Management Studies Reflection on CSR and Toshiba Sustainability Report

This management studies report begins with a reflection on the importance of Corporate Social Responsibility (CSR), sustainability, and leadership within organizations. It emphasizes how CSR, environmental measures, and employee skills development contribute to an organization's economic and social well-being. The report then analyzes Toshiba, a Japanese multinational conglomerate, and its sustainability initiatives, particularly its Environmental Vision 2050. It examines Toshiba's environmental goals, stakeholder engagement, and sustainability benchmarks, highlighting its efforts to minimize climate footprint and promote renewable energy. The report also reviews relevant literature on sustainability culture, CSR activities, and economic stability. Finally, it identifies Toshiba's key stakeholders and provides recommendations for managers on enhancing sustainability practices, including the use of benchmarking and continuous learning to improve operations and meet stakeholder expectations. The report is a comprehensive overview of sustainability in a business context, providing valuable insights into the practices of a leading global company like Toshiba.

Running head: MANAGEMENT STUDIES
MANAGEMENT STUDIES
Name of the student
Name of the university
Author note

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Part A – Reflection
The sustainability of the organizations is dependent on the processes that are facilitated
by the same while adhering to the requirements of the communities. In this relation, I believe that
the CSR (Corporate Social Responsibilities) of an organization supports the same in adhering to
the social, environmental and economic sustenance related demands of the same. The
development of the processes and the skills of the employees support an organization in
increasing the economic sustenance of the same in the competitive markets. On the other hand,
the environmental measures that are considered by the businesses supported the same in adhering
to the demands of gaining environmental sustenance. I believe that organizations must also focus
on increasing the social conditions for enhancing the external environment where it aims to
operate. The development of a list of sustainability measures will also support the organizations
in adhering to the value criteria of the operations while adhering to the common demands of the
people.
The diversity of operations that are facilitated by the organizations are dependent on the
assessment of the market position and the capabilities of the same to bring forth modifications in
the existing processes. Leadership style and organizational culture support the same in
continuing with the balance of the operations while adapting their processes in adherence to the
demand faced by the same. I believe the manner in which a leader of an organization envisions
the position of the venture influence the process flow and the design of the operations that re
facilitated by the same. Again, the leadership approach that is being followed by an organization
encourages the development of culture in the same. Therefore, the leadership styles and

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approaches support an organization in increasing the sustainability related operations in
adherence to the demands of the stakeholders.
I believe that the leaders play an important role in encouraging the involvement of the
stakeholders on the modifications that are planned by the businesses. The active involvement of
the stakeholders in the processes has helped the businesses in continuing with the effi8cciency of
the operations. On the other hand, the plan of the processes and the design of the operations are
dependent on the vision and decision making skills of the business leaders. In this relation, I
believe that the development of the organizational sustenance is related to the propositions and
the active involvement of the venture on different social and environmental causes for supporting
the triple bottom line approach. Therefore, the organizational abilities of adhering to the triple
bottom line approach have helped the same in adhering to the value criteria of the operations in
adherence to the demands of the stakeholders.
Part B – Toshiba and its Sustainability Offerings
Toshiba is a Japanese multinational conglomerate which is headquartered in Tokyo,
Japan. The concerned organization developed a diversified range of products and services
relating to information technology and communications equipment apart from electronic
components and social infrastructure systems (Toshiba 2019). The concerned organization also
developed consumer electronics, household appliances, equipment and the like with the objective
of encouraging the engagement of most of the target consumers. The sustainability goals of the
organization are reliant on the Environmental Vision 2050, which is aimed at developing eco-
efficient processes through the utilization of The Energy Approach and the Eco Products
Approach (Toshiba.co.jp 2019).

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Veríssimo and Lacerda (2015) opined that the sustainability approaches of the
organization assisted the same in developing the propositions while operating in the different
markets. The approaches that are commenced by the organization not only supported the same in
developing the processes in adherence to the environmental considerations but also relative to
the enhancement of customer value. It has been noted that Toshiba decreased its climate
footprint from 3.060 million tons in 2013 to 3.020 million tons in 2015 (Toshiba.co.jp 2019). On
the other hand, the concerned organization also planned to minimize the rate of carbon emissions
by 50% within the year 2050 (Toshiba 2019). The concerned organization generates renewable
energy for the different operations that are commenced by the same while operating in the
different markets. In this relation, the development of the different sustenance related operations
has enabled the venture in maintaining the synergy between the operations and the services.
The different strategies that are undertaken by the organization assisted the same in
developing the potentials of the same while operating in the different markets. The key
modifications that are commenced by the venture have supported the same in developing
sustainable propositions while developing the sustenance related activities. Jones and Mucha
(2014) opined that the sustenance related activities that are commenced by the organizations
supports the same in developing the prospects of growth in the diverse markets. Therefore, in
this relation, the concerned organization developed the operations in adherence to the sustenance
related goals of the same. It has assisted the venture in developing the prospects of the venture
while enhancing the efficiency of the operations.

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Part B – Relevant literature
Haigh and Hoffman (2014) stated that the development of sustenance related culture in
an organization support the same in increasing the market position of the same. The
modifications that are facilitated by the organizations have helped the same in increasing the
brand image while adhering to the triple bottom line approach (Jones and Mucha 2014). In this
relation, Junior, Best and Cotter (2014) noted that the design of the CSR activities that are
planned by the businesses are dependent on the assessment of the market situation.
The assessment of the market situation supports an organization in identifying the
positive changes that might be facilitated by the same (Silvius and Schipper 2014). The
development of the different activities has helped the organizations in increasing a positive
sustenance related culture while operating in div4erse global economies. Galpin, Whitttington
and Bell (2015) stated that economic stability and sustenance supports the same in continuing
with the value of the operations. The economic sustainability of an organization supports the
demands of the same in increasing and strengthening the R&D operations of the same. The
development of the R&D operations of the business has supported the same in increasing the
value of the operations in adherence to the demands of the business.
Boiral and Henri (2017) stated that the development of the economic capability of an
organization support the same in diversifying the offerings in adherence to the demands of the
customers., Therefore, the economic sustenance of an organization support the same in
increasing a competitive edge against the other players in the market. On the contrary, Adams et
al. (2016) noted that the social sustenance of an organization through different reliefs and funds
supports a business in increasing brand reputation and adhering to the CSR related demands of
the same. The contributions that are made by the corporations for the social wellbeing of the

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people are dependent on the grants and charitable funding (Pérez‐López, Moreno‐Romero and
Barkemeyer 2015). Again, the diverse range of control mechanisms that are facilitated by the
corporations in adherence to environmental regulations has supported the same in continuing
with the stability of the operations.
Nawaz and Koc (2018) stated that the environmental concerns are rising and the
maximization of awareness among the people has supported the organizations in adhering to the
value criteria of the operations in adherence to the demands of the business. The diverse range
of operations that are facilitated by the organizations supported the same in increasing the
sustainability of the operations while adhering to the growing concerns related to environmental
degradation. Therefore, the adherence to the triple bottom line approach of an organization
supports the same in increasing the capabilities and sustainability of businesses.
Part B – The chosen company’s Sustainability Stakeholders
The stakeholders of the concerned organization, Toshiba, are the investors, employees,
other organizations, customers, and government. The interconnectedness of the stakeholders of
the business supported the venture in adhering to the value criteria of the propositions
Toshiba.co.jp 2019). The concerned organization gathers data on the diverse range of
sustainability based operations that are initiated by the industry with the objective of optimizing
the operations of the same (Tschopp and Huefner 2015). On the other hand, the organization
initiated different developments in the line of production and manufacturing systems with the
objective of enhancing the rate of environmental and economic sustenance. On the other hand,
the investors supported the concerned organization in increasing the value of the operations
through capital expenditures (Veríssimo and Lacerda 2015).

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The extended support of the employees has supported the organization in increasing the
value of the operations in adherence to the objectives and mission of the organization. The other
organizations played a major role while supporting the revenue streams of the concerned
organization while buying the sustainable technologies that are designed by the venture
(Petrenko et al. 2016). The integrated functioning of the stakeholders supported the organization
in balancing the operations related to demand of sustenance related operations while improving
the design of the offerings. On the other hand, the collaborative functioning of the stakeholders
supported the concerned organization in increasing the value of the operations in adherence to
the demands of the venture.
Part B – Sustainability Benchmark
The sustainability of the organization will be based on the excellence of the propositions
while adhering to the sustenance related objectives of the same. The enhancement in the
operations and processes that are designed by the organization are dependent on the benchmarks
that are created by the venture (Chaudhri 2016). The major benchmark that is being designed by
the concerned organization is to provide their stakeholders with sustainable value for the money
that is being invested by the same on the progress of the venture (Toshiba.co.jp 2019). On the
other hand, the major sustenance related benchmark of the concerned organization is based on
the needs of the same in minimizing the rate of climate footprints from the operations. The
Environmental Vision 2050 aimed at minimizing the rate of climate footprint by 50% which is
one of the major benchmarks that are being followed by the organization for measuring the
effectiveness of the sustainable operations (Toshiba 2019). The benchmark has helped the
organization in increasing relevant skills among the candidates for enhancing their rate of
productivity while operating in different sustainable environments.

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The organization took steps to evaluate the sustenance based demands of the other
organizations and community in the region for enhancing the rate of sustainable design of the
offerings (Overall 2016). The organization created benchmarks based on the evolution of the
new technologies and the evolving demands of the other organizations, which has helped the
same in facilitating a continuous learning process (Tata and Prasad 2015). The continuous
learning process has helped the organization in increasing the skills and personality of the
employees in adherence to the common standards.
Figure 1: Sustainability operations in Toshiba
(Source: Toshiba 2019)
The development of the benchmarking process has helped the organization in setting
heightened targets while designing the operations of the same in adherence to the expectations of

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sustenance standards. On the other hand, the development of the benchmarking processes has
supported Toshiba in increasing the value of the propositions while adhering to the
environmental sustenance related activities (Abreu, Cunha and Barlow 2015). Again, the
benchmarking process supported the concerned organization in increasing the propositions in
adherence to the sustainability demands of the same while minimizing the rate of climate
footprints.
Figure 2: Environmental vision 2050 OF Toshiba
(Source: Toshiba 2019)

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Figure 3: Activities that are undertaken by Toshiba for sustenance
(Source: Toshiba 2019)

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59%23%
10%
9%
Sustainability operati ons in Toshiba
Renewable energy
Lower emission
Multiple technologies
Frequent upgradations
Graph: Current state of sustenance in Toshiba
(Source: As created by author)
Part B – Recommendations for Managers
The diverse range of recommended actions that might be considered by the managers are:
 Maximizing collaboration with the other organizations- Maximization of
collaboration with the other organizations will support the concerned organization in
enhancing the scope for better market expansions. Appropriate design of the operations
will support the organization in adhering to the sustenance related concerns through the
inclusion of more sustenance related mechanisms in the process. On the other hand, the
maximization of collaboration with the other organizations will support the organization
in diversifying the revenue streams while operating in multiple regions. Chaudhri (2016)
stated that the the maximized collaboration among the other organizations supports an

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organization in increasing the successive operations while adhering to the sustenance
related demands of the business. On the other hand, greater contacts with the other
organizations will be supporting the concerned organization in enhancing the scope of
operations and providing better propositions through outsourcing.
 Increasing the existing training and development programs- The development of the
existing training courses will be supporting the organization in enhancing the rate of
productivity among the employees while not compromising the sustenance related
concerns of the same. The design of the training courses will be reliant on the
technological infusions that are planned by the venture while supporting the concerned
organization in enhancing the processes in adherence to the modifications in the market.
 Designing new technologies in order to meet the sustainable goals- Designing new
technologies will be supporting the concerned organization in adhering to the sustenance
goals of minimizing the rate of climate footprints. The updated skills of the employees
and the utilization of emission free technologies will be supporting Toshiba in
maximizing the rate of sustainable operations of the venture.
Conclusion
Therefore, from the above analysis it might be stated that the concerned organization has
taken steps to support the economic and social sustainability through the development of
appropriate sustainable mechanisms with the goal of reducing the impact of climate footprints
from the diverse range of processes that are commenced by the venture. On the other hand, the
concerned organization has also taken steps to develop powerful collaborations with the other
organizations in order to enhance the rate of revenue streams of the same. However, the research