Climate change has been a global concern in recent times. The world environmentalists have raised the concerns of continued reports of climate change which has threatened human life on earth (Mal, et al., 2018). As a result, the issue of combating climate change has attracted international attention, and every nation is striving to ensure that the issue has been solved. Likewise, climate change has been included among the importance of sustainable development goals by the United Nations which is an indicator of the importance of the issue at a global level. Being an issue of global concern, many interest groups have emerged to deal with the issue (Browne, 2017). Each of the groups emerging has their interest, and the level of influence for each group is variable which makes it necessary to forge a governance structure to help in the realization of this goal.
The governance structure to realize the goal of combating the climate change issue need to be developed with the global concerns, and there is a need to ensure that the structure developed is all involving (C., et al., 2012). Every nation should be made a shareholder in the structure and will have to have its representation method in the governance structure. In the control of climate change, different types of stakeholders can be identified based on their characteristics. According to MITCHELL, et al. (1997) three definitive characteristics can be used to identify the types of stakeholders. They include; power, legitimacy, and urgency. The stakeholders who are the movers in the organization poses more than two of these features, and they help influence the decision making for the entire organization. All the nations in the world should take a definitive stakeholder role in that they will be able to propose their contribution as well as influence the decision-making process to ensure the achievement of the goals. Once the decision has been made, and all the stakeholders know what is required of them there needs to develop the dominant stakeholders who have the ideas of what needs to be done to actualize the agreement and also have the means to achieve the goals.
All the corporations should be treated like the dependent stakeholders in the sustainable development goal since they will be informed and have to conform to the set guidelines (McElroy & Engelen, 2012). The affected parties in the climate change issue will have to play the dangerous stakeholders role since their matter will be urgent and they will not have the capacity to influence the action directly. There are however some dormant stakeholders who will be discouraged to be part of the system since the contribution will be less and the discretionary and demanding stakeholders will also be upheld in the organization to ensure that the program is actualized.
The final governance of the issue will be done by an environmentally conscious body like the United Nations environmental program where the leader will be elected from the representatives sent by each country (Mal, et al., 2018). The leader will have an assistant and the spearheaded by a board of governance which will be responsible in ensuring compliance. The agreements will be signed in the form of treaties with the countries representative promising to adhere to the content in their country. For instance, there was the Stockholm conference that resulted in the global raise against the degradation of climate and has been a useful global reference in the utilization of global resources (United Nations Environment Programme, 2016).
To ensure compliance with the set guidelines, the organizations need to understand the importance of involving themselves in the corporate social responsibility programs as an organizations asset and not a cost (Vavtar & Kotnik, 2016). Some stakeholders are dormant such that they will tend to overlook the social responsibility programs. The primary aim is the maximization of the current profit, and the engagement in the programs will lead to a negative implication on the profit level. Other stakeholders will be aware of the need to preserve the environment and the global effort to reduce the effects of climate change worldwide but might lack the power and capacity to implement the program at their levels. The realization of this challenges calls for the inclusion of the United Nations principles for responsible management education PRME to impact the knowledge on the corporate governance team.
The PRME is a program to ensure the development of the current and future managers by giving them the necessary knowledge for application in the field (United Nations Development Programme, 2018). The PRME proposes six principles that can be used to effectively ensure that the managers and other members of staff have the necessary knowledge regarding a particular theme. The first principle is the principle of purpose where all the members who were involved in the program need to have an understanding of the purpose before involving themselves in the program (Valentine & Fleischman, 2008). The purpose helps in creating a point of focus that will encourage participation. The second principle is the principle of value. The members being involved in any program need to have an understanding of the value of the program. For instance in the implementation of the sustainable development about climate change the members need to know why controlling climate change is important to them to get cooperation from all parties.
The third applicable principle is the method. There has to be a defined method of ensuring that the information reaches to the top stakeholders with influence in every organization. The strategy can take different form including training seminars and other methods. The training should also capture the ideas that need to be used to ensure the programs are working towards the goal. The content being delivered also have to be informed by reliable research. People tend to believe the results of research and can respond to the findings faster unlike when they are being informed without empirical data (McElroy & Engelen, 2012). Presentation of empirical data on the impacts of climate change on different groups of people will ensure that there is compliance with the strategies from all people based on their understanding.
The fifth principle is about the partnership. Climate change is a global issue that needs to be solved by a global strategy. The strategies to combat climate change goes beyond the borders, and every area needs to contribute their part for the program to be successful (Bhala, et al., 2016). The partnership takes different forms and begins from within the organization the country, region and the world. The need to form teams and partners in the strategies, therefore, becomes inevitable. Ultimately is the principle of dialogue in which each member need to engage with communication with the other people to ensure that the strategies discussed at the global end are actualized. All partners and stakeholders need to be informed of the importance of the programs. The conversation should be based on the important factors that affect them directly which will inform on their development and the activities (Sheth, 2016). The dialogue will lead to an agreement between all parties involved to create a conducive strategy that will help in combating climate change.
Based on the understanding of the importance of the issue of climate change and the need to combat it which has resulted in the inclusion of the concepts in the sustainable development goals I would recommend that each country to have a state governance method that is directed towards the issue of climate change. Most people talk and enter into agreements which later are violated and result in a lag in the development. Development of a state’s strategy to ensure compliance with the relevant policies will make the issue more serious among the citizens of the nation (Ugochukwu, 2017). Strategies should also be laid down to correct the defaulters and make them abide by the recommended laws. The global initiative implementation will be a challenge if it is no backed up with a state strategy. There is no method of monitoring the systems at a global level. However, the formulation of regional and state laws will help in ensuring that the citizens of every nation abide by the requirement of the agreement.
To achieve this, the corporations within every country need to apply the PRME principles to realize success. The government needs to inform all the relevant stakeholders about the purpose of the program and encourage them to be actively involved in the efforts which should begin with the organization’s administration. The procedure should be included in the countries laws and the corporations made to comply with the regulations. The realization of the positive purpose should inform compliance and the value the state brings by enforcing the idea. There will need to establish defined methods of compliance which will be stated as policies for implementation. Research should be done, and the existing strategies audited for their effectiveness. The move will encourage partnerships with other corporations to address the overlapping problems collectively and permanently which will lead to a sustainable solution
The corporate social responsibility programs should also communicate the importance of engaging in the strategies to combat climate change (Corporate Governance Regulations, 2017). Most people engage in the programs blindly without knowing how they affect the daily lives. Some members of the organization will find it as an important avenue for breaking the monotony of being involved in the daily routine. Lack of understanding of the importance of the program will lead to resistance. The management, for instance, can resist the program on the basis that the program leads to draining away the little profits made by the corporation. When there is an understanding of the possible benefits that can be accrued by engaging in the corporate social responsibility program the administration will start viewing it as an asset and not a cost (Kanie & Biermann, 2017). Most organizations that recorded the lowest carbon data have a management team that is effective and has an understanding of the effects of their actions on the societal members. Having this understanding is, therefore, necessary if the goal needs to be actualized.
The implementation of the corporate social responsibility will also have to follow the principles of PRME for it to be successful. The initial stages of the development require the corporates to define the purpose of having the corporate social responsibility program and define the stakeholders to be involved in the exercise. They should also realize and attach the relevant value to the program which will serve as the driving factor towards its implementation. The method is then defined, and the processes involved in the implementation stage are also set. Once the implementation method is known there is a need to conduct research on the developments and find out the best support one can get for the program. The existing empirical evidence should inform all the developments. The social responsibility program also calls for partnership with the relevant stakeholders and ensure that the program is effective in the society that it is developed.
References
Bhala, K. T., Yeh, W. & Bhala, R., 2016. International investment management: theory, ethics, and practice. New York, NY: Routledge.
Browne, S., 2017. Sustainable development: goals and UN goal-setting. 2nd ed. London: Taylor & Francis Group.
C., R., S., A.-A. & A., A.-K., 2012. An Analysis of Perceptions of Western Corporate Governance Principles in Saudi Arabia. International Journal of Public Administration, v35 n6, pp. 402-409.
Corporate Governance Regulations, 2017. KINGDOM OF SAUDI ARABIA: Capital Market Authority, s.l.: Board of the Capital Market Authority.
Dupont, C., Ferauge, P. & Giuliano, R., 2013. The Impact of Corporate Social Responsibility on Human Resource Management: GDF SUEZ’s Case. International Business Research, 6(12), pp. 145-156.
Kanie, N. & Biermann, F., 2017. Governing through goals: sustainable development goals as governance innovation. 3rd ed. Cambridge, Massachusetts: The MIT Press.
Mal, S., Singh, R. B. & Huggel, C., 2018. Climate change, extreme events, and disaster risk reduction: towards sustainable development goals. 3rd ed. Cham, Switzerland: Springer.
McElroy, M. W. & Engelen, J. v., 2012. Corporate sustainability management: the art and science of managing non-financial performance. London; New York: Earthscan.
MITCHELL, R. K., Agle, B. R. & WOOD, D. J., 1997. A THEORY OF STAKEHOLDER IDENTIFICATION AND SALIENCE: DEFINING THE PRINCIPLE OF WHO AND WHAT COUNTS. Academy of Management Review, 22(4), pp. 853-886.
Sheth, J. N., 2016. Corporate social responsibility. United Kingdom: SAGE Publications Ltd.
Shi, Y., 2017. Climate change and international shipping: the regulatory framework for the reduction of greenhouse gas emissions. 2nd ed. Leiden; Boston: Brill Nijhoff.
Ugochukwu, B., 2017. Understanding the Challenges of Climate Change Regulation in International Shipping. 1st ed. Waterloo, ON, CA: Centre for International Governance Innovation.
United Nations Development Programme, 2018. Asia and the Pacific. [Online]
Available at: https://www.asia-pacific.undp.org/
United Nations Environment Programme, 2016. Sourcebook of Opportunities for Enhancing Cooperation among the Biodiversity-Related Conventions at National and Regional Levels. New York: United Nations.
Valentine, S. & Fleischman, G., 2008. Ethics Programs, Perceived Corporate Social Responsibility, and Job Satisfaction. Journal of Business Ethics, 2(1), p. 159–172.
Vavtar, L. & Kotnik, Z., 2016. Green business and climate governance controversies: is the EU ETS effectiveness at stake?. ECPR Graduate Student Conference, Tartu, pp. 93-98.
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