Evolution
of a Corporate Idealist: When Girl Meets Oil by Christine Bader
(Bibliomotion, 2014, 266 pages, Kindle price $10.99) is an important
book for several populations to read. It is aimed quite accurately at
those people who wish to work inside corporations to make them more
ethically, morally, and socially responsive to organizations, those
who would view multi-national corporations as rapacious, greedy
organizations paying no heed to the social, economic, environmental,
or safety needs of workers, and the media which publicize conditions
and disasters with little attention to context or the challenges
presented. Bader succeeds in meeting these goals by exploring her own
doubts and fears, accomplishments and failures as she works in
corporate, United Nations, and non-governmental organizations to make
a difference in the areas of corporate responsibility and means of
communication.
After earning her undergraduate degree
at Amherst College, where she was on the squash team, and an MBA at
Yale, Bader joined BP, helping direct projects involving human rights
and community safety. Her earliest assignment was to the Tangguh
region in Papua, New Guinea (Indonesia) where BP was seeking to
develop a huge Liquified Natural Gas project in a remote, undeveloped
area of the country. Based on the company's and her knowledge of
previous difficulties encountered by both BP and other extractive
corporations, particularly Exxon/Mobil's
disastrous and expensive incident's in Aceh Province, BP, under
the leadership of Chairman John Browne became committed to finding a
different road, which would avoid the environmental damage and social
unrest often created by such large projects. Achieving these goals
involved developing new, sensitive approaches to communicating with
indigenous populations as well as unstable governments and corrupt
officials to gain their willing cooperation. Such negotiations
require that all stakeholders be thoroughly involved in the process
of development, coming willingly on board. In what is often called
“the paradox of plenty,” newly found riches often lead to the
destruction of the moral and cultural life of local people and
governments leading to resistance and huge cost in security and
lives.
Along the road to seeking solutions to
such problems, Bader learns negotiating and interpersonal skills as
well as cultural sensitivity that helps BP avoid the disruption often
caused by development and mulit-nationals' not heeding the local
power structure or communities while dealing mostly with the
government at the top. Bader suggests that for both business and
moral reasons, corporate willingness to take stands by making the
correct moral choices is almost always the right thing to do. It is
essential, she says, for corporations to avoid complicity in human
rights abuses. The risks, ranging from causing disruptions in family
life to excusing accidental death as a cost of doing business can
only increase resistance to a company's presence. Often, human rights
specialists wish to publish transparent reports about local and world
issues while company lawyers hold back, fearing publicity and
liability, always taking “worst case scenarios.” Bader tags
Reebock, Nike, BP, and Apple as leaders in helping set global supply
chain standards despite the adverse publicity they have received.
Bader's narrative turns from Indonesia
to the co-development of a massive chemical plant near Shanghai,
China, where local officials had estimated the project would cost at
least eight lives lost. BP initiated a “no death” policy, encouraging
the stakeholders (BP, the Chinese government, a large Chinese
construction firm, and the local communities) to develop safety and
community standards. She notes that speaking up to government in
cases of corruption, political murder, or invasion of privacy must be
done quietly and, due to local laws, cannot be announced. The entire
process of operating within corporations as a Corporate Idealist is
one of slow progress, quiet negotiation, and learning to be satisfied
with small victories. Working with the Chinese, Bader finds cultural
and linguistic barriers to be nearly insurmountable until she learns
to find common ground, not on the moral issue of human rights, but in
terms of status and respect. In a country where human lives are held
as less valuable, she needs to find ways to make sure that local
facilities become a matter of local and national pride to the
country.
After her years at BP, Bader goes to
work on a commission to develop a set of universal principles of
human rights and Corporate Social Responsibility at the United
Nations under the leadership of John Ruggie, a professor at Harvard.
Throughout this period of difficult work and thoughtful development,
continuing for several years, Bader continues to contribute and
learn. Her book argues that the “business case,” is insufficient
to achieve corporate responsibility without a commensurate
recognition that concern for the environment as well as people's
health and welfare is morally right. Neither the extractive
industries nor the manufacturing ones have been able, on their own,
to accept the human rights of their employees (and the employees'
communities) as a business proposition or a moral one. No
governmental body nor the United Nations can force such principles on
these entities, but careful, persistent work by Corporate Idealists
seems to be having some positive effect.
Christine Bader
Christine Bader has spent fifteen years
in corporate and non-governmental roles. She is a Visiting
Scholar and Lecturer at Columbia University, where she co-teaches a
course on Human Rights and Business, and a Human Rights Advisor to
BSR. Christine
Bader played squash and rugby at Amherst College and competed in the
2002 World Ultimate Frisbee Club Championships, but now finds her
athletic glory jogging along Manhattan’s Hudson River. She
lives in her native New York City with her husband, son, and
daughter.
In Evolution
of a Corporate Idealist: When Girl Meets Oil by
Christine Bader (Bibliomotion, 2014, 266 pages, Kindle price $10.99)
she effectively makes her points by avoiding hectoring or moralizing. Clearly, she recognizes the moral and social benefits of
corporate responsibility, but she refuses to lecture. She recognizes
that building relationships and developing ownership by all the
stakeholders involved is the only way that the goals of the Corporate
Idealist can be achieved. John Ruggie remarked, “No matter how good
your ideas may be, the manner in which they are produced matters
greatly.” Bader consistently drives this point home by featuring
the experiences of a number of women and men employed in CSR
(Corporate Social Responsibility) who describe their work, it's
difficulties, and rewards in enthusiastic, but frustrated, language.
By relating the business experiences to her personal life, she keeps
the narrative real and alive. The challenges of substandard
buildings, dangerous working conditions, worker suicide, familial
disruption, and all the social ills of development continue,
requiring companies and countries to maintain consistent attention in
a difficult to sell competitive environment. Corporate Idealists must
work effectively and consistently to get all stakeholders to buy in.
This book was supplied to me by the publisher as an electronic galley
through Edelweiss. I read it on my Kindle.
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