This document discusses sustainable business practices and provides case studies of how sustainability is measured in the hotel and restaurant industries. It begins by defining sustainability and discussing frameworks like the triple bottom line. It then examines how Marriott International uses tools like LEED certification to measure sustainability metrics across its properties to reduce environmental impacts. The document also looks at a case study on sustainability issues and guidelines in the food service industry. Key areas discussed include food sourcing, waste reduction, energy/water efficiency, and community involvement. The conclusion reiterates that measuring current sustainability performance allows companies to identify areas for further enhancing sustainable business strategies.
business environment first sem m.com calicut universityJAMSHAD KVM
This document provides an introduction to the business environment and its key concepts. It defines business environment as the combination of internal and external factors that influence a company's operations. It discusses the characteristics of the business environment such as being complex, dynamic, uncertain and relative. The significance of understanding the business environment for a business is explained. Environmental analysis and its stages including scanning, monitoring, forecasting and assessment are described. SWOT analysis is introduced as an important tool for business environment analysis. Finally, the internal and external components of the business environment are outlined.
Sugarcane Company’s performance has remained to be one of the challenging facts in the growing companies in Kenya today. The delays in harvesting operations are attributed to uncoordinated and unpredictable harvesting and transport schedules; and inefficiencies in mill operations. Therefore, the main aim of the study is to determine the influence of Sustainability Management Systems CSR on firm performance of selected sugarcane companies in Kenya. The study is guided by Corporate Social Performance Theory. This study used ex- post facto research design. Ex- post facto research design determines and reports the way things are. The target population was 528 employees. This study therefore sampled 228 respondents. Purposive sampling technique was used to select 10 managers, 24 supervisors, 38 accountants and 156 clerks from the 7 sugarcane companies because they have specific information concerning the effects of corporate social responsibility practice on firm performance of selected sugarcane companies in Kenya. Pilot study was done in order to test for validity and reliability of the research tools. The pilot study was done in Trans-Mara Sugar Company found in rift Valley region of Kenya. For inferential statistics, correlation and multiple regression was used for comparative analysis between frequencies of corporate social responsibility practice on firm performance. The study findings indicated that sustainability management systems have an effect on firm performance. The government will use this study in establishing policies that would ensure improvement in firm performance of sugarcane processing firms among other firms in Kenya. The study recommends that the companies should encourage sustainability management systems since sustainable management systems is an important mechanism for improving corporate sustainability performance. It can generate business value through measurement and management of sustainability risks and opportunities. The study recommends further researchers to study on corporate social responsibility strategy and financial performance of firms in Kenya which the study didn’t cover.
Trade has expanded across the globe rapidly since the 1970s, obscuring and lengthening supply chains. At the same time, the drive for further growth in developing and mature economies has intensified commercialization and resource pressure.
Managers can no longer afford to ignore the crescendo of demands for transparency and social responsibility that have ensued, led by the sustainability movement. Those that grapple with this issue are overwhelmed by the complexity and depth generated by the need to manage problems previously viewed as irrelevant to business or outside
its direct control.
The transparency expected from sustainable
businesses entails rigorous definitions of where a supply chain begins and ends, and clarity on how its environmental and social
impacts are measured.
A sustainable business also has to
redefine the values at its heart. Standards play a crucial role in this new world. They focus on motivating management to develop more sustainable processes, products and services. They inform purchasing decisions by giving customers confidence that their suppliers have attained benchmark levels of sustainability. And finally, they play a crucial,
fundamental role in encouraging innovation.
This document discusses the growing importance of sustainability for businesses and the role that CFOs and finance professionals can play in leading sustainability efforts. It outlines key aspects of sustainability including the environmental, social and economic impacts of business activities. The document argues that embracing sustainability can help businesses enhance competitiveness, strengthen financial performance, attract talent and gain competitive advantages. It provides an overview of sustainability reporting frameworks and standards that can help companies integrate sustainability into strategic planning and decision-making.
This document provides lecture notes on green business management. It discusses key concepts like the definition of green business, corporate sustainability strategies, and challenges and opportunities of implementing sustainable business practices. Some highlights include:
1. A green business aims to have minimal negative environmental or social impacts while striving for profit. It incorporates sustainability into decisions and supplies eco-friendly products.
2. Corporate sustainability strategies can include innovation, collaboration, process improvement, and sustainability reporting. Goals are incorporated into missions to take advantage of opportunities while mitigating risks.
3. Implementing sustainability comes with challenges like transitioning business models but also opportunities like attracting talent and customers who demand green products. Leading green businesses are taking advantage of
The business case for environmental sustainability: embedding long-term strat...Ken Dooley
ABSTRACT Current environmental demands, such as the need to meet governmental climate change adaptation targets or to avoid future resource scarcities have created a business opportunity for firms that eschew business as usual and adopt ambitious environmentally focused systemic innovations. This article aims to present a clear business case for corporate environmental sustainability in order to increase investments in this area. The core focus is on the tangible economic benefits that can be realised through environmental strategies such as risk reduction and efficiency gains. The aim is to show that sustainability can be an opportunity rather than an obligation and that not only can environmental and economic performance be optimised simultaneously but that economic performance can be optimised through environmental strategies. It is expected that this approach shall increase competitive advantage while supporting climate change mitigation. The article also highlights the current drivers that provide motivation for environmental performance improvement such as global trends towards resource efficiency and the exposure to long term environmental risks. Sustainability is a multidimensional subject that involves a diverse range of operational processes and it is argued that a greater portion of sustainability resources should be invested in ambitious environmentally focused systemic innovations. This will enable sustainability to be strategically integrated into the core business practices. Embedded sustainability is the term used to describe a high level of sustainability integration.
In today's world, where consumers are increasingly conscious of the impact their choices have on the planet and society, brands are recognizing the importance of integrating sustainability and ethical practices into their core values. This shift is driven by a growing awareness of environmental challenges, social inequalities, and a desire to support brands that align with personal values
By Brandon Boze, Margarita Krivitski, David F. Larcker, Brian Tayan, and Eva Zlotnicka
Stanford Closer Look Series
May 23, 2019
Recently, there has been debate among corporate managers, board of directors, and institutional investors around how best to incorporate ESG (environmental, social, and governance) factors into strategic and investment decision-making processes. In this Closer Look, we examine a framework informed by the experience of ValueAct Capital and include case examples.
We ask:
• What is the investment horizon prevalent among most companies today?
• Do companies miss long-term opportunities because of a focus on short-term costs?
• How many companies have an opportunity to profitably invest in ESG solutions?
• What factors determine whether a company can profitably invest in ESG solutions?
• Can investors earn competitive risk-adjusted returns through ESG investments?
• If so, how widespread is this opportunity?
business environment first sem m.com calicut universityJAMSHAD KVM
This document provides an introduction to the business environment and its key concepts. It defines business environment as the combination of internal and external factors that influence a company's operations. It discusses the characteristics of the business environment such as being complex, dynamic, uncertain and relative. The significance of understanding the business environment for a business is explained. Environmental analysis and its stages including scanning, monitoring, forecasting and assessment are described. SWOT analysis is introduced as an important tool for business environment analysis. Finally, the internal and external components of the business environment are outlined.
Sugarcane Company’s performance has remained to be one of the challenging facts in the growing companies in Kenya today. The delays in harvesting operations are attributed to uncoordinated and unpredictable harvesting and transport schedules; and inefficiencies in mill operations. Therefore, the main aim of the study is to determine the influence of Sustainability Management Systems CSR on firm performance of selected sugarcane companies in Kenya. The study is guided by Corporate Social Performance Theory. This study used ex- post facto research design. Ex- post facto research design determines and reports the way things are. The target population was 528 employees. This study therefore sampled 228 respondents. Purposive sampling technique was used to select 10 managers, 24 supervisors, 38 accountants and 156 clerks from the 7 sugarcane companies because they have specific information concerning the effects of corporate social responsibility practice on firm performance of selected sugarcane companies in Kenya. Pilot study was done in order to test for validity and reliability of the research tools. The pilot study was done in Trans-Mara Sugar Company found in rift Valley region of Kenya. For inferential statistics, correlation and multiple regression was used for comparative analysis between frequencies of corporate social responsibility practice on firm performance. The study findings indicated that sustainability management systems have an effect on firm performance. The government will use this study in establishing policies that would ensure improvement in firm performance of sugarcane processing firms among other firms in Kenya. The study recommends that the companies should encourage sustainability management systems since sustainable management systems is an important mechanism for improving corporate sustainability performance. It can generate business value through measurement and management of sustainability risks and opportunities. The study recommends further researchers to study on corporate social responsibility strategy and financial performance of firms in Kenya which the study didn’t cover.
Trade has expanded across the globe rapidly since the 1970s, obscuring and lengthening supply chains. At the same time, the drive for further growth in developing and mature economies has intensified commercialization and resource pressure.
Managers can no longer afford to ignore the crescendo of demands for transparency and social responsibility that have ensued, led by the sustainability movement. Those that grapple with this issue are overwhelmed by the complexity and depth generated by the need to manage problems previously viewed as irrelevant to business or outside
its direct control.
The transparency expected from sustainable
businesses entails rigorous definitions of where a supply chain begins and ends, and clarity on how its environmental and social
impacts are measured.
A sustainable business also has to
redefine the values at its heart. Standards play a crucial role in this new world. They focus on motivating management to develop more sustainable processes, products and services. They inform purchasing decisions by giving customers confidence that their suppliers have attained benchmark levels of sustainability. And finally, they play a crucial,
fundamental role in encouraging innovation.
This document discusses the growing importance of sustainability for businesses and the role that CFOs and finance professionals can play in leading sustainability efforts. It outlines key aspects of sustainability including the environmental, social and economic impacts of business activities. The document argues that embracing sustainability can help businesses enhance competitiveness, strengthen financial performance, attract talent and gain competitive advantages. It provides an overview of sustainability reporting frameworks and standards that can help companies integrate sustainability into strategic planning and decision-making.
This document provides lecture notes on green business management. It discusses key concepts like the definition of green business, corporate sustainability strategies, and challenges and opportunities of implementing sustainable business practices. Some highlights include:
1. A green business aims to have minimal negative environmental or social impacts while striving for profit. It incorporates sustainability into decisions and supplies eco-friendly products.
2. Corporate sustainability strategies can include innovation, collaboration, process improvement, and sustainability reporting. Goals are incorporated into missions to take advantage of opportunities while mitigating risks.
3. Implementing sustainability comes with challenges like transitioning business models but also opportunities like attracting talent and customers who demand green products. Leading green businesses are taking advantage of
The business case for environmental sustainability: embedding long-term strat...Ken Dooley
ABSTRACT Current environmental demands, such as the need to meet governmental climate change adaptation targets or to avoid future resource scarcities have created a business opportunity for firms that eschew business as usual and adopt ambitious environmentally focused systemic innovations. This article aims to present a clear business case for corporate environmental sustainability in order to increase investments in this area. The core focus is on the tangible economic benefits that can be realised through environmental strategies such as risk reduction and efficiency gains. The aim is to show that sustainability can be an opportunity rather than an obligation and that not only can environmental and economic performance be optimised simultaneously but that economic performance can be optimised through environmental strategies. It is expected that this approach shall increase competitive advantage while supporting climate change mitigation. The article also highlights the current drivers that provide motivation for environmental performance improvement such as global trends towards resource efficiency and the exposure to long term environmental risks. Sustainability is a multidimensional subject that involves a diverse range of operational processes and it is argued that a greater portion of sustainability resources should be invested in ambitious environmentally focused systemic innovations. This will enable sustainability to be strategically integrated into the core business practices. Embedded sustainability is the term used to describe a high level of sustainability integration.
In today's world, where consumers are increasingly conscious of the impact their choices have on the planet and society, brands are recognizing the importance of integrating sustainability and ethical practices into their core values. This shift is driven by a growing awareness of environmental challenges, social inequalities, and a desire to support brands that align with personal values
By Brandon Boze, Margarita Krivitski, David F. Larcker, Brian Tayan, and Eva Zlotnicka
Stanford Closer Look Series
May 23, 2019
Recently, there has been debate among corporate managers, board of directors, and institutional investors around how best to incorporate ESG (environmental, social, and governance) factors into strategic and investment decision-making processes. In this Closer Look, we examine a framework informed by the experience of ValueAct Capital and include case examples.
We ask:
• What is the investment horizon prevalent among most companies today?
• Do companies miss long-term opportunities because of a focus on short-term costs?
• How many companies have an opportunity to profitably invest in ESG solutions?
• What factors determine whether a company can profitably invest in ESG solutions?
• Can investors earn competitive risk-adjusted returns through ESG investments?
• If so, how widespread is this opportunity?
What's The Difference Between Climate Risk And Carbon Accounting?thebulkcart
In the world of sustainable business, there are several key terms and concepts that are important to understand. Two of these terms are climate risk and carbon accounting. While they may sound similar, they actually refer to different aspects of sustainability and play distinct roles in the evaluation and management of environmental impact.
https://www.thebulkcart.com
Heineken uses a Product-Service System (PSS) business model that is product-oriented and focused on creating value. The company's sustainability program called "Brewing a Better World" integrates sustainability into its strategy. This includes making the supply chain more sustainable by helping suppliers, especially in Africa, become more efficient and adopt practices like new seed varieties. It also focuses on reducing resources used in brewing like water, CO2 emissions, and electricity through initiatives like its Total Productive Maintenance Program. While Heineken works to build sustainable supplier relationships, it could better communicate and market these efforts to increase visibility and trust with stakeholders.
This document discusses how sustainability can drive innovation in products, processes, and services. It provides a framework for organizations to achieve parallel goals of sustainability and innovation. The framework involves cultural change, setting sustainability goals, managing the supply chain, conducting portfolio and product development with sustainability in mind, providing transparency of sustainability metrics, and using new tools. Examples are given of companies innovating products and processes to be more sustainable. Overall, the framework aims to balance environmental, social, and financial aspects to create long term sustainability.
A Literature And Practice Review To Develop Sustainable Business Model Archet...Kimberly Pulley
The document reviews literature and business practices to develop archetypes for sustainable business models. It identifies eight archetypes through analyzing examples of mechanisms that contribute to business model innovation for sustainability. The archetypes are intended to provide a common language to accelerate the development of sustainable business models in research and practice. They are: 1) Maximizing material and energy efficiency, 2) Creating value from "waste", 3) Substituting processes with renewables and natural processes, 4) Delivering functionality rather than ownership, 5) Adopting a stewardship role, 6) Encouraging sufficiency, 7) Re-purposing the business for society/environment, and 8) Developing scale-up solutions.
This document discusses Amundi's engagement with companies on managing coal use in the electricity generation sector. It provides context on the energy transition away from coal and regulatory drivers like the EU's Industrial Emissions Directive. Amundi selected companies in the utilities sector with significant coal exposure to have discussions around improving their coal policies and environmental practices. The engagement considers the different constraints companies face based on their geographic footprint and regulatory environments. Amundi aims to support companies in going beyond minimum regulations and adopting best practices to reduce their coal exposure and limit pollution from coal-fired power plants.
Qantas is recognized as a sustainability leader by key indices. They disclose their corporate social responsibility activities in annual reviews and follow standards like the Global Reporting Initiative framework to increase transparency and credibility of reporting. Qantas reports on initiatives like aircraft weight reduction to reduce fuel burn and emissions. They aim to fully disclose relevant indicators to make their CSR reporting more comprehensive.
Business strategies for sustainable developmentrynbouc
The document discusses strategies for businesses to adopt sustainable development practices. It defines sustainable development as meeting the needs of a business and its stakeholders today while also protecting resources for future generations. The document outlines steps businesses can take to integrate sustainable development into their management systems, including performing a stakeholder analysis, setting policies and objectives, and enhancing reporting and decision-making processes. The overall message is that sustainable business practices make good business sense and will provide competitive advantages by earning community support and adapting to environmental and social trends.
This document introduces the Value Driver Model as a tool for companies to communicate the business value of sustainability to investors. The model focuses on measuring the impact of sustainability on three key value drivers: 1) Sustainability-advantaged growth (S/G), which measures revenue from sustainable products/services. 2) Sustainability-driven productivity (S/P), which measures cost savings from sustainability initiatives. 3) Sustainability-related risk management (S/R), which measures performance on sustainability risks. The goal is to quantify how sustainable business strategies impact financial results like revenues and costs. Case studies show some companies already using this approach successfully.
The document provides an analysis of the strategic plan of Deliveroo, an online food delivery platform. It begins with an introduction to Deliveroo and its mission. It then analyzes Deliveroo's internal and external environments. Internally, it uses the VRIO framework to examine Deliveroo's resources and capabilities. Externally, it performs a PESTLE analysis to identify political, economic, social, technological, legal, and environmental factors impacting Deliveroo. It evaluates the effectiveness of Deliveroo's current strategic plan and provides recommendations, such as continuous monitoring, data-driven decision making, and focusing on talent development. The analysis concludes Deliveroo is well-positioned to be a leader in
This document discusses business strategies for sustainable development. It defines sustainable development as adopting business strategies that meet current needs while protecting resources for future generations. This requires integrating sustainability into business planning and metrics. The document also notes that while sustainability is important for businesses and society, it is a complex concept without simple or universal definitions. Overall businesses are increasingly recognizing sustainability issues as important opportunities and challenges to consider in their strategies.
This document is a dissertation analyzing the legal measures taken in the UK to implement corporate social responsibility. It discusses business concepts advocating responsible corporate governance and introduces the duties of UK directors as chief decision makers. Section 172 of the UK Companies Act codified pre-existing law on directors' duties. The dissertation will evaluate British Petroleum following the 2010 oil spill to illustrate stakeholders' rights under section 172 and determine if the law is effective. It concludes that section 172 symbolically places stakeholder rights but this may help CSR become compulsory for businesses.
The document discusses the role of governments in promoting corporate sustainability. It argues that sustainable enterprises create economic, social and environmental value while avoiding damage. The document outlines the economic benefits of sustainability for companies, including competitive advantages. It also discusses key roles for governments as vision setters, leaders by example, facilitators and regulators. The document analyzes policy levers governments can use, such as regulations, economic incentives and education, to advance sustainable corporate practices.
Governance and Ethics - Project Response - Jaineet KaurJaineet Kaur
This document provides an overview of Novo Nordisk A/S and its corporate governance culture. It discusses Novo Nordisk's governance structure which includes a two-tier board with oversight and management boards. The company emphasizes social responsibility and sustainability through its commitment to stakeholders, investments in life sciences research, and providing healthcare access. Novo Nordisk adopts a triple bottom line approach and aims to be accountable for its financial, environmental and social performance. Overall, the document examines how Novo Nordisk implements strong corporate governance and ethics into its business practices.
Materiality Matrices in the Environmental, Social and Governance ContextAI Publications
This document discusses materiality matrices in environmental, social, and governance (ESG) reporting. It defines materiality and explains how materiality matrices are used to identify the most important ESG issues to companies and stakeholders. The document also reviews different frameworks for assessing materiality, such as the Global Reporting Initiative and Sustainability Accounting Standards Board. It emphasizes that materiality matrices can help companies optimize their sustainability strategies by prioritizing the ESG issues most relevant to their business and value chain.
Corporate social responsibility (CSR) involves businesses operating responsibly by considering how their actions affect various stakeholders and society. Madventurer provides community development expeditions that allow companies to engage in CSR through employee volunteering. Volunteering is an important part of CSR as it gives employees the opportunity to directly help those in need while strengthening the positive impact of a company's donations.
Corporate social responsibility (CSR) refers to steps companies take to monitor and ensure their compliance with ethical standards and societal expectations. The goal of CSR is for businesses to have a positive impact on the environment, communities, and stakeholders through their activities. CSR involves integrating public interest considerations into corporate decision-making and upholding a "triple bottom line" of people, planet, and profit. While CSR can benefit companies through risk management and brand differentiation, some critics argue it distracts from the economic role of business or is merely for public relations purposes.
What's The Difference Between Climate Risk And Carbon Accounting?thebulkcart
In the world of sustainable business, there are several key terms and concepts that are important to understand. Two of these terms are climate risk and carbon accounting. While they may sound similar, they actually refer to different aspects of sustainability and play distinct roles in the evaluation and management of environmental impact.
https://www.thebulkcart.com
Heineken uses a Product-Service System (PSS) business model that is product-oriented and focused on creating value. The company's sustainability program called "Brewing a Better World" integrates sustainability into its strategy. This includes making the supply chain more sustainable by helping suppliers, especially in Africa, become more efficient and adopt practices like new seed varieties. It also focuses on reducing resources used in brewing like water, CO2 emissions, and electricity through initiatives like its Total Productive Maintenance Program. While Heineken works to build sustainable supplier relationships, it could better communicate and market these efforts to increase visibility and trust with stakeholders.
This document discusses how sustainability can drive innovation in products, processes, and services. It provides a framework for organizations to achieve parallel goals of sustainability and innovation. The framework involves cultural change, setting sustainability goals, managing the supply chain, conducting portfolio and product development with sustainability in mind, providing transparency of sustainability metrics, and using new tools. Examples are given of companies innovating products and processes to be more sustainable. Overall, the framework aims to balance environmental, social, and financial aspects to create long term sustainability.
A Literature And Practice Review To Develop Sustainable Business Model Archet...Kimberly Pulley
The document reviews literature and business practices to develop archetypes for sustainable business models. It identifies eight archetypes through analyzing examples of mechanisms that contribute to business model innovation for sustainability. The archetypes are intended to provide a common language to accelerate the development of sustainable business models in research and practice. They are: 1) Maximizing material and energy efficiency, 2) Creating value from "waste", 3) Substituting processes with renewables and natural processes, 4) Delivering functionality rather than ownership, 5) Adopting a stewardship role, 6) Encouraging sufficiency, 7) Re-purposing the business for society/environment, and 8) Developing scale-up solutions.
This document discusses Amundi's engagement with companies on managing coal use in the electricity generation sector. It provides context on the energy transition away from coal and regulatory drivers like the EU's Industrial Emissions Directive. Amundi selected companies in the utilities sector with significant coal exposure to have discussions around improving their coal policies and environmental practices. The engagement considers the different constraints companies face based on their geographic footprint and regulatory environments. Amundi aims to support companies in going beyond minimum regulations and adopting best practices to reduce their coal exposure and limit pollution from coal-fired power plants.
Qantas is recognized as a sustainability leader by key indices. They disclose their corporate social responsibility activities in annual reviews and follow standards like the Global Reporting Initiative framework to increase transparency and credibility of reporting. Qantas reports on initiatives like aircraft weight reduction to reduce fuel burn and emissions. They aim to fully disclose relevant indicators to make their CSR reporting more comprehensive.
Business strategies for sustainable developmentrynbouc
The document discusses strategies for businesses to adopt sustainable development practices. It defines sustainable development as meeting the needs of a business and its stakeholders today while also protecting resources for future generations. The document outlines steps businesses can take to integrate sustainable development into their management systems, including performing a stakeholder analysis, setting policies and objectives, and enhancing reporting and decision-making processes. The overall message is that sustainable business practices make good business sense and will provide competitive advantages by earning community support and adapting to environmental and social trends.
This document introduces the Value Driver Model as a tool for companies to communicate the business value of sustainability to investors. The model focuses on measuring the impact of sustainability on three key value drivers: 1) Sustainability-advantaged growth (S/G), which measures revenue from sustainable products/services. 2) Sustainability-driven productivity (S/P), which measures cost savings from sustainability initiatives. 3) Sustainability-related risk management (S/R), which measures performance on sustainability risks. The goal is to quantify how sustainable business strategies impact financial results like revenues and costs. Case studies show some companies already using this approach successfully.
The document provides an analysis of the strategic plan of Deliveroo, an online food delivery platform. It begins with an introduction to Deliveroo and its mission. It then analyzes Deliveroo's internal and external environments. Internally, it uses the VRIO framework to examine Deliveroo's resources and capabilities. Externally, it performs a PESTLE analysis to identify political, economic, social, technological, legal, and environmental factors impacting Deliveroo. It evaluates the effectiveness of Deliveroo's current strategic plan and provides recommendations, such as continuous monitoring, data-driven decision making, and focusing on talent development. The analysis concludes Deliveroo is well-positioned to be a leader in
This document discusses business strategies for sustainable development. It defines sustainable development as adopting business strategies that meet current needs while protecting resources for future generations. This requires integrating sustainability into business planning and metrics. The document also notes that while sustainability is important for businesses and society, it is a complex concept without simple or universal definitions. Overall businesses are increasingly recognizing sustainability issues as important opportunities and challenges to consider in their strategies.
This document is a dissertation analyzing the legal measures taken in the UK to implement corporate social responsibility. It discusses business concepts advocating responsible corporate governance and introduces the duties of UK directors as chief decision makers. Section 172 of the UK Companies Act codified pre-existing law on directors' duties. The dissertation will evaluate British Petroleum following the 2010 oil spill to illustrate stakeholders' rights under section 172 and determine if the law is effective. It concludes that section 172 symbolically places stakeholder rights but this may help CSR become compulsory for businesses.
The document discusses the role of governments in promoting corporate sustainability. It argues that sustainable enterprises create economic, social and environmental value while avoiding damage. The document outlines the economic benefits of sustainability for companies, including competitive advantages. It also discusses key roles for governments as vision setters, leaders by example, facilitators and regulators. The document analyzes policy levers governments can use, such as regulations, economic incentives and education, to advance sustainable corporate practices.
Governance and Ethics - Project Response - Jaineet KaurJaineet Kaur
This document provides an overview of Novo Nordisk A/S and its corporate governance culture. It discusses Novo Nordisk's governance structure which includes a two-tier board with oversight and management boards. The company emphasizes social responsibility and sustainability through its commitment to stakeholders, investments in life sciences research, and providing healthcare access. Novo Nordisk adopts a triple bottom line approach and aims to be accountable for its financial, environmental and social performance. Overall, the document examines how Novo Nordisk implements strong corporate governance and ethics into its business practices.
Materiality Matrices in the Environmental, Social and Governance ContextAI Publications
This document discusses materiality matrices in environmental, social, and governance (ESG) reporting. It defines materiality and explains how materiality matrices are used to identify the most important ESG issues to companies and stakeholders. The document also reviews different frameworks for assessing materiality, such as the Global Reporting Initiative and Sustainability Accounting Standards Board. It emphasizes that materiality matrices can help companies optimize their sustainability strategies by prioritizing the ESG issues most relevant to their business and value chain.
Corporate social responsibility (CSR) involves businesses operating responsibly by considering how their actions affect various stakeholders and society. Madventurer provides community development expeditions that allow companies to engage in CSR through employee volunteering. Volunteering is an important part of CSR as it gives employees the opportunity to directly help those in need while strengthening the positive impact of a company's donations.
Corporate social responsibility (CSR) refers to steps companies take to monitor and ensure their compliance with ethical standards and societal expectations. The goal of CSR is for businesses to have a positive impact on the environment, communities, and stakeholders through their activities. CSR involves integrating public interest considerations into corporate decision-making and upholding a "triple bottom line" of people, planet, and profit. While CSR can benefit companies through risk management and brand differentiation, some critics argue it distracts from the economic role of business or is merely for public relations purposes.
This document provides an abstract for a research study analyzing the impact of workforce diversity and employee performance in UK restaurants. The study has three objectives: 1) deepen understanding of workforce diversity, employee performance, and their impact; 2) analyze the correlation between diversity and performance through factors like ethnicity, gender, age, and education; 3) propose recommendations to manage diversity and enhance performance. The study used a quantitative methodology with surveys of 200 UK restaurant employees. Analysis found age and education diversity positively correlated with performance, while ethnicity and gender diversity were not.
This document provides a marketing plan for introducing the Trung Nguyen café instant coffee brand into the Singapore market. It analyzes the coffee market and consumer demographics in Singapore, noting a large population that drinks coffee regularly. The plan aims to capture 10% market share by 2018 by providing high-quality instant coffee. Trung Nguyen will leverage its reputation for quality from Vietnam and use franchising to distribute the product. The marketing strategy discusses the G7 instant coffee product, packaging, competitive pricing, widespread distribution channels, and promotional activities like advertising and public relations.
The document presents marketing plans for exporting two Vietnamese food brands to different countries. The first plan is for exporting Pho 24 instant noodle to Australia. Pho 24 is a famous Vietnamese noodle chain with over 80 stores worldwide. The plan analyzes the Australian market, identifies target customer groups, and outlines marketing strategies around product, pricing, placement and promotion. The second plan is for exporting Trung Nguyen's G7 instant coffee brand to Singapore. Trung Nguyen is Vietnam's largest domestic coffee brand, exporting to over 60 countries. Both plans aim to leverage the brands' popularity in Vietnam to expand internationally.
The document provides instructions for a group assignment on valuing a public company. It specifies that groups will consist of 2-3 students who must choose a company from a listed exchange to analyze. Each student must submit a 1-page individual contribution along with a team agreement form. The valuation report should be 10-20 pages and include an executive summary, company history/industry analysis, financial analysis, chosen valuation model and inputs, valuation, conclusion, and references. It provides formatting guidelines and states the final report will be graded as a group while individual contributions will also be assessed.
The project manager must develop SMART objectives focused on completing the construction project on time and on budget while meeting client needs. Key challenges include scheduling changes that impact timing, requiring updates to the project plan. A RACI chart should clarify roles, and assumptions and risks must be reassessed due to new timelines. Lessons learned should focus on how lean project principles like limiting waste and valuing customer satisfaction could improve future project management.
This document discusses potential risks faced by Rolls-Royce in its international supply chain performance. It identifies three main risks: supply risks related to relationships with suppliers and material costs; operational risks regarding inventory management and complex production processes; and demand risks from variable customer demands and delays in delivery. The document recommends addressing supply risks through an online supplier network and e-procurement. It suggests simplifying inventory management and production through an integrated online platform. And it proposes increasing flexibility through investment in design and technology to handle demand risks.
The document provides an analysis of the marketing policies and strategies of AP Eagers Limited, an automotive retail group in Australia. It conducts an environmental analysis using PEST factors and performs a situational analysis using SWOT. It also does a competitive analysis using Porter's Five Forces model and evaluates AP Eagers' product portfolio using BCG matrix analysis. Key recommendations include creating a strong brand message to differentiate AP Eagers and transforming dealerships into brand identities. It also recommends focusing marketing efforts on new vehicle models.
This document analyzes factors that affect individual stock investment decisions in Vietnam. It aims to deepen the understanding of influencing factors, identify relationships between investment decisions and factors like education level, psychology, attitudes, risk tolerance, finances, and market information, and provide recommendations for companies. The study uses a quantitative survey methodology, collecting data through questionnaires from a sample of 200 individual investors. The findings indicate that education level, psychology, and attitudes influence investment decisions, while risk tolerance, finances, and market information do not.
This research aims to analyze the impact of workforce diversity and employee performance in restaurants in the UK. There are three objectives: 1) deepen understanding of workforce diversity, employee performance, and their impact; 2) analyze the correlation between four diversity factors (ethnicity, gender, age, education level) and employee performance; and 3) propose recommendations to manage diversity and enhance performance. The study uses a quantitative survey method with a sample of 200 restaurant employees in the UK. Results indicate ethnicity and gender diversity do not impact performance, but age and education level diversity positively correlate with performance.
The document provides an overview of key developments in the hospitality industry and evaluates Accor's strategies in response. It discusses how technological advances like online booking and social media have increased convenience for travelers and pressure on hospitality firms to adapt. It also mentions the growing focus on sustainable practices. The document then evaluates how Accor has leveraged technology through initiatives like a mobile app to improve the customer experience and has made sustainable development a strategic priority.
This document provides a project plan for launching a new product line called MYMY by the fashion brand Phuong My in Singapore and Vietnam. The project objectives are to attract new customers and build the brand image. Key deliverables include market research, defining the product concept and marketing mix, merchandising preparation, marketing implementation, staff training, and establishing distribution channels. The project will be completed over 6 months with a budget of $100,000. A work breakdown structure and time-phased cost estimation are provided to support project execution.
Burberry is a luxury British fashion brand seeking to improve its digital marketing. A situational analysis identified strengths in supply chain management and reputation for British design, but weaknesses in price affordability and limited products. Opportunities exist in technology advances and online markets, but threats include economic challenges lowering consumer purchasing power and strong competition from other luxury brands. The report recommends objectives of improving online sales, followers, and reducing traditional marketing costs through actions like website and social media improvements.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
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1. 1
Table of Contents
Introduction...................................................................................................................................................1
Discussion.....................................................................................................................................................1
Conclusion ....................................................................................................................................................4
References.....................................................................................................................................................5
Introduction
In the settings of our world as contemporarily, it would be little doubted that the issue of
sustainable business has become increasingly concerned amongst not only industry players but
also other stakeholders those are fundamentally critical to the success of the business, including
government, customers, investors, employees, host community, to name just a few. In fact, the
concept of sustainability is no longer unfamiliar to both academic and practical fields up to
current. Rather, it was as early as 1980s that the issue of sustainable development has become
prominent and continued to prove its validity in today context. (Carroll, 2015) Bearing this in
mind, the essay is carried out for the purpose of bringing into view what could be deployed by
companies nowadays in an attempt to evaluate the current level of sustainability and formulate
strategy for enhancing sustainability of their business accordingly. In particular, case studies
regarding how sustainability measurement is conducted in hotel business as well as restaurant
one are given as salient illustration for the discussion in the scope of this writing.
Discussion
To commence, brief insights into the determination of sustainable business are mentioned as a
starting point for the essay. By way of definition, the concept of sustainability, or sustainable
development, could be broadly defined as the capability of meeting current needs without
sacrificing the possibility of future generations to meet their needs as well as aspiration (Perez &
2. 2
Bosque, 2014). As indicated by Corroll (2015), this so-called concept could be related to a rather
renowned theoretical framework named Tripple Bottom Line, which majorly refers to
companies’ capability of balancing between the profitability of the business and two other
unconventional bottom lines known as people and planet account, so that the sustainable aspect
of the business could be fulfilled. In other words, as could be implied from the framework, for a
business to be sustainable, companies are supposed to take into account both ecological and
social impacts of their operation activities, rather than being solely profit-oriented. Also
according to this author, the idea of sustainability shares similarity with such other
complementary frameworks as corporate social responsibility, business ethics, stakeholder
management, and corporate citizenship as well. From another perspective, according to Aksak et
al. (2015), the pursuit of sustainable business could be primarily taken as a form of moral
obligation to the society performed by the companies. Moreover, the integration of sustainable
practices in business operation activities could be indeed considered as a source of competitive
advantage that enables the firm to be at an advantageous position in the run for market leadership
with other industry players in the long term. That is to say, the pursuit of sustainability is indeed
an effective strategic move that allows firms to reinforce their positive corporate image as well
as reputation in the eye of stakeholders, especially government, local community, customer and
employee, and the like. Accordingly, more and more firms nowadays are declaring their
willingness to pursuit sustainable growth as well as engagement in integrating sustainable
practices into their daily-basis business operation activities. (Kadlubek, 2015) On the ground of
insights into the concept of sustainability as above, the following discussions in this writing is
bringing into view how the current level of sustainability is measured and used as inputs for
formulating strategy concerning sustainable development of the organisation in the future to
come, with examples from hotel business and food-serving industry.
As indicated in advance, the very first case study taken into analysis on the scale of this topic
review is an example of Marriott International Inc., one amongst leading firms in global
hospitality industry. Founded in 1927 as a family-owned business, Marriott has attained a
phenomenal growth to a flagship in the lodging sector with over 4,200 properties locating in
approximately 80 countries and territories up to this moment. Equally remarkably, the firm has
been well known to the world as one amongst the best organisations to work for as well as one of
the most ethical companies globally. In fact, the pursuit of sustainability has long been taken as
3. 3
virtually at the heart of company’s strategy that could be illustrated by the core values defining
Marriott’s corporate culture as well as shaping its strategic initiatives, in which the firm commit
itself to put people first, pursuit excellence, embrace change, behave with integrity and serve the
world. (Marriott, n.d.a) Concerning Marriott’s approaches to measure sustainability aspect in the
operation of its each and every property under the ownership or management of the brand, the
adoption of LEED Volume Program could be taken as a vivid example to be considered. In
general, the Leading in Energy and Environmental Design, or LEED in other words, is in fact a
green building certification system that is internationally recognized. The LEED system was
developed by the US Green Building Council aiming to provide the third-party verification that a
property was designed and constructed in an environmentally friendly manner. That is to say, for
a property to be certified as a LEED hotel, requirements regarding such sustainable metrics as
reduction of water and energy consumption as well as carbon dioxide emission, efficiency of
resource usage along with enhanced in-the-house environmental quality, to name just a few, are
expected to be met. (Marriott, 2011) By the year 2005, Marriott was recognized as the very first
US hotel group to engage in designing and constructing green hotels in accordance to LEED
certification system. Up to current, Marriott has possessed more than 100 LEED-registered and
around 30 LEED-certified properties, which could be sufficient to prove the firm’s engagement
in the pursuit of green hotel establishment as well as sustainable business. In 2011, the LEED
Volume Programme developed by Marriott, which aims at providing a prototype for green hotel,
has enabled its certified properties to reduce to 25% in water and energy consumption and
allowed initial investment to be recovered within two to six years. In addition to the employment
of LEED certification, auditing tools including EEAP (Energy and Environmental Action Plans)
together with database as well as monitoring system also play a critical role in enabling Marriott
to track and put under control their level of sustainability, and monitor improvement against the
fulfilment of sustainability related goals. (Marriott, n.d.b)
In addition to an example from lodging sector, a case study from the food serving industry is also
brought into discussion regarding the appraisal on how sustainable the business currently is.
LaRose (2010) has conducted a report on the issue of sustainability in businesses of serving food.
Specifically, the author has identified major issues regarding sustainable practices in the field of
food service. On that basis, suggested guideline for cementing responsibility of the business is
further provided, including possible course of actions for reducing the amount of waste released
4. 4
to the external environment, improving cost efficiency meanwhile consolidating product quality
together with customer satisfaction and loyalty. As for the author, there are four fundamental
areas which are the most reflective in terms of current situation of the company regarding its
sustainable aspect of business. These include food sourcing, waste reducing, energy and water
efficiency & construction of building, and last but not least is the involvement of community and
other stakeholders. In other words, these dimensions are supposed to be closely tracked, assessed
as well as monitored so as to identify points where possible improvement in terms of
sustainability could be made. For instance, it is primarily crucial for those competing in the
industry to be capable of controlling the sources of inputs so that issues relating to food safety
and quality could be avoided. Accordingly, the shift to using local and organic suppliers would
also worth considering as a way to improve food quality as well as customer satisfaction,
meanwhile supporting the growth of local business, which indirectly contributes to the economic
development of local community and improve the sustainable aspect of the business accordingly.
Likewise, controlling over the level of energy efficiency, water consumption, building
construction, waste disposed to the environment as well as participation of community into the
business could present food service providers with opportunity to figure out where sustainable
practice could be integrated so that the overall sustainability of the business could be improved
as a whole.
Conclusion
By way of conclusion, the topic review was conducted with an aim to study insights into how
firms could measure its level of sustainability, and shape the strategic direction for further
enhancement of sustainable business in the future to come accordingly. With examples from
lodging business as well as from food service sector, the writing is hopefully sufficient to
demonstrate possible course of actions employed by organisations in reality.
5. 5
References
Aksak, O., Ferguson, M. and Duman, S. (2015). Corporate social responsibility and CSR fit as
predictors of corporate reputation: A global perspective. Public Relations Review, n.p.
Carroll, A. A. (2015). Corporate social responsibility: The centerpiece of competing and
complementary frameworks. Organizational Dynamics, 44, 87-96.
Kadlubek, M. (2015). The essence of corporate social responsibility and the performance of
selected company. Procedia - Social and Behavioral Sciences, 213, 509-515.
LaRose, J. (2010). Sustainability in Businesses That Serve Food. [pdf] Available at:
http://www.sustainlv.org/wp-content/uploads/Sustainability-in-Businesses-That-Serve-Food.pdf
[Accessed 12 February 2016]
Marriott (2011). Marriott LEED®s the Way to Green Hotels. [online] Available at:
http://news.marriott.com/2011/09/marriott-leeds-the-way-to-green-hotels-company-leads-
industry-with-three-brands-pre-certified-leed.html [Accessed 12 February 2016]
Marriott (n.d.a). About Marriott International – Find your world. [online] Available at:
http://www.marriott.com/marriott/aboutmarriott.mi [Accessed 12 February 2016]
Marriott (n.d.b). Environment. [online] Available: http://www.marriott.com/corporate-social-
responsibility/corporate-environmental-responsibility.mi [Accessed 12 February 2016]
Perez, A. and Bosque, I. (2014). Sustainable development and stakeholder relations
management: Exploring sustainability reporting in the hospitality industry from a SD-SRM
approach. International Journal of Hospitality Management. 42, pp.174-187.
6. 6
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