Corporate social responsibility position of Volvo

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Kiran Hunjan 03057553

Sundeep Rai

Tobo Adesanya

3BUS0296 CSR and Sustainable Marketing Assessment

BY

KIRAN HUNJAN

SUNDEEP RAI

TUBO ADESANYA

CONTENTS PAGE

Q1.STAKEHOLDERS ATITUDES AND ORGANISATIONAL ENVIROMENTAL STRATEGIES…    PAGE

Q2.ENVIROMENTAL FOOTPRINT OF VOLVO………………………………………………………    PAGE

Q3.VOLVOS PERCIEVED POSITION AND VALUES…………………………………….……………  PAGE

Q4.RECCOMENDATIONS&IMPROVEMENTS……………………………       ..…….…………………PAGE

  1. Identify and analyse the stakeholders of your selected organization and their attitudes towards one of the plans / developments / proposition raised in the case study.  How does the organization balance its responsibilities?

Volvo is regarded as being a pioneer with regards to developing technology that reduces impact on the environment. It is important that they take this stance primarily because this industry in particular is regarded as being responsible for the offset of large amounts of carbon dioxide. However, in the past, changes in stakeholder and overall organisational direction have meant that many of their environmental initiatives have worn away as a result. Volvo and its stakeholders believe that the protection of the environment is one of their core strategic goals. Volvo had a chance to exploit this during the time when Gothenburg’s government became wary of the effects of pollution on the city, even though there are some residual arguments for and against the government being a stakeholder in an organisation.

Regulation problems on compressed natural gas vehicles made it difficult for Volvo’s Bi fuel vehicles to prosper. The German government lowered taxes on CNG to help promote its growth to no avail, as other European countries did not do so. Therefore demand was affected as Volvo tried to promote their environmental responsibility. In 1993, Volvo, along with its stakeholders evolved their environmental strategy which allowed them to create a team dedicated to their environmental responsibilities. This top management decision had meant that the notion of ‘environmental responsibility’ now echoed around the whole organisation.

 In the late 1990’s, a change came about in organisational attitudes, as a new CEO was appointed who was more rooted in the short term profitably of Volvo rather than its long-term responsibilities. He proceeded to turn the special environmental division to a profit centre, and as the profitably of Bi fuel cars was not very high he decided to discontinue them completely. Most of the ideas and actual products for the environment were based on existing technology where costs were high and the products were often complex in design. Introduction of new technology would be the way forward but it would need all stakeholders to work with each other to create a network of sorts for it to be successful in the market.

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Volvo chief executive Leif Johansson has stated; "The Greenhouse Effect is a reality and the automotive industry has a specific responsibility for coping with emissions of carbon dioxide. We also expect that it will eventually be profitable on a purely commercial basis." Columbia Corporate Social Responsibility Network Newsletter October 23rd, 2005. This  shows the attitudes of Volvo regarding the Environmental direction they wish to pursue. It is key that the company can capitalise on its core value of the environment, at the same time profiling their brand and profitably on the notion of going green. But stakeholders are often ...

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