Honda corporate social responsibility

Bowen’s view of Corporate Social Responsibility (CSR) is hinged on the obligations of the business to undertake actions limited to its objectives and existing societal values (1957). Still, CSR is arguably a substantial way to align the operations of the business with social values which fundamentally gravitate the environmental, and financial objectives of the company. The concept remains one of the most sought for by governments and other institutional stakeholders to ensure the organization is addressing their obligations. The idea of CSR entails business efforts to improve the environment, meet customer expectations as well as contribute to the socio-economic situation in the economy (Koli & Rawat, 2012). Accordingly, concern about CSR reporting to encompass market drivers, community perceptions and stakeholder influence continue to intimated to the accountability initiatives of an organizational (Gruber, Kaliauer & Schlegelmilch, 2017).

According to Aigner (2016), CSR enables an organization to own the environment and social impacts of their activities by acting as a filter. CSR strategies imply a rising demand from employees, customers, and government agencies to monitor the operations of businesses to promote the adoption of only acceptable standards in the organization. Gruber et al. (2017) argue that CSR establishes a methodology through which the competitive advantage and brand protection is initiated by determining possible alternatives of building trust with customers, employees and the communities. Still, Brummet in 1973 determined five clear social indicators of CSR as net income, public, product or service, environmental and human resource contribution. Company background Honda Motors was established in September 1946 by Soichiro Honda. It is a Japanese private company with its headquarters at Minami-Aoyama, Minato-ku, Tokyo.

The current president of Honda is Takahiro Hachigo. Honda has grown over the period since establishment to a total of 440 companies distributed across Europe South and North America, the Middle East, and Africa (Honda 2017). The product lines of Honda include automobiles, motorcycles and power products. However, to effectively underscore the nature of CSR strategies at Honda, I determine the perception of CSR at Honda. The state of CSR at Honda Hua describes Honda’s CSR objective as “a way of contributing to people and society by continuously creating unique products and services from a global perspective. ” Further, Hua maintains that CSR at Honda aims to “create new value, expand value, and fulfill the commitment to the future. [to] seek out a better way, a willingness to rise to the challenges of the future” (2016, p.

Also, by expanding Joys, the company contributes to the realization of goals by “contributing to the local societies. The Earth Dreams Technology which focused on fuel economy, joy and utility objectively sought to address the degradation caused by fuel combustion. The invention of the four strokes exhaust with a low-cost capacity and proper chassis technology addressed transport costs which have been the concern of customers (Hua, 2016, p. Intensive innovation has seen the introduction of a low-cost, compact motorcycle with improvement to address fuel consumption, driving performance and durability even in varied environments. The introduction of the human resource qualification system in 1960 was a timely initiative to send a very aspect of CSR ((Eunmi & Jung, 2018). Hua demonstrated that Honda has a green initiative.

Equally, in 2014, Honda secured a 100% disclosure score for the Carbon Disclosure Project (CDP) where the company was the market leader. Honda’s Vision for 2030 is to realize the sale of electric vehicles comprising two-thirds of its total auto sales with the vision 2050 objective of halving the CO2 emissions relative to the 2000 levels (Honda 2017). Further, Honda surveys customer satisfaction to determine the suitability of their products to meet the needs of customers. Honda has developed the 3P to help liberalize customer satisfaction which includes Premise/Process, People and the Product. This effort is supported by the Customer Relations Center where staffs are trained to handle customers politely, clearly and quickly while delivering similar communication that suits product descriptions (Hau, 2016, p. Honda is intensively taking part in the campaigns against human trafficking.

The policy is implemented in collaboration with the company stakeholders (Uddin et al. Some of the issues include outlawing any form of trafficking whether through fraud, force or coercion, not knowingly adopt any kind of forced labor, or even engage or support the use of child labor in the business. Besides, strict compliance with the existing labor laws such as minimum wage, benefits and working hours. These policies are supported with the zero-tolerance approach of associates or agents who could be breaching the organization’s alternatives (Hau, 2016). , The American Honda Foundation, Honda Classic Cares, the Honda of America Mfg. Foundation, the Honda Canada Foundation and the Honda Marine Science Foundation and Tournament of Races directly impact the society. Other programs that Honda has initiated to gravitate their philosophy of “respect for individual” include their commitment to sustainable production.

The strategies elucidate the company’s efforts to reduce the impact of their operations on the environment. These approaches mainly address waste management, resource conservation and the adoption of energy efficient products (Eunmi & Jung, 2018). The management should improve their marketing approaches through the spread of CSR concerns across their global offices. Focus on CSR should be widespread to include initiatives that address African problems of isolation from the mainstream economic empowerment programs which at present is unsubstantial. iii. Due to the diverse nature of CSR strategies addressed in the case, it is crucial that Honda expands its reporting standards, illustrate its sustainability programs and possible alternatives to enhance transparent reporting to improve organizational performance. iv. Eunmi Mun, & Jiwook Jung. Change above the Glass Ceiling: Corporate Social Responsibility and Gender Diversity in Japanese Firms.