Contemporary Environmental CSR Strategies in the Banking Sector

The chapter explores how a financial institution can effectively implement environmental CSR strategies that contribute to the wellbeing and sustainable development of the global community. In particular, the case of Piraeus Bank, a leading player of the banking sector in Greece, has been extensively analyzed. The analysis demonstrates that by immediately and effectively responding to environmental and other social issues, Piraeus Bank is fully aware of the imperative need for an organization to integrate CSR notion in its strategy and business activity.

The Effect of Corporate Sustainability Practices on Financial Performance

In this chapter, the impact of corporate sustainability practices (CSP) on corporate financial performance (CFP) is investigated in terms of Turkish manufacturing industry. In this context, 16 sustainable companies vs. 21 control companies in 2016 and 16 sustainable companies vs. 24 control companies in 2017 are examined. Thirty-seven financial performance variables within seven groups are used, and non-parametric Mann-Whitney U test is applied. In 2016, four out of seven significant variables point out that sustainable companies perform better than control sample; however, in 2017, three out of four significant variables indicate the opposite. Therefore, the results are mixed, and it is concluded that implementing environmental, social, and governance (ESG) criteria do not have a noticeable positive effect on financial performances of manufacturing industry companies, at least in the short-term.

Influence of Internal Corporate Social Responsibility on Employee Retention With Special Reference to the Apparel Industry in Sri Lanka

Employee retention is emerging as a critical issues impact on the competitive advantage. Internal corporate social responsibility (CSR) has been creating so much attention in the minds of employees during the recent years. Thus, the chapter is based on three objectives: First, it explores the relationship between internal CSR and employee retention. Second, it identifies how intrinsic motivation mediates the relationship between internal CSR and employee retention. Finally, it determines the internal CSR activities which the apparel industry should pay more attention to in order to better employee retention. Primary data were collected by using questionnaires, and the results of the study indicated that there is a positive relationship between internal CSR and employee retention. Moreover, intrinsic motivation partially mediates the relationship between the internal CSR and employee retention. The findings of the study identify the internal CSR activities which the apparel industry should pay more attention to in order to develop retention programs in the future.

CSR Activities in Maritime and Shipping Industries

In today's global business, customers, governments, and international organizations are more sensitive to environmental (such as oil spills, explosions) and ethical (such as sexual harassment at office, child labor, labor safety) issues caused by business activities. The shipping industry seems to be a “usual suspect” because of comparatively big potential environmental risk taken. Corporate social responsibility (CSR), which is simply defined as adopting continuously responsible business activities to customers, public, and environment, is a helpful tool to achieve many business outcomes such as increased revenue, sales, or firm reputation. This chapter explores CSR in the maritime and shipping industries.

Accountability, Responsibility, and Public Trust in Non-Profit Institutions

This chapter assumes that there is a gap between the request for non-profit sector managerialism and the need to ensure that it continues to represent the economic actor (probably the only one, in this sense) able to ensure the provision of goods and services of high social value for citizens and communities. In this perspective, we should abandon the idea that the non-profit sector can be a mere tool to “fill” the residual spaces left by the two “giants”: the market and the public administration. In this sense, the main aim of the research is to identify a possible link between accountability, responsibility, public trust, and communication in NPIs, possibly through a potential multidimensional managerial model in which these conceptual elements can be represented in a coordinated and systemic way.

Sustainable Development Goals

Safaricom Limited is a telecommunications company, the largest mobile operator in Kenya, serving over 20 million customers and occupying two-thirds of the market share in the industry. The company strives to push the boundaries of conventional ways of doing business by focusing on value creation to the society, economy, and environment of Kenya by incorporating the top-down, bottom-up approach to integrate the SDGs into its corporate strategy and its corporate social responsibility projects. The mission of the company is transforming lives, and this is evident from its operations and investing resources in sustainable projects.

CSR Communication in the Digital Age

The purpose of this chapter is to explore, describe, and offer new directions on corporate social responsibility (CSR) communication in the digital age. CSR communication is in a state of flux as organizations adapt to technological transformations and new communication approaches conducive to the digital age. The chapter draws on current strategic communication trends and CSR communication literature to underline new theoretical and practical implications. The chapter explicates the relationship between CSR, strategic communication, and more recent forms of CSR communication via digital platforms. The Bank of Cyprus is considered as a case study to illustrate how one largely structured organization applies current approaches of CSR communication.

“More Than a University”

Given that research into attitudes to responsible management in education is still in its infancy, this chapter explored business students' experiences in relation to award-winning corporate social responsibility (CSR) practices of their university and mandatory curriculum on responsible management, based on the United Nations Principles of Responsible Management Education (PRME). Drawing on a qualitative study, focus groups were conducted with 107 students who were asked about their awareness, perceptions, and impact of the ethical, environmental, and social practices that their university implements. The findings suggested strong awareness and pride of its ethical standards, while many students' choice of university was influenced by their institution's sustainability practices. However, while students enjoy an immersive experience in CSR and ethics education, some doubted that this prepares them to face ethical quandaries in the real world. The chapter highlights a number of important orientations for the future development of university curriculum in relation to CSR.

Corporate Social Responsibility and Performance in the State of Qatar

This chapter aims to examines the situation, facts, and challenges of corporate social responsibility (CSR) and corporate social performance (CSP) in the State of Qatar. Some theories related to both constructs are presented and discussed. In addition, the chapter analyzes the role of different formal and informal CSR organizations' initiatives in raising the awareness about the importance of managing the social side of the business. Highlighting some active efforts to improve CSR in the country, the study concludes that the idea of managing the social side of business is still in its formation stage. Some more initiatives are needed to bring it up to the level that serve the realization of the national vision of the country 2030. The chapter concludes with some discussion on how managers perceive CSR and whether it aligns well with business objectives or no. Some guidelines to future studies and research in the field of CSR and CSP are also presented in the study.

Corporate Social Responsibility, Distribution Efficiency, and Environmental Sustainability by the World's Largest Bakery Business Group

This chapter describes the innovations in green energy generation and electric vehicles development in order to fulfill distribution and production sustainability needs by Grupo Bimbo, the largest bakery products company in the world. Grupo Bimbo, originated in Mexico, has one of the most extensive distribution systems in the entire globe. Although it has presence in 32 countries in the Americas, Europe, Asia, and Africa, most of its revenues come from sales in Mexico and the United States. This chapter studies Grupo Bimbo's corporate social responsibility (CSR) initiatives and strategies to increase its distribution efficiency in Mexico, while contributing to alleviate global warming and carbon-reduction constraints by producing its own electric vehicles and power them with in-house wind-generated energy. As a result of these initiatives, carbon footprint reductions of 104,400 tons of CO2e (equivalent to reducing the daily usage of 25,000 cars for one year) were achieved in 2016 alone.