport and industrial processes

Measuring, reporting and continuously improving the envirtonmental impact of operations, products and services

Governance for the UK CSL Board

1. Constitution

1.1 The Corporate Social Leadership Board (Working Group) was established in September 2007 in response to Sergio requesting in March 2007 that each country should establish a working group.

2. Membership and Chairman

2.1 Members of the CSL Board shall be appointed by the Board from a cross section of the business. Where possible there will be representation from all lines of business.
2.1.1 membership to be for 3 years with the option to stand down at the end of each year.
2.2 The chairman and the Secretary of the CSL Board shall be appointed by the Board.
2.3 The quorum for meetings shall be nine.
2.4 If the Chairman is not present at a meeting other members present will elect a Chairman for that meeting.

3. The UK Co-Ordinator

The CSL Board will report to the UK Co-Ordinator on activities and the UK Co-Ordinator will represent the Board to the EMEA CSL Team. The UK Co-Ordinator will attend the monthly Board meetings.

4. Secretary

The CSL BOARD will appoint one of its members to act as secretary. If the Secretary is not present at a meeting other members present will elect a Secretary for that meeting.

5. Stakeholders

The stakeholders are employees who have a role in the organisation which is related to CSL activities. These include
Kathy Matthews – UK Travel & Environment
Cliff Hilton – Building Services & Compliance Manager
Caibre Sugrue – Senior Director, Corporate Communications
Lin Edgar – Sports & Social Club Manager
Jo Pugh – Young Enterprise, Prince’s Trust

6. Frequency of Meetings

Meetings shall be held not less than six times a year.

6. Responsibilities

The responsibilities of the CSL BOARD shall be:
5.1
(a) To champion and Increase awareness of CSL activities in the UK.
(b) Provide guidance and support to employees regarding CSL activities.
(c) identify policy omissions requiring policies to be developed by relevant departments or policies that require reviewing and to facilitate the development or revision of such policies for presentation to the UK Management Team.
(d) work with relevant functional or cross functional groups to establish benchmarks against which to set objectives for improved performance:
(i) in meeting the needs of the company's principal stakeholders (colleagues/partners, customers, local communities in the vicinity of the company's operations, non-governmental organisations, regulators, shareholders and suppliers); and
(ii) in managing the social and environmental impacts of the company's activities.
(e) encourage effective two-way communication and training concerning CSR issues in all areas of the business.
(f) identify, and where appropriate work with appropriate third parties on, activities that will enhance Oracle's CSR credibility.

6. Administration

6.1 The secretary shall circulate minutes of the CSL BOARD meetings to all members of the CSL BOARD.
6.2 The CSL BOARD shall annually review its terms of reference and effectiveness and recommend any necessary changes to the CSL Leader.
6.3 A summary of the Board meeting will be published on the CSL web page.

7. Reporting

7.1 The CSL BOARD shall prepare an annual report on its role and responsibilities and the actions taken to discharge those responsibilities for consideration by the Board. The first report to be completed by Jan 2008.
7.2 The CSL BOARD will aim to deliver the reporting requirements as requested by the EMEA CSL Lead.

8. To remove the need for a Board

Success will be seen when there the awareness has reached a point that CSL is no longer seen as a separate responsibility, rather integrated as normal daily activity.