DOCSLIB.ORG

5.2 Comparison of CSR Activities

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
5.2 Comparison of CSR Activities University of Huddersfield Repository Keogh, Christopher A study critically analysing the CSR activities of UK Supermarkets and how they compare when evaluated using a framework based on ISO 26000 Original Citation Keogh, Christopher (2016) A study critically analysing the CSR activities of UK Supermarkets and how they compare when evaluated using a framework based on ISO 26000. Masters thesis, University of Huddersfield. This version is available at http://eprints.hud.ac.uk/id/eprint/30233/ The University Repository is a digital collection of the research output of the University, available on Open Access. Copyright and Moral Rights for the items on this site are retained by the individual author and/or other copyright owners. Users may access full items free of charge; copies of full text items generally can be reproduced, displayed or performed and given to third parties in any format or medium for personal research or study, educational or not-for-profit purposes without prior permission or charge, provided: • The authors, title and full bibliographic details is credited in any copy; • A hyperlink and/or URL is included for the original metadata page; and • The content is not changed in any way. For more information, including our policy and submission procedure, please contact the Repository Team at: [email protected]. http://eprints.hud.ac.uk/ A study critically analysing the CSR activities of UK Supermarkets and how they compare when evaluated using a framework based on ISO 26000 Christopher Keogh A thesis submitted to the University of Huddersfield in partial fulfilment of the requirements for the degree of MA by Research January 2016 Supervisor: Julia Meaton 1 The author of this thesis (including any appendices and/or schedules to this thesis) owns any copyright in it (the “Copyright”) and he has given The University of Huddersfield the right to use such Copyright for any administrative, promotional, educational and/or teaching purposes. Copies of this thesis, either in full or in extracts, may be made only in accordance with the regulations of the University Library. Details of these regulations may be obtained from the Librarian. This page must form part of any such copies made. The ownership of any patents, designs, trade marks and any and all other intellectual property rights except for the Copyright (the “Intellectual Property Rights”) and any reproductions of copyright works, for example graphs and tables (“Reproductions”), which may be described in this thesis, may not be owned by the author and may be owned by third parties. Such Intellectual Property Rights and Reproductions cannot and must not be made available for use without the prior written permission of the owner(s) of the relevant Intellectual Property Rights and/or Reproductions. 2 Abstract This thesis examines the corporate social responsibility (CSR) activities of UK supermarkets and measures how they compare amongst each other when evaluated using a framework based on ISO 26000, incorporating the seven core principles of ISO 26000. UK supermarkets first started to grow in popularity throughout British high streets circa the 1950s, since then the sector has experienced rapid growth levels over many years with UK supermarkets of recent times becoming powerful retail giants. This study addresses a gap in knowledge regarding the use of environmental standards within the UK supermarket sector; through providing a deeper understanding of the involvement of CSR within complex differentiation strategies, with relevant theories critiqued throughout. Secondary analysis is utilised through the examination of CSR reports published by UK supermarkets, providing a mixture of qualitative and quantitative data to be scrutinised. Each supermarket is then scored based on CSR activity levels, the results show the discount supermarket gaining the highest score with some of the UK supermarket ‘giants’ awarded the lowest scores based on the evidence provided, representing the overhaul that has occurred within the UK supermarket sector over recent years as discount stores are quickly gaining market share. These conclusions suggest that those supermarkets best implementing ISO 26000 are gaining a competitive advantage over competitors, however potential limitations of ISO 26000 become apparent during this study such that the applicability and usability of ISO 26000 for SMEs must come into question when implementing theory into practice, with issues such as a lack of power across the value chain and financial constraints coming into effect. Recommendations are made regarding ways in which supermarkets can improve CSR and sustainable development practices, the need for a standardised method of CSR reporting and potential future research on an international scale. Keywords: CSR, ISO 26000, Environmental standards, Framework, Social responsibility, Secondary analysis. 3 Table of Contents Abstract ................................................................................................................................................... 3 Chapter One Introduction ....................................................................................................................... 7 1.1 Introduction to the study .............................................................................................................. 7 1.2 Supermarkets Background Information ........................................................................................ 7 1.3 Introduction to corporate social responsibility .......................................................................... 11 1.4 Introduction to sustainable development .................................................................................. 14 1.5 Introduction to environmental management systems ............................................................... 16 1.6 Rationale ..................................................................................................................................... 17 1.7 Aim .............................................................................................................................................. 18 1.8 Objectives.................................................................................................................................... 18 Chapter Two Literature Review ............................................................................................................ 19 2.1 Introduction ................................................................................................................................ 19 2.2 Introduction to CSR ..................................................................................................................... 19 2.3 Introduction to ISO 26000........................................................................................................... 20 2.4 ISO 26000 & ISO 14001 ............................................................................................................... 21 2.5 Advantages of implementing ISO 26000 ..................................................................................... 21 2.6 Disadvantages of implementing ISO 26000 ................................................................................ 22 2.7 CSR and sustainable development relationship ......................................................................... 23 2.8 The Triple Bottom Line ................................................................................................................ 24 2.9 Theoretical models of CSR .................................................................................................... 25 2.9.1 Carroll’s CSR Pyramid ........................................................................................................... 25 2.9.2 Intersecting circles model of CSR ......................................................................................... 27 2.9.3 Concentric circles model of CSR ........................................................................................... 29 2.10 Stakeholder theory ................................................................................................................... 32 2.10.1 Advantages of stakeholder theory ..................................................................................... 34 2.10.2 Disadvantages of Stakeholder theory ................................................................................ 34 2.10.3 Critique of Stakeholder theory .......................................................................................... 36 2.11 Profit maximisation theory ....................................................................................................... 37 2.11.1 Limitations of profit maximisation theory ......................................................................... 39 2.12 The Business Case for CSR ........................................................................................................ 40 2.12.1 Cost and risk reduction: optimisation subject to constraints ............................................ 40 2.12.2 Competitive advantage: adapting and leveraging opportunities ...................................... 41 2.12.3 Reputation and legitimacy: building a responsible brand ................................................. 42 2.12.4 Synergistic value creation: seeking win-win-win outcomes .............................................. 44 2.12.4 Critique of the business case for CSR ................................................................................
Load more

Recommended publications
  • Global Vs. Local-The Hungarian Retail Wars
    Journal of Business and Retail Management Research (JBRMR) October 2015 Global Vs. Local-The Hungarian Retail Wars Charles S. Mayer Reza M. Bakhshandeh Central European University, Budapest, Hungary Key Words MNE’s, SME’s, Hungary, FMCG Retailing, Cooperatives, Rivalry Abstract In this paper we explore the impact of the ivasion of large global retailers into the Hungarian FMCG space. As well as giving the historical evolution of the market, we also show a recipe on how the local SME’s can cope with the foreign competition. “If you can’t beat them, at least emulate them well.” 1. Introduction Our research started with a casual observation. There seemed to be too many FMCG (Fast Moving Consumer Goods) stores in Hungary, compared to the population size, and the purchasing power. What was the reason for this proliferation, and what outcomes could be expected from it? Would the winners necessarily be the MNE’s, and the losers the local SME’S? These were the questions that focused our research for this paper. With the opening of the CEE to the West, large multinational retailers moved quickly into the region. This was particularly true for the extended food retailing sector (FMCG’s). Hungary, being very central, and having had good economic relations with the West in the past, was one of the more attractive markets to enter. We will follow the entry of one such multinational, Delhaize (Match), in detail. At the same time, we will note how two independent local chains, CBA and COOP were able to respond to the threat of the invasion of the multinationals.
    [Show full text]
  • Booker Symbol Retail
    Booker Symbol Retail Insight on shoppers: insight on stores July 2018 © IGD 2018 The UK’s biggest symbol network Premier the biggest single fascia Now encompassing over 5,600 stores the Booker retail symbol network has twice the number of the next largest symbol group or convenience chain in the UK. Total combined estimated retail sales are now £4.5bn. Operating a portfolio of four fascias Booker Booker symbol retail: store numbers symbol has a breadth of offer to meet the needs of a wide range of differing retailer 2017 2018 change needs comprising: Premier* – flexible entry level package for Premier* 3,332 3,343 +11 small stores with supply from cash & carry depots Londis 1,826 1,957 +131 Londis – fully-serviced package for smaller stores supplied through Booker Retail Budgens 159 226 +67 Partners distribution network Budgens – Tailored support package for Family Shopper 63 75 +12 larger stores including an emphasis on fresh Family Shopper – A value-focused package Total 5,380 5,601 +221 offering neighbourhood discount format © IGD 2018 Source: IGD Research * Includes Premier Express fascia variant Page 2 What defines the Booker retail symbol shopper? Top shopper Top-up is the leading mission across all missions in three fascias Tobacco/lottery/news is the second most frequent mission in Premier and Londis Budgens has significantly the largest incidence of evening meal missions Premier has the highest incidence of food- for-now missions % of shoppers on last trip shopping for Premier Londis Budgens Top-up 45 50 59 Evening meal 15 13 35 Food-for-now 26 15 18 Tobacco/lottery/news 41 42 29 © IGD 2018 Source: IGD ShopperVista Page 3 As Booker looks to the future, and the new possibilities presented by its tie-up with Stores of the Tesco, we visited three of its most recently redeveloped symbol retail stores.
    [Show full text]
  • T He New Space Race Is On. Even As
    property special the new space race he new space race is on. Even as the growth in superstores slows down, gro- cery chains are jostling for position in the rush to occupy the ‘new’ territory: The new high street-based convenience stores. TOne by one the supermarket chains have joined early leaders Tesco and Sainsbury’s in a battle to secure small stores in urban and suburban locations. New figures underline the extent of this trend. According to UK construction data experts Glenigan, space race in 2011 there was a 140% increase in c-store planning applications made by the mults on the previous year. Stuart Watson Although the number of c-store applications fell back last year, there were still almost twice as many plans tabled as in 2010 (see p50). So what’s behind this new The hypermarket is yesterday’s news. space race and does the push towards smaller stores spell the end for the hypermarket? The multiples are now fighting to snap The attraction of c-stores is being fuelled by busi- nesses that are “hooked on the drug of growth,” up space vacated by HMV, Jessops and says Richard Hyman, president of retail consultants PatelMiller. “After 30 years of relentless development of Blockbuster to fuel the growth of their hypermarkets, saturation has arrived. The last bastion of the grocery market that they had not yet penetrated convenience store formats was convenience.” 48 | The Grocer | 2 March 2013 www.thegrocer.co.uk The timing of the new push couldn’t have been better. from smaller outlets.
    [Show full text]
  • Morrisons Response to Issues Statement
    Non-confidential version PROPOSED MERGER BETWEEN SAINSBURY'S AND ASDA RESPONSE TO ISSUES STATEMENT 1. INTRODUCTION AND EXECUTIVE SUMMARY 1.1 This memorandum sets out comments by Wm Morrison Supermarkets plc ("Morrisons") in relation to: (a) the CMA's Issues Statement (dated 16 October 2018) in connection with the proposed merger between Sainsbury's and Asda; and (b) the Parties initial submission to the CMA (dated 10 October 2016). 1.2 Morrisons is broadly supportive of the areas of focus identified by the CMA in the Issues Statement, which extends significantly beyond the limited range of issues considered by the CMA in its reference decision. 1.3 Given the size of the transaction and the importance of the UK grocery market to UK consumers, it is important that the CMA has sufficient time to get to the bottom of all the issues raised by the proposed transaction. Even a very small price rise resulting from the merger can be expected to have a very significant adverse impact on UK consumers. 1.4 Whilst a key argument of the parties is that the UK grocery sector has fundamentally changed in recent years, and therefore they suggest that a fundamentally different approach to assessing the transaction is needed, Morrisons considers that such changes should not be overstated. The market structure at a national level has remained similar since 2008 with four large retailers that have actually increased market share. Moreover, despite the recent growth of Aldi and Lidl, the presence of Limited Assortment Discounters in the UK groceries market is not new and nor is their business model, and most consumers continue to rely on large grocery stores with a wide product selection for a weekly or fortnightly grocery shop.
    [Show full text]
  • The Evolution of In-Store Customer Experience 1800-2050, Back to the Future
    THE EVOLUTION OF IN-STORE CUSTOMER EXPERIENCE 1800-2050, BACK TO THE FUTURE SHOP WINDOWS • First seen in Department Stores 1800-1899 thanks to broader access to electricity and the industrialisation of glass manufacturing PAYMENT • Price tags, introduced in the STORE FORMAT 18th century, are now commonly • Rise of department stores: Bennett's used. Introduction of fixed pricing of Irongate (Derby, Ang -1734), Tapis by the retail chain Woolworth. Rouge (Paris, Fr - 1784), Trois Quartiers (USA - 1879) (Paris, Fr - 1829), Austin's (Ireland of • Direct cash payment replaces the North - 1832) retailers taking on credit in stores • First public shopping centres SERVICES “Galeries de Bois” (Paris, FR - 1786), • Department Stores introduce changing Burlington Arcade (London, Ang - rooms, open access, sales by catalogue 1879) and free returns INFLUENTIAL PERSONALITY • Aristide Boucicaut, creator of the Bon Marché (Paris, Fr. - 1852) STORE FORMAT • Retailers focus on adding pleasure to 1900-1919 the shopping experience Selfridge's INFLUENTIAL PERSONALITY (London, Eng - 1909) • Clarence Sounders and his • Grocers focus on managing flows. 1st Piggly Wiggly store with the self-service store Piggly-Wiggly (Memphis, installation of shelves and USA - 1916) gondolas and the invention of self-service ATMOSPHERE • Restauration starts to be featured inside stores • Rise of in-store hair salons, giving SERVICES hairstyle, makeup and posture • Paper bags start to be used to lessons encourage customers to carry • Department stores start to become their shopping rather than being entertainment centres with music delivered rooms, art exhibition, special SHOP WINDOWS decorations and book readings • Rise of the realistic wax models (1910) • Neon signs appear (1910) ADVENT OF ADVERTISING • The Department store Mitsukoshi innovates by advertising on Mount Fuji (Japan - 1908) SERVICES 1920-1939 • Invention of the supermarket shopping cart by Sylvan N.
    [Show full text]
  • UK Customer Experience Report: Supermarkets
    UK Customer Experience Report: Supermarkets In 2009, Prophet’s UK office is releasing a series the brand, so it needs to be nurtured and mined at all key of reports on just how the UK customer is being contact points. treated by some of the most frequently encountered Furthermore, real brand value lies not only in the promises brands in the land. the organisation makes to its customers, but also in its ability to These reports focus on brands in consumers’ everyday deliver on them. These promises are fulfilled through multiple lives — brands they have experience of and opinions about experiences and delivered across all touchpoints at a consistent across different sectors. level of quality and value over time. Managed properly, they Prophet’s findings are being released in regular reports will ultimately result in deep, trust-based relationships, which during 2009. Going forward, Prophet is also inviting broader generate loyalty, profits, and hence financial returns. participation in the research, details of which can be found at For certain sectors, and specifically for supermarkets the end of this article. where the interaction between the brand and customers is an Why are we doing this? As individual spending declines, almost everyday event, effective management of touchpoints it is becoming more difficult to get consumers to part with is particularly critical. It is in these sectors that customer their hard earned cash. Consequently, the loyalty and trust experience has the most impact on brand perception. they have in the brands they interact with is becoming ever Prophet’s aim for this series of investigations will be to more important in the battle for share of mind and wallet.
    [Show full text]
  • CONSULTANCY SERVICES Transform Your Retail Business and Succeed in the Data-Driven Economy
    CONSULTANCY SERVICES Transform your retail business and succeed in the data-driven economy As the global pioneer of customer data science, dunnhumby helps to answer critical questions from retailers to improve customer experience What questions can we and deliver long-term growth. help you answer? Businesses choose to complement their own in-house expertise with 1. How do we expand our customer Consultancy Services from dunnhumby. base whilst still looking after our core We offer end to end Consultancy Services from assessment through to customers? solutions design with practical delivery and implementation. Analysing 2. How do I future-proof my data and customer data, we: marketing strategy? • Uncover valuable customer insights 3. How do we align our entire business around the customer experience? • That personalise shopping experiences 4. How do I maintain the best customer • And transform retailers to customers-first experience across all channels? • To deliver long-term measurable value 5. How do we prevent duplication and wasted effort when technology is Our Consultants deliver solutions across the business at C-suite as well developing so fast? as more specific areas – Customer Knowledge, Customer Engagement, Category Optimisation and Price & Promotions. £ Do it well every time Future-proof Growth with no limits We work right across your business We create holistic strategies with Benefit from improved to ensure wasted or duplicated you – evolving as you change. customer experience & effort and resource is eliminated. stronger loyalty. The dunnhumby difference 1. Over 25 years of embedding customer centricity in retail 4. We bring a collaborative and transparent working style to growth strategies.
    [Show full text]
  • EIA Chilling Facts
    © iStockphoto.com / sjlocke The supermarket refrigeration scandal continues Background In January 2009 the Environmental viable replacement to ozone destroying Investigation Agency (EIA) launched CFCs in the 1990s. their Chilling Facts Campaign with It is technically feasible for the publication of their first survey on supermarkets and other commercial supermarket refrigeration, which was refrigeration users to switch away carried out in the summer of 2008. from using highly destructive HFCs This survey showed that UK to climate‑friendly alternatives such supermarkets were making a huge as carbon dioxide, hydrocarbons or contribution to climate change through ammonia. (In terms of their global the cooling gases used in their warming impacts, CO2 has a GWP of refrigeration systems. In fact as much as one, hydrocarbons are commonly about one third of the carbon footprint of most three and ammonia is zero.) But the first supermarkets comes from this source Chilling Facts survey showed that none – and the energy used for powering the of the supermarkets had more than four equipment is in addition to that. stores using HFC‑free alternatives. The offending gases used in commercial Our conclusion at the time was that refrigeration are hydrofluorocarbons, this was totally inadequate. But we HFCs for short. They are often several hoped that, by raising the profile of the thousand times more powerful than CO2 issue and producing a league table on in terms of their global warming potential their performance, supermarkets would (GWP). Unfortunately this was not make climate‑friendly refrigeration a considered when they were accepted as a higher priority. EIA is a small charity set up over About EIA 25 years ago to fight environmental crime.
    [Show full text]
  • Waitrose Internet Strategy
    Waitrose Internet Strategy ANDiDAS.COM March, 2004 Contents: Contents:..........................................................................................................................................2 Executive Summary..........................................................................................................................3 Introduction.......................................................................................................................................4 Grocery Industry...............................................................................................................................4 Waitrose...........................................................................................................................................5 Waitrose.com....................................................................................................................................5 Strategic Analysis..............................................................................................................................6 Business Model............................................................................................................................6 Positioning & Target Market..........................................................................................................7 Strategic Vision.............................................................................................................................8 Governance..................................................................................................................................8
    [Show full text]
  • INVESTMENT OPPORTUNITY the CO-OPERATIVE, CHEQUERS, LODGE ROAD, BRISTOL BS15 1JA Investment Summary
    SECURE CONVENIENCE STORE INVESTMENT OPPORTUNITY THE CO-OPERATIVE, CHEQUERS, LODGE ROAD, BRISTOL BS15 1JA Investment Summary • Secure convenience store investment opportunity • Well-presented, recently extended and refurbished unit • Provides a total of 5,802 sq ft • Freehold site of c 0.53 acres • Let to Co-operative Group Food Limited (D&B 5A1) on assignment from Tesco Stores Limited (D&B 5A1) • 20-year FRI lease from 7th March 2014, expiring 6th March 2034 (14.1 years unexpired) • Tenant break option on 7th March 2024 (6 months notice) • Low rent of £47,089 per annum (£10.30 psf) • 5 yearly upward only RPI reviews (0% & 4% collar and cap) • Offers in excess of £810,000 (STC) • 5.50% Net Initial Yield • Further increases to 6.39% in March 2024 and 7.41% on 11 November 2029 (*assuming 3% RPI growth) • Low capital value of only £140 psf • Purchase underwritten by residential conversion/site value M6 Ashby-De-La-Zouch SHREWSBURY TELFORD LICHFIELD M54 WOLVERHAMPTON M42 BIRMINGHAM ABERYSTWYTH COVENTRY M6 CARDIGAN BAY Kidderminster M42 Royal Leamington Spa LLANDRINDOD WELLS Stratford- Upon-Avon M40 WORCESTER SECURE CONVENIENCE STORE THE CO-OPERATIVE, CHEQUERS, INVESTMENT OPPORTUNITY CARDIGAN LODGE ROAD, BRISTOL BS15 1JA BANBURY HEREFORD Chipping Campden M50 Chipping Norton Location ST DAVIDS GLOUCESTER Bristol is the largest city in the south west of England and Brecon Beacons is located approximately 120 miles west of London, 80 M5 OXFORD miles south of Birmingham, 78 miles north east of Exeter Cirencester M4 and 50 miles east of Cardiff. Faringdon SWANSEA The city benefits from very good strategic road links, being located at Malmesbury NEWPORT SWINDON M4 the intersection of the M4 and M5 motorways.
    [Show full text]
  • Somerfield Plc / Wm Morrison Supermarkets Plc Inquiry
    APPENDIX B Key aspects of the economic analysis for Stage 1 of the local competitive effects methodology Part 1 Introduction 1. Stage 1 of our local competitive effects methodology involves identifying a local market in which to apply a screening rule. The local market has a product-market dimension (ie which fascias and sizes of store compete with each other) and a geographic-market dimension (ie how wide their customer catchment areas are). This appendix summarizes four key aspects of the economic analysis undertaken at Stage 1. 2. Our findings are that: • the product market used at Stage 1: — should not include the LADs, ie Aldi, Lidl and Netto, nor Marks & Spencer; but — should include all stores of 280 sq metres (3,000 sq feet) or more (including one-stop shops); • the geographic market used at Stage 1 should use 5-minute drive-time isochrones for urban stores and 10-minute drive-time isochrones for rural stores; and • in circumstances where an acquired store’s local market share was higher pre- merger (ie where it appears to have faced less competition) its margins also tended to be higher, especially in rural areas. A corollary of this result is that the local markets for which acquired stores’ market shares have been calculated by Somerfield may be relevant markets, especially in rural areas. 3. The remainder of this appendix is organized as follows. Part 2 reports the results of an analysis of the impact on Somerfield and Kwik Save sales of the opening of various competitor fascias, which helps to define the product market (ie which competing fascias constrain Somerfield and Kwik Save).
    [Show full text]
  • Annual Report and Financial Statements 2017 Performance Highlights
    Live Well For Less Annual Report and Financial Statements 2017 Performance highlights £29,112m Group sales (inc. VAT) up 12.7% 3,000 Food will always be at the heart of our business and we have completed our programme to improve the quality of 3,000 Sainsbury’s branded products. We £581m have a strong and differentiated offer that gives our customers market leading choice, quality and value. Underlying profit before tax down 1% Read more about our food business on page 15 -0.6% Sainsbury’s like-for-like sales (inc. VAT, ex fuel) £6bn We are one of the largest general merchandise and clothing retailers in the UK, offering customers a wide range of products across Sainsbury’s, 10.2p Argos and Habitat. Full-year dividend Read more about our General Merchandise and Clothing business on page 18 21.8p Underlying basic earnings per share 1.8m 17.5p Financial Services are an important part of our Basic earnings per share business. Sainsbury’s Bank played a key part in our acquisition of Argos and Habitat, enabling us to finance the deal in an efficient way. Sainsbury’s Bank and Argos Financial Services each have 1.8m £503m active customers. Statutory profit before tax Read more about Sainsbury’s Bank and Argos Financial Services on page 21 8.8% Return on capital employed down 4 bps £500m Read more about our financial KPIs onpage 40 We are on track to reach our £500 million cost savings target by 2017/18 and benefit from astrong balance sheet. We plan to reduce costs by a further £500m over three years from 2018/19.
    [Show full text]