More often than not, no such mandate is proferred. It seems unrealistic that multi cultural enterprises can all have a set of common values but if they proactively promoted such at the point of hire and continuously throughout the growth of the company, the capacity to capture, measure and prosper within the remit of such values, the ability to foster ethics and integrity congruent with CSR would be highly realisable.

Corporate Social Responsibility initiatives frequently fail on a variety of fronts. They are poorly constructed, they are inefficiently transferred and they fail to be continuously executed.

What www.RNIA.org has created is a clear set of values that would migrate into the DNA of any organisation or institution that adopted them, driving a positive momentum throughtout the operational management layer and cascade down to the granular level of the individual, who is frequently the client or customer facing tier upon whose interaction much depends.

If you are seeking to assist companies foster a high integrity in their CSR deliverables, it seems reasonable to start with the foundational values augered by CBOK, the educational component of the RNIA Standard.

The model is available for educational and enterprise development and will be cardinal in enabling faster adoption of the CSR missives.