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Friday, August 20, 2010
The Future of Corporate Social Responsibility: Cross Company CSR
Imagine a manufacturing company in the business of producing and marketing farm implements. Business growth for this company, let’s call it Quality Tools Limited, depends amongst other factors, on the level of education (and hence comprehension) the potential buyers – the farmers – have, in order that they may better understand both the usage and the benefits of the implements the company markets. It therefore makes good business sense for Quality Tools to enact a literacy programme in the target market areas under its CSR (corporate social responsibility) umbrella. This will serve as capacity building of the farming community – enhancing their productivity, which will pay back into the company’s business. The idea is evaluated thoroughly and Quality Tools decides to undertake the literacy intervention at two levels – for the short to medium term an adult literacy programme that seeks to make present day farmers (customers) more efficient. And looking at it long-term, a primary and secondary education programme to prepare tomorrow’s generation (future customers) to be more educated and empowered agriculturists.
All very well, but the company then discovers that the optimum level intervention required for this initiative is going to cost well beyond what it can make available from its CSR portfolio. What is to be done?
Mull Over That. Fresh Thought Process:
Now imagine another company, Farm Fresh Foods Limited, a food processing company that purchases the produce of the same farming community. Let us say the farmers are growing orchard crops that the food processing company purchases to produce its range of popular jams. Over a period Farm Fresh Foods has been experiencing a loss of consistency in both quality and in quantity of the produce – causing supply shortages not infrequently and a high rejection rate owing to quality at times being below minimum acceptable standards.
This is a serious issue for both the farmers and the company. Farm Fresh Foods considers how the situation can be improved and reaches the conclusion that for long-term sustainable growth, the farmers really need to be educated at least to a level where they can read and understand a step by step set of instructions. This, will produce better and more consistent quality of produce and a higher quantity too. So the company consults suitable education service providers who come up with a programme that is at two levels – a primary and secondary education level to prepare tomorrow’s generation to be more educated and empowered agriculturists, and an adult literacy level that seeks to make present day farmers (raw material suppliers) more efficient.
Again, all very well. But when the details are worked out, the cost of the programme turns out to be prohibitive. Farm Fresh Foods can start off something at a lower level to match its available budget. But then this is not expected to make enough of a difference to justify starting the programme at all. So what is to be done?
Synergizing for Optimal and Wider Benefits
Ironically enough, while the 2 companies are individually trying to figure out a solution, not knowing that both of them are facing the same issue, it is their common stakeholder, the farming community that comes up with one. Separately executives of Quality Tools and Farm Fresh Foods have spoken to the community elders of the need to do capacity building of the people and the elders had bought into the idea.
This, the elders remember. When both companies eventually show reluctance in matching their promises with deeds because of financial constraints, the community leaders have a clear message for them. Join hands, they tell Quality Tools and Farm Fresh Foods. Pool in all resources – funds, management’s time and project management expertise and go for the establishment of the educational facilities together.
The idea is simple, yet exciting. The farming community is part of the value chain of both companies, divergent as their businesses may be. It serves both of them to strengthen it. And perhaps because their businesses are so different, there is no apparent competition or negative fall-out of a joint CSR initiative.
Soon enough a primary school is built which educates the community’s children in the daytime. This then serves as an adult literacy centre in the evening, when the children’s elder siblings and parents end their day’s work in the fields and are able to take classes. Even the physical space is thus optimized. A little after the project takes off, the ground-breaking for the secondary school is performed.
Revolutionizing CSR
What happened here? Well, we have just advocated a hypothetical, yet very possible in the real world, concept which can be developed as a new dimension for the future of CSR. We will call it simply by what it is – Cross Company CSR. The coming together of two or more companies for executing CSR initiatives which are of benefit to all and which can best be better executed by combining resources.
The general trend has been for more and more companies to get on the CSR bandwagon. Some have done it for the photo opportunity and have not progressed much beyond corporate philanthropy.
Others have advanced to more elaborate initiatives, while a few have even gone the whole 9 yards and built CSR seamlessly into their business operations. They have strategically pursued the triple bottom-line and have demonstrated that their CSR models are indeed sustainable. But even the top CSR champions have done it more or less alone. Examples of joint CSR programmes will be hard to find, at least in terms of these being strategically planned sustainable initiatives. More likely they would have come about, almost accidentally, to suit the expediency of a particular situation. This by itself hints at the initiative being non-sustainable, with one reason possibly being that it benefits one partner over the others much more, after the initial phase.
In the related world of corporate philanthropy however, one finds that two or several companies joining hands to support a cause is a common enough phenomena. Fundraisers are perhaps the best example, where several companies will take high priced tables at a soiree, which cannot take place to start with unless a minimum number of tables are taken up. Then there are numerous other examples from the world of sports, arts and culture, education and still others, where companies have pooled in mainly one resource – cash – to achieve a goal that cannot be achieved singly. It is another matter that such philanthropic bonding may do something for the image of the companies involved, but it will do very little if anything at all for the companies’ triple bottom-lines.
Benefits of Cross Company CSR
It is therefore now time for CSR to dynamically evolve to another level. Cross-Company CSR has obvious benefits. The benefits increase exponentially over time. Synergy, personified. Greater economies of scale can be achieved. Optimization of resources can be targeted. The spread in terms of the number of people benefiting will be far larger. And not least, the sustainability of the now-collective initiative is stronger.
The Way Forward?
We at tbl propose the commencement of an immediate dialogue between companies that are serious to explore Cross-Company CSR as a workable strategy for the future. Such dialogue can be initiated by any company, or by an independent body that takes on the task of research to identify possible areas of Cross-Company CSR cooperation, and then goes on to approach likely corporate partners with a view to setting up partnerships between like-minded companies. We believe that even if two companies make a start and launch a pilot project successfully, others will observe and draw learning. A momentum will be unleashed.
Our CCC Model
By Khadeeja balkhi
for tbl
We humbly share with you the outline of a model that we are currently experimenting with, on the ground.
The brilliantly simple observation this is based upon is: many of us businesspeople are working with the same groups, but separately.
Of course, we do know of some companies that are experimenting with this kind of collaboration. And here we begin to present a structure for that forward thinking. One that we hope will keep your commitment to triple bottom-line value creation focused and growing.
The model?s focus is the ?value chain? of an underprivileged stakeholder group.
The first point for action is identifying how you, as a company, can add value to that stakeholder group, within your business?s value chain. When you interact with a group, as a business entity, you do it because – theoretically at least – both parties are adding value to each other (as opposed to one party exploiting the other, as we?d like not to think may be the case with our corporate cohorts).
So, for example, if you?re a manufacturer of agri-tools (Quality Tools Limited in our model), it?s in your business?s best interest, short and long-term, that your customers understand the processes surrounding the application of your tools, even if seemingly simple. Then you help build the foundation for them to gradually upgrade to tools that further improve their productivity and so on. Who is your customer? The farmer. So, you understand that a viable value chain must have some manifestation of farmer capacity building in it.
Then, the CCC idea to extend your impact, is, to collaborate with other companies who also interact with this stakeholder group. Thereby efficiencies of scale and scope are built, in the case of our model, towards the larger upliftment of a farming community. Together, you exponentialize the impact of your efforts.
The bottom-line: pooling hearts, minds and pockets with our corporate brethren towards a much larger ?value chain?.
We at tbl, find beauty in simple things. We?ve tried to keep the concept-model basic, so the idea is not lost.
Having said that, we can?t wait to delve deeper into it with those of you who are willing to experiment at the cutting edge.
All very well, but the company then discovers that the optimum level intervention required for this initiative is going to cost well beyond what it can make available from its CSR portfolio. What is to be done?
Mull Over That. Fresh Thought Process:
Now imagine another company, Farm Fresh Foods Limited, a food processing company that purchases the produce of the same farming community. Let us say the farmers are growing orchard crops that the food processing company purchases to produce its range of popular jams. Over a period Farm Fresh Foods has been experiencing a loss of consistency in both quality and in quantity of the produce – causing supply shortages not infrequently and a high rejection rate owing to quality at times being below minimum acceptable standards.
This is a serious issue for both the farmers and the company. Farm Fresh Foods considers how the situation can be improved and reaches the conclusion that for long-term sustainable growth, the farmers really need to be educated at least to a level where they can read and understand a step by step set of instructions. This, will produce better and more consistent quality of produce and a higher quantity too. So the company consults suitable education service providers who come up with a programme that is at two levels – a primary and secondary education level to prepare tomorrow’s generation to be more educated and empowered agriculturists, and an adult literacy level that seeks to make present day farmers (raw material suppliers) more efficient.
Again, all very well. But when the details are worked out, the cost of the programme turns out to be prohibitive. Farm Fresh Foods can start off something at a lower level to match its available budget. But then this is not expected to make enough of a difference to justify starting the programme at all. So what is to be done?
Synergizing for Optimal and Wider Benefits
Ironically enough, while the 2 companies are individually trying to figure out a solution, not knowing that both of them are facing the same issue, it is their common stakeholder, the farming community that comes up with one. Separately executives of Quality Tools and Farm Fresh Foods have spoken to the community elders of the need to do capacity building of the people and the elders had bought into the idea.
This, the elders remember. When both companies eventually show reluctance in matching their promises with deeds because of financial constraints, the community leaders have a clear message for them. Join hands, they tell Quality Tools and Farm Fresh Foods. Pool in all resources – funds, management’s time and project management expertise and go for the establishment of the educational facilities together.
The idea is simple, yet exciting. The farming community is part of the value chain of both companies, divergent as their businesses may be. It serves both of them to strengthen it. And perhaps because their businesses are so different, there is no apparent competition or negative fall-out of a joint CSR initiative.
Soon enough a primary school is built which educates the community’s children in the daytime. This then serves as an adult literacy centre in the evening, when the children’s elder siblings and parents end their day’s work in the fields and are able to take classes. Even the physical space is thus optimized. A little after the project takes off, the ground-breaking for the secondary school is performed.
Revolutionizing CSR
What happened here? Well, we have just advocated a hypothetical, yet very possible in the real world, concept which can be developed as a new dimension for the future of CSR. We will call it simply by what it is – Cross Company CSR. The coming together of two or more companies for executing CSR initiatives which are of benefit to all and which can best be better executed by combining resources.
The general trend has been for more and more companies to get on the CSR bandwagon. Some have done it for the photo opportunity and have not progressed much beyond corporate philanthropy.
Others have advanced to more elaborate initiatives, while a few have even gone the whole 9 yards and built CSR seamlessly into their business operations. They have strategically pursued the triple bottom-line and have demonstrated that their CSR models are indeed sustainable. But even the top CSR champions have done it more or less alone. Examples of joint CSR programmes will be hard to find, at least in terms of these being strategically planned sustainable initiatives. More likely they would have come about, almost accidentally, to suit the expediency of a particular situation. This by itself hints at the initiative being non-sustainable, with one reason possibly being that it benefits one partner over the others much more, after the initial phase.
In the related world of corporate philanthropy however, one finds that two or several companies joining hands to support a cause is a common enough phenomena. Fundraisers are perhaps the best example, where several companies will take high priced tables at a soiree, which cannot take place to start with unless a minimum number of tables are taken up. Then there are numerous other examples from the world of sports, arts and culture, education and still others, where companies have pooled in mainly one resource – cash – to achieve a goal that cannot be achieved singly. It is another matter that such philanthropic bonding may do something for the image of the companies involved, but it will do very little if anything at all for the companies’ triple bottom-lines.
Benefits of Cross Company CSR
It is therefore now time for CSR to dynamically evolve to another level. Cross-Company CSR has obvious benefits. The benefits increase exponentially over time. Synergy, personified. Greater economies of scale can be achieved. Optimization of resources can be targeted. The spread in terms of the number of people benefiting will be far larger. And not least, the sustainability of the now-collective initiative is stronger.
The Way Forward?
We at tbl propose the commencement of an immediate dialogue between companies that are serious to explore Cross-Company CSR as a workable strategy for the future. Such dialogue can be initiated by any company, or by an independent body that takes on the task of research to identify possible areas of Cross-Company CSR cooperation, and then goes on to approach likely corporate partners with a view to setting up partnerships between like-minded companies. We believe that even if two companies make a start and launch a pilot project successfully, others will observe and draw learning. A momentum will be unleashed.
Our CCC Model
By Khadeeja balkhi
for tbl
We humbly share with you the outline of a model that we are currently experimenting with, on the ground.
The brilliantly simple observation this is based upon is: many of us businesspeople are working with the same groups, but separately.
Of course, we do know of some companies that are experimenting with this kind of collaboration. And here we begin to present a structure for that forward thinking. One that we hope will keep your commitment to triple bottom-line value creation focused and growing.
The model?s focus is the ?value chain? of an underprivileged stakeholder group.
The first point for action is identifying how you, as a company, can add value to that stakeholder group, within your business?s value chain. When you interact with a group, as a business entity, you do it because – theoretically at least – both parties are adding value to each other (as opposed to one party exploiting the other, as we?d like not to think may be the case with our corporate cohorts).
So, for example, if you?re a manufacturer of agri-tools (Quality Tools Limited in our model), it?s in your business?s best interest, short and long-term, that your customers understand the processes surrounding the application of your tools, even if seemingly simple. Then you help build the foundation for them to gradually upgrade to tools that further improve their productivity and so on. Who is your customer? The farmer. So, you understand that a viable value chain must have some manifestation of farmer capacity building in it.
Then, the CCC idea to extend your impact, is, to collaborate with other companies who also interact with this stakeholder group. Thereby efficiencies of scale and scope are built, in the case of our model, towards the larger upliftment of a farming community. Together, you exponentialize the impact of your efforts.
The bottom-line: pooling hearts, minds and pockets with our corporate brethren towards a much larger ?value chain?.
We at tbl, find beauty in simple things. We?ve tried to keep the concept-model basic, so the idea is not lost.
Having said that, we can?t wait to delve deeper into it with those of you who are willing to experiment at the cutting edge.
See you at the C3 Roundtable!
The Emergence and Growth of Global Responsibility
In recent years there has been a dramatic expansion of what we have named the Global Responsibility (GR) industry. It has grown through the emergence of a variety of unprecedented management and organizational models/approaches, including commonly called: Business Ethics, Corporate Citizenship, Corporate Social Responsibility (CSR), Eco-Efficiency, For-Benefits, Fourth Sector, Social Enterprise, Sustainability, and many more bearing different names. Although these innovative management and organizational approaches/models generally seek the same purpose, they emphasize or embody different aspects thus limiting their usefulness for tackling systemic problems.
This unprecedented change, rather than spearheaded internally by management, is increasingly pioneered externally by the stakeholders of organizations—including groups such as: consumers/customers, investors, media, activists and concerned citizens. Isolated from each other, these groups are progressively putting more pressure on organizational leaders to change both how companies make their profits and what they do with them. But the need for new relevant models and tools for implementation has brought forth an outburst of incomprehensive top-down management models that are exclusive, limited in scope, fragmented and disconnected from one another and business strategies. Some even set businesses against certain stakeholder groups, rendering each counterproductive.
In recent years there has been a dramatic expansion of what we have named the Global Responsibility (GR) industry. It has grown through the emergence of a variety of unprecedented management and organizational models/approaches, including commonly called: Business Ethics, Corporate Citizenship, Corporate Social Responsibility (CSR), Eco-Efficiency, For-Benefits, Fourth Sector, Social Enterprise, Sustainability, and many more bearing different names. Although these innovative management and organizational approaches/models generally seek the same purpose, they emphasize or embody different aspects thus limiting their usefulness for tackling systemic problems.
This unprecedented change, rather than spearheaded internally by management, is increasingly pioneered externally by the stakeholders of organizations—including groups such as: consumers/customers, investors, media, activists and concerned citizens. Isolated from each other, these groups are progressively putting more pressure on organizational leaders to change both how companies make their profits and what they do with them. But the need for new relevant models and tools for implementation has brought forth an outburst of incomprehensive top-down management models that are exclusive, limited in scope, fragmented and disconnected from one another and business strategies. Some even set businesses against certain stakeholder groups, rendering each counterproductive.
Key Concepts
Meanwhile, we face the same detrimental social issues that we did decades ago, except that now the problems are much more formidably vast, systemic, costly and dangerous. The social and ecological impacts of corporate decisions are now threatening the very survival of our planet. At the same time companies are missing advantageous opportunities to innovate, increase their competitive advantage and benefit stakeholders, society at large and the eco-system—largely because sustainable development is too complex and multidimensional to be solved by any single group, initiative or organization.
VIAGlobus is a vast one-stop, results-driven business and social networking service for every type of stakeholder and management and organizational model/approach, to make GR a universal tool that integrates and innovates for enhanced profits and socially, ethically, and environmentally responsible leadership and organizations.
This unprecedented change, rather than spearheaded internally by management, is increasingly pioneered externally by the stakeholders of organizations—including groups such as: consumers/customers, investors, media, activists and concerned citizens. Isolated from each other, these groups are progressively putting more pressure on organizational leaders to change both how companies make their profits and what they do with them. But the need for new relevant models and tools for implementation has brought forth an outburst of incomprehensive top-down management models that are exclusive, limited in scope, fragmented and disconnected from one another and business strategies. Some even set businesses against certain stakeholder groups, rendering each counterproductive.
Key Concepts
Meanwhile, we face the same detrimental social issues that we did decades ago, except that now the problems are much more formidably vast, systemic, costly and dangerous. The social and ecological impacts of corporate decisions are now threatening the very survival of our planet. At the same time companies are missing advantageous opportunities to innovate, increase their competitive advantage and benefit stakeholders, society at large and the eco-system—largely because sustainable development is too complex and multidimensional to be solved by any single group, initiative or organization.
VIAGlobus is a vast one-stop, results-driven business and social networking service for every type of stakeholder and management and organizational model/approach, to make GR a universal tool that integrates and innovates for enhanced profits and socially, ethically, and environmentally responsible leadership and organizations.
Corporate Social Responsibility
Our Triple Bottom Line
We believe that our commitment to the Triple Bottom Line - social responsibility, environmental soundness, and economic viability - makes good business sense, so we have made it a top priority.
At The Conference People, we take all our commitments very seriously, especially our commitment to people. We also take particular interest in the preservation and restoration of the global environment. We seek to minimise the ecological impact of the events we manage worldwide by minimising emissions and the consumption of energy and raw materials.
We believe that our commitment to the Triple Bottom Line - social responsibility, environmental soundness, and economic viability - makes good business sense, so we have made it a top priority.
At The Conference People, we take all our commitments very seriously, especially our commitment to people. We also take particular interest in the preservation and restoration of the global environment. We seek to minimise the ecological impact of the events we manage worldwide by minimising emissions and the consumption of energy and raw materials.
Social
We work to continuously improve our social performance by integrating social, human rights and health and safety considerations into our daily business.
Environmental
We work to continuously improve our environmental performance by setting high objectives and integrating sustainable processes into our daily business.
Financial
We work to continuously improve our financial performance by setting high objectives for growth whilst delivering competitive solutions to our clients.
A business that makes nothing but money is a poor kind of business
WHAT IS CSR?
Starbucks emphatically makes a point to educate consumers about their free trade coffee offerings; IKEA monitors and prohibits suppliers in India from enacting child labor practices and offers financial incentives to provide the children of employees with education opportunities; and PepsiCo disbanded operations in countries displaying gross human rights violations as they did in Burma (Vogel). These are all examples of corporate social responsibility, a postmodern revolution in how companies conduct business. Corporate social responsibility (CSR) is, "the intelligent and objective concern for the welfare of society which restrains corporate behavior from ultimate destructive activities, no matter how immediately profitable and which leads in the direction of positive contributions to human betterment" (Nwachukwu). CSR involves practices that go beyond the basic legal obligations required of a company towards its employees or the communities in which it operates and instead facilitates corporate decision makers to take action that simultaneously protects and improves the welfare of society as a whole along with their own interests (Wulfson). Essentially, CSR is a framework for an organization taking responsibility for the impact of its activities upon its employees, customers, community and the environment.
WHY CSR IS IMPORANT
Several factors contribute to the importance of CSR. Most importantly, CSR should not just be another department in a large corporation or a policy it chooses to pursue some of the time. Companies cannot only employ CSR strategies when they have the economic means to do so or when business is good and disband CSR policies when business is slow, but rather; CSR must be engrained as a central value of a company no matter what the economic times are like.
The most important reason CSR is taking prominence in the corporate world is because evidence suggests that companies that pursue CSR strategies are more profitable than those who do not. Moreover, CSR has gained prominence because the Internet and mass media, empowered by globalization, make it difficult for companies to bury or hide detrimental social practices. Preserving and maintaining a healthy company image is one reason for the prevalence of CSR.
Lastly, the awareness of a duty to the communities in which companies operate is emerging. Corporations understand their roles as global citizens and CSR allows them to positively facilitate relationships with the communities in which they operate. Current World Wild Life CEO Carter Roberts epitomizes this point, “Companies still thinking about the environment and the community as social responsibilities rather than business imperatives are living in the dark ages.”
Starbucks emphatically makes a point to educate consumers about their free trade coffee offerings; IKEA monitors and prohibits suppliers in India from enacting child labor practices and offers financial incentives to provide the children of employees with education opportunities; and PepsiCo disbanded operations in countries displaying gross human rights violations as they did in Burma (Vogel). These are all examples of corporate social responsibility, a postmodern revolution in how companies conduct business. Corporate social responsibility (CSR) is, "the intelligent and objective concern for the welfare of society which restrains corporate behavior from ultimate destructive activities, no matter how immediately profitable and which leads in the direction of positive contributions to human betterment" (Nwachukwu). CSR involves practices that go beyond the basic legal obligations required of a company towards its employees or the communities in which it operates and instead facilitates corporate decision makers to take action that simultaneously protects and improves the welfare of society as a whole along with their own interests (Wulfson). Essentially, CSR is a framework for an organization taking responsibility for the impact of its activities upon its employees, customers, community and the environment.
WHY CSR IS IMPORANT
Several factors contribute to the importance of CSR. Most importantly, CSR should not just be another department in a large corporation or a policy it chooses to pursue some of the time. Companies cannot only employ CSR strategies when they have the economic means to do so or when business is good and disband CSR policies when business is slow, but rather; CSR must be engrained as a central value of a company no matter what the economic times are like.
The most important reason CSR is taking prominence in the corporate world is because evidence suggests that companies that pursue CSR strategies are more profitable than those who do not. Moreover, CSR has gained prominence because the Internet and mass media, empowered by globalization, make it difficult for companies to bury or hide detrimental social practices. Preserving and maintaining a healthy company image is one reason for the prevalence of CSR.
Lastly, the awareness of a duty to the communities in which companies operate is emerging. Corporations understand their roles as global citizens and CSR allows them to positively facilitate relationships with the communities in which they operate. Current World Wild Life CEO Carter Roberts epitomizes this point, “Companies still thinking about the environment and the community as social responsibilities rather than business imperatives are living in the dark ages.”
An example of CSR in practice: The Olympic Games
Since the early 1990’s when sustainable practices and corporate social responsibility models got pushed into the forefront in many national and international organizations, the Olympic movement began openly acknowledging the role of community members as stakeholders in the organizing and hosting of the Games. In 1999, the International Olympic Committee (IOC) adopted a modified version of United Nations Environment Programme’s (UNEP) Agenda 21. Agenda 21: Sport for Sustainable Development is described as a bid to “encourage members of the Movement to play an active part in the sustainable development of our planet” and emphasizes 3 main objectives of “improving socio-economic conditions, conservation and management of resources for sustainable development and strengthening the role of major groups” (Agenda 21, p. 23). The concept of corporate social responsibility (CSR) has also gained importance amongst sporting organizations (Babiak & Wolfe, 2006), CSR is the perspective that corporations hold a responsibility to work towards meeting the needs and interests of all stakeholders, where stakeholders are considered to be any individual or group that can affect or is affected by the focal organization’s actions. Misener (2008, NASSM abstract) points out that the strategic plans and initiatives developed by both organizing committees (VANOC & LOCOG) for the upcoming Vancouver and London Olympic Games in 2010 and 2012 respectively, represent a CSR approach – where steps have been taken to outline a commitment to various social and environmental interests - rather than just the bottom line of corporate interests.
Unfortunately, it seems that a commitment to CSR does not automatically accrue to actual CSR practices. Giving a brief overview of her preliminary results, Misener (2008, NASSM conference) revealed that the CSR adopted by VANOC and LOCOG are most likely being used as part of social marketing for the event - to decrease criticisms and enhance reputations – in support of elite stakeholders rather than in support of the involvement of other community members. Gruneau (2002) argues a similar point when writing about mega event organizing in general, suggesting that “local politicians and media often focus on the interests and enthusiasms of the developers, property owners and middle class consumers as ‘synonymous with the well-being of the city” (P. 84). Researchers have described the manner in which the Olympic Games are organized and managed as being somewhat problematic and incompatible with a community engagement approach (Roche, 2002). Olympic scholars have clearly highlighted concerns about the level of stakeholder involvement in Games organizing, as Whitson and Horne (2006) suggest “Olympic hosting should be the subject of a full and inclusive public debate, in which citizens in every social location have opportunities to participate” (p. 77). They have also recognised the factors that are potentially limiting this involvement; sighting the use of Olympism rhetoric to promote the Games, lack of accountability and transparency in the organization of the Olympic Movement among some of the issues that are currently creating a Games which are not inclusive of CSR and sustainable practices. It perhaps because of these limited opportunities for community input, in addition to the undeniable social, environmental and economic impacts of the Games that CSR practices are somewhat limited despite their stated commitments to that ideal.
Since the early 1990’s when sustainable practices and corporate social responsibility models got pushed into the forefront in many national and international organizations, the Olympic movement began openly acknowledging the role of community members as stakeholders in the organizing and hosting of the Games. In 1999, the International Olympic Committee (IOC) adopted a modified version of United Nations Environment Programme’s (UNEP) Agenda 21. Agenda 21: Sport for Sustainable Development is described as a bid to “encourage members of the Movement to play an active part in the sustainable development of our planet” and emphasizes 3 main objectives of “improving socio-economic conditions, conservation and management of resources for sustainable development and strengthening the role of major groups” (Agenda 21, p. 23). The concept of corporate social responsibility (CSR) has also gained importance amongst sporting organizations (Babiak & Wolfe, 2006), CSR is the perspective that corporations hold a responsibility to work towards meeting the needs and interests of all stakeholders, where stakeholders are considered to be any individual or group that can affect or is affected by the focal organization’s actions. Misener (2008, NASSM abstract) points out that the strategic plans and initiatives developed by both organizing committees (VANOC & LOCOG) for the upcoming Vancouver and London Olympic Games in 2010 and 2012 respectively, represent a CSR approach – where steps have been taken to outline a commitment to various social and environmental interests - rather than just the bottom line of corporate interests.
Unfortunately, it seems that a commitment to CSR does not automatically accrue to actual CSR practices. Giving a brief overview of her preliminary results, Misener (2008, NASSM conference) revealed that the CSR adopted by VANOC and LOCOG are most likely being used as part of social marketing for the event - to decrease criticisms and enhance reputations – in support of elite stakeholders rather than in support of the involvement of other community members. Gruneau (2002) argues a similar point when writing about mega event organizing in general, suggesting that “local politicians and media often focus on the interests and enthusiasms of the developers, property owners and middle class consumers as ‘synonymous with the well-being of the city” (P. 84). Researchers have described the manner in which the Olympic Games are organized and managed as being somewhat problematic and incompatible with a community engagement approach (Roche, 2002). Olympic scholars have clearly highlighted concerns about the level of stakeholder involvement in Games organizing, as Whitson and Horne (2006) suggest “Olympic hosting should be the subject of a full and inclusive public debate, in which citizens in every social location have opportunities to participate” (p. 77). They have also recognised the factors that are potentially limiting this involvement; sighting the use of Olympism rhetoric to promote the Games, lack of accountability and transparency in the organization of the Olympic Movement among some of the issues that are currently creating a Games which are not inclusive of CSR and sustainable practices. It perhaps because of these limited opportunities for community input, in addition to the undeniable social, environmental and economic impacts of the Games that CSR practices are somewhat limited despite their stated commitments to that ideal.
Corporate Social Responsibility
Definition
"Corporate social responsibility (CSR) is a concept whereby organisations consider the interests of society by taking responsibility for the impact of their activities on customers, suppliers, employees, shareholders, communities and other stakeholders, as well as the environment. This obligation is seen to extend beyond the statutory obligation to comply with legislation and sees organisations voluntarily taking further steps to improve the quality of life for employees and their families as well as for the local community and society at large."
EOL has made a strong and on-going commitment to meet the above criteria and to ensure that its clients also meet the exacting standards that must be met in the responsible disposal of IT and general office electrical equipment and data erasure. To assist our clients we steer them through the relevant legislation, including WEEE (Waste Electronic and Electrical Equipment) Directive, Data Protection Act, Hazardous Waste Act and other EU legislation.
EOL operates a zero landfill policy and our aim is to reuse 90% of all IT equipment collected, the remaining 10% goes to our waste management partners for further refinement. We understand the issues and responsibilities placed on us by the Landfill Regulation Act, so we ensure that all our partners are processing our waste correctly. We use our internal audits and BS EN ISO 14001 Environmental Standard to maintain awareness and monitor any risks in the process.
Environment Agency On-Going Audit
EOL is one of the largest independent IT recyclers in the UK and we are regularly audited by the Environment Agency (EA) who monitor our systems and compliance. Our high level of competence is so well considered by the EA that they have used EOL as a case study because of our positive environmental efforts and impact, the good work we carry out in the community and for the investment we put into training our staff.
Compliance
Our processing structure is reassuring to all our clients. They have the knowledge and confidence that we are fully compliant with legislation and continue to be a trusted and responsible organisation. Our supplier audits run hand in hand with our own Quality Management Standard as part of our BS EN ISO 9001 (GB 9542) accreditation and Environmental Management Standard BS EN ISO 14001 (GB 9541). We are also registered under the Data Protection Act 1998.
Data & Identification Security
The protection of our clients' data and identification is paramount and we believe that it is of the utmost importance that our procedure and insurances reflect this.
We ensure that all existing data and forms of identification are fully erased from hard disks, storage media and hardware using documented, quality controlled processes that exceed the highest security standards, including Infosec 5 and international defence standards.
We use exacting, quality-controlled, fully documented procedures to ensure 100% erasure of your data and identification. Below is an example of our processes relating to data & identification erasure:
An Infosec standard wipe of the hard drive is carried out using Blancco Software via the LAN connection.
When successful, a "Hard Drive Sanitised" label is attached to the item and a software generated certificate produced as confirmation of erasure. The Engineer enters their name and date within the Data Erasure field as part of our internal recording and audit process.
Once wiped, tested and asset recorded any complete PC units for re-sale are then passed to our Equipment Preparation Department where all signs of previous ownership are removed or disguised.
If the drive fails to wipe, it is removed from the PC Department and securely transferred to our Parts Department.
Here it is connected to a US DoD 5220.22-M approved WipeMaster Wiping Rig where a second attempt to wipe the drive is carried out.
If this fails to remove the data, then entire hard drive is degaussed to the same Infosec standards.
All degaussed drives are securely transported to our specialist metals recycling partner, using EOL transport and personnel, where they are ground down to their final powder state.
EOL in the Community
In its own right, EOL works with a number of local charities and educational facilities to provide IT equipment for needy causes. In particular we work with RevITalise which is a local sheltered factory where we provide equipment and technical support.
In addition, as part of our standard disposal agreement, we are happy to facilitate a donation of 10% of a client's collection to a charitable or educational organisation of the client's choice.
Client Staff Purchase Scheme
We are able to offer contracted clients a Staff Purchase Scheme which allows their staff to purchase refubished IT equipment at an attractive discount over and above our already competitive retail prices.
EOL and its staff
EOL firmly believes in promoting from within its own organisation wherever possible and, where required, putting in to place the necessary training to the benefit of all our staff. We work closely with a local training company to enable our younger members of staff to work towards qualifications in IT, Warehousing, Business Administration and Customer Service.
"Corporate social responsibility (CSR) is a concept whereby organisations consider the interests of society by taking responsibility for the impact of their activities on customers, suppliers, employees, shareholders, communities and other stakeholders, as well as the environment. This obligation is seen to extend beyond the statutory obligation to comply with legislation and sees organisations voluntarily taking further steps to improve the quality of life for employees and their families as well as for the local community and society at large."
EOL has made a strong and on-going commitment to meet the above criteria and to ensure that its clients also meet the exacting standards that must be met in the responsible disposal of IT and general office electrical equipment and data erasure. To assist our clients we steer them through the relevant legislation, including WEEE (Waste Electronic and Electrical Equipment) Directive, Data Protection Act, Hazardous Waste Act and other EU legislation.
EOL operates a zero landfill policy and our aim is to reuse 90% of all IT equipment collected, the remaining 10% goes to our waste management partners for further refinement. We understand the issues and responsibilities placed on us by the Landfill Regulation Act, so we ensure that all our partners are processing our waste correctly. We use our internal audits and BS EN ISO 14001 Environmental Standard to maintain awareness and monitor any risks in the process.
Environment Agency On-Going Audit
EOL is one of the largest independent IT recyclers in the UK and we are regularly audited by the Environment Agency (EA) who monitor our systems and compliance. Our high level of competence is so well considered by the EA that they have used EOL as a case study because of our positive environmental efforts and impact, the good work we carry out in the community and for the investment we put into training our staff.
Compliance
Our processing structure is reassuring to all our clients. They have the knowledge and confidence that we are fully compliant with legislation and continue to be a trusted and responsible organisation. Our supplier audits run hand in hand with our own Quality Management Standard as part of our BS EN ISO 9001 (GB 9542) accreditation and Environmental Management Standard BS EN ISO 14001 (GB 9541). We are also registered under the Data Protection Act 1998.
Data & Identification Security
The protection of our clients' data and identification is paramount and we believe that it is of the utmost importance that our procedure and insurances reflect this.
We ensure that all existing data and forms of identification are fully erased from hard disks, storage media and hardware using documented, quality controlled processes that exceed the highest security standards, including Infosec 5 and international defence standards.
We use exacting, quality-controlled, fully documented procedures to ensure 100% erasure of your data and identification. Below is an example of our processes relating to data & identification erasure:
An Infosec standard wipe of the hard drive is carried out using Blancco Software via the LAN connection.
When successful, a "Hard Drive Sanitised" label is attached to the item and a software generated certificate produced as confirmation of erasure. The Engineer enters their name and date within the Data Erasure field as part of our internal recording and audit process.
Once wiped, tested and asset recorded any complete PC units for re-sale are then passed to our Equipment Preparation Department where all signs of previous ownership are removed or disguised.
If the drive fails to wipe, it is removed from the PC Department and securely transferred to our Parts Department.
Here it is connected to a US DoD 5220.22-M approved WipeMaster Wiping Rig where a second attempt to wipe the drive is carried out.
If this fails to remove the data, then entire hard drive is degaussed to the same Infosec standards.
All degaussed drives are securely transported to our specialist metals recycling partner, using EOL transport and personnel, where they are ground down to their final powder state.
EOL in the Community
In its own right, EOL works with a number of local charities and educational facilities to provide IT equipment for needy causes. In particular we work with RevITalise which is a local sheltered factory where we provide equipment and technical support.
In addition, as part of our standard disposal agreement, we are happy to facilitate a donation of 10% of a client's collection to a charitable or educational organisation of the client's choice.
Client Staff Purchase Scheme
We are able to offer contracted clients a Staff Purchase Scheme which allows their staff to purchase refubished IT equipment at an attractive discount over and above our already competitive retail prices.
EOL and its staff
EOL firmly believes in promoting from within its own organisation wherever possible and, where required, putting in to place the necessary training to the benefit of all our staff. We work closely with a local training company to enable our younger members of staff to work towards qualifications in IT, Warehousing, Business Administration and Customer Service.
East West Executive Travellers Corporate Social Responsibility
The dominance of and interest in corporate social responsibilty, environmental and social issues have been fast and furious in the wake of corporate scandals and environmental catastrophes.
With increasing priorities towards corporate social responsibility and no clear definitions, it seems that many are embracing the cause but few with real commitment.
As creators of corporate and leisure travel experiences, we are inevitably connected to the community and people in the destinations that we operate in. Inspired by a mission to celebrate life and connect people, we want to engage people towards our cause for the elderly through the Tsao Foundation's partner-in-care program, one whose mission is to promote successful ageing.
Largely neglected by the community, this is the group that have built our present and continue to have much to contribute, and our intention is to garner collective action both internally and externally for a meaningful impact.
Our core participation is through our C.A.R.E program: Caring, Attending, Reaching...for the Elderly & Environment. Our logo, represents the dynamism of a collective community or people sharing a vision and embracing a cause.
We contribute $1 for every individual we connect through our programmes to the Tsao Foundation Partner-in-care programme that supports the Hua Mei Community Clinics.
With increasing priorities towards corporate social responsibility and no clear definitions, it seems that many are embracing the cause but few with real commitment.
As creators of corporate and leisure travel experiences, we are inevitably connected to the community and people in the destinations that we operate in. Inspired by a mission to celebrate life and connect people, we want to engage people towards our cause for the elderly through the Tsao Foundation's partner-in-care program, one whose mission is to promote successful ageing.
Largely neglected by the community, this is the group that have built our present and continue to have much to contribute, and our intention is to garner collective action both internally and externally for a meaningful impact.
Our core participation is through our C.A.R.E program: Caring, Attending, Reaching...for the Elderly & Environment. Our logo, represents the dynamism of a collective community or people sharing a vision and embracing a cause.
We contribute $1 for every individual we connect through our programmes to the Tsao Foundation Partner-in-care programme that supports the Hua Mei Community Clinics.
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