Frank winfield woolworths Limited is one of Australia’s largest retail merchants with a presence in nutrient. spirits. hotels. gambling. general ware. hardware. consumer finance and electronics. The company has a 90 twelvemonth history of growing and invention and has had a record of societal duty along the manner demonstrated with its support of community and charity administrations. Further to this the company has adopted strict environmental criterions and recognised its place as one of the largest companies in the Australian market.

It has incorporated a system of environmental cheques and balances. and used its powerful market place to guarantee providers are besides adhering to similar stiff environmental cheques and balances. All the while the company has made sound and successful fiscal determinations which have seen it turn from low beginnings to its topographic point as a top 20 Australian company by capitalization and top retail merchant in the Australian and New Zealand market topographic point.

Despite its proactive response to the environmental and societal impacts of its concern. Woolworths has come under considerable force per unit area from media and other stakeholder groups over its force per unit area on agriculturists and providers.

The company has besides been criticised about its “predatory” industry patterns which has seen many smaller local concerns out of concern due to the really competitory nature of Woolworths and its rapid enlargement. Woolworths has a sound CS policy and scheme in topographic point. nevertheless it may profit from a more focused trade name and repute direction scheme which may turn to some of these unfavorable judgments before determinations are made on the executing of such schemes.

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Table of Contentss
Woolworths’ Limited – Strategic and Operational Approaches to Corporate Sustainability1 Executive Summary1
Table of Contents2
Introduction3
Woolworths Strategic and Operational Approaches5
Conclusions9
References9





Introduction

Woolworths is one of Australia’s largest retailing groups and one of the largest companies listed on the Australian stock exchange. doing up about 4 % of the entire capitalization of the ASX ( StateStreet Global Investors ) . Woolworths has a entire market capitalization of about $ 43 billion and is diversified into retail sectors such as food markets and fresh nutrient. electronics and consumer electronics. spirits and gambling. fuel. hardware. general ware and fiscal services.

Frank winfield woolworths began operations in Sydney in the 1920’s. and through advanced and competitory selling. pricing and merchandise it grew quickly to hold shops in every province. Woolworths diversified farther by opening section shops and geting concerns in strategic markets. The company besides diversified into cordial reception and spirits retailing and furthered its portfolio by geting concerns in electronics and hardware. and strategic partnering with fiscal services and wagess plans in more recent times.

As such. Frank winfield woolworths claims to function over 28 million clients each and every hebdomad. have more than 3. 000 shops and employ over 195. 000 people ( World Wide Web. woolworthslimited. com. gold ) .

Given the size and range of Woolworths on the Australian economic system. the administration attracts a great trade of attending for its corporate. societal. environmental and economic activities on a day-to-day footing. As such. Woolworths has a strong charter around its corporate administration. releases statements on its Corporate Social Responsibility and has a strong Corporate Sustainability program in topographic point. including repute direction. This study will look into these countries and where Woolworths is wining. and may still happen room for betterment. Corporate Sustainability. Corporate Social
Duty and the Triple Bottom Line

Corporate Sustainability ( CS ) is an attack to concern operations. scheme and direction that is driven towards the creative activity of long-run value through economic. environmental and societal considerations to determination devising ( Benn & A ; Bolton. 2011 ) . CS is the bringing of long term success of the concern along with consideration of the natural environment in which humans co-habitat and that of the society in which worlds interact. There are convergences between CS and other similar theories such as Corporate Social Responsibility ( CSR ) and the Triple Bottom Line ( TBL ) . The chief difference is that CS involves the scheme and hazard direction attack of the administration ( Weber. 2008 ) .

Stockholders can no longer be considered the lone stakeholder a company needs to see in their determination devising procedures. nor the lone stakeholder that will keep the company to account ( Brooks & A ; Dunn. 2012 p. 240 ) . CSR requires. at a lower limit. conformity with the jurisprudence. good corporate citizenship and conformity codifications and demands. but is really focused on company’s acting at an “elevated degree of quality in all they do” ( Sarre. 2002. pg 3 ) .

There is besides turning outlook of transparence beyond the traditional fiscal revelations required of regulating governments. Carroll ( in Crane. Matten & A ; Spence. 2007 ) argues that there are four cardinal elements to Corporate Social Responsibility from the concern position. viz. economic. legal. ethical and philanthropic ( p. 62 ) .

Further to CSR is the construct of the “Triple Bottom Line” ( TBL ) . This theory is concerned with how concern operates in pull offing its economic sustainability. much like CS. nevertheless moves farther into considerations of both environmental duties and societal duties of the operations of the company ( Elkington. 1999 ) . Recent surveies have linked the influence of TBL on concern public presentation where it has been shown that turn toing and working towards improved environmental results can positively impact all three facets of the TBL and bettering societal duty criterions can better environmental facets greatly besides ( Gimenez. Sierra & A ; Rodon. 2012 ) . In economic footings. CS is the long term-term endurance and success of the company ( Dunphy. D. 2002 ) .

Frank winfield woolworths produced its first CSR Report in 2005 which focussed on its policies. committednesss and CS related public presentation ( Maseeha. Indu. & A ; Purkastha. 2008 ) . The corporate policy is made rather clear in the CEO’s statement where he ( Grant O’Brien ) outlines the fact the concern desires to increase its market portion and degrees of growing. In taking CS into history he besides addresses other related issues which are the enablers of CS. these being invention. societal duty and in the CS statement he talks about “earning trust” . “serving our community” . “using resources wisely” and “building the best retail team” ( World Wide Web. woolworthslimited. com. gold ) .

The four chief types of CS Strategies as defined by Baumgartner and Ebner ( 2010. p. 78 ) . are Extroverted. Introverted. Airy and Conservative. Woolworths has elements of each in its scheme. which will be discussed in this paper. while looking at how these assist the company run into its four ends of: extend leading in nutrient and spirits ;

maximise stockholder value in our portfolio ;
keep our record of constructing new growing concerns ; and
put in topographic point the enablers for a new epoch of growing.

The blending of CS with CSR and TBL can be seen as the development of sustainable direction rules and patterns. and finally the end is non of merely economic growing. but that of a sustainable concern which engages stakeholders and meets their demands through effectual communicating. action and consequences over clip ( Ricart. JE. Rodriguez. MA & A ; Sanchez. P. 2005 ) . Strategy. Business Models and Risk Management

The Business Model and the Strategy of the concern are footings that are frequently used interchangeably. nevertheless there is a distinguishable difference between the two. Osterwalder. Pigneur and Tucci ( 2005 ) depict the differences and relationship between the two constructs as related by the theoretical account being the design for how the house does concern. the scheme the manner it operates and brings the theoretical account to life. Business theoretical accounts can be farther defined as the representation the nucleus logic and strategic picks made to capture value along a value concatenation. but the theoretical account is non scheme ( Shafer. SM. Smith. HJ & A ; Linder. JC. 2005 ) . Strategy is farther defined as the executing of the theoretical account and conveying the programs to life ( Linder. JC & A ; Cantrell. S. 2001 ) .

The concern theoretical account construct provides the footing for the direction of the house to analyze. implement and pass on strategic picks ( Shafer. SM. Smith. HJ & A ; Linder. JC. 2005 ) . A concern theoretical account is an of import tool in specifying the actions of the house. the mission and ends of its really nucleus being and how it delivers value for stakeholders through bringing of the TBL. The theoretical account defines the value proposition of the house. the stakeholders involved and how they are engaged. the resources utilised and how they are used. the value concatenation and providers. human capital and how all these assorted facets relate. along with external influences upon them. to present a sustainable concern.

Scheme is the execution of the concern theoretical account. it is how the programs and thoughts are brought to life. The concern scheme is frequently referred to as the manner the theoretical account is brought to life and delivers value. It must be stated. nevertheless. that scheme is non the existent executing of the programs ( Martin. R. 2010 ) . Execution and scheme are different in that scheme is the rational construct and executing is the physical bringing of the programs to accomplish ends ( Martin. R. 2010 ) . Where scheme is frequently seen to neglect is that senior direction may present the thoughts without audience and integrating of front-line staff who are closer to stakeholders. clients. providers etc. ( Martin. R. 2010 ) .

Risk Management overlays the constructs of both concern theoretical account and scheme in that it is how the concern anticipates. adapts and reacts to alter. Hazard is defined as an indispensable characteristic of determination devising and answerability ( Benn & A ; Bolton. 2011 ) . McShane. Nair and Rustambekov ( 2011 ) province the grounds hazard direction is of import include “value-increasing benefits of decrease in expected costs related to the followers: revenue enhancement payments. fiscal hurt. underinvestment. asymmetric information. and diversifiable stakeholders” ( pp 643 ) . As such. the writers province that hazard direction is of import in increasing the value of the house.

Newer theories on hazard direction have evolved into Enterprise Risk Management ( ERM ) . and may be said to include eight elements indispensable for accomplishing strategic. operational. coverage and conformity ends ( Arena. M. Arnaboldi. M. & A ; Azzone. G. 2010 ) . These eight elements are 1. Internal environment and how hazards are seen by the house ; 2. Objective scene ; 3. Event designation ; 4. Risk appraisal ; 5. Hazard response ; 6. Control activities ; 7. Information and communicating ; 8. Monitoring and on-going direction.

More late hazard direction has besides begun to look at the importance of repute direction as a portion of the hazard direction model ( Dowling. G. 2006 ) . In the past hazard direction models have merely identified repute direction at the point of crisis and have frequently made it the duty of PR to turn to any events. Dowling ( 2006 ) states that an effectual hazard direction model should besides integrate the on-going acknowledgment of the importance of repute direction and this should be addressed by the board and included in the formal docket of the board.

Woolworths has identified its scheme in its one-year studies and besides has a defined hazard direction scheme. Woolworths besides has a stiff concern theoretical account across the wider group every bit good as single concern units. The balance of this study will place cardinal countries where Woolworths sets out a scheme to obtain its CSR duties to its stakeholders every bit good as obtain its fiscal ends. The treatment will besides discourse how Woolworths may foster its CSR and CS schemes towards making all ends and pull offing cardinal hazards along the manner.

Woolworths Strategic and Operational Approaches

Woolworths sets out a four point scheme in its 2012 Annual Report. these being: 1. Widen our lead in nutrient and spirits
2. Act on our promise to maximize stockholder value
3. Keep our record of constructing new growing
4. Put in topographic point enablers of a new epoch of growing
The undermentioned analysis of Woolworths will discourse cardinal countries of the concern along with the strength and chance. along with a treatment on how the CS of Woolworths may be farther enhanced for each country.



Woolworths has set out an ambitious program to non merely be the biggest retail merchant of nutrient and spirits in the Australian market. but besides to go on to increase its market portion. This is done by an enlargement in the figure of mercantile establishments it has. and in 2012 entirely. 126 new mercantile establishments were opened throughout Australia across the assorted brands the administration operates ( World Wide Web. woolworthslimited. com. gold ) .

This growing is one of the quickest enlargements Woolworths has reported. and is partially driven by the firm’s recent strategic move into hardware retailing. Woolworths programs to quickly increase its presence in the hardware market with 150 new shops in the grapevine over the following five old ages. Supply Chain Control and Environmental Responsibility

Ricart. J. Rodriguez. M & A ; Sanchez. P 2005. ‘Sustainability in the boardroom’ . Corporate Administration. vol. 5. no. 3. pp. 24-41 Sarre. R. 2002. Re-thinking corporate pattern and corporate administration in visible radiation of recent corporate prostrations: Some appraising inquiries and agenda points. Viewed 16 April 2013: hypertext transfer protocol: //www. evaluationcanada. ca/distribution/20021030_sarre_rick. pdf Shafer. S. Smith. H. & A ; Linder. J. 2005. ‘The power of concern models’ . Business Horizons. vol. 48. no. 3. pp. 199-207 Siromon. D. Hitt. M. & A ; Ireland. R. D. . 2007. Pull offing Firm Resources in Dynamic Environments to Create Value: Looking Inside the Black Box. Academy of Management Review. Vol. 32. No. 1. 273–292.

SMH. Heinz Cans Coles. Woolies. as viewed on 15 May 2013 at
hypertext transfer protocol: //www. smh. com. au/business/heinz-cans-coles-woolworths-20110829-1jid6. hypertext markup language

StateStreet Global Investors viewed 18 April 2013: hypertext transfer protocol: //www. spdrs. com. au/etf/fund/fund_holdings_SFY. hypertext markup language

Weber. M 2008. ‘The concern instance for corporate societal duty: A company-level measuring attack for CSR’ . European Management Journal.

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