1. Corporate Social Responsibility at the Universiteit van Amsterdam Betty de Keizer Universiteit van Amsterdam

2. HUMANE seminar, Prague 2003 2 Summary 1. Introduction: Triple P in universities 2. Why dealing with corporate social responsibility in universities? The vision of the Universiteit van Amsterdam 3. From environmental management to corporate social responsibility; experiences of the Universiteit van Amsterdam since about 1980. 4. Lessons learned

3. HUMANE seminar, Prague 2003 3 Introduction: Triple P PPP University processes

4. HUMANE seminar, Prague 2003 4 Introduction: Triple P P1People: 'social well-being' P2Planet: 'ecological quality' P3Profit: 'economic prosperity'

5. HUMANE seminar, Prague 2003 5 Introduction: Triple P University processes: - Education - Research - Administration - External relations

6. HUMANE seminar, Prague 2003 6 Triple P in universities Table CSR Higher Education PeoplePlanetProfit Education Research Administration External relations

7. HUMANE seminar, Prague 2003 7 Environmental management Environmental management aims to diminish the impact of the company activities on the environment. Examples of environmental management are waste management, energy management, diminishing the use of paper and using recycled paper, greening the catering etc.

8. HUMANE seminar, Prague 2003 8 Environmental management in universities Higher Education PeoplePlanetProfit Education Research Administration External relations

9. HUMANE seminar, Prague 2003 9 Corporate social responsibility 'The commitment of business to contribute to sustainable economical development, working with employees and their families, the local community and society at large to improve their quality of life' (World Business Council for Sustainable development) The motto is: "Looking after people and the environment goes hand in hand with good financial results".

10. HUMANE seminar, Prague 2003 10 corporate social responsibility in universities Higher Education PeoplePlanetProfit Education Research Administration External relations

11. HUMANE seminar, Prague 2003 11 Why dealing with corporate social responsibility in universities? Universities possess the knowledge and the skills to offer solutions for problems that occur in the society. Higher Education PeoplePlanetProfit Education Research Administration External relations

12. HUMANE seminar, Prague 2003 12 Why dealing with corporate social responsibility in universities? 2. Institutions for higher education are training the decision makers of tomorrow.

13. HUMANE seminar, Prague 2003 13 Why dealing with corporate social responsibility in universities? Higher Education PeoplePlanetProfit Education Research Administration External relations

14. HUMANE seminar, Prague 2003 14 Corporate social responsibility at the Universiteit van Amsterdam In our internationally oriented society, knowledge of and insight into the various aspects of sustainable development is vital. The University of Amsterdam sees a task in educating its students to become responsible citizens who have developed a view on the role sustainable development plays in society. Conducting corporate social responsible management is one of the ways in which we set this example for our students.

15. HUMANE seminar, Prague 2003 15 From environmental management to corporate social responsibility (1) The start: operational action programs focusing on different environmental issues, such as waste management, the use of recycled paper, effluent etc. Fragmentized approach (1970 - 1990). Higher Education PeoplePlanetProfit Education Research AdministrationX X X X X External relations/////////////////////////////

16. HUMANE seminar, Prague 2003 16 From environmental management to corporate social responsibility (2) 2 nd phase: more cohesion and integration between the different environmental issues (1990, marked by policy plan 1994) Higher Education PeoplePlanetProfit Education Research Administration External relations///////////////////////////////

17. HUMANE seminar, Prague 2003 17 From environmental management to corporate social responsibility (3) 3 rd phase: integration with Health and Safety issues (examples: energy management, hazardous waste and sustainable accommodation/ space management) Higher Education PeoplePlanetProfit Education Research Administration External relations///////////////////////////////////////////////////////////////

18. HUMANE seminar, Prague 2003 18 From environmental management to corporate social responsibility (4) ………. and more and more awareness of the financial part of environmental management, both positive and negative Higher Education PeoplePlanetProfit Education Research Administration External relations///////////////////////////////////////////////////////////////

19. HUMANE seminar, Prague 2003 19 From environmental management to corporate social responsibility (5) More tuning in between administration and education & research; setting up an internal network on sustainable development (2000 - 2003) Higher Education PeoplePlanetProfit Education Research Administration External relations

20. HUMANE seminar, Prague 2003 20 From environmental management to corporate social responsibility (6) Meanwhile: active participation in regional projects in corporate social responsibility (i.e. KKA) Higher Education PeoplePlanetProfit Education Research Administration External relations

21. HUMANE seminar, Prague 2003 21 From environmental management to corporate social responsibility (7) Today: starting to setup management systems (2003 – 2007) Higher Education PeoplePlanetProfit Education Research Administration External relations

22. HUMANE seminar, Prague 2003 22 From environmental management to corporate social responsibility (7) Aiming at a systematic approach in daily to daily business ! Higher Education PeoplePlanetProfit Education Research Administration 21 External relations

23. HUMANE seminar, Prague 2003 23 Lessons learned First of all a clear vision of the top management is needed and has to be communicated actively. Without active support, enthusiasm and motivation of key persons involved finally nothing will change. You can't do it on your own and you don't have to; in learning networks new insights are developed and strong expert support is available. General ideas and insights have to be translated to institutional circumstances, financial latitude and so on. Most of the time outlay must precede returns. It takes time, perseverance, and ongoing confidence that things will change; don't give up, but do it step by step!