Corporate social responsibility (CSR) becomes nowadays part of the strategic thinking of organizations. The classical definition of CSR is 'the economic, legal, ethical, and discretionary expectations that society has of organizations at a given point in time'. However, practices of CSR were debatable as some scholars think they are only "Window Dressing" and not a real structural change. On the other hand, opposite group of scholars think that they are real and that CSR pays off. Discuss these opposite views showing whether you are with or against the current practices of CSR thatCosta follows and suggest howCosta can improve these CSR practices.

Taking into consideration that:

CostaBusiness Model

Costa was both agile and resilient in actively managing and responding to the many challenges and opportunities presented by COVID-19 over the past 3 years. It's employees readily demonstrated a willingness and commitment to ensuring that Costacontinued to not only meet the needs of our customers through the production and harvesting of the coffee. The CostaCoffeehouse chain continued investment in protected cropping recognizes the advantages of mitigating risk from climate change and in particular extreme weather events. Shareholders can be rightly proud of Costa's efforts, underpinned by a strong company culture in which there is considerable depth to the capabilities of both the management and operational personnel. Sustainable Commercial Farming is integral to Costa's business model and its ability to consistently deliver on growth strategy, drive return on invested capital and produce superior returns for shareholders. It includes being at the forefront of agricultural innovation, having the agility to manage and mitigate risks associated with climate change, embracing opportunities to improve our productivity and efficiency, reducing all forms of waste in the supply chain, and deploying leading agronomic knowledge through the skilled and passionate workforce, where Costa increasingly solidify its lead as an industry employer of choice.

Internationally, despite the ongoing challenges presented by COVID-19, 2021 has been a year in which Costacontinued to build on its sustainable commercial farming objectives. It has further developed its taskforce on Climate Related Financial Disclosures (TCFD), detailing progress on how Costa addresses and manages climate change in the key areas of governance, strategy, risk management and metrics and targets. In 2021, Costa published its first modern slavery statement (which is a report that addresses the actions of Costaregarding some human issues such as fighting Human Traffiking) and is committed to a process of continuous improvement in this important area. Throughout the year activities, Costa focused on developing its systems to measure the effectiveness of its actions; formalizing a stakeholder working group; expanding its modern slavery training and further establishing remediation activities in the supply chain. Costa has a vision that its leaders reflect, embrace and champion the diversity of the workforce they lead. It has achieved its goal of 30% of Australian based women in critical and key roles a year earlier than planned. Expanding on the success of achieving previously set diversity goals, and with this vision in mind, Costa aims to continue on this path, and reset an ambitious long term target in 2023 in several countries.

Coca-Cola and CostaCoffee are forging ahead with global expansion. The three billionplus cups of coffee consumed globally every day represent the last piece of the puzzle in

Coca-Cola's quest to become a 'total beverage' company. With the International Coffee Organisation (ICO) pegging annual worldwide coffee consumption at around 10 million tons and the global coffee bean market estimated to be worth over $100bn, it is easy to see why in 2018 Coca-Cola made its landmark 3.9bn ($4.8bn) acquisition of Europe's largest coffee chain, CostaCoffee.

It's a partnership that holds the potential to supercharge growth for both firms across caf, vending and retail segments in international coffee markets that could otherwise prove difficult for each firm to navigate in isolation. Therefore, Coca-Cola has been very respectful of Costa's brand and its heritage. Costa's business model means that they are connected to Coca-Cola, but not integrated within it. That's important because Costacan benefit from Coca- Cola's support, while continuing to operate as the CostaCoffee brand that customers know and love.Coca-Cola's purchase of CostaCoffee forms part of a global trend of coffee market consolidation blurring the lines between hot beverages, soft drinks, cafs and retail. As coffee investments become increasingly lucrative, large conglomerates, such as Nestl and JAB Holdings, are vying for supremacy across burgeoning growth categories, such as premium coffee and ready-to-drink (RTD) products.

"Coffee is a big business with many formats. It's also a very fragmented business. No single company in the world has a strong foothold across all parts of coffee. This presents a huge opportunity for Coca-Cola," says Global Ventures Group President Jennifer Mann (Nov 2019).