ACTIVITIES

CSR plus the missing D

Our Objectives

The main objective of the “CSR plus the missing D” project was the improvement of the competences of CSR managers, trainers and adult educators in the practical implementation of the notion of social engagement in the area of disability (CSR + D).

In the course of the project:

    • we exchanged experiences in the implementation of CSR + D strategies in the partner countries,
    • we have drafted and publish examples of good practice aimed as an inspiration for other enterprises keen to implement the notion of CSR+D,
    • we developed recommendations for the business sector concerning the effective inclusion of disability in corporate CSR strategies,
    • we disseminate knowledge of the benefits resulting from the correct implementation of diversity policy.

Want to share a good social engagement programme in the area of CSR + D? Write to us at: contact@moffin.eu

What is CSR + D?

This is a notion which includes disability as a theme in the company’s CSR strategy, “D” representing the first letter of the word disability. The current definition of disability, which stems from the social model of disability, defines it as a result of mutual interactions between a person with a given type of impairment and barriers In his/her social environment. Making it possible for the disabled person to fully participate in social life on an equal footing with other citizens can be done through changing the conditions in the environment which restricts his/her effective participation. The socially-oriented approach to disability anchored in the CSR+D strategy promotes the empowerment and potential of persons with disabilities as well as evokes the principle of equal treatment which consists in ensuring equal rights for them but also enforcing the performance of their obligations linked to such rights.

Dlaczego "CSR plus the missing D"?

In the countries of our partnership, the modern approach to disability is enshrined in their laws, highlighting the dignity of persons with disabilities and their right to be treated equally in all areas of social life. Unfortunately, such a declarative approach is not accompanied by fast enough changes in daily life, in particular in the labour market, as persons with disabilities are still rarely employed as staff members enjoying equal rights.

Despite the promotion of the notion of corporate social responsibility (CSR) as one of the key strategies for 21st-century enterprises and despite the existence of guidelines on CSR implementation (the International ISO 26 000 Standard; GRI indicators), the European labour market still needs to be much adapted to the requirements of changing societies in terms of disability. Although such guidelines provide a space for its incorporation into company management policies (they concern such themes as human rights, social development engagement and job creation), it is clearly visible that comprehensive activities are missing that would deploy CSR policies coupled with focus on disability.

Analysis of annual CSR reports drafted by companies as well as broad experiences gained by our project consortium members show that companies concentrate mainly on activities regarded as classic CSR, e.g. taking care of the environment, treating the equality of persons with disabilities in the recruitment process and at workplace not seriously enough.

It should also be highlighted that CSR is still too frequently confused with philanthropy, which is particularly visible when attempts are made to include disability in CSR activities. The phenomenon is a legacy of the previous approach to persons with disabilities treated as recipients of charitable assistance and not employees involved in the company’s operations and generating its profits on an equal footing with others. Such an outlook on disability, still present in the corporate world, makes entrepreneurs keener to offer financial gifts as ad hoc assistance for the needy rather than to actively engage in the process of including persons with disabilities into their businesses as full-fledged staff members. Perpetuated also in the media, the status quo is a consequence of missing model scenarios and practical training materials showing how persons with disabilities should be made part of companies following the modern understanding of disability. It is our hope that the results of the “CSR plus the missing D” project will help change the status quo.

Good practices

Not everyone likes the term CSR+D, but the phenomenon of the exclusion of persons with disabilities from employment on the open labour market needs to be named somehow. Consequently, here is a term which highlights the fact that even in community engagement activities undertaken by business, commonly known as CSR, the disability component is missing. Given the above, we find it even more worthwhile to present those who have been successful in this area in order to inspire and be food for thought for others, in particular CSR managers and adult education trainers.

Browar Spółdzielczy, Puck, Polska

Agnieszka Dejna and Janusz Golisowicz, founders of Cooperative Brewery

Why did we start doing it?

Janusz and Agnieszka are the creators of the Puck-based Cooperative Brewery which employs persons with intellectual disability and mental-health difficulties. For 15 years, Janusz had been involved in occupational therapy workshops for persons with intellectual disability, which for him was an inspiration and encouragement to be active. For her part, Agnieszka was active in the third sector for years, experienced in organising socially-minded work.

They both also managed their own enterprises, so were no strangers to business. They contributed a lot of their own money to the brewery, yet from the very start never doubted the project would be successful. The local authorities of Puck and Krokowa communities also made their contribution, as did the members of the cooperative and so it all began.

“One can do various things but it is best to do what you love,” says Agnieszka. She just must sense that her work has value, not necessarily in terms of money.

At work. Employee manually sticks a label on a ready bottle of beer.

How do we do it?

90 per cent of the brewery’s staff have intellectual disability and its strength is a quality product: good local beer keenly bought by business clients. They identify with the product and want to buy it, considering it to be part of a good cause. It is Poland’s first brewery of the kind, and the world’s sixth, its distinguishing feature. It has recently reached its full manufacturing capacity, eight thousand litres of beer per month. The production equipment is adapted to company staff with disabilities. Bottling and capping are done manually, as are labelling and packaging. As the work is repetitive, it is easily learnt by persons with intellectual disability.
The product brand growing in popularity, it already ensures a stable wage level for the employees.

Employees pack beer to crates with company logo and slogan “A beer which means more”

What is it now?

Some staff members hail from the occupational therapy workshops, and it came naturally as Janusz was in charge of recruitment. Currently, they also employ persons from elsewhere, and the business is growing. One of their projects is a company pub in Gdańsk which employs mainly persons with mental-health difficulties.
The brewery is a rigorous employer. Nearly 20 members of staff have already worked there, some had to be dismissed as for various reasons they failed to meet the requirements. It is not a charity initiative but a fully organised company with standards in place to be adhered to at work. Janusz and Agnieszka intend to continue to expand the business. Their goal is to penetrate various Polish cities and offer franchise opportunities to other businesses, as well as promote the brand more widely. They say that only ambitious goals are of interest to them.


They are also guided, however, by the notion of caring about their personnel and the required results of their work. They take care of them, one example is supporting them in paying back the unwillingly drawn bank loans. Work and daily life go hand in hand. Thanks to the capital earned, they were able to take their staff on a cruise on the Baltic Sea and diving is in the pipeline, too. However, money must be first earned to be spent later: the beneficiaries must, and do, understand it. Clients, in turn, recognise the brand more and accept the higher price of their beer in the knowledge that they support a good cause.

 

We consider the activity of the Cooperative Brewery to be a practical implementation of the notion of CSR+D. More about them: www.browarspoldzielczy.com

See also the co-creator of the Brewery during the Come CloSeR Show 2016 and what she says about the notion of managers of the future: Agnieszka Dejna: Who is a manager of the future?

Agnieszka Dejna pours a beer.

CREATIV COMPANY, Holstebro, Denmark

Why did we start doing it?

Holstebro-based Creativ Company is a vendor of a wide variety of arts and crafts solutions, including decorative and those used for learning purposes. The goods are sold to supermarkets across Europe, other shops and educational institutions.

Peter Norgaard is one of the founders and owners of Creativ Company.

Peter Norgaard, the creator and owner of Creativ Company, was once sitting with his business partner in a summer cottage thinking about setting up a company. They had a long discussion but as a result they set some objectives which still apply today. For example, they decided to run a perfectly normal business, yet taking into consideration social and generational diversity, and 15% of its staff persons with various disabilities who, however, must be willing to work well and have relevant competences.

Creativ Company is a vendor of a wide variety of arts and crafts solutions.

How do we do it?

Each of the persons working at Creativ Company has a story to tell, sometimes a difficult one, but all are motivated to work and help others. “We are a reflection of society with all its vices and virtues, its whole diversity. We want to be exactly like the world around us. We want to do a good job, earn money and share the experience of how to do it with other companies,” says Peter. “We employ people from weaker and excluded groups and this is our heartfelt but also realistic objective. After all, if a company employs only people with top qualifications, they will always look for a better job. We, in turn, draw on social groups perceived as less efficient employees. For many years, we have had the same staff working very well, now at higher posts, but they were starting at zero. As for their efficiency, it normally improves year on year. It is a fantastic feeling to look at all this from a distance and see that it works.” Importantly, the inclusion policy pursued by the Holstebro-based enterprise also means recruiting persons with excellent professional, educational or personal skills as such diversity stimulates supporting one another and strengthening the business as a whole. In summary, regardless of one’s background or condition, what really matters is whether a given person is well suited for the position offered by the employer.
Setting right business objectives, adhering to them and being successful on the market is what Creativ Company shares with other enterprises. Using such experiences well makes it possible for them to expand the circle of companies that are community engaged, which runs in Creativ Company’s DNA.

Staff members at Creativ Company are a reflection of society with all its vices and virtues, its whole diversity.

What is it now?

Creativ Company has been operating for 16 years now, employs 180 staff members and has a dedicated unit where persons who have been away from the labour market for some time due to physical, mental or social challenges can acquire skills helping them become employable. The unit has also staff with disabilities across functions, also managerial. It is important because competences are key in the company. The type or degree of one’s disability matter much less than the quality of one’s work and performing one’s duties well. If employee evaluation is positive, the road for the person in question is open to advance and become a manager one day.


Peter Norgaard has not only made the dream he had years back in the summer cottage reality, but also developed a social enterprise which has earned prestige on the Danish market. His employees are proud to work there and frequently stress that the company has changed their lives.

More than 12.000 items are stored in the warehouse.
High technology trucks are operation at the warehouse of 7.500 squaremetres.

We consider the activity of Creativ Company to be a practical implementation of the notion of CSR+D.

More about them is available at:
www.cchobby.dk

Ctalents, Amsterdam, the Netherlands

Sandra Ballij, social entrepreneur at Ctalents, CtheCity and Ctaste

Why did we start doing it?

Many of our blind and partially sighted employees used to sit at home doing nothing, getting addicted to the environment which did things for them even as regards basic activities. We wanted to change it, however small the scale, and so we trained them at our restaurant where we serve meals in darkness. It turned out that many of them where perfectly suited for work. At Ctalents, however, we do nothing for our candidates but show them how they can do something themselves, i.e. we give them the proverbial fishing rod but not the fish. It is hard to say here that they are poor because they cannot see and someone must do things for them. We tell them then that they should learn to convince their prospective employers that they can enrich the team by themselves and their work and what they can offer rather than what the employer can offer them. Important is also the fact that our candidates take training seriously, simply no-one makes any concessions. They are told: “This is your client and work with them so that the enterprise can make a profit, and you have work.” So we treat them just like the other employees, which is beneficial to  both sides.

Noortje Reus, blind graduated Ctalents trainee and now working at Ctaste - Dining in the Dark

How do we do it?

We prepare candidates for other employees. Such preparation can take from a week to even several months. The candidates fill in the form, take part in a traineeship programme, receive a coach who monitors the course, and then get a certificate. If all goes well, we offer them employment at our company or companies of our partners. This may be cleaning because someone has just such skills but also marketing or a managerial post. It all depends on one’s individual abilities, will to learn and the results of the process.

On the other hand, we improve the awareness of employers who are still completely unprepared to employ persons who are blind, partially sighted or disabled otherwise – as we also come across those who are deaf and hard of hearing. Such employers often tell us: “It is great what you do here but it would not work at my company”. We want to convince them that things can be completely different and it can work because it is all about recognising the employee’s specific needs, matching them with the employer’s needs, training and workplace adaptation. Nothing to be rejected after a moment’s reflection.

And so it does happen that it is at our place that such an employer sees for the first time that a blind or partially sighted person works with a PC and suddenly his/her eyes are open and he/she suddenly sees that such a person can work at their company, while before they were sure that blind persons only could not read or write and could just listen. And so such a meeting between the employer and a candidate improves disability awareness, becomes an opportunity to think which workplace would be the best to adapt, and obliterates previous stereotypes.

Michel Kottelaar, deaf graduated Ctalents trainee and now working at ABN Amro.

What is it now?

Last year, we made more than 40 persons fit for work and our goal is to triple the figure next year. 90% of our candidates and trainees become employed or advance at work, which we are very proud of. As we do not receive any state aid, the entire risk related to employee preparation is ours but we are sure that if we prepare someone well, they will find and retain a job. We are also increasingly often approached by employees who say that they have already had some positive experience with an employee we prepared and would be keen to employ another person. This motivates us to continue with our work and increase the number of people who are interested in training and traineeship programmes. For now, we operate in Amsterdam and its environs, one day we might expand and cover the entire country and so our long-tem goal is to reduce the unemployment rate among blind and partially sighted persons which continues to be high in the Netherlands, reaching even 70%.

We consider the activity of the Ctalents to be a practical implementation of the notion of CSR+D. More about them is available at: www.ctalents.nl.

GFD–Physiotherapy and Sports Clinic, Amadora, Portugal

Ernesto Ferreira is the founder and owner of the Physiotherapy Sports Clinic – GFD

Why did we start doing it?

GFD – Gabinete de Fisioterapia no Desporto is a Physiotherapy and Sports Clinic in Amadora close to Lisbon, serving the sports community and the general public for 20 years now. Around eight years ago, Ernesto Ferreira, a physiotherapist and GFB founder and owner, had a friend whose twenty-year-old brother Nuno Amade was blind. Nuno had obtained a diploma of a massage therapy/auxiliary of physiotherapy at the APEDV – Association for the Promotion of Employment for Visually Disabled People. The APEDV is a certified vocational training centre and offers courses for massage therapists/auxiliaries of physiotherapy, telephone operators and artisanal craftsmen. The GFD clinic needed a massage therapist and Ernesto decided to invite Nuno for a professional internship. Nuno proved to be an excellent professional, handling the job perfectly and getting along very well with the team. And that was why he was offered a full-time employment at the Clinic, where he still works today.

Nuno and Hilário at GFD / Nuno working with the equipment

How do we do it?

Some five years ago, the GFD opened a second clinic in Algés, also nearby Lisbon. Another massage therapist was needed, so Ernesto was looking for one from the APEDV, the association where Nuno had obtained his professional diploma. And that was how Maria José, a blind woman in her forties, was offered a professional internship in the new clinic. Having demonstrated to be very skilled in the profession and perfectly adapted to the needs of the clinic, she also signed a full-time contract with the GFD. In both cases, there was no need for changes in the workplace, either physical or social/personal. Nuno and Maria José became part of the team naturally.

In 2012, the GFD was distinguished with a prize for “good practices in the field of employment” granted each year by the Municipality of Leiria together with the Technical Institute of Leiria at a ceremony dedicated to inclusion. Maybe that was what led the Portuguese television TVI to make contact with the GFD asking if there was a place there for Hilário, a 45-year-old father of three who had lost sight recently and could not find a decent job to support his family. Since the work at the clinic continues growing, Hilário, also a former student of APEDV, started a professional internship, which is almost ending now. Ernesto is very satisfied with his work and will be offering him a full-time job.

A happy team – 3 out of its 11 members are blind

What is it now?

Altogether, the GFD clinic has a team of around ten therapists, and the only three who are massage therapists are blind. They have proved to be qualified for the job and have excelled in their performance, which is why they are employed. Besides the therapeutical massages, they perform all the tasks needed to prepare the treatments, including handling equipment like diathermy machines and lasers. They work well integrated in the team and the team is happy to have them. There is a sense of pride to be part of a socially responsible company. And, last but not least, the patients are pleased with the treatment they provide.

With the second clinic, which, expanding, has recently moved from Algés to Belém, a new massage therapist might soon be needed. There is a high probability that Ernesto will look for someone with a diploma from the APEDV, since they have proved to provide good vocational training. No one will get a job just because they are blind, but because they prove to be very good at what they do. And only good professionals hold on to their jobs. Hilário says: “I wish there were more people like Ernesto, who gives us the opportunity to show how good we are”.

We consider the activity of the GFD – Physiotherapy and Sports Clinic to be a practical implementation of the notion of CSR+D. More about them is available at: www.gfd.pt.

Recommendations for business

Recommendations concerning the implementation of the principles of social corporate responsibility in the area of disability (CSR+D)

Introduction

The recommendations that follow below have been developed as a result of two-year efforts by the consortium of the “CSR plus the missing D” project,  bringing together organizations from Poland, Denmark, the Netherlands and Portugal. The project work was led by the Managers of the Future MOFFIN Foundation.

Thanks to the work done by the consortium, the project partners visited companies implementing interesting CSR+D initiatives, met experts in that field as well as considered diverse factors conditioning positive changes in the labour market for persons with disabilities in the countries of the partnership. Out of all the examples of good practice collected by the project, the partners have selected the most interesting ones that illustrate modern trends in approaching employment of persons with disabilities and offer companies just embarking on this journey a model to inspire their own efforts. The good practice list is still open and the Managers of the Future MOFFIN Foundation intends to publish further interesting examples once the “CSR plus the missing D” project has ended to distinguish those who make efforts aimed at tapping into the capital of many persons with disabilities which still remains underutilised. The recommendations presented here do not constitute a closed catalogue of activities which in its current shape will work perfectly everywhere and regardless of the conditions, and the reader is advised to take this into consideration. However, the partners are convinced that, as a result of many conversations, meetings and looking at the practical delivery of community engagement programmes in the field of CSR+D, these tips may prove highly valuable for taking the right direction in the policy of including persons with disabilities into employee teams. It is vital to know that they have already worked in many enterprises, in different countries of different traditions and diverse work cultures. These recommendations are then as universally applicable as it was only possible.

Importantly, the final shape of the recommendations was naturally influenced by the project partners, managers of the enterprises presented as most interesting in the practical implementation of CSR+D principles and experts external to the project partners. Thanks are due to the members of the Come CloSeR to Disability task force who shared their valuable observations thus enriching this document.

Read more about: task force.

Positive impact on social change

Each organisation functions in some kind of space, thus has an impact on the natural environment, society and economy. Social responsibility is an organisation’s responsibility for such impact. What matters is not just minimising the negative impact but also maximising the positive influence. Disability is placed in the sphere of responsibility for the functioning of a given organisation in a specific social context. Given how disability is defined in the spirit of the UN Convention on the Rights of Persons with Disabilities (where an upset ability within a given person’s body in conjunction with barriers present in the environment may hamper his/her full participation in social life or make it impossible), it should be assumed that there are many ways for organisations to act. The first obvious option is charity. Gifts offered to others will help them operate in one way or another, yet organisations can exert much deeper impact on making the environment more accessible to persons with disabilities, and consequently further-reaching social change.

 

Why implement CSR plus D?

    • Because persons with disabilities potentially represent a vast market of consumers who could be interested in our services,
    • Because persons with disabilities can appear in our community at any time and each organisation should be ready for it,
    • Because the absence of persons with disabilities in the labour market is a social issue while enterprises are key actors whose activities can impact positive changes in this area,
    • Because companies need employees who thanks to their assets will contribute through their work to making them successful enterprises,
    • Because employing persons with disabilities has a positive impact on the social environment while making companies more open and their operational methods more flexible,
    • Because success in this area depends on coordination of efforts made by a number of partners inside the enterprise through releasing energy going beyond their standard job description.

How can companies include disability in their CSR policies?

  • Taking care to develop services or products accessible to all.

Developing a product meeting the needs of as many people as possible means expanding the market of prospective consumers but also excluding some group(s) of people more or less consciously. The fact that persons with disabilities withdraw from public life is a result of just such long-term exclusion. People unable to use various articles, accessible museum exhibitions, theatrical shows, or public transport are unable to use anything at the end of the day. Minor changes we can make are a contribution towards bigger changes and show our social responsibility.

    •  Entering into contracts with partners offering goods and services meeting the requirements of accessibility for persons with disabilities.

This may be difficult as there are still many entities out there which do not attach much importance to the full accessibility of their products. One of the arguments given when this must be explained is the cost, considered disproportionate given the number of people making use of accessibility. Companies taking care of persons with disabilities and their needs can change that relation. For example, by expecting that standard computer software meets the full accessibility requirements customers could make manufacturers treat accessibility as a routine thing. Thanks to this, also all the other users of such software will find it easier to adapt workplaces so that they are suitable for employees with disabilities.

    • Entering into contracts with partners who are socially responsible.

There are companies and other organisations offering products comparable with other similar products, yet made, for example, mainly by persons with disabilities. It is then worthwhile to use such a service of product as the preferred option.

    • Improving disability awareness. 

Whether a company already employs persons with disabilities, only intends to or even does not and has no intention to, for instance due to the specific nature of the sector where it operates, it pays to improve the staff’s disability awareness by providing regular training in that area. Solid knowledge of disability may be after all a perfect corporate social responsibility programme and support each CSR strategy, if only because everywhere – in each local environment, the company’s surroundings and its employees’ families or among its clients – there are persons with disabilities. Frequently, our employees have invisible disabilities which although hidden do have an impact on their work and so knowledge of that area should be commonly available in enterprises and their local environment.

    • Employing persons with disabilities.

The absence of persons with disabilities in the labour market is a major social issue while enterprises are key actors that can be part of the solution.

⇒ Changing the perception of persons with disabilities among company staff.

Stereotypically, persons with disabilities are perceived as needing help and doing things for them, often lacking independence. As such an image is created by the media and rooted in the medical model of disability, it is understandable that many people still think that way. Opportunities for employing persons with disabilities in the open labour market depend on changing that perspective, so as to focus on the limitations generated by the physical and social reality and remove them, thus making it possible for persons with disabilities to fully use their potential.

⇒ Focusing on the opportunities persons with disabilities bring rather than their limitations.

Persons with disabilities should look for opportunities seeking jobs where, after the necessary adaptations have been made, they will be able to fully use their skills and abilities.

⇒ Vocational development and improvement.

Employees with disabilities need training and the ability to use training material adapted with their needs in mind, so that they are able to improve their qualifications, develop and work towards advancement opportunities as much and at the same pace as other colleagues.

⇒ Envisaging advancement opportunities for persons with disabilities.

The equal standing of persons with disabilities also means advancement opportunities. For the company, it means readiness to entrust them with more responsibility and people to manage as well as to offer them better development prospects. Moving employees with disabilities across company structure may be a challenge not just because of the risk of hitting a glass ceiling but much more practical difficulties – a new job means having to make new adaptations necessary for the employee.

⇒ Flexibility of people, procedures, tools and space.

If persons with disabilities are to perform their duties at work, the working (including IT) tools and space must be reasonably adapted. This is also true for procedures and standard operational methods.

⇒ Training and inclusion.

All employees should enjoy opportunities to acquire knowledge and abilities as regards the broadly understood disability awareness, so as to make space for equal treatment for persons with disabilities (including performing their duties as well as their non-disabled colleagues), and they should also be able to understand what reasonable adjustments at workplace are about. Disability awareness training is also crucial for managers who lead teams and the whole enterprise. Without them, or at least without their expression of openness towards change in that regard, improved disability awareness will not become a sustained aspect of the company’s culture and code of values. As persons with different disabilities, including hidden ones, make around 12% of society, disability awareness becomes something extraordinarily important and makes a basis for building modern strategies of corporate community engagement not reflected upon before. One must be aware, however, that such strategies will bring tangible benefits only after some time as due to years of exclusion and marginalisation of those groups of citizens they still lack opportunities available to non-disabled persons. Persons with disabilities should be included as much as possible in activities related to the implementation of such strategies. A conversation, a meeting and joint action will foster mutual familiarisation and togetherness in working out reasonable accommodations which are of key importance in the process of creating a truly open company.

Summary

Concluding, it is worth mentioning that it is just disability awareness that is a step towards that openness, and not, as is often assumed, a building without architectonic barriers. The fact that a company has such a building is obviously important, yet it does not release the managers from obtaining solid knowledge about disability and specific needs related to workplace adjustments as well as opening up to the potential of each individual, including persons with disabilities. It is only such knowledge and the engagement of the employees coupled with an interest in the subject that will result in enthusiasm, still indispensable for the implementation of the notion of CSR+D, for overcoming mental and legal barriers as well as stimulate further development in that direction.

At the same time, let us remember that CSR promises long-term gains. Consequently, no haste is necessary and it is certainly worthwhile to perform activities changing our business in a positive direction, thus enriching the workplace marked by diversity, strengthening tolerance and employees’ cooperation, that is investing for the future in the companies’ most valuable asset – their people.

Partners

The Managers of the Future MOFFIN Foundation

The mission of the Managers of the Future MOFFIN Foundation is to create tools and conditions conducive to initiating and implementing projects in the area of social responsibility.

Together with our partners, we develop innovative social engagement programmes which may contribute to lessening the negative aspects of present-day capitalism. In our operations we also support socially-minded entrepreneurs who are Managers of the Future.

In the “CSR plus the missing D” project, the MOFFIN Foundation is the institution in charge of coordination of the partners’ work. As our collaborators in disseminating examples of daily ambitious efforts focused on social development and including weaker and excluded groups in the process, we have invited diverse organisations from European countries, active in the field of CSR and guided by values close to those that we treasure, too.

Code of Care

Code of Care is danish non-profit organisation and our goal is to inspire, inform and create innovation in the field of social responsibility. We have set up a process to that end in order to get more companies to act in this area.

As a partner of “CSR plus the missing D” project we will do our utmost to create an organisational framework and basic conditions which can accommodate human, technical and business diversity so as to contribute to the creation of products, activities or other forms of services which society is expected to increasingly demand.

Human beings first and money second. It’s Code of Care’s proposed strategy for a new form of social engagement: More care and less me.

NUCLIO – Núcleo Interactivo de Astronomia

NUCLIO – Núcleo Interactivo de Astronomia (NUCLIO) is a non-profit association of professional astrophysicists and amateur astronomers devoted to public outreach and education. It is also an official training centre recognised by the Portuguese Ministry of Education. NUCLIO’s activities include: training teachers in the use of new technologies, promotion of real research in the classroom where students are introduced to scientific methods using robotic telescopes and data mining astronomical databases, providing Astronomy and Astrophysics courses for teachers and the general public. In recent years, NUCLIO has gained expertise in the use of serious games for science education and the integration of real science experiences in the classroom environment, for example the search for asteroids, the use of robotic telescopes, etc.  NUCLIO has been involved in several EC projects as a national coordinator for Portugal with the mission to train teachers at the national level in the use of research tools and resources for science teaching using the IBSE methodology.  NUCLIO is the coordinator of one of the largest astronomy education efforts in the world, the Galileo Teacher Training Program, a legacy of International Year of Astronomy 2009 endorsed by the International Astronomical Union and UNESCO. Since 2009, the programme has reached over 100 nations and 20,000 teachers. We would like our scientific experiences and contacts with European entrepreneurs to bear fruit in practical terms so as to support the objectives of the CSR plus the missing D project and disseminate its results.

Ctalents

Ctalents supports young professionals with sensory challenges (blind and partially sighted, deaf and hard of hearing ) in finding a paid job that fits their education and experience. We are the link between employers and sensory-challenged employees. Our traineeship helps our candidates to develop and challenge themselves. It is designed to look at their talents and possibilities and to eventually match them with employers in our network.


Ctalents focuses on employing persons with various disabilities following the model based on the competences job seekers have rather than just on what they are unable to do. Consequently, the company has been drawn by the CSR plus the missing D project, which disseminates just such an approach to employment of persons with disabilities.

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