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.

Thursday, January 30, 2020

Strategic CSR - Coal

Last week, I watched Greta's speech at the World Economic Forum at Davos (https://youtu.be/CWBGbAZlpRU, see also Strategic CSR – Greta) and I am caught between two reactions. On the one hand, of course, she is exactly right. Everything she said was on point in terms of tone, scale, and urgency. And a lot of powerful people in the room took it on the chin, and then lined up for some more (both tragic and funny, in equal amounts). On the other hand, however, I know that her critics are correct that she is being completely unrealistic in terms of what is possible. There is no way we are going to become carbon neutral today and carbon negative tomorrow (even though she is correct that this is what is required). It is in light of these conflicting emotions that I wanted to share the article in the url below. In my opinion, it is one of the first honest (and serious) attempts I have seen by a government of a developed economy to address climate change:
 
"Germany announced on Thursday that it would spend $44.5 billion to quit coal — but not for another 18 years, by 2038. The move shows how expensive it is to stop burning the world's dirtiest fossil fuel, despite a broad consensus that keeping coal in the ground is vital to averting a climate crisis, and how politically complicated it is."
 
The reason for the delay? Exactly the kind of complexity that Greta says we must overcome and her critics say is exactly why she is being unrealistic. First, are the natural resource constraints Germany faces – some are simply natural limitations, while others are politically self-imposed (but none the less complicating because of that). After all, the only reason America has reduced its coal consumption is because it is lucky enough to have abundant supplies of natural gas:
 
"Germany doesn't have shale gas, as the United States does, which has led to the rapid decline of coal use in America, despite President Trump's support for coal. Germany also faces intense opposition to nuclear power. After the Fukushima disaster in 2011, that opposition prompted the government to start shutting down the country's nuclear plants, a transition that should be complete by 2022."
 
Second, are the political interests that make a negotiated settlement so challenging:
 
"The money … is to be spent on compensating workers, companies and the four coal producing states — three in the country's east and one in the west. It followed months of negotiations between regional officials and Chancellor Angela Merkel's government."
 
And this is in Germany, one of the richest, most powerful economies in the world. Even so, it is unable to act independently and, as a result, is criticized by activists for acting too slowly:
 
"Germany's timetable, though, could present challenges to the European Union's efforts to swiftly cut its greenhouse gas emissions, as the bloc's new leadership has announced. Countries around the world are watching how quickly the 28-country union, which, taken together is currently the third-largest emitter of planet-warming gases, can reduce its carbon footprint. Germany is the largest economy in the European Union. Environmental organizations criticized the government plan for being too slow and for not expanding renewable energy sources quickly enough."
 
In other words, none of this is to say that what Germany is doing is sufficient to prevent the worst of climate change from occurring (it certainly isn't), but it is a policy response that is both serious and recognizes reality. If we are to make substantive progress, we are going to have to do something similar with the oil companies, and then the gas companies after that. It seems to me that we either pass a meaningful carbon tax and strangle them to death or we bribe them out of existence. Most politicians seem to prefer bribes to violence so, in this sense, what Germany is doing is an honest attempt to make meaningful progress. I don't see many similar attempts elsewhere:
 
"… coal remains ascendant in some parts of the world, in part because it has been the go-to fuel for so long, it employs millions of people globally, and because the industry often enjoys robust political backing. … The Asia-Pacific is where coal continues to grow. China, which consumes half of the world's coal, continues to build more coal plants at home and abroad. … Not least, China's ambitious global infrastructure building drive knows as the Belt and Road Initiative includes at least 63 coal-fired power plants. India also continues to rely on coal. It has recently relaxed rules to encourage foreign investment in the Indian coal mining sector, and has been in talks to import metallurgical coal, used to make steel, from Russia. And even as it reels from wildfires made more intense by climate change, Australia, one of the world's biggest coal exporters, is digging for more, encouraged in part by the growing Asian market. Among the most contentious projects is a new $2 billion coal mine in the country's northeast."
 
Clearly, we need more of Greta. In the meantime, the article in the second url below gives an idea of the scale of the undertaking ahead:
 
"In order to meet the goals of the Paris agreement to keep global warming below 2°C, … UBS, a bank, calculated that capital spending on renewable energy, power grids and batteries will need to rise globally to $1.2trn a year on average from now until 2050, more than double the $500bn spent each year on oil and gas. To help fund that, it reckons that oil-and-gas companies will need to divert $10trn of investments away from fossil fuels over the same period."
 
That is $1.2trn, a year, every year, between now and 2050. I don't see any way that will happen unless a combination of significant pressure to change from stakeholders, combined with lucrative incentives to do so, are brought to bear, and quickly.
 
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/


Germany Plans to Quit Coal, but it Will Take 18 Years
By Somini Sengupta and Melissa Eddy
January 17, 2020
The New York Times
Late Edition – Final
A8
Blowin' in the wind
By Schumpeter
January 18, 2020
The Economist
Late Edition – Final
61
 

Tuesday, January 28, 2020

Strategic CSR - BlackRock

The article in the url below comments on Larry Fink's recent annual letter to CEOs that has received so much media attention. As CEO of BlackRock, "the world's largest asset manager with nearly $7 trillion in investments," Fink's opinions clearly matter, and he has increasingly embraced more of a stakeholder perspective to firm management (e.g., see Strategic CSR – BlackRock):
 
"Laurence D. Fink, the founder and chief executive of BlackRock, announced Tuesday that his firm would make investment decisions with environmental sustainability as a core goal. … this move will fundamentally shift its investing policy — and could reshape how corporate America does business and put pressure on other large money managers to follow suit."
 
So, the key question is, Will this announcement indeed "reshape how corporate America does business"? On the one hand, saying publicly that climate change represents a risk to companies and, therefore, a risk to the shareholders of those companies is hardly demonstrating great insight. In fact, you could argue that the biggest aspect of this story is that it is, in fact, a story when, to anyone paying the slightest bit of attention, this has been obvious for many years (decades?). On the other hand, however, it still matters when the CEO of one of the world's largest investment groups alters their position in a direction that advances the debate. Specifically in this year's letter, Fink focuses on sustainability and commits to ensure BlackRock's investments from now on will favor those firms that are more sustainable:
 
"[Fink] said BlackRock would begin to exit certain investments that 'present a high sustainability-related risk,' such as those in coal producers. His intent is to encourage every company, not just energy firms, to rethink their carbon footprints."
 
In addition to demanding greater transparency on climate issues/performance and divesting from firms that earn a significant percentage of profits in coal-related industries, Fink pledged to introduce new funds that closely adhere to this positive sustainable vision:
 
"[BlackRock], he wrote, would also introduce new funds that shun fossil fuel-oriented stocks, move more aggressively to vote against management teams that are not making progress on sustainability, and press companies to disclose plans 'for operating under a scenario where the Paris Agreement's goal of limiting global warming to less than two degrees is fully realized.'"
 
One concern is that, at this time, it is not immediately clear how BlackRock is going to determine which firms are considered 'sustainable' and which firms are not. Perhaps more critical, however, is that although this statement sounds progressive, implementing the vision across its stable of investments is going to be difficult given BlackRock's business model. As the article in the second url below notes:
 
"In a stroke, Larry Fink became one of the most powerful champions of green investing in global finance. But behind his new sustainable-investing push at BlackRock Inc. lies an uncomfortable truth: going green won't be easy or quick. Today BlackRock funds hold a 6.7% stake in Exxon Mobil Corp., for instance, as well as 6.9% in Chevron Corp. and 6% in Glencore Plc. And, in all likelihood, they'll keep holding them, for the same reason that BlackRock is so big and successful: two thirds of its roughly $7 trillion in assets are squirreled away in funds that passively track market indexes, rather than actually pick stocks or bonds."
 
So, in short, there are at least two reasons to be skeptical as to whether BlackRock's announcement will have much of an impact. The primary reason, as noted above, is that much of the firm's $7trn in investments is locked-up in passive index funds (at least $2trn) that, by definition, permit zero control over the allocation of capital (so, no real incentive for firms to change?). Moreover, the concentrated ownership the passive model promotes also tends to disincentivize competition (see here). Second, related to the measurement issue, is how BlackRock is going to decide which management policies/practices to support and which to vote against. In other words, how is it going to decide what constitutes 'sustainable' behavior? Already, some analysts are predicting that the firm will not even be able to meet its commitment about coal producers, let alone its more aggressive targets. Either way, while this announcement may be good business and excellent PR, it seems that it will do little to shift the needle on climate change, when what we need is dramatic action, and quickly. As the first article quietly buries further down the article:
 
"Because of its sheer size, BlackRock will remain one of the world's largest investors in fossil-fuel companies."
 
For now, therefore, I am filing BlackRock's announcement under the category of greenwash and will watch to be (hopefully) proven wrong. As the article in the third url below suggests, the firm's past record does not provide much reason for hope. For example, "the pledged coal divestments … are less than 0.1% of BlackRock's assets." More damning:
 
"In 2019 [BlackRock] opposed 93% of shareholder resolutions in America urging companies to become greener, compared with an industry average of 56%, according to Morningstar, a research firm. It only recently joined Climate Action 100+, a coalition of asset managers that presses big polluters to clean up."
 
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/

New Lodestar for BlackRock: Climate Crisis

By Andrew Ross Sorkin
January 14, 2020
The New York Times
Late Edition – Final
B1, B6
BlackRock's Uncomfortable Truth: Going Green Won't Be Easy
By Annie Massa
January 14, 2020
Bloomberg Businessweek
Green giant
January 18, 2020
The Economist
Late Edition – Final
72
 

Wednesday, January 22, 2020

Strategic CSR - Welcome back!

 
Welcome back to the Strategic CSR Newsletter!
The first newsletter of the Spring semester is below.
As always, your comments and ideas are welcome.
 
 
The article in the url below summarizes a recent report by the International Energy Agency, the 'World Energy Outlook.' The report comments on existing trends in energy and forecasts future trends up to 2040. There is not much to say about the report other than, in spite of all the positive press surrounding the growth in alternative energies and awareness of climate change, our emissions of greenhouse gasses worldwide continue to rise:
 
"Wind turbines, solar panels and electric vehicles are spreading far more quickly around the world than many experts had predicted. But this rapid growth in clean energy isn't yet fast enough to slash humanity's greenhouse gas emissions and get global warming under control. … One reason: The world's appetite for energy keeps surging, and the rise of renewables so far hasn't been fast enough to satisfy all that extra demand. The result: fossil fuels use, particularly natural gas, keeps growing to supply the rest."
 
There are a number of statements that are discussed in the article (and worth reading), such as "Renewable electricity is set to surpass coal. Soon" and "What happens in Africa is crucial," but the inescapable conclusion is that we haven't even begun to take the serious decisions necessary in order to combat climate change.
 
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/

Less Coal, More Wind: Energy Trends Shaping Climate Change

By Brad Plumer
November 13, 2019
The New York Times
Late Edition – Final
A7
 

Wednesday, December 4, 2019

Strategic CSR - Plastic bags

 
This is the last CSR Newsletter of the Fall semester.
Have a great winter break and I will see you in 2020!
 
 
The article in the url below reports a Canadian shopkeeper's innovative approach to discouraging plastic bag use by his customers:
 
"If concern over the climate crisis or revulsion over the contamination of the food chain are not enough to change consumer behaviour, one grocery store is hoping that another emotion may persuade people to shun single-use plastic bags: shame."
 
After noticing that a new charge of 5 cents for the bags was not dissuading his customers from taking them, he thought a more direct approach would be more effective:
 
"Customers who don't bring their own bags to the East West Market in Vancouver will instead have to carry their grocery home in bags reading 'Wart Ointment Wholesale' or 'Into the Weird Adult Video Emporium.' … The bags are meant to force customers to think twice about consumption habits."
 
The trouble is that the bags have now become popular in their own right:
 
"[David Lee Kwen, the shop's owner] admits there may have been an unintended consequence to the bags: 'Some of the customers want to collect them because they love the idea of it,' he said. But he still believes the plan is working. 'Even if you have the bag, you have to explain its origin to your friends. And then, we've started a conversation.'"
 
As a result, he will transfer the designs to canvas bags:
 
"The bags, which Kwen has run in limited numbers of 1,000, cost customers five cents. It costs extra for him to print the newly designed bags so he's hopeful customers instead opt to bring in their own. In the meantime, he plans to transfer the images on the plastic bags to canvas bags. 'It's a double-edged sword. We wanted to address an issue, but we've also made something popular, so it's turned out great.'"
 
A graphic showing the designs appeared in a NYT article about the same story:
 
 
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/

Grocery store urges customers to rethink plastic with embarrassing bags

By Leyland Cecco
June 11, 2019
The Guardian
 

Sunday, December 1, 2019

Strategic CSR - Energy subsidies

The general idea behind lifecycle pricing is that, for the market for any product to work effectively, all costs (and benefits) need to be incorporated into the price. The easiest example of this is to ensure the cost of carbon is priced into the market for energy. Doing so would raise the price of fossil fuels and, as a result, make alternative energies (that use less or no carbon) more competitive. It makes the market more transparent and allows for a more realistic comparison among competing products.
 
In order to price fossil fuels effectively, however, there is another side to the story. That is, in addition to society not forcing the cost of carbon to be accounted for in the price at which fossil fuels are sold, the companies that extract and refine these polluting products are given massive subsidies by the state. These gifts, which artificially support this industry, are politically motivated and do much to ensure the vast majority of current fuel sources continue to cause damage – the cost of which is being externalized to future generations. The article in the url below reports the most recent effort by the IMF to calculate the value of these subsidies:
 
"Fossil fuel companies receive a significant quantity of what we might think of as conventional subsidies — government funding to reduce the retail price of fuel. The IMF describes these as 'pre-tax' subsidies, and they amount to roughly $500 billion a year."
 
What is fascinating, however, is that the IMF also estimates the value to the industry of both regular subsidies and externalized costs:
 
"The International Monetary Fund periodically assesses global subsidies for fossil fuels as part of its work on climate, and it found in a recent working paper that the fossil fuel industry got a whopping $5.2 trillion in subsidies in 2017. This amounts to 6.4 percent of the global gross domestic product."
 
That is trillion, with a t!  Perhaps not surprisingly:
 
"… the vast majority of the IMF's subsidy tally comes from failing to price greenhouse gas emissions, a.k.a. 'post-tax subsidies.' In essence, the world's carbon polluters are dumping their waste into the atmosphere for free. About 87 percent of greenhouse gas emissions don't face any kind of carbon price at all."
 
Moreover, many of the subsidies are not only tax breaks, but also things like price caps for citizens, which artificially increases demand, with the difference in price paid by the government to the energy producers. Either way, the extent to which these subsidies are significant and growing is evident in one of the graphs presented in the article:
 
 
One example of the costs that get externalized from the companies onto society as a whole is the security needed to protect the supply chains of fossil fuels:
 
"A huge chunk of foreign policy and military strategy for many countries involves protecting shipping lines for fossil fuels. The US military spends at least $81 billion a year protecting oil supplies. Meanwhile, there are no carrier groups defending wind turbine supply chains or a strategic silicon reserve for solar panels."
 
In addition to these security costs, there are costs associated with transportation, health-related consequences, tax credits and R&D write-offs, as well, of course, as the pollution associated with consuming these energy products. The IMF calculations attempt to account for all of these costs as subsidies that support industries and companies that otherwise would likely be unprofitable. In the process, of course, they cause significant environmental damage for which they never have to pay:
 
"We as a society pay these costs. Economists have come up with dollar values for how much carbon dioxide harms the world per unit of emission, a value known as the social cost of carbon. But such costs usually aren't built into the price tag of gasoline, coal-fired electricity, and natural gas heating. As a result, the people most responsible don't pay directly for their pollution. It also leaves few incentives to limit greenhouse gas emissions, so problems like climate change go unabated."
 
The article argues, as do all sensible economists, that pricing carbon accurately is essential to correct these market inefficiencies and, more importantly, combat climate change. The size of all existing subsidies, however, gives an idea of the overwhelming inertia that needs to be broken:
 
"Clearly, pricing the negative consequences of fossil fuels, especially carbon dioxide, is critical. 'If fuel prices had been set at fully efficient levels in 2015, estimated global CO2 emissions would have been 28 percent lower, fossil fuel air pollution deaths 46 percent lower, tax revenues higher by 3.8 percent of global GDP, and net economic benefits (environmental benefits less economic costs) would have amounted to 1.7 percent of global GDP,' according to the IMF report. In other words, even without new technologies, restrictions on fossil fuel supplies, and changes in consumption patterns, simply pricing fossil fuels in line with their damage to society would take a massive bite out of global greenhouse gas emissions."
 
The key word, however, is "accurately." A cost of carbon that is too low will not have the intended/desired effect. This is where we stray out of economics and into politics, which is the reason why we have the subsidies for this industry in the first place. It is also why we have yet to establish an accurate cost of carbon, anywhere in the world:
 
"… so far, no country has achieved what … economists would consider an optimal price on fossil fuels. The emissions that are priced are often given a value far below their impact on the world."
 
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/

Fossil fuels are underpriced by a whopping $5.2 trillion

By Umair Irfan
May 17, 2019
Vox
 

Tuesday, November 26, 2019

Strategic CSR - Amazon

The article in the url below details Amazon's attempts to make its supply chain more efficient by requiring its suppliers to limit their packaging:
 
"Amazon is pressuring brands to make their packaging more efficient, which has prompted vendors to make costly changes to their businesses or face fines. Since last fall, Amazon has told companies they must make packaging for thousands of larger products more compact and easier to open by Thursday. Eventually, Amazon wants every product it ships to meet similar standards, according to the company and its suppliers. In a letter to vendors, Amazon said the requirements will make packages more environmentally friendly."
 
As an indication of its growing purchasing power, it is increasingly able to enforce its requirements:
 
"The company has also been pushing brands to sell products in quantities and at prices that best fit its storage and delivery systems; brands that don't comply are being cut from Amazon's site."
 
My question, therefore, is: Is this an example of sustainability (which the CSR community would no doubt applaud) or is it an example of an overly-aggressive, dominant market power forcing suppliers to alter their practices irrespective of their interests/concerns? Or, is it both at the same time and do we care about the distinction?
 
The article reminded me of Walmart's efforts to squeeze costs out of its supply chain, for example by forcing laundry detergents to introduce concentrate products that are then, supposedly, diluted by the end customer when we put it in our laundry machines? By not shipping the extra water, Walmart (and its suppliers) saved millions of dollars in packaging and reduced fuel costs – savings that are not one-off, but are compounded year-on-year as the products in specific industries, and their supply chains, changed forever.
 
To me, this speaks to the confounding effect of altruism in the CSR debate. I go into length about this in the textbook in the discussion about voluntary vs. mandatory CSR. It seems to me that the most effective way to bring about change is to incentivize firms to engage in practices that are deemed to be beneficial. If the incentives are real, then the self-interest of the firm is automatically aligned with the broader societal (collective set of stakeholders) interest. But, in order for the incentives to be real, stakeholders have to truly care and reward those firms that engage in the desired practices and punish those firms that shun those practices.
 
That, in a nutshell, is the argument driving strategic CSR.
 
Happy Thanksgiving!
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/

Amazon Pushes Brands to be Less Boxy

By Annie Gasparro
July 30, 2019
The Wall Street Journal
Late Edition – Final
B2
 

Sunday, November 24, 2019

Strategic CSR - United

Given that many of you in the U.S. will be travelling this week for the Thanksgiving holiday, the article in the url below covers the progress airlines are making on reducing the environmental impact of their core product. It details a one-off plane trip from Chicago to LA, operated by United, designed to demonstrate the range of new policies and practices the company is exploring to achieve carbon neutral plane flights. The airline has previously committed to reduce its emissions "by more than 50% by 2050," and this flight was designed to demonstrate its progress to date:
 
"The meals were served on compostable or recyclable plates; hot beverages were served in recyclable paper cups, an industry first, according to the airline. The cutlery was compostable. In first class, passengers' meals were covered with a beeswax wrap instead of the usual plastic and there was no plastic ring around the napkin."
 
A reduction in waste was the first of four areas of operations that United was using the flight to demonstrate. The other three areas were:
 
  • Fuel: "The Boeing 737-900 flight, with 161 passengers, was powered not just by traditional jet fuel; 30% was biofuel made from agricultural waste."
  • Efficiency: "Pilots used single-engine taxi procedures instead of using both engines to reduce fuel burn on the runway."
  • Offsets: "The airline purchased carbon offsets to cover the remaining portion of flight where it didn't achieve zero emissions."
 
Although this was only a one-off flight, United reported zero waste from the flight, with the exception of waste generated separately by the customers:
 
"The goal: zero cabin waste instead of the average 65 pounds of garbage taken off a United flight. (They got it down to 14 pounds, all of it passenger garbage.)"
 
What I find interesting about the experiment, however, are the customer reactions. The article reports a limited sampling, but all the comments are either superficial or negative:
 
"Annika Bjorklund, 17, … and her father, Steve, were on Flight 310 but didn't know the special events were planned. 'I think it's a really cool thing,' she said. Steve Bjorklund praised the airline's sustainability efforts but said they wouldn't dictate his choice of airline. 'I'm a United flyer,' he said. 'I'm going to fly United anyway.' Joanne DeTrana watched the festivities somewhat skeptically from the B11 gate area. … 'I believe in sustainability but I think sometimes you can carry it to the Nth degree,' she said. 'To me, that's not a big marketing sell.' DeTrana said it wouldn't factor into her ticket buying decisions. 'Price and comfort top that list, she said."
 
In other words, United goes to all that effort and its passengers merely shrug their shoulders. This still may be useful for the firm if it motivates its employees but, in order for United to continue these efforts, a key stakeholder group needs to demonstrate that it wants and appreciates them. Otherwise, what is the point?
 
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/


Biofuel, beeswax wraps and recyclable coffee cups: United debuts 'eco-friendly flight'
By Dawn Gilbertson
June 6, 2019
USA Today

Thursday, November 21, 2019

Strategic CSR - Ethics and A.I.

One of the most interesting aspects of autonomous cars, I think, is the ethics surrounding them. Because cars are dangerous, the programmers writing the software to govern autonomous vehicles have to make decisions about life and death. For example, if there is a potential accident and the car has to make a decision between two bad options (e.g., swerving to miss one pedestrian, but inevitably hitting another), what are the values being embedded in the software that will help the car make such decisions when it has to? For example, would it preserve the life of one child if it meant hitting two elderly people? Who gets to decide this stuff? Who should be deciding this stuff? Putting aside the fact that, by default, we have outsourced the responsibility for determining these ethics/values to a small set of multi-national companies (where recent events suggest adult oversight is lacking), it is interesting to consider the range of possibilities. The article in the url below tackles this challenge head-on. It does so by evoking one of the oldest conundrums used in ethics classrooms around the world:
 
"THE TROLLEY problem used to be an obscure question in philosophical ethics. It runs as follows: a trolley, or a train, is speeding down a track towards a junction. Some moustache-twirling evildoer has tied five people to the track ahead, and another person to the branch line. You are standing next to a lever that controls the junction. Do nothing, and the five people will be killed. Pull the lever, and only one person dies. What is the ethical course of action?"
 
The relevance of this problem to the autonomous car debate quickly becomes evident:
 
"The excitement around self-driving cars … has made the problem famous. A truly self-driving car, after all, will have to be given ethical instructions of some sort by its human programmers. That has led to a miniature boom for the world's small band of professional ethicists, who suddenly find themselves in hot demand."
 
Rather than ask philosophers, however, a group of researchers at MIT decided to scale this project by designing a website ("Moral Machine," http://moralmachine.mit.edu/) that asks the general public to make decisions about who to spare when difficult choices need to be made:
 
"In one [scenario], for instance, a self-driving car experiences brake failure ahead of a pedestrian crossing. If it carries on in a straight line, a man, a woman and two homeless people of unspecified sex will be run down. If it swerves, the death count will be the same, but the victims will be two women and two male business executives. What should the car do? ... In the end [the website] gathered nearly 40m decisions made by people from 233 countries, territories or statelets."
 
The results are somewhat predictable (a "person with a pram" was spared the most; "girls" are favored over "boys," etc.), but are no less interesting because of that. The chart in the article (https://cdn.static-economist.com/sites/default/files/images/print-edition/20181027_STC639.png) starkly displays the relative value placed on the lives of different people (and some pets). It is interesting, for example, that a "criminal" is valued over a "cat," but not over a "dog":
 
"Preferences differed between countries. The preference for saving women, for instance, was stronger in places with higher levels of gender equality. The researchers found that the world's countries clustered into three broad categories, which they dubbed 'Western,' covering North America and the culturally Christian countries of Europe, 'Eastern,' including the Middle East, India and China, and 'Southern,' covering Latin America and many of France's former colonial possessions. Countries in the Eastern cluster, for instance, showed a weaker preference for sparing the young over the elderly, while the preference for humans over animals was less pronounced in Southern nations. Self-driving cars, it seems, may need the ability to download new moralities when they cross national borders."
 
While the authors of the project are quick to point out that these results should not simply be translated directly into public policy, they do want to make the point that some rules on this might be a good idea:
 
"Germany is, so far, the only country to have proposed ethical rules for self-driving cars. One of those rules is that discrimination based on age should be forbidden. That seems to conflict with most people's moral preferences."
 
And, although the study focuses on relatively rare/unusual events, the researchers' point is that no one is thinking seriously about any ethical aspects of the decisions programmers are making every day about the values these machines will be guided by:
 
"Many people, says Dr Rahwan [one of the study's authors], dismiss the trolley problem as a piece of pointless hypothesising that is vanishingly unlikely to arise in real life. He is unconvinced. The specific situations posed by the website may hardly ever occur, he says. But all sorts of choices made by the firms producing self-driving cars will affect who lives and who dies in indirect, statistical ways. He gives the example of overtaking cyclists: 'If you stay relatively near to the cycle lane, you're increasing the chance of hitting a cyclist, but reducing the chance of hitting another car in the next lane over,' he says. 'Repeat that over hundreds of millions of trips, and you're going to see a skew in the [accident] statistics.'"
 
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/

A selection from the trolley
October 27, 2018
The Economist
Late Edition – Final
75
 

Tuesday, November 19, 2019

Strategic CSR - Economics

The greatest challenge we face as a society is how best to utilize the limited resources we have on the planet. In other words, given the fixed set of (scarce and valuable) resources available to us (unless Elon Musk hurries up and finds a way to get us to Mars), how can we best allocate them to achieve optimal outcomes? This, in essence, is the challenge that economics exists to address. Although the field has had mixed results to date, clearly market forces are a better solution than anything else we have invented. Not perfect by any means (and the advent of behavioral economics has moved us forward considerably) but, nevertheless, the best option we have at present.
 
In many ways, this is the same question that the CSR debate seeks to address (although it is rarely framed this way), which is why it is so important to incorporate what we have learned from economic theory and human psychology into the models we use to analyze economic exchange and develop possible reforms or (alternative) solutions.
 
The fundamental answer proposed by Strategic CSR is a form of empowered stakeholder theory, where stakeholders act according to their true values/ethics/morals to hold firms to account for their actions – rewarding behavior they support and punishing behavior they oppose. It is important to understand that this model does not rely solely on consumers, but on all stakeholders in terms of their interactions with the firm (e.g., employees deciding where to work, suppliers deciding which firms to supply, government deciding what to regulate, journalists deciding which stories to cover, etc.). While these stakeholder decisions often occur subconsciously (and/or ignorantly), Strategic CSR encourages them to be more conscious. The more we are informed and consciously interacting with firms, the more they will do exactly what we (collectively) want them to do.
 
As I often say to my students, we get the firms we deserve in the same way that we get the politicians we deserve. The key is to create these outcomes consciously, rather than subconsciously. If we do this, we are less likely to be surprised/disappointed by the reality that surrounds us.
 
Over the winter break, I plan to think more about this. If anyone has any ideas/thoughts, I would love to hear them.
 
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/
 

Thursday, November 14, 2019

Strategic CSR - Plastic (II)

The article in the url below charts a rise in the cost of recycled plastics:
 
"In recent months, the price of recycled plastic flakes, used to make goods from soft drink bottles to glitter, has become more expensive than virgin plastic for the first time. For years the cost of making plastic products from recycled flakes was cheaper than relying on virgin plastics made using fossil fuels, meaning the sustainable option was an economic option too. But according to experts it is now cheaper for major manufacturers to use new plastic. A report from S&P Global Platts, a commodity market specialist, revealed that recycled plastic now costs an extra $72 (£57) a tonne compared with newly made plastic."
 
This higher price is reportedly due to increased interest among manufacturers who want to include recycled materials in their packaging so that they can advertise that fact to consumers:
 
"Coca-Cola's European business plans to cut the amount of virgin plastic used in its soft drink bottles to 50% within the next two years, and will change the colour of its Sprite bottles from green to clear to make sure 100% of its bottles can be reused."
 
In addition:
 
"… new plastic is becoming cheaper to make due to a flood of petrochemicals production from the US driven by the shale gas boom. … this could cost sustainable manufacturers across Europe an extra $250m a year."
 
As a result, the article reports that the recycled industry is in trouble because it is now simply cheaper for manufacturers to use virgin plastic, at least for the moment:
 
"The UK is planning to tax companies which don't use at least 30% recycled plastic in their products, but until then it may be cheaper for companies to demand more new plastic to make their packaging."
 
This is confusing, to say the least. Ever since China stopped taking waste material from the West, I have been reading reports about how the recycling industry is in dire straits because the market value for recycled material is weak, leading to low prices, which mean it is not economically worthwhile for waste collectors to collect recycled materials and process them. Now, the article in the url below reports such materials are becoming too high in demand, leading to sky high prices, meaning that manufacturers will likely switch to virgin materials. In other words, when the price of recycled materials is too low, it is not viable to collect and process the waste; when the price is too high, industry will simply switch to virgin materials. So when, exactly, will it become economically viable to recycle plastic? It seems that when we have too few recycled materials it doesn't make sense, and when we have too much of the stuff it doesn't make sense, either.
 
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/


War on plastic waste faces setback as cost of recycled material soars
By Jillian Ambrose
October 13, 2019
The Guardian
 

Monday, November 11, 2019

Strategic CSR - Plastic (I)

The article in the url below, which discusses the plastics industry, contains a number of dramatic facts. The first of which is the nature of the problem at the heart of the plastics industry:
 
"In a much-cited analysis from 2016, consultants at McKinsey calculated that the value of plastic disposed after a single use is $80bn-120bn a year."
 
Second, is the dramatic shift against plastic in recent years and the corresponding legislative responses from politicians seeking to meet the evolving expectations of their constituents:
 
"The UN says that last year 127 countries had restrictions on plastic bags. [In July] Panama became the first Central American country to outlaw them. Britain is considering a tax on plastic packaging made with less than 30% recycled content. In March 560 members of the European Parliament backed a law that would require 90% of plastic bottles to be recycled by 2029. Just 35 voted against."
 
Third, is the size of the plastics industry, which has to deal with the sudden backlash:
 
"Many companies in the $375bn plastic-packaging value chain—which comprises producers of oil and gas (the main feedstocks), petrochemicals giants, packaging firms and consumer brands—look ill-prepared."
 
Beyond that, there are a number of indications that the shift in public sentiment against plastics could affect those companies that do not alter operations to accommodate:
  • "… fizzy-drinks firms that fail to reduce their reliance on virgin plastics could see annual profits shrink by 5% over the next decade or so because of regulations and taxes."
  • "… recycling all plastic packaging, rather than the 15% that is reused today, could cut annual growth in demand for oil and gas from 1% to 0.5% by 2040."

The most interesting point, however, concerns the (counterintuitive) consequences of the current rush to ban plastic from our lives:
 
"Given the environmental footprint of substitutes like cotton bags, aluminium cans or paper boxes—which often require more energy and water to make and transport than plastic equivalents—new regulations could in fact end up doing harm to the planet."
 
The unintended consequences of good intentions is one of the most challenging issues for the CSR community to address. I find that it often stems from an under-valuing of economic theory. We have been studying economic exchange for centuries, and it helps explain why our society has evolved the way that it has. Markets work simply because there is no-one in charge. This reduces the influence of any single group, which diminishes the effect of the (human) biases that lead to the sub-optimal allocation of resources. When we ignore these market forces or are ignorant of the essential role they play in resource allocation, we get unintended consequences, which can easily be more damaging than the harm the change was trying to correct. That doesn't mean that the market is always 'right' (or even that a 'free' market is possible) and, clearly, plastics cause a massive amount of damage; but they are also a wonderful invention that saves lives (particularly in medical applications). As such, any decision to override the market forces that generated the solution that works (e.g., plastics) should be reasoned and driven by science, not emotional and driven by politics.
 
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/

Lacking flexibility
July 27, 2019
The Economist
Late Edition – Final
57
 

Thursday, November 7, 2019

Strategic CSR - Compost (II)

Today's Newsletter is a follow-up to an idea that I first covered back in 2015 (Strategic CSR - Compost):
 
"A non-profit group in Seattle hopes to become the first organisation in the world to tackle overcrowding in cemeteries by turning human corpses into garden compost."
 
The article in the url below shows that the idea has finally come to fruition:
 
"Ashes to ashes, guts to dirt. Governor Jay Inslee signed legislation Tuesday making Washington the first state to approve composting as an alternative to burying or cremating human remains. It allows licensed facilities to offer 'natural organic reduction,' which turns a body, mixed with substances such as wood chips and straw, into about two wheelbarrows' worth of soil in a span of several weeks."
 
And the resulting compost can be taken home:
 
"Loved ones are allowed to keep the soil to spread, just as they might spread the ashes of someone who has been cremated – or even use it to plant vegetables or a tree."
 
The idea came from an architecture graduate student at the University of Massachusetts, Amherst, Katrina Spade:
 
"She came up with the idea for human composting, modeling it on a practice farmers have long used to dispose of livestock. She tweaked the process and found that wood chips, alfalfa and straw created a mixture of nitrogen and carbon that accelerates natural decomposition when a body is placed in a temperature- and moisture-controlled vessel and rotated. … In 2017, Spade founded Recompose, a company working to bring the concept to the public."
 
As such, this idea tackles multiple problems at the same time — mortality, sustainability, and population density:
 
"Supporters say the method is an environmentally friendly alternative to cremation, which releases carbon dioxide and particulates into the air, and conventional burial, in which people are drained of their blood, pumped full of formaldehyde and other chemicals that can pollute groundwater, and placed in a nearly indestructible coffin, taking up land."
 
Of course, there are always detractors:
 
"[Senator Jamie Pedersen, the Seattle Democrat who sponsored the measure] said he had received angry emails from people who object to the idea, calling it undignified or disgusting. 'The image they have is that you're going to toss Uncle Henry out in the backyard and cover him with food scraps,' he said."
 
The intention is, of course, to create a respectful service that honors those who seek to reduce their impact, both during and after their lives:
 
"It gives meaning and use to what happens to our bodies after death," said Nora Menkin, executive director of the Seattle-based People's Memorial Association, which helps people plan for funerals. … Recompose's website envisions an atrium-like space where bodies are composted in compartments stacked in a honeycomb design. Families will be able to visit, providing an emotional connection typically missing at crematoriums, the company says."
 
Additional reporting on this story is available at: https://www.nytimes.com/2019/05/22/us/human-composting-washington.html
 
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/
 
 
Eco-friendly ending: Washington state is first to allow human composting
By Associated Press
May 21, 2019
The Guardian
 

Tuesday, November 5, 2019

Strategic CSR - Paris (II)

The article in the url below sets out the process by which the U.S. plans to leave the United Nations climate change agreement that it signed only four years ago:
 
"The Trump administration formally notified the United Nations on Monday that it would withdraw the United States from the Paris Agreement on climate change, leaving global climate diplomats to plot a way forward without the cooperation of the world's largest economy."
 
This process was initiated yesterday when the current administration sent official notice of its intention to leave (something that was announced a couple of years ago, but could not legally begin until now – see Strategic CSR – Paris):
 
"The action, which came on the first day possible under the accord's complex rules on withdrawal, begins a yearlong countdown to the United States exit and a concerted effort to preserve the Paris Agreement, under which nearly 200 nations have pledged to cut greenhouse emissions and to help poor countries cope with the worst effects of an already warming planet."
 
Although this process cannot conclude until one day after the next presidential election (November, 2020) and would allow the U.S. to retain observer status to the ongoing negotiations, that does not mean a new administration would easily be able to rejoin the accord:
 
"Analysts cautioned that even if the United States elects a Democrat in 2020, re-entry will not necessarily go smoothly. The Paris Agreement is the second global climate change pact that the United States joined under a Democrat and abandoned under a Republican. George W. Bush withdrew the United States from the 1997 Kyoto Protocol. Jonathan Pershing, who served during the Obama administration as the State Department's special envoy for climate change, said a Democrat rejoining the Paris Agreement would likely be expected to deliver a specific suite of policies showing how the United States intended to move away from fossil fuels. Even then, he said, other countries would be rightly wary that the pendulum of support for climate action could swing back in another election cycle. The United States will have to live with that lingering mistrust, Mr. Pershing said. 'The United States has been written off in many cases as a partner,' he said. 'You just can't count on them.'"
 
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/


U.S. Gives Notice of Intent to Quit Paris Agreement
By Lisa Friedman
November 5, 2019
The New York Times
Late Edition – Final
A1, A7