The CSR Newsletters are a freely-available resource generated as a dynamic complement to the textbook, Strategic Corporate Social Responsibility: Sustainable Value Creation.

To sign-up to receive the CSR Newsletters regularly during the fall and spring academic semesters, e-mail author David Chandler at david.chandler@ucdenver.edu.

Tuesday, December 2, 2025

Strategic CSR - Diapers

 
This is the last CSR Newsletter of the Fall semester.
Happy Holidays and I will see you in the new year!


The article in the url below argues that consumerism (in particular, our "addiction to disposability"), enabled by the development of single-use plastics, has affected our society in many ways  some of which less obviously come to mind:

"In 1957, 92 percent of American children were potty-trained by 18 months of age. Four decades later, that number had dropped to just 4 percent. Why are we potty-training our children so much later than our grandparents did?"

It turns out that we have corporations to thank for that  specifically, companies that developed, and then improved, disposable diapers:

"Made from plastic and cellulose, these products have been refined over several decades to be more absorbent, slimmer and less leaky."

And of course, our preference for convenience (in this case, the understandable desire to avoid washing re-uesable diapers) has inflicted a heavy price:

"Such convenience comes at a heavy environmental price. Between 2011 and 2018, disposable diapers were among the 25 most littered items on the seafloor and among the 40 most littered items on land, one study found. In the United States alone, more than 18 billion diapers are discarded every year, creating an enormous drain on natural resources."

The longer it takes for children to be potty trained, the more disposable diapers they will wear (and will be sold by companies like P&G). There are lots of revealing examples in the article of how our shift to a disposable society was engineered by companies that had every incentive to sell us as many plastics as possible. The result?

"Globally, the equivalent of more than one garbage truck of plastic waste ends up in the ocean every minute."

As well as environmental, the article argues that the social impact (cost?) is as great:

"Over the past century, disposable plastics undeniably have made our lives easier in many ways. They have also quietly and profoundly reshaped the ways we eat, shop, raise children and understand hygiene and progress. … Cooking skills have declined. Sit-down family meals are less common. Fast fashion, enabled by synthetic plastic fibers, is encouraging compulsive consumption and waste."

A possible antidote?

"Large French retailers have eliminated plastic for a wide range of fruit and vegetables without causing a discernible spike in food waste, and the country has forced chains like McDonald's to switch to washable dishes and cups for people dining in. Aarhus, Denmark, has signed dozens of cafes and other venues up for a reusable cup system that has prevented over a million cups from being thrown away since its inception early last year. Europe is embedding reuse and reduction into law and infrastructure."

Take care
David

David Chandler
© Sage Publications, 2023

Instructor Teaching and Student Study Site: https://study.sagepub.com/chandler6e  
Strategic CSR Simulation: http://www.strategiccsrsim.com/
The library of CSR Newsletters are archived at: https://strategiccsr-sage.blogspot.com/


Throwaway Plastic Has Corrupted Us
By Saabira Chaudhuri
September 7, 2025
The New York Times
Late Edition – Final
SR 8-9

Friday, November 28, 2025

Strategic CSR - Repair cafes

The article in the url below presents a great example of community building — a "repair cafe":

"A dusty film projector. A torn pair of jeans. An electric ukulele gone silent. One recent morning in New York City's East Harlem neighborhood, about 50 people huddled in a converted public school with a common purpose: To give broken things a second life."

They also represent a more sustainable existence:

"Repair Cafe El Barrio is one of a growing number of gatherings that offer help to fix all manner of household items for free. Dubbed 'repair cafes,' their mission is to reduce waste, nurture refurbishing skills and bring a neighborhood closer together."

Most importantly, perhaps, in terms of community building:

"The fixers, or 'repair coaches,' are all volunteers. There are artists, scientists, retired electricians, all neighborhood folks good with their hands. There is friendly conversation and freshly-brewed coffee."

And New York leads the way:

"The first repair cafe came together in Amsterdam in 2009 in the aftermath of the global financial crisis. The concept made its way to America three years later. Since then, New York state — from the Hudson Valley to New York City — has led the country in the number of repair cafes with weekly or monthly events at nearly 70 locations and counting."

An idea that is encouragingly widespread:

"Across the country, there are some 200 locations, according to a directory maintained by the Repair Cafe Foundation, an international network of repair event organizers that follows a loose set of rules. Worldwide, there are more than 2,500 locations. When you count other similar nonprofit 'fix-it clinic' models, the number increases."

Essentially, all the cafes have a common goal:

"The gatherings are meant to be an antidote to today's throwaway culture, fueled by a concern that unbridled consumption is pushing the planet's resources to the brink."

Hope everyone in the U.S. had a restful Thanksgiving.
Take care
David

David Chandler
© Sage Publications, 2023

Instructor Teaching and Student Study Site: https://study.sagepub.com/chandler6e  
Strategic CSR Simulation: http://www.strategiccsrsim.com/
The library of CSR Newsletters are archived at: https://strategiccsr-sage.blogspot.com/


At These Cafes, It's Always a Free Fix Menu
By Hiroko Tabuchi
June 4, 2025
The New York Times
Late Edition – Final
16

Tuesday, November 25, 2025

Strategic CSR - Global population

The Economist recently started a news service (podcasts, newsletters, etc.) that seeks to be more up-to-date than the weekly magazine publication -- The Insider. One recent edition of the associated newsletter quoted some amazing statistics/projections on the dynamics of population growth, or decline:

"Chad Jones of Stanford calculated that, if the world's families have one child on average, the global population would fall from 8bn to 1bn in three generations (75 years), to 125m in six generations, and to just 8m people in ten generations. Too-few births, he argued, means 'living standards stagnate for a population that vanishes.'"

The self-reinforcing, cumulative nature of the potential decline is framed as "the global fertility crash":

"Two-thirds of people now live in countries where fertility is below the 'replacement rate' of 2.1 births per woman—the standard estimate of what is needed to maintain a stable population."

We often hear about how resource-stretched the planet is, but the above statistic (while extreme) suggests creating a balance is more precarious than we think.

Take care
David

David Chandler
© Sage Publications, 2023

Instructor Teaching and Student Study Site: https://study.sagepub.com/chandler6e  
Strategic CSR Simulation: http://www.strategiccsrsim.com/
The library of CSR Newsletters are archived at: https://strategiccsr-sage.blogspot.com/


The baby bust is here. How will the world economy cope?
By Henry Curr
November 17, 2025
The Economist
 

Tuesday, November 18, 2025

Strategic CSR - Tariffs

The article in the url below frames the current U.S. administration's economic policy of raising tariffs on imports as an attempt to revive the habit of purchasing more expensive, higher-quality (and domestic) products that last longer, by forcing the U.S. consumer away from the mass purchase of cheaper, lower-quality imports that are often discarded after a few uses:

"Much of the clothing, homeware, tools and toys that Americans now buy is so inexpensive that it can be purchased almost without thinking. That has fueled an addiction to cheap stuff. No matter how quick the shipping time, the rush we get from our personalized phone cases and matching pajama sets is shorter: We throw many of these items out after only a few uses and start the cycle all over again. With the approach of Black Friday, the most visible display of America's shopping compulsion is just around the corner."

Whether the author is suggesting this was the primary motivation for the tariffs is unclear, but they are certainly making a strong connection between the two:

"President Trump's tariffs and his vision of restoring America as a manufacturing powerhouse are challenging this "buy now, worry later" mindset. According to the Tax Foundation, Trump has raised the average effective tariff on all imported goods from 2.5% in 2022 to 13% today—the highest level since 1941."

The gap in the argument, of course, is that, in order for the tariffs to have a net positive sustainability effect, the government would need to invest the money raised in sustainability-linked efforts. If that condition does not hold, the tariffs are essentially a tax that is merely redirected from one unsustainable effort (e.g., purchasing from Shein; see Strategic CSR - Shein + Boohoo) to another (e.g., subsidies for oil and gas R&D; see Strategic CSR - Fossil fuel subsidies).

Take care
David

David Chandler
© Sage Publications, 2023

Instructor Teaching and Student Study Site: https://study.sagepub.com/chandler6e  
Strategic CSR Simulation: http://www.strategiccsrsim.com/
The library of CSR Newsletters are archived at: https://strategiccsr-sage.blogspot.com/


Will Trump's Trade War Break America's Addiction to Cheap Stuff?
By Rachel Wolfe
November 15-16, 2025
The Wall Street Journal
Late Edition – Final
C1-2

Strategic CSR - Plastic

The article in the url below is an intricate discussion around new and advanced methods to recycle plastic, which is notoriously difficult to recycle because of the complex chemical compounds of which it is made and mean that "more than 90% of plastic ends up incinerated, in landfills or dumped in nature." Moreover, given current technology, it is [not] clear that recycling results in fewer emissions than manufacturing virgin plastic."


But, all the doom and gloom aside, I was interested in the statistics used to frame the argument about how ubiquitous this material is:


"Around 1m plastic water bottles are sold every minute and 5trn plastic bags are used around the world every year, according to the UN's Environment Programme."


But also, how fast production is growing:


"Half of all production, which is growing faster than that of any other material, is designed for single-use applications. The world's annual output of over 400m tonnes is set to reach 1,100m by 2050."


Take care

David


David Chandler

Strategic Corporate Social Responsibility: Sustainable Value Creation (6e)

© Sage Publications, 2023


Instructor Teaching and Student Study Site: https://study.sagepub.com/chandler6e  

Strategic CSR Simulation: http://www.strategiccsrsim.com/

The library of CSR Newsletters are archived at: https://strategiccsr-sage.blogspot.com/



Trash talk

April 19, 2025

The Economist

Late Edition – Final

54-55

https://www.economist.com/business/2025/04/16/a-new-way-to-recycle-plastic-is-here

 

Wednesday, November 12, 2025

Strategic CSR - COP30

In the article in the url below, which was used to frame this week's COP30 meeting in Brazil, the goal was to present a more positive spin on where we are at, in the face of some pretty clear headwinds:

"The US is now exiting [the COP21, Paris] agreement for a second time, with President Donald Trump calling climate change a 'hoax' and clean energy a 'scam.' Fewer heads of state are bothering to attend this year. Wall Street is walking back from past net-zero promises, and far fewer financial and business leaders are expected to turn up in the Amazonian city of Belém to participate in the summit."

In spite of this, the article draws on data to highlight the upward trend:

"The answer to the existential angst is in the data. Over $10 trillion flowed into the clean energy transition between 2014 and 2024, with a record $2 trillion spent last year in everything from renewable power to battery storage, cleaner shipping and grids. … That's hardly a snapshot of stasis."

Nevertheless, the chart that accompanied the article illustrates the gap between where we are and where we need to be:


And, to be clear, the projected green bars are annual investments  i.e., $5.5 trillion a year, from 2025-2030. The conclusion:

"Yes, the Paris goal to keep warming close to a 1.5C increase from pre-industrial times is now dead. But a worst-case scenario of 4C warming by the end of the century is no longer a likely outcome. The world is heading for warming of 2.8C by 2100, according to a new UN report."

And, remember, this was intended to be an encouraging story.

Take care
David

David Chandler
© Sage Publications, 2023

Instructor Teaching and Student Study Site: https://study.sagepub.com/chandler6e  
Strategic CSR Simulation: http://www.strategiccsrsim.com/
The library of CSR Newsletters are archived at: https://strategiccsr-sage.blogspot.com/


The trillion dollar reason COP still counts
By Laura Millan
November 5, 2025
Bloomberg
 

Strategic CSR - Crisis management

From what I have learned about crisis communication in recent months, it is essential that an organization has a plan in place ahead of time, which can be implemented smoothly in the event it is needed. This can include plans for communication in the first hour, and then the next 23 hours, and then day-by-day during the first week after the crisis, depending on its severity. In developing that plan, learning from the prior success (and failure) of others can be instructive. Having said that, the article in the url below shows the dangers of a company following this advice too literally and being too formulaic with its crisis response plan -- specifically, the statements by the CEO of Air India, taken in the aftermath of the Dreamliner crash in India, over the summer):

"Campbell Wilson stood in a gray suit before a camera last week to read a carefully worded statement about the plane operated by Air India, the company he leads, that had crashed hours earlier in Ahmedabad, India, with 242 people aboard. His remarks immediately drew criticism. Social media users said he appeared cold and lacking in empathy. Soon after that, another critique emerged: Much of Mr. Wilson's speech was identical to one given five months earlier by Robert Isom, the chief executive of American Airlines, after a deadly crash in Washington."

The article illustrates just how similar the two statements were:

"'First and most importantly, I'd like to express our deep sorrow about these events,' Mr. Isom said in the video published Jan. 29. On June 12, Mr. Wilson began: 'First and most importantly, I would like to express our deep sorrow about this event.' 'This is a difficult day for all of us at American Airlines,' Mr. Isom continued. Mr. Wilson said: 'This is a difficult day for all of us at Air India.' Mr. Isom said, 'I know that there are many questions, and at this early stage, I'll not be able to answer all of them. But I do want to share the information I have at this time.' Mr. Wilson said exactly the same thing, except he didn't say 'early,' and in one instance he used 'we' instead of 'I.' 'Anything we can do now, we're doing,' they promised. Both said their companies had 'set up a special help line,' would 'continue to share accurate and timely information as soon as we can' and were 'working around the clock' to support "passengers, crew and their families.'"

For a more direct comparison, it is interesting to see the two statements pasted side-by-side, with the similar rhetoric highlighted – an illustration that was helpfully provided on social media by Karthik Srinivasan, a communications consultant in Bengaluru, India:


Understandably, this insensitivity has only created more problems for the airline:

"Many who responded to Mr. Srinivasan's post expressed anger and distrust at the airline. The outcry over the remarks has added to the challenges facing Air India as investigators work to understand what caused its London-bound jet to crash moments after takeoff, killing all but one person on board and dozens on the ground."

In response to the criticism, Air India sought to explain its intentions, while avoiding responding directly to the allegations of plagiarism:

"Air India did not address the plagiarism accusations in a statement responding to criticism of Mr. Wilson's remarks. But it acknowledged that it had drawn examples from other crashes. The company said it had "studied many airlines' immediate post-accident statements to identify the clearest, most concise and effective way to convey time-sensitive, critical information at a moment of immense human trauma."

Take care
David

David Chandler
© Sage Publications, 2023

Instructor Teaching and Student Study Site: https://study.sagepub.com/chandler6e  
Strategic CSR Simulation: http://www.strategiccsrsim.com/
The library of CSR Newsletters are archived at: https://strategiccsr-sage.blogspot.com/


Air India's CEO's Remarks After Plane Crash Draw Scrutiny
By John Yoon
June 21, 2025
The New York Times
Late Edition – Final
15

Wednesday, November 5, 2025

Strategic CSR - Amazon

I have written before about Amazon's plans to replace employees with robots in its warehouses (see Strategic CSR – Amazon). What I find illuminating about the article in the url below is that it quantifies the economic impact of the plan, very specifically, and in two ways. First, in terms of the number of employees the robots will ensure Amazon does not need to hire:


"Amazon is reportedly leaning into automation plans that will enable the company to avoid hiring more than half a million US workers. … Amazon is hoping its robots can replace more than 600,000 jobs it would otherwise have to hire in the United States by 2033, despite estimating it'll sell about twice as many products over the period."


Second, it quantifies the impact on Amazon's cost to deliver each package:


"Documents reportedly show that Amazon's robotics team is working towards automating 75 percent of the company's entire operations, and expects to ditch 160,000 US roles that would otherwise be needed by 2027. This would save about 30 cents on every item that Amazon warehouses and delivers to customers, with automation efforts expected to save the company $12.6 billion from 2025 to 2027."


The drive for efficiency at Amazon is fascinating, and no doubt creates a lot of value for society. Equally, I wonder what Amazon's customers would say if we asked whether they would be willing to pay an additional 30 cents for each package delivered in order to secure 600,000 jobs.


Take care

David

 

David Chandler

Strategic Corporate Social Responsibility: Sustainable Value Creation (6e)

© Sage Publications, 2023

 

Instructor Teaching and Student Study Site: https://study.sagepub.com/chandler6e  

Strategic CSR Simulation: http://www.strategiccsrsim.com/

The library of CSR Newsletters are archived at: https://strategiccsr-sage.blogspot.com/

 

Amazon hopes to replace 600,000 US workers with robots, according to leaked documents

By Jess Weatherbed

October 21, 2025

The Verge

https://www.theverge.com/news/803257/amazon-robotics-automation-replace-600000-human-jobs

 

Thursday, October 30, 2025

Strategic CSR - Mosquitoes

The heading in the article in the url below caught my eye:

"Iceland just found its first mosquitoes."

The article does not get any better, from there:

"Iceland's frozen, inhospitable winters have long protected it from mosquitoes, but that may be changing. This week, scientists announced the discovery of three mosquitoes — marking the country's first confirmed finding of these insects in the wild. Mosquitoes are found almost everywhere in the world, with the exception of Antarctica and, until very recently, Iceland, due to their extreme cold."

The article finishes with this uplifting sentiment:

"Mosquitoes, which tend to thrive in warmth and humidity, are likely to be one of the few real winners as the planet heats up."

For more information, please see the article in the second url, below.

Take care
David

David Chandler
© Sage Publications, 2023

Instructor Teaching and Student Study Site: https://study.sagepub.com/chandler6e  
Strategic CSR Simulation: http://www.strategiccsrsim.com/
The library of CSR Newsletters are archived at: https://strategiccsr-sage.blogspot.com/


Iceland just found its first mosquitoes
By Laura Paddison
October 21 2025
CNN

A Discovery in a Garden in Iceland: Mosquitoes!
By Amelia Nierenberg
October 25, 2025
The New York Times
Late Edition – Final
A9
 

Tuesday, October 28, 2025

Strategic CSR - (In)coherence

The article in the url below demonstrates the intellectual incoherence of the ESG 'movement' or, more accurately, the investment community that is driving it:

"Can a weapons manufacturer be considered sustainable?"

Sure it can – whatever you want. Without any coherent definition of the thing itself, the industry ties itself in knots every time it is challenged intellectually:

"Consider rare-earth miners. Companies that once pitched themselves as suppliers of elements needed for wind turbines and electric vehicles are now seen as vital for the defense sector, providing material used in F35 jet fighters and missile technology."

In effect, if there is a change that poses a threat, then all you have to do is alter the underlying justification in order to rebalance the internal logic:

"There is a longstanding argument that investing in defense can't fit with strong socially responsible corporate values. However, in recent months, market participants in both sectors say that having a strong supply of energy, minerals and technologies reduces reliance on external sources and in turn creates more resilient supply chains able to play down new threats. That means more solar, wind and batteries being made and deployed inside state borders."

The graphic in the article demonstrates the real underlying driver of this revisionist definitional discussion. Needless to say, it is not construct clarity:
 

This demonstrates the futility in getting caught up in any excitement around the latest acronym or buzzword (see Strategic CSR – Buzzwords and Strategic CSR – Jeans). Is the latest "persistence" or "resilience"? Whatever it is, the associated conversation is a distraction. Instead, we need to focus on identifying the most productive solutions to the problems at hand, as well as scaling the viable solutions we currently have, rather than on (re)packaging the challenge in a way that is the most acceptable (or lest offensive) to all.

Take care
David

David Chandler
© Sage Publications, 2023

Instructor Teaching and Student Study Site: https://study.sagepub.com/chandler6e  
Strategic CSR Simulation: http://www.strategiccsrsim.com/
The library of CSR Newsletters are archived at: https://strategiccsr-sage.blogspot.com/


Green Investors Eye Weapons Producers
By Yusuf Khan
April 22, 2025
The Wall Street Journal
Late Edition – Final
B5

Wednesday, October 22, 2025

Strategic CSR - Walmart

Here are a few charts from the article in the url below about Walmart's turnaround that I find encouraging. Collectively, I believe (hope?) that the charts tell a story of an emerging stakeholder perspective and, in particular, the value of an organization treating its employees as its primary stakeholder. First is Walmart's decision, made back in 2009 and in response to extensive external pressure, to raise the hourly pay of its employees – a decision that played out gradually, over time:


Second is the growth in Walmart's annual sales, with a more motivated workforce, covering roughly the same period:
 

Finally, lagging behind, is the company's share price. Initially, the stock market responded negatively to Walmart's announcement of its intention to increase employee pay. This changed when the value of the company treating its employees well became apparent:
 

Much of the data in the article is taken from an upcoming HBS case that focuses on the decision by Walmart to improve the working conditions of its employees as driving its subsequent success. Perhaps even HBS has now come around to the benefits of a stakeholder perspective (and the value of an organization treating its employees as its primary stakeholder), after so many damaging decades of promoting shareholder primacy.

Take care
David

David Chandler
© Sage Publications, 2023

Instructor Teaching and Student Study Site: https://study.sagepub.com/chandler6e  
Strategic CSR Simulation: http://www.strategiccsrsim.com/
The library of CSR Newsletters are archived at: https://strategiccsr-sage.blogspot.com/


A Decade-Old Flop Is Now Held Up As Walmart's Shining Success
By Sarah Nassauer
October 18-19, 2025
The Wall Street Journal
Late Edition – Final
B1, B11