Corporate Social

ResponsibilityTEAM A2

Bo KongthaisereekulJanet Ho

Veronica MwikwabhiEdelen Melo-Ortega

Cresna PonthyJames Byrne

5.Winning Strategies-Part 2

CSR - A G E N D A - 2011• Introduction • Definition • Fundamental of CSR• CSR Best Practices• Advantages• Action Plans• Business Conduct• Wave Riders Vision• Wave Riders Strategy vs. CSR objectives• Conclusion

Introduction “Corporate social responsibility (CSR) is extremely vital in todays globalized World to be considered as an Excellent Organization. Furthermore, CSR understanding can develop in competitive opportunities by identifying key stakeholders; therefore it’s an important part of our Agenda 2011” (MIB Motor Insurers' Bureau, 2009) (Griseri & Seppala )

“In a globalized market economy, CSR is part of modern business.” Thomas Donaldson (Financial Times, June 2nd 2005)

“…today, CSR goes beyond the old philanthropy… responsibility that companies accept for the environment around them, for the best working practices, for their engagement in their local communities and for their recognition that brand names depend not only on quality, price and uniqueness but on how, cumulatively, they interact with companies’ workforce, community and environment…” (Gordon Brown, CSR A Government Update, 2004)

Definitions

“Social responsibility is the obligation of decision makers to take action, which protect and improve the welfare of

society as whole along with their own interest”

“… a new managerial model centered on the voluntary integration on economics, social and environmental responsibilities into entire value chain and all over

company functions throughout stakeholder networks that aim to achieve sustainable objectives…”

Perrini, Pogutz, & Tencati, (2006 p.11)Carroll & Buchholtz (2009)

Economic

Legal

Ethical

Philanthropy

(Required)

(Expected)

(Required) Laws and Regulations

(Carroll, 1991)

RESPONSIBILITIES

Risk Management

Value STRATEGICOPERATIONAL

IMPACT

Sustainability & Innovation

Legal or Compliance

Funding or Skills(Corporate Social Responsibility Forum:Keeping it Private, 2011)

Resources Effort:• Min. Op Impact/Risks• External relationships

Laws/RegulationsReflects society values/norms

Fundamental of CSR

6OPERATIONAL IMPACT

(Corporate Social Responsibility Forum:Keeping it Private, 2011)

Four Pillars of CSR

• Human Rights• Labour• Environment• Anti-Corruption (Corporate Governance)

CSR Best Practices• ISO 2600 (Social responsibilities)

“Sustainable business for organizations means not only providing products and services that satisfy the customer, and doing so without jeopardizing the environment, but also operating in a socially responsible manner”.

• UK MOD 00-42-Reliability/Risk Management

CSR Advantages Wave Riders

• Foster positive brand image and reputation• Increase employee attraction• Engagement and retention• Cost saving• Increase market share

From:Weber (2008) cited in Benn & Bolton (2011)

Wave Riders action plans on CSR

• Assessment to entire value chain• Establish new Vision• Establish Business Conduct

From: Team discussion

12

Wave Riders Business Conduct

• Compliance to laws and regulations• Corporate opportunities• Sustainability • Safety and Health• Society and Environment

From:Group discussion

• “To be the preferred boats provider in our market(s) achieving a large market share by providing; Exceptional value-Safe and Innovative products, Customer Service Post-sale, and A fun, positive and profitable experience for all stakeholders and shareholders”

• “To be the preferred boats provider in every market company’s operate and to achieve sustainable market growth by delivering; exceptional value-safe and innovative products, customer service post-sale and a fun, positive and profitable experience for all stakeholders ….toward creation of global harmony among people, society and environment”

V I S I O N

S T R A T E G YWaveRiders Strategy Six Economic

Compliance

Philanthropy Ethical ValueCorp. Governance Risk

Management

New computerized finance package (new product line- reduce Finance

workload) ✔ ✔ ✔

Reorganize sale department ✔ ✔

Market Research ✔ ✔ ✔ ✔

Promotion Campaigns ✔ ✔ ✔ ✔ ✔

Develop new product ✔   ✔ ✔ ✔ ✔

LEARNING & GROWTH

PERSPECTIVE BSC KEY TARJETS MEASURE CSR PILAR Responsibility

Strategic ImpactMain

Stakeholder

LEARNING &

GROWTH

Staff training HOURS Education HUMAN RIGHTS ECONOMIC PHILANTHROPY Employee

Employee Satisfaction

% Satisfied employees (Surveys)

Human Rights (Abuses/discrimination) Safe working

environment

HUMAN RIGHTS LABOUR LEGAL/ETHICAL Employee

R&D Innovation

# Patents (Competitors comparison)

Value creation Long-term thinking

SustainabilityENVIRONMENT VALUE Customer

INTERNAL BUSINESS PROCESS

PERSPECTIVE BSC KEY TARJETS MEASURE CSR PILAR Responsibility

Strategic ImpactMain

Stakeholder

INTERNAL BUSINESS PROCESS

Production Efficiency Lead time Resources

management ENVRIONMENT VALUE Employee Shareholders

Production levels (Reduce stock levels)

% Increase new - Reduce

old

New product Designed CSR

perspectiveENVIRONMENT ETHICAL Employee

Shareholders

Customer

PERSPECTIVE BSC KEY TARJETS MEASURE CSR PILAR Responsibility

Strategic ImpactMain

Stakeholder

CUSTOMER

Quality of the New Product

DPMO

Bearing in mind Human

Rights,Labour, Environment & Transparency

HUMANRIGHTS ETHICAL Customer

Customer Delightment % Complaints Long-term

Thinking ENVIRONMENT VALUE Customer

No. New Customers

% New Customers

Long-term Thinking VALUE Customer

Competitive price

Price Comparison Ethics ANTI-

CORRUPTION ETHICS Customer

ShipmentSales Growth

(Delivery capacity)

Transport capacity ENVIRONMENT ETHICS/LEGAL Society

FINANCIAL

PERSPECTIVE BSC KEY TARJETS MEASURE CSR PILAR Responsibility

Strategic ImpactMain

Stakeholder

FINANCIAL

Profitable Growth Gross Margin Corporate

GovernanceANTI-

CORRUPTION ECONOMIC Shareholder

Maximize Returns ROCE

With greter responsibility

and enhancing our reputation

in long-term

ANTI-CORRUPTION ECONOMIC Shareholder

Manage operating

costsADMIN. COSTS

Emphasis efficiency managing resources

ANTI-CORRUPTION

ECONOMIC ENVIRONMENTAL

Shareholder Customer

Manage operating

costsMATERIAL

COSTS

Emphasis efficiency managing resources

ANTI-CORRUPTION/ ENVIRONMENT

Shareholder

19

Creation of Shared Value

Corporate performance

Socie

tyEnvironmentShared

Value

Porter (2011)

20

By having strategic deployment using BSC that put emphasize on engagement of global harmony among people, society, and environment.

To satisfy shareholders and entire stakeholders toward creation of sustainability culture to achieve long term objectives and excellence

organization.

Enterprises or firms responsibility and opportunity is to go further than just making profit by involving all stakeholders. This includes thinking in

Long-term, which is and added value for any Strategy within a company

WIN-WIN

STRATEGY/VALUES

Conclusion

21

Thank You!

• Comments?

References:Benn, S., & Bolton, D. (2011). Key Concepts in Corporate Social Responsibility. London, UK: SAGE.

Carroll, A. (1991, July-August). The pyramid of CSR Corporate Social Responsibility: Toward the moral Management of Organizational Stakeholders . Business Horizons , 39-48.

Carroll, A., & Buchholtz, A. (2009). Business & Society - Ethics and Stakeholders Management. Mason, USA: South-Western.

Powell, M. (Performer). (2011). Corporate Social Responsibility Forum:Keeping it Private. London, Coventry.

Crane, A., McWilliams , A., Matten, D., Moon, J., & Siegel, D. (2008). The Oxford Handbook of CSR. 455-460.

Griseri , P., & Seppala , N. (n.d.). Business Ethics and Corporate Social Responsibility.

MIB Motor Insurers' Bureau. (2009). Retrieved February 17, 2011, from http://www.mib.org.uk/NR/rdonlyres/4617D6DD-E0A9-458F-8816-CC40D3E496C3/0/CSR_Annual_Report_20092010final.pdf

Perrini, F., Pogutz, S., & Tencati, A. (2006). Developing corporate social responsibility: a European perspective. Glos, UK: Edward Elgar.

Regester, M., & Larkin, J. (2008). Risk Issues and Crisis Management: A Casebook of Best Practice (4th ed.). London.