Name: GARCIA, JEANY MAICA F.

Section: BSHM 3A

CASE STUDY ANALYSIS

INTRODUCTION

Every large company exhibits operational activities and general processes as the life
blood of the business. Once a company grows and further develops, the necessity for
the use of new technologies and other related resources greatly rises. This is crucial to
the long-term survival of a business and It helps to acquire assets, attract new talent
and fund investments, thus driving business performance and profit. However, these
processes are substantially affecting the whole community within its range, therefore,
the need for CSR applies. Corporate social responsibility also known as CSR, is the
concept that a business has a responsibility to do good. CSR means that a company
should self-regulate its actions and be socially accountable to its customers,
stakeholders, and the world at large. CSR is an essential aspect of any business. Not
only does it enable businesses and organizations to connect with customers, but it also
creates a space for corporations to engage with the world around them in a positive
way.

BACKGROUND

According to the study, Sagawa Express, a general light haulage company that handles
deliveries, house removals, and transportation, is well-known for its efforts to reduce
carbon dioxide emissions from its fleet of lorries.6 The light haulage industry is under
intense pressure to cut costs, and rising oil prices add to the harsh business
environment, but Sagawa Express recognizes that, in order to thrive in the long run as a
general light haulage company, it must continue to innovate. Sagawa Express has
made "green transportation" a management goal, and it has been engaging stakeholder
dialogue with this goal since 2004. The following four meanings for stakeholder dialogue
have been put forward by Sagawa Express: The establishment of a system to enable
the opinions and concerns of the general public to be reflected in the activities of
Sagawa Express, the aim of making flexible responses to various kinds of stakeholder,
the publication of press releases and other information about activities through which
the company impacts upon society, and lastly with the aim of becoming the number-one
general light haulage company in East Asia, the establishment of a company delivering
excellent performance. The theme of the 'Second Sagawa Stakeholder Dialogue,' held
in September 2005, was how to put green transportation into practice in the
marketplace, with local government officials, academics and other experts, lawyers,
non-profits, and representatives from other businesses and the media invited to
participate. All of them were asked to fill out and return a questionnaire beforehand. The
two sections of the questionnaire dealt with I the feasibility and challenges of expanding
and expanding green transportation, as well as areas to which emphasis should be paid
in this regard, and (ii) the requirements for and comments about Sagawa's stakeholder
engagement. Six keywords were chosen as goals for the expansion of discourse based
on the findings of this questionnaire, and dialogue continued with these keywords as
discussion topics. This technique has been proven to be effective, and stakeholders
have expressed a variety of viewpoints and proposals in the debate, which has resulted
in a lively interchange of ideas. For example, understanding haulage is critical for
progressing with green transportation, but there is currently no data to allow for an
objective assessment of how much attention different light haulage businesses pay to
the environment, making it difficult to make any judgements regarding hauliers.

NEC, a major electrical goods producer, and the Asaza Fund, an environmental non-
profit, have teamed up to enhance environmental regeneration initiatives in Ibaraki
Prefecture's Kasumigaura Lowlands. NEC acknowledged the importance of
environmental issues early on both a representative Japanese enterprise and as a
worldwide organization with operations in all parts of the world. In terms of relationships
with environmental non-profits, NEC was one of the first companies in Japan to
recognize their importance, inviting them to participate in the preparation of
environmental impact reports and other projects, and NEC has earned a reputation as a
company that actively cultivates such relationships.

The idea was that independent groups, universities, research institutes, and fishery and
forestry organizations would participate, forming a network that would realize the Asaza
Project`s aims. From an early stage in the history of the project, the hope was that a
company with a great deal of technological ability would participate, and, after
negotiations, NEC, who had a strong wish to form a relationship with an NPO, entered
into collaboration with the Asaza Fund. The fund built a wireless sensor network system
developed by NEC at four elementary schools that investigated the biotope in the
Kasumigaura lowlands, and NEC presented guidelines for measuring temperature,
water temperature, insulation, and so on. The idea of using it in primary school
environmental education was not one of NEC's original assumptions, and it was this
NPO's completely original that allowed NEC to take advantage of this unexpected
business opportunity. Environmental education was evaluated and highly evaluated
based on the data collected by 20 sensors installed in 4 elementary schools. This
example of the collaboration between NEC and Asaza Fund is a good example of a
successful win-win relationship.

EVALUATION OF THE CASE

Vehicles are a major source of air pollution around the world. Vehicles make up the
majority of carbon monoxide (CO) in metropolitan areas, as well as hydrocarbons (HC),
nitrogen oxides (NOx) and particulate matter. The growth of passenger and freight
mobility has expanded the role of transportation as a source of emission of pollutants.
Total emissions are generally a function of the emission factor of each transport mode
than their level of activity, which implies a variety of impacts on the environment. The
immediate consequence of transport activities on the environment where the cause and
effect relationship are generally clear and well understood. For instance, noise and
carbon monoxide emissions are known to have direct harmful effects. The secondary
(or tertiary) effects of transport activities on environmental systems. They are often of a
higher consequence than direct impacts, but the involved relationships are often
misunderstood and more challenging to establish. For instance, particulates, which are
mostly the outcome of incomplete combustion in an internal combustion engine, are
indirectly linked with respiratory and cardiovascular problems since they contribute,
among other factors, to such conditions. And Lastly the additive, multiplicative or
synergetic consequences of transport activities and consider the varied effects of direct
and indirect impacts on an ecosystem, which are often unpredictable. Climate change,
with complex causes and consequences, is the cumulative impact of several natural
and anthropogenic factors, in which transportation plays a role. The share of
transportation in global CO2 emissions is increasing. 22% of global CO2 emissions are
attributed to the transport sector, with this share is around 25% for advanced economies
such as the United States. Growing businesses face a range of challenges. As a
business grows, different problems and opportunities demand different solutions - what
worked a year ago might now be not the best approach. All too often, avoidable
mistakes turn what could have been a great business into an also-ran. Recognising and
overcoming the common pitfalls associated with growth is essential if your business is
to continue to grow and thrive. Crucially, you need to ensure that the steps you take
today don't themselves create additional problems for the future. Effective leadership
will help you make the most of the opportunities, creating sustainable growth for the
future.
PROPOSE SOLUTION / CHANGES
We can no longer deny that technology aids in improving the efficiency of systems,
products, and services. It aids in the monitoring and simplifying of processes, the
maintenance of data flow, and the management of contacts and employee records. In
fact, increased operational efficiency helps the company save money while also
allowing it to expand quickly. Corporate Social Responsibility, or CSR, is a movement
within the business world that advocates a larger ethical and social role for corporations.
Boards of director’s structure corporations to maximize profits for their shareholders,
and as a result, according to advocates of CSR, they frequently exploit or neglect the
larger community and the natural environment. People who make CSR guidelines
design them to amend this problem and to transform large companies into productive
corporate citizens who contribute in positive ways to the community. This demonstrates
that collaborations can enhance a company’s image and increase value by creating
solutions that better serve the local community. Such collaborative approaches involve
a wide range of stakeholders working together to achieve a shared outcome with the
added benefit of inspiring and motivating employees. When people experience deep
meaning and purpose through their work, they become valuable brand ambassadors for
their company.
Opportunities for action across all organizational levels, from the most junior positions to
the board of directors, have the potential to deliver real social impact. Here are four
ways to achieve this outcome: Find the right initiative: Alignment is key. Both companies
must identify a social impact initiative that aligns with an existing business interest. If an
organization can find a cause that aligns with what the company already does – and the
expertise of its employees – then it will be better positioned to gain community trust and
make a long-term impact. Evaluate what the other organization brings to the table: It is
crucial to have an authentic connection with the social impact initiative and your existing
goals. Take advantage of what both companies hold in abundance and actively deliver
value to the global community while improving your corner of the planet. Build long-term
partnerships: When we talk about CSR collaboration, it does not bind you to collaborate
only with brands. Successful partnerships could also mean building partnerships with
universities, nonprofits, and other field experts that can also boost a company’s
credibility and show that it is taking corporate social responsibility seriously, not just
collaborating for the sake of marketing. Live your values in action: The mission and
vision should be visible in the actions the company undertake. Partnerships matter.
Organisations must authentically commit to creating social change, make real business
investments, form cross-sector partnerships, and be willing to take a stand and
showcase outcomes in real-time. Companies that live their values in action build brands
that people love.
RECOMMENDATIONS
The first step in CSR planning is to identify environmental and social issues that align
with your company’s core mission and fiscal objectives. By choosing to do what is right
for its bottom line, and the values it holds as most important, your company will reap
important benefits. It will be in a better position to lead, strengthen its brand identity, and
build trust and more meaningful relationships with customers, employees, suppliers,
shareholders, community and other stakeholders.
The overall benefits of CSR collaboration can drive growth and become a force for good
in business. In the digital age, CSR funding can create solutions that improve society by
fostering learning, promoting innovation, gaining access to new markets, hiring more
women while harnessing new skill sets and strengths, and achieving better brand
recognition and reputation. CSR collaboration can pool resources (both financial and
human) between multiple organizations, address complex industry threats and
opportunities, increase sales and customer loyalty, motivate long-time employees, and
give companies significant ability to attract new talent.
CSR collaboration has the power to positively impact the future of organisations and
improve human lives. The establishment of an ever-evolving CSR strategy will help
companies develop and implement crucial policies over decades while having
procedures in place that integrate social, environmental and consumer priorities into
business operations and core strategy – all in close collaboration with stakeholders.

REFERENCES:

https://www.infoentrepreneurs.org/en/guides/the-challenges-of-growing-a-business---and-how-to-
meet-them/

https://www.csrmandate.org/csr-collaboration-as-a-force-for-good-in-business/#:~:text=CSR
%20collaboration%20can%20pool%20resources,ability%20to%20attract%20new%20talent.

https://www.investopedia.com/ask/answers/041015/why-social-responsibility-important-
business.asp

https://transportgeography.org/contents/chapter4/transportation-and-environment/

https://www.epa.gov/smartway/introducing-corporate-social-responsibility-freight-and-logistics

https://media.rff.org/documents/RFF-RPT-carsenviron.pdf
https://www.csrmandate.org/csr-collaboration-as-a-force-for-good-in-business/#:~:text=CSR
%20collaboration%20can%20pool%20resources,ability%20to%20attract%20new%20talent.

https://bizfluent.com/info-8076771-responsibility-business-enterprise.html