Sowing The Seeds Of Corporate Social Responsibility CargillVoiceHelping the world thrive This article originally appeared on AdAge.com on June 8, 2016 By Drew Neisser, founder and CEO of Renegade...

Sowing The Seeds Of Corporate Social Responsibility
CargillVoiceHelping the world thrive
This article originally appeared on AdAge.com on June 8, 2016
By Drew Neisser, founder and CEO of Renegade
Marketers today have caught on to the fact that corporate social responsibility provides a great opportunity to put the company
and into action. Paul Hillen, VP-global marketing at agricultural firm Cargill, is a ripe example of this modern thinking. You'd be hard pressed to catch him uttering a marketing cliché like "doing good is good business."
Rather than focusing on a silo of charitable activities, says Mr. Hillen, "I am a big proponent that whether it's philanthropic, an investment in a community or a partnership, [CSR] is all an extension of your business and
and strategy." Mr. Hillen provides some insight into the inspiration behind Cargill's highly interesting and bountiful CSR efforts.
Social responsibility to scale
You might be surprised to learn that Cargill is the largest privately held company in the U.S., with 2,000 locations and operations in more than 70 countries. With this kind of scope, Mr. Hillen says that Cargill's involvement in social projects is a natural extension of its global reach. "In many of those places," he says, "we tend to be one of the top employers. Thus our presence in each community is critical."
Cargill invests in these communities to foster a strong present and future workforce. Mr. Hillen recounts a recent trip he took to Côte d'Ivoire, visiting villages where Cargill helped build schools and drill wells to address two of the region's most pressing issues -- clean water and education. Providing schools for children is a key factor in preventing child labor.
The company is ca
ying out similar projects around the world, including opening its 75th school in Vietnam. "So for us, corporate social responsibility is about improving people's lives and doing it in a way that is directly linked to our business and
and strategy," says Mr. Hillen.
Following a purpose
If Cargill's CSR activities grow from the soil of its core business, then the
and provides the nutrients. Mr. Hillen tells me Cargill's purpose is "to be the global leader in nourishing people." The
and promise that follows is that each stakeholder will be most successful by partnering with Cargill, which leads to the
and expression: "thrive." "I chose 'thrive' because it works with our purpose -- if you're not well nourished, you can't be successful, and because it supports a
oad range of initiatives across our many business units and countries of operation where we help our stakeholders to be successful. Our commitment to helping others thrive -- the highest level of success -- works across all of our stakeholders."
Thriving through the supply chain
The program that might best represent Cargill's CSR success comes in the form of sustainable and responsible supply chain management. It's one of the company's core competencies, says Mr. Hillen, and has been for 150 years. "It started in 1865 when our founder in Iowa opened a grain warehouse, because it was all about helping farmers to get their grains to market in a more efficient way," he says. "Instead of everybody doing it on their own, W.W. Cargill built it."
Today, supply chain management remains a central part of the company's expertise, so much so that Cargill created a tool in partnership with PwC that helps customers streamline and "green up" their own operations.
The Cargill Responsible Supply Chain Framework, as it's called, helps customers identify cost reductions in their supply chain while advancing their sustainability goals, recognize their existing achievements in sustainability so they can take credit for them, and reduce risk by identifying practices that need to be addressed.
"All of these things help our customers to build their businesses in a more sustainable and responsible way," says Mr. Hillen. "So we turned 'responsible supply chains' into not just a nice phrase, but also a service that we provide to our customers." Is it CSR, smart business, thought leadership or all of the above? Some food for thought.
The CargillVoice team provides information on important topics related to helping businesses and other stakeholders be more successful. Learn more about creating a diversified and dynamic hedging strategy in today’s complex commodities markets.  Our stories focus on practices, products and services that help people and organizations thrive.

Assessment item 3
Report
Length: 1,800 words +/- 10%
You should use in text citation and double quote citation
Task
REPORT (1,800 words): Corporate Social Responsibility (CSR)
In “Sowing the seeds of corporate social responsibility" (Neisser, 2016), the article about Cargill concludes by wondering if the company's actions are CSR, smart business, effective leadership or all of these, and suggests that this is "food for thought" (para. 9).
For this assessment task, assume that it is primarily about CSR, and:
· Define the key term 'CSR'.
· Discuss why Cargill’s CSR approach as described in this article appears to be successful.
· Discuss why CSR may not be successful for other companies – or, why CSR is always successful.
· Recommend whether or not a company should implement CSR.
 
Use report format including all relevant components and present the information in a professional-looking document.
Reference:
Neisser, D XXXXXXXXXXSowing the seeds of corporate social responsibility. Fo
es BrandVoice. Retrieved from https:
www.fo
es.com/sites/cargill/2016/06/16/sowing-the-seeds/#2bd793aa3598 
Please see Assessment 3 marking criteria for a detailed explanation of the allocation of marks in this assessment.
Rationale
This assessment will assist you learn to:
· research and compare various sources of information about management (LO1)
· compare and contrast the work of influential management thinkers and researchers (LO2)
· express opinions on management issues with clarity from an objective position backed up with sound evidence and analysis (part LO4)
· present academic writing (academic literacy and numeracy)
· apply APA6th citation and referencing skills (academic literacy and numeracy).
Marking criteria
    Criteria*
    HD – Outstanding Achievement 85% - 100%
    DI - High Achievement 75% - 84%
    CR - Above Satisfactory Achievement 65% - 74%
    PS - Satisfactory Achievement 50% - 64%
    FL - Unsatisfactory Achievement    0 - 49%
    1. Executive summary
Summarise the key components of the paper. (2)
 
XXXXXXXXXXwords)
 
    The executive summary contains a concise, yet detailed summary of the paper’s purpose, findings, and conclusion.
    The executive summary contains a detailed summary of the paper’s purpose, findings, and conclusion; improve the conciseness.
    The executive summary summarises the paper’s purpose, findings, and conclusion; improve clarity and/or include more relevant information.
    The executive summary provides a general summary of the paper; improve the paper’s purpose, findings, and/or conclusion by adding key details.
    Fails to meet criteria for a pass.
    2. Introduction
Outlines the context, background, purpose/objective, scope, and structure (plan) of the report. (3)
XXXXXXXXXXwords)
 
    The report contains an engaging and distinct introduction that identifies all components (context, background, purpose/objective, scope, and structure) and emphasises assumptions that were made and limitations that were encountered.
    The report contains a clear introduction that identifies all components (context, background, purpose/objective, scope, and structure) and emphasises assumptions that were made and limitations that were encountered.
    The report contains an introduction that identifies all components (context, background, purpose/objective, scope, and structure) and provides the reader with a good understanding on what to expect from the report.
    The report contains an introduction that addresses the components (context, background, purpose/objective, scope, and structure). One component may be missing and/or the reader understands what to expect from the report although with some effort.
    Fails to meet criteria for a pass.
    3. Discussion (body of the report)
Critically review relevant literature demonstrating knowledge of cu
ent views on CSR and write a discussion that interprets findings in relation to the literature reviewed and the article provided. Linked to application with explicit, logical and accurate examples and explanations of company's successfully implemented CSR practices. (15)
 
XXXXXXXXXXwords)
[meets subject LO1/2/4]
 
    The discussion contains a comprehensive and critical review of highly relevant literature related to the task. The interpretation critically analyses relevant theories and previous findings to provide a strong rationale and justification in which arguments are logical and integrated. Links to the underlying article are coherently made with the application of explicit, logical and accurate examples and explanations.
    The discussion contains a critical, but limited, review of relevant literature related to the issues in the task. The interpretation provides a critical analysis of relevant theories and previous findings that is logical. Links to the underlying article are coherently made with the application of explicit and logical examples and explanations.
    The discussion collates and analyses relevant academic management sources, interprets the information, and clearly expresses findings on the management issues in the task that are backed up with relevant evidence and analysis from the literature. Links to the underlying article are made with the application of explicit examples and explanations.
    The discussion effectively gathers and compares various academic management sources, interprets the information, and expresses findings on the management issues in the task that are backed up with evidence from the literature. Links to the underlying article are made; improve clarity of links to theory with more detailed application of examples and explanations.
    Fails to meet criteria for a pass.
    4. Conclusion and recommendations
Summarise the discussion and state the significance of your findings. (5)
 
XXXXXXXXXXwords)
[meets subject LO4]
 
    Conclusions are relevant, comprehensive, and accurately portray the key points of the discussion. Recommendations are specific, effective suggestions, oriented to the issues identified, and organised in a relevant manner. Conclusions
ecommendations logically flow from the previous sections of the report in a manner which is evident to the reader. They are presented in a clear, itemised format.
    Conclusions are relevant and accurately portray most key points of the discussion. Recommendations are specific suggestions, oriented to the issues identified, and well organised. Conclusions
ecommendations logically flow from the previous sections of the report in a manner which is clear to the reader. They are presented in a clear, itemised format.
    Conclusions are relevant and portray some key points of the discussion, but are somewhat limited. Recommendations are logically oriented to the issues identified. Conclusions
ecommendations are related to the previous sections of the report. They are presented in a clear format.
    Conclusions portray some of the points in the discussion, but are quite limited. Recommendations are relevant to the issues identified; improve the focus. Conclusions
ecommendations are related to the previous sections of the report; improve the clarity. They are presented in an understandable format.
    Fails to meet criteria for a pass.
    5. Formal structure and presentation of the report
Also refers to the “look” of the report – professionally presented. (2)
    All required elements of the business report and all presentation criteria (as identified in the presentation guidelines) are present and completed to a high standard. The paper is entirely presented in a professional-looking document,
Dec 21, 2019MGT100Charles Sturt University
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