UNIVERSITY: CAVENDISH UNIVERSITY UGANDA

MODULE: MBA 710 MANAGEMENT THEORY AND PRACTICE

ENVIRONMENTAL MANAGEMENT Commented [A1]: 30/40

By: Mark Anthony Camilleri

GROUP THIRTEEN
Kirikarama Leonard Akunobere Bush 202-850
Soline Sibomana 209-516
Neci Mushagalusa Christian 035-762
Opio Denis 201-908
Abraham Maker Gol 212-014
Osama Mohammed Salih 213-224
Daniel Kai Manyanyanga 164-093
Hassan Said Komi
Jany Bol Night

PRESENTED TO: DR. SAMUEL MAYANJA

DATE: 6TH MAY 2024

Introduction
 Organizations that strive to be dependable have to train their employees to
preserve nature in order to have a constant supply of materials and green
business.
 Customers often choose to support green businesses because they align
with the values and principles of maintaining nature.
 This happens when organizations develop environmental management
practices to enable society to advance more rapidly while allowing
companies to grow even more.

What is Environmental Management?

 Environmental management is understood as a corporate strategy that
monitors, develops and implements environmental policies of an
organization by focusing on minimizing environmental impact, complying
with regulations, and promoting conservation efforts.

Purpose of the Study

 To examine the relationship between corporate social responsibility,
stakeholder engagement, responsible behaviors, regulatory instruments
and environmental management.

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 Conceptual framework
Commented [A2]: Wrong conceptualization

CORPORATE SOCIAL
RESPONSIBILITY (CSR)
- Community involvement
- Responsible investment
- Healthy working conditions
- Community investments
- Charitable donations
- Corporate governance

STAKEHOLDER REGULATORY INSTRUMENTS ENVIRONMENTAL

ENGAGEMENT MANAGEMENT
- Environmental
- Corporations (Shareholders) standards - Environmental
- Government institutions - Social standards responsibility
- The media - Governance standards - Environmental
- Consumers - CSR standards protection
- Suppliers - Sustainability - Waste reduction
- Employees standards - Alternative energy
- Governments’ role generation
RESPONSIBLE BEHAVIOURS - Non-governmental - Energy and waste
tools conservation
- Communication - Sustainable
- Socially responsible transport
investment
- Shareholder advocacy
- Community investing
- Incentives
- Legislation

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Study variables
 Cooperate social responsibility (CSR): Is a business approach that
involves companies being mindful of the impact their activities have on
society and the environment.
 Stakeholder engagement: Is a process where an organization
communicates and collaborates with individuals or groups who have an
interest or stake in the organization’s activities.
 Responsible behaviors: Are the actions and decisions made by individuals
or organizations that consider the impact on others, the environment and
society.
 Regulatory instruments: Are tools or mechanisms used by governments
or regulatory bodies to control, govern, or influence behavior within a
specific industry or sector.
 Environmental management: Involves the process of controlling an
organization’s impact on the nature.

Objectives of the Study

 To examine the relationship between Corporate Social Responsibility and
Environmental Management.
 To assess the relationship between Corporate Social Responsibility,
Regulatory Instruments and Environmental Management.
 To examine the relationship between Stakeholder Engagement, Regulatory
Instruments and Environmental Management.
 To assess the relationship between Responsible behaviors, Regulatory
Instruments and Environmental Management.
 To examine the relationship between Responsible behaviors, Regulatory
Instruments and Environmental Management.
 To assess the relationship between responsible behaviors and
environmental management.

Relationship between the Variables

 Corporate Social Responsibility (CSR) involves taking accountability of the
impact of a company’s activities on society at large, which includes the
environmental management as a key aspect of its responsibilities.
 CSR complements Regulatory instruments by proactively addressing
environmental management issues beyond mere compliance, fostering a
more sustainable approach to business operations.
 Stakeholder engagement enhances the effectiveness of regulatory
instruments by incorporating diverse perspectives and promoting
collaborative approaches to address environmental challenges.
 Responsible behaviors bolster the impact of Regulatory instruments by
encouraging voluntary compliance and driving sustainable practices
within organizations.

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  Responsible behaviors play a crucial role in effective environmental
management by promoting sustainable practices, reducing negative
impacts, and fostering a culture of stewardship towards the environment.
 Stakeholder engagement is vital in the implementation of Regulatory
instruments as it ensures diverse perspectives are considered, fosters
collaboration and promotes effective enforcement and compliance
measures.

Case Study 1: Corporate Citizenship and Social Responsibility Policies

in America.
Situation before Actions Output Outcomes

 Inadequate  Emphasis on  Corporate social  Corporate Social

welfare state education, responsibility Responsibility in
provisions in healthcare, and often involves the U.S has
labour and community voluntary societal become a way of
capital markets. involvement in interactions. life.
The United corporate social
States responsibility.
consuming 207%
of its ecological
capacity.
 US companies  More resources
 Average U.S  Reporting donate 10 times available for
citizen uses 11 corporate as much as their various social,
times as many citizenship
British environmental
resources as the activities.
counterparts and community
average Chinese projects.
and 32 times as
much as the
average Kenyan.
 In 2015, the US  40% of  The health care
17% increase in 
spent 15-20% of companies social programs
STEM related jobs
its GDP on health focused on on the top goals of
between 2014 and
care STEM education US citizens.
2024.
in their
community
involvement
programs

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 Case Study 2: UMEME’S Corporate Social Responsibility program of
Blood Donation.
Situation before Actions Output Outcomes
 Uganda continually  UMEME, in  By close of The campaign
has a deficit of over 2018 2018, dubbed “Donate
100,000 units of launched an UMEME had blood! Save life!”
blood every year. Annual Blood collected 682 has become a
Donation units of blood. way of life among
campaign employees and
among its customers.
employees
and
customers.
The campaign
is spread out
quarterly in
Eastern,
Western,
Northern and
Central
regions

Challenges
1. Corporate Social Responsibility
 The companies which institutionalize CSR within their entities are not
enough.
 Opportunities facing businesses that engage in CSR have not been
addressed in the foreseeable future.
2. Stakeholder Engagement
 There are many stakeholder influences which may affect the firms’ level of
social and environmental engagement (conflict of interest).
 Stakeholder skepticism may arise when the company’s CSR
communication is not adequate.
3. Responsible behaviors
 The least developed nations face severe consequences due to nonexistent
regulation and high-quality raw materials which presents a challenge for
global fair trade, environmental management, and responsible supply
chain management.
 Lack of government enforcement or consumer ignorance raises questions
about avoiding irresponsible actions.
4. Regulatory instruments
 The author does not address the least developed nations, overlooking the
trade-off between job creation and environmental conservation.

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 Mandatory reinforcement of regulatory measures may not lead to
efficiencies and cost savings for firms.
5. Environmental Management
 Challenge of balancing short-term profits with long term sustainable
environmental practices causes unethical behavior.
 Monitoring the complexities of global operations and climate change
impacts is a challenge.

Recommendations
1. Corporate social responsibility
 Every organization and section or department in the economy should be
concerned about CSR, the environment and how best to sustain it.
 Opportunities facing businesses that engage in CSR ought to be fully
addressed in the foreseeable future.
2. Stakeholder engagement
 Stakeholders should be educated and trained to avoid conflict of interest
in order to positively influence social and environmental engagement.
 Companies should do aggressive CSR communication in order to avoid
stakeholder skepticism.
3. Responsible behaviors
 All developing nations should put in place regulatory instruments to create
opportunities for global fair trade, environmental management, and supply
chain management.
 There ought to be government enforcement and consumer education in
order to avoid irresponsible actions.
4. Regulatory Instruments
 The unique challenges faced by least developed nations ought to be
included, emphasizing the importance of sustainable development
strategies that balance job creation with environmental conservation
efforts.
 Businesses should anticipate regulatory changes and implement
sustainable environmental initiatives to mitigate their effects.
5. Environmental Management
 Short-term profits should not blind companies to engage in unethical
behavior.
 Managing our environment is critical and it should be corporate and
everyone should be sensitized.

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Lessons learnt
 Ethical social and environmental behaviors lead to economic growth,
social cohesion and sustainable environmental practices.
 High employee engagement leads to lower turnover and better
performance.
 Consumers react more positively to a company’s CSR activities when they
are learned from a neutral source.

Conclusion
 Corporate social responsibility is still evolving.
 Responsible behaviors are increasingly incorporated into new business
models and initiatives.
 These will go a long way to address environmental, societal and governance
deficits.

END