Comparative Business Ethic & Social Responsibility Report, University

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This report analyzes a company's closed-loop process, highlighting its advantages, such as providing a clear overview of investments, global footprint, and material/greenhouse gas emission reductions. The process supports supply chains and business objectives, with investments in the circular economy. A potential disadvantage is the lack of a feedback mechanism, which could lead to inaccurate results and difficulty preventing external issues. The closed-loop process aims to build a circular economy, impacting stakeholders like employees (through SDG awareness and supply redundancy), investors (by encouraging investments and improving performance), and the community (through sustainable practices). The report references Closed Loop Partners and their 2019 Impact Report, and the impact on stakeholders, specifically the company's commitment to the Sustainable Development Goals (SDGs) and how it benefits the stakeholders. The company's actions have ensured better customer service delivery and also improved overall business performance and achieve excellence by serving people and community at large.
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Running head: COMPARATIVE BUSINESS ETHIC & SOCIAL RESPONSIBILITY
Comparative business ethic & social responsibility
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COMPARATIVE BUSINESS ETHIC & SOCIAL RESPONSIBILITY
Company’s closed loop process
The company’s closed loop process is of some major advantage such as it has given a
clear overview of the different types of investments, global footprint and also about the
materials and greenhouse gas emissions that have been avoided during the management of
business functioning. It is also understood from the closed loop process that the investments
have increased the ability to support the supply chains and even contributed to the
achievement of business goals and objectives largely. Most importantly, the closed loop
process involved the management of investments in the circular economy, which has helped
the company to work with various partners and prioritise on the achievement of a profitable
as well as sustainable future (Fifka, 2013). With the investments made in various platforms
such as the private equity, project finance, growth equity, innovation centre, venture capital,
etc., the linear economy has been achieved, which tends to be much more suitable for the
improvement of supply chain activities along with infrastructure recycling and returning the
valuable recycled materials back to the supply chain as well. One disadvantage or challenge
could be due to the lack of feedback mechanism in the closed loop process, which could
bring inaccurate results and also it would be difficult to prevent issues that might occur from
the external sources (Baumann-Pauly et al., 2013).
Impact of discernible effect on the stakeholders
The vision of Closed Loop Partners has been to build a circular economy, which has
helped in building circular economy and thus, sometimes, the discernible effect could create
some impact on the closed loop process. The different stakeholders involved in the business
are the employees, investors or shareholders and a community within which, the organisation
has been located. As the recycling activities and other sustainability approaches were
considered as important for value creation, so the Sustainable development goals had been
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COMPARATIVE BUSINESS ETHIC & SOCIAL RESPONSIBILITY
achieved including the focus on clean water and sanitation, providing clean and affordable
energy, protecting aquatic lives, consumption of resources responsibly and forming
partnerships for the accomplishment of SDGs. For example, 100000 tons of recycles have
been sorted every year considering the case study of Eureka. The employees were impacted
as they have learned about the SDGs and also provided supply redundancy, which ensured
better customers’ services delivery (Fifka, 2013). The corporate social responsibilities focused
and development of circular economy have also influenced the shareholders to make
investments and raise the working capital, furthermore, improve overall business
performance and achieve excellence by serving people and community at large.
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COMPARATIVE BUSINESS ETHIC & SOCIAL RESPONSIBILITY
References
Baumann-Pauly, D., Wickert, C., Spence, L. J., & Scherer, A. G. (2013). Organizing
corporate social responsibility in small and large firms: Size matters. Journal of
Business Ethics, 115(4), 693-705.
Fifka, M. S. (2013). Corporate responsibility reporting and its determinants in comparative
perspective–a review of the empirical literature and a meta‐analysis. Business strategy
and the environment, 22(1), 1-35.
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