Corporate social responsibility and stakeholders Flashcards

1
Q

What is the universally accepted definition of CSR?

How does the EU define CSR?

A

No universally accepted definition

= concept whereby companies integrate social and environmental concerns in their business operations and in their interaction with their stakeholders on a voluntary basis’

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2
Q

How does the World Business Council for Sustainable Development define CSR?

A

= the continuing commitment by business to behave ethically and contribute to economic development while improving the quality of life of the workforce and their families as well as of the local community and society at large

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3
Q

How does King IV, the South African Corporate Governance Code, define CSR?

A

= Corporate citizenship = the recognition that the organisation is an integral part of the broader society in which it operates

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4
Q

Where was the term ‘corporate citizenship’ originally used?

What does it describe?

What does it require companies to do?

A

• Term originally used in King II

• Describes how companies should act in the same way as the citizens of the countries in which they operate to meet the countries’ legal, social, ethical and economic responsibilities expected of its citizens

• Requires companies to balance the financial needs of its shareholders with the societal need of the countries within which it operates

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5
Q

What are the 2 ways sustainability can be defined?

A
  1. Refers to an organisation focusing on its long term survival
    ○ = Requires organisations to balance their current requirements for operating their businesses without compromising the needs of future generations
    ○ CSR obviously plays a part in ensuring the long-term survival of the organisation
  2. Refers to the sustainability of the planet
    ○ = How a company carries out its operations, develops strategy, and manages risk to have a positive impact or lessen a negative impact on the environment
    ○ Definition more closely aligns with CSR
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6
Q

What is the difference between business ethics, corporate responsibility, and sustainability?

A

· Business ethics is about integrating the company’s ethical values into business behaviours and functions. Essentially, the organisation doing ‘the right thing’.

· CR is about doing good deeds, having a positive effect on communities and environment and lessening negative impacts;

· Sustainability is about the long term

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7
Q

Name 3 aspects of CSR that are required by law and regulations?

What are the 4 driving factors on why many CSR activities carried out by organisations voluntarily?

A

= those that provide for health and safety at work, employee protection, and environmental laws

  1. organisations themselves
  2. governments and bilateral organisations
  3. investors
  4. customer demand
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8
Q

Organisations are voluntarily carrying out CSR activities as they have realised they can use them for what 5 things?

A
  1. To obtain competitive advantage =Cadbury announced that its products would be certified by Fairtrade
  2. To reduce risk (especially reputation risk)
  3. To attract human capital = employees want to work for organisations pursuing CSR
  4. For innovation
  5. For sustainability = to be sustainable organisation must focus on CSR activities e.g. sourcing the different resources they need = develop strategies for utilising their resources more effectively and efficiently
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9
Q

Why have governments in many countries become interested in CSR?

How have governments helped organisations contribute to CSR?

What did the World Bank Group do?

A

•= due to the pressure from their citizens to protect the environment and improve the quality of life for those citizens

• Introduced Laws and regulatory requirements setting minimum standards for protection of the environment and society at large e.g. health and safety, protection of employee rights, UK Modern Slavery Act, consumer rights etc.

World Bank Group = issued guidance in areas such as human rights and good corporate governance practices

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10
Q

Why do many investors take a company’s CSR practices into consideration in their investment decision making?

What 3 factors may investors consider?

What is socially responsible investment (SRI)?

A

• They recognise the impact of CSR issues on success

  1. company’s record on human rights and child labour
  2. impact of the company’s activities on the environment
  3. the nature of business

Some investors won’t invest in products they consider harmful to society = tobacco = type of investment referred to as (SRI)

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11
Q

What is Greenwashing?

What will stakeholders be looking out for?

A

= practice of making an unsubstantiated or misleading claim about the environmental benefits of a produce, service, technology, or company practice
• e.g. an organisation committing to reduce the environmental impact of its product line before the products are even ready

• looking out for organisations that are not delivering on the promises they make
• If found out = risk a drop in brand value and trust, loss of sales and drop in share price E.g. VW ‘Diselgate’

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12
Q

What has been the impact of the millennial generation on CSR?

A

• Millennials constantly share views and opinions on social media = has led to an overwhelming demand for CSR as the potential workforce and consumer base look to do business only with those whom they feel are making a positive impact on society

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13
Q

What are the 4 categories of CSR activities?

A
  1. Pet projects = reflect the personal interests of board members
    • Activities get a lot of press coverage but offer minimal benefits to society or the organisation
    • E.g. sponsoring an art exhibition
  2. Philanthropy = large form of charitable donations
    • e.g. large donations of money to charitable organisations
    • Often little attention with these donations = questionable benefits to the organisation
  3. Propaganda = primarily focus on building the organisation’s reputation and have little benefit to society
    • E.g. sponsoring large sporting events
    • If perceived there is a gap between the organisation’s words and actions, this may be dangerous to the reputation of the organisation
  4. Partnerships = CSR activities that create shared value for the organisation and society
    • 2004 Unilever created the Dove Self-Esteem Project = aimed at helping girls and young women to develop a positive relationship with the way they looked = have reached over 20 million young people
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14
Q

What are the 7 essential principles to create win-win CSR partnerships as stated by Albani and Henderson?

A
  1. Identify clear reasons to collaborate
  2. Find a fairy godmother = important for both organisations to identify a core group of people totally committed to the partnership
  3. Set simple, credible goals
  4. Get professional help
  5. Dedicate good people to the cause
  6. Be flexible in defining success
  7. Prepare to let go = organisations should plan an exit strategy for the partnership
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15
Q

CSR FRAMEWORKS
What do the UN Guiding Principles on Business and Human Rights ensure?

Which businesses do they apply to?

What are countries required to do?

A

• principles ensure businesses play a role in the protection of human rights

• principles apply to all businesses regardless of their size, sector, location ownership or structure

• Countries are required to put in place effective remedies for those who suffer from business-related human rights abuses

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16
Q

CSR FRAMEWORKS
What is the aim of the UN Global Compact?

Name 4 of the principles

A

• Aim = encourage companies to align their strategies and operations with the 10 principles covering human rights, labour, the environment and anti-corruption

• Human Rights:
Principle 2 = make sure they are not complicit in human rights abuses

Labour:
Principle 4: the elimination of all forms of forced and compulsory labour;•

Environment:
Principle 8: undertake initiatives to promote greater environmental responsibility

Anti-corruption:
Principle 10 = work against corruption in all its forms, including extortion and bribery

17
Q

CSR FRAMEWORKS
What does SIGMA stand for?

What is the purpose of The SIGMA Project?

What 2 things do the SIGMA Guidelines cover?

A

• Sustainability-Integrated Guidelines for Management

• Purpose = guidelines to help enable organisations make a meaningful contribution to sustainable development’

  1. A set of Guiding Principles that help organisations to understand sustainability and their contribution to it
  2. A management Framework that integrates sustainability issues into core processes and mainstream decision making
18
Q

CSR FRAMEWORKS
What are the Equator Principles?

What is their purpose?

A

• = a risk management framework adopted by financial institutions for determining assessing and managing environmental and social risk in projects

• Purpose = to provide a minimum standard for due diligence and monitoring to support responsible risk decision making

19
Q

CSR FRAMEWORKS
What is the aim of the OECD Guidelines for Multinational Enterprises?

What are the 3 types of policies?

A

• Aim = encourage the positive contributions that multinational enterprises can make to economic, environmental and social progress

  1. General policies = e.g. suggest multinationals should adopt policies that respect the human rights of those people affected by their activities
  2. Employment policies = e.g. requirement for multinationals to contribute to the abolition of child labour
  3. Environment policies = e.g. requirement for multinationals to consider the long-term environmental, health and safety-related consequences when making decisions
20
Q

When deciding what targets and measurements to use in CSR, what should an organisation consider? (5)

A
  1. Focus on outcomes
  2. Listen to stakeholders
  3. Don’t undervalue stories = e.g. how an individual’s life has been changed by the organisation’s initiative
  4. Learn from others = improve their impact measurement by reviewing the sustainability reports of other companies
  5. Identify and measure risk
21
Q

What are the Sustainable Development Goals?

Who has accepted them and when do they hope to be achieved by?

Name 5 of them.

A

• = 17 global goals set by the United Nations General Assembly 2015

• All 193 countries of the UN have accepted them and aim to achieve them by 2030

  1. Gender quality
  2. Sustainable cities and communities
  3. Responsible consumption and production
  4. Climate action
  5. Partnerships for the goals
22
Q

What is the Dow Jones Sustainability Indexes (DJSI)?

Why was it established?

How does the DJSI select companies? (4)

A

• = first CSR index

• established to provide the investment community with information on global sustainable companies

• by evaluating information from:
1. Sustainable Asset Management Questionnaire compiled by the company.

  1. Other company documentation e.g. ESG reports and corporate governance statements
  2. Media and stakeholder reports = news articles about the company and stakeholder commentary
  3. Meetings with company management
23
Q

What does the FTSE4Good Indexes provide?

What are the indexes used for? (3)

A

• provides a series of indexes and benchmarks for investors, fund managers, asset owners, investment banks and consultants interested in social responsible investment.

The indexes are used for:
1. asset allocation
2. investment analysis
3. performance measurement

24
Q

What does the Business in the Community (BITC) Responsible Business Tracker enable?

What is it built on?

What does it offer?

A

• enables an assessment of performance as a responsible business by tracking progress against BITC’s Responsible Business Map

• Built on UN’s Sustainable Development Goals

•Offers benchmarking against sector peers and the overall cohort

25
Q

What is integrated thinking?

What are the 6 capital resources?

A

• = a process that takes into consideration in a balanced way the effective and efficient utilisation of each of the 6 capital resources available to an organisation when developing strategy or decision-making

  1. Financial capital - money
  2. Human capital - skills and experience of people
  3. Manufactured capital - fixed assets = infrastructure needed to provide products / services
  4. Intellectual capital - intangible assets = patents, copyrights, goodwill, brand value
  5. Natural capital - natural resources organisation depends on to provide product / service
  6. Social capital - value added of the of the social relationships with individuals and institutions developed through stakeholder engagement
26
Q

What do organisations need for them to have effective integrated thinking?

How is this information provided?

What should the cosec watch out for?

What are the 2 ways this can be countered?

A

• need information about how effectively they are using the 6 types of capital
This information is provided through ‘integrated reporting’

• watch out for the ‘silo effect’ = when each of these capitals is managed separately

• Can be countered by:
1. CEO having regular senior management meetings prior to board meetings so that proposals can be discussed with heads of all departments present

  1. Cosec reading proposals being submitted to the board to check that a holistic view across all of the capitals has been taken within a proposal
27
Q

Cosec should ensure that CSR is on the board’s agenda.

Name 5 matters that should be brought to the board’s attention.

A
  1. Highlight risk of non-compliance with laws and regulations for CSR related activities and reporting on these activities
  2. The commercial benefits of carrying out CSR activities
  3. Appointing a CSR board champion
  4. Requesting management to develop CSR activities, strategies and targets
  5. Linking management’s rewards, remuneration to the achievement of CSR targets
28
Q

In line with Provision 5 of the UK CG Code, what are the 3 ways organisations can engage with stakeholders?

What should the cosec advice the board and management to do regarding the 2nd way? (2)

Where issues and concerns raised through a stakeholder engagement cannot be addressed, what should an organisation do?

A
  1. Reactively = organisation engages defensively, when forced to in response to a crisis and usually in an attempt to rebuild its reputation
  2. Proactively = organisation tries to understand its stakeholders’ concerns and issues
  3. Interactively = organisation has ongoing relationships of mutual respect, openness, and trust with stakeholders

• For proactive: Cosec could advise the board and management to:
a. Carry out customer surveys, focus groups, shareholder surveys, competitor research for decision making
b. Engage directly with stakeholders to get their input before making decisions

should be honest and transparent about why this is the case = Novo Nordisk required to test on animals under law but understand it’s not desirable so publicly report on no. of animal used in testing

29
Q

What does Principle E of the UK CG Code say?

What does the UK CG Code say on the methods for workforce engagement? (3)

What does the UK CG Code say in relation to the workforce raising concerns?

What should the board do to support this? (2)

A

• Principle E = The board should ensure that workforce policies and practices are consistent with the company’s values and support its long-term sustainable success. The workforce should be able to raise any matters of concern

• Provision 5 = one or a combination of the following methods for workforce engagement should be used:
1. a director appointed from the workforce;
2. a formal workforce advisory panel;
3. a designated non-executive director.
• If the board has not chosen one or more of these methods, it should explain what alternative arrangements are in place and why it considers that they are effective

• Provision 6 = there should be a means for the workforce to raise concerns in confidence and anonymously

• The board should:
1. routinely review this
2. Ensure arrangements are in place for follow-up action

30
Q

What is the ICSA: The Stakeholder Voice in Board Decision Making Guidance aimed at?

How many principles are there?

Name 2.

A

• = aimed at helping company boards think about how to ensure they understand and weigh up the interests of their key stakeholders when taking strategic decisions

• 10 core principles:
1. Boards should identify and regularly review who they consider their key stakeholders to be and why
2. Boards should determine which stakeholders they need to engage with directly

31
Q

What does principle 6 of The Wates Corporate Governance Principles for Large Private Companies say?

In relation to this, what should boards do? (3)

A

• Principle 6 = directors should foster effective stakeholder relationships aligned to the company’s purpose. The board is responsible for overseeing meaningful engagement with stakeholders, including the workforce, and having regard to their views when taking decisions

  1. identify and prioritise stakeholder relationships for those affected by company operations and are integral to its ability to generate and preserve value
  2. present to stakeholders an annual fair, balanced and understandable assessment of the company’s position
  3. ensure there are channels to receive appropriate feedback from discussions with stakeholders
32
Q

The impact of s.172 CA2006 on stakeholder engagement means the cosec should do what? (3)

A
  1. build time into the board’s calendar to engage with stakeholders prior to board meetings
  2. advise the board on what disclosures will be made
  3. ensure that the board considers stakeholder engagement as wider than just CSR
33
Q

What is the role of the governance professional in stakeholder engagement? (5)

A
  1. explaining to the board the business case for stakeholder engagement
  2. assisting the board with stakeholder engagement
  3. advising the board on reporting on stakeholder engagement = where appropriate, develops reports to specific stakeholder groups
  4. alerting the board and/or management to opportunities and risks associated with stakeholder engagement
    Risk = reputational, Opportunities = win-win CSR partnerships
  5. advising the board on whether to set up a committee responsible for stakeholder issues = corporate responsibility committee / the ethics committee / reputation committee = chair should be a board member
34
Q

What is the business case for stakeholder engagement? (3)

A
  1. Create value and wealth.
  2. Gain and retain loyal customers
  3. Identify ways to increase efficiency and reduce costs in operations
35
Q

How may the cosec be called upon to assist the board with stakeholder engagement? (4)

A
  1. Identifying which stakeholders have legitimate expectations and interests
  2. Identifying, discussing and prioritising the key risks associated with changing societal expectations
  3. Discussing and approving key performance indicators for social, environmental and financial performance
  4. Approving a policy for external, financial, nonfinancial (sustainability) or integrated reporting