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.

Showing posts with label Europe. Show all posts
Showing posts with label Europe. Show all posts

Thursday, May 1, 2025

Strategic CSR - Amazon

Transport Topics is not part of my normal rotation of reading material, but the article in the url below caught my attention:

"Amazon.com Inc. equipped some delivery vans in Europe with defibrillators to see if drivers crisscrossing residential areas could speed up aid to heart attack victims."

Although Amazon creates a great deal of value throughout society (simply by virtue of what it does), I do not normally think of it experimenting outside of its lane, or doing something that does not deliver an immediate and obvious benefit to its bottom line. But it seems the company not only explored this, but took it seriously:

"The world's largest online retailer tested a program, called Project Pulse, as a pilot in Amsterdam in November 2023, and expanded it to London and Bologna, Italy, according to documents seen by Bloomberg. … Amazon confirmed that more than 100 contract drivers took part in the experiment, with several receiving alerts from citizen responder apps and arriving on site."

The reason why Amazon would do this makes a great deal of sense – "Amazon vans tend to be closer than a professional first responder," and speed of treatment can make all the difference:

"Nine out of 10 people live if they receive a jolt within a minute of a cardiac event, and chances of survival without CPR decrease by 10% every minute, according to the American Heart Association."

Amazon drivers offer broad coverage, given that they deliver in residential areas, where first responders are often not located and "more than 70% of cardiac arrests occur:"

"A study by Philips included in the Amazon documents estimated that a fleet of 50 AED-equipped delivery vans on the roads of a north Seattle neighborhood would be able to respond more than a minute faster, on average, than emergency medical services."

Moreover, Amazon sees clear benefits to the experiment:

"The company's drivers have been blamed for congestion, pollution and causing accidents. The program's backers also speculated that Project Pulse could improve driver retention. Amazon's legal team deemed the risk of drivers being sued low owing to European laws that typically shield bystanders who come to someone's aid."

And, for Amazon at least, it is all relatively cheap:

"One internal document estimated it would cost less than $17 million in the first year of the program to equip 15% of drivers at Amazon's 1,100-plus last-mile delivery depots around the world."

Currently, the "pilot program" has ended and Amazon is exploring the potential of rolling it out more comprehensively in a few European countries.

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/


Amazon Equips Some Drivers in Europe With Defibrillators
By Benoit Berthelot and Anna Edgerton
April 10, 2025
Transport Topics
 

Monday, March 3, 2025

Strategic CSR - Greenwash

The articles in the two urls below offer contrasting approaches by different countries to the issue of preventing greenwash in finance. In the first article, the Swiss government (rather optimistically) is happy to trust the firms in its finance industry to self-regulate:

"Switzerland's finance sector can regulate its own members when it comes to combating the miss-selling of sustainability-themed investment products, the government said. The Federal Council had given banks, insurers and other finance firms until August to come up with an effective self-regulation framework on greenwashing."

In contrast, and employing a modicum of commonsense, the Australian government is proposing to introduce a new labeling system that will add substance to the ambiguous meaning of sustainable:

"The Australian government … will establish labels and disclosures for investment products marketed as 'sustainable,' including funds run by the superannuation industry, after a public consultation in early 2025, according to a sustainable finance framework released on Wednesday. The plan also calls for large businesses and financial firms to incorporate climate disclosures based on the Australian Accounting Standards Board's guidelines, which are due to be finalized in August."

The key to the difference is in the article headlines – while the Swiss will allow finance firms to "police themselves," the Australian government is planning to "crack down with new regulations." I wonder which approach will be the most effective in reducing the amount of misleading information and behavior that pervades all things sustainable?

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/


Swiss Say Finance Firms Can Police Greenwashing Themselves
By Bastian Benrath
June 19, 2024
Bloomberg

Australia Cracks Down on ESG Claims with New Regulations
By Ishika Mookerjee
June 19, 2024
Bloomberg
 

Thursday, February 6, 2025

Strategic CSR - Mirrors

Here is a heartening quote from the EU that was in the Green Daily newsletter by Bloomberg, last summer:

"32.5%: How much pollution has dropped in the EU from 1990 to 2022, even as the economy grew by 67%."

It counters the unhelpful narrative in the article in the url below, that economic growth and climate damage are positively correlated. In reality, what is important is the collective set of values and priorities in our societies. That is what will determine the behavior of corporations – if we want sustainability, then companies will deliver it for us; if we don't, then we cannot blame companies for more damage. We love to anthropomorphize organizations, but it is only humans who are capable of making complex decisions, weighing up multiple variables (including future consequences) – companies are mirrors that reflect those decisions. We get the companies we deserve; just like we get the politicians we deserve – they are functions of the decisions that we make.

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/


Shrink the Economy, Save the World?
By Jennifer Szalai
June 11, 2024
The New York Times
Late Edition – Final
C1, C4
 

Thursday, January 30, 2025

Strategic CSR - Oil vs. plastic

The article in the url below is one of the best arguments I have heard as to how we will, realistically, transition away from fossil fuels. Since no one appears willing to impose a meaningful carbon tax that would encourage such a move, we will need to rely on market-based arguments to understand whether and how quickly such a shift will take place. The article in the url below hints at what that argument might look like.

First, it makes the case as to why demand for oil will inevitably drop:

"As people switch to electric cars, or at least buy more fuel-efficient versions of traditional vehicles, energy companies will have too much oil on their hands. Transport currently accounts for over half of global oil demand. CiarĂ¡n Healy, an oil market analyst at the International Energy Agency, points out that even without a further uptick in EV sales, efficiency improvements in internal combustion engine cars mean the same amount of driving will be done with less gas in the future. The IEA thinks the world is on track to have eight million barrels a day of excess oil capacity by 2030."

Second, it outlines the oil industry's best response to prop-up oil consumption – and it centers on plastics:

"London-listed BP thinks growth in petrochemicals will offset fuel declines for another decade. Crude oil and natural gas are turned into petrochemical feedstocks such as naphtha or natural gas liquids in a gas-processing plant or at an oil refinery. They are then 'cracked' into the building blocks of common plastics. … Today, 15.4% of global oil demand is driven by petrochemicals, according to data from Wood Mackenzie. The share is expected to rise to 19.1% by 2035 as emerging markets become wealthier and swelling middle classes spend more on synthetic clothing and do their grocery shopping at big supermarket chains, where food is more likely to be wrapped in plastic to prolong its shelf life. Advanced economies like the U.S. use up to 20 times more plastic than developing nations on a per capita basis, according to the IEA. Big Oil's bet is that shoppers in emerging markets will close at least part of that gap."

Third, it questions whether this will be the solution the oil companies are hoping for:

"Energy companies are pouring billions of dollars into petrochemical facilities, notably in China where ethylene capacity has almost doubled since 2019. Capacity is also rising in the U.S. and Middle East. Saudi Arabia wants to invest $600 billion into petrochemicals by the end of the decade to secure nonfuel uses of its crude oil. But the global petrochemical industry is already saturated and capacity is expected to outstrip demand until at least 2030. This points to weak profit margins and less-than-ideal utilization rates at petrochemical facilities."

Equally, it suggests why it is not a good response, strategically (from the oil companies' perspective):

"Pumping money into petrochemicals as governments are trying to solve the problem of plastic waste feels risky. [In December], countries that rely on oil exports for a large share of government revenue, including Saudi Arabia and Russia, torpedoed a global treaty that proposed curbs on plastic production. But tighter regulations are in the works anyway. More than 100 countries have introduced restrictions on plastic, including a ban on single-use plastic in the European Union."

The conclusion:

"The oil industry is resigned to slowly losing its grip on road transport. Turning to an oversupplied and wasteful petrochemicals sector for shelter is a risky strategy."

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/


Big Oil Frets Over Demand for Plastics
By Carol Ryan
December 26, 2024
The Wall Street Journal
Late Edition – Final
B12
 

Tuesday, September 17, 2024

Strategic CSR - McDonald's

The fast-food business model is based on cheap food served efficiently. An essential part of that efficiency is single-use packaging that is discarded by the customer in a way that keeps costs low and also helps maintain hygiene. The associated waste is part of the model, but is also a problem if we care about resource utilization, from the point of view of sustainability. French politicians agree, and have decided to try and do something about it, as reported in the article in the url below, and experienced in a Paris branch of McDonald's:

"For those dining in, french fries are served in durable red containers, soda is dispensed into clear washable glasses and chicken nuggets come in hard plastic white bowls. When customers are finished eating, they are asked to drop the containers into a bin to be washed, dried and reused. The assortment of 21 variously sized reusable cups, bowls and fry sleeves are a world-first for McDonald's, which since its inception has used disposable packaging to keep food moving quickly and utility and labor costs low. The new containers have been introduced to comply with a French law aimed at reducing waste that has compelled the burger giant and other fast-food restaurants to serve dine-in orders in reusable containers."

Perhaps not surprisingly, McDonald's is unimpressed:

"'We don't want France to be the template because we strongly believe that this doesn't work,' said Serge Thines, the company's head of international government relations, who argues that reusable packaging is inconvenient for consumers and worse for the environment than disposables. 'It's very problematic,' he added."

I think what Serge means is that the law is imposing an additional cost that the company would rather not have to deal with. If it was just France, it is perhaps manageable. The trouble is that the French law is part of a wider awakening on sustainability issues, and is influential throughout the EU:

"McDonald's is up against proposed laws mandating reusables or banning single-use plastic packaging in a string of other countries including Portugal, Sweden and Poland. It already has had to comply with laws in Germany and the Netherlands by offering reusable cups to consumers who request them and pay a deposit."

And, even in the U.S.:

"… a shareholder advocacy group has seized on McDonald's experience in France to press the company to consider the merits of rolling out reusables stateside."

The key, of course, is how other stakeholders feel about the change. For something like this to stick, it needs to have broad stakeholder support. This is particularly the case as it involves the participation of both employees and customers:

"Seven staff members at the McDonald's restaurant have done three days of training on how to use the new equipment and handle the crockery. Takeaways include the importance of washing hands more frequently and not cutting through the kitchen holding dirty dishes. … Rather than sweeping leftovers and packaging into the same trash can, customers dining in are asked to empty liquids into one hole and scrape food into another. There is a third hole for the exempt disposable packaging and a fourth for the new reusable containers."

At least there seems to be some buy-in, although this suggests this might not be the easy win that legislators perhaps expect:

"McDonald's says its return rate for reusable containers in France is over 92% and the containers are used on average 29 times before being damaged, thrown away or taken by customers."

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/


French Packaging Law Vexes McDonald's
By Saabira Chaudhuri
December 11, 2023
The Wall Street Journal
Late Edition – Final
B3
 

Tuesday, August 27, 2024

Strategic CSR - Hot

In case you had not all noticed, it is hot out there. More specifically, as noted in the article in the url below, on July 21, 2024, it was hotter than it has ever been (at least since we started reliably recording temperatures):

"Sunday witnessed the highest average temperature on Earth, breaching a previous record set a year ago, according to provisional data from the European Union's Copernicus Climate Change Service."

The chart accompanying the article presents the data in more dramatic detail:

 


Europe, in particular, is exceeding its normal temperatures for this time of year:


"Global warming is bringing hotter conditions to southern Europe, with temperatures exceeding 40C for the past two weeks in Greece. That's turbo-charging the threat from wildfires. In Greece, there were 33 wildfires in 24 hours through 6:30 p.m. on Monday. Athens and southern parts of the country remain on high alert. Spain and parts of the south of France and Italy are also at risk of wildfires as temperatures there have soared."


I am sure this will not be the last time we break this record, as indicated in the article in the second url below:


"Inflamed by the carbon pollution spewed from burning fossils and farming livestock, the average surface air temperature hit 17.09C (62.76F) on Sunday, according to preliminary data from the Copernicus Climate Change Service, which holds data that stretches back to 1940. … 'What is truly staggering is how large the difference is between the temperature of the last 13 months and the previous temperature records,' said the Copernicus director, Carlo Buontempo. 'We are now in truly uncharted territory – and as the climate keeps warming, we are bound to see new records being broken in future months and years.'"


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/



The hottest day ever

By Eamon Farhat and Paul Tugwell

July 23, 2024

Bloomberg

https://www.bloomberg.com/news/articles/2024-07-23/world-records-hottest-day-while-wildfires-threaten-mediterranean


Sunday was world's hottest ever recorded day, data suggests

By Ajit Niranjan

July 23, 2024

The Guardian

https://www.theguardian.com/environment/article/2024/jul/23/world-temperature-records-shattered-hottest-day-climate-crisis

 

Wednesday, November 22, 2023

Strategic CSR - Fast fashion

The article in the url below caught my eye. It focuses on "single-material clothing" and an attempt by the EU to encourage the reduction of waste (and an increase in recycling) in the fashion industry:

"Clothes often contain a mix of fibers, including organics, such as cotton grown on farms, and synthetics, such as polyester refined usually from petroleum. Garments with multiple materials—such as a T-shirt made from 99% cotton and 1% spandex—are difficult to recycle because separating the fibers is tricky."

And, clearly, the room for improvement is significant:

"Currently, less than 1% of the world's textile waste is recycled into new clothes, with the bulk ending up in trash heaps. The EU wants to change this, and the relatively short time frame promises to challenge the big players in fast-fashion, which may have to retool their design processes and rethink their sourcing."

The underlying motivation is to combat the wastefulness of fast fashion (see Strategic CSR – Fast fashion) and, instead, promote an industry that produces products that are more sustainable:

"The European Commission, the EU's executive branch, published a plan in March that aims to put 'fast fashion out of fashion' by 2030, referring to the trend of people buying clothes and throwing them out in less than a year. Clothing should be 'long-lived and recyclable, to a great extent made of recycled fibers,' the EU said."

Given the size of the European trading bloc, a significant change there will affect supply chains and product quality, worldwide:

"European Parliament members and the heads of its 27-member states still need to agree on specific laws. But the regulations would cover all clothes sold in the bloc, which imports nearly three-quarters of its textiles. This will affect not only Europe's homegrown brands, but also American multinationals such as sportswear giant Nike Inc. and jeans-maker Levi Strauss & Co., and Japan's Uniqlo or China's Shein. EU nations have already agreed to collect discarded textiles separately from other waste by 2025."

I didn't realize that the barrier to progress in the fashion industry relies so heavily on this issue of material composition. It is something on which some firms are making progress:

"German sportswear maker Adidas AG, for example, launched a line of single-fiber clothes last year including shoes, coats, T-shirts and pants under its 'Made to be Remade' label. 'These products are created with just one material and once they reach the end of their useful life, they can be cleaned, shredded and recycled for use in new products,' an Adidas spokesman said."

But not to the extent or speed that is needed:

"Still, some single-fiber garments may not be durable enough in some cases, a Hennes & Mauritz AB spokeswoman said. The current share of fabrics with a 100% composition constitutes around a third of the total output of the Swedish fashion retailer, better known as H&M. … in fashion, design remains the most important element, said Christina Dean, founder of fashion nonprofit Redress. She said the EU's focus on the makeup of clothes will drive designers to choose single materials. 'That is addressing this cocktail of fibers that is currently being used,' Ms. Dean said."

Happy Black Friday!
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/


EU Regulators Add to Push for Single-Material Clothes
By Joshua Kirby and Dieter Holger
September 7, 2022
The Wall Street Journal
Late Edition – Final
B4

Thursday, November 16, 2023

Strategic CSR - Cars + parking spaces

The article in the url below presents an interesting challenge to addressing climate change – US car size meets urban parking space. The article opens by describing the way architects determine how big they should make parking spaces when designing a building or parking lot – an allowance that is termed a "design vehicle":

"The design vehicle is a statistical composite of a car, compiled by the Parking Consultants Council, a professional association of parking lot designers. Every five years or so, the Parking Consultants Council analyzes the U.S.'s car sales data. It then calculates the 85th percentile car size. … The design vehicle Schneeman and his industry colleagues use is six feet seven inches wide and 16 feet 10 inches long; incidentally the exact width of a Ford's F-150, the U.S.'s most popular vehicle and a symbol of the country's appetite for larger cars."

The problem is that this method, which has served "the parking industry" well in the past ("ensuring space sizes accommodate the vast majority of American cars and leaving about 20 inches of space for people to open their doors and maneuver on either side"), is running into a problem. Specifically, there are no longer enough spaces and they are not big enough. The problem is particularly noticeable, of course, in older buildings or parking lots, where the size of the space was determined based on average car sizes from previous generations:

"Increasingly, cars are too big for parking spaces, especially in parking garages and other paid parking lots where developers pay close attention to space size. Like the proverbial frog in a slowly heating pot of water, our cars have gotten ever-so-gradually bigger with each passing year, but the parking space standards have barely budged. Now, in the third decade of the growing car size trend, people are starting to notice."

It seems that people put a lot of thought into parking spaces, and they want them bigger – that is until they realize the associated cost:

"When Warren Vander Helm, a partner at Parking Design Group, first meets with a client on a new project, one of the first things they will say is they want the spots to be big. But once Vander Helm walks them through the local zoning regulations that require a certain number of parking spaces, how much more surface area big spots will require to meet that minimum, and how much more that will cost, the enthusiasm for big spots wanes. 'For a surface lot, you're looking at $7,000, $7,500 just to build one parking space,' Vander Helm said. 'For an underground garage, in a city, it can be $200,000 per space, easy. Structured parking above ground is $40,000, $45,000 per space.'"

And, when multiplied by a large number of spaces in a building, "even a few inches can be the difference between profit and loss." And, today, car consumers in the U.S. want a different kind of car (SUV instead of sedans) and they want them bigger:

"Consider someone who switched from a Honda Civic to a Honda CR-V. This added about three inches in width. A CR-V to a Pilot, a large SUV, would add five more inches in width. This may not sound like much, but repeat for half the cars in a parking lot and it adds up. For example, in a 700-space garage, if each car is four inches wider than its predecessor, that is 233 additional feet in car width—from the goal line to the opponent's 23 yard line on a football field—that needs to be accommodated."

How are these trends compatible with addressing climate change? Even if all cars become electric (which has massive implications for our electricity generation system that is still driven largely by fossil fuels and, at current capacity, falls well short of what is required), a car-based society is not what we should be aiming for, as anyone who has spent any time living in a European city with functioning public transport can report. We have developed an effective way of allocating scare and valuable resources (in this case, valuable real estate) – the pricing mechanism. In short, if something is in high demand but limited supply, the price should rise to help determine how much of that good any one person should have:

"Essentially, parking lot owners will have two choices: Either make spaces bigger and charge more for them or make some spaces bigger, charge vehicles that park there more, and keep the prices lower for smaller vehicles. Oversized vehicle fees have become popular in dense urban parking lots, especially in New York City, but are rare in the rest of the country. It's easy to imagine the backlash that may ensue from any effort to charge people with large vehicles more for parking, even though the suggestion that people who use more of something should pay more than people who use less is one of the most basic tenets of economic theory and the basis of capitalism. But now, everything with a hint of stifling Traditional American Values is part of the culture wars. And, somehow, big cars have become part of that worldview. But there is nothing traditional about huge cars."

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/


American Cars Are Getting Too Big For Parking Spaces
By Aaron Gordon
February 8, 2023
Vice
 

Tuesday, March 14, 2023

Strategic CSR - Global trade

Since the 2022 passing of the Inflation Reduction Act (which contains large subsidies for environmentally-related products and industries), I have seen a lot of media coverage about trade friction between the U.S and EU. The green subsidies that favor U.S. companies, by definition, penalize those companies from elsewhere and, given that the EU is perhaps the most advanced economic region in promoting environmental awareness, the companies most affected tend to be European. Before the IRA, however, there was the Green Deal, which was passed by the EU in 2020. A key part of this legislation was the Carbon Border Adjustment Mechanism (CBAM), which is an attempt to account for carbon emissions in products made in countries that don't otherwise tax that externality. The article in the first url below covers the details of CBAM, which were announced at the end of last year and represent the first attempt to tax imports based on the carbon emitted during their production (see Strategic CSR – Global carbon tax):

"The European Union reached an agreement to impose a tax on imports based on the greenhouse gases emitted to make them, inserting climate-change regulation for the first time into the rules of global trade. The deal … ends more than a year of negotiations on the details of the plan. The EU is expected to adopt it in the coming weeks as part of a sweeping package of legislation that would step up the bloc's efforts to limit global warming."

The EU is understandably proud of taking the first step on this issue:

"The plan, known as the carbon border adjustment mechanism, would be the world's first tax on the carbon content of imported goods. It has rattled supply chains around the globe and angered the EU's trading partners, particularly in the developing world where manufacturers tend to emit relatively large amounts of carbon dioxide. It has also unsettled manufacturers in the U.S. who are concerned the measure would create a new web of red tape to export to Europe."

The reason for this concern in the U.S., as noted in the article in the second url below, is that this legislation is as much about economic policy as it is about concerns for the environment:

"The 'carbon border adjustment mechanism' is aimed at protecting E.U. companies subjected to strict environmental rules from the risk of being crushed by competition with businesses from countries whose rules on emissions are looser. It is also designed to encourage other countries to adopt similarly ambitious emissions rules."

Thus, for all the criticism that the IRA has received for being a protectionist trade measure, the U.S. can legitimately point out that the EU started it. The exchange of blame raises one of the most frustrating aspects of tackling climate change, which is that every time a policy is proposed or (heaven forbid) implemented, the reason most often cited for why it can't possibly work is that it causes some disadvantage for some group that relies on the carbon emissions that the policy is trying to eradicate. But, of course, that harm is being inflicted because that is the main point. Since we are clearly incapable of surrendering our reliance on carbon voluntarily, some coercion is required, which will lead to a period of transition that is going to be challenging because it is new. If we want to decrease the consumption of carbon, we need to make it more expensive, which means that a higher price cannot be the reason for not doing it. Why we cannot have an honest discussion about this as a society is beyond me. Whenever a cost increase is a result of a policy change, those with less economic power (and/or a higher dependence) are going to be disproportionately affected since they have, by definition, less money. But, since economic theory of supply and demand is the best means we have devised of allocating scarce and valuable resources, there is no way around this. If we increase the cost of emitting carbon, then consumption will decrease, but those that rely on carbon or who resist reducing their consumption, will pay more. And, of course, the longer we take to acknowledge this, the higher the cost of switching becomes.

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/


EU to Tax Impots Based on Emissions
By Matthew Dalton
December 14, 2022
The Wall Street Journal
Late Edition – Final
A1, A8

New E.U. Tax Hits Countries Failing to Halt Gas Emissions
By Emma Bubola
December 14, 2022
The New York Times
Late Edition – Final
A12
 

Friday, February 11, 2022

Strategic CSR - Collegiality

The article in the url below was one of the best stories that I read over the break:

"At 64, Alfredo Lupi, a janitor at a factory in Graffignana, an industrial town southeast of Milan, was less than three years away from his retirement, a threshold that was at once incredibly close but impossibly far. A cognitive impairment that he had suffered from almost since birth was making his job more difficult by the day. The condition was too debilitating for him to work without discomfort, but quitting would have been hard to afford without a pension. That's where his co-workers came in."

Of course, the collegiality among employees was moving:

"Technically, his colleagues gave him … vacation days. They had transferred some of their own allotment — some gave more days, some gave less, but all gave something. That allowed him to stop working, but meant he could remain on the books at the Senna Inox factory and collect a salary until he reached the retirement age of 67."

Apparently, this idea of donating vacation days is a 'thing' in Italy:

"In recent years, the story of a mother who was given the equivalent of three years to take care of her disabled son, as well as tales of time-off donated to hospital workers who have young children and no time to spend with them, have made headlines in Italy. But Mr. Lupi's case was unusual because all 50 of his colleagues pitched in, collecting 20 months worth of working days."

But, the reaction of the employer (Senna Inox), a family-run firm, to the situation was also inspiring because the employees had not donated sufficient time to cover all of the days before his official retirement:

"Still, for all of their generosity, the employees hadn't collected enough time, but Senna Inox rounded things off by agreeing to pay him for the remaining year he would need to reach retirement age."

Clearly, the company understands the value of its employees as its most important stakeholder:

"'You might see it as a big present, but we see it as an investment in solidarity,' said Pietro Senna, one of the four brothers who run the factory founded by their grandfather in 1950. 'We are not depriving ourselves of anything, quite the opposite.'"

As a result:

"Mr. Senna said that the vast majority of their employees at the factory, which designs and produces equipment for the pharmaceutical and food production industry, work there for their entire careers."

Have a good weekend.
David

David Chandler
© Sage Publications, 2020

Instructor Teaching and Student Study Site: https://study.sagepub.com/chandler5e 
Strategic CSR Simulation: http://www.strategiccsrsim.com/
The library of CSR Newsletters are archived at: https://strategiccsr-sage.blogspot.com/


A Janitor Was Struggling, So His Colleagues Donated Toward an Early Retirement
By Gaia Pianigiani
December 27, 2021
The New York Times
Late Edition – Final
A6
 

Thursday, January 27, 2022

Strategic CSR - Global carbon tax

Over the summer, you may have noticed the EU's roadmap of how it plans to reduce its carbon emissions by 55% by 2030 (benchmarked to some point in the 1990s), a plan it labelled "Fit for 55." Central to that plan is the idea that the EU will impose a carbon tariff on imports from countries with lower carbon emissions rules than the EU (which, I am guessing, is all countries outside the EU). While there are plenty of geopolitics at stake reading between the lines, the enticing element of this tariff plan is its implications for a global carbon tax, as explained in the article in the url below:

"A global carbon tax is viewed by many economists as the most efficient approach to decarbonizing industry, but creating one has always seemed a political impossibility. A new European Union carbon border tax just might start to change that."

The key is the tax on all imports to the EU from countries with more lax standards on carbon emissions than the EU:

"The levy—called a 'carbon border adjustment mechanism,' or CBAM—is part of a wide-ranging package adjusting EU rules to meet new climate ambitions. The measure is intended to both level the playing field between foreign and domestic producers and cut the risk that local companies relocate outside the EU to avoid the bloc's stringent rules. As drafted, CBAM could open a path to a global carbon price by establishing a cost of carbon on some imports into the EU, one of the world's biggest markets."

The hope seems to be that the U.S. will join the EU by imposing a similar tariff (see here). This is partly because if the EU and U.S. have a similar approach, it has a better chance of affecting other countries, but also it would avoid the complicated eventuality of the EU imposing a costly tax on imports from the U.S. Another motivator, as with all tax proposals, is the opportunity to collect revenue. In this case, the U.S. would prefer to collect the revenue themselves, as opposed to allowing the EU to collect it instead:

"While that level of cooperation currently seems unlikely, the estimated €9 billion in annual CBAM-related income the EU anticipates by 2030 might tempt politicians to act so that they collect the cash instead of Brussels."

The proposed effect is broad – so much so that the commentary around the tariff is that it will affect, in essence, all industries and products:

"CBAM will target aluminum, cement, fertilizer, power, steel and iron. Companies from regions without similar carbon costs would need to buy CBAM credits for the verified emissions released in the production of their imports into the EU. The price will be linked to the carbon cost determined by the EU's Emissions Trading System, currently over €50 a metric ton."

But, again, the tantalizing prospect is that the effect will be global and, in essence, establish a global tax on carbon:

"A global carbon price remains a fanciful notion for now, but something resembling it could take shape if the EU's CBAM, like its ETS, sets an example for other regimes to learn from. Much depends on the ambitions of Washington."

Take care
David

David Chandler
© Sage Publications, 2020

Instructor Teaching and Student Study Site: https://study.sagepub.com/chandler5e 
Strategic CSR Simulation: http://www.strategiccsrsim.com/
The library of CSR Newsletters are archived at: https://strategiccsr-sage.blogspot.com/


Europe's Carbon Prices Are Going Global
By Rochelle Toplensky
July 15, 2021
The Wall Street Journal
Late Edition – Final
B12
 

Thursday, March 25, 2021

Strategic CSR - Greenwashing (II)

Following on from the newsletter sent earlier this week, the articles in the two urls below also both tackle the issue of greenwashing, but in different ways. The first article looks at the role of carbon offsets in allowing firms with polluting operations to present a much more favorable carbon image, while the second article looks at how firms are increasingly setting aggressive sustainability targets, but failing to begin the hard work of delivering on their promises.

The key to the first article about carbon offsets is twofold – first, firms may be committing to offsets, but then not being transparent in terms of whether they are actually bought (or achieve the reduction in carbon promised) and, second, using the offsets to cloak the fact that nothing has changed in their underlying business model/operations. And, given that the goal is to get to zero emissions, rather than net zero emissions, such businesses are avoiding the harder task of changing their operations to produce less emissions. This emphasis on carbon reduction techniques (rather than carbon offsets) will become even more essential as the price of offsets rises in line with anticipated increases in demand:

"Companies face rising costs of carbon dioxide emissions. European Union credit costs reached a record high of nearly €40 a metric ton, or about $48, this month. Levies of over $100 are expected in many countries by 2030. Given the very limited information available about companies' carbon footprints and cleanup plans, analyzing how they use CO2 reduction techniques can be a helpful shortcut to identify risky businesses."

While all industries, ultimately, will be affected, there are some that are more likely to struggle:

"Oil and coal producers face existential questions. The challenge is also particularly acute in so-called hard-to-abate industries: airlines, cement, long-haul trucking, plastics, shipping and steel. Many investors would like to distinguish the leaders from the laggards."

For now, however, we are where we are due to the challenge of measurement and financial reporting requirements, which still allow companies to select what information they release and when:

"In an ideal world, detailed, comparable carbon exposure data would be published alongside financial information to help investors assess risks. That should be available eventually. Until then, a company's use of carbon offsets provides a helpful shortcut to divine some insight."

The key to the second article is the disconnect between what companies are proclaiming and what they are actually doing:

"Household names like Costco and Netflix have not provided emissions reduction targets despite saying they want to reduce their impact on climate change. Others, like the agricultural giant Cargill and the clothing company Levi Strauss, have made commitments but have struggled to cut emissions. Technology companies like Google and Microsoft, which run power-hungry data centers, have slashed emissions, but even they are finding that the technology often doesn't yet exist to carry out their 'moonshot' objectives."

Again, transparency and reporting requirements are allowing companies to get away with symbolic behavior:

"… determining how hard companies are really trying can be very difficult when there are no regulatory standards that require uniform disclosures of important information like emissions."

In contrast, those companies that stick to measurable targets tend to be a lot more effective in achieving substantive change:

"For example, Walmart discloses its targets for emissions reductions and the progress it has made to the CDP, including a goal for emissions from its suppliers, and its plan has been vetted by Science Based Targets. But Costco doesn't expect to have commitments to reduce emissions until the end of next year. Costco executives declined to comment."

The conclusion is that, ultimately due to the variance in corporate attitudes to real change, regulation is most likely to move the needle:

"'If we are going to achieve a net-zero carbon economy for real, we will need everyone to act,' said Lucas Joppa, Microsoft's chief environmental officer. 'And that means action can't be voluntary. We need requirements and standards that everyone is expected to meet.'"

An example of the challenges that remain, however, is the extent of creative accounting that characterizes carbon offsetting. The most devious form of this is where firms claim for avoiding carbon emissions that would otherwise have happened. For example, they could support the production of renewable energy and claim that, by doing so, they have avoided the emissions that would have occurred if they had used regular fossil fuels, instead. Clearly, however, no carbon was removed from the atmosphere. In other words, such a trick is not even net zero, it is net positive emissions (overall), even though firms are using such claims to 'reduce' their total carbon account.

Take care
David

David Chandler
© Sage Publications, 2020

Instructor Teaching and Student Study Site: https://study.sagepub.com/chandler5e 
Strategic CSR Simulation: http://www.strategiccsrsim.com/
The library of CSR Newsletters are archived at: https://strategiccsr-sage.blogspot.com/


Investors, Research Green Ambitions
By Rochelle Toplensky
February 23, 2021
The Wall Street Journal
Late Edition – Final
B11

The Climate Talk vs. the Walk
By Peter Eavis and Clifford Krauss
February 23, 2021
The New York Times
Late Edition – Final
B1, B5
 

Thursday, November 12, 2020

Strategic CSR - Europe (II)

Continuing the theme from Tuesday's newsletter: At the top of any 'World's Best Places to Live' list tends to be one or more of the Scandinavian countries. In spite of having strong safety nets throughout society, there appears to be no compromise in quality of life. In fact, the strong safety net is a feature of the system, rather than a flaw. The criticism of high taxes is a distraction since many of the costs that are accounted for in the revenues these taxes generate are simply shifted to the individual in the U.S. Often, these costs end up being higher in the U.S. (healthcare at 17 percent of GDP is only the most obvious example), without any compensating benefit that the promised 'freedom of choice' is supposed to provide (e.g., better outcomes on health and wellbeing metrics). What matters is the return on any $1 spent (the quality of outcomes created), irrespective of whether that dollar goes to the government or private companies.

Of course, comparing completely different countries with different histories is not easy. In particular, I think there are two challenges with promoting the Scandinavian model out of context. First is the issue of size. It is much easier to run a country the size of Denmark than one the size of the U.S. I am not sure there are any examples of the Scandinavian model run at scale. Second is the issue of innovation, which I discussed on Tuesday. If you look at the largest, most innovative companies in the world, most of them were formed in the U.S. There are exceptions, of course, but a disproportionate amount of innovation comes from the U.S. and, by implication, the economy where the pursuit of profit is most blatant.

As a European living in the U.S. (U.S. citizen since 2019), I struggle with these contrasts in thinking through how best to structure society. What is interesting is that the Scandinavian countries are more capitalist than the U.S. or almost any other country you can think to mention, in spite of the higher taxes. This is supported by evidence suggesting that, today, there is more social mobility in many European countries than in the U.S. In other words, if you are born poor in the U.S., you are more likely to die poor than the same person born into the same situation in Europe. Yet, there are many benefits to living in the U.S. and it is something I decide actively to continue.

The way I have come to think about this is in terms of normal distributions (bell curves). That is, the average (on many metrics) is probably similar in Europe and the U.S., but the standard deviation is much higher in the U.S. That is, in the U.S. there are much higher highs and much lower lows – the distribution is flatter. In Europe, there is much lower upside (e.g., not as much innovation), but also much lower downside (e.g., the strong safety net). One positive externality resulting from this imbalance is that the innovation generated in the U.S. is enjoyed by other countries who do not incur the associated costs.

Having said all that, there is clearly much to be said for the European lifestyle in general, and the Scandinavian model in particular. The challenge, therefore, and something Strategic CSR is dedicated to addressing, is whether an economy can be created with stronger protections at the bottom end of the distribution, while retaining the freedom to innovate at the top. One possible example of this is illustrated in the article in the url below. As the tag line to the headline suggests:

"Forget Scandinavia. Switzerland is richer and yet has a surprisingly equal wealth distribution."

As the article describes in detail, Switzerland is larger, happier, and more egalitarian than its Scandinavian neighbors. I would add The Netherlands to the mix – particularly noteworthy for its democratic engagement (also a feature of the Swiss cantons) and its progressive assignment of rights equally throughout society. Switzerland, of course, is small, but is also a wonderfully prosperous society (in the broadest sense):

"This $700 billion European economy is among the world's 20 largest, significantly bigger than any in Scandinavia. It delivers welfare benefits as comprehensive as Scandinavia's but with lighter taxes, smaller government, and a more open and stable economy. Steady growth recently made it the second richest nation in the world, after Luxembourg, with an average income of $84,000, or $20,000 more than the Scandinavian average. Money is not the final measure of success, but surveys also rank this nation as one of the world's 10 happiest."

The article features a number of positive attributes that suggest Switzerland is doing many things right. Two characteristics stand out to me – both related to building an informed citizenry that have specific expectations of the country's firms (and its politicians). First is immigration:

"Switzerland has been welcoming more immigrants than any Scandinavian country since the 1950s. It is on track to accept more than 250,000 immigrants between 2015 and 2020, expanding its population by 3 percent. That immigration rate is nearly double the Scandinavian average, and one of the highest among large, developed countries."

The second is education:

"The Swiss labor force gets an added boost from a meritocratic public school system that starts steering students as young as 12 toward their academic strengths. The world-class universities charge average annual tuition of only $1,000 and leave graduates thousands of dollars less in debt than many Scandinavian schools."

It seems to me that the issue of education, in particular, is central to many of the problems we face – specifically, decades of under-funding in education. I have often found it frustrating that we invest so much money in the final 5 years of life (which almost every article I've read on the subject suggests are not 'good' years), but do not spend nearly as much on the first five years of life. This is primarily because older people vote reliably, which skews the political distribution of funds. But, in spite of this, why do we not see it in our best interest to give every child the best opportunity to realize their potential? They are the future, after all.

Having just come through yet another overly-long and shallow presidential campaign, it is difficult to see how any politician could be elected in this country on a platform of higher taxes in exchange for sustained investment in education. And, given we have had decades of under-funding, that can only be fixed with decades of over-funding. Yet, in every discussion I have about CSR, business ethics, and/or the problems facing society, education seems to be the solution. It is not the system that is the problem so much as what we ask of the system. The system is neutral, but good inputs lead to good outputs. We need informed and engaged citizens in order for liberal democracy (and, for that matter, market-based capitalism) to work at its best. In the absence of either, we get discord and dysfunction.

Take care
David

David Chandler
© Sage Publications, 2020

Instructor Teaching and Student Study Site: https://study.sagepub.com/chandler5e 
Strategic CSR Simulation: http://www.strategiccsrsim.com/
The library of CSR Newsletters are archived at: https://strategiccsr-sage.blogspot.com/


The Happy, Healthy Capitalists of Switzerland
By Ruchir Sharma
November 3, 2019
The New York Times
Late Edition – Final
SR5

Tuesday, November 10, 2020

Strategic CSR - Europe (I)

I am often struck by the differences between the economic systems in the U.S. and Europe (see also Strategic CSR – Europe vs. U.S.). While the quality of life generally appears to be higher in Europe, the level of innovation/creativity seems higher here in the U.S. Although this contrast is pretty fixed in my head, the article in the first url below argues that the balance is shifting. Specifically, the author (a Finance Professor at NYU) emphasizes how the U.S. has become much less competitive in the past 20 years, while the EU has become more competitive:

"When I landed in Boston in 1999, the United States was the land of free markets. Many goods and services were cheaper here than in Europe. Twenty years later, American free markets are becoming a myth. Internet service, cellphone plans, and plane tickets are now cheaper in Europe and Asia than in the US. In 2018, the average monthly cost of a broadband internet connection was $31 in France, $39 in the UK and $68 in the US. American households also spend twice as much on cellphone services as households in France or the UK. This is a result of policy choices. In 1999, the US had free and competitive markets while European markets were dominated by oligopolies. The airline industry is a prime example. Over the past two decades a wave of mergers has turned the US airline industry into an oligopoly while Europe has opened its skies to competition, thanks in part to low-cost carriers such as Ryanair and EasyJet. US regulators allowed these mergers to happen without meaningful challenges. EU regulators, on the other hand, encouraged the entry of low-cost competitors by making sure they could get access to takeoff and landing slots."

As this quote suggests, there are many structural reasons that explain the shift that the author explores, and the gridlock around public policy at present can hardly be helping, but one additional reason may be an unwillingness in the U.S. to adapt to what science has to teach us about our changing environment. In particular, developments over the past few months suggest that the fossil fuel companies in Europe are reacting very differently to the evolving societal awareness about climate change compared to their U.S. counterparts (e.g., see Strategic CSR – BP (I) and Strategic CSR – BP (II)). As the article in the second url below notes, what was always a philosophical difference is suddenly having very practical implications:

"As oil prices plunge and concerns about climate change grow, BP, Royal Dutch Shell and other European energy companies are selling off oil fields, planning a sharp reduction in emissions and investing billions in renewable energy. The American oil giants Chevron and Exxon Mobil are going in a far different direction. They are doubling down on oil and natural gas and investing what amounts to pocket change in innovative climate-oriented efforts like small nuclear power plants and devices that suck carbon out of the air."

As the article continues:

"The disparity reflects the vast differences in how Europe and the United States are approaching climate change, a global threat that many scientists say is increasing the frequency and severity of disasters like wildfires and hurricanes. European leaders have made tackling climate change a top priority while [the U.S. president] has called it a 'hoax' and has dismantled environmental regulations to encourage the exploitation of fossil fuels."

While both sets of companies recognize the reality of climate change and that we cannot go on burning carbon forever, that is about where the agreement ends:

"'Despite rising emissions and societal demand for climate action, U.S. oil majors are betting on a long-term future for oil and gas, while the European majors are gambling on a future as electricity providers,' said David Goldwyn, a top State Department energy official in the Obama administration. 'The way the market reacts to their strategies and the 2020 election results will determine whether either strategy works.'"

This is where we have some hope, as the market is beginning to signal that the U.S. oil and gas firms need to move further and faster than they have publicly committed to date:

"In August, for example, Storebrand Asset Management, Norway's largest private money manager, divested from Exxon Mobil and Chevron. And Larry Fink, who leads the world's largest investment manager, BlackRock, has called climate change 'a defining factor in companies' long-term prospects.'"

While the U.S. companies double-down in response to this criticism:

"European oil executives, by contrast, have said that the age of fossil fuels is dimming and that they are planning to leave many of their reserves buried forever."

The problem is that while, from an environmental perspective, the European companies are right, it is not at all clear, from a business perspective, that the U.S. companies are wrong:

"'If this is the sunset time for oil and gas, someone forgot to tell consumers,' said Raoul LeBlanc, a vice president at IHS Markit, a research and consulting firm. He said that while sales of electric cars may have picked up, it would take decades to replace the more than a billion internal-combustion cars on the road now. It will probably take just as long, if not longer, to replace the large fleets of trucks, airplanes and ships that run on fossil fuels. There ought to be enough demand for oil over the next 30 to 40 years for Exxon and Chevron to exploit their reserves and make money, though the profits will decline over time, said Dieter Helm, an Oxford economist who studies energy policy."

Take care
David

David Chandler
© Sage Publications, 2020

Instructor Teaching and Student Study Site: https://study.sagepub.com/chandler5e 
Strategic CSR Simulation: http://www.strategiccsrsim.com/
The library of CSR Newsletters are archived at: https://strategiccsr-sage.blogspot.com/


Monopolies cost Americans $300 a month. We're no longer the land of free markets
By Thomas Philippon
November 19, 2019
The Guardian

Oil Giants An Ocean Apart on Adapting to Climate Change
By Clifford Krauss
September 23, 2020
The New York Times
Late Edition – Final
B1, B9