Breadtalk: Corporate Social Responsibility

725 Words3 Pages
Corporate Social Responsibility, a developing corporate virtue, crops from the concept of collective good where a company conducts itself ethically and strives to make a respectable contribution to economic development without compromising the quality of life of its resources and in fact improving the work & living conditions of their workforce, their families and the overall local community. According to the illustration from The International Organization for Standardization CSR is a balanced approach, which organizations should adopt as a people, community & overall society beneficial way to address environmental, economic & social issues. CSR deliberately draws attention to socially critical subjects like Workplace Ethics and Environment, Human Rights and even broader subjects including Organizational Governance, Unfair Business Practices, Environmental Responsibility and Occupational Health & Safety. As steps towards increased CSR, Breadtalk took the initiative of setting up an education academy which aims at cultivating a culture which encourages contributory learning supporting ongoing knowledge enhancement and accountability of personality & consent by offering integrated courses available for all different levels of their staff across all brands & subsidiaries under the group. To further help its employees and enhance their skill sets, BreadTalk’s academy has collaborated with WDA to come up with programs so that its employees could surpass their jobs, which is in line with its consistent goals. BreadTalk has also been strongly supporting the initiative by WSQ training and workforce development since 2008. The qualification complemented by a national credentialing system has yielded a significant payoff in the form of in... ... middle of paper ... ...their colleagues and begin to fabricate cultural awareness. Another step a manager could do is to respect the individuality of each employee & consumer. Information in other cultures is typically situated on stereotypes and biases. Hence, information not administered to each individual within that culture. It is administered more like a generic broadcast. Managers should put into practice their cultural knowledge after discovering valuable information regarding a culture that helps them put into perspective the sensibilities corresponding to the team members who come from varied cultures, implement their learnings, and utilise their knowledge. By transforming knowledge into action, managers can identify its betterment and discover more by facilitating the exchange of this cultural knowledge thus strengthening the overall team’s interpersonal respect and skill set.
Open Document