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, October 31, 2023

Strategic CSR - Accountability

A lot of companies have made a lot of promises, in recent years, regarding their environmental performance. Most of them revolve around a net-zero target, usually by 2050. I have generally been skeptical about these promises – they are often made without any specifics (suggesting these companies do not really know what attaining "net-zero" would actually require). And, of course, the easiest promise from a CEO concerning a high-stakes bet is one where the delivery deadline is well beyond their tenure (or even lifespan). Most CEOs have no qualms about committing some distant successor to a target, especially since they will not be around to be held accountable.

So, where are we with all of these promises? The article in the url below contains some updates and, perhaps unsurprisingly, we are not where we need to be. For example, McDonald's:

"Five years ago McDonald's said it planned to reduce greenhouse gas emissions by more than a third in parts of its operations by 2030. A few years later, it pledged to be 'net zero' … by 2050. But in its most recent report, McDonald's disclosed that things were moving in the wrong direction: The company's emissions in 2021 were 12 percent higher than its 2015 baseline."

Companies in the restaurant/food industries appear particularly challenged by the promises they themselves made:

"McDonald's is hardly alone. An examination of various climate-related reports and filings for 20 of the world's largest food and restaurant companies reveals that more than half have not made any progress on their emissions reduction goals or have reported rising emissions levels. The bulk of emissions — in many cases more than 90 percent — come from the companies' supply chains. In other words, the cows and wheat used to make burgers and cereal."

There is PepsiCo:

"At PepsiCo, which began setting targets to reduce emissions in 2015, emissions in its supply chain are up 7 percent from its baseline, according to its 2022 climate report."

And Chipotle:

"Chipotle, which set a goal of halving its emissions by 2030, reported a 26 percent surge in supply chain and other emissions in its 2022 report."

How about Starbucks?

"For 2022, for example, Starbucks reported a 12 percent increase in its total emissions from 2019 levels."

Mars appears to be a more positive story, however:

"Mars said it had reduced its total emissions, including its supply chain, by 8 percent from 2015 levels while increasing its revenue 60 percent. The company's goal is to cut its total 2015 emissions by 50 percent by 2030 and to be net zero by 2050."

As Mars' Chief Sustainability Officer puts it, commenting on the performance of its many competitors:

"'We've had five years of companies making promises and being celebrated for the quality of their promises and not their performance.'"

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/


Emissions are Taking Wrong Turn for Some
By Julie Creswell
September 25, 2023
The New York Times
Late Edition – Final
B1, B3
 

Thursday, October 26, 2023

Strategic CSR - Markets

The article in the url below is a reaction to the UK Prime Minister's recent announcement scaling back his government's commitment to phasing out internal combustion engines in cars:

"The science is simple: halting the rise in global temperatures requires getting to net-zero emissions. But the politics is hard: getting there will require every one of us to end the use of many carbon-emitting devices. And so pundits viewed it as a mere political maneuver last week when UK Prime Minister Rishi Sunak announced he will be delaying the end date for the sales of fossil-fuel powered cars from 2030 to 2035. The prime minister argued it should be market demand — not government bans — deciding the pace of EV uptake."

What I found particularly interesting is that the graph in the article presents a comparison between the predicted adoption rates of EV cars, in the UK, for government-mandated coercion vs. market-based consumption. In other words, it shows the adoption rates if the government bans fossil fuel combustion engines in 2030, versus the expected adoption rate if market forces drive consumer decisions (through efficiencies and lower prices, increased technology and design, etc.). 


This is interesting because I don't think I have seen such a direct comparison, before. The element missing from the analysis in the article is what markets are best at – identifying the optimal technology. In others words, if we rely on government mandate, the 'wrong' (or sub-optimal) technology may be forced on everyone. In contrast, if market forces are allowed to play out, a competing technology might emerge as costs decrease, technological awareness increases, along with competition among firms to develop the 'winning' design.

In other words, while government intervention might be the quickest pathway to full adoption, it might not be the 'best' pathway and, even worse, might generate unforeseen consequences that have other negative implications.

The other factor, of course, is whether we have the luxury of allowing the market to decide, given that we have waited so long, to date, and have distorted the market through things like fossil fuel subsidies, for so long.

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/


Why Ban CO2-Emitting Cars if the Market's Moving Against Them Already?
By Akshat Rathi
September 26, 2023
Bloomberg
 

Tuesday, October 24, 2023

Strategic CSR - Ben & Jerry's

The article in the url below presents a different take on the debate around the extent to which companies should engage in discussions around social issues:

"Companies ranging from Anheuser-Busch to Disney and BlackRock have recently lost loyal customers and billions of dollars in market capitalization and assets after wading into controversial political issues. The reason customers left and investors bailed is simple: These companies failed to carry out what they had promised in their mission statements."

In essence, the argument is that companies should, first and foremost, stay true to their founding mission, and that it is when they diverge that confusion is caused. Anheuser Busch's mission, for example, is to "Dream Big to Create a Future With More Cheers," while BlackRock promises to "to help more and more people experience financial well-being," both of which suggest a more neutral foundation:

"Clear mission statements are critical for company success. A 2016 Harvard Business Review study found that companies that clearly establish their purpose innovate more successfully and increase revenue faster than companies that don't. That's because clear mission statements explain why a company exists and what it hopes to achieve. They also identify its present—and, ideally, future—customers. This aligns internal employees and external investors in pursuit of a common goal: delivering great products and services to increase shareholder value."

Disney is another example of a company that has gotten itself into trouble, of late, with what some see as a confounding of its guiding purpose:

"[Disney's] stated mission is 'to entertain, inform and inspire people around the globe through the power of unparalleled storytelling, reflecting the iconic brands, creative minds and innovative technologies that make ours the world's premier entertainment company.' Creating movies like 'The Lion King' and 'Star Wars' is on mission. Less so is public criticism of such legislation as Florida's Parental Rights in Education Act, which prohibits the state's educators from teaching about sexual orientation and gender identity in classes from kindergarten through third grade. When Disney announced its opposition to the bill in 2022, the majority of its customers disagreed. Disney's public approval rating cratered to 33% in 2022 from 77% in 2021. Customers spoke with their wallets. The company's streaming service, Disney+, saw canceled memberships, and attendance at Disney theme parks suffered. The company's stock remains depressed even after it swapped in new leadership."

Ultimately, the author is arguing that there should be alignment between mission and behavior. Stakeholders engage with a company based on an understanding of what it is that the company does. If the company suddenly diverges from that, however well-intentioned, then it will confuse stakeholders who had been engaging based on alternative assumptions:

"Anheuser-Busch, Disney and BlackRock could learn about proper mission control from Ben & Jerry's. The ice-cream company has been aligning customers and shareholders behind a progressive and social mission for decades. Its mission states: 'We believe that ice cream can change the world. We have a progressive, nonpartisan social mission that seeks to meet human needs and eliminate injustices in our local, national, and international communities by integrating these concerns in our day-to-day business activities.' When Ben & Jerry's supports returning to Native Americans what it claims is stolen land, when it advocates overturning voter-integrity laws, or when it favors defunding the police, its customers aren't surprised. This is because Ben & Jerry's has been advocating such change since two Vermont hippies founded the company in 1972. When they sold the business to multinational conglomerate Unilever in 2000, they maintained an independent board to make decisions on the company's social mission. Their customers expect this activism and buy such ice-cream flavors as 'Save our Swirled' and 'Empower Mint' to support social causes."

For me, the takeaway is that companies need to be founded based on a strong set of values, and those values should be conveyed to stakeholders clearly, from day 1. That authenticity is what binds stakeholders to companies, because the relationship is based on transparency and trust. It is when companies diverge, often for superficial reasons because they feel pressured to comment/act on the topical issue of the day, that problems arise. A company staying true to its values means refusing to engage in certain issues unless they are consistent with what the firm has believed and how it has acted, all along.

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/


Why Woke Works for Ben & Jerry's
By Anson Frericks
August 9, 2023
The Wall Street Journal
Late Edition – Final
A17
 

Thursday, October 19, 2023

Strategic CSR - Recycle logo

The article in the url below reveals some of the difficulties with using a simplified, generic (albeit well-designed) logo or label to represent a complex construct. Specifically, the article is talking about the universally-recognized recycling logo:

"The 'chasing arrows' logo, designed by a college student for the first Earth Day in 1970, has become ubiquitous on everything from cartons of milk to shampoo bottles as a way to nudge users to recycle packaging rather than discard it."

The trouble is that the logo is now so widely used that companies are putting it on materials that, while theoretically recyclable, are almost never being recycled, at least not in the U.S. The result is a form of false advertising that the U.S. government wants to prevent:

"At issue is the use of the logo along with the 'resin number' of different types of plastics. Resin one and two plastics, such as bottles and jugs, are the most easily recycled products, but those marked with numbers three to seven, categories that include plastic bags, styrofoam and plastic trays, are typically not recycled and are instead sent to landfills or burned."

Again, the issue is not that these plastics cannot be recycled, it is that they cannot yet be recycled efficiently and, as a result, there is no functioning market for the original materials, once they have been used (see Strategic CSR – Labels):

"A new rule was needed, the agency said, to help clear up this confusion. In 2021, California passed a law to restrict the use of the logo to avoid misleading claims about recycling. Environmental groups are pushing for an end to the blanket use of the logo, too, claiming that its use amounts to 'greenwashing' by companies."

We either need to find a way to recycle these plastics in ways that are efficient and practical (without the plastic degrading so much that the recycled material does not have many practical applications), or we need to reduce the amount of single-use plastic in our lives (a challenge that has its own complications; see Strategic CSR – COVID-19):

"Only around 5% of plastics are recycled in the US, a proportion that has been declining since China announced it would no longer be accepting unwanted plastic waste from western countries in 2018. American households produce around 51m tons of plastic waste a year, more than any other country, with much of that either dumped in landfills, incinerated or littered, often ending up in the ocean."

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/


Universal 'chasing arrows' recycling symbol could be dumped in US
By Oliver Milman
May 18, 2023
The Guardian
 

Monday, October 16, 2023

Strategic CSR - M&A

The article in the url below reports on the mining giant, Glencore's, hostile bid to acquire Teck Resources of Canada, for $23 billion. What is interesting about Teck's attempt to resist the takeover, however, is the nature of the defense it is employing – specifically, it is using ESG risk as a reason to argue that the acquisition will ultimately damage Teck as a company:

"Teck has rejected Glencore's offer in part because it doesn't want exposure to Glencore's coal business. It also raised concerns about Glencore's oil-trading business and what it said are potential geopolitical risks in certain countries where Glencore operates. … In a presentation to investors laying out its rationale for rejecting Glencore's offer, Teck cited its higher ranking in some ESG indexes relative to Glencore's, pointing to a 'significant ESG misalignment' between the two companies, according to one slide."

Even more interesting, rather than deny or attempt to deflect the accusation, Glencore has instead defended itself on similar terrain:

"Glencore has said the combined metals business would be a leading player in cobalt, copper and zinc, crucial for the transition to less polluting forms of energy. Glencore has said its oil-trading business is becoming a less significant part of its energy-trading division."

For its argument, Teck points to specific aspects of the two companies' business that appear to conflict, from an ESG perspective:

"Teck said earlier this year that it plans to spin off its coal business from its metals business. Glencore, meanwhile, has said it would run down its coal operations by 2050 and spin its coal business off completely if a majority of its shareholders approves. When Glencore came calling, Teck cited Glencore's continued coal business as part of its rationale for rejecting the deal."

Apparently, this is going to be a feature of future M&A activity (and also IPOs):

"Teck's scrutiny of Glencore's ESG bona fides comes as companies increasingly want to know whether deal targets—and suitors—are a match from an ESG perspective, bankers and lawyers say. It is now becoming part of the due diligence process."

Essential, of course, is whether Teck is genuine in its stance, or whether it is just the latest tactic firms will utilize to try and increase their purchase price:

"Teck may change its tune if Glencore sweetens its offer. Last week, Teck called off a shareholder vote on its plan to spin off its coal business, a surprise that analysts said suggested investors are open to a better offer from Glencore or others."

While Glencore, for its part, may deploy a tactic used in the oil and gas industry, whereby companies spin off the dirtiest parts of their operations to appear more sustainable overall. The operations that are spun off, however, are mostly going private and escaping the kind of oversight and accountability to which publicly-traded firms are exposed:

"Glencore's initial bid, which became public last month, proposed two separate companies for Glencore's and Teck's merged metals and coal businesses. It would then spin off the combined coal business."

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/


Social Issues Dog Glencore's $23 Billion Merger Fight
By Julie Steinberg
May 6-7, 2023
The Wall Street Journal
Late Edition – Final
B2
 

Thursday, October 12, 2023

Strategic CSR - Taylor Swift

The article in the url below offers a contemplation on what it means to be a successful artist, in terms of a commentary on Taylor Swift's dominant year in the mainstream popular conversation:

"Did you know you'll soon be able to take a course in Taylor Swift at Queen Mary University of London? There's already one of these at a university in Belgium: it's called Literature: (Taylor's Version), and starts this autumn. In February, academics will gather in Australia for a high-level 'Swiftposium.' In the US, meanwhile, people fret over the pop star's political power. Last week, with a single Instagram post, she helped register 35,000 new voters in a day. Others concern themselves with Swiftonomics: where Taylor steps, businesses grow and bloom. Three concert nights in Chicago were enough to revive its tourism industry, according to the governor of Illinois. News recently got out that Swift is dating NFL player Travis Kelce. Sales of his jersey are up 400%."

But, the article is also an insight into distorted economies, where an extremely small minority take a lion's share of the wealth generated in those economies:

"'If Swift were an economy,' the president of a major online research company has said, 'she'd be bigger than 50 countries… her loyalty numbers mimic those of subjects to a royal crown.'"

While those artists who earn the majority of the wealth are arguably the most talented, their success is undoubtedly disproportionate. In other words, an artist that is only slightly less talented receives a very small fraction of the wealth of those who are the most talented (or popular):

"Swift, like Bob Dylan, to whom she is often compared, is probably a genius. But is she really 50 countries more of a genius than all those almost-Taylors, artists whose economies still amount to the size of a room in their parents' basements? For Swift stands a Gulliver among Lilliputians: the prize for being one scintilla less talented or lucky is, generally, a life scraping minimum wage. And there's another world too, perhaps a mere breath from this one, where a 33-year-old Swift still struggles in country music clubs and another artist is reigning king or queen."

As in any competitive market, the incentive is to win, and if you win then, increasingly it seems, you do so disproportionately:

"One per cent of musicians hog 90% of the takings. Gaming looks similar, as do the visual arts. As these industries are increasingly globalised, things are getting worse. There is no striving middle class."

This commentary is all an excuse to get to the quote that I found the most alarming in the article:

"On Spotify, artists need 6m streams to achieve the equivalent of a year on the UK's minimum wage."

This evidence is taken from a much drier document – evidence submitted to the Digital, Culture, Media and Sport Parliamentary Select Committee, in the UK:

"Taking Spotify as an example, it is estimated that on average an artist will receive £0.0028 per stream. That means that it would take roughly 3000 steams to make one hour of the UK minimum wage. If you were to have a full-time job, you would work somewhere in the region of 2000 hours a year, with that in mind to make the minimum living wage for the year in the UK you would need 6 Million streams."

I knew Spotify was hard going for artists, but not that hard going. It places a lot in perspective around the economics of music streaming, and why so many content producers see it as a double-edged sword, even while us content consumers revel in the technological advances that are breaking down barriers to access. I always suspected that, while the music is free to me, the cost was being paid by others elsewhere in the system – artists who do not have anywhere near the success of Taylor Swift, even though many of them are nearly as talented (or maybe even as talented, but not as lucky) as she has been in her amazing career.

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/


We should celebrate Taylor Swift. But her success shouldn't crowd out others
By Martha Gill
September 30, 2023
The Guardian

Tuesday, October 10, 2023

Strategic CSR - Shell

The lead paragraph in the article in the url below is all you need to know to demonstrate how poorly prepared (and invested) we are in addressing climate change:

"Shell's new CEO said the London energy giant will ratchet back low-profit clean-energy investments while pumping out more fossil fuels, a pivot from a period when the biggest European producers emerged as enthusiastic champions of renewable-energy sources. Investors on both sides of the Atlantic in recent months have rejected a buffet of climate pushes. Instead they have preferred the gushers of cash generated by record profits that have been fueled in part by Russia's invasion of Ukraine. That thirst for cash has coincided with continued strong demand for fossil fuels, emboldening Shell and London-based rival BP to defend oil production and dial back aspects of the clean-energy focus they embraced with fanfare just a few years ago."

Correction – not "addressing" the challenge; more like not even trying to address it (or even pretending we are trying to address it).

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/


Shell Dials Back Green-Energy Plan
By Jenny Strasburg 
June 15, 2023
The Wall Street Journal
Late Edition – Final
B3
 

Thursday, October 5, 2023

Strategic CSR - Solar eclipse

The article in the url below deals with a complex topic – the independent (and highly flawed, from what I can see) electricity utility that has been structured in Texas; specifically, the Electric Reliability Council of Texas (or Ercot). While I am not qualified to comment in detail on that, I think the article is interesting for two reasons – first, this past summer, the Texas grid needed to rely on renewable energy in order to meet peak demand, for the first time:

"This is the first summer where Texas has needed renewables to meet peak demand, which is usually during daylight hours when the sun is strong, and then bring back-up generation (mostly in the form of natural gas) online to fill the resulting dip in solar output quickly at sunset."

Second, the impending impact of a solar eclipse on October 14 on the ability to generate solar energy in Texas, and the deferred impact that will have on the grid and energy supply, as a whole:

"A major one coming up is an Oct. 14 solar eclipse, which will force almost all of the grid's solar farms to stop generating electricity in the middle of the day. … The sun will begin to darken at 10:15 a.m. US Central time and end by 1:40 p.m. The areas of greatest occlusion will be across a stretch from West Texas to the southeast part of the Gulf Coast, though the entire state will be impacted. At its peak, 76% to 90% of the sun will be obscured depending on the location. That will result in solar panels having only 13% of 'clear sky capability' at the height of the eclipse at 11:50 a.m., an Ercot executive said during a stakeholder presentation Thursday."

The eclipse is due to affect over 50% of the solar electricity generating capacity of the Texas grid:

"Ercot currently has about 22 gigawatts of solar generating capacity, of which almost 13 gigawatts have been operating during the sunniest times of the day this week."

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 Texas grid two step
By Naureen S. Malik
September 8, 2023
Bloomberg
 

Tuesday, October 3, 2023

Strategic SCR - Space junk

Not satisfied with just polluting the Earth, the article in the url below demonstrates how we are also doing a great job of polluting space:

"The US Federal Communications Commission (FCC) has issued its first fine to a company that violated its anti-space debris rule, the commission announced Monday."

Unfortunately, the size of the fine is not going to act too much as a deterrent, but surely a mark of our progress that we are causing an equal amount of damage to the cosmos as to our own home:

"Dish Network has to pay $150,000 to the commission over its failure to de-orbit its EchoStar-7 satellite which has been in space for more than two decades. Instead of properly de-orbiting the satellite, Dish sent it into a 'disposal orbit' at an altitude low enough to pose orbital debris risk."

I suppose the only thing more arrogant than Dish Network casually polluting space, is the FCC assuming it is the correct authority to police space:

"'As satellite operations become more prevalent and the space economy accelerates, we must be certain that operators comply with their commitments,' said Enforcement bureau chief Loyaan A Egal, in the statement announcing the Dish settlement. 'This is a breakthrough settlement, making very clear the FCC has strong enforcement authority and capability to enforce its vitally important space debris rules.'"

And, guess what? The problem is only going to get worse and will hamper future progress:

"'Right now there are thousands of metric tons of orbital debris in the air above – and it is going to grow,' FCC chair Jessica Rosenworcel said in a 2022 statement that accompanied the announcement of the rule. 'We need to address it. Because if we don't, this space junk could constrain new opportunities.'"

Who knew that pollution was such an impediment?

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/


US government issues first-ever space debris penalty to Dish Network
By Abené Clayton
October 2, 2023
The Guardian