![\"Assignment](\"http:\/\/assignmenttask.com\/tutorhelp\/wp-content\/uploads\/2015\/06\/service3.png\")
<\/a><\/p>\nStudent Name<\/strong><\/td>\n| Number<\/strong><\/td>\n<\/tr>\n | <\/strong><\/td>\n | <\/strong><\/td>\n | <\/strong><\/td>\n | <\/strong><\/td>\n | <\/strong><\/td>\n | <\/strong><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n | <\/strong><\/p>\n <50%<\/td>\n 50-59%<\/td>\n 60-69%<\/td>\n 70-79%<\/td>\n 80-100%<\/td>\n Overall feedback:<\/strong><\/p>\n CASE STUDY GUIDELINES<\/p>\n Ca<\/strong>se Study Objectives:<\/strong><\/p>\n To judge the value of C S R and determineits place in today\u2019s business operations.<\/p>\n Q<\/strong>uestions to explore:<\/strong><\/p>\n To help you think about these broad headings:<\/strong><\/p>\n E<\/em><\/strong>N<\/em><\/strong>V<\/em><\/strong>I<\/em><\/strong>RONM<\/em><\/strong>E<\/em><\/strong>N<\/em><\/strong>T<\/em><\/strong><\/p>\n Think of more along these lines<\/p>\n <\/p>\n W<\/em><\/strong>ORK<\/em><\/strong>PL<\/em><\/strong>A<\/em><\/strong>C<\/em><\/strong>E<\/em><\/strong><\/p>\n M<\/em><\/strong>A<\/em><\/strong>RK<\/em><\/strong>ETPLAC<\/em><\/strong>E<\/em><\/strong><\/p>\n C<\/em><\/strong>OMMUN<\/em><\/strong>I<\/em><\/strong>T<\/em><\/strong>Y<\/em><\/strong><\/p>\n I<\/strong>sCorporateSocialResponsibilityinbankingaviablebusinessstrategyorisitjust afad?<\/strong><\/p>\n <\/p>\n BankWestis preparing toinvest$38 million over 5 years intoCSR witha directreturnofonly $28.2million.Thisrepresentsa loss tothebottomline. However,theindirectbenefitsare estimatedtogenerate$103.6million and it is in thisarea thattheBank believes itwill profit.<\/p>\n <\/p>\n Banking on Corporate Social Responsibility<\/p>\n in Australia: CaseStudy<\/p>\n BES3500<\/strong><\/p>\n Case<\/strong>S<\/strong>tudy<\/strong><\/p>\n Bank<\/strong>i<\/strong>ngonCorpora<\/strong>te <\/strong>So<\/strong>ci<\/strong>a<\/strong>l <\/strong>R<\/strong>es<\/strong>pon<\/strong>si<\/strong>b<\/strong>ility<\/strong><\/p>\n i<\/strong>nAus<\/strong>tr<\/strong>a<\/strong>lia: <\/strong>CaseS<\/strong>t<\/strong>ud<\/strong>y<\/strong><\/p>\n AmandaRayner,BankWest\u2019sHeadofStrategy,hadjustfinishedhermeetingwiththe ManagingDirector,JackSilvertonandwasheadingbacktoheroffice. Ithadbeena longsessionbutitwasimportanttheywerebothclearonhowBankWest\u2019snew CorporateSocialResponsibilitystrategywouldberolledout. JacksawtheCSR<\/p>\n initiativeascentraltoBankWest\u2019songoingdevelopmentofitsexternalbrandandcoreto itsinternalcultureandemployeevalueproposition. JackknewthatCSRwasalsoa priorityforitsparentcompany,theCommonwealthBankofAustralia,oneofAustralia\u2019s bigfourbanks,whichhadacquiredBankWestinDecember2008. Thiswasjustbefore JackhadbecomeManagingDirectorinJanuary2009,havingpreviouslyheldsenior positionsattheCommonwealthBank.<\/p>\n JackandAmandahadagreedthatCSRwasaboutconfiguringBankWest\u2019sprinciples, policies,processes,practicesandprogramstoachievesomesocialgoodbeyond BankWest\u2019sinterests. Itneededtobeanapproachthatcreatedvalueandpositively impactedthefourkeyCSRactivityareasof<\/p>\n TheyhaddiscussedtheneedfortheBanktohaveadedicatedgovernancestructurein placetosteertheagenda,embedtheagreedapproachintothelinesofbusinessand managerisk,auditing,decision-making,measurementandfunding. Amandahad outlinedhowshesawthestrategywouldmeetcommercial,legalandpublic expectationsandensuretheBankbehavedethically. Jackhadstressedthatfocusing oncommunityinvolvementandbuildingmeaningfulrelationshipswiththerestofsociety wasparamountaswasensuringthatCSRwasintegratedintotheBank\u2019sday-to-day business.<\/p>\n <\/p>\n InfinalisingtheBankWestapproachtoCSR,AmandaandJackhadspentquitesome timetalkingaboutBankWest\u2019shistoryandhowthatcurrentlypositionedthe organisation. AmandahadbeenwithBankWestsince1997,twoCEOsprior,soshe wasabletosupplyalotofdetail. AmandahadexplainedthatBankWesthadbeen establishedin1895asagovernment-ownedagriculturalbankwithinWesternAustralia tohelpdevelopthefarmingindustry. In1911therewasanexpansionofactivityasit becameamortgagebank. In1945,theBankbecameafulltradingbankandwas<\/p>\n renamedtheRuralandIndustriesBankofWesternAustralia.In1994theBankchanged itsnametoBankofWesternAustraliaLtdwithatradingnameofBankWestandtookon anewcorporateidentityandliverytoclearlyidentifytheBankwithWesternAustraliaas awhole. In1995,afteralmost100yearsundergovernmentownership,BankWestwas<\/p>\n 100%acquiredbytheBankofScotland,a300yearoldmajorUKbank. In1996<\/p>\n BankWestlistedontheAustralianStockExchangeasapubliccompanyandupto50%<\/p>\n ofthesharesweremadeavailableforpeopletopurchase.<\/p>\n <\/p>\n In1997anewerainBankWestbeganwiththeappointmentofaManagingDirector, TomBooth,whocamefromtheNationalAustraliaBank,Australia\u2019slargestbank. Tom setaboutdevelopinganewwayofworkingwithintheBankandfocusedondelivering superiorvaluetocustomers,creatinganexcitingandrewardingenvironmentforstaff andincreasingwealthforshareholders. Heintroducedasetofcorevaluescalled<\/p>\n GuidingPrinciplesandpromotedtheseasthewaytodobusiness. Duringhistenurehe oversawarangeofCSRpracticesincludingsponsorshipofcommunityandsporting groups,institutionofemployeeprogramslikeInvestorsinPeople,andtriplebottomline (people,profits,planet)reporting. InMay2003,HBOSplc,formedthrougha2001 mergerofBankofScotlandandtheUKHalifaxBank,acquiredalltheoutstanding<\/p>\n sharesinBankWest.On26August2003theFederalCourtofAustraliaapprovedthe<\/p>\n shareschemeandtradinginBankWestsharesontheAustralianStockExchange ceased,therebysignifyingtheendingofanotherphaseoftheiconicWesternAustralian financialservicesinstitution. TomremainedasBankWest\u2019sManagingDirectoruntilmid<\/p>\n 2004atwhichpointanewCEOtookoverthereins.<\/p>\n <\/p>\n TheHBOSAustraliaCEO,DougWentworth,tookuphispositioninJuly2004having cometothepositionfromWestpac,oneofAustralia\u2019sbigfourbanks. Hehad responsibilityfortheHBOSAustraliaGroup,whichincludedBankWest,StAndrew\u2019s Insurance,CapitalFinance,andBOSInternational. Dougledthedrivetoreplicatethe HBOSUKparentcompany\u2019strackrecordofofferingcompetitive,value-for-moneyand customer-focusedsolutionsforthebenefitofAustraliancustomers. HBOSUKhadan establishedrecordofCSRwithinitiativessuchas<\/p>\n MindfulofHBOSUK\u2019scommitmenttoCSR,Dougbegantoincorporatetheseintothe differentHBOSAustraliabusinesseswithvaryingdegreesofsuccess. Engaginghis DivisionalHeadswassometimesachallengeastheywereoftenunconvincedofthe costsversusbenefitsofparticularinitiatives.<\/p>\n HBOSAustralia\u2019sinterestinCSRtookabitofabackseatastheimpactoftheworld creditcrunchresultingfromtheFebruary2007collapseoftheUSsub-primeloanmarket begantospread. InAugust2007HBOSUK\u2019s wholesalelendingstartedtodryup leavingHBOS witha\u201cfundinggap\u201dof\u00a3198billioncausedbytheir\u00a3456billioninloans<\/p>\n tocustomersand\u00a3258billionindepositsfromcustomers.Innormalcircumstances HBOSwouldraisethismoneyinthewholesalemoneymarkets,butthecreditcrunch, wasmakingitincreasinglydifficult. Overthenextfewmonthsfinancialviabilitybecame thekeyfocusforHBOSUKresultingintheirannouncementon31July2008ofaprofit fallof51%. On18September2008TSBLloyds,amajorUKbankingentity,tookover allHBOSoperations,includingHBOSAustralia. On8October2008the CommonwealthBankofAustraliaboughtBankWestfor$2.1billionwiththesale<\/p>\n becomingfinalisedon19December2008. TheHBOSAustraliaCEO,DougWentworth,<\/p>\n remainedwiththeorganisationuntilJackSilvertontookoverasManagingDirectorof<\/p>\n BankWeston6Jan2009.<\/p>\n AsJackandAmandahaddiscussed,havingspentthelasttwoyearsworkingthrough theGlobalFinancialCrisisissuesandthemergingwiththeCommonwealthBank,now wasagoodtimetoemphasiseBankWest\u2019scontributionstoCorporateSocial Responsibility. Itwasalsoawaytocounteractthecurrent\u2018bankbashing\u2019thatwas happeninginAustralia,whichhadbeeninflamedbythemajorbanksraisingtheirloan interestratesabovetherisessetbytheReserveBank. Amandaknewthatallbank activitieswereunderthemediaspotlightandthatgoodnewsstorieswereimportant.<\/p>\n Onceshereachedheroffice,Amandasetaboutgatheringhermaterialforhernext meetingwiththeHeadsofeachBankWestDivision. Shethoughtabouthowshewould handlethequestionssheknewtheDivisionalHeadswouldraise<\/p>\n AmandacheckedhernotesonthebenefitsofBankWestbecomingmoreactiveinCSR<\/p>\n andtheriskimpactofchangingnothing<\/p>\n o Improvedsocialimpact<\/p>\n o Positiveenvironmentalimpact<\/p>\n o Improvedstaffsatisfactionandmorale<\/p>\n o Reducedstaffturnover<\/p>\n o Improvedproductivity<\/p>\n o Improvedcustomersatisfaction<\/p>\n o Improvedbrandequity\/reputation<\/p>\n o Reducedcosts<\/p>\n o Improvedrevenues<\/p>\n o GrowthwillbearisktoCBA\u2019sstandingandreputation<\/p>\n o Parentalpressuretoact<\/p>\n o Legislativepressure<\/p>\n o Negativepublicity<\/p>\n o Slowergrowth<\/p>\n o Long-termreputationaldamage<\/p>\n o Trailingcompetitors<\/p>\n o Increasedturnover\/HRcosts<\/p>\n SatisfiedtherewasacompellingargumentforfocusingonCSR,Amandareviewedthe materialsheandherteamhadspentthelastsixmonthscompiling(seeExhibits)and feltsureshewouldbeabletoprovidetheDivisionalHeadswiththeanswers. Shewas confidentthatshecouldconvincethemthatCSRwouldaidBankWest\u2019ssuccess.<\/p>\n Exhibit1:BankWestCSRCostsandBenefits<\/strong><\/p>\n AgoodCSRstrategy needstocombinethreekeyelementstobesuccessful<\/strong><\/p>\n V<\/strong>A<\/strong>L<\/strong>UE<\/strong><\/p>\n S<\/strong>USTAINABILITY<\/strong><\/p>\n A<\/strong>PP<\/strong>ROACH<\/strong><\/p>\n \u201c<\/strong>\u2026c<\/strong>o<\/strong>rporationsrecognise<\/strong>t<\/strong>h<\/strong>at<\/strong>s<\/strong>u<\/strong>s<\/strong>ta<\/strong>i<\/strong>n<\/strong>a<\/strong>b<\/strong>l<\/strong>ebu<\/strong>s<\/strong>i<\/strong>ne<\/strong>ss <\/strong>o<\/strong>pe<\/strong>r<\/strong>at<\/strong>io<\/strong>n<\/strong>a<\/strong>nd<\/strong>t<\/strong>hu<\/strong>ss<\/strong>u<\/strong>s<\/strong>ta<\/strong>i<\/strong>n<\/strong>a<\/strong>b<\/strong>l<\/strong>e<\/strong>f<\/strong>i<\/strong>n<\/strong>a<\/strong>nc<\/strong>i<\/strong>a<\/strong> |