The Corporate Signature Program: A Custom Approach to Philanthropy

The issues the developing world faces are complex; problems such as poverty, food security, illiteracy and malnutrition require multifaceted solutions with involvement from government, international institutions, nonprofits and the private sector. Whereas public sector funding was the major player in this field, private funding is becoming increasingly prevalent. U.S. corporations are relatively new players on the international development scene, but they are taking on an important role

Suggested considerations for creating a coporate style manual

Visual communication is the key to maintaining any kind of corporate style. Companies rely on a variety of visual aids to communicate their image to the public. The desired image that each company has of themselves can be communicated to the public through a corporate signature, a logotype, symbols, typefaces and corporate col ors. All of these visual communicators help the public to identify the company, its sub sidiaries, its activities and its involvement with the public. Companies often have so many visual aids that they have to be outlined in a corporate style manual. A corporate style manual takes into consideration many areas, and depending on the size of the company (i.e., small, medium and large), these areas can be neatly mapped out and specified for reference. In other words, all of the areas of cor porate style a corporate signature, a logotype, symbols, typefaces and corporate col ors are clearly illustrated and spelled-out, so to speak, in the form of a manual that must be followed by all members of the company when representing their company, graphically or otherwise. Incorporated in this thesis project will not only be a more complete understanding of corporate style, but instructions and illustrations on how to create a corporate style manual, a chart showing the minimum requirements for small, medium and large companies, and a sample manual to be used as a reference for any company looking to create their own corporate style manual

Advancing Strategy: How to Lead Change in Corporate Societal Engagement

Implementing a strategy may be even harder than developing it. This learning brief is intended for corporate foundation and CSR leaders who have completed an initial strategy refresh process and who seek effecitve practices and tools to advance this strategy. In our experience advising more than 100 multinational companie, effective leaders facilitate structured, data-informed decisions and enable important organizational improvements to achieve their strategic objectives. Specifically, advancing strategy in corporate societal engagement typically requires leading change in two major areas of the overall portfolio: designing a signative initiative and transforming local giving

PROTECTION OF ELECTRONIC DOCUMENT MANAGEMENT SYSTEMS AND FINANCIAL SYSTEMS

The work of modern companies is unthinkable without an effective system of electronic document management (EDMS), allowing to optimize the formation, processing, transmission and storage of corporate documents. An EDMS may also be tasked with ensuring the legal significance of electronic documents. The legal value of an electronic document is ensured by an electronic signature. The order of use of EDS in corporate information systems can be established by the enterprise or the agreement between the participants of electronic interaction

Benchmarking Philanthropy

The CEO's question of "How are we doing?" can strike fear into the hearts of executives responsible for corporate philanthropy. Unlike almost every other area of corporate activity, there are no tried and true methods for benchmarking philanthropic performance. Beyond counting the volunteer hours and dollars given away, companies are left to determine the value and impact of their philanthropy in a vacuum.Yet FSG has found that benchmarking philanthropic performance against industry peers is possible -- and extremely helpful in finding ways to increase both the business and social benefit of every dollar the company contributes. Many of the same principles that make benchmarking so important to other corporate activities, such as marketing, product development and sales, can be extended to a company's philanthropy -- and knowing how you are doing relative to your competitors turns out to be just as important in making good social investments as it does in making other kinds of investment decisions

Mobile qualified electronic signatures and certification on demand

Despite a legal framework being in place for several years, the market share of qualified electronic signatures is disappointingly low. Mobile Signatures provide a new and promising opportunity for the deployment of an infrastructure for qualified electronic signatures. We analyzed two possible signing approaches (server based and client based signatures) and conclude that SIM-based signatures are the most secure and convenient solution. However, using the SIM-card as a secure signature creation device (SSCD) raises new challenges, because it would contain the user’s private key as well as the subscriber identification. Combining both functions in one card raises the question who will have the control over the keys and certificates. We propose a protocol called Certification on Demand (COD) that separates certification services from subscriber identification information and allows consumers to choose their appropriate certification services and service providers based on their needs. We also present some of the constraints that still have to be addressed before qualified mobile signatures are possible

Virtual Shareholder Meetings

Electronic communication impacts how widely-held corporations conduct shareholder meetings. For example, technology has facilitated such options as electronic proxy voting, remote electronic voting, and virtual meetings. This iBrief examines the idea of virtual meetings and argues that they should not entirely replace physical meetings unless an electronic solution can be devised which replicates the face-to-face accountability of management to retail shareholders