Corporate Social Responsibilities:



Kellogg has a good history of corporate social responsibility which is growing to meet the expectations of todays business world. This includes:



> Investing money into people



> Investing in and enriching our communities.



> Encouraging employee volunteerism.



> Protecting our environment.
> Selling nutritious products and advocating healthy lifestyles.
> Acting with integrity and adhering to the highest ethical standards.
> Promoting diversity in our work force and partnering with diverse suppliers.
> Ensuring a safe, healthy workplace.

CSR report for Aga

http://www.agarangemaster.com/SiteImages/Site_301/Pdf/2009_CSR_Report.pdf

CSR Report for Aga

In this annual CSR report, we highlight some of the areas of innovation and product stewardship which will help ensure we continue to enhance the sustainability of our business and our products. We also summarise our key CSR policies, describe our management processes and quantify our performance.

Each year we consider and, where appropriate, set new targets and strategies to reflect the risks and opportunities of our premium brand consumer goods focussed business.

We are emphasising quality management systems and engaging further with customers, prospective customers and other stakeholders as we improve our customer

relationship management programmes.

Product sustainability

AGA Rangemaster has a number of world leading product positions. As we anticipate and respond to changing consumer demand and regulatory requirements we work to harness the latest technologies to enhance the sustainability of our products - in manufacture, in use and at the end of their life.

In summary our product sustainability strategy is as follows:

• In manufacture, we design our products to minimise the amount of energy, materials and other resources required for production.

• In use we design for maximum product utility and service life whilst minimising the amount of energy and other resources consumed whilst the product is in use.

• When the product reaches the end of its useful life our designers seek to maximise the proportion of the product and its components which can be reused, recycled or recovered.

Many of our products have a life of over 25 years and with the introduction of programmability into most of our range of cast iron models, we aim to offer options

to improve energy management within the home and to further extend product life.

Since Autumn 2009 we have been offering retrofits and upgrades which will help customers enhance the sustainability of our products in service. This could further extend life in the field and help reduce energy consumption and carbon emissions.

CSR management structure

William McGrath, Chief Executive, is responsible for CSR and reports to the Board on all CSR related matters. He is supported by Paul Tonks, Group HR Director and

CSR Coordinator and by the executive management committee. The management of each operation has responsibility for CSR and is accountable to the Chief Executive for all CSR matters. In addition, there are designated health, safety and environmental and human resources personnel at our operating units who assist in ensuring the Group’s policies and practices are implemented locally and that performance is monitored

Paul Tonks Group HR Director and CSR coordinator commented “During the year we have undertaken CSR/compliance audits at all production sites and we are developing a continuous improvement system – planning, monitoring and improving our performance. This is valued by employees and management alike and we would not be able to deliver continuous improvement without their hard work and commitment. During 2010, we plan to create and introduce a bespoke audit programme for our retail operations”.

Buger King PLC

Burger king has social responsibilities in terms of its food, employees, the environment and in relation to the government.
The ways in which it takes responsibility for the food it produces include the following objectives the company places importance on:

1. 
   We provide detailed nutrition information to our guests so they can make informed choices.
   
2. Our HAVE IT YOUR WAY® brand promise lets our consumers customize their menu choices to meet their individual diets and lifestyles.
   
3. Nutrition, quality, value and taste are all important attributes that can help our guests and their children make choices that promote healthy living. Our product innovation teams are constantly working with our trained chefs and nutritionist to develop new menu options that provide a choice of great tasting food while meeting our guests’ nutritional needs.

In terms of its employees, they claim they keep a culture that is Bold, Accountable, Empowering and Fun. These aspects have their own objectives set against them as such:

1. 
   Bold represents our determination to approach every situation with dynamic, innovative thinking.
   
2. Accountable means that we embrace the responsibility we have as a public company to deliver value for our shareholders and for our franchisees and to provide great service and products to our restaurant guests.
   
3. Empowered says that we vest individuals with the power and control to achieve their goals whether that person is our colleague, our franchisee, our supplier or our restaurant guest.
   
4. And Fun exclaims that we work as a team and strive to make every BURGER KING® worldwide – more than 11,800 restaurants, our field teams and our Restaurant Support Centers – a place where people love coming to work every day.

Burger King are continually researching and developing ways to make changes that will be positive on the environment. They are researching ways to deliver consistent policies and practices across all of our operations globally. Some of their current actions are as follows.

1. 
   We have begun holding BURGER KING® Green Sessions for employees, members of our supply chain and key third-party partners who understand BKC operations best and who are passionate about making a difference.
   
2. We know that recycling and waste management are two of our biggest environmental challenges. We are continually working with suppliers to find ways we can reduce, reuse and recycle.
   
3. Globally, BKC has committed to purchase beef from suppliers that source only beef that has been raised in environmentally responsible ways. As a result, none of our beef comes from recently deforested tropical rainforests.

The link to this site is http://www.bk.com/en/us/company-info/corporate-responsibility/environment.html

Ross McKee

Shell CSR Report

From Alex Isidro:

Shell’s Role:
Populations are growing and economies are developing. The global demand for energy will continue to increase. And finding responsible ways to meet that demand will be the defining challenge of the 21st century.
We’re continuing to invest in the development of alternative sources of energy – but also in finding the most efficient and responsible ways of obtaining energy from fossil fuels, which still account for the vast majority of the world’s energy supply.

Marks and Spencer CSR Report

From Danny Burford:

Marks and Spencer’s CSR report highlights
Plan A
Climate Change:
• Marks and Spencer have committed to make their operations in the UK and the Republic of Ireland Carbon neutral.
• They Advise customers and suppliers to be more Carbon Neutral.
• The Clothes that are bought at Marks and Spencer’s can now be washed at 30 degrees, this way it saves CO2 emissions.
• Delivery Vehicles now include a teardrop trailer as well as electrical and diesel hybrid vehicles.

Tesco CSR Report

From Justine Morris:

Tesco - Corporate responsibility Report
1. Environment
• Aim to become a zero carbon company by 2050
• Reduce emissions in our supply chain by 30% by 2020

2. Communities
• We want our community programmes to feel local in the different cultures and countries where we operate, while benefiting from our international experience


3. Buying and selling our products responsibly
• We need to find ways to help our suppliers deliver progress on difficult issues, such as labour standards, which may be outside our direct control

4. Healthy choices
• to find the right messages which encourages customers to eat more healthily and drive sustained behaviour change, especially in difficult economic times

5. Our people
• Continue to make great progress, we can still do more to ensure women are better represented at senior levels wherever we operate
• Developing more local leaders in each country remains a key priority, and we need to make sure we build on our work and success to date

http://cr2010.tescoplc.com/

L'Oreal CSR Report

From Sunny Ricketts:

L’Oreal– CSR Report (2007/08)
Facts and Figures

- 25 Global Brands (Including: Redken, Garniier, Maybelline, Lancome, Giorgio Armani, Diesel, Ralph Lauren, and They Body Shop).
- 63,358 employees
- In over 130 countries
- 17,063 million in consolidated Euros
- 4.7 billion units manufactured annually
- 560 million Euros in ‘Research and Development’

QUOTE: “At the dawn of the 21st century, the world’s leading beauty company needs to be an authentic example in terms of sustainable development.”

L’Oreal’s Progress…

• They were rated as one of the 100 most sustainable companies in the world by Innovest and Corporate Knights in January 2008.
• They were named as one of the world’s most ethical companies by Ethisphere Magazine.
• They appointed a worldwide Director of Ethics and launched their new Code of Business Ethics.
• They signed up to the French Union of Advertisers’ (UDA) Charter on Responsible Communication to promote the positive impact of responsible corporate communication on society.
• They continued to reduce the amount of waste, CO2 emissions and water used, despite our growth.They also joined the Carbon Disclosure Project’s Supply Chain Leadership programme to work with suppliers on measuring their carbon emissions.
• They committed to action on climate change by Signing up to the Bali Communiqué, which called for a United Nations framework to tackle climate change.
• They got a step closer to eliminating animal testing with the approval by the EU of the skin irritation test on our Episkin model, and by the creation of a complete reconstructed living skin model (RealSkin).
• Working together with their suppliers, they assessed 10% of our raw materials using our raw material Sustainability Assessment Framework.
• They set up a Natural and Organic Centre of Excellence to develop products, and integrated six raw materials resulting from fair trade into our portfolio.
• Over 1,400 managers attended a two-day trainingcourse on diversity during 2007.
• CSR Europe, the leading European business network for CSR, identified our Observatories of Diversity and Social Cohesion as good practice.



L’Oreal’s Targets…
In 2008, they plan to continue their progress, with targetsincluding:
• Reducing our total CO2 emissions by 2%, and reducing waste by 5%,
• Sourcing all paper and board used in packaging from sustainably managed forests, ideally FSC-certified.
Recognition
L’Oréal’s sustainable development initiatives were widely recognised during 2007:

• Innovest and Corporate Knights rated L’Oréal as one of the 100 most sustainable companies in the world (January 2008).
• They were named as one of the world’s most ethical companies by Ethisphere Magazine.
• They were ranked by Merrill Lynch as a carbon leader.
• They continue to be members of the FTSE4Good, ASPI Eurozone and Ethibelsustainability indices.

Between 2003 and 2007 L’Oreal cut their energy use by -17%.

Carlsberg CSR Report

From Ed Hall:

Carlsberg CSR Report

http://www.carlsberggroup.com/csr/Pages/default.aspx

A Global Strategy:

A diverse company, operating in more than 150 countries. The Carlsberg Group takes a Global approach: working together on a global level develops our strategic approach but acknowledges the local diversity within our operations. Our local CSR champions ensure that our strategy is suited to local circumstances. Our local companies operate their own initiatives, for example Safety, Health and Environment (SHE) days in the UK.

The Organisation:

At the heart of the implementation our CSR approach are our CSR champions. They fall into two broad categories:

Country CSR champions feed into Group policy development and report to the CSR Unit on performance and progress within their operating country. They identify issues that are relevant locally and to implement the Group CSR framework in a way that suits local CSR needs and priorities.

Group CSR champions are linked to business functions rather than operating countries and feed back to the CSR unit on function-level CSR issues. Group champions feed in to the Group strategy and are responsible for awareness and communication within their functions.

Employees:

Engaging with our employees helps us to identify areas for improvement and improves our overall performance in CSR. Also dependent on our employees drive to meet our CSR objectives over time. We have experience huge growth in recent years, and are committed to creating and consolidating safe workplaces. We are convinced that every employee has a part to play in continuously reducing our H&S level of risks and we know that involvement of everyone is a key to succeed. We implement our Health and Safety policy for our employees.

Partnerships:

We joined Refrigerants, which is an initiative is recognized as a "Partnership for Sustainable Development" by the UN Commission on Sustainable Development. W joined this as we are committed to combat climate change and ozone layer depletion by substituting point-of-sale coolers that contain harmful fluorinated refrigerant gases, such as CFCs, HCFCs and HFCs, with ones that contain natural refrigerants.

Ed Hall

Morrisons CSR Report

our vision is to be the food specialist for everyone and our 134,000 colleagues work hard to deliver freshness, value and service to over 10 million weekly customers. with 425 stores, we are the uk's fourth largest retailer, as well as a top five uk food proucer.
Targets

• reduce emmisions by 30% by 2020
• zero landfill waste by 2013
• deliver sector leading training
• surpport the developmentof fresh food
• to be the leading suporter of british farming

Staff

• 100,000 colleagues will be trained with a national qualidication by 2011
• 30% of senior managers to have startedon the shop floor
• 1 million training days for staff

Society

• raised 1.8 million for cancer research
• 22,500 registered for lets grow
• donate a minimum of 1million to there charity of the year

The Produce

• 100% free range eggs on there own brand
• 100% british beef pork and chicken

Audi CSR Report

website for the full report can be found below: http://www.audi.com/etc/medialib/ngw/company/investor_relations/pdf/finanzberichte/annual_report_2009.Par.0017.File.pdf/audi_gb_2009_en.pdf

focussing very much on the product quality as the market they are in has high competition from other car makers such as Mercedes and BMW so they have to offer a USP differentiating them

they created an Audi Environmental Foundation which planted over 36000 oak trees to mark the occasion in a forest that had been destroyed, and works closely with environmental scientists to see which plants are the most beneficial in terms of absorbing carbon (thus reducing more emissions) becoming a more economical company and world. to do this they have gone with 6 strategies to work by so it is most effective - diversification such as the teams having special individual qualities, seeing the crisis as an opportunity - people are having to do things about the situation - with need comes progress, partnerships - working together gives more strength to tackle the problem financially and socially, the courage to fill a niche - to invent new processes and designs through innovation to 'fill' the gap, success through adaptation - by changing their products to suit the current environment that we live in so not only we are benefited but so is the area around us, and the sustainable use of materials - effective production and the notion of ordering only what you will use thus becoming more environmental and economical saving money for everyone. or as they put it, evolution to adapt to the circumstances we are in.

investing in newer technology - all electric car (the concept Audi E-Tron has been made) but it is unlikely to be coming soon however, it wont be the only project audi is undertaking.

it is involved in other community functions - the Audi Youth Choir has been created and offer opportunities to people such as education and training and even sponsors.

to improve efficiency, the company opened new processing plants and new production targets and new services for the employees to use.

McDonald's CSR Report:

Information and the full report can be found at: http://www.aboutmcdonalds.com/mcd/csr/report/overview.-RightParaContentTout-43872-ReportsLinkList-28982-File1.tmp/mcd052_2009report_v6.pdf

CEO: Jim skinner.

Living our values – Actions speak louder than words

We place the customer at the core of everything we do

We are committed to our people

We believe in the McDonald’s System

We operate our business ethically

We are committed to communities

We grow our business profitably

We strive to continually improve

How McDonald’s brings values to the table

THE THREE-LEGGED STOOL: MCDONALD’S BUSINESS MODEL

• Franchisees – own and operate the majority of our restaurants
• Suppliers – provide food and packaging
• Company employees – support and deliver restaurant operations around the world

MCDONALD’S FRANCHISEES - IN PURSUIT OF CONTINUOUS CUSTOMER SATISFACTION

RESTAURANT OPERATIONS IMPROVEMENT PROCESS (ROIP)

“Our customers expect value and quality every time they visit us. By constantly working to make sure every aspect of a visit is a good one, we can increase customer loyalty.”

To help keep the business running smoothly on a day to day basis, McDonald's seeks help from many governing bodies:

Worldwide Corporate Relations Council – Guides and aligns on issue positions, approaches and communications across McDonald’s System related to social & environmental issues

Corporate Social Responsibility Department –Provides corporate staff leadership, coordination and support for our global corporate social responsibility policies, programs and reporting

Quality Systems Board – QA directors in each of our major geographic sectors and senior-level supply chain and food safety specialists lead the development and execution of worldwide food quality strategies, including food safety.

Sustainable Supply Steering Committee – Guides the development of the strategies and tools necessary to accomplish McDonald’s vision of a sustainable supply system

Global Environmental Council – Identifies global strategic environmental priorities and acts as a forum for best practice sharing on local environmental initiatives and programs

MCDONALD’S VALUES

We place the customer experience at the core of all we do

We are committed to our people

We believe in the McDonald’s System

We operate our business ethically

We give back to our communities

We grow our business profitably

We strive continually to improve

Environmental responsibility

Energy conservation

Sustainable packaging and waste management

Green building design

McDonalds Key Goals:

SUSTAINABLE SUPPLY CHAIN

1. Educate and communicate with our supply system about sustainability
2. Develop a comprehensive global forestry policy that will apply to all products we purchase
3. Measure environmental impacts in our supply chain
4. Further rollout our global forestry standards for consumer packaging, exanding into other Areas of the World, specifically the U.S. and Asia Pacific, Middle East and Africa (APMEA)).
5. Continue to integrate environmental considerations into our packaging design through rollout of our global packaging scorecard into our nine largest markets.

NUTRITION & WELL-BEING

1. Accelerate and expand food and beverage choices for kids
2. Continue to enhance children’s well-being through programs and initiatives that provide “fun with a purpose”
3. Continue to provide useful nutrition information in ways most relevant to today’s consumers

ENVIRONMENTAL RESPONSIBILITY

1. Continue to find ways to maximize energy efficiency in our restaurants
2. Increase best practice sharing within our system to enhance the transfer and scaling of the most efficient and innovative initiatives

EMPLOYMENT EXPERIENCE

1. Increase number of Hamburger University certified restaurant managers
2. Continue to enhance our employment value proposition to drive employee engagement
3. Continue to integrate McDonald’s values into key people programs, from hiring, to training, to career development

COMMUNITY

1. Facilitate and encourage volunteer activities through an online management tool
2. Increase financial and volunteer support to Ronald McDonald House Charities (RMHC) through communication outreach
3. Continue to increase awareness of RMHC and its core programs

KFC CSR REPORT

KFC

THE COMMUNITY

The KFC Colonel's Scholars Program is looking for high school seniors with entrepreneurial drive, strong perseverance, demonstrated financial need, and who want to pursue a college education at an accredited public institution in the state they reside.

Students selected for this scholarship are eligible to receive up to $20,000 to complete a bachelor’s degree program.

SUPPLIER CODE

YUM! Brands, Inc. Yum is committed to conducting its business in an ethical, legal and socially responsible manner.

To encourage compliance with all legal requirements and ethical business practices, Yum has established this Supplier Code of Conduct for Yum's U.S. suppliers.

PACKAGING

“By 2011, KFC will reduce its use of foam by 62% and total plastic use by 17%.”

KFC is as committed to the environment as we are to our food and to our customers. they are proud of the steps they have taken so far to reduce their environmental footprint and are committed as a brand to do even more in the in future.

In 2010, KFC introduced fast food’s first reusable food container. We have also replaced our plastic plates with paper serving boxes

ANIMAL WELFARE

Yum Brands is the owner of restaurant companies and, as such, does not own, raise or transport animals. However, as a major purchaser of food products, they have the opportunity, and responsibility, to influence the way animals supplied to them and are treated.

They take that responsibility very seriously, and they are monitoring their suppliers on an ongoing basis to determine whether their suppliers are using humane procedures for caring for and handling animals they supply to KFC.

As a consequence, it is their goal to only deal with suppliers who promise to maintain their high standards and share their view on animal welfare.

In consultation with the Council, KFC has developed guidelines and audit programs for our suppliers in the broiler industry.

John Lewis CSR

John Lewis CSR Report 2010
• John Lewis is the longest lasting employee owned business in the UK
• Had a turnover of £7.4 billion in 2009 shared between 70000 of their permanent employees.
• The partnership believes that commercial success depended on showing the highest level of good citizenship in its behaviour within the community

Their Key issues;
• employing and retaining people of ability and integrity,
who support our business principles of honesty, respect
and encouragement
• engaging our Partners and customers as agents for change for
sustainable living
• dealing fairly with our suppliers and selling responsibly sourced,
quality products
• making a positive difference to the communities where we
do business
• responding and adapting to climate change
• minimising the impact of our built operations
• reducing waste generated by our operations and increasing the
• proportion of waste that can be used as a resource.
What they’ve achieved;
• Waitrose named UK’s most compassionate supermarket 2009/10.
• John Lewis achieved its target to sell 100% FSC-certified garden furniture.
• Charitable and community contributions of £7.9 million.
• The 10th anniversary of our Golden Jubilee Trust charity secondment scheme.
• Waitrose and John Lewis exceeding shop energy efficiency targets.
• Achieved BREEAM ‘Very Good’ rating and Considerate Constructors
Scheme ‘Beyond compliance’ performance at Waitrose Wellington.
• Reduced emissions from transport by 6.3% relative to £million sales since 2005/06.
• Activity mobilised through our Partners in Sport programme has supported 5,000 Partners via branch funding bids in the last 12 months and, to date, 160 Partners have been involved in coach training.

Sainsbury's CSR report

Sainsbury's csr report includes:
1. Promoting healthy lifestyles and healthy eating
- By continually making the customers favourite items more healthy
2. working with suppliers to ensure the sustainability of products
- By sourcing British porducts when they are in season, providing they meet quality expectations. Also by being the UK's largest retailer of fairtrade products and having a great deal of concern for animal welfare
3. Respect for the environment
- By reducing CO2 emmissions, reducing packaging and food waste and general waste
4.Making a posotive difference to the community
-By creating new jobs and supporting local communities
5. Making Sainsbury's a great place to work
- By providing job opportunities, porviding employees with qualifications and skills.


http://www.j-sainsbury.co.uk/cr/files/pdf/cr2010_reportpdf

CSR Reporting from Mr. Hughes (example)

Instructions: Each A2 student is to find a CSR report for a large company. Students should choose different companies. Your task is to research the Corporate Social Responisiblity of the company and summarise the main elements of their Corporate Social Responsibility.

Remember: these CSR reports are usually very detailed. We're not looking for copy and paste, just a quick summarisation.

Include the link to the business's CSR report.

You should post your summary of the report directly to this blog.

If you have problems uploading to the blog then email Mr. Hughes directly at rdh@cokethorpe.org.

Due date: Sunday 27 February 11:59 PM


Example: Nike by Mr. Hughes

Here is the link to the CSR report Nike:

http://www.nikebiz.com/crreport/



The main elements of Nike's CSR report include:
1. CSR Strategy
2. Workers and Factories
3. Environment
4. Communities
5. People and Culture
6. Public Policy and Advocacy

Some of the key elements from each section are:
1. CSR Strategy
-Moving toward sustainable business practices, bringing about systemic changes for workers in the footwear, apparrel and equipment industries, climate change, "let me play" or unleashing potential through sport.

2. Workers and Factories
Cut down excessive overtime, improve wages, improve 'freedom of association', increase training, workplace sampling of employees, promote multi-brand collaboration to improve the standard in factories.

(etc for different parts of report)

CSR Reporting- Major Food Retailers

Check out this site which highlights CSR reports for several of the big food retailers in the UK:

http://www.igd.com/index.asp?id=1&fid=1&sid=5&tid=127&cid=820

European Union- EU Laws which could affect businesses

In our lessons recently we've been talking about the kinds of EU laws which may affect UK businesses. Here are a few that I managed to look up after five minutes of research:

http://www.channel4.com/news/gliders-could-be-grounded-by-new-law

http://www.bbc.co.uk/news/business-12467858

http://www.ft.com/cms/s/0/76176956-384d-11e0-8257-00144feabdc0.html#axzz1E6k7ZhwU

HMV to close 60 stores as sales and shares slump

This looks very interesting and as were looking at HMV in detail i thought you may all want to read it.

http://www.bbc.co.uk/news/business-12117510