Corporations are increasingly being expected to be responsible to not only shareholders, but also to employees, society and for the environment. This expectation increases as business crises, such the Exxon Valdez oil spill and the Enron collapse, continue to occur. In New Zealand several umbrella organisations were established to aid organisations in the quest to become sustainable or corporately responsible, such as New Zealand Business Council for Sustainable Development, New Zealand Businesses for Social Responsibility, and the Sustainable Business Network. A number of high profile companies such as Hubbard Foods Ltd, Landcare Research, Fonterra and Telecom belong to these umbrella organisations and have produced reports that reflect not only economic prosperity but also environmental quality and social equity. The aim of this research is to identify how organisations are implementing corporate responsibility issues into the operations, and using this information to construct a maturity model. The value of a maturity model is as an analytic tool, where an organisation can be benchmarked against the best in the field. Developing a maturity model for integrating corporate responsibility into an organisation enables managers to identify at which stage the organisation is currently situated and then provides an action plan of where to progress in the future. A preliminary maturity model is developed based on previous models from the fields of corporate responsibility, environmental management and sustainability. This exploratory study used the case study method to analyse six organisations that are members of the New Zealand Business Council for Sustainable Development and are producing annual sustainability reports. Using the Global Reporting Initiative (GRI) guidelines for sustainability reporting, 10 years of annual reports from each case company were analysed and compared against these guidelines. The results were used to identify what corporate responsibility areas businesses are currently reporting on and therefore implementing within the organisation, and identifying if there is an evolutionary pattern applicable to all organisations thereby enabling the construction of a maturity model. The findings show that although there was an increase in the GRI indicators included the reporting is poorly developed. The major areas of change have been in the reporting of governance and management structures, the development and inclusion of vision statements and changes in management policies. There was increased reporting in some environmental and social indicators, but no clear patterns of change emerged. Using the data and analysis a refinement of the proposed maturity model was made.
| Identifer | oai:union.ndltd.org:ADTP/281328 |
| Date | January 2005 |
| Creators | Nichols, E. |
| Publisher | Lincoln University |
| Source Sets | Australiasian Digital Theses Program |
| Language | English |
| Detected Language | English |
| Rights | http://purl.org/net/lulib/thesisrights |
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