Corporate Social Responsibility David Crowther & Güler Aras

Total Page:16

File Type:pdf, Size:1020Kb

Corporate Social Responsibility David Crowther & Güler Aras CORPORATE SOCIAL RESPONSIBILITY DAVID CROWTHER & GÜLER ARAS DOWNLOAD FREE TEXT BOOKS AT BOOKBOON.COM David Crowther & Güler Aras Corporate Social Responsibility Download free books at BookBooN.com Corporate Social Responsibility © 2008 David Crowther, Güler Aras & Ventus Publishing ApS ISBN 978-87-7681-415-1 Download free books at BookBooN.com Corporate Social Responsibility Contents Contents 1. Defining Corporate Social Responsibility 10 1.1 Introduction 10 1.2 Definitions of CSR 10 1.3 The effects of organisational activity 13 1.4 The principles of CSR 14 1.5 Conclusion 17 1.6 References 17 1.7 Further reading 18 1.8 Self-test Questions 18 2. The principles of CSR 19 2.1 Introduction 19 2.2 The prominence of CSR 19 2.3 Changing emphasis in companies 20 2.3.1 Sustainability 21 2.4 Environmental issues and their effects and implications 22 2.5 Externalising costs 22 2.6 The Social Contract 25 2.7 Conclusions 26 2.8 References 26 2.9 Further reading 27 2.10 Self-test Questions 27 WHAt‘s missing in this equaTION? You could be one of our future talents Please click the advert MAERSK INTERNATIONAL TECHNOLOGY & SCIENCE PROGRAMME Are you about to graduate as an engineer or geoscientist? Or have you already graduated? If so, there may be an exciting future for you with A.P. Moller - Maersk. www.maersk.com/mitas Download free books at BookBooN.com Corporate Social Responsibility Contents 3. Stakeholders & the social contract 28 3.1 Introduction 28 3.2 What is a stakeholder? 28 3.3 Multiple stakeholding 30 3.4 The classification of stakeholders 30 3.5 Stakeholder Theory 30 3.6 Regulation and its implications 34 3.7 Risk Reducing 36 3.8 Conclusions 38 3.9 References 38 3.10 Further Reading 40 3.11 Self-test Questions 40 4. Issues concerning Sustainability 41 4.1 Introduction 41 4.2 Defining sustainability 41 4.3 The Brundtland Report 42 4.4 Critiquing Brundtland 43 4.5 Sustainability and the Cost of Capital 45 4.6 Redefining sustainability 46 4.7 Distributable sustainability 49 4.8 Summarising Sustainability 50 4.9 Conclusions 51 4.10 References 51 Please click the advert Download free books at BookBooN.com Corporate Social Responsibility Contents 4.11 Further reading 52 4.12 Self-test Questions 52 5. Ethics, CSR and Corporate Behavior 53 5.1 Introduction 54 54 5.2 What is Ethics? The Why ? 54 5.3 Ethical philosophies 55 5.4 The Gaia Hypothesis 58 5.5 Corporate Behaviour 59 5.6 CSR, Ethics and Corporate Behavior 60 5.7 Corporate Reputation 61 5.7 Conclusion 62 5.8 References 63 5.9 Further Reading 63 5.10 Self-test Questions 64 6. Performance Evaluation and Performance Reporting 65 6.1 Introduction 65 6.2 What is performance? 65 6.3 Social accounting 66 6.4 Aspects of performance 68 6.5 The balanced scorecard 69 6.6 The environmental audit 72 6.7 The Measurement of Performance 74 6.8 The Evaluation of Performance 75 www.job.oticon.dk Download free books at BookBooN.com Corporate Social Responsibility Contents 6.9 Multi-dimensional performance management 76 6.10 Conclusions 77 6.11 References 77 6.12 Further reading 78 6.13 Self-test questions 78 7. Globalisation and CSR 79 7.1 Introduction 79 7.2 Globalisation 79 7.3 How Globalisation Affects CSR 83 7.4 Globalisation, Corporate Failures and CSR 84 7.5 Is Globalisation an opportunity or threat for CSR? 86 7.6 Conclusion 88 7.7 References 88 7.8 Further Reading 89 7.9 Self-test Questions 89 8. CSR in not for profit organisations 90 8.1 Introduction 90 8.2 Distinguishing features of sector 90 8.3 Types of NFP organisation 91 8.4 Motivation for NFP’s 92 8.5 Implications for managers 93 8.6 Available resources 94 8.7 Structure of a charity 95 Please click the advert Download free books at BookBooN.com Corporate Social Responsibility Contents 8.8 Accounting issues 96 8.9 CSR issues in NFPs 96 8.10 Conclusions 98 8.11 References 98 8.12 Further reading 99 8.13 Self-test questions 99 9. CSR and Strategy 100 9.1 Introduction 100 9.2 The Role of a Business Manager 100 9.3 The objectives of a business 101 9.4 The Tasks of a Manager 104 9.5 The importance of performance measurement 108 9.6 Managers and business ethics 108 9.7 Corporate Governance 110 9.8 Corporate Governance Principles 111 9.9 Conclusions 114 9.10 References 114 9.11 Further reading 115 9.12 Self-test Questions 115 10. Corporate Social Responsibility and Leadership 116 10.1 Introduction 116 10.2 The concept of leadership 116 10.3 Styles of Leadership 119 © Always aiming for higher ground. 2009 Accenture. All rights reserved. Just another day at the office for a Tiger. Join the Accenture High Performance Business Forum On Thursday, April 23rd, Accenture invites top students to the High Performance Business Forum where you can learn how leading Danish companies are using the current economic downturn to gain competitive advantages. You will meet two of Accenture’s global senior executives as they present new original research and illustrate how technology can help forward thinking companies cope with the downturn. Please click the advert Visit student.accentureforum.dk to see the program and register Visit student.accentureforum.dk Download free books at BookBooN.com Corporate Social Responsibility Contents 10.4 Organisational culture and styles of leadership 119 10.5 Motivation 121 10.6 Definitions of power 123 10.7 Sources of power 125 10.8 Systems of control 126 10.9 Strategic planning 126 10.10 Corporate planning 129 10.11 Planned and emergent strategy 131 10.12 Feedback 132 10.13 Agency Theory 135 10.15 The Limitations of Agency Theory 140 10.17 References 141 10.18 Further reading 143 10.19 Self-test Questions 143 Notes 144 it’s an interesting world Get under the skin of it. Graduate opportunities Cheltenham | £24,945 + benefits One of the UK’s intelligence services, GCHQ’s role is two-fold: to gather and analyse intelligence which helps shape Britain’s response to global events, and, to provide technical advice for the protection of Government communication and information systems. In doing so, our specialists – in IT, internet, engineering, languages, Please click the advert information assurance, mathematics and intelligence – get well beneath the surface of global affairs. If you thought the world was an interesting place, you really ought to explore our world of work. TOP www.careersinbritishintelligence.co.uk GOVERNMENT EMPLOYER Applicants must be British citizens. GCHQ values diversity and welcomes applicants from all sections of the community. We want our workforce to reflect the diversity of our work. Download free books at BookBooN.com Corporate Social Responsibility Defining Corporate Social Responsibility 1. Defining Corporate Social Responsibility CSR “analyses economic, legal, moral, social and physical aspects of environment”. Barnard (1938) ...being the managers of other people's money than of their own, it cannot well be expected that they should watch over it with the same anxious vigilance with which partners in a private copartnery frequently watch over their own. Like the stewards of a rich man, they ... consider attention to small matters as not for their master's honour and very easily give themselves a dispensation from having it. 1.1 Introduction Corporate Social Responsibility (or CSR as we will call it throughout this book) is a concept which has become dominant in business reporting. Every corporation has a policy concerning CSR and produces a report annually detailing its activity. And of course each of us claims to be able to recognise corporate activity which is socially responsible and activity which is not socially responsible. There are two interesting pints about this: firstly we do not necessarily agree with each other about what is socially responsible; and although we claim to recognise what it is or is not when we are asked to define it then we find this impossibly difficult. Thus the number of different definitions is huge and is this chapter we will look at some of these. 1.2 Definitions of CSR The broadest definition of corporate social responsibility is concerned with what is – or should be – the relationship between global corporations, governments of countries and individual citizens. More locally the definition is concerned with the relationship between a corporation and the local society in which it resides or operates. Another definition is concerned with the relationship between a corporation and its stakeholders. For us all of these definitions are pertinent and each represents a dimension of the issue. A parallel debate is taking place in the arena of ethics – should corporations be controlled through increased regulation or has the ethical base of citizenship been lost and needs replacing before socially responsible behaviour will ensue? However this debate is represented it seems that it is concerned with some sort of social contract between corporations and society. Download free books at BookBooN.com 0 Corporate Social Responsibility Defining Corporate Social Responsibility This social contract implies some form of altruistic behaviour – the converse of selfishness – whereas self-interest connotes selfishness. Self-interest is central to the Utilitarian perspective championed by such people as Bentham, Locke and J. S. Mill. The latter, for example, is generally considered to have advocated as morally right the pursuit of the greatest happiness for the greatest number – although the Utilitarian philosophy is actually much more based on selfishness than this – something to which we will return later.
Recommended publications
  • Chapter 11. Fire Alarms and Democratic Accountability Charles M. Cameron and Sanford C. Gordon
    Chapter 11. Fire Alarms and Democratic Accountability Charles M. Cameron and Sanford C. Gordon 1 Introduction Accountability is a situation that prevails in any relationship between a principal and agent in which the latter takes some action for which she may be \held to account" { that is, made to answer for those actions under a system of rewards and sanctions administered by the former. In a democratic setting, the electorate are the principals and public officials the agents; rewards and sanctions the loss or retention of the benefits, privileges, and powers of office-holding. Absent electoral accountability, citizens must fall back on the benevolence of their rulers or just plain luck. History shows these are weak reeds indeed. Thus, the accountability (or unaccountability) of elected officials to voters is a key component of any comprehensive theory of democratic governance. Electoral accountability faces huge obstacles in practice. One of the most pernicious is the problem of asymmetric information: while knowing what politicians are up to is surely a critical ingredient of holding incumbent officeholders to account, for most voters, becoming and remaining informed about whether elected officials are actually meeting their obligations can be tedious, time- consuming and difficult. How many citizens have the leisure to research the voting record of their member of Congress, for instance? And even then, outside of a few specific areas, how many have the knowledge to assess whether a given legislative enactment actually improved their welfare, all things considered? A lack of transparency about actions and the obscurity between means and ends can render nominal accountability completely moot in practice.1 In the face of prohibitive information costs, a simple intuition is the following: any mechanism that lowers informational costs for voters ought to enhance electoral accountability.
    [Show full text]
  • Why AWS for Gxp Regulated Workloads? an Executive Summary
    Why AWS for GxP regulated workloads? An executive summary Move, or build, GxP workloads in the cloud with help from the AWS Life Sciences Practice The AWS life sciences practice and dedicated GxP experts help biopharma and medical device companies build new, or move, regulated workloads to the cloud. Organizations can achieve higher productivity, increased operational resilience, greater agility, improved transparency and traceability, and a lower TCO1 and carbon footprint on AWS2 compared to on-premises systems. AWS offers a secure cloud platform for automating compliance processes and providing enhanced management related to running your GxP workloads. Some of the biggest enterprises and innovative startups in life sciences have moved, or built new GxP systems on the AWS Cloud. Decades of expertise in the life sciences space enable us to help you move away from on-premises regulatory paradigms as your trusted advisor to becoming regulated cloud native. Evidence of success: Evidence of success: AWS customers AWS partners Moderna power their R&D and manufacturing Aizon use AWS to enable real-time visibility and environments on AWS to accelerate the development predictive insights that address GxP compliance. of mRNA therapeutics and vaccines. Idorsia house 90% of IT operations on AWS, including Core Informatics developed a platform on AWS that GxP compliant virtual data centers, giving them 75% enables GxP-validated applications in the cloud for cost savings compared to physical data centers its customers. Bristol Myers Squibb use AWS to create consistent, Tracelink choose AWS to support its life science scalable, and repeatable process to streamline cloud solution to meet customer compliance needs.
    [Show full text]
  • Religion, Ethics, and Poetics in a Tamil Literary Tradition
    Tacit Tirukku#a#: Religion, Ethics, and Poetics in a Tamil Literary Tradition The Harvard community has made this article openly available. Please share how this access benefits you. Your story matters Citation Smith, Jason William. 2020. Tacit Tirukku#a#: Religion, Ethics, and Poetics in a Tamil Literary Tradition. Doctoral dissertation, Harvard Divinity School. Citable link https://nrs.harvard.edu/URN-3:HUL.INSTREPOS:37364524 Terms of Use This article was downloaded from Harvard University’s DASH repository, and is made available under the terms and conditions applicable to Other Posted Material, as set forth at http:// nrs.harvard.edu/urn-3:HUL.InstRepos:dash.current.terms-of- use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
    [Show full text]
  • Top Managers' Environmental Values, Leadership, and Stakeholder
    Iowa State University Capstones, Theses and Graduate Theses and Dissertations Dissertations 2016 Top managers’ environmental values, leadership, and stakeholder engagement in promoting environmental sustainability in the restaurant Yoon Jung Jang Iowa State University Follow this and additional works at: https://lib.dr.iastate.edu/etd Part of the Business Administration, Management, and Operations Commons, Management Sciences and Quantitative Methods Commons, and the Natural Resources Management and Policy Commons Recommended Citation Jang, Yoon Jung, "Top managers’ environmental values, leadership, and stakeholder engagement in promoting environmental sustainability in the restaurant" (2016). Graduate Theses and Dissertations. 15940. https://lib.dr.iastate.edu/etd/15940 This Dissertation is brought to you for free and open access by the Iowa State University Capstones, Theses and Dissertations at Iowa State University Digital Repository. It has been accepted for inclusion in Graduate Theses and Dissertations by an authorized administrator of Iowa State University Digital Repository. For more information, please contact [email protected]. Top managers’ environmental values, leadership, and stakeholder engagement in promoting environmental sustainability in the restaurant by Yoon Jung Jang A dissertation submitted to the graduate faculty in partial fulfillment of the requirements for the degree of DOCTOR OF PHILOSOPHY Major: Hospitality Management Program of Study Committee: Tianshu Zheng, Co-major Professor Robert Bosselman, Co-major
    [Show full text]
  • Social Harmonism; Human Rights Under Functional Government [By
    I'll I SOCIAL HARMONISM Human Rights Under Functional Government HOLMES W. MERTON PUBLISHED BY HOLMES W. MERTON New York City Generated for deveneyjp (University of Chicago) on 2015-12-16 13:39 GMT / http://hdl.handle.net/2027/hvd.hxpifl / GMT 13:39 2015-12-16 on Chicago) of (University deveneyjp for Generated http://www.hathitrust.org/access_use#pd-google / Google-digitized Domain, Public CANCCLLLD FROM BAKER LIBRARY 5366 \ Copyright. 1914 International Copyright. 1914 By Holmes W. Merton Generated for deveneyjp (University of Chicago) on 2015-12-16 13:39 GMT / http://hdl.handle.net/2027/hvd.hxpifl / GMT 13:39 2015-12-16 on Chicago) of (University deveneyjp for Generated http://www.hathitrust.org/access_use#pd-google / Google-digitized Domain, Public CONTENTS / PAGE Pbeliminabt Subvey 6 CONCERNING LIFE UNDER MIS-REPRESENTATIVE GOVERNMENT. The Criterion of Government 17 Progress and the Emotions 43 Mental Servitude 49 Concerning Majorities 63 Executives and the Judiciary 75 Vocation Representation 85 Ownership : Rent : Interest 91 CONCERNING LIFE UNDER REAL REPRESENTATIVE GOVERNMENT. Functional Representation Ill Department op Science— The Law of Logic 125 Department of Industry— The Law of Industry 141 Department of Wealth — The Law of Ownership 167 Department of Arts— The Law of Perception 191 Department of Letters —The Law of Memory 205 Department of Culture— The Law of Progress 21 7 Department of Marriage — The Law of Sexality 229 Department of Familism —The Law of Parentity 245 Department of Home — The Law of Bodily Wants 257 Department
    [Show full text]
  • Social Accounting: a Practical Guide for Small-Scale Community Organisations
    Social Accounting: A Practical Guide for Small-Scale Community Organisations Social Accounting: A Practical Guide for Small Community Organisations and Enterprises Jenny Cameron Carly Gardner Jessica Veenhuyzen Centre for Urban and Regional Studies, The University of Newcastle, Australia. Version 2, July 2010 This page is intentionally blank for double-sided printing. Table of Contents INTRODUCTION……………………………………………………………………..1 How this Guide Came About……………………………………………………2 WHAT IS SOCIAL ACCOUNTING?………………………………………………..3 Benefits.………………………………………………………………………....3 Challenges.……………………………………………………………………....4 THE STEPS………………………………………...…………………………………..5 Step 1: Scoping………………………………….………………………………6 Step 2: Accounting………………………………………………………………7 Step 3: Reporting and Responding…………………….……………………….14 APPLICATION I: THE BEANSTALK ORGANIC FOOD…………………….…16 APPLICATION II: FIG TREE COMMUNITY GARDEN…………………….…24 REFERENCES AND RESOURCES…………………………………...……………33 Acknowledgements We would like to thank The Beanstalk Organic Food and Fig Tree Community Garden for being such willing participants in this project. We particularly acknowledge the invaluable contribution of Rhyall Gordon and Katrina Hartwig from Beanstalk, and Craig Manhood and Bill Roberston from Fig Tree. Thanks also to Jo Barraket from the The Australian Centre of Philanthropy and Nonprofit Studies, Queensland University of Technology, and Gianni Zappalà and Lisa Waldron from the Westpac Foundation for their encouragement and for providing an opportunity for Jenny and Rhyall to present a draft version at the joint QUT and Westpac Foundation Social Evaluation Workshop in June 2010. Thanks to the participants for their feedback. Finally, thanks to John Pearce for introducing us to Social Accounting and Audit, and for providing encouragement and feedback on a draft version. While we have adopted the framework and approach to suit the context of small and primarily volunteer-based community organisations and enterprises, we hope that we have remained true to the intentions of Social Accounting and Audit.
    [Show full text]
  • Corporate Sustainability Plan
    CORPORATE SUSTAINABILITY PLAN October 24, 2011 CITY OF CAMBRIDGE CORPORATE SUSTAINABILITY PLAN OCTOBER 2011 WELCOME LETTER AND ACKNOWLEDGMENTS Welcome to a new style of planning and decision making at the Corporation of the City of Cambridge. We are a Corporation that embraces the four pillars of sustainability: cultural, economic, environmental and social. Our first Corporate Sustainability Plan (CSP) represents an opportunity to integrate the four pillars of sustainability into our day-to-day work and our long term planning. This Plan builds on a wide range of initiatives, plans and programs that the City offers our residents. From valued recreation programming to ongoing maintenance of our storm water management system, the City manages a host of programs. As other cities in Ontario, we recognize that these plans and programs require dedicated, ongoing operational and maintenance funding. As such, we have developed a Plan for our Corporation that sustainably addresses our existing commitments through our Master Plans and Strategic Plans. A three year action plan is included in this document as well as a number of tools that our staff will use to embed sustainability into our decision-making, budgeting and planning cycles. Thank you to our interested residents, Advisory Committee members and City staff who provided valuable input to strengthen this Plan. I encourage you to share additional ideas as we move forward together in an era of prudent, thoughtful planning and decision-making, We look forward to using this Plan as a guide, helping us to build on our community’s legacy of sustainability initiatives to create a strong, vibrant, and sustainable city for future generations.
    [Show full text]
  • Suggestions from Social Accountability International
    Suggestions from Social Accountability International (SAI) on the work agenda of the UN Working Group on Human Rights and Transnational Corporations and Other Business Enterprises Social Accountability International (SAI) is a non-governmental, international, multi-stakeholder organization dedicated to improving workplaces and communities by developing and implementing socially responsible standards. SAI recognizes the value of the UN Working Group’s mandate to promote respect for human rights by business of all sizes, as the implementation of core labour standards in company supply chains is central to SAI’s own work. SAI notes that the UN Working Group emphasizes in its invitation for proposals from relevant actors and stakeholders, the importance it places not only on promoting the Guiding Principles but also and especially on their effective implementation….resulting in improved outcomes . SAI would support this as key and, therefore, has teamed up with the Netherlands-based ICCO (Interchurch Organization for Development) to produce a Handbook on How To Respect Human Rights in the International Supply Chain to assist leading companies in the practical implementation of the Ruggie recommendations. SAI will also be offering classes and training to support use of the Handbook. SAI will target the Handbook not just at companies based in Western economies but also at those in emerging countries such as Brazil and India that have a growing influence on the world’s economy and whose burgeoning base of small and medium companies are moving forward in both readiness, capacity and interest in managing their impact on human rights. SAI has long term relationships working with businesses in India and Brazil, where national companies have earned SA8000 certification and where training has been provided on implementing human rights at work to numerous businesses of all sizes.
    [Show full text]
  • From Corporate Responsibility to Corporate Accountability
    Hastings Business Law Journal Volume 16 Number 1 Winter 2020 Article 3 Winter 2020 From Corporate Responsibility to Corporate Accountability Min Yan Daoning Zhang Follow this and additional works at: https://repository.uchastings.edu/hastings_business_law_journal Part of the Business Organizations Law Commons Recommended Citation Min Yan and Daoning Zhang, From Corporate Responsibility to Corporate Accountability, 16 Hastings Bus. L.J. 43 (2020). Available at: https://repository.uchastings.edu/hastings_business_law_journal/vol16/iss1/3 This Article is brought to you for free and open access by the Law Journals at UC Hastings Scholarship Repository. It has been accepted for inclusion in Hastings Business Law Journal by an authorized editor of UC Hastings Scholarship Repository. For more information, please contact [email protected]. 2 - YAN _ZHANG - V9 - KC - 10.27.19.DOCX (DO NOT DELETE) 11/15/2019 11:11 AM From Corporate Responsibility to Corporate Accountability Min Yan* and Daoning Zhang** I. INTRODUCTION The concept of corporate responsibility or corporate social responsibility (“CSR”) keeps evolving since it appeared. The emphasis was first placed on business people’s social conscience rather than on the company itself, which was well reflected by Howard Bowen’s landmark book, Social Responsibilities of the Businessman.1 Then CSR was defined as responsibilities to society, which extends beyond economic and legal obligations by corporations.2 Since then, corporate responsibility is thought to begin where the law ends. 3 In other words, the concept of social responsibility largely excludes legal obedience from the concept of social responsibility. An analysis of 37 of the most used definitions of CSR also shows “voluntary” as one of the most common dimensions.4 Put differently, corporate responsibility reflects the belief that corporations have duties beyond generating profits for their shareholders.
    [Show full text]
  • Corporate Governance and Responsibility Foundations of Market Integrity
    CORPORATE GOVERNANCE Spotlight OECD principles Corporate governance and responsibility Foundations of market integrity Bill Witherell, Head, OECD Directorate for Financial, Fiscal and Enterprise Affairs © Getty Images Good governance goes he recent spate of US corporate investment assessments followed by a sharp beyond common sense. It is failures and breakdowns in truthful market correction that spelt the end for a key part of the contract Taccounting has undermined people’s thousands of high-tech wannabes. Still, it is faith in financial reporting, corporate difficult to disentangle the negative effects that underpins economic leadership, and the integrity of markets the these two parallel developments have had on growth in a market economy world over. The fact that the wave of the confidence of investors. scandals has come hot on the heels of a and public faith in that collapse in the high-tech bubble has a sharp With the bursting of the high-tech bubble, system. The OECD ironic flavour. Both events have their roots in share values were written down and venture Principles of Corporate the heady days of stock market exuberance, capitalists took a bruising, as did many when anything was possible, from creating shareholders. That is the downside of Governance and Guidelines multibillion dollar companies with little committing resources to investments with a for Multinational more than an idea, an investment angel and high risk/high reward profile. But in the cases Enterprises are two a lot of faith, to believing that markets would of corporate misbehaviour, the public, buy any yarn a group of fast-talking employees and pensioners were deliberately essential instruments for executives could spin, even if to cover up misled.
    [Show full text]
  • Corporate Behaviour
    CORPORATE BEHAVIOUR Sustainability Focus Report 2016 As a major international company in a controversial sector, we are focused on creating shared value for our business and society, while continuing to work to address the health impacts of our products. A strategic approach to sustainability Our sustainability agenda focuses on the three key areas which have the greatest significance to our business and our stakeholders. Harm Sustainable Corporate Reduction Agriculture and Behaviour We are committed Farmer Livelihoods We are committed to researching, We are committed to operating to the developing and to working to enable highest standards of commercialising less prosperous livelihoods corporate conduct risky alternatives to for all farmers who and transparency. regular cigarettes. supply our tobacco leaf. Performance across all three areas can be found in our annual Sustainability Summary report. In addition, we periodically produce individual focus reports on each area. At the end of 2014, we published two reports covering Harm Reduction and Sustainable Agriculture and Farmer Livelihoods. This 2016 report covers Corporate Behaviour which underpins every area of our business. In this report 02 MARKETING RESPONSIBLY 03 CONTRIBUTING TO COMMUNITIES 04 STRENGTHENING OUR APPROACH TO HUMAN RIGHTS 06 PROMOTING STANDARDS FOR VAPOUR PRODUCTS 08 SAFEGUARDING OUR PEOPLE 09 COLLABORATING TO TACKLE THE ILLEGAL TOBACCO TRADE 10 REDUCING OUR ENVIRONMENTAL IMPACTS 12 UPHOLDING HIGH STANDARDS OF CORPORATE GOVERNANCE www.bat.com/sustainability OPERATING TO THE HIGHEST STANDARDS OF CORPORATE CONDUCT Sustainability is one of the key pillars of This is reflected through the many industry-leading our Group strategy and I see it as crucial practices we have in place, such as our approaches to our long-term success.
    [Show full text]
  • CSR in LEO Pharma - Focus Areas 2013-2016
    – Corporate Social Responsibility Report — we help people achieve healthy skin Environment & Safety People & Health Compliance & Ethics Partnerships & Collaboration Corporate Social Responsibility (CSR) LEO Pharma CSR Report 2014 – Corporate Social Responsibility Report LEO Pharma in brief Founded in 1908 Headquarters in Denmark Offering care solutions to patients in more than 4,800 employees 100 Present in countries 61 countries with Owned by the LEO employees LEO Foundation Therapeutic areas Psoriasis Actinic keratosis Skin infections Eczema Acne Thrombosis Other areas of care Page – 2 Contents 5 Statement from the President & CEO 6 The commitment of LEO Pharma 7 LEO CSR Strategy 8 LEO Corporate Social Responsibility (CSR) Policy 9 CSR in LEO Pharma - Focus areas 2013-2016 10 Environment & Safety 14 People & Health 18 Compliance & Ethics 22 Partnerships & Collaboration 26 Appendix: Focus areas, goals and milestones 2013-2016 30 Glossary 31 LEO values 31 Contact This report represents LEO Pharma’s compliance with Section 99a and 99b of the Danish Financial Statements Act Page – 3 – Corporate Social Responsibility Report LEO mission We help people achieve healthy skin LEO vision We are the preferred dermatology care partner improving people’s lives around the world Page – 4 Statement from the President & CEO Dear stakeholders, Our mission in LEO Pharma is to help people achieve healthy skin and in 2014 we have helped 48 million patients. LEO Pharma is committed to changing the impact skin diseases have on people’s lives. In 2014, the WHO resolution on psoriasis was adopted, recognising psoriasis as a chronic and disabling disease – a significant step for patients worldwide – which LEO Pharma We help people achieve supports.
    [Show full text]