Select one of the four company examples (pages 250-251) and conduct a force field analysis (see page 244) of the pressures for and against greater company efforts in CSR?

250 Managerial Ethics and Social Responsibility environmental quality as part of their corporate strategies, not in spite of them, and that integrating environmental and sustainability perspectives into business practices can lead to improved overall corporate performance. As Unilever CEO Niall FitzGerald notes, \"Corporate social responsibility is a hard-edged business decision. Not because it is a nice thing to do or because people are forcing us to do it, but because it is good for our business."29 Indeed, the list of environmentally responsible companies is longer than many people think. Consider just four examples. . Unilever. BritishDutch Unilever is a huge multinational corporation in the food and beverage industry with a comprehensive CSR strategy. The company has been ranked \"food industry leader" in the Dow Jones Sustainability World lndices for eleven consecutive years and ranked seventh in the \"Global 100 Most Sustainable Corporations in the World.\" One of their unique initiatives is the sustainable tea program, where a partnershipbased model with the Rainforest Alliance (an NGO) aims to source all of its Lipton and PG Tips tea bags from Rainforest Alliance Certied farms. The Rainforest Alliance Certication offers farms a way to differentiate their products as being socially. economically, and environmentally sustainable. 0 Royal Dutch Shell. Shell is a huge multinational with numerous extraction and rening operations around the globe. Initiatives undertaken by Shell in Nigeria, for example, include extemal aspects such as environmental protec tion, community relations, and human rights, as well as internal aspects such as principles and codes of practice, product stewardship, stakeholder and employee rights, and transparency.30 Shell has also supported community development through programs in education, health, construction, commerce, agriculture and transport, etc., beneting local communities.\" This has been facilitated by Shell's community development program that for a traditional petroleum company offers a paradigm shift to environmental responsibility, social welfare, human rights, and political responsibility.32 This approach entails greater stakeholder engagement bringing together many entities including NGOs, state and local governments, and community leaders in identifying and implementing projects, ensuring increased local ownership, transparency, and accountability. Shell has also taken the initiative in such areas as the community health insurance programs, enterprise development programs, and water and electricity supply. The company has been widely recognized for its efforts in a variety of public and private ratings, including the United Nations Global Compact, Dow Jones Sustainability Indices, and the Carbon Disclosure Leadership Index. Good ratings in these indices can be seen as benecial in shoring the company's reputation across the globe, enhancing its corporate value and standing of its brand. Corporate Social Responsibility . LEGO. This Danish toy maker was recently ranked number one in CSR by the wellrespected Reputation Institute. Commenting on the result, Marjorie Lao, chief financial ofcer of the company, said: We are honored to see that our efforts to positively impact the planet resonate with people all over the world. We feel a huge sense of responsibility to inspire and develop children through play while leaving a signicant positive impact on the world children will inherit. It is part of our DNA as a company, and we will continue to set the bar high for ourselves to do better.33 How did LEGO become #1 in CSR? There are many reasons. LEGO recently set records for its energy conservation, increasing its efciency per LEGO brick pro- duced by more than 12 percent. It also engaged with key suppliers to reduce their carbon emissions in the full supply chain. It joined the World Wildlife Fund's Climate Savers Program, and met or exceeded all the program's climate targets. It invested $900 million (800 million euros) in two o'shore wind farms and in research and development to build more sustainable materials. After four years of effort, the LEGO Group achieved its ambition to balance 100 percent of its energy use with energy from renewable sources. To celebrate, LEGO built the largest ever LEGO brick wind turbine, a Guinness World Records title, and challenged children around the world to create their own renewable energy solutions. BMW. Germany's BMW recently achieved the highest score ever given in the automobile industry in the Carbon Disclosure Project, scoring 96 out of a possible 100 points.34 \"Our corporate sustainability stratey is based on three pillars: economics, environment, corporate social responsibility,\" stated BMW chairman Dr. Norbert Reithofer. \"Climate protection serves an important role in this strategy. As part of our focus on climate protection, we continue reducing vehicle and production facility emissions around the world. By protecting the climate, society as a whole also benets and it just makes good business sense for the BMW Group.\" The Carbon Disclosure Project acknowledgement is one of the most presti gious ratings in the realm of sustainability. BMW's rating further emphasized their longterm efforts in climate protection along the entire value chain and also reinforces their decision to embrace sustainability as part of its corporate strategy. The Carbon Disclosure Project listing comes on the heels of the designation BMW received as the industry leader in the Dow Jones Sustain- ability Indices, making it the world's most sustainable automobile manufac- turer. The company continues to win such recognition as a result of the development of fuel-saving, alternative vehicle concepts, clean production processes, and green recycling practices. BMW is also involved in promoting education and road safety worldwide, as well as in projects to ght HIV and AIDS. 251 244 Managerial Ethics and Social Responsibility Pressures to comply with OECD guidelines: . Builds corporate reputation for honesty and integrity . Avoids prosecution for illegal activities by local or home countries . Protects employees from outside pressures . Identifies illegal behaviors early through continual monitoring . Supports corruption-free local governments Pressures to ignore OECD guidelines: . May threaten new local business opportunities . Risks government retaliation for non -payment of bribes . May fail to protect firm against corrupt or illegal actions by competitors . Can ultimately threaten corporate revenues and profitability Exhibit 7.6 Pressures for and against OECD guideline compliance on bribery and corruption