Melbourne water has been credited with building strong relationship with stakeholders and specifically the community by caring for the wellbeing and health of the people. By being involved in corporate social responsibility, Melbourne water considers long term interest of the community and posterity (Manos and Derori, 2016). The company has always strived to strike a balance between environmental, social and financial outcomes. Melbourne water has been ranked as one of the top performing international water utility firms in terms of corporate sustainability. Corporate social responsibility is when a company incurs short term costs in projects aimed at promoting positive social and environmental cost.
By taking into account the definition of CSR, we can find 3 fundamental components that are used by Melbourne Water and that create consensus in what is Corporate Social Responsibility:
The development of CSR actions should be voluntary and based on the basic idea that the same companies are organizations that respond to ethical criteria of behavior, highlighted in their interaction with the environment, forming a business ethics appropriate to the realities , requirements and requirements of the so-called stakeholder groups (Corporate Social Responsibility, Corporate Restructuring and Firm’s Performance, 2010). Melbourne water undertakes all the corporate social responsibility programs voluntarily. This being one of the components of CSR for the company. However, On the basis of this voluntariness, there is no justification for CSR actions to be compulsorily imposed by the State or business associations.
The CSR is a comprehensive scheme of shared responsibilities between all the actors involved in the business activity, who form a complex network of relationships and values ??in each of the links of the business value chain. According to the company’s profile sustainability is part of the way the company does business. They consider long term interest of the community and future generations.
This chain of business value, rather than a tool for the evaluation of competitive advantages, is a support mechanism for the development of CSR actions, allowing the identification of the economic, social and environmental impact of the processes; the evaluation of their strengths, options, weaknesses and threats, as well as the design and implementation of strategies and courses of action to achieve sustainable development (Schreck, 2009).
In the business environment, the traditional approach of the shareholder-based company (“shareholders”) has been displaced by the focus of the stakeholders, under which it is assumed that companies do not have a single account and exclusively to their shareholders, but also must make decisions shared with all social actors in their environment: Employees, suppliers, national and regional governments, customers, consumers and social organizations, among others (Allouche, 2006). The management of the relations of the company with its stakeholders allows, in a natural and effective manner and in an appropriate climate of trust, to develop that corporate ethics culture based on universal values ??such as honesty, transparency, communication and dialogue . The company has established a strong relationship with the community that enables it to conduct CSR projects within the community (Perrini, Pogutz and Tencati, 2006).
Corporate Social Responsibility (CSR) can be defined as the active and voluntary integration by companies of social and environmental concerns to their business operations and their relationships with their partners: workers, shareholders, investors, consumers, the public sector, with the aim of improving its competitive situation and its added value.
In the area of ??CSR, business organizations can carry out many actions aimed at improving, for example, the quality of working life, the environment, marketing to develop responsible marketing or business ethics.
This can be achieved in a number of ways, for example, by developing internal codes of conduct, by establishing measures to promote the reconciliation of workers’ family and work life or by training workers on environmental aspects related to the production of company products (Bakker, Neergaard and Crowther, 2016).
We must take into account that, at the corporate level, the application of CSR has a positive effect on the results of companies. Therefore, it must be kept in mind when making decisions; and, when the objectives are marked, values ??such as ethics, transparency and responsibility towards society must be incorporated(Allouche, 2006).
The community benefits in the following ways from Melbourne Water CSR Programs, this benefits can be educational, disease prevention, training for work and school infrastructure, among others, but they should always aim to raise the quality of life of people and improve their skills, so that they can successfully face the years to come, whether as students, parents or workers.
In addition to the CSR and sustainability strategy, according to the relevant issues established in its materiality process, the Sustainability Pillars are determined according to the defined integral strategy, and establishing and prioritizing the drivers of its management, as well as the generation of key indicators (Bakker, Neergaard and Crowther, 2016).
Once the Strategy and the Pillars of CSR and Sustainability have been defined, the structure and scope of corresponding action plans are defined, which should include the definition of the commitment and the goals related to this strategy, the establishment of indicators related to ESG management (environment, social and governance), the lifting of significant activities for each action plan, the establishment of responsible and resources, and an internal and external communication plan with its respective implementation program (Eweje, 2014).
Corporate governance is a key element of corporate social responsibility, along with ethical and transparent behavior. Socially responsible organizations should pay particular attention to the creation of higher quality jobs to contribute to the sustainable development of society. Likewise, they must generate initiatives that retain talent and allow the development of people and their employability.
The generation of socially responsible relationship systems by the organizations with each of the components of their supply chain, and the implementation of actions that contribute to extend the good practices that are carried out in the area of ??social responsibility among their various suppliers, should be given priority in the strategic plans of companies (Coombs and Holladay, 2012).
In this line of action, measures should be introduced to sensitize, raise awareness and involve consumers in their decision-making, which will, on the one hand, contribute to the extension of corporate responsibility practices as business requirements; and, on the other, to the promotion of a more sustainable, ecological and solidarity society. In addition, the organization must be responsible for its products and services in terms of quality and safety for its users, seeking to achieve the greatest satisfaction in its customers and general public.
Respect for the environment is an indispensable requirement of any organization with a sustainable vocation, since it has to reconcile the care of the environment with that of economic development and of people (Hill and Langan, 2014). It is important to outline actions on climate change, energy and water efficiency, integrated waste management and actions in favor of biodiversity. It is the community’s hope that companies can implement a strategic plan, with their respective action plans that are increasingly oriented to responsible and sustainable management.
Conclusion
Corporate Social Responsibility should be a mechanism for conciliation and reconstruction of the social fabric, in which the face of the community is found to be self-sufficient with the face of the one that is not achieving it, to look closely, and thus to know the projects that together they can build and that these are those that promote a balanced social detonation, with that it promotes the union and a wider sense of belonging (Hill and Langan, 2014). Melbourne water has managed to use the corporate social responsibility to give back to the community however, to achieve this, there must be support from experts in community leadership management that serve as agents between the company that wants to implement its programs of Corporate Social Responsibility and the community itself; To do this, once the needs have been detected, to involve the employees who live in these communities is positive, they must form volunteer brigades that supervise the agreed projects and give certainty of compliance, which at the same time generates a feeling of belonging and pride of being part of the company that drives these programs in favor of the community (Bakker, Neergaard and Crowther, 2016).At present, the company must consider, besides the purely economic aspects, the social aspects and, as a consequence, the effects that the decisions of the company can have in the society in general. Some of these social aspects are transferred to society in the form of so-called social costs.
References
Allouche, J. (2006). Corporate social responsibility. Basingstoke [England]: Palgrave Macmillan.
Bakker, F., Neergaard, P. and Crowther, P. (2016). Managing Corporate Social Responsibility in Action. Abingdon: Taylor and Francis.
Boeger, N., Murray, R. and Villiers, C. (2008). Perspectives on corporate social responsibility. Cheltenham, UK: Edward Elgar.
Coombs, W. and Holladay, S. (2012). Managing corporate social responsibility. Malden, Mass: Wiley-Blackwell.
Corporate Social Responsibility, Corporate Restructuring and Firm’s Performance. (2010). Gardners Books.
Eweje, G. (2014). Corporate social responsibility and sustainability. Bingley, U.K.: Emerald.
Haerens, M. and Zott, L. (2014). Corporate social responsibility. Detroit: Greenhaven Press.
Hill, R. and Langan, R. (2014). Handbook of research on marketing and corporate social responsibility. Cheltenham: Edward Elgar Pub. Ltd.
Manos, R. and Derori, I. (2016). Corporate responsibility. Basingstoke, Hampshire: Palgrave Macmillan.
Perrini, F., Pogutz, S. and Tencati, A. (2006). Developing corporate social responsibility. Cheltenham, England: Edward Elgar.
Schreck, P. (2009). The business case for corporate social responsibility. Heidelberg: Physica-Verlag.
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