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Summary Winning Sustainability Strategies - Corporate Social Responsibility (6013B0501Y)
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  • Course
  • Corporate Social Responsibility (6013B0501Y)
  • Institution
  • Universiteit Van Amsterdam (UvA)
  • Book
  • Winning Sustainability Strategies

This document is a summary for the mandatory readings for the course Corporate Social Responsibility (6013B0501Y), part of the minor Business Administration: Managing Strategy and Marketing at the University of Amsterdam. It contains a summary of all the chapters, except for 9, 11, 12, and 14,...

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Document information

  • No
  • All except 9, 11, 12, and 14
  • December 11, 2023
  • 13
  • 2023/2024
  • Summary

Subjects

  • csr
  • corporate social responsibility
  • business administration minor
  • managing strategy and marketing
  • minor business administration

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  • Universiteit van Amsterdam (UvA)
  • Business Administration
  • Corporate Social Responsibility (6013B0501Y)
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Content preview

Chapter 1: introduction 2
Chapter 2: patterns of frontrunners 2
Chapter 3: the quest for purpose 4
Chapter 4: focusing on materialities that matter 5
Chapter 5: sustainable development goals 7
Chapter 6: ESG ratings and the stock markets 8
Chapter 7: investors’ perspectives on sustainability 9
Chapter 8: encouraging a culture of sustainability 10
Chapter 10: toward a circular economy 12
Chapter 13: embedding sustainability into the business core 12

, Chapter 1: introduction

- Implementation of CS programmes has been slow, sloppy, and ineffective
- Board of directors and CEOs should be the first to direct sustainability efforts
- Vectoring = effective combination of direction and speed which generates impact in
sustainability programmes
- Materialities = specific sustainability issues

Vectoring
- Vectoring = effective combination of direction and speed, which generates impact in
sustainability programs
- Diagnostic tool and prescriptive method
- Uses
- Designing and executing new sustainability programmes
- Embedding SDGs into core strategy
- Assessing impact of sustainability programme on competitiveness and
valuation
- Objective → provide clear, potent framework that offers directions for executives to
help shift companies from integrated reporting to integrated sustainability thinking




Chapter 2: patterns of frontrunners

Cost of noncompliance keeps increasing (ex. Volkswagen emission scandal)
Why are some companies more aggressive than others?
- Basic financial self-interest vs greater belief of doing good for society is doing good
business


Vectoring

Vectoring step 1: getting the bearings right
- Less is more in selecting objectives
- Shareholders react positively when companies deliver on key sustainability issues
- Focus is key to proper implementation

Vectoring step 2: accelerating execution
- Deliver value through reputation, cost reduction, and growth
- Reporting trap → focus too much on reporting activities instead of doing sustainability
- Eco-efficiency = good indicator of maturity of execution of sustainability programmes
- Direct benefits of sustainability programmes can be found in reductions in waste,
energy, water, and natural resources → leads to lower costs


The business case for sustainability

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