Corporate Social Responsibility paper

Introduction Over the past few years, businesses and academic researchers alike have displayed increased levels of enthusiasm for corporate social responsibility (CSR). In particular, recent research suggests that CSR may be an excellent instrument to enhance the legitimacy of the firm among its stakeholders (Handelman and Arnold, 1999) and to develop positive social responsibility images (Sen and Bhattacharya, 2001). Inspite of many definitions of CSR advanced in past research (Swanson, 1995; Wood, 1991), much debate remains as to the exact nature of this complex concept (Rowley and Berman, 2000). Wood (1991, p. 693) integrated much of the previous work in an acknowledged definition of corporate social performance as the "configuration of the principles of social responsibility, processes of social responsiveness, and policies, programs, and observable outcomes as they relate to the firm's societal relationships." Wood's (1991) approach has been complemented by advocates of the stakeholder view of the firm (Clarkson, 1995; Maignan, Ferrell, and Hult, 1999; Wood & Jones, 1995) who argue that businesses are not really responsible toward society in general, but only toward their stakeholders. Integrating these two views, we propose that a firm committed to CSR has principles and processes in place to minimize its negative impacts and maximize its positive impacts on selected stakeholder issues.

This research essay focuses on the discussion about a multinational food manufacturing company in UK, Tate & Lyle. It would discuss the corporate social responsibility, particularly Tate & Lyle and their ethical business practice. Company Background Tate and Lyle PLC is a UK based multinational food manufacturer and is listed on the London Stock Exchange under the symbol TATA. It is the major producer of refined sugar, starches, animal feed and other food ingredients with global operations. The company was formed in 1921 from a merger of two rival sugar refiners, Henry Tate & Sons and Abraham Lyle & Sons. Today operating globally with operations predominantly in Europe, the Americas and Asia, Tate & Lyle provides ingredient solutions and services to food, beverage and industrial customers. Tate & Lyle operating with its purpose to create the worlds leading renewable ingredients business and with its vision to grow uniting businesses and partnerships in creating the worlds leading renewable ingredients business and building a consistent global portfolio of distinctive, profitable, high value solutions in products and services for their customers Tate & Lyle has its roots in a number of well-established companies focused on sugars in Europe and Canada, wheat and corn mill in Europe and corn mill in the US. All of their ingredients are produced from renewable crops, predominantly corn (maize), wheat and sugar, but on a smaller scale incorporating other agricultural products.

Tate & Lyle is leading producer of cereal sweeteners and starches, sugar refining, value added food and industrial ingredients and citric acid. They are the worlds number one in industrial starches and wheat proteins, and the sole manufacturer of SPLENDA Sucralose. They deliver specific functional and taste-enhancing

characteristics fundamental to the performance and appeal of customers end products. They provide ingredients to almost every famous food and beverage producer in the world and their industrial ingredients can be found anywhere from cappuccino bar to a carpet showroom. Tate & Lyle operates over 65 production facilities in 29 countries, predominantly in Europe, Americas and Asia. There are 7,000 people employed in their subsidiaries with a further 4,800 employed in joint ventures. Social Responsibility Tate and Lyle plays an important role in all the communities in which they operates around the world. Over the years, the company developed a Group-wide community involvement that forms one of the core components underpinning their ethical behavior. For the company, effective community involvement is more than about financial contribution but rather a partnership and building strong volunteer network. Healthy and well educated communities produced motivated employees and enhance recruitment, volunteering builds and broaden employees skills. Tate and Lyle believe that through partnering with organizations they can make a real difference insight of local issues. Employees can learn when they mentor, provide

job experience placements, conduct interviews or participating in a range of activities as much as what students learn. In UK, the company supports Richard House Children's Hospice; in Americas, the Milkin University; and in Europe the Don Bosco_Saluzzo, the Razgrad Special Needs Center and the Levensvreugde. Business Ethics and Practices A Business Code of Conduct is set by Tate & Lyle in their view that the greater level of management control a company has over a set of operations, the greater the responsibility to ensure compliance with Group Policies. The Group's ethical

commitments and policy guidelines apply unconditionally to all operating units and subsidiary companies that are wholly owned by Tate & Lyle PLC. General Business Practices Good business standards and good management practices are regarded both as ethically proper and commercially responsible. Tate and Lyle strives towards the highest ethical standards in all aspects of its business in all parts if the world. The company makes sure that they conform to the all laws and regulations of each country where it conducts its business, and act with integrity and responsibility in its dealings with its customers, its employees, trade unions, Government, nongovernmental organizations (NGOs), trade associations and the general public.

The company expected that their employees be familiar with the Company's ethical commitments and policies and to play their full part in ensuring that the standards they enshrine are lived out consistently in the day-to-day business of the Group. Providing health and safety for its employees and visitors to its premises is important for the company. They committed to continuous improvement of their health and safety procedures and performance. In addition, the company also is aware of its responsibilities towards the natural environment. The Group subscribes to the principles of the International Chamber of Commerce's Business Charter for Sustainable Development and to the popular definition of Sustainable Development as "a better quality of life for everyone, now and for generations to come". Quality is another concern of the company. The company is committed to producing quality products and for providing the best possible service to our customers all over the world. The Group always strives to be the best in class. Moreover, the company has also recognized fundamental human rights and freedom and strives to reflect these in their business operations. The Group is open to discussion concerning human rights issues relevant to the way it conducts its businesses with Government and NGOs alike. The company strives to work in accordance to its own ethical standards and policies.

Tate & Lyle holds the view that profitability is a prerequisite of sustainable development, and the Group takes seriously its economic contribution to the lives of the individuals and communities who are touched by its businesses. The Group is committed to fair and vigorous competition within the regimes and competition frameworks of the countries and trade areas where the Group does business. With respect to the diversity and continuous dynamics of business environment, Tate & Lyle recruit, train, promote and retain talented individuals irrespective of sex, age, marital status, disability, sexual orientation, race and religion, ethnic or national origin. Tate & Lyle is committed to a just and robust approach for equal opportunities in all parts of the business, with people gaining promotion on merit. Tate & Lyle has a long and respected track record of investment in and engagement with various communities that it touches around the world. More important than any single initiative, the Group has a business culture that recognizes the need to support the local community if business development is to be sustained in the long term. Moreover, it is in the Company's interests to operate in strong, safe and healthy communities, helping improve the quality of life for employees as well as our neighbors. Furthermore, the Company believes that levels of commitment and motivation are increased if employees hold Tate & Lyle in high esteem and that new recruits will prefer to seek employment in businesses that have a strong focus on community involvement. Furthermore, Tate & Lyle recognizes the importance of diversity in all areas of their business. As responsible corporate citizens, they are committed in supporting the

growth of businesses owned by minorities and women. It is their policy to ensure that all companies, regardless of race or gender of ownership, have the opportunity to earn in business. Tate & Lyle seeks to award business to companies that can meet their needs. Supplier selection is based on a number of elements including quality, price, service, financial viability, technical competence, capability to deliver, and overall risk analysis. Tate & Lyle will select suppliers from those that best meet their selection criteria. Preference will be given to minority suppliers that meet their selection criteria. References Clarkson, Max B. E. (1995). A Stakeholder Framework for Analyzing and Evaluating Corporate Social Performance. Academy of Management Review, 20(1): 92117. Handelman, Jay M. and Stephen J. Arnold (1999). The role of marketing actions with social dimensions: Appeals to The Institutional Environment. Journal of Marketing, 63 (July), 33-48. Maignan, Isabelle, O.C. Ferrell, & G. Tomas M. Hult (1999). Corporate Citizenship: Cultural Antecedents and Business Benefits. Journal of the Academy of marketing Science, 27 (4): 455-469. Rowley, Timothy J. & Shawn Berman (2000). A Brand New Brand of Corporate Social Performance. Business & Society, 39 (4): 397-412 Swanson, Diane L. (1995). Addressing a Theoretical Problem by Reorienting the Corporate Social Performance Model. Academy of Management review, 20(1): 4364 Sen, S. and C. B. Bhattacharya. (2001). does Doing Good Always lead to Doing Better? Consumers Reactions to Corporate Social Responsibility. Journal of Marketing Research, 38 (May): 225-243. Wood, Donna J. (1991). Corporate Social Performance Revisited. Academy of Management Review, 16 (4): 691-718.

Wood, Donna J. and Raymond E. Jones.1995. Stakeholder Mismatching: A Theoretical Problem in Empirical Research on Corporate Social Performance. The International Journal of Organizational Analysis, 3(3): 229-267. v Read more: http://ivythesis.typepad.com/term_paper_topics/2007/10/tate-andlyle.html#ixzz1V1uURHcf