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Corporate Social Responsibility (CSR)

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  1. Executive summary
  2. History and development
  3. Drivers
    1. Ethical consumerism
    2. Globalization and market forces
    3. Social awareness and education
    4. Ethical training
    5. Stakeholder priorities
    6. Laws and regulation
  4. Approach: Coca Cola case study
    1. Company background
    2. Water use
    3. Water use total
    4. Water use ratio
    5. Investments for water resources
    6. Sustainable packaging
    7. Climate protection
  5. Criticism and concern
    1. Corporate purpose vs. social responsibility
    2. Sincerity and hypocrisy
  6. Management's job performance and CSR
    1. Risk management
    2. The STEP perspective on risk
    3. Human resources
    4. Brand differentiation
  7. Bibliography
  8. Appendices

The history of corporate social responsibility is as old as trade and business itself. Business-related operations, for example, along with laws to protect forests, can be traced back to almost 5,000 years ago. When we look at history, we can see that in Ancient Mesopotamia around 1700 BC, King Hammurabi created a code in which builders, innkeepers or farmers were put to death if their carelessness led to the deaths of others, or major problem to local citizens. In Ancient Rome, senators were complaining about the failure of businesses to help fund their military campaigns through taxes, whereas in 1622, shareholders in the Dutch East India Company were so irritated that they started issuing pamphlets protesting management confidentiality and self-interest.

During the industrialization, the impacts of business on society and the environment led to a new aspect. The ?corporate paternalists? of the late 19th and early 20th centuries made use of some of their affluence and means to support philanthropic ventures.

[...] Ethical Training Companies have begun to take a more targeted approach in their corporate social responsibility trainings and are aiming to help employees make ethical decisions when the answers are unclear. For many companies, ethical training is an important part of their strategy, since the needs exist in all geographic areas, across all subject areas, and for all kinds of people. At this point, companies can't afford some of the reputation risks and so are training workers accordingly by addressing these risks. [...]

[...] Because other businesses do not have the same water treatment standards, Coca-Cola has taken the imitative in creating internal standards, and partnering up with their associates to enforce such standards. Building on-site water treatment systems ensures that the water treatments meet the standards. As of today, eighty-five percent of Coke's facilities and partners are aligned with the company's internal wastewater standards, and hope that by the end of 2010 all of the remaining facilities join. Replenish, consists of replenishing water in communities and nature through a global network of local partnerships and projects. [...]

[...] (McKibben, 2009) Critics will say that consumers need to be able to put companies' contributions to corporate social responsibility in the context of marketing and image control. Just because a company is doing some good, does not mean that that company is a role model to be followed or given admiration. Management's Job Performance and CSR A manager's job performance is tied to the success of the company, and CSR is important for an organization's success for two primary reasons: To enhance its reputation as being morally bound to rectitude, a rational discretionary choice bringing in economic benefits, a means for boosting brand equity and sales, and to advance the organization's credibility and character in public policy battles and during the early stages of a crisis. [...]

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