BSBSUS601 - Learner Guide (Student)

Learner Guide
Lead corporate social

responsibility
BSBSUS601
Week Topics
1 • Introduction to sustainability
• What is corporate governance
• What is corporate social responsibility
2 • Why the shift to corporate social responsibility (CSR)?
• Drivers of corporate social responsibility (CSR)
• Benefits of corporate social responsibility (CSR)
• How does a company benefit from an environmental policy?
• Sustainability indicators and audits
3 • Stakeholder Engagement for corporate social responsibility
• Objectives of Corporate Social Responsibility
• Develop change management provisions for corporate social responsibility
strategy
• Document a change management strategy
4 • Social responsibility strategy
• Implement a change management strategy
• Sustainability Policy
5 • Conduct review of corporate social responsibility
• Evaluate corporate social responsibility against organisational sustainability
objectives
• Recommend improvements to corporate social responsibility
6 • Additional videos and further reading
Week 1
Topics:
• Introduction
• What is sustainability
• What is corporate governance
• What is corporate social responsibility
Introduction
This unit describes the skills and knowledge required to consult with stakeholders to develop,
implement and evaluate corporate social responsibility policy in an organisation.
The unit applies to individuals working in senior roles in diverse contexts who have responsibility for
ensuring an organisation is positioned to ensure its long-term viability and success.
BSBSUS601 - Lead corporate social responsibility - Learner Guide V3 2021 Page 2

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What is Sustainability?
'Sustainability' is everywhere. We hear it in the news, from organisations across the private and public
sectors, from governments and our friends. People talk about being 'more sustainable,' greener' or
'environmentally-friendly.' Most people also know what 'sustainable' initiatives are, such as recycling or
renewable energy. But what do these terms mean? Where did they come from? And what does it
mean for something to be sustainable, or unsustainable? This chapter will briefly explore definitions of
sustainability, a brief history and current perspectives.
At its core, sustainability means to endure into the long-term future. It derives from the Latin
sustinēre (to maintain, support) and refers to systems and processes that can operate and persist on
their own accord for long periods.
More specifically, however, sustainability has come to define humans' capacity to exist indefinitely
within our biophysical limitations, which boils down to how we use our resources.
Sustainability can be contentious. For a global corporation, sustainability might be measured in
numbers and figures, taking into account the organisation's economic output, greenhouse gas
emissions and supply chain. This boils down to two commonly interchanged terms: sustainability and
sustainable development.
On the one hand, many argue that economic growth is crucial alongside social and environmental
considerations to provide livelihoods and opportunities for the world's rapidly growing population1.
This approach dominates the most discourse on sustainability. The objective of reducing
environmental impacts and building better societies is coupled with the necessity for the market
economy's economic growth.
The Brundtland Commission (of the United Nations), defines sustainable development as:
"meeting the needs of the present generation without compromising the ability of future generations
to meet their own needs"2
On the other hand, most ecologists and earth scientists argue that sustainability and economic growth
1 ‘WTO | Stimulate Economic Growth and Employment’.

2 ‘The Brundtland Commission’.
are incompatible. We are already surpassing our planet's growth limits and that we must curb growth
to avoid the worst effects of climate change, ecological degradation, and economic collapse3.
This debate represents two different interpretations of sustainability and its foundational principles,
which are:
• Ecological sustainability;
• Economic opportunity and;
• Social inclusion
These three foundations (commonly referred to as triple-bottom-line (TBL); or simply as people,

planet, and profit) were coined by John Elkington in 1997 and form the basis of any definition of
sustainability. The relationship between the foundations is the primary point of difference in most
sustainability discussions, as is outlined in the diagrams below.
Ecology
Social
Realm
Social realm
Ecology Business
Business
3 State of the World 2013 Is Sustainability Still Possible?

Video:
What is Sustainability?
https://www.youtube.com/watch?v=gTamnlXbgqc
Environmental Sustainability
To define environmental sustainability, we must first define sustainability. Sustainability is the ability
to continue a defined behaviour indefinitely. To define what environmental sustainability is, we turn to
the experts.
Herman Daly, one of the early pioneers of ecological sustainability, looked at the problem from
maintenance of natural capital viewpoint. (From Daly, H. E. 1990. Toward some operational principles
of sustainable development. Ecological Economics 2:1–6.)
In 1990 he proposed that:
1. For renewable resources, the rate of harvest should not exceed the rate of regeneration
(sustainable yield);
2. For pollution The rates of waste generation from projects should not exceed the assimilative
capacity of the environment (sustainable waste disposal); and
3. For non-renewable resources, the depletion of the non-renewable resources should require
comparable development of renewable substitutes for that resource.
Environmental sustainability is the rates of renewable resource harvest, pollution creation, and non-
renewable resource depletion that can be continued indefinitely. If they cannot be continued
indefinitely, then they are not sustainable.

What is corporate governance?
Corporate governance is the system by which companies are directed and controlled. Boards of
directors are responsible for the governance of their companies. The shareholders' role in governance
is to appoint the directors and the auditors and satisfy themselves that an appropriate governance
structure is in place.
When a workplace is following 'best practice' policies, they often need to be developed to include
monitoring, evaluation and entrench continuous improvement. Every larger organisation needs to
have an environmental policy to ensure they are being held accountable to the required legislative and
regulatory guidelines.
Source:https://docs.paloaltonetworks.com/best-practices/transition-to-best-practices

An organisation that has decided to develop an environmental sustainability policy (ESP) must start by
identifying which parts of the organisation will apply. Is it intended for the whole organisation, one
work area or project, or a combination of these?
Next, it must be determined whether the organisation will take an integrated approach to
sustainability or focus on one particular aspect. An integrated approach may include social,
environmental and corporate governance aspects. This Study Guide focuses on environmental aspects
only.
The other issue to consider is how sustainability initiatives will be addressed. There are numerous
approaches to implementing sustainability initiatives in the workplace.
The approach illustrated here uses ISO 14001 principles as the relevant Standard to develop and
implement an environmental sustainability policy (ESP).
The success of sustainability policy:
The sustainability policy should refer to the following underpinning success factors:
Culture Management must be committed to sustainability and this commitment

should be communicated in the sustainability policy as well as in other
organisational documents, such as mission, vision, strategic goals etc.
Compliance The policy should reference and should be developed in consideration of
legal obligations and compliance requirements related to sustainability.
Accountability The policy should outline key personnel responsible for managing the policy,
monitoring and reviewing.
Consultation Stakeholders from all levels should be consulted when developing,
monitoring or reviewing sustainability policy in order to gather the most input
and promotes acceptance and support.
Capacity The policy should outline required resources, personnel and capabilities and
should include processes for training staff and allocating resources.
Video:
ISO 14001 Aspects & Impacts Simplified
https://www.youtube.com/watch?v=8qyqHtc4cOM

The term "corporate sustainability" describes a new corporate management model. It can also fall
under the broader term "environmental, social governance" (ESG).
Corporate sustainability emphasises growth and profitability through intentional business practices in
three areas of society. The goal is to provide long-term value for stakeholders without compromising
people, the planet, or the economy.
Three pillars of corporate sustainability
The Environmental Pillar The environmental pillar is often the most talked-about of the three
pillars of corporate sustainability. It includes the various actions
companies can take to reduce their environmental impact and
carbon footprint.
Examples include reducing packaging waste, reducing water usage,
recycling materials, and using sustainable energy sources.
The Social Pillar The social pillar focuses on a company seeking the approval of its
stakeholders, employees, and the local community. A big part of
corporate sustainability is a company's dedication to taking good
care of people inside and outside of the business.
Social pillar practices include eliminating child labor, offering
paternity and maternity leave, and giving back to the community.
The Economic Pillar The economic pillar involves implementing sustainable business
practices to promote long term profitability. After all, a company
can't have a positive impact on the environment or community if it's
not profitable.
Elements of the economic pillar include compliance and good
corporate governance. Meaning, the values of stakeholders and
management align in terms of how to spend resources. The
economic pillar makes it possible for a company to strategies and
invest in new corporate sustainability methods.
Further Reading:
Why sustainability reporting needs governance perspective
https://www.corporatesecretary.com/articles/esg/31792/why-sustainability-reporting-needs-
governance-perspective

What is corporate social responsibility?
Corporate social responsibility (CSR) is a broader concept than corporate sustainability. In short, CRS
helps a company be socially accountable—to itself, its stakeholders, and the public.
A company that engages in CSR operates in a way that enhances society, both locally and globally.
CSR is a long-term strategy that is never temporary and always evolving.
Video:
What is Corporate social responsibility (#CSR)?
https://www.youtube.com/watch?v=1bpf_sHebLI
Further Reading:
Corporate Social Responsibility & Human Rights
https://humanrights.gov.au/our-work/corporate-social-responsibility-human-rights
Question – Matching Pairs
Match the success factors for a sustainability factor to their explanation.
Term Explanation
Culture The policy should outline key personnel responsible

for managing the policy, monitoring and reviewing.
Compliance The policy should outline required resources,

personnel and capabilities and should include
processes for training staff and allocating resources.
Accountability Management must be committed to sustainability

and this commitment should be communicated in the
sustainability policy as well as in other organisational

documents, such as mission, vision, strategic goals
etc.
Consultation The policy should reference and should be

developed in consideration of legal obligations and
compliance requirements related to sustainability.
Capacity Stakeholders from all levels should be consulted

when developing, monitoring or reviewing
sustainability policy in order to gather the most input
and promotes acceptance and support.
The first step in the strategic planning process for sustainability or environmental improvement is the
development of policies. Your sustainability policy may be an over-riding statement dealing with all
aspects of environmental sustainability: waste reduction, water and energy conservation and related
greenhouse gas reduction, working with your suppliers and customers in more sustainable ways. On
the other hand, it may deal with just one of these aspects, to begin with. The policy's scope will be
determined by criteria such as costs, time, business constraints, and opportunities, all of which should
be weighed up by key stakeholders.
Your policy may also consider the 'social' aspects of the triple bottom line through the inclusion of
corporate responsibility aims. A business policy should include the economic element of the triple
bottom line.
The diagram illustrates how the different aspects of the triple bottom line intersect.

There are several reasons why a company benefits from the adoption of a formal, written
sustainability policy:
• It establishes an overall sense of direction, enhancing your chances of success.

• It allows you to judge the performance of its strategy against an agreed set of targets.
• Sustainability matters are more likely to be understood and accepted throughout a company if
they support senior management through policy processes. The formal policy ensures adequate
resources are allocated to implementing sustainability.
• It documents the responsibilities and accountabilities for implementing sustainable practice
throughout the company.
• It ensures sustainability measures are continued within the business regardless of whether
sustainability 'champions' are involved or not.
• It provides a marketing tool to demonstrate your company's commitment to sustainable
development.
Further Reading:
Sustainability reporting
https://ecovadis.com/academy/sustainability-reporting/

The Four Ps of Corporate Governance
Corporate governance is a systematic approach to direct and control the organisation. Boards of
directors are in charge of the governance of the organisation. The stakeholders' role in governance is
to assign the right people as directors and the auditors and observe and verify the appropriate level of
governance and good structure. The concept of corporate governance is a complex topic for every
organisation. To make it easier for everyone to understand it, experts break it down to 4 simple
words:
People, Purpose, Process, and Performance.

People People are on every side of the business equation, and they are the
most critical executive factor. They can be business founders, member
of the board, the stakeholders and consumers and impartial observer of
business performance.
People are the organisers who choose the purpose of the business,
develop the policy and process to achieve the goal, monitor and
evaluate their performance outcomes, and use them to grow themselves
and others in the team.
Purpose All aspects of governance exist for a purpose and to achieve a purpose.
The 'for' is the guiding principles of the organisation. Organisational
mission statement, policies and procedures should exist to further these
principals.
Process Governance is the process by which people achieve their company's

purpose, and that process is developed by analysing performance.
Processes are refined over time in order to consistently achieve their
purpose, and it's always smart to take a critical eye to your governance
processes.4
Performance Performance analysis is the ability to check the results of a process and
determine whether it was successful or successful and then use the
findings to develop procedures for the rest of the organisation. That is
why Performance is one of the primary functions of the governance
process.
Laws and regulations
Organisations have to comply with various environmental laws, regulations, treaties and policies. The
laws that apply to your organisation will be determined by identifying its activities' environmental
aspects and environmental impacts.
4 https://processpa.com/ExecutiveMatters/the-four-ps-of-corporate-governance
An excellent way to take account of any laws that may apply is to prepare a 'Legal aspects register'
for your organisation.
Australian laws that address environmental issues are issued at a Commonwealth, State and local
level.
The following are examples of Commonwealth legislation to protect the
Environment:
• Antarctic Treaty (Environment Protection) Act 1980

• Environment Protection and Biodiversity Conservation Act 1999 Environment Protection (Sea
Dumping) Act 1981
• Environmental Protection (Nuclear Codes) Act 1978
• Great Barrier Reef Marine Park Act 1975
• Hazardous Waste (Regulation of Exports and Imports Act) 1989
• Protection of the Sea (Prevention of Pollution from Ships) Act 1983
• Road Transport Reform (Dangerous Goods) Act 1995
• Wildlife Protection (Regulation of Exports and Imports) Act 1982.
Commonwealth laws apply throughout all Australian states and territories.
Victorian State legislation that applies to business includes:
• The Environment Protection Act 1970

• Planning and Environment Act 1987
• Health Act 1958
• National Environment Protection Council (Victoria) Act 1995.
Local laws may vary in every area. You will need to check with the relevant Council in your area.
Video:
Sustainability and corporate social responsibility at Alstom
https://www.youtube.com/watch?v=NWzTuFgXWxc
Further Reading:
Sustainability and Corporate Social Responsibility: are they the same?
https://greenkpi.com.au/sustainabiity-articles/corporate-social-responsibility/

Question – Short Answer
What are the 4 P's of corporate governance?
What is corporate governance and sustainability?
What is meant by sustainability reporting?
What is the three pillars of sustainability?
Week 2
Topics:
• Why the shift to corporate social responsibility (CSR)?

• Drivers of corporate social responsibility (CSR)
• Benefits of corporate social responsibility (CSR)
• How does a company benefit from an environmental policy?
• Sustainability indicators and audits
When engaged by/in a business to define and deliver initiatives about sustainability, it is critical to
understand why the company has decided to undertake sustainability initiatives.
This understanding will allow you to:
Engage key
Define the stakeholders early
Identify drivers and
sustainability on in consultation
obstacles to the
objectives in the and therefore
sustainability
context of the strenghten their
initiatives
business strategy commitment to the
project
Increase the
chances to develop
Make suitable a sustainability
choices about strategic plan that
alternative options aligns with the
strategic priorities
of the business

Why the shift to corporate social responsibility (CSR)?
Numerous drivers in the marketplace have encouraged larger companies to be more socially
responsible, as discussed in more detail below. But the critical drivers for firms becoming more socially
responsible are:
• Government legislation
• Customers' expectations of firms
• Consumer lobby groups
• The extent of costs involved
• The type of industry in which they operate
• The potential for competitive advantage
• Top-level corporate culture
Drivers of corporate social responsibility (CSR)
• Increased Affluence: CSR becomes more relevant as.

• Ecological Sustainability: Perhaps the most obvious and most.
• Globalisation: Globalisation has had considerable impacts.
• Free Flow of Information: Yes, blame the bloggers, but through.
• The Power of the Brand: Brands are today the focal point of businesses.
To determine the main organisational motivations and drivers for improved sustainability, you
could:
● Research the company's history and industry

● Develop and run surveys
● Organise focus groups
● Undertake an analysis of the external and internal business environment
● Observe and evaluate competitors
● Review key organisational plan such as the strategic, business and operational plans; or
● Meet with pertinent stakeholders (for example, executive managers)

Environmental
Compliance Social
CSR
Drivers
Mission
Branding and
Vision
Financial
Motivations/drivers may include:
● Improve brand image

● Build trust and reputation with the broader community
● Cost savings
● Increase employee satisfaction, engagement and retention
● Manage risks and regulatory compliance
● Comply with industry standards
● Benchmark work practices against other organisations
● Improve operations
● Demonstrate corporate social sustainability
● Alignment with business goals
● Expectations from shareholders or consumers
● Personal motivation from executives
● Adapt to changed circumstances
● Deliver a specific initiative related to sustainability

Customers' expectations of companies
In recent decades customers are paying more attention to social and environmental issues, and for
that reason, consumers consider more eco-friendly products in their purchase decisions. As a result,
consumers with environmental concerns expect that the big companies perform in an environmentally
friendly manner, comparative to society and the communities.
Consumers' changing expectations have resulted in firms being more responsive to these issues and
adopting a more corporate responsible outlook.
Further Reading:
Australia's CSR Top 10
https://probonoaustralia.com.au/news/2014/06/australias-csr-top-10/
Is Conscious Leadership The Missing Link To A Sustainable World?
https://youmatter.world/en/conscious-leadership-sustainability-28400/
THE SNACK HACK What you need to know about modern consumer snacking culture
https://www.millennialmarketing.com/wp-content/uploads/2017/02/FutureCast_The-Snack-Hack-
1.pdf
Potential for a competitive advantage by image
Large companies are trying to build their core image as a socially responsible entity.
Video:
Advantages and Disadvantages of CSR - What is Corporate Social Responsibility (CSR)
https://www.youtube.com/watch?v=YEKyN-4tWsI
Corporate culture and top management values
Corporate social responsibility is an indicator of organisational culture and senior management values
in the business. In other words, it demonstrates how significant is making a contribution to society to
the top management of the organisation? This will show how deep they care about social
responsibility is strategic planning and not merely an exercise for publicity.

Video:
The Importance Of Culture For Sustainability
https://www.youtube.com/watch?v=rhPvrdshQI4
The costs of ignoring corporate social responsibility
There is always a chance for making fewer profits in becoming more socially responsible; however,
there is also a risk associated with ignoring CSR, which is very likely to outweigh the risk of profit loss.
There is an expectation from the modern corporations to follow the ethical standards and social norms
in a fast-changing globalised world. The public has a right to demand businesses to change their
functions to respect the social frameworks. Moreover, in this modern economy where 70% to 80% of
market value comes from brand equity, intellectual capital, and goodwill, organisations are very
cautious about potential damages to their reputations (Eccles, Newquist, & Schatz, 2007).
Consider the following:
Opportunity Costs Opportunity costs include any activity that could not have been undertaken
due to capital and labour being bound to the CSR activity, which might result
in lost revenues.
Sunk Costs Sunk costs include all initial investments in new equipment (e.g.,
environmental health and safety system, waste-water systems, upgrades
such as machine guards), buildings and infrastructure.
Recurrent Costs Examples of recurrent costs are labour costs for increased wages and
overtime payments, an increase in management time (i.e. for CSR steering
meetings, etc.), all forms of social insurance, training, benefits for workers
(i.e. free meals, dormitories, medical expenses), monitoring and reporting,
and equipment update and maintenance5
5 https://blog.locomote.com/here-are-some-csr-costs-that-every-cfo-should-be-aware-of
Benefits of corporate social responsibility (CSR)
Benefits of corporate social investment for businesses
The potential benefits of CSR to companies include:
• Better brand recognition

• Positive business reputation
• Increased sales and customer loyalty
• Operational costs savings
• Better financial performance
• Greater ability to attract talent and retain staff
• Organisational growth
• Easier access to capital
How does a company benefit from a CSR?
There are several reasons why a company decides to develop initiatives for sustainability and to
become more socially responsible towards the environment, for instance:
Benchmarking against competitors/best in the industry
Address risk identification
Address or implement scenario planning – possible futures the business may face
Addressing sustainability impact of the company- for example, carbon footprints
Influence from the wider community (public opinion)
Performance measurement – senior management performance linked to sustainability

targets
When incorporating sustainability initiatives into a business, an excellent first step is to look at the
vision, mission, and values first to clear the purpose and core values of a company.

Vision Make it Mission This is about Values
what the
inspirational Include
business does,
and sustainability
make sure that
incorporate values
it reflects doing
sustainability
it sustainably
The vision, mission and values give you the direction that the organisation is heading towards, a
sustainable future. The strategy flows from corporate objectives. A link between sustainability and its
overall goals provides the spark to ignite aspirations, build focus on the right priorities and create
shared values.
To identify the strategic goals of the organisation, you can:
Review their Lead a focus

mission, Review Review policy group with
vision and business and internal and
value plans procedures external
statement stakeholders
Review the
strategic Review Consult with
plans and operational internal
strategic plans stakeholders
objectives
Once you have identified the critical organisational strategic objectives, you should evaluate how they
are impacted by sustainability:
● Can sustainability create value for the business? How? (For example, through cost-saving)

● Why do I need a sustainability strategy? What
difference is it going to make to the organisation?
● How would sustainability initiatives impact the
business? Would they impact the company
financially? Would they require specific projects that
may cost money and time?
● What strategic objectives will be impacted? Why?
How?
● Would sustainability be aspirational, or can it be
operational?
● Should you change your vision, mission and values to
incorporate sustainability?
● Would policy and procedures be impacted?
● Does the organisational culture need changing/adjustment?
● How can responsibly sustainable business practices be strategic for the business?
There are several reasons why a company benefits from the adoption of a formal, written
sustainability policy:
• It allows you to determine the performance of its strategy against an agreed set of objectives
• It ensures sustainability measures are ongoing in the business regardless of whether sustainability
'champions' are involved or not
• It establishes a sense of direction
• It highlights the responsibilities and accountabilities for implementing sustainable practice
throughout the company
• It provides a marketing tool to show your company's commitment to sustainable development
• Sustainability matters are more successful if they are supported by senior management through
policy development and implementation
Organisations with governance and workplace culture that promote agency and investment in their
decision-making are more likely to observe long-term sustainability outcomes. These important
considerations about governance may include questions such as6:
• What systems and processes govern the organisation?

• How is information shared?
• How are groups structured?
• How are decisions made?
• Who is included in those decisions?
• Who holds authority?
6 Robertson.
Research has shown that
organisations with governance
structures and workplace
cultures that support sustainability
initiatives are much more likely to
deliver long-term results7. These
structures and cultures are
dependent on a positive, creative
vision of what that organisation
should be.
The traditional governance
structure throughout the modern
era has been predominantly
hierarchical. In this model:
• Each worker has a semi-

skilled, specific task;
• Knows little of the other
Source:
tasks and;
https://slideplayer.com/slide/9109889/27/images/30/Differences+in+Mech
anistic+versus+Organic+Organizations.jpg • Only those at the top of the
hierarchy can see how things fit
together
Traditional governance structures generally operate linearly (the take-make-waste model).

While traditional hierarchies can generate sustainability outcomes, they are less likely to engage
workforces in sustainability initiatives and impede sustainability initiatives.
In contrast, many organisations now increasingly seek to mimic natural systems in their structure and
governance to pursue sustainability and build organisational resilience. In this model:
• Members collectively develop organisation strategies and vision

• Resources and information are shared across the organisation
• Innovation is encouraged, and members are encouraged to make decisions affecting the
organisation (within the established framework)
Involving members in decision-making, building cross-functional teams and sharing authority are
particularly important. They encourage employees to take personal stakes in sustainability initiatives,
shaping them to their needs.
Organisations that have employed alternative governance structures often also seek to implement
what is referred to as a circular economy, (borrow-use-return) where materials are:
• Used in cycles;
7 Robertson.
• Harvested from existing material where possible and;
• Fed many times through the system
Source: https://upload.wikimedia.org/wikipedia/commons/b/ba/Linear_versus_circular.jpg
Identifying best practice models and initiatives
The best sustainability models for the business sector are industry-specific systems promoted and
supported by industry associations. Associations include the Sustainable Green Print (SGP), the
Australian printing industry's recognisable certification program designed to help printing companies
meet their environmental responsibilities and go above and beyond compliance.
SGP is based on an IS014001 international standard. SGP is tailored to meet a printer's business
requirements, its customers' demands, and the changing trends in dealing with managing
environmental responsibility. This multi-level system provides a choice of four linked achievement
levels, including ISO 14001 (Level 3 SGP), allowing printers to choose their participation and progress
levels.8
Generic sustainability models are supported by government agencies such as the EcoBiz program in
Queensland.9
8 Source: http;I/www.printnet.eom.au/ pages/ our_industty/ envlronment_sub_pages/sgp_lead_page.html>

9 Source: http;I/ www.derm.qld.gov.au/ envlronmental_managemenVsustainability/ ecoblz_queensland/ lndex.html>
Data required for sustainability indicators
•Example:
Economic •Profit
•Sales
An indicator tells you about your
current status and helps you
measure progress towards where
you want to be. It also functions
as an alert, providing you with •Example:
information on something that is Social •Human rights
not working as it should. •Labour practice
Sustainability indicators can be
grouped in:
•Example:
Enviromental •Gas emission
•Waste
However, sustainability indicators show how

the three groups are interconnected:
Source: http://www.sustainablemeasures.com/node/89
Depending on the indicator that you need or choose, you will need to identify and collect the relevant
data to measure it. Data may include:
● Quantitative data – this is measurable (numbers) for example of temperature or net sales
● Qualitative – this is about characteristics and descriptors, and it is not easily measured
From
● Primary sources – direct data, for example from business reports or audit results
● Secondary sources – indirect data, for example from a journal article or a statistic website
You should follow this process:
Determine
Identify the what is the
sust. best source Evaluate
indicators of data the data
Determine Collect the

what data data
you need
for each
indicator
Arrange for sustainability-related audits
To undertake a sustainability audit, you need a group of people with different knowledge and
expertise because you will need information and skills to interpret various details. The task is best
performed in a team.
The team can be composed by:
● A project team
● Key personnel from the organisation
● External consultants
An audit will look at different aspects of the business, and it can be, for example:
● Social impact – how the business engages or interfaces with the community; or how the
business applies labour practices

● Environmental impact – how the business performs when it comes to waste, energy
consumption or water consumption for example; or how the business performs along its
supply chain or in a product development life cycle
● Economic impact – how the business is performing financially. For example, how is the
business investing its financial resources? Is the profit margin increasing?
Video:
SUSTAINABILITY AUDIT
https://www.youtube.com/watch?v=bCpyMdlwMs8
Additionally, you would check:
• The record management system

• Past internal audit reports
• Monitoring systems
• Existing policy and procedures
Below is an example of a short sustainability assessment to determine best practice in business. You
can review it and adapt it to your needs:
Y/N Don't Notes

know
Practice - Governance practice
The CEO has made sustainability a
priority and allocated resources (staff
& budget) for a sustainability
program.
The company has a written mission
statement that includes a commitment
to social and environmental
responsibility.
Practice - Social Impact: workers
Employee job descriptions explicitly
incorporate social and environmental
performance.
All employees are paid a living wage (see
http://livingwage.mit.edu).
Practice - Social Impact: civic engagement &
giving
The company provides pro bono service to non-
profits or underserved groups or individuals.
The company has a charitable giving policy.
Practice – Environmental Impact: waste
reduction

Y/N Don't Notes
know
The company recycles and composts everything
that it can (including food waste and paper towels
from the restrooms).
The company has eliminated the use of individual
plastic water bottles from the employee breakroom
and for all meetings, including board meetings.
Practice – Environmental Impacts: resource
conservation
The company saves energy by using only energy-
efficient LEDs for all indoor & outdoor lighting
The company has calculated its water footprint.
6
Practice – Environmental impacts: carbon
footprint and toxics reduction
The company has calculated its carbon footprint.
Employees are educated about the environmental
impact of their commute choices.
Practice – Environmental impacts: product
development and life cycle
The company's products can be reused, recycled,
composted, or otherwise diverted from landfill
The product is delivered to customers in plastic-
free packaging.
Practice – Environmental & Social impact:

supply chain & procurement
Suppliers are asked to complete a code of
conduct.
Preference is given to suppliers with a commitment
to social and environmental sustainability.
Forum Activity
Research one of the following companies:

• Orora https://www.ororagroup.com/
• No Label https://nolabelcoffee.com/
• Flora & Fauna www.floraandfauna.com.au
Perform a quick sustainability audit.
Share your work in the Student Forum and review the work of other students.

Audits can be undertaken as follows:
● Process audit – to check if processes are

working according to standards/instructions and
compliance requirements
● Product audit – to assess a product or service
against selected factors (for example sustainable
use of product material)
● System audit – to evaluate the effectiveness of
a management system
Audits can be:
● First- party audit or internal audit performed by the

organisation itself
● Second-party audit or external audit performed by a contracted organisation/consultant
● A third-party audit is an external audit conducted by independent entity free of any conflict
of interest
Audits are used not just to evaluate best practices but also to identify waste in a company. For
example, a business may have large bills for energy or water consumption. An audit can help the
business identify where the waste is and therefore devise solutions for cost savings.
You could also use audits to determine a particular initiative's sustainability capacity that the company
wants to launch. In this case, you will focus on the action rather than on the business. However, you
will still try to understand how the sustainability initiative fits with the company's strategic goals.
Video:
The Sustainable Business Model Canvas, 11 Steps to designing a successful sustainability strategy
https://www.youtube.com/watch?v=gVimMEI2u2w
Further Reading:
What Is the Relationship Between Corporate Governance & Sustainability?
https://insights.diligent.com/esg/what-is-the-relationship-between-corporate-governance-
sustainability

Question – Short Answer
What is the relationship between environmental sustainability and corporate social responsibility?
What are the advantages and disadvantages of corporate social responsibility?
What are the strategic objectives?
Why do companies decide to get involved in CSR?
Week 3
Topics:
• Key stakeholders for organisational corporate social responsibility
• Social responsibility objectives and policy
• Develop change management provisions for corporate social responsibility strategy
Stakeholder Engagement for corporate social responsibility

During the early stage of the development of an environmental sustainability policy, all stakeholders
should be identified. Stakeholders may include:
• Customers
• Employees at all levels of the organisation
• Government and semi-government agencies
• Investors
• Local community
• Regulators
• Suppliers.
Consult with stakeholders to:

Determine who will
Identify their be a close ally in a
concerns sustainability
initiative
Learn from their

Identify their expertise and
needs/wants knowledge of the
business
Planning for more practical and successful stakeholder engagement progressively becomes the main
part of mainstream business and vital to the public policy decision-making process and delivery
approaches. It is being used as a means to improve communications, obtain wider community support
or buy-in for initatives, gather useful data and ideas, enhance public sector or corporate reputation,
and provide for more sustainable decision-making.
Stakeholder engagement should be focused on "sustainable initiatives'. Without an appropriate level

of discussion and consultation with stakeholders, the organisation will not be able to achieve needed
support for a particular project they are working on. An initative is more likely to succeed if it takes
into consideration the needs of the stakeholders who are actively engaged with it.
Stakeholder engagement could be viewed as a form of risk management. Many organisations will
need to engage with a wide range of internal and external stakeholder groups with different concerns,
needs, conflicts of interest and levels of influence.

Source: https://corporate-citizenship.com/wp-content/uploads/dlm_uploads/Sustainability-Strategy-Simplified1.pdf
The Five-Stage Stakeholder Engagement Framework
The Five-Stage Stakeholder Engagement Framework determines a strategy for stakeholder

engagement, but if the strategies aren't implemented well in reality, the stakeholder engagement will
fall short of its aims.
The below figure, demonstrates some key pages from Krick, Forstater, et al. to illustrate some of the
tactics and checklists organisations can use to improve their stakeholder engagement.

Source: https://www.e-education.psu.edu/ba850/node/7
Video:
Episode 10: Stakeholder Engagement in Corporate Social Responsibility (CSR) Programs
https://www.youtube.com/watch?v=UOBIxQa1fk0
Levels of Participation
Before starting the process of Stakeholder Engagement, it is essential to understand what level of
participation is needed.
Public participation can be categorised into the following:

Inform To provide the stakeholders with relevant information to understand the
problem, changes, opportunities and/or results.
Consult To obtain public feedback for decision-makers and analysis and decisions.
Involve To work directly with the public to ensure that stakeholder concerns and
ambitions are well understood and considered in decision-making
processes.
Collaborate To work closely with the public in each aspect of the decision, including
developing changes and identifying the most preferred solution.
Empower To delegate the final decision-making to the public.
Video
What is STAKEHOLDER ENGAGEMENT? What does STAKEHOLDER ENGAGEMENT mean?
https://www.youtube.com/watch?v=IU86nIniaRU
Further Readings
Corporate Social Responsibility as the Organization's Commitment against Stakeholders
https://www.intechopen.com/books/management-culture-and-corporate-social-
responsibility/corporate-social-responsibility-as-the-organization-s-commitment-against-
stakeholders
A good strategy needs to have priorities, focus and targets:
• What are the key priorities? For instance: cost savings, reputation and branding, compliance, risk
management, changes to the organisational culture, innovation or growth
• What are the most significant initiatives that need implementing?
Objectives of Corporate Social Responsibility
The main objective of the Corporate Social Responsibility (CSR) Policy in most businesses is to
implement a practical guideline to make Corporate Social Responsibility (CSR) one of the key focus
areas of strategic planning. They want to ensure the business is focused on creating a positive
contribution to society through sustainable programs with high impacts. They might want to:

Build customer Attract and retain
loyalty through CSR talented employees
Increase employee
Improve the brand engagement by
value volunteering
programs
Companies can focus on different scopes, such as:
Green Initiatives
Facilities for Senior Citizens
Rural Development
Vocational Skills
Employment Opportunities
Special Employment Opportunities for Women
Environment Protection
A practical and efficient roadmap for change management will need to be put in place to secure
organisational changes towards achieving sustainable operations levels, including zero emissions,
sustainable modes of production, waste management and better stakeholder contribution.

Recent experience of Covid-19 places a great emphasis on the role of bodies and corporates with the
capital, resource, talent and influence to invest more in sustainable development, aiming to protect
society against future incidents.
Video:
How do you inspire sustainable behaviour?
https://www.youtube.com/watch?v=HryumeeymAY
A generic environmental policy
A general environmental policy requires the company to:
• Comply with environmental law

• Commit to continuous improvement
• Develop an environmental management system
• Resource the environmental management system adequately
• Minimise pollution
• Ensure efficient production
• Facilitate communication
The first step in the planning process is the development of your policy. Your sustainability policy may
be an over-arching statement that deals with all aspects of environmental sustainability, including:
Waste reduction
Working with
suppliers and Water
customers in more conservation
sustainable ways
Greenhouse gas Energy

reduction conservation
The scope of the policy will be determined by things such as:

• Cost
• Time
• Business constraints
• Opportunities
All of which should be weighed up by the key stakeholders in your organisation. Your policy may also
consider the 'social' aspects of the triple bottom line through the inclusion of corporate
responsibility aims. A business policy should include the economic element of the triple bottom line.
Further Reading
What is a Sustainability Policy and Why Your Company Needs One
https://www.press8.com/what-is-a-sustainability-policy-and-why-your-company-needs-
one/#:~:text=Sustainability%20is%20the%20capability%20to,area's%20ecosystems%20and%20n
atural%20resources.
Develop change management provisions for corporate social responsibility

strategy
Organisations use portfolios, programs and projects to convert their strategic plans into actions.
Organisations would define their desired future state, assess their current state and devise ways to
move their business from the current to desired one using portfolios (multiple non-related programs
or projects that do not have a single program), programs (a group of projects that are related), and
projects (specific deliverables in a single functional unit):

External
business
environment
Organisatio
nal
strategies
Portfolio
Program
Project
Prerequisites for sustainable change
• Awareness of issues, expectations, perceptions, need for change, etc.

• Motivation/Desire to address issues, self-development and change
• Skills & Abilities involved in performance, development and leadership

• Opportunity to stretch and try new behaviours, skills and abilities
• Feedback (and consequences) regarding all, but mostly new developments, behaviours and
performance
Strategic change
Strategic change is the way of a company moving from its present state toward some forecasted or
desired future state to:
• Increase market share

• Reduce operating expenditure
• Grow product offering
• Become an employer of choice
• Increase sales
Or generally, increase its competitive advantage in the market. An organisation's strategic change
management plan reflects what the organisation sees as most critical to its success in the next three
to five years.
Change management process

Change management starts with reviewing the current state.
This review allows the organisation to understand how the current policies, practices and operations
deliver against the organisation's strategic goals defined for the next five years to identify the required
changes to be implemented.
Prepare for Implement Reinforce

Change Change & Evaluate
While working on change management for more sustainable and socially responsible organisations, it
is essential for change leaders to understand and address the five most important questions:
Why? What? Who? How? When?

Source: https://www.pmi.org/learning/library/model-sustainable-change-11122
Review the organisation from four perspectives:
People: Do employees have the right knowledge, skills

and experience to carry out tasks efficiently?
Process: What is the end to end process? Are there any

recurring issues?
Technology: Does the current technology support the

sustainability goals of the organisation?
Structure: Does the structure promote sustainability at

work?

Monitor external trends
Trends can be categorised into the following types:
• consumer-driven trends
• economic trends
• ethical trends
• legal trends
• political trends
• social trends Source:https://www.business-to-you.com/scanning-the-
environment-pestel-analysis/
• technological trends
(PESTLE Analysis)
Prioritise change requirements
When identifying strategic changes requirements, you must identify and engage other relevant
managers who are considered key stakeholders of the change to prioritising requirements.
Prioritising change requirements involves determining what issues should be addressed first.
Internally, there may be relevant managers who can offer an insight into the opportunities for change
and their relative priorities.
They may be managers who are:
• Affected by the change

• Holding a leadership position in the organisation
• Participating in the change project.
Understanding the features of their desired changes needs you to answer the below questions:
• What is the scope of the change?

• How many people will be impacted?
• Who is being impacted?
• Are people being impacted the same, or are they experiencing the change differently?
• What is being changed (processes, systems, job roles, etc.)?
• What is the time frame for the change?
Consult specialists and experts
Consultation should take place when you are developing your communications plan.
Sometimes, you may need to complete consultation after the change has been announced due to
confidentiality or sensitivity.
Organisations typically use external consultants to:
• get an unbiased view of their organisation

• understand what best practice is
• supplement their knowledge and skills for a specific change project.

Key people to consult with internally are:
• managers responsible for a department, team, process or technology that will be impacted by the
change
• organisational 'historians' to learn about what has worked well and not so well in the past
In organisational communication plan, you need to consider:
• audience
• what will they be told
• when will they be told
• who will deliver the message.
Different individuals and groups will respond to different methods and styles. Determine their
association with your organisation and look at how you can maximise the opportunities with your
communication. For example, you may be able to source new business from a marketing initiative or
improve work performance with employees.
Develop a change management strategy

Successful change management strategies need to include a team structure, sponsor model, special
tactics and risk assessment. These are essential elements of developing and implementing the
successful change management plan.

A change management strategy should address:
• change goals • cost benefits

• change impacts • risk management
• project management • stakeholder management
• communication • measurement and reporting.
• education
Goals should address:
• what is changing
• why it is changing
• when the change program will start and finish
Video
What is CHANGE MANAGEMENT? Training Video
https://www.youtube.com/watch?v=__IlYNMdV9E&feature=youtu.be
Forum Activity
Visit https://www.visionaustralia.org/ website.

Discuss Mission, Vision and Values of the company.
Suggest at least 3 Sustainability Goals for the new financial year.
Discuss your answer with the rest of the class in the online forum.
Cost-benefit analysis
When developing the change management strategy, it is essential to know that the effort applied in
making and sustaining the change will be worthwhile in the long term.
• Identify the possible benefits of each idea

• Assess the outcomes against the set criteria
• Decide which ideas are feasible and rank them as:
o Feasible (F)
o Maybe feasible (MF)
o Not feasible (NF)
A cost-benefit analysis (CBA) is the process used to measure the benefits of a decision or taking
action minus the costs associated with taking that action. Should have measurable financial metrics

such as revenue earned or costs saved as a result of the decision to pursue a change initiative. A CBA
can also include intangible benefits and costs or effects from a decision such as an employee morale
and customer satisfaction.10
Risk management
When implementing change in the organisation, there are always some potential risks:
• Process changes result in slower service to your customers

• Poor change management results in disgruntled employees
• New equipment results in an increase in errors.
• High levels of resistance.
• Lack of awareness or desire to support the change.
• Lack of stakeholder commitment.
• Lack of mid-level and group leadership support.
• Budgeting risk for the entire initiative.
Every change management has its own difficulties and challenges. It is important to conduct a risk
analysis using a chart, matrix, or templates to identify potential risks which come with the change
introduced to the business. This will allow a manager to plot and identify those change risks more
efficiently, and then develop plans to minimise their effects of the change management plan.
Three steps to managing risks and barriers:
Step 1 – Identify the risks and barriers.
Step 2 – Analysing and evaluating risks and barriers.
10 https://www.investopedia.com/terms/c/cost-benefitanalysis.asp
Step 3 – Identify mitigation strategies.
Source: http://www.kaleidoventure.com/blog-1/2016/1/24/prioritizing-strategic-initiatives
At the early stages of a change management process, it is essential for change leaders to identify and
document the organisation's risks during the change. Part of this change risk assessment will involve
identifying any familiar or experienced issues or potential areas for resistance by using a risk
management plan.

Source: https://www.airiodion.com/risk-assessment-and-readout/
Senior managers and risk managers should communicate the change risk assessment to the primary
project sponsors or executive team, and use it to determine what special change tactics will be
required from the change project teams.11
Risk analysis can be undertaken using qualitative and quantitative assessments. The 'magnitude' of
the risk- Probability (likelihood) x Consequence (Impact)- is valued numerically in quantitative analysis
and as a description in qualitative risk analysis.
• Qualitative analysis evaluates risks in terms of quality characteristics and defines them as high,
medium and low, whilst quantitative analysis uses numerical estimates, and it is usually
conducted when reliable data is available and after qualitative analysis has been already
undertaken.
11
Read more at airiodion: https://www.airiodion.com/risk-assessment-and-readout/

• Quantitative analysis can be performed t using software, excel spreadsheets and simulation
programs.
In qualitative risk analysis, the magnitude of risk provides a score that defines the priority or
importance of a risk that has been identified and analysed. The descriptors used for the qualitative
analysis are shown below:
Generally, you would consider the higher risks in the priority scale first, and you would be more pro-
active in treating those.
Question – True or False?
Select true or false for each of the following.
Qualitative analysis evaluates risks in terms of quality characteristics True ☐ False ☐

Cost Benefit Analysis does not need measurable financial metrics True ☐ False ☐
The 'magnitude' of the risk is valued numerically in quantitative analysis True ☐ False ☐
Goals should address What is changing in the business True ☐ False ☐

CSR Initative
Generally, the organisation would select one or more initiatives for implementation based on the
strategic sustainability plan. They would require you to develop
a business case to provide the organisation with detailed
information on the selected initiative/s.
They would decide to proceed or not proceed with the

sustainability initiative based on the business case. Here is
where you are proving your case.
To follow are some of the techniques and methods you must

master when preparing a business case.
You would start with defining the intended sustainability project:

Consider regulatory
requirements
project
Clarify the critical success

project
Determine the project goals
Determine stakeholders for
factors for the project
Quantify the current state

Define the purpose of the
● Define the purpose of the initiative
You would have collected enough information and data at this point to be able to define why
the project is undertaken.
Define it in a single powerful statement that captures its purpose.
● Determine the project initiative goals
When determining the initiative goals (what you will achieve), remember that goals are
broader than objectives. They provide a vision of the current status once the project is
delivered.
Objectives (how to achieve the goals) are methods and strategies that you use to achieve
goals.
If you have well defined the project purpose, you will identify project goals more quickly.
● Consider regulatory requirements
We have covered regulatory requirements extensively already. Based on your knowledge of

them and the work undertaken to prepare the strategic sustainability plan, you will be able to
identify them quickly and efficiently.
● Determine stakeholders for the project initiative
When developing the business case, identify who the stakeholders are (internal and external)
interested in and/or influence the project.
● Clarify the critical success factors for the initiative
To determine the critical success factors for an initiative, consider the following:
o Identify the Key Results Area (KRAs), for instance, key areas in which things must go right
such as data analysis
o Identify reasons why the initiative would fail (for example, lack of executive leadership
support or poor project management knowledge)
This will help you determine the areas in which satisfactory results must happen for the
initiative to be delivered successfully.
We provide some examples of Critical Successful Factors below:
Established and effective

project governance
Effective sponsorship,
Competent project organisational
team alignment and
supportive organisation
Stakeholder Well defined goals,

Management objectives and KPIs
Project Management
knowledge and effective Secure funding
methods and tools

Measurement and reporting
A successful change management strategy should include:
• Success measure (metrics)

• Success report methods
To effectively unpack the measurement and reporting process, managers need to look at the scope in
different ways, such as:
• What does success look like from a Change Management perspective?

• What does success look like from a business perspective?
• How well has the change been adopted inside the business?
• How have several stakeholders perceived the change?
4 Steps to developing Change Management Metrics
• Identify the desired business outcomes, also known as the "why" or drivers for change – Why are
we doing this?
• Identify the success criteria and value to achieve the outcomes, or the "how" – How do we intend
to achieve this?
• Identify the metrics to measure the progress, or the "what" – What do we need to see to show
progress?
• Measure the baseline, to align on the current performance of the organisation (this will also ensure
that the proposed metrics are indeed measurable with available and extractable data)12
Source: https://www.migso-pcubed.com/services/change-management/value-of-change-management-metrics/
12 https://www.migso-pcubed.com/services/change-management/value-of-change-management-metrics/
Video:
KPIs for change management
https://www.youtube.com/watch?v=YUob3BFrb8I
Further Reading:
Driving the value of Change Management through Metrics
https://www.migso-pcubed.com/services/change-management/value-of-change-management-
metrics/
Document a change management strategy

The final step in developing a change management strategy is documenting it. The organisation use
various formats and templates to document change management strategies.
Source: https://academy.whatfix.com/change-management-plan-template/
The change plan would include:
Overview
In this section, you would provide:

● A summary of the content of the change plan
● An outline of the implications of the CSR initiative plan for the organisation

Action Plan
Write an action plan for the implementation of your identified priorities including, costs, task
allocations and timetable
You could use a table like the one below:
outcomes and
Performance
Overall Cost
deliverables
assessment
Resources
Indicators
feasibility
Timelines
Initiative
Expected
Priority
Overall
needs
Video:
How to Lead Change Management
https://www.youtube.com/watch?v=PQ0doKfhecQ
Question – Short Answers
What is a sustainable business strategy?
What are the 5 steps in strategic planning?
What are the five levels of stakeholder engagement?
What is the purpose of a risk management plan?
Why is cost benefit analysis important?

Week 4
Topics:
• Social responsibility strategy
• Change management implementation
• Prepare and distribute documentation regarding corporate social responsibility
strategy
Social responsibility strategy

Socially responsible companies are committed to tackling a wide range of social concerns, such as:
Ethical sourcing Ethical sourcing and supply chains are among the main areas of focus for
a business working towards CSR. This includes managing the source of
logistics from the supplier of a product to their warehouse. Companies
that emphasise an ethical supply chain try to avoid potential human
trafficking in their supply chain process by using appropriate assessment
tools and cooperation with other organisations. These organisations insist
on working with businesses that engage in fair labour practices.
Organics There has been an increased demand for organic goods and products in
the market. Customers are looking for products made from organic
materials as they believe that organic production is kinder to the
environment and farmworkers.
Environmental Companies pay attention to their carbon emission level as consumers are
impact increasingly aware of the impact of products and supply chains on the
environment. Organisations by recycling efforts, or take steps to use
recycled packaging try to reduce their environmental damages
Cruelty-free Many people aim to avoid the use of animal-tested cosmetics and
skincare products. Therefore, many businesses advertise their
commitment to cruelty-free ingredients and products to satisfy their
customers.
Made locally Many consumers want to support local businesses and manufacturers.
This not only supports their neighbours but can also reduce the carbon
footprint within their supply chains.
Volunteer efforts Some engage their employees in volunteerism, encourage them to

support local charities and non-profit organisations by specific programs
Charitable giving Another option for socially responsible companies is to donate a
percentage of sales or their profit to a well-known charity

Climate
In an organisational context, the most powerful way to act on climate is to become a physical
example of climate neutrality. Climate-neutral organisations are those that have zero net emissions,
which can be achieved through several means:
• Reducing direct emissions

• Reducing indirect emissions
• Offsetting
Measuring emissions can be done in line with ISO 14064, the Greenhouse Gas Protocol developed by
the ISO in partnership with the World Resources Institute and the WBCSD. This protocol:
• Gives you information about the source of emissions

• Clarifies the biggest contributors
• Allows for future progress to be tracked.
The protocol is broken down into 3 scopes:
• Scope 1: direct emissions from sources owned or controlled by the organisation e.g. company
vehicles, manufacturing.
• Scope 2: indirect emissions from purchased electricity or heat.
• Scope 3: emissions from indirect sources, e.g. vehicles used to transport goods you have
purchased for your organisation, extraction and production of materials purchased by the
organisation, emissions from waste.
Reducing emissions can be carried out in many ways, including:
• Energy use (efficiency measures, switching suppliers)

• Building design and retrofits (more on this later)
• Transport (less air travel, less single occupancy travel, local where possible)
• Operations and purchasing (purchasing from less emissions-intensive suppliers)
• Offsetting is the voluntary payment to a third-party (or an organisation-run initiative) that
sequesters greenhouse gases from the atmosphere.
Water
In response to the growing water crisis, humans must increase the amount of water to which we have
access and improve our water efficiency, whilst regenerating ecosystems and winding down our
pollution.
• New water can be accessed through:

• Harvesting rainwater
• Desalination
• Reusing greywater
• Improving runoff (swales and porous paving)
• Green roofs and infrastructure

Water efficiency can be improved by:
• Implementing low-flow plumbing and appliances

• Repairing leaks
• Recycling water from cooling systems
• Efficient irrigation
• Eliminating or finding alternatives for water-intensive practices
Waste
There are three primary ways through which businesses can directly reduce their waste:
• Reducing waste-intensive inputs

• Eliminating wasteful business practices
• Separating waste into correct streams
Reducing waste-intensive inputs
Many items purchased within and by businesses are unnecessarily waste intensive and can be cut out
or replaced by less wasteful alternatives. Examples include:
• Replacing non-recycled paper with cost-effective, recycled alternatives

• Minimising the use of single-use coffee cups through biodegradable alternatives and/or
incentivising the use of keep cups
• Replacing plastic straws with paper ones
• Sourcing furniture from FSC-certified or second-hand retailers
• Minimising the use of unnecessary packaging (plastic, polystyrene, etc.)
Eliminating wasteful business practices
Pre-existing or ingrained habits in businesses often have the adverse effect of unnecessary waste
generation. Examples include:
• Unnecessary printing (e.g. emails, timesheets)

• Energy-intensive transit when working from home or e-conferences are an option
Waste assessment
One way of assessing your current environmental performance is to conduct a waste assessment. A
waste assessment will help you to understand better where your efforts will gain the most value.
What is the purpose of a waste assessment?
The main aims of a waste assessment are to:
• Identify each waste stream on or leaving the site

• Quantify and characterise each waste stream to establish benchmark data
• Establish how and why each waste stream is generated
• Calculate costs incurred with treatment, storage, handling and disposal of wastes, including
quantifying associated labour, energy, water and lost raw material costs where possible
• Determine liabilities associated with waste generation
• Identify options for more efficient and effective waste management (for example identify
reduction/diversion opportunities)
Source: https://www.ck12.org/biology/conservation/lesson/Reduce-Reuse-and-Recycle-MS-LS/?referrer=concept_details
Simple ways to reduce waste for organisations include:
• Borrow or rent items such as tools and equipment instead of buying. Ask your vendors to provide
you with leasing options before you buy.
• Use durable, reusable items instead of disposable, such as washable cups, plates, and cutlery.
• Buy upgradable computers. If you can upgrade with a single component, you may save money.
• Go paperless.
• Set printers to automatically print double-sided.
• Reduce or remove trash can liners where feasible.13
When developing strategies to achieve these objectives, there are several approaches.
Two of these are:
• Negative screening. Negative screening refers to an approach that avoids using certain
products and services, which are known to be harmful to the environment. Negative screening
may also include adjusting existing processes and/or procedures to reduce natural resource
consumption.
• Positive screening. Positive screening represents an active approach to sustainability, where
organisations seek out suppliers, partners, products and services that demonstrate best practice in
13 https://www.maine.gov/dep/waste/recycle/business-rrr.html
environmental performance. Positive screening may also include purchasing new equipment to
reduce an organisation's environmental impacts, e.g. installing greywater treatment systems,
rainwater tanks, energy-efficient light bulbs, and solar panels. Positive screening approaches are
generally more visible but may involve significant outlays.
Video:
Basics of Sustainable Design
https://www.youtube.com/watch?v=fM7AU78iPLA
Matching Pairs
Match the beginning to the correct ending.
Negative screening Is the first step towards being climate neutral or

climate positive
Climate action plan Refers to an approach that avoids the use of certain
products and services, which are known to be
harmful to the environment.
Mitigation is the reduction of impact (e.g. reducing greenhouse

gas emissions, halting deforestation)
Adaptation is the reduction of impact (e.g. reducing greenhouse

gas emissions, halting deforestation)
Implement a change management strategy

A change management plan can support a smooth transition and ensure your employees are guided
through the change journey. The harsh fact is that approximately 70 per cent of change initiatives fail
due to negative employee attitudes and unproductive management behaviour. Using the services of a
professional change management consultant could ensure you are in the winning 30 per cent.14
There is no "one-size-fits-all" method for pursuing a corporate social responsibility (CSR) approach.
Each organisation has its own characteristics and circumstances that will affect how it views its
14 https://www.pulselearning.com/blog/6-steps-effective-organizational-change-management/
operational context and its defining social responsibilities. Each will vary in its awareness of CSR issues
and how much work it has already done towards implementing a CSR approach.15
Agree to appropriate methods of implementation
The development of an ESP needs to be followed by consideration of the most appropriate methods of
implementation, to ensure that the strategies are delivered.
These methods are sometimes referred to as Action Plans.
An 'Environmental action plan' sets out how the strategies are going to be delivered.
The programs must set down the personnel responsible for delivering the targets, timeframes and any
resources required to deliver the objectives. Other issues that should be covered include design,
planning, construction, purchasing, decommissioning and disposal options.
The plan should include:
• proposed actions
• cost/benefit and budget calculations
• objectives, milestones and dates
• individual responsibilities - do not name the person, but the position, because individuals may leave
the organisation or move to other positions within the organisation
• any additional resources required
• communication/training requirements for clients and/or staff
• the evaluation process
15 https://www.iisd.org/system/files?file=publications/csr_guide.pdf
Developing a communication or education plan
All employees must be invited to change management journey, its manager's responsibility to
communicate the change plan to them. The change management team should determine the most
effective communication means to stakeholders groups or individuals that will bring them on board.
Every communication strategy should be completed in within the timeframe set by the project
manager. What are the key messages, and they are the communication channels, and mediums will
be used must be clear from the start.
Key questions to answer are:
• How will the change be communicated?
• How will feedback be managed?
After communication the plan it's important to make sure employees know they will receive full
training,-structured or informal- which will teach them skills and knowledge required to operate
efficiently with the new system as the change is happening. Training could include micro-learning
online modules, or a blended learning approach incorporating face-to-face training sessions or on-the-
job coaching and mentoring.
Key questions to answer are:
• What behaviours, competency level or skill sets are required to achieve the business goals?
• What will training delivery methods be most effective for the employees and the organisation?

Identify and respond to barriers to change
During the implementation phase of change management:
• identify emerging risks

• review your risk management plan, and action the mitigates detailed in the plan.
When implementing change, some of the potential risks are:
• process changes result in slower service to customers

• poor change management results in disgruntled employees
• new equipment results in an increase in errors.
• Changes to electronic and/or hard copy documentation
• Additional document control procedures to ensure compliance
• Additional staff or reallocation of existing staff to new duties
• Training staff on the new policies
• Purchasing policies calling for different raw materials
• Implications on replacement or upgrades to plant and equipment
• Third-party auditors and/or consultant's fees
Delegating responsibilities
An important point to keep in mind is that all the responsibility for implementation mustn't sit with one
person or senior management. The person responsible for overseeing the implementation has a
management role, but should not be responsible for all the actions necessary to develop and
implement the system. For example, it is everyone's responsibility to cut down on paper use, energy
use, and water use; the change manager cannot be everywhere to monitor individuals' behaviour
throughout the organisation. Executive management has responsibility for ensuring that the system is
developed appropriately and implemented efficiently; however, the staff who report to them should be
delegated specific responsibilities.
The 'Environmental action plan' should be integrated into other management tools, such as
business plans and work programs.
Action plans must be reviewed regularly, normally when objectives and targets are being reviewed,
ensuring a consistent and holistic approach.
Ensure teams are resourced to allow them to achieve their objectives. Resource allocation is a key
component of change management. If teams are part of the process, they must be given sufficient
resources to achieve their goals.
Resources requirements will depend on the tasks involved. Some tasks may require significant
additional physical and/or human capital to be achieved, and others may need existing resources to
be restructured or reallocated.
Representatives from teams should be part of any decisions about resource allocation because they c
Agreeing to appropriate methods of implementation

In managing for sustainability, many businesses begin the journey in earnest when sustainability is
documented in policy. Next, a sustainability matrix is a requirement of all capital works programs. A
sustainability coordinator is appointed to work within the company to coordinate sustainability
initiatives and report to senior management.
The sustainability coordinator may hold other responsibilities. It makes sense to appoint the person/s
responsible for the safety and/or quality also to have responsibility for sustainability.
Interventions and activities may include:
Transition
Action search Succession plan
analysis
Sensitivity Team building

Training
training activities
Video
Concepts in Sustainable Development: an Introduction to the Key Issues
https://www.youtube.com/watch?v=rkwGqHfVb_c
Reflection
Reflect on possible barriers and challenges you may face for implementing a Sustainability Policy at
your workplace or the industry you are familiar with.

Managing change is about planning and implementing the change. Change is about accepting the new
way of doing things replacing the old methods. Achieving this goal needs strategies and action to
ensure change is embedded in the business and is not left to chance.
Actions to achieve this may include:
Modelling new methods of doing things for staff
Monitoring teams and individuals performance
Seeking for feedback from stakeholders
Modifying procedures as per feedbacks if necessary
Providing feedback to others
Recording success and publishing it
Taking corrective actions when required
Evaluate and review

Reviewing and evaluating the change process on a regular basis is one of the most important
elements of change management. It helps the change management program stay on track, and it
allows managers to ensure their team is achieving the desired results.
The exact time of evaluation and review should be defined at the start of the project initiative. The
review's frequency depends on the scale of the initiative and how immediate managers want to see
the change impact.
• Methods of reviewing and evaluating the progress:

• Gathering relevant information and data
• Seeking feedback from relevant stakeholders
• Audit the process and ensure the compliance of new methods
• Reviewing the change management plan as change happens
This review and evaluation will help the change leaders understand what is going on in the business
and take further actions if required.

To evaluate CSR objectives and review the indicators, and the information obtained through the
verification and reporting process, organisations may consider and respond to:
• What worked well during the change process?

• In what areas did the team meet or exceed sustainability targets?
• Why did it work well? Or what did not work well?
• What did the organisation and management team learn from the current experience?
• What should continue and what should be done differently?
• Based on the current change experience, what are the CSR priorities for the organisation for the
next financial year?
• What are the new CSR objectives that you want to develop?
Key elements of successful implementation include:
Video
Sustainability Implementation
https://www.youtube.com/watch?v=lTYEvpcQqRc
Further Readings
Environmental sustainability strategy - Strategic implementation plan 2019–20 to 2022–23 - Action

plan 2019–120
https://www2.health.vic.gov.au/about/publications/researchandreports/environmental-
sustainability-strategy-sip-2019-20-action-plan

Sustainability Policy
A sustainability policy is a written description of an organisation's stance on sustainability subject and
its response to specific situations during the change period. Policies guide executive decision making
when these situations are encountered and should help the company achieve its objectives. Policies
help bridge the gap between principles and practical gains. Procedural guides are a much more
detailed version of Policy.
Having a written Policy helps promote consistency in responses by providing a common reference
point. This prevents disputes that might otherwise arise because of inconsistent treatment or different
opinions on how the organisation should respond to a situation.
Sustainability Procedure
Procedural guides are a much more detailed version of Policy. They describe, step by step, how
Policies should be implemented. There are two types of Procedures:
• Guides - suggested approach
• Rules - compulsory approach.
Generally, Policy is for managers, while Procedure is for employees. Written Policies and Procedures
are usually proportional in size and depth to the organisation they are written for.
Writing Policies and Procedures
Three simple rules should be followed when writing Policies and Procedures.
These are to:
1. Communicate everything with relevant stakeholders such as:
• What is the Sustainability Policy about, and/or what are the actions required to implement the
Procedure
• Why is the Sustainability Policy being introduced?
• Who are the people involved
• How, When, Where should the Sustainability Procedure be carried out
2. Follow a standard format
Standard formats make reading and writing policies and procedures easier for other staff. An example
of a standard format is:
• Policy
• Procedure
o Step 1
o Step 2

o Step n ...
3. Consider your audience level of understanding of a topic
• Who will be reading the Sustainability Policy or Procedure
• Describe each step in fewer than twenty-five words
• Have no more than ten words per sentence
• Write for the lowest common denominator.
Communicating policies to staff is an important step not to be overlooked. Policies should be made
available in at least two of the following locations:
• Noticeboards
• Company intranet
• Staff handbook
• Collective agreement with a union
Policies and procedures should also be:
• emailed to staff
• sent as a letter to the staff so they have a written copy they can always refer to.
• communicated in work presentations
Writing the scope of Sustainability Policy
The purpose of the Policy Scope Statement is to guide the development of a policy, provide a
summary of a proposed policy, and ensure that those who might be affected by a policy are identified,
considered, and consulted.
Scope – is your answer to who or what does the policy apply?
For example, this policy applies to staff, students, contractors and visitors at EYF Training, sites and
teaching, development and work areas where the business has operational control and movement to,
from and between them.
This policy covers actions and activities that may impact on biodiversity, built environment, energy,
carbon, environmental risk, purchasing, recycling and waste, transport and water.

Video:
5 Principles for Social Sustainability
https://www.youtube.com/watch?v=o6lSuwJw0pk
Forum Activity:
How can a management team prepare a matrix of proposed CSR actions in a small business?
Share your work/answer/thoughts in the Student Forum and review the
Key international CSR initiatives of governmental or intergovernmental bodies

• United Nations Global Compact
• OECD Guidelines for Multinational Enterprises (OECD)
• International Labour Organization (ILO)
• International Finance Corporation (IFC)
• Equator Principles16
Further Reading:
Corporate Social Responsibility: An Implementation Guide for
Businesshttps://www.iisd.org/system/files?file=publications/csr_guide.pdf
What is corporate social responsibility (CSR)?
What are the types of CSR?
What are the 3 pillars of CSR?
What are the five steps of change management?
What is a policy implementation plan?
What are the steps of policy implementation?
16 For more information, go to http://www.equator-principles.com.

Week 5
Topics:
• Conduct a review of corporate social responsibility
• Evaluate corporate social responsibility against organisational sustainability
objectives
• Recommend improvements to corporate social responsibility
Conduct a review of corporate social responsibility
Measurements
Selecting the right measurement indicators and KPI is important to measure the success of CSR
strategy. To pursue a CSR vision, organisations need to indicate how close or far away they are from
the strategic objectives they have set at the start of the plan, and make sure they are on the right
track.
Measurement:
Helps organisations to decide where to focus more
Provides updates and motivation for relevant stakeholders
Exhibits progress towards vision and show achievements
Provides relevant information and data for customers and stakeholders

communication
Helps with governance control and compliance with external

frameworks

During implementation of the metrics
pulse surveys
review of
achievement stakeholder/empl
against project oyee focus
initative groups
milestones
Post-implementation metrics
• financial
• productivity
• customer
• Individual and organisational performance.
Sustainability monitoring strategy
Monitoring strategies focus on how to gather the required information to monitor and evaluate
performance effectively.
Below you will find an example of the monitoring strategy.
Metric/ Baseline
Description of
key (previous Data collection
objective/outcome/ Target
performance year’s methods
activity/task
indicator performance)
Drafting of Employee N/A Due date 1 Forum minutes
sustainability consultation June
N/A Formal review meeting
procedure
Task Finalisation minutes
completion and approval
by May 1

Implementation of % staff N/A 100% staff Meeting rolls
communications informed of informed
strategy organisational
plans,
environmental
procedures and
management
commitment to
sustainability
Increase employee to 10% Absenteeism HR Management

satisfaction sustainability; rate (9%) System
job
70%
performance is
directly linked 90% Climate survey
to sustainability satisfaction
measures level
Implementation of Completion of N/A Completion Audit checklist
audit process phases 1-3 of phases 1- Employee/management
3 interviews
External review of
policies and procedures
Metric/ Baseline
Description of
key (previous Data collection
objective/outcome/ Target
performance year’s methods
activity/task
indicator performance)
Improving financial Revenue To be 6% increase Accounting systems
performance generated by confirmed from
3% savings
green markets records
Costs savings
through
efficiency
Increasing Greenmarket 30 % 35% market Market survey
customer focus share share of
‘green’
customers
Improve efficiency Electricity use in To confirmed 5% Audit records
KW/h (5% from records reduction in
Monthly resource us
reduction on electricity
reports
2013 level) usage
Water use in 3%
litres reduction

Improve Recognition of N/A Fairtrade Audit checklist
sustainability sustainability certification
Employee/management
achievements
Compliance interviews
Legal Compliance
HR Management
compliance in
30 aged/ System
excess of all
5% increase
legislation disadvantaged Surveys
in youth
inductees
Positive impact managerial, Sustainability
on the $100,000 in aged and accounting data
community sales revenue disadvantage
hires
CO2
emissions
Positive impact (5%
on the local reduction on
environment 2013 levels)
Reporting Completion of a N/A Due on 30 N/A
sustainability June
report
Multiple Choice
Tick the correct answer
You have recently decided to create a promotional flyer for your new sustainability policy, who is
the most interested stakeholder to receive this flyer?
1. Local Government ☐
2. Employees ☐
3. Local green community ☐
4. Focus groups ☐
Documenting outcomes and providing feedback to key personnel and stakeholders

When implementing a CSR, the final stage is to monitor its effectiveness by collating appropriate data
for revision purposes. There is an important interface between policies and procedures. Feedback
from personnel about procedures helps the policy writers maintain the expectations at a realistic level
for sustainability.
Changes made within an organisation to become more social may require revisions to keep
expectations accurate.
ISO 14001 contains guidelines for reviewing an environmental management system.
The material gathered during the review should be documented, and include information about:

• Outcomes and results
• The extent to which objectives and targets have been met
• The continuing suitability about changing conditions and information
• Details about the concerns of relevant interested parties.
Forum Activity
Search for Australia’s Eco-friendly offices and list five important characteristics of these businesses.
Discuss your findings with the rest of the class in the Student Forum.
Modify policy and or procedures as required to ensure improvements are achieved

and maintained
The next step is to implement cycles of continuous improvement of your strategy to modify policy
and/or procedures as required in consultation with relevant.
The types of modifications will depend on the outcomes of your evaluation, but may address the
following factors:
• currency
• relevance, accuracy and completeness
• level of integration of into functional work area processes –
• changes to organisational goals, policies and priorities
• areas that CSR planning did not address, where sustainability has been an issue
• areas or activities that have not met targets

Continuous improvement activities
Surveying customer regularly
Reviewing feedback register
Checking progresses towards sustainability regularly
Measuring and reporting on resources use
Measuring and reporting on waste production
Developing and using audit checklist
PDCA cycle
‘Plan-do-check-act’ cycle is a well-known continuous

improvement method that can also be used in the
context of sustainability.
The process is the following:
1. Plan- Planning for sustainability improvements by

establishing sustainability objectives and targets
2. Act- Implementing ongoing measures, projects and
processes to improve sustainability
3. Do - Monitoring and measuring success against
policy objectives and checking performance against
targets
4. Check - Respond/act to the results of monitoring activities by recognising performance gaps and
undertaking remedial actions
Video:
Corporate Social Responsibility Part 1 - Scope of CSR, Advantages of CSR and Examples
https://www.youtube.com/watch?v=ZyO4HZMyDW0

Gap Analysis
A gap analysis is a comparison to identify the difference between reality and target for the
organisation.
It makes it easier to display room to grow to employees. It is a great way to visualize your data and
show where weaknesses are, and the organisation is thriving.
Reporting Systems
Reporting systems have been designed to calculate their environmental impact in areas challenging to
quantify with traditional indicators. These systems use massive aggregates of regionally specific data
to estimate the environmental impact of activities such as GHG emissions.
Examples of these systems include:
Ecological footprint
Water footprint
Carbon footprint
Ecological rucksack
Life Cycle Assessment (LCA)
Eco-Management and Auditing Scheme (EMA)
Global Reporting Institute (GRI)
Progress reports
When implementing or monitoring sustainability policy and initiatives, regular reporting to senior
management is required to:
• Describe progress
• Keep management (and other stakeholders) informed
• Provide ongoing feedback on performance
• Trigger remedial action.

Management reports
To satisfy an organisational requirement, you may need to present recommendations in the

management report.
A standards management report consists of four key sections:
• Executive summary
• Body
• Conclusion
• Recommendations
You should also add a title page and a Table of content to your report. If you have gathered
information from external sources, you should even acknowledge the source in citations and
References. You may add additional material that you have referred to in the Appendices.
Video:
A Quick Guide to Records Management
https://www.youtube.com/watch?v=HhiZBcUDSaU
Establish and maintain recordkeeping systems

A key element of implementing an effective sustainability policy is recordkeeping.
Records may include:
• Records of Audit
• Records of environmental, social performance such as sustainability scorecards
• Risk registers
• Records of consultations
• Induction and training
• Workplace monitoring records
Sometimes you will need to prepare a formal report and present it to the team for comment (for
example, an improvement that will be implemented, industry trends, a problem and options for
resolving the matter).
Use SWOT and PESTLE analyses in developing and implementing CSR?

CSR can be a new topic for the business. SWOT and PESTLE analyses are standard tools used to
make a systematic and complete evaluation when starting a new project or making a business

decision. The use of these internal and external analyses gives decision-makers a better awareness
and understanding of the impacts of the changes that may happen.
Further Reading
https://pestleanalysis.com/pestle-and-swot-analysis/
PESTLE and SWOT Analysis: When to use SWOT
Video
Starbucks SWOT Analysis
https://www.youtube.com/watch?v=mR9eICQJLXA
Improving Corporate Social Responsibilities
Believe in corporate social responsibility
Believing in CSR values and developing strategies around these core values helps the organisation to
Stand out for their employees and customers.
Know your values, and understand how they come to life in your community
There are different areas of CSR. Organisations need to know what the vision is for CSR.
Maybe one organisation want to stand for sustainability, the other one for diversity, or human rights.
As an organisation, being clear on what you stand for, helps you to integrate your brand promise and
values into your strategy.

Localise your efforts
•Understanding how sustainability activities can affect local communities, or how your
office can get involved in their immediate and extended communities will help with
successful CSR implementation.
Involvement at all levels of the organisation

•CSR is led by senior managers, however, involving all employees in the process builds
motivation and a sense of autonomy.
Understand financial implications

•Explain the costs and benefits of the CSR initiatives.
Video:
Top 5 Companies with Best CSR
https://www.youtube.com/watch?v=w69sEZgS4sk
Further Reading:
7 tips for putting corporate responsibility at the heart of your business
https://www.bdc.ca/en/articles-tools/business-strategy-planning/manage-
business/corporate-responsibility-7-key-steps
Benchmarking
Benchmarking is a technique in which a company measures its performance against that of ‘best in
class’ business in the industry. In this way, they can determine how other companies perform and
achieve their targets and use the information to improve their own operations and performance. You
can use benchmarking to evaluate if your CSR initiatives align with the best in the industry.

What is recordkeeping?
What are the techniques of reporting?
How do you use PEST and SWOT analysis?
What are CSR activities?
Week 6
Topics:
• Further Reading
• Additional Videos
Watch the video:

Sustainable business: It's not just about the why
Video
https://www.youtube.com/watch?v=azM4n0zf4jw
Triple bottom line (3 pillars): sustainability in business
https://www.youtube.com/watch?v=2f5m-jBf81Q&t=7s
Corporate Social Responsibility (CSR): Practical Perspectives by Thomas Beschorner
https://www.youtube.com/watch?v=l9IyDvkxADU
Implementation of CSR – Real
youtube.com/watch?v=IQLMTcfksuA
Sustainability Policy
https://www.youtube.com/watch?v=VLbFjjo4IrA
Chapter 6 | Governance of Sustainability
https://www.youtube.com/watch?v=eP7srlBplqo
Re-thinking corporate social responsibility: Andy Le Seelluer at TEDxStHelier
https://www.youtube.com/watch?v=jga4s0Ei7Zs
Why Policies & Procedures
https://www.youtube.com/watch?v=A5gYZyHicEg
Sustainability and Corporate Social Responsibility: Driving Business Value
https://www.youtube.com/watch?v=ZKUglISIgwI
The Policy Making Process
https://www.youtube.com/watch?v=aLUbviQoef8
Read article/s:
The Comprehensive Business Case for Sustainability
Reading

https://hbr.org/2016/10/the-comprehensive-business-case-for-sustainability
Yes, Sustainability Can Be a Strategy
https://hbr.org/2019/02/yes-sustainability-can-be-a-strategy
Sustainability In Business Is More An Opportunity Than A Threat
https://www.forbes.com/sites/josephholt/2020/01/28/sustainability-in-business-is-more-an-
opportunity-than-a-threat/#7f3198a1b764
Sustainability Has To Be A Core Business Principle, Not A Marketing Strategy
https://www.forbes.com/sites/roddyclarke/2020/01/31/sustainability-has-to-be-a-core-
business-principle-not-a-marketing-strategy/#79a36cbd6d8b
What is a Sustainability Policy and Why Your Company Needs One
https://www.press8.com/what-is-a-sustainability-policy-and-why-your-company-needs-one/
Sustainability, Innovation, and Entrepreneurship
https://saylordotorg.github.io/text_sustainability-innovation-and-entrepreneurship/
The Sustainability Imperative - New Insights on Consumer Expectations’.
https://www.nielsen.com/content/dam/nielsenglobal/dk/docs/global-sustainability-report-oct-
2015.pdf.
Exploring the Link Between Corporate Governance and Sustainability
https://www.azeusconvene.com/articles/exploring-the-link-between-corporate-governance-
and-sustainability
Corporate governance: A pathway to sustainability strategy
https://idbinvest.org/en/blog/corporate-governance-pathway-sustainability-strategy


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Learner Guide

Lead corporate social

BSBSUS601 - Lead corporate social responsibility - Learner Guide V3 2021 Page 2

1 ‘WTO | Stimulate Economic Growth and Employment’.

These three foundations (commonly referred to as triple-bottom-line (TBL); or simply as people,

3 State of the World 2013 Is Sustainability Still Possible?

BSBSUS601 - Lead corporate social responsibility - Learner Guide V3 2021 Page 5

BSBSUS601 - Lead corporate social responsibility - Learner Guide V3 2021 Page 6

The success of sustainability policy:

Culture Management must be committed to sustainability and this commitment

ISO 14001 Aspects & Impacts Simplified

BSBSUS601 - Lead corporate social responsibility - Learner Guide V3 2021 Page 7

Three pillars of corporate sustainability

Why sustainability reporting needs governance perspective

BSBSUS601 - Lead corporate social responsibility - Learner Guide V3 2021 Page 8

What is Corporate social responsibility (#CSR)?

Corporate Social Responsibility & Human Rights

Question – Matching Pairs

Match the success factors for a sustainability factor to their explanation.

Culture The policy should outline key personnel responsible

Compliance The policy should outline required resources,

Accountability Management must be committed to sustainability

BSBSUS601 - Lead corporate social responsibility - Learner Guide V3 2021 Page 9

Consultation The policy should reference and should be

Capacity Stakeholders from all levels should be consulted

BSBSUS601 - Lead corporate social responsibility - Learner Guide V3 2021 Page 10

• It establishes an overall sense of direction, enhancing your chances of success.

BSBSUS601 - Lead corporate social responsibility - Learner Guide V3 2021 Page 11

People, Purpose, Process, and Performance.

Process Governance is the process by which people achieve their company's

Laws and regulations

The following are examples of Commonwealth legislation to protect the

• Antarctic Treaty (Environment Protection) Act 1980

Commonwealth laws apply throughout all Australian states and territories.

Victorian State legislation that applies to business includes:

• The Environment Protection Act 1970

Sustainability and corporate social responsibility at Alstom

Sustainability and Corporate Social Responsibility: are they the same?

BSBSUS601 - Lead corporate social responsibility - Learner Guide V3 2021 Page 13

What are the 4 P's of corporate governance?

What is corporate governance and sustainability?

What is meant by sustainability reporting?

What is the three pillars of sustainability?

• Why the shift to corporate social responsibility (CSR)?

This understanding will allow you to:

BSBSUS601 - Lead corporate social responsibility - Learner Guide V3 2021 Page 14

Drivers of corporate social responsibility (CSR)

• Increased Affluence: CSR becomes more relevant as.

● Research the company's history and industry

BSBSUS601 - Lead corporate social responsibility - Learner Guide V3 2021 Page 15

Motivations/drivers may include:

● Improve brand image

BSBSUS601 - Lead corporate social responsibility - Learner Guide V3 2021 Page 16

Australia's CSR Top 10

Potential for a competitive advantage by image

Advantages and Disadvantages of CSR - What is Corporate Social Responsibility (CSR)

Corporate culture and top management values

BSBSUS601 - Lead corporate social responsibility - Learner Guide V3 2021 Page 17

The Importance Of Culture For Sustainability

The costs of ignoring corporate social responsibility

Consider the following:

Benefits of corporate social investment for businesses