...CORPORATE SOCIAL RESPONSIBILITY IN VIETNAM; A STUDY OF ITS IMPORTANCE BY PHAM THUY LY E0700048 i BACHELOR OF BUSINESS (ACCOUNTING) HONS HELP UNIVERSITY COLLEGE MARCH 2011 DECLARATION OF ORIGINALITY AND WORD COUNT I hereby declare that the graduation project is based on my original work except for quotations and citations which have been duly acknowledged. I also declare that it has not been previously or concurrently submitted for any other course/degree at Help University College or other institutions. The word count is 10,758 words. ii _____________________ Pham Thuy Ly 28 March, 2011 ACKNOWLEDGEMENT This project would not have been made possible without the assistance, support and encouragement of many people. I wish to take this opportunity to thank all the people who have helped me during the time of completing this study. I would like to express my deep gratitude to my supervisor Dr. Le Van Lien, International School, Vietnam National University Hanoi. He has kindly helped me and supported me all the way through. I also would like to express my thank to Ms. Sumathi and Ms. Shenba, Help University College, who initiated the project and give so much instruction and support. Additionally, I also would like to extend my special thanks to managers, accountants, my friends, and other people who have help me to carry out the survey. I want to thank them for all their support, interest and valuable hints. PHAM THUY LY iii CORPORATE SOCIAL RESPONSIBILITY IN VIETNAM;...
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...Corporate Social Responsibility The concept of corporate social responsibility (CSR) over time has expanded its influence to many enterprises and concerned organizations, required those must consider how their activities affect the surrounding society such as communities (human rights, labor issues,...), environmental protection,… World Business Council for Sustainable Development (WBCSD, 1999) as cited in Wong & Ahmad (2010) gave the most common definition of CSR as: “the continuing commitment by business to behave ethically and contribute to economic development while improving the quality of life of the workforce and their families as well as of the local community and society at large”. From Jamali’s (2008) perspective, CSR is concerned with the guarantee of corporations to contribute to the development, enhancement of society and stakeholder interests. There are also different views of CSR between the ownership concentration (Dam & Scholtens, 2013) and stakeholders’ welfare. CSR has become more and more important issue as the world is turning “flatter”, not only considering in developed countries but also in developing ones like Vietnam. However, there are some barriers to implementing an effective CSR program for an international organization operating in Vietnam (Tencati, Russo, & Quaglia, 2010). The Effects Of CSR On International Business Recent years, CSR has become an essential requirement for doing business for most of the companies in the world...
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...textiles A sustainability roadmap of natural fibre garments May 2009 This report has been prepared by Emer Diviney and Serena Lillywhite at the Brotherhood of Laurence Sustainable Business Unit. Brotherhood of St Laurence 67 Brunswick Street Fitzroy Vic. 3065 ABN 24 603 467 024 Ph: (03) 9483 1183 www.bsl.org.au the HUB of responsible business practice in Australia is a project of St James Ethics Centre © St James Ethics Centre 2 Contents Acknowledgments Summary Introduction Key findings The way forward Recommendations Introduction Brotherhood of St Laurence Gorman Industries Understanding the clothing industry Corporate responsibility and “sustainability” Developing tools for responsible business practice Roadmap methodology How we went about it Who we spoke to Overview of the garment supply chain The clothing industry roadmap Key sustainability issues in the garment sector Case study: Gorman Who is Gorman? The Gorman roadmap: Merino Tee and Forest Dress Unpicking the garment roadmap Design and production management Wool and cotton cultivation Processing raw materials and yarn manufacturing Knitting and weaving Fabric processing Cut make and trim Retailing and wholesaling Consumer use Textile waste and disposal Freight Towards sustainable garments Garment industry drivers Sources of information the HUB of responsible business practice in Australia is a project of St James Ethics Centre © St James Ethics...
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...Geng Yong b a b Graduate School of Business, De La Salle University, Tatt Avenue, Manila, Philippines Institute for Eco-planning and Development, Dalian University of Technology, Dalian, China Abstract This paper focuses on the current situation in the adaptation and adoption of industrial ecology in Asian Developing Countries (ADCs). The objective of this paper is to consider the possibilities to develop an eco-industrial development (EID) strategy for these developing countries. We review the regional indigenous resources of ADCs and use the strengths, weaknesses, opportunities and threats (SWOT) grouping to classify the preconditions of industrial ecology in ADCs. The authors of this paper argue that unlike the usual way of applying industrial ecology as a technical tool or a practical instrument, ADCs need to adopt industrial ecology as a strategic vision and as a strategic approach to plan the economic, social and ecological development of their national economies. In this way, it can be possible for the ADCs to avoid the same problems that occurred when the developed countries experienced industrialization and rapid economic growth, and move toward more sustainable development. # 2004 Published by Elsevier Ltd. Keywords: Industrial ecology; Eco-industrial development; Eco-industrial park; Sustainable development; Strategic planning 1. Introduction The economy of the Asian Developing Countries (ADCs) is the largest in the developing world. The Asian...
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...Chapter 2 Corporate Social Responsibility, Corporate Governance and Corporate Regulation 2.1 Introduction CSR is increasingly an essential issue for companies.1 It is a complex and multidimensional organisational phenomenon that is understood as the scope for which, and the ways in which, an organisation is consciously responsible for its actions and non-actions and their impact on its stakeholders. It represents not just a change to the commercial setting in which individual companies operates, but also a pragmatic response of a company to its consumers and society.2 It is increasingly being understood as a means by which companies may endeavour to achieve a balance between their efforts to generate profits and the societies that they impact in these efforts.3 This chapter discusses these issues. First, it describes CSR and its core principles. Second, it describes CG and narrates CG’s convergence with CSR. Third, it highlights how different economies are incorporating CSR notions in their corporate regulation. 1 Jeremy Moon and David Vogel, ‘Corporate Social Responsibility, Government, and Civil Society’ in Andrew Crane et al. (eds), Oxford Handbook of Corporate Social Responsibility (2008) 303; David Vogel, The Market for Virtue: The Potential and Limits of Corporate Social Responsibility (2005); Nada K Kakabadse, Cecile Rozuel and Linda Lee-Davies, ‘Corporate Social Responsibility and Stakeholder Approach: A Conceptual Review’ (2005) 1(4) International ...
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...100 years of Strength. Performance. Passion. Corporate Sustainable Development Report 2011 20 1921 1922 1923 1924 1925 1926 1927 1928 37 1938 1939 1940 1941 1942 1943 1944 1945 54 1955 1956 1957 1958 1959 1960 1961 1962 71 1972 1973 1974 1975 1976 1977 1978 1979 88 1989 1990 1991 1992 1993 1994 1995 1996 2005 2006 2007 2008 2009 2010 2011 2012 Holcim’s original cement plant in Holderbank in the Swiss canton of Aargau. 100 The new Ste. Genevieve plant of Holcim US in Missouri. Contents Introduction Performance against targets Chairman’s statement CEO interview Vision and strategy Q “Delivering value to your stakeholders is part of your mission. How do you achieve results while operating with sustainability and integrity? Are incentives for sustainable practices integrated into performance compensation plans?” SD challenges Sustainable solutions and construction Q “What is Holcim’s contribution to improve efficiencies in the building materials industry?” Energy and climate Q “Holcim appears to be ahead of its competitors with regards to its level of carbon emissions. How does Holcim plan to further reduce its CO2 footprint, while providing the construction materials for the schools, hospitals, homes and infrastructure the world needs?” Biodiversity and water Q “Reducing energy use will in turn reduce CO2 emissions and water consumption. How can Holcim ensure that the overall synergies between energy, climate, biodiversity and water are taken into consideration?”...
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...OF CSR Corporate Social Responsibility is a management concept whereby companies integrate social and environmental concerns in their business operations and interactions with their stakeholders. CSR is generally understood as being the way through which a company achieves a balance of economic, environmental and social imperatives (“Triple-Bottom-Line- Approach”), while at the same time addressing the expectations of shareholders and stakeholders. In this sense it is important to draw a distinction between CSR, which can be a strategic business management concept, and charity, sponsorships or philanthropy. Even though the latter can also make a valuable contribution to poverty reduction, will directly enhance the reputation of a company and strengthen its brand, the concept of CSR clearly goes beyond that. Promoting the uptake of CSR amongst SMEs requires approaches that fit the respective needs and capacities of these businesses, and do not adversely affect their economic viability. UNIDO based its CSR programme on the Triple Bottom Line (TBL) Approach, which has proven to be a successful tool for SMEs in the developing countries to assist them in meeting social and environmental standards without compromising their competitiveness. The TBL approach is used as a framework for measuring and reporting corporate performance against economic, social and environmental performance. It is an attempt to align private enterprises to the goal of sustainable global development by providing...
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...Sustainability addresses economic, environmental, and social issues, but it also incorporates cultural dimensions. In the face of globalisation, societies seek to preserve their cultural values and community identity, while still participating in the global economy. In New Zealand the importance of sustainability issues has been recognised by central and local government policies, environmental and economic development agencies, and business leaders. Two of the active business groups focusing on these issues are the New Zealand Business Council for Sustainable Development (NZBCSD) and the Sustainable Business Network (SBN). Waikato Management School is working in partnership with both of these key business groups on sustainability projects and events. The aim of these initiatives is to develop and share insights on sustainable economic development and sustainable enterprise success. The Waikato Management School is distinctive in its commitment ‘to inspire the world with fresh understandings of sustainable success’. These fresh understandings will be achieved through our high quality research that can influence policy makers, excellent teaching, through the knowledge and values our graduates take into the workforce, through our continued consulting with business and the outstanding experiences offered to everyone who connects with the School. We see education and research as key factors in enabling New Zealand to be a sustainable nation and sustainability as central to the future...
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...2009 Corporate Responsibility Report IBM Corporate Responsibility Report 2009 letter from the chairman Samuel J. Palmisano Chairman, President and Chief Executive Officer our company IBM basics The role of the ibmer A world of global citizens employees Investing in the IBMer ibmers in service Corporate Service Corps enters its third year communities Engagement, expertise and sustainable service environment Environmental sustainability, inside and out supply chain A holistic approach Governance Managing risk, maintaining trust public engagement Collaborating for societal progress 2009 performance Data summary 1 4 6 10 14 18 24 32 36 40 44 Samuel J. Palmisano Chairman, President and Chief Executive Officer It was at the height of the economic crisis in 2008 that IBM introduced the idea of a smarter planet. To some, this might not have seemed the most propitious moment to launch such an ambitious strategic initiative. However, we strongly believed there was an opportunity to address exactly the problems and challenges that were then gripping the world. Now it is nearly two years later and events have, if anything, strengthened this belief. The idea of a smarter planet is speaking powerfully to forward-thinking leaders and citizens around the world. It is opening up a growing global dialogue and generating thousands of innovative ideas. Hundreds of our clients have seized upon new capabilities to build smarter systems, and are achieving measurable benefits for their...
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...P1 Discuss the range of decisions to be taken for specific purposes for Essex Network Communications Consultancy. Managers make decisions affecting the Essex Network Communication Consultancy (ENCC) daily and communicate those decisions to other organizational members. Some decisions affect a large number of organization members, cost a great deal of money to Carry out, or have a long term effect on the organization. Such significant decisions can have a major impact, not only on the management systems itself, but on the career of the manager who makes them. Other decisions are fairly insignificant, affecting only a small member of organization members, costing little to carry out, and producing only a short term effect on the organization. ENCC range of decisions: Programmed decisions: Programmed decisions are routine and repetitive, and the organization typically develops specific ways to handle them. A programmed decision might involve determining how products will be arranged on the shelves of a supermarket. For this kind of routine, repetitive problem, standard arrangement decisions are typically made according to established management guidelines. Non programmed decisions: Non programmed decisions are typically one shot decisions that are usually less structured than programmed decision. ENCC 5 elements of the decision situation: 1. The Decision Makers 2. Goals to be served 3. Relevant Alternatives 4. Ordering of Alternatives 5. Choice of...
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...as well as pitted local manufacturers against each other in the spirit of competitive pricing. These actions have led to diminished standards in factories that have translated to issues like insufficient wages, forced overtime, suppression of free speech and a hazardous working environment. Some proponents of sweatshop labor argue that sweatshops bring about economic prosperity, even going so far as to say that the “simplest way to help the poorest Asians would be to buy more from sweatshops, not less” (Kershner). Increasingly, however, the consensus has shifted in support of the fact that employing the poor for “near subsistence wages...generates little self-sustaining economic development” (Moberg). The light that has been shed on cases of abuse and mistreatment of laborers in Indonesia, Vietnam and Pakistan has mobilized various labor rights organizations and university student groups to take a stance against the exploitation of third world citizens. Groups like Campaign for Labor Rights and...
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...Supplemental In-Depth Integrative Case Nokia Targets the Base of the Pyramid One of the most widely used clichés in the world of business is the so-called 80/20 rule. In the realm of sales, the rule is sometimes interpreted as “80 percent of our sales come from 20 percent of our customers.”1 One recent business theory that has challenged this rule is the so called BOP or Bottom of the Pyramid perspective, developed and popularized by C.K. Prahalad.2 It refers to the around 4 billion people at the bottom of the economic pyramid with a purchasing power of US$2,000 per year or less. Prahalad and colleagues have proposed that these low-income consumers represent great potential but require a unique mix of pricing, promotion, low cost delivery, and effective communication in order to successfully reach.3 The key to selling to BOP consumers is that an MNC strategy be affordable, accessible, and socially driven. Nokia is one company that is taking this perspective seriously. Business interest in BOP markets is rising. Multinational companies have been leaders in this trend, especially in food and consumer products. And large national companies have also taken a leadership role, proving to be among the most innovative in meeting the needs of BOP consumers and producers, especially in such sectors as housing, agriculture, consumer goods, and financial services. And small start-ups and social entrepreneurs focusing on BOP markets are rapidly growing in number. But perhaps the strongest...
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...Supplemental In-Depth Integrative Case Nokia Targets the Base of the Pyramid One of the most widely used clichés in the world of business is the so-called 80/20 rule. In the realm of sales, the rule is sometimes interpreted as “80 percent of our sales come from 20 percent of our customers.”1 One recent business theory that has challenged this rule is the so called BOP or Bottom of the Pyramid perspective, developed and popularized by C.K. Prahalad.2 It refers to the around 4 billion people at the bottom of the economic pyramid with a purchasing power of US$2,000 per year or less. Prahalad and colleagues have proposed that these low-income consumers represent great potential but require a unique mix of pricing, promotion, low cost delivery, and effective communication in order to successfully reach.3 The key to selling to BOP consumers is that an MNC strategy be affordable, accessible, and socially driven. Nokia is one company that is taking this perspective seriously. Business interest in BOP markets is rising. Multinational companies have been leaders in this trend, especially in food and consumer products. And large national companies have also taken a leadership role, proving to be among the most innovative in meeting the needs of BOP consumers and producers, especially in such sectors as housing, agriculture, consumer goods, and financial services. And small start-ups and social entrepreneurs focusing on BOP markets are rapidly growing in number. But perhaps the strongest...
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...TIMBERLAND THE SOCIALLY RESPONSIBLE MNE TABLE OF CONTENTS ABSTRACT 3 INTRODUCTION 3 1 A THEORETICAL FRAMEWORK ON CSR 4 1.1 Changing perceptions, CSR as a must 4 1.2 Stakeholders’ Theory and Social Contract 5 1.3 Carroll Theory 6 1.4 Positive and negative light of CSR 6 1.5 How to implement Corporate Social Responsibility in a MNE ....................................7 2 TIMBERLAND AND CSR 7 2.1 Brief history of Timberland 8 2.2 The path towards CSR at Timberland: “Commerce and Justice” 8 2.3 CSR at Timberland today: the 4 Pillars 9 2.4 Timberland CSR practices: two cases in evidence 10 Case 1: Timberland entering India 10 Case 2: Timberland in China and Vietnam 11 3 TIMBERLAND’S INTERNATIONALIZATION STRATEGY 11 3.1 Timberland’s internationalization process: an overview 11 3.2 Historical context fostering or hampering Timberland’s internationalization 13 3.3 An internationalization theory applied: The Uppsala model 14 4 ROLE OF CSR IN TIMBERLAND’S INTERNATIONALIZATION STRATEGY 15 4.1 Boosting company efficiency by educating workforce 16 4.2 Improving local performances by assessing Code of Conduct compliance 16 4.3 Strengthening international relationships by supporting local development 17 4.4 Spreading global image by involving communities 17 4.5 Financing international expansion by boosting shareholders’ endorsement 18 5 TIMBERLAND VS. COMPETITORS: CSR NURTURING COMPETITIVE ADVANTAGE 19 5.1 OLI theory: an application of Timberland’s...
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...4,607 11,084 74 92,301 stores millions of euros in sales countries with sales presence employees A nnual Report 2009 6 14 16 Global Reporting Initiative Indicators Letter from the Chairman Inditex business model 18 IP 53 IC 54 Inditex Commitment 163 Inditex Performance 20 26 28 46 Summary of 2009 financial year Milestones for the year Commercial concepts International presence 56 66 124 136 Customers, shareholders and society Corporate Social Responsibility Human Resources Environmental dimension 4 Inditex Annual Report 2009 164 LD 309 Legal Documentation 167 233 296 303 Economic and financial report Corporate governance report Activities Report Audit and Control Committee Activities Report Nomination And Remuneration Committee 308 Verification of the audit of GRI indicators 5 G lobal Reporting Initiative Indicators in 2002. Using this guide, Inditex With transparency as the fundamental principle in its relationship with society, Inditex has followed the Global Reporting Initiative indicators since it published its first Sustainability Report attempts to provide detailed, organised access to the information on its activity to all its stakeholders. Within the general indicators, specific indicators for the textile and footwear sector have been included, identified in the following way: Specific indicator for the sector Specific indicator comment for the sector 6 Inditex Annual Report...
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