Социальные проекты как средство формирования имиджа организации (на примере группы компаний "Зонд-реклама")

Проанализировав социальную политику группы компаний «Зонд-реклама», мы выяснили, что формирование имиджа города является приоритетным ее направлением. Поэтому необходимо продолжить развивать усилия компании в этом направлении. Кроме того, являясь крупнейшим рекламным холдингом города, функционируя в коммуникативном пространстве, группа компаний «Зонд-реклама» располагает всеми средствами для осуществления проекта, направленного на привлечение средств для восстановления памятников деревянной архитектуры, подкрепив тем самым свой имидж социально ответственного предприятия.

Проблема: привлечение внимания к проблеме восстановления памятников деревянной архитектуры со стороны ключевых лиц города, влияющих на принятия общественно-значимых решений.

Цель проекта - привлечение частных средств для восстановления томских памятников деревянной архитектуры.

Задачи:

· Привлечение внимания к проблеме исторических памятников города;

· Формирование благоприятного имиджа исторических памятников;

· Сбор денежных средств для восстановления конкретных домов.

Изучив деятельность компании, можно выделить два основных ее ресурса, необходимых для реализации проекта:

1. Журнал «Томск Magazine»,

2. Собственная служба доставки, осуществляющая адресную рассылку компаниям-клиентам.

Целевые аудитории проекта:

· Администрация Томской области и города Томска (в частности, департаменты культуры и департаменты информационной политики)

· Предприятия и организации города, потенциальные доноры:

1. читатели журнала «Томск Magazine»;

2. клиенты компании «Зонд-реклама».

Партнер: МУ СИН «Томск исторический». Основной инициатор восстановления памятников деревянной архитектуры.

Акция осуществляется в несколько этапов:

Первый этап. Привлечение внимания к проблеме сохранения деревянного зодчества г. Томска.

На этом этапе реализации проекта главным инструментом воздействия является журнал «Томск Magazine», в котором будут опубликованы несколько статей, посвященных вышеизложенной проблеме, и открывающих различные ее стороны:

· Общее освещение проблемы восстановления деревянного зодчества

· Точка зрения ключевых лиц, занимающихся восстановлением (интервью с лицами, планирующими и осуществляющими проекты восстановления). В статьях будут опубликовано мнение следующих лиц: Н.П. Закотнов, директор МУ «Томск исторический», Лисовская Н.А., гл. архитектор МУ «Томск исторический», Романова Л.С., зав. Кафедры реставрации ТГАСУ.

· Точка зрения власти (В.М. Кресс, губернатор Томской обл., Рачковский П.Ю., гл. специалист Деп-та Культуры Томской обл.).

· Точка зрения общественности (жители города)

Второй этап. Информирования о конкретных домах, являющихся памятниками архитектуры и нуждающихся в восстановлении. На этом этапе будут использованы следующие инструменты:

1. Журнал «Томск Magazine». В каждом номере журнала будут публиковаться статьи с описанием конкретных домов, их историй, обоснованием их важности для города, фотографиями в первозданном виде (старинные фотографии), а также состояние на сегодняшний день, их реальный вид. В конце каждой статьи будет публиковаться расчетный счет, на который возможно будет отсылать денежные средства.

Компания будет вести постоянный мониторинг перечисленных средств, и в каждом последующем номере журнала, будут публиковаться результаты (сумма отчислений). Кроме того, в журнале будут публиковаться благодарности донорам, что, во-первых, будет являться бесплатной рекламой для компаний, вложивших деньги в восстановление памятников, а во-вторых, будет как бы «подогревать» руководителей других организаций.

2. Адресная рассылка клиентам печатных материалов с фотографиями (в прошлом и на сегодняшний день) домов, требующих восстановления, также с кратким описанием их истории, важности для города, и обязательным указанием расчетного счета.

Все материалы будут содержать единый message: «Развитие через сохранение», объясняющий, что успешное, стабильное, в долгосрочной перспективе, функционирование и развитие города (в том числе и предприятий, осуществляющих свою деятельность в этом городе), невозможно без сохранения его истории, как базовой ступени развития.

Срок действия кампании - с сентября 2008 по декабрь, время деловой активности.

Итак, проанализировав зарубежный опыт социальной ответственности рекламы, мы выяснили, что главной характеристикой социальных инициатив рекламы является использование функционирования в коммуникативной среде для осуществления общественных проектов. Сравнив этот опыт с социальной политикой «Зонд-рекламы», мы увидели некоторые сходства, а именно, приоритетность проектной деятельности рекламных компаний. Опираясь на этот факт, а также учитывая специфику деятельности Группы компаний «Зонд-реклама», был выработан проект, отвечающий целям компании во взаимодействии с приоритетными целевыми аудиториями.

ЗАКЛЮЧЕНИЕ

Социальные проекты становятся все более распространенным механизмом формирования благоприятного имиджа компании. Вне зависимости от сферы функционирования, все компании признают, что социальная политика сегодня так же важна для общественности, как выпуск качественной продукции и финансовая устойчивость. Бизнес сегодня должен брать на себя обязательства по благоустройству жизни общества, используя собственные ресурсы для решения социально значимых вопросов. И, при правильном распределении этих ресурсов, компания открывает для себя новые возможности воздействия на общественность.

В дипломной работе наиболее полным образом изучены следующие аспекты заданной проблемы:

· раскрыты теоретические основы формирования имиджа посредством социальных проектов;

· проанализированы основные принципы построения имиджа социально-ответственной компании;

· изучены механизмы выбора и основные направления реализации социальных проектов компании;

· обобщен зарубежный опыт социальной ответственности рекламных компаний, выявлены наиболее эффективные инструменты реализации политики социальной ответственности для рекламного бизнеса;

· разработан план реализации конкретного социального проекта.

По результатам проведенной работы можно сделать некоторые выводы о применении социальных проектов для формирования благоприятного имиджа компании.

Необходимо отметить, что понятие социальной ответственности бизнеса сегодня выходит за рамки простой корпоративной филантропии. Планируя социальный проект, компания должна четко осознавать, на решение каких стратегических целей он направлен. Кроме того, для формирования более эффективного, устойчивого имиджа, компании необходимо реализовывать социальную политику комплексно, учитывая ожидания всех заинтересованных сторон. От того, насколько правильно компания сумеет выявить приоритеты целевых аудиторий, а также насколько грамотно она их удовлетворит, зависит ее положительный образ. То есть комплексное осознание целей социальной политики компании, общественных ожиданий, направленных на компанию, поиск решений для удовлетворения этих ожиданий, приводит ее к успеху. Заметим, что специфика реализации социальной политики, как и общественные ожидания, направленные на компанию, находятся в прямой зависимости от сферы ее деятельности.

Так как конечной целью дипломной работы была оптимизация социальной политики Группы компаний «Зонд-реклама», было необходимо обобщить имеющийся опыт социальных проектов рекламного бизнеса. Из-за низкого развития социальной ответственности российских рекламных компаний было принято решение об анализе зарубежного опыта с целью последующей его адаптации. Изучив и систематизировав данные о социальных проектах рекламного бизнеса, было выявлено несколько общих черт социальной политики иностранных рекламных компаний. В частности, зарубежная практика социальной ответственности рекламного бизнеса характеризуется применением комплексного подхода. Изучив специфику деятельности Группы компаний «Зонд-реклама», мы выяснили, что в рамках данного предприятия такой подход не применяется. Однако, мы видим, что в компании так же, как и в зарубежных холдингах, собственными силами осуществляются проекты социального характера с использованием имеющихся у компании коммуникационных ресурсов.

В работе даются практические рекомендации по определению приоритетов и осуществлению эффективной социальной политики компании, на основе которых представлен социальных проект, направленный на формирование благоприятного имиджа группы компаний «Зонд-реклама», с учетом специфики ее деятельности.

Основные положения работы имеют большое значение для развития теории и практики в области социальной ответственности российских компаний.

Полученные выводы и результаты исследования могут быть использованы в управленческой практике отечественных корпораций при разработке и реализации стратегии социальной ответственности. Кроме того, практические рекомендации, представленные в работе могут быть полезны при планировании собственных социальных проектов компании, выборе партнеров для реализации этих проектов, оценке их эффективности для имиджа компании.

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As the aim of my work is optimization of social policy of the company «Zond-reklama», we need to analyze the experience of social initiatives of advertising companies. The social policy of russian companies consist of single projects connected with charity and social advertising. However, CR activity supposes complex actions, directed to improve the social life. The experience of russian companies is not complete. That is why we need to study the foreign CR practice to get necessary knowledge.

The basic of foreign CR analysis is the corporate documentation of international advertising company WPP. It is the second world's leading advertising and marketing services group. There are more than 100 companies within the Group - and each is a distinctive brand in its own right. WPP companies effectively work together for the benefit of clients, and WPP itself can function as the 21^st century equivalent of the full-service agency, being the parent company, that manages all financial matters of the operating companies, relieving them of much administrative work (such as planning, budgeting, reporting, control, tax, investor relations, legal affairs and internal audit). Collectively, 100,000 people work for WPP companies; out of 2,000 offices in 106 countries. [37]

The history of WPP begins with the integration of several communication companies in the UK and US in 1985. Nowadays WPP spreads on following territories: Asia Pacific, Africa and the Middle East, Latin America, Central and Eastern Europe.[37]

WPP comprises leading companies in all these disciplines [35, p. 4]:

* Advertising

* Media Investment Management

* Information, Insight & Consultancy

* Public Relations & Public Affairs

* Branding & Identity

* Direct, Digital, Promotion & Relationship Marketing

WPP companies work with over 340 of the Fortune Global 500, over one-half of the NASDAQ 100 and over 30 of the Fortune e-50 (Honda Civic, Shell, Norfolk Southern Corporation, B&Q, China Mobile, etc.). [37]

2006 was a stronger year, with the major share of revenue from the Turin Winter Olympics, the FIFA World Cup in Germany and the US Congressional elections. Planned actions on 2007-2008: the Beijing Olympics, the European Football Championship in Austria and Switzerland, and the 2008 US Presidential election (Hillary Clinton promotion)

Mission of WPP:

To develop and manage talent;

to apply that talent,

throughout the world,

for the benefit of clients;

to do so in partnership;

to do so with profit. [36, p. 5]

WPP's six objectives:

1. To raise operating margins to the levels of the best-performing competition. 15.0% has already been achieved, to raise it to 20%.

2. To increase flexibility in the cost structure (to decrease cost to sufficient level of approximately 6.5% of revenues).

3. To improve total share owner return by maximizing the return on investment on the Company's ?700 million (or over $1 billion) free cash flow.

4. To enhance the contribution of the parent company. WPP is not just a holding company focused on planning, budgeting, reporting and financial issues, but a parent company that can add value to our clients and our people. We will continue to do this through a limited group of 250 or so people at the centre in London, New York, Hong Kong and Shanghai. This does not mean that we seek to diminish the strength of our operating brands. Our objective is to maximise the added value for our clients with their businesses and our people with their careers. [35, p. 12]

All WPP's clients, whether global, multinational or local, continue to focus on the quality of our thinking, co-ordination of communications, and price. In response, the company focus on talent, structure and incentives. Talent and its management therefore remain the lynchpin of companies reason for existence: that is what WPP's clients pay it for.

Development of companies employees and the way it manage that talent is a critical driver of performance; and on that critical dimension, WPP continues to make significant progress. In the creation of extremely attractive working environments, with highly competitive incentives, the company increasingly differentiate itself from its competitors and improve the attraction of WPP companies as destinations for talent. WPP continued to scrutinize and modify its compensation practices: both to offer competitive and justly-based rewards to its existing people and to attract outstanding talent from elsewhere.

Company is focusing increasingly on online communications following a comprehensive redevelopment of the WPP intranet and Group website (www.wpp.com). WPP continues to encourage internal strategic alliances and promote co-operation.

All these initiatives are designed to ensure that the parent company, really do (and is perceived to) inspire, motivate, coach, encourage, support and incentives its operating companies to achieve their strategic and operational goals.

5. As the company moves up the margin curve, it intend to place greater emphasis on revenue growth.

6. To improve still further the quality of its creative output as the quality of the work remains and will remain paramount. Clients look for creative thinking and output, to maximize the quality of it work WPP introduces different training and development programs, recruits the finest external talent; celebrates and rewards outstanding creative success.

WPP Corporate responsibility policy covers a wide range of issues [35]:

· The impact of work on target groups, it comprises 2 constituents:

1. The impact of work on stockholders, advocacy and encouragement of Corporate responsibility.

a) With respect to clients, encouragement of Corporate responsibility policy lies, first of all, in rendering of the best quality services, then goes planning and performing of social projects within the bounds of corporate social strategy of client company. WPP is strongly convinced that suggesting socially responsible projects to their client, they, thereby, contribute to increase of social responsibility of business in general. Thus, direct communication of strategy aims and WPP CR policy is clearly seen: performing upright function of product advertising, WPP increases the social responsibility level of their clients. [35, p. 16]

For example, China has experienced very rapid development in the last 10 years. Pollution and other environmental problems are becoming big issues in the country's rapidly expanding cities.

JWT China, one of WPP companies, created an advertising campaign to show how Shell is responding to these challenges. The aim was to position Shell as an environmentally responsible company and highlight the company's investment in clean energy technologies. One ad (see right), picturing a women looking out over a busy Shanghai motorway at night, describes Shell's plans to build a hydrogen filling station which will bring cleaner fuel to the city. Other ads highlighted Shell's use of coal-to-gas technology which reduces pollution and Shell's project to educate young Chinese about environmental protection and the energy challenges of the future. These ads were published in national business magazines and local newspapers. They aimed to inform government officials, journalists, college students and other opinion leaders about Shell's efforts to bring cleaner fuels to China. [35, p. 18]

Another example refers to Honda Civic ad campaign. Grey Portugal created a campaign for the launch of the new Honda Civic IMA. The Civic is a hybrid car that is good for customers and the environment because it produces fewer emissions and uses less fuel. The campaign used press and internet advertising and a direct mail element to educate the public on climate change and the benefits of hybrid vehicles. It started with a briefing for environmental and media opinion leaders to help raise awareness of the launch. During the campaign, sales of the Civic IMA increased by 38%. Honda's share of the hybrid vehicle market in Portugal also increased by 7%. The Honda Civic website, also created by Grey, won the Best Automotive site 2005 in Portugal.

b) Regarding supply chain, WPP realize programs directed on improving level of their Corporate responsibility. [35, p. 61]

Before a company can become a WPP preferred supplier, they are evaluated against a set of business requirements. Typically these include:

· Assurance of supply.

· Quality.

· Service.

· Cost.

· Innovation.

· Corporate responsibility.

In 2006 WPP introduced the program of suppliers' selection, so all new suppliers will be required to complete CR questionnaire, on the basis of which WPP will analyze the CR level of supplier and decide if it's sufficient to cooperate.

EXAMPLE of questionnaire [35, p. 61]:

Policy

* Does your company have a CR policy?

Responsibility

* Is a senior executive (or executives) responsible

for CR performance? * Does your company have a CR manager or

equivalent?

Key issues

* Please identify the environmental issues most

relevant to your company. * Please identify the social issues most relevant to

your company (social issues include employment,

health and safety and community).

Reporting

* Does your company publish a CR report?

Supply chain

* Does your company have a process for

implementing CR standards in its supply chain?

c) Concerning Employees.

WPP CR policy concerning employment puts emphasis on following aspects:

· Diversity and equal possibilities regardless of race, religion, national origin, colour, sex, sexual orientation, gender identity or expression, age or disability. Key issue: diversity contributes to creativity and innovation and allows us to understand better diverse global audiences and to appeal to the widest possible audience.Such policy is stipulated by the company strategy of being the world's leader (to be the № 1) and is aimed to spread on the different territories, to achieve this goal it's essential to take into consideration cultural differences, social realities and many other differentiation aspects, peculiar to different nationalities and cultures. [35, p. 44]

In 1992 WPP introduced non-discrimination policy, so people can report any concerns or suspected cases of discrimination or misconduct confidentially (and anonymously if desired) through the Right to Speak helpline.

WPP have programs to increase the diversity of their workforce [35, p. 47]:

· Partnerships: WPP companies work with diversity organisations and participate in initiatives to encourage diversity in the advertising industry.

· These include: the American Association of Advertising Agencies' (AAAA) Operation Success; the Leadership, Education and Development Program in Business; the National Black Public Relations Society; and the LaGrant Foundation.

· Internships: Several WPP companies participate in the AAAA's Multicultural Advertising Internship Program (MAIP) and other initiatives that allow minority students to gain experience in the marketing industry.

· Targeted recruitment: many of our companies use specialist recruitment agencies and publications and attend minority recruitment fairs.

· Raising employee awareness: our companies provide training and information to ensure that employees understand the importance of diversity.

EXAMPLES:

In 2006, Burson-Marsteller US commissioned The FutureWork Institute to help them create a culture of inclusion for its workforce. The FutureWork Institute facilitated focus groups and conducted an online diversity survey covering about 40% of B-M's workforce, and representing different demographic groups: African-Americans, Hispanics, Asian-Americans, women and white men. Survey participants were asked to respond to a series of questions on diversity and inclusion and focus group participants were asked to identify those factors they perceived to be helping and hindering B-M's efforts to attract, develop and retain a diverse workforce. Feedback from the survey and focus groups showed that employees enjoyed working for B-M because of the interesting and challenging work and the collaborative atmosphere. They were positive about the training opportunities available and felt that managers allowed a good deal of autonomy and flexibility which helps them balance their work and personal life. Employees felt that B-M should aggressively increase its efforts to recruit diverse candidates, to encourage diversity at all levels and to communicate these efforts throughout the organisation. [35, p. 45]

A number of groups wanted to see greater cultural awareness among senior people that would generate greater respect for differences. The findings of the survey and focus groups were presented to global and US senior leadership teams and lessons will be shared across the WPP Group.

At the parent company level, we want to improve our understanding of diversity in WPP companies. In 2006 WPP started a project to collect data on gender, ethnicity, age and disability, and to assess employee views on diversity practices. An anonymous online survey was organized and over 48% of all employees took part in it, participants were also asked to give their views on issues such as diversity, training and wellbeing at the agency. On the basis of the survey WPP organizes trainings in order to raise awareness of diversity importance and cooperation for benefit of the company and clients.

It is evident from the mission that talent and creativity is the basis of all business, that's why WPP makes great efforts for giving people opportunities for development.

· Support training and career development for WPP people. The goal is for our people at all levels to receive regular performance appraisals. WPP companies run a range of training courses covering all aspects of agency business and creative skills (For example, many agencies in the UK are accredited as Investors in People including Coley Porter Bell, EWA Bespoke Communications). This is a UK standard of good practice for training and development.[35, p. 48]

Training helps people develop their careers, but only if it is matched closely to an employee's roles, skills and potential. With so many courses available it can be difficult for employees to find the training that suits them best.

WPP developed a system to ensure employees get the training they need at every stage of their career. Employees are grouped into categories by job function and seniority, and training courses are grouped to match these categories. This makes it easy for employees to choose the right course for their level and to see the training they can expect to receive as they advance in their career.

EXAMPLES:

Junior employees can join a mentor program where they receive support and advice from more senior colleagues

during their first year.

Courses for more senior people include: Client Service Excellence, Tomorrow's Manager and Leadership sessions. [35, p. 51]

The most senior people (e.g. department heads and managing directors) are offered courses such as Maestro, a five-day course that helps them manage large client relationships effectively, and bring the full benefit of their company's and WPP's talent to meet their clients' challenges. Maestro focuses on complex problem-solving, leadership, relationship skills and accountability.

WPP also runs core training courses for all employees. These include IT courses, writing and presentation skills, respect at work, first aid and emergency preparedness training with the American Red Cross. The company offers one-hour lunch 'n' learn sessions to keep employees updated on business issues and trends and competitors in the marketing industry.

In 2006, over 80% of employees in North America participated in at least one training program. WPP is now aiming for all employees to receive training.

In 2003, WPP launched an innovative training program in Italy designed to share the different skills and knowledge of individual companies. The course, known as `Academy', was developed in partnership with the Bocconi University School of Management in Milan. Academy is open to anyone working at a WPP company.

· Providing a safe and civilized workplace free from sexual harassment or offensive behaviour, secure health of people.

WPP aims to identify and reduce health risks, provide a safe workplace and promote employee wellbeing. This contributes to productivity and reduces absence from work. WPP focuses on issues relevant to the office environments, such as stress management and good practice in workstation design and use. The best way to improve employee wellbeing is to create an environment where people feel able to discuss any issues, including stress, with their manager or human resources department.

Initiatives to combat workplace stress vary between companies and include:

· Employee Assistance Programs - a source of confidential advice, support and counselling.

· Flexible benefit programs, including subsidized childcare.

· Flexible work arrangements enabling people to work part-time or from home.

· Medical checks and health screening.

· Training on stress and time management.

EXAMPLES:

Employees at Grey Worldwide's offices in London can discuss medical issues with a doctor who visits the company every week. The service saves employees' time and helps them to clear up any health complaints before they become more serious. Today, more than 60% of employees have used the service. Employees can also get

advice and counselling support through the Employee Assistance Program and attend stop smoking clinics. [35, p. 52]

In 2006 Grey introduced other employee healthcare services such as well woman clinics, physiotherapy and diabetes testing.

At WPP, the parent company, a Health & Safety Forum has been established at London office to discuss matters relating to the health, safety and welfare of WPP employees. Employees can raise any health and safety concerns or suggestions with the Forum members in confidence.

The company launched a training program for employees at all levels of the organisation. This covered four categories: technology, skills development, process and collaboration/team work. In 2005-2006, the Skills Development initiative was the largest portion of the program. It included four workshops: Flexing Communication Styles, Supervisor's Workshop; Presentation Skills for Managers; Presentation Skills for the New Presenter; Cultural Diversity; and Running Effective Meetings.

Coley Porter Bell's (CPB) “Individual Development Programm”. All employees have individual targets which are reviewed every six months. Development plans identify the skills and training each employee needs to meet their individual targets. For example, a designer needing experience in corporate branding will be assigned to a senior employee working on a corporate branding project. Training programs provided include leadership skills and Mindgym to help employees build their persuasion skills.

WPP puts great emphasis on employment programs, thus, in 2006 WPP invested ?38.2 million (2005: ?32.7 million) in training and wellbeing of employees. [35, p. 60]

d) With respect to investors WPP is trying to be a very transparent company, so they public annual reports - Annual Financial Report & Annual Corporate Responsibility Report - available for investors and shareholders and anyone having interest, reflecting all aspects of business.

· Environment

WPP's CR policy commits them to minimize their impact on the environment. Climate change is the most important environmental issue for WPP. It is an enormous challenge and WPP intends to be part of the solution. [35, p. 54]

WPP's response to climate change is important to their clients. Many of the companies WPP work for are leaders on this issue. They frequently request evidence of WPP's approach to the environment and CR.

WPP companies are increasingly advising clients on their response to climate change in research, product development and marketing. To do this well, WPP need to show leadership by reducing their own climate impact.

Main guidelines of WPP's environmental politics:

Reducing energy consumption

Reducing energy consumption is not just good for the environment, it will also save them money as energy costs continue to rise.

· Office energy efficiency. WPP selects buildings designed to use less energy. They are also auditing their larger offices where they have a long lease to identify opportunities to save energy, for example, by installing energy efficient lighting, heating and cooling systems. [35, p. 57]

· Traveling. Employee business air travel has a significant climate impact. WPP need to make it easier for employees to meet with clients and colleagues without having to fly. That is why they increase the availability of videoconferencing facilities at the major offices and find ways to encourage their use. [35, p. 63]

· Education. All employees can help save energy through simple steps like making sure computers and screens are switched off over night. WPP is trying to raise internal awareness of its policy and encourage their employees to adopt such behavior. WPP uses its internal global newspaper (The WIRE) and intranet to tell employees about their policy of reducing energy consumption and show how they can reduce their emissions. [35, p. 68]

· Buying renewable energy. In 2006 WPP negotiated a contract for the parent company office and 13 of its companies in the UK to be supplied with green electricity (from bio mass, wind and hydroelectric). [35, p. 56]

Recycling

· Paper use. WPP encourages its companies to purchase paper with recycled content. In most of its larger markets, WPP Commercial & Procurement Services identifies preferred paper suppliers which WPP's agencies are encouraged to use. Many of preferred suppliers now provide paper and paper products with recycled content. More than half of WPP offices recycle waster paper. [35, p. 60]

· Other materials recycled include toner printer cartridges (over a third of offices), old computer equipment

(around a quarter) and plastic (almost a fifth).

In 2007 WPP identified preferred office recycling partners in the UK to make it easier for WPP's companies to set up recycling programs. More than 10 of UK offices are now working with those preferred recycling partners to implement full recycling programs. The main materials recycled are: paper, toner and printer cartridges, cans and bottles. [35, p. 61]

Environmental pro bono work

WPP's CR policy encourages it's companies to undertake pro bono work for not-for-profit organizations involved in tackling environmental issues.

For example, in 2006 one of WPP's companies, Ogilvy London, created a pro bono ad campaign, worth $90,000, for conservation charity WWF, targeting business leaders. A series of print ads showed bleak landscapes, rendered lifeless by the effects of climate change, with abundant natural scenes drawn on top in biro. The strapline urged business leaders to “Change the World with a Pen”, by signing up to Climate Savers, WWF's program to help businesses cut their climate impact. The ads ran in international publications such as Newsweek, Fortune magazine and National Geographic. They emphasized that taking action to combat climate change is not just good for the environment - it also helps businesses improve their reputation and cut costs. [35, p. 80]

Ogilvy designed a special pen for WWF's Climate Conference in February 2007 which contained a registration form rolled up inside the barrel. Thirty-five companies signed up to the program after the conference. Thus, WWF and its business partners develop and demonstrate solutions - and Ogilvy's ad campaign helps to take this message to a wider business audience.

Business ethics

Marketing is a powerful tool - with the ability to influence attitudes and behaviour. So it is important that WPP companies apply high ethical standards in all their work and particularly when marketing sensitive products such as alcohol or tobacco, or when creating advertising directed at children.

All of WPP companies present products fairly and accurately, comply with the law and marketing codes, and reflect changing public attitudes to questions of taste and decency or marketing of sensitive products.

WPP Code of Business Conduct states:

«We will not knowingly create work which contains statements, suggestions or images offensive to general public decency and will give appropriate consideration to the impact of our work on minority segments of the population, whether that minority be by race, religion, national origin, colour, sex, sexual orientation, age or disability. We will comply with all applicable local laws and regulations, and any other laws

with an international reach».[34]

Involvement in industry groups

Advertising standards and regulations vary significantly by country. As do attitudes to humour, sexuality, nudity, religion, alcohol and many other topics. Many of our senior people participate in industry groups that debate and set advertising standards. Through this participation they help to set good practice standards and ensure that marketing guidelines reflect changing attitudes to taste and decency and the marketing of sensitive products.

WPP expects all advertising and marketing produced by WPP companies to comply with the law and applicable marketing regulations. However, a very small number of campaigns do give rise to complaint. Complaints can be made by members of the public or by competitor brands. They may relate to questions of fact or taste. In most countries they are arbitrated by government or industry organizations. WPP tracks complaints iagainst advertising by its companies worldwide. For example, in 2007, 23 campaigns by WPP agencies gave rise to complaints, in seven countries.

Privacy and research ethics

WPP market research and direct marketing companies collect data on consumers to study lifestyles and purchasing habits and to target direct marketing campaigns. Those companies have standards in place to ensure they protect the privacy of research subjects and that data is collected and used ethically and stored securely. WPP companies are required to comply with data protection laws and marketing codes of practice such as the UK Data Protection Act, the EU Data Protection Directive, the US Safe Harbor principles as certified by the US Department of commerce, the ICC/ESOMAR International Code of Marketing and Social Research Practice, the US Direct Marketing Association Guidance and the UK Market Research Society Code of Conduct. These guidelines differ in detail but share common principles [34]:

· Data must be obtained by lawful and fair means with the knowledge and choice of the data subject.

· Data should be accurate, complete and up to date and only used for the purposes specified at the time of collection.

· Individuals should be able to access personal information held about them.

Social investments

WPP's companies possess great intellectual and creative wealth. They share this resource with charities and other organizations around the world through their pro bono work - creative work done for free or at minimal cost. This is worth much more than an equivalent cash donation. By sharing its advertising, marketing, PR, design and research skills WPP helps charities gain a higher profile, attract funding and new members, and reach more people with their campaign messages.

WPP also benefits - «employees get to tackle exciting creative challenges, which contributes to their job satisfaction and development and to the reputation of their company».[35, p. 70]

In 2007, WPP social investments were worth ? 24.9 million ($ 45.9 million):

· Pro bono work - ? 21million ($ 38.7 million), [35, p. 71]

· Charitable donations ? 3.9 million ($ 7.2 million) [35, p. 71]

Charitable donations 2007 № Area % ? 1 Local community 30 1170000 Health 30 1170000 3 Education 19 741000 4 Arts 8 312000 5 Environment 2 78000 6 Alcohol abuse 1 39000 7 Other 10 390000 TOTAL: ? 3 900 000,00	Pro bono work 2007 № Area % ? 1 Health 38 7980000 2 Local community 30 6300000 3 Education 10 2100000 4 Arts 4 840000 5 Environment 4 840000 6 Alcohol abuse 1 210000 7 Other 13 2730000 TOTAL: ? 21 000 000,00

Charity donations

Donations are made by individual companies to a range of organizations. They benefit projects as diverse as youth sports camps and supporting people with Parkinson's disease. Some of the largest donations in 2006 went to:

* New York Cares, a community volunteering charity.

* United Way Community Services, a network of US community organizations.

* The United Nations Children's Fund.

* UNAIDS, the United Nations Program on HIV/AIDS.

* Human Development Foundation Mercy Centre in Bangkok, a charity which supports vulnerable children in Thailand.

* Ad Council, a non-profit organization that raises awareness of social problems in America.

* The Global Health Initiative of the World Economic Forum.

* Lincoln Center, a centre for the performing arts in New York.

* Sharkproject e.V., a German marine conservation charity.

* Fundacion nuestros hijos, a Chilean charity for children with cancer.

Employee volunteering

WPP encourages employees to contribute their time and skills to charity. Many of WPP companies give employees paid time off to volunteer. This benefits the business as well as the charity - because it contributes to job satisfaction and motivates employees.

For example, MediaCom Russia's `good deeds' program supports local orphanages in Moscow. The company and its employees contribute money, which is used to buy children's books, games and clothes. Once a quarter, employees are given time to deliver the goods and spend time with the children. [35, p.73]

Many of company's executives give their time as charity trustees and advisors.

Pro bono campaigns

Many of WPP pro bono relationships are long-standing partnerships, helping a chosen charity or good cause over several years.

For example, one of WPP companies, Grey developed an ad campaign for the Anorexia and Bulimia Foundation to raise awareness about eating disorders and the charity's important work. A TV ad shows a teenage girl of normal weight looking at her body in her wardrobe mirror. Tears appear in her eyes as she pinches the skin on her thigh and cheeks. The camera then pulls back to show the real picture, a desperately thin girl. [35, p. 81]

The campaign generated considerable media coverage, and attracted almost a million viewers on YouTube, where it was the most linked video ever shown. As a result, the Anorexia and Bulimia Foundation received e-mails from all over the globe, from people wanting to use the film or support the charity.

Grey's pro bono work for the campaign was worth $25,000.

As we see, foreign advertising companies realize their CR policy in following directions:

· It includes combined actions in relationships with all target groups such as clients, investors, suppliers, employees, business ethics, protection of environment, social investments and pro bono campaigns.

· The social and environmental impact of clients work is one of the most important elements of corporate responsibility for foreign advertising companies. They encourage their clients to act in responsible way. Those companies work only with responsible partners. Moreover, advertising companies launch social ad campaigns for their clients with the aim of increasing the level of business responsibility.

· The corporate philanthropy consists of charity donations and social projects, which involve planning and realization of pro bono campaigns in partnership with non-profit organizations.

· Foreign advertising companies use the talent and professional skills of employees in order to solve social problems. That is why companies pay attention to raising of employees' professional skill.

In conclusion, this knowledge lets us understand the organization of CR practice of world advertising. We can use this experience to wage a social ad campaign in russian conditions.

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