Jeremy 5.2 contemporary business issues
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Lecture4.CorporateSocialResponsibilityandSustainability-Copy1.pptxppt/presentation.xml
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Click to edit Master title style Click to edit Master text styles Second level Third level Fourth level Fifth level Sixth Seventh Eighth Ninth 10/22/2023 ‹#› Copyright © 2020, 2017, 2014 Pearson Education, Inc. All Rights Reserved
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CORP 3543 Contemporary Business Issues Sustainability and the links to Corporate Social Responsibility
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2 Learning Objectives
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3 Sustainability
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Business needs to consider the 3 dimensions when making decisions about their strategy They are all important to the long term sustainability of your business Numerous examples of companies being vilified for issues on the people or planet dimension Triple Bottom Line Paradigm style.visibility style.visibility style.visibility
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Triple Bottom Line Profit Social and environmental sustainability do not exist without economic sustainability Staying in business requires making a profit Alternate measures of success include risk profile, intellectual property, employee morale, and company valuation Social accounting can supplement financial accounting to support economic sustainability
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Triple Bottom Line People Decisions affect people Globalization and outsourcing complicate the task Supplier selection and performance criteria are important Materials must be safe and environmentally responsible Planet The planet’s environment Look for ways to reduce the environmental impact of operations Overarching objective is to conserve scarce resources Carbon footprint and greenhouse gas (G H G) emissions
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What is sustainability? The Brundtland Report for the World Commission on Environment and Development (1992) called for: "Development that meets the needs of the present without compromising the ability of future generations to meet their own needs." Sustainability can be defined as indefinitely maintaining the processes on which living entities depend, irrespective of whether these are natural or human-made, by replacing resources used with resources of equal or greater value without compromising natural ecosystems in any way. style.visibility
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Current Challenges * The current global population is approximately 7 billion and it is estimated it will reach 9.3 billion by 2050. * The supply of freshwater is declining * Many of the foods we eat are increasingly unsustainable e.g. some species of fish have been so overexploited that parts of the ocean that contained millions of fish of particular species are now almost empty of them. There are also challenges with crops like coffee, cocoa, cotton etc. because the climate in many places is no longer as well-suited to those crops. * It is now widely recognised that either we stop climate change or it stops us. https://www.epa.gov/sites/default/files/2016-05/ global_emissions_sector_2015.png style.visibility style.visibility style.visibility style.visibility style.visibility
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NEGATIVE Impact on business * Climate change has many impacts on companies, mainly business risks/challenges * Some sectors are under direct threat e.g. extractors of fossil fuels and producers of energy sourced from coal, oil and ‘dirty’ gas * Climate change can increase business costs, undermine the viability of certain products/services, reduce asset values, increase liability and make businesses less likely to take risks (which can lead to reduced competitiveness) e.g. due to supply shortages and/or disruption, increased difficulty in accessing key resources such as water, increased environmental or other regulation, need for new technologies, changes in markets or the operational impacts of extreme weather events such severe storms, drought, wildfire and flooding leading to damage and higher insurance costs
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Climate change can promote the creation of new and better products and services by creating new business opportunities and drive business forward by fostering competitiveness and opening up new market opportunities. It can make supply chains more resilient, for example by reducing the reliance on price-volatile fossil fuels by shifting to renewable energy sources. Climate change can make companies more efficient e.g. better use of energy and/or water, waste reduction, all of which can reduce costs. Positive Impact on Business style.visibility style.visibility style.visibility style.visibility style.visibility
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Trends and Drivers
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Mega Trends, Drivers
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Risk & mitigation strategies Sustainable energy supply/Carbon capture Autonomous/electric vehicles Location of your suppliers Long-term Food security and Securing your supply Have you considered the impact of your upstream suppliers on the environment, biodiversity… Potential Impacts of Mega trends and drivers (1) Global Warming Major climatic events style.visibility style.visibility
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Global greenhouse emissions
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Paris Climate Summit (December 2015) Governments set own emission targets Review in 2018 and 2023 Wealthier Nations to pay $100bn fund for international action Keep global warming below 1.5 degrees https://www.climate.gov/news-features/understanding-climate/climate-change-global-temperature
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Global Carbon Dioxide Emissions style.visibility
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Collaborating on logistics with others Autonomous/electric vehicles Last mile delivery to consumers Physical network structure - Hubs On-shelf availability & Store Deliveries Vertical/Urban Farming Incentivising people to stay on the farms Potential Impacts of Mega trends and drivers (2) Air Pollution & Urbanisation Restrictions on transport Outdoor Air pollution - Acid Rain Global Warming Smog Depletion of the ozone layer Serious respiratory illnesses style.visibility style.visibility
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Urbanisation http://nordpil.com/go/resources/world-database-of-large-cities/
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Migration to cities Millions style.visibility
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Food Fraud Alternative sources of supply Water foot-printing/Reduce-Recycling of water R&D to develop better water Mgmt systems & resistant crops Potential Impacts of Mega trends and drivers (3) Water Stress Failed Harvests style.visibility style.visibility
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The earth is 70.8% water and 29.2% Land. Of all the water 97% is salt water By 2050, 40% of the World will live in water scarce regions The latest predictions are that by 2030 the global demand for freshwater will exceed supply by 40%, and global food prices will double.” Guardian 24/4/12 Value of water https://www.youtube.com/watch?v=7hvj8EoFz5E
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Water stress map
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Deforestation Humans depend on forests for building materials, fuel, medicines, chemicals, food, employment and recreation. Deforestation - Adds to soil erosion problems. Plays a key role in global warming ; Felled trees can no longer absorb carbon dioxide. Dead trees release it into the atmosphere. Accounts for 20% of global carbon emissions – more than the world’s trains, boats and planes combined.
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Oceans and Fisheries Watershed - an area that drains to a common waterway. We all live in a watershed. Trillions of gallons of sewage & industrial waste are dumped into marine waters each year. These & other pollutants do significant damage coastal ecosystems, resulting in shellfish bed closures, seafood-related illnesses, and reduced shoreline protection from floods and storms. Once inconceivable, now 85% of the world’s fisheries are at capacity, over capacity or have collapsed . The oceans are running out of fish to meet human needs. Conservation efforts have helped some species recover, and such efforts continue.
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Need to produce more & reduce waste Innovation in products & processes Vertical/Urban farms in cities (subways) New direct to Consumer offers/channels Changing retail landscape Sharing/Circular Business Models Potential Impacts of Mega trends and drivers (4) Population Growth Where the growth is happening Changing Consumer Demands Increasing disposable incomes style.visibility style.visibility
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Population map
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Aging Population Limited a ccess to food/water New product & service development Customised meals for consumers Legislation (e.g. Sugar tax…) New routes to market style.visibility style.visibility
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Potential Impacts of Mega trends and drivers (5 & 6) Child Labour Modern Day Slavery Bribery The Internet of Things The Cloud Big Data Analytics Wearable Technology style.visibility style.visibility
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The NIMBY Problem Not in my Backyard (NIMBY) Denial of responsibility for misuse of the environment. The origins of environmental pollution not identified as the sources of the problem, so no action is taken. A NIMBY attitude avoids or denies the root cause of the damage .
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The Impact of Business on the Natural Environment The Top Ten fundamental environmental issues: Climate Change Energy Water Biodiversity and Land Use Chemicals, Toxics, and Heavy Metals Air Pollution Waste Management Ozone Layer Depletion Oceans and Fisheries Deforestation
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Role of Governments in Environmental Issues Governments have a major roles in environment issues: develop habitable lands , protect, tax, and zone natural environment-based areas, exercise regulatory control over environmental use.
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Business vs. Sustainable Development The economic dimension is too strong Capitalism is king Threat: Profit reduction Short-term vs. long term Government Involvement Neo-liberalism Initiatives cost money Taxes: Vote loser! style.visibility ppt_x ppt_y style.visibility ppt_x ppt_y style.visibility ppt_x ppt_y style.visibility ppt_x ppt_y style.visibility ppt_x ppt_y
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Chocolate Manufacturing and Sustainability Chocolate factories need clean pipes, free of sticky chocolatey residue. Traditionally, pipework has been cleaned by dismantling the equipment and manually scraping/brushing the equipment and/or using butter and oil to remove residue. This is time-consuming, tedious and wasteful, it slows down production and uses significant levels of resources e.g. water. Now a plug known as a ‘pig’ propelled by filtered air, Co2, nitrogen, clean water or the next product cleans the pipes by pushing product residue out of the pipes. It significantly reduces waste, consumption of butter/oil, and water. This is also used in the manufacture of drinks, food, cosmetics and paint. style.visibility style.visibility style.visibility style.visibility style.visibility style.visibility style.visibility style.visibility style.visibility
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The Deloitte Autumn 2019 European Chief Financial Officers survey* investigated how companies perceive the issue of climate change. It asked 1,200 financial executives across Europe the extent to which their companies felt pressure to act on climate change and what they were doing in response to this. The survey found that: Most companies come under pressure from various stakeholders (mainly clients and customers, but also from employees, regulators, civil society and investors) to act on climate change. However, there is huge variation in how much pressure they feel. About 30% of executives did not perceive significant pressure from anyone to act on climate change! For 19% of survey respondents the pressure comes from only one or two stakeholders (usually regulators and civil society). Larger companies (i.e. with annual revenues of more than €1 billion) were more likely to feel the pressure from several sides, with 61% of CFOs reporting that they felt under pressure from three or more stakeholders to act on climate change. * See https://www2.deloitte.com/us/en/insights/topics/strategy/impact-and-opportunities-of-climate-change-on-business.html Business and Climate Change style.visibility style.visibility
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Business has a big role to play. To name a few, the key environmental issues exacerbated by business include: Climate Change Energy Water Biodiversity and Land Use Chemicals, Toxics, and Heavy Metals Air Pollution Waste Management Ozone Layer Depletion Oceans and Fisheries Deforestation The Financial Times (2020)* reports that “in 2018 the commercial sector was responsible for 18 per cent of CO2 emissions, just behind homes. In the same year, US industry accounted for more than a fifth of greenhouse-gas emissions (…) In its 2019 progress report, the UK committee on climate change said: “It will be businesses that primarily deliver the net-zero target and provide the vast majority of the required investment”.” https://www .ft.com/content/7ab0bfb0-b37c-463d-b132-0944b6fe8e8b Negative Impact Of Business On The Environment style.visibility style.visibility
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36 CSR Corporate Social Responsibility
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There are dozens of definitions – Dahlsrud (2006) analysed 37 but there are many more. “ Corporate Social Responsibility is a management concept whereby companies integrate social and environmental concerns in their business operations and interactions with their stakeholders . CSR is generally understood as being the way through which a company achieves a balance of economic, environmental and social imperatives (“Triple-Bottom-Line-Approach”), while at the same time addressing the expectations of shareholders and stakeholders. (…) it is important to draw a distinction between CSR, which can be a strategic business management concept, and charity, sponsorships or philanthropy. Even though the latter can also make a valuable contribution to poverty reduction, will directly enhance the reputation of a company and strengthen its brand, the concept of CSR clearly goes beyond that.” ( United Nations Industrial Development Organization , 2021) What Is Corporate Social Responsibility? style.visibility style.visibility style.visibility style.visibility style.visibility
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Corporate Social Responsibility Is the continuing commitment by business to behave ethically & contribute to economic development while improving the quality of life of the workforce & their families as well as of the local community and society at large ” Companies integrate social and environmental concerns in their business operations and in their interaction with their stakeholders on a voluntary basis (European Commission) The obligation of organisation management to make decisions and take actions that will enhance the welfare and interests of society as well as the organisation ” (Daft, Kendrick & Vershinina ).
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Measurement of CSR The scale and nature of the benefits of CSR vary depending on the nature and type of the enterprise. Literature suggests organisations might evaluate their performance using financial measures (e.g. Deming's Fourteen Points, balanced scorecards) ISO 14000 environmental management standards help organisations minimise how their operations negatively affect the environment (air, water, or land), comply with applicable laws, regulations, & other environmental requirements
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Social Responsibility & Economic Performance Social responsibility can sometimes cost a company significantly if it chooses to be socially responsible Sometimes it does pay to be socially responsible S ocially responsible behaviour may be “the right thing to do,” but it does not guarantee profitability style.visibility style.visibility style.visibility style.visibility
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CSR in the UN https://www.unido.org/our-focus/advancing-economic-competitiveness/competitive-trade-capacities-and-corporate-responsibility/corporate-social-responsibility-market-integration/what-csr style.visibility style.visibility
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CSR in UN (Projects) https://www.unido.org/our-focus/advancing-economic-competitiveness/competitive-trade-capacities-and-corporate-responsibility/corporate-social-responsibility-market-integration/csr-projects style.visibility
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CSR in World Bank
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CSR in World Bank (2)
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CSR Index The Corporate Responsibility Index (CRI) is a management and benchmarking tool produced by UK’s Business in the Community (BITC). It was developed in collaboration with BITC’s corporate members. It is designed to assist managers enhance their CSR performance and to allow benchmarking of companies on certain aspects of CSR. https://link.springer.com/referenceworkentry/10.1007/978-3-642-28036-8_262 style.visibility
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CSR Theories CSR theories essentially discuss how and why firms should or should not behave ethically and what ethical behaviour could/should look like. There is a multitude of different theories and different ways of classifying them. Theories can be described as instrumental, utilitarian, consequentialist, political, deontological, integrative, ethical etc. In some cases, interpretations vary. Various authors also use different names for theories relating to CSR e.g. Corporate Social Performance Theory, Shareholder Value Theory, Fiduciary Capitalism Theory, Stakeholder Theory, Corporate Citizenship Theory, Legitimacy Theory, Political Economy Theory etc. Here we will focus on the following approaches to CSR: instrumental/shareholder ii) integrative and, iii) ethical/stakeholder style.visibility style.visibility style.visibility style.visibility style.visibility style.visibility
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Milton Friedman, Michael Porter & Mark Kramer are among the most famous authors taking an instrumental position on CSR. Friedman argued that the social responsibility of business is to increase its profits i.e. a company has no social responsibility to the public or society; its responsibility is to its shareholders. Shareholders are the owners of a company therefore corporate profits belong to shareholders. Manager of a company are agents of the shareholders and have a moral obligation to manage the firm in the interest of the shareholders i.e. to maximise shareholder wealth. So, according to this theory, a firm should not, for example, spend corporate resources on protecting the environment (beyond what is legally required), or provide higher wages/better conditions for employees (beyond legal/market requirements) as this is not a legitimate use of shareholders’ money. Not everyone agrees with Friedman’s approach to corporate responsibility. A key consideration in different theories is the distinction between shareholder and stakeholder. The Friedman Doctrine (Instrumental Shareholder Theory) style.visibility style.visibility style.visibility
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Stakeholders hold a stake in a company and are affected by its activities. For example they include a company’s employees, the communities where they are based, their shareholders, their investors, their suppliers and their customers. Shareholders hold units of shares in a company. All shareholders are stakeholders but not all stakeholders are shareholders. Stakeholders vs Shareholders
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The Shareholder/Stakeholder Iceberg
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Integrative CSR theories focus on the integration of social demands ( Garriga and Melé 2004) and use elements of issues/stakeholder management, public responsibility and corporate social performance. According to these theories, businesses should integrate social demands as business depends on society for continuity/growth/its very existence. One of the key proponents of this approach is Archie Carroll who developed the concept of the ‘CSR pyramid’ in 1991 to argue how and why organisations should meet their social responsibilities. According to Carroll, c orporations have to fulfil responsibility at four levels: “Corporate social responsibility encompasses the economic, legal, ethical, and discretionary (philanthropic) expectations that society has of organizations at a given point in time” (Carroll 1979, 1991) Integrative Approach to CSR style.visibility style.visibility style.visibility
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The philosopher/business academic Edward Freeman argues that a company’s duty is to satisfy its stakeholders (i.e. all those affected by the company and its operations) and not just those who own shares in the company. Freeman emphasised the notion of responsible capitalism based on the notion that a firm cannot be successful without positive engagement with all its stakeholders. It can achieve short-term profit but not long-term success and may go out of business if stakeholders become dissatisfied. But is it possible/realistic to please all stakeholders? For many firms, their stakeholders are just too broad to realistically manage. The Ethical/Stakeholder Approach To CSR style.visibility style.visibility
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The J Sainsbury Plc Annual Report (2020) defines corporate responsibility and sustainability as “The need to act responsibly in managing our impact on a range of stakeholders: customers, colleagues, shareholders, suppliers, the community and the environment.” (p.211) It states that: “The Board has always deeply engaged with the Company’s vision, values and goals recognising that they (…) help us strengthen relationships with our key stakeholders. We have 172,000 colleagues, over 28 million customer transactions a week, 114,000 shareholders, and we source over 48,000 Sainsbury’s branded products from more than 87 countries.” (p.15) Sainsbury’s Stakeholders
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Because for many firms their stakeholders are just too broad to realistically manage, some element of prioritization has to take place. Stakeholder management is a key part of a firm’s successful CSR policy. Prioritising Stakeholders for CSR
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https://www.unilever.com/planet-and-society/sustainability-reporting-centre/our-material-issues/ Unilever Map of Key Stakeholders
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Key Points To summarise key points so far: Current and future generations face enormous sustainability challenges The private sector has a key role to play in addressing this situation, and there is both a compelling business and moral case for doing so. Many firms now recognise the notion of social and environmental impact and factor this into their operations and reporting However, opinions are divided as to how far firms should go and there are multiple academic theories seeking to explain, delineate and/or prescribe what CSR is and does. These revolve around a broad variety of concepts such as shareholders, stakeholders, utilitarianism, growth, politics, business responsibility, ethics etc. But how applicable is the literature on business ethics and sustainability? style.visibility style.visibility style.visibility
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John Elkington Edward Freeman Milton Friedman Mark Kramer and Michael Porter Archie Carroll Elisabet Garriga Domènec Melé Alexander Dahlsrud
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Howard Bowen, an American economist, is often cited as the “father of CSR” because of a book he published in 1953 titled Social Responsibilities of the Businessman . Some authors claim that CSR emerged in the US in the 1970s when the concept of the ‘social contract’ between business and society was declared by the Committee for Economic Development. But did Western 20 th century scholars actually just invent labels and theories for practices that had been taking place for millennia? Is CSR really a Western concept? “evidences of businesses seeking to improve society, the community, or particular stakeholder groups may be traced back hundreds of years (Carroll et al. 2012) (…) Much of the literature addressing CSR and what it means began in the United States; however, evidences of its applications, often under different names, traditions, and rationales, has been appearing around the world.” (Carroll 2016) Is CSR Theory Biased? Howard Bowen style.visibility style.visibility style.visibility
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Historically, people have discussed CSR (under a different name) for well over 2000 years! E.g. the philosophers Aristotle (384BC-322BC) and Plato (around 425BC-around 348BC) wrote extensively about business ethics. According to Aristotle, businesses are ‘mini-societies’ which should ultimately be geared towards serving the state and society – not profit. “Africa is a paradox which illustrates and highlights neo-colonialism. Her earth is rich, yet the products that come from above and below the soil continue to enrich, not Africans predominantly, but groups and individuals who operate to Africa’s impoverishment” (Kwame Nkrumah,1965, “Neo-colonialism: The Last Stage of Imperialism” ). Business Ethics – A Historical/Cultural Perspective Kwame Nkrumah style.visibility style.visibility
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Are There Non-western Concepts of CSR? Mahatma Gandhi discussed corporate responsibility and business ethics over several decades of the 20 th century. He argued that 7 things would destroy us: Politics without principles Wealth without work Pleasure without conscience Knowledge without character Commerce without morality Science without humanity Worship without sacrifice He put forward a ‘trusteeship model’ whereby the wealth created by people and organisations is being held in trust for society. Society and the individual benefit each other and thus must share with each other. According to this doctrine, businesses are socio-economic institutions run and owned according to a trustee model with a very diluted notion of shareholding. Commercial success must honour ethical values, respect people, communities and the natural environment. Mahatma Gandhi style.visibility style.visibility style.visibility style.visibility style.visibility style.visibility style.visibility style.visibility style.visibility style.visibility
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Gandhi has been hugely influential not just conceptually but practically. He is a key reference point for many Indian activists working on CSR related issues. In 2014 Kailash Satyarthi, who is estimated to have rescued over 80,000 children from exploitation, cited him as one of his influences in his Nobel Peace Prize acceptance speech. In 2013 India passed new laws to become the first country in the world to introduce statutory Corporate Social Responsibility. Under section 135 of the Companies Act, 2013 and Companies (Corporate Social Responsibility) rules, 2014, it is mandatory for companies of a certain turnover and profitability to spend two percent of their average net profit for the past three years on CSR. CSR in India Kailash Satyarthi style.visibility
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Visser (2011) argues that CSR is not the same the world over. Are Western theories suited to the African context? Lutz (2019) argues that: “It is difficult for managers to increase their effectiveness when they are taught management theories that contradict their cultures…When the firm is understood as a community, the purpose of management is neither to benefit one collection of individuals, as shareholder-value- maximisation theories claim, nor to benefit several collections of individuals, as stakeholder theories tell us, but to benefit the community, as well as the larger communities of which it is a part. In most African business schools, the doctrine that ‘the defining purpose of business is maximizing owner value over the long term by selling goods or services’ (…) contradicts African cultures.” (Lutz, 2019, p. 318, cited in Adeleye et al (2019)) There is a growing body of literature on African indigenous philosophy and ethics across multiple disciplines , including business ethics, leadership and organisational behaviour, cross-cultural management and cultural political economy (Metz, 2018; Edozie , 2017; Amaeshi and Idemudia , 2015; West, 2014; Newenham-Kahindi , 2009; Lutz, 2009) and including concepts such as Ubuntu, Indaba, and Kgotla. ( Adeleye et al 2019) Is the Notion of CSR Globally Applicable? style.visibility style.visibility style.visibility
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“Carroll’s CSR Pyramid is probably the most well-known model of CSR” (Visser, 2006). However, Carroll himself now admits that when it was developed “it was clearly done with American-type capitalistic societies in mind.” (Carroll 2016) Visser (2011) revisited Carroll’s pyramid focusing on developing countries and argued that the order of the CSR layers in the ‘classic’ Carroll pyramid is not suited to many contexts, especially Africa. According to Visser, economic responsibility in developing countries still gets the most emphasis but philanthropy is given second highest priority (followed by legal and then ethical responsibilities). Visser also argues that “each region, country or community has a different set of drivers of CSR. Among the “ glocal ” (global + local) drivers of CSR, (…) cultural tradition, political reform, socio-economic priorities, governance gaps, and crisis response are among the most important” (Visser 2011 , p. 269, cited in Carroll 2016). Carroll’s CSR Pyramid Revisited style.visibility style.visibility
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63 References Sarkis, J., Zhu, Q. And Lai, K., 2011. An Organizational Theoretic Review Of Green Supply Chain Management Literature. International Journal Of Production Economics, 130(1), Pp. 1. Linton, J.D., Klassen, R. And Jayaraman, V. (2007), "Sustainable Supply Chains: An Introduction", Journal Of Operations Management, Vol. 25 No. 6, Pp. 1075-82. Hopkins, M.S., 2010. The Four-point Supply Chain Checklist: How Sustainability Creates Opportunity. Mit Sloan Management Review, 51(4), Pp. 65-69. United Nations, (1987) Report Of The World Commission On Environment And Development: Our Common Future, Brundtland Commission Report Triple Bottom Line Elkington, J. (2004), The Triple Bottom Line: Does It All Add Up?, Earthscan, London. Heizer, J., (2018), Operations Management, Pearson, 13 th Edition. Carroll, A.B., 1991. The Pyramid Of Corporate Social Responsibility: Toward The Moral Management Of Organizational Stakeholders. Business Horizons, 34(4), Pp. 39 Green,kenneth W.,,Jr , Zelbst , P.J., Meacham, J. And Bhadauria , V.S., 2012. Green Supply Chain Management Practices: Impact On Performance. Supply Chain Management, 17(3), Pp. 290-305. Blanco, E. And Cottrill , K., 2014. Delivering On The Promise Of Green Logistics. Mit Sloan Management Review, 55(2), Pp. 1-6. Rossi, S., Colicchia , C., Cozzolino, A. And Martin, C., 2013. The Logistics Service Providers In Eco-efficiency Innovation: An Empirical Study. Supply Chain Management, 18(6), Pp. 583-603. Crainer , S., 2013. Squaring The Circle. Business Strategy Review, 24(4), Pp. 13-19. Wilson, M.C., 2013. A Critical Review Of Environmental Sustainability Reporting In The Consumer Goods Industry: Greenwashing Or Good Business? Journal Of Management And Sustainability, 3(4), Pp. 1-13 Bovee , C and Thill, J. (2007) Business in Action, 4 th Intl Edition, New Jersey: Prentice Hall. Daft, R., Kendrick, M. And Vershinina , N. (2011) Management Intl edn , Andover: South Western Cengage Learning. Carroll, A.B. (1979) “A three dimensional conceptual model of corporate social performance” Academy of Management Review, 4 (4): 497-505. Mintzberg, H, The Case for Corporate Social Responsibility, The Journal of Business Strategy.
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‹#› Text Second level Third level Fourth level Fifth level Sixth level Seventh level Eight level Ninth level Click to edit Master title style Content/text Second level Third level Fourth level Fifth level Sixth level Seventh level Eight level Ninth level
ppt/slideLayouts/slideLayout9.xml
Text Second level Third level Fourth level Fifth level Sixth level Seventh level Eight level Ninth level ‹#› Text Second level Third level Fourth level Fifth level Sixth level Seventh level Eight level Ninth level Click to edit Master title style
ppt/slideLayouts/slideLayout10.xml
‹#› Click ‘Insert Image’ from the Brandmaker ribbon Text Second level Third level Fourth level Fifth level Sixth level Seventh level Eight level Ninth level Click to edit Master title style
ppt/slideLayouts/slideLayout11.xml
‹#› Text Second level Third level Fourth level Fifth level Sixth level Seventh level Eight level Ninth level
ppt/slideLayouts/slideLayout12.xml
Text Second level Third level Fourth level Fifth level Sixth level Seventh level Eight level Ninth level ‹#›
ppt/slideLayouts/slideLayout13.xml
‹#› Click icon to add video
ppt/slideLayouts/slideLayout14.xml
‹#› Content/text Second level Third level Fourth level Fifth level Sixth level Seventh level Eight level Ninth level Content/text Second level Third level Fourth level Fifth level Sixth level Seventh level Eight level Ninth level Content/text Second level Third level Fourth level Fifth level Sixth level Seventh level Eight level Ninth level Content/text Second level Third level Fourth level Fifth level Sixth level Seventh level Eight level Ninth level Content/text Second level Third level Fourth level Fifth level Sixth level Seventh level Eight level Ninth level Content/text Second level Third level Fourth level Fifth level Sixth level Seventh level Eight level Ninth level Click to edit Master title style
ppt/slideLayouts/slideLayout15.xml
‹#› Click to edit Master title style
ppt/slideLayouts/slideLayout16.xml
Click to edit Master title style
ppt/slideLayouts/slideLayout17.xml
Divider Title Second level Third level Fourth level Fifth level Sixth level Seventh level Eight level Ninth level ‹#› © [YEAR] [Copyright text]
ppt/slideLayouts/slideLayout18.xml
Divider Title Second level Third level Fourth level Fifth level Sixth level Seventh level Eight level Ninth level ‹#› © 2019 Grant Thornton UK LLP.
ppt/slideLayouts/slideLayout19.xml
Click to add name Click to add position or firm Click to edit Master title style
ppt/slideLayouts/slideLayout20.xml
© 2019 Grant Thornton UK LLP. ‘Grant Thornton’ refers to the brand under which the Grant Thornton member firms provide assurance, tax and advisory services to their clients and/or refers to one or more member firms, as the context requires. Grant Thornton UK LLP is a member firm of Grant Thornton International Ltd (GTIL). GTIL and the member firms are not a worldwide partnership. GTIL and each member firm is a separate legal entity. Services are delivered by the member firms. GTIL does not provide services to clients. GTIL and its member firms are not agents of, and do not obligate, one another and are not liable for one another’s acts or omissions. grantthornton.co.uk
ppt/tags/tag2.xml
ppt/media/image1.jpeg
ppt/tags/tag3.xml
ppt/tags/tag4.xml
ppt/tags/tag5.xml
ppt/tags/tag6.xml
ppt/tags/tag7.xml
ppt/tags/tag8.xml
ppt/tags/tag9.xml
ppt/tags/tag10.xml
ppt/tags/tag11.xml
ppt/tags/tag12.xml
ppt/tags/tag13.xml
ppt/tags/tag14.xml
ppt/tags/tag15.xml
ppt/tags/tag16.xml
ppt/tags/tag17.xml
ppt/tags/tag18.xml
ppt/tags/tag19.xml
ppt/tags/tag20.xml
ppt/tags/tag21.xml
ppt/tags/tag22.xml
ppt/tags/tag23.xml
ppt/tags/tag24.xml
ppt/tags/tag25.xml
ppt/tags/tag26.xml
ppt/tags/tag27.xml
ppt/tags/tag28.xml
ppt/tags/tag29.xml
ppt/tags/tag30.xml
ppt/tags/tag31.xml
ppt/tags/tag32.xml
ppt/tags/tag33.xml
ppt/tags/tag34.xml
ppt/tags/tag35.xml
ppt/tags/tag36.xml
ppt/tags/tag37.xml
ppt/tags/tag38.xml
ppt/tags/tag39.xml
ppt/tags/tag40.xml
ppt/tags/tag41.xml
ppt/tags/tag42.xml
ppt/tags/tag43.xml
ppt/tags/tag44.xml
ppt/tags/tag45.xml
ppt/tags/tag46.xml
ppt/tags/tag47.xml
ppt/tags/tag48.xml
ppt/tags/tag49.xml
ppt/tags/tag50.xml
ppt/tags/tag51.xml
ppt/tags/tag52.xml
ppt/tags/tag53.xml
ppt/tags/tag54.xml
ppt/tags/tag55.xml
ppt/tags/tag56.xml
ppt/tags/tag57.xml
ppt/tags/tag58.xml
ppt/tags/tag59.xml
ppt/tags/tag60.xml
ppt/tags/tag61.xml
ppt/tags/tag62.xml
ppt/tags/tag63.xml
ppt/tags/tag64.xml
ppt/tags/tag65.xml
ppt/tags/tag66.xml
ppt/tags/tag67.xml
ppt/tags/tag68.xml
ppt/tags/tag69.xml
ppt/tags/tag70.xml
ppt/tags/tag71.xml
ppt/tags/tag72.xml
ppt/tags/tag73.xml
ppt/tags/tag74.xml
ppt/tags/tag75.xml
ppt/tags/tag76.xml
ppt/tags/tag77.xml
ppt/tags/tag78.xml
ppt/tags/tag79.xml
ppt/tags/tag80.xml
ppt/tags/tag81.xml
ppt/tags/tag82.xml
ppt/tags/tag83.xml
ppt/tags/tag84.xml
ppt/tags/tag85.xml
ppt/media/image2.png
ppt/tags/tag86.xml
ppt/tags/tag87.xml
ppt/tags/tag88.xml
ppt/tags/tag89.xml
ppt/tags/tag90.xml
ppt/tags/tag91.xml
ppt/tags/tag92.xml
ppt/media/image3.jpeg
ppt/media/image4.emf
ppt/media/image5.png
ppt/tags/tag93.xml
ppt/tags/tag94.xml
ppt/tags/tag95.xml
ppt/tags/tag96.xml
ppt/media/image6.png
ppt/slideLayouts/slideLayout21.xml
Click to edit Master title style Click to edit Master subtitle style 22/10/2023 ‹#›
ppt/slideLayouts/slideLayout22.xml
Click to edit Master title style Edit Master text styles Second level Third level Fourth level Fifth level 22/10/2023 ‹#›
ppt/slideLayouts/slideLayout23.xml
Click to edit Master title style Edit Master text styles 22/10/2023 ‹#›
ppt/slideLayouts/slideLayout24.xml
Click to edit Master title style Edit Master text styles Second level Third level Fourth level Fifth level Edit Master text styles Second level Third level Fourth level Fifth level 22/10/2023 ‹#›
ppt/slideLayouts/slideLayout25.xml
Click to edit Master title style Edit Master text styles Edit Master text styles Second level Third level Fourth level Fifth level Edit Master text styles Edit Master text styles Second level Third level Fourth level Fifth level 22/10/2023 ‹#›
ppt/slideLayouts/slideLayout26.xml
Click to edit Master title style 22/10/2023 ‹#›
ppt/slideLayouts/slideLayout27.xml
22/10/2023 ‹#›
ppt/slideLayouts/slideLayout28.xml
Click to edit Master title style Edit Master text styles Second level Third level Fourth level Fifth level Edit Master text styles 22/10/2023 ‹#›
ppt/slideLayouts/slideLayout29.xml
Click to edit Master title style Click icon to add picture Edit Master text styles 22/10/2023 ‹#›
ppt/slideLayouts/slideLayout30.xml
Click to edit Master title style Edit Master text styles Second level Third level Fourth level Fifth level 22/10/2023 ‹#›
ppt/slideLayouts/slideLayout31.xml
Click to edit Master title style Edit Master text styles Second level Third level Fourth level Fifth level 22/10/2023 ‹#›
ppt/theme/theme2.xml
ppt/slideLayouts/slideLayout32.xml
Click to edit Master title style Click to edit Master subtitle style 22/10/2023 ‹#›
ppt/slideLayouts/slideLayout33.xml
Click to edit Master title style Edit Master text styles Second level Third level Fourth level Fifth level 22/10/2023 ‹#›
ppt/slideLayouts/slideLayout34.xml
Click to edit Master title style Edit Master text styles 22/10/2023 ‹#›
ppt/slideLayouts/slideLayout35.xml
Click to edit Master title style Edit Master text styles Second level Third level Fourth level Fifth level Edit Master text styles Second level Third level Fourth level Fifth level 22/10/2023 ‹#›
ppt/slideLayouts/slideLayout36.xml
Click to edit Master title style Edit Master text styles Edit Master text styles Second level Third level Fourth level Fifth level Edit Master text styles Edit Master text styles Second level Third level Fourth level Fifth level 22/10/2023 ‹#›
ppt/slideLayouts/slideLayout37.xml
Click to edit Master title style 22/10/2023 ‹#›
ppt/slideLayouts/slideLayout38.xml
22/10/2023 ‹#›
ppt/slideLayouts/slideLayout39.xml
Click to edit Master title style Edit Master text styles Second level Third level Fourth level Fifth level Edit Master text styles 22/10/2023 ‹#›
ppt/slideLayouts/slideLayout40.xml
Click to edit Master title style Click icon to add picture Edit Master text styles 22/10/2023 ‹#›
ppt/slideLayouts/slideLayout41.xml
Click to edit Master title style Edit Master text styles Second level Third level Fourth level Fifth level 22/10/2023 ‹#›
ppt/slideLayouts/slideLayout42.xml
Click to edit Master title style Edit Master text styles Second level Third level Fourth level Fifth level 22/10/2023 ‹#›
ppt/theme/theme3.xml
ppt/slideLayouts/slideLayout43.xml
Click to edit Master subtitle style 22/10/2023 ‹#› Click to edit Master title style
ppt/slideLayouts/slideLayout44.xml
Click to edit Master title style 22/10/2023 ‹#› Click to edit Master text styles Second level Third level Fourth level Fifth level
ppt/slideLayouts/slideLayout45.xml
Click to edit Master title style Click to edit Master text styles 22/10/2023 ‹#›
ppt/slideLayouts/slideLayout46.xml
Click to edit Master title style 22/10/2023 ‹#› Click to edit Master text styles Second level Third level Fourth level Fifth level Click to edit Master text styles Second level Third level Fourth level Fifth level
ppt/slideLayouts/slideLayout47.xml
Click to edit Master title style Click to edit Master text styles Click to edit Master text styles 22/10/2023 ‹#› Click to edit Master text styles Second level Third level Fourth level Fifth level Click to edit Master text styles Second level Third level Fourth level Fifth level
ppt/slideLayouts/slideLayout48.xml
Click to edit Master title style 22/10/2023 ‹#›
ppt/slideLayouts/slideLayout49.xml
22/10/2023 ‹#›
ppt/slideLayouts/slideLayout50.xml
Click to edit Master title style Click to edit Master text styles 22/10/2023 ‹#› Click to edit Master text styles Second level Third level Fourth level Fifth level
ppt/slideLayouts/slideLayout51.xml
Click to edit Master title style Click to edit Master text styles 22/10/2023 ‹#› Click icon to add picture
ppt/slideLayouts/slideLayout52.xml
Click to edit Master title style Click to edit Master text styles Second level Third level Fourth level Fifth level 22/10/2023 ‹#›
ppt/slideLayouts/slideLayout53.xml
Click to edit Master title style Click to edit Master text styles Second level Third level Fourth level Fifth level 22/10/2023 ‹#›
ppt/theme/theme4.xml
ppt/media/image7.jpeg
ppt/slideLayouts/slideLayout54.xml
Click to edit Master title style Click to edit Master subtitle style 10/22/2023 ‹#›
ppt/slideLayouts/slideLayout55.xml
Click to edit Master title style Click to edit Master text styles Second level Third level Fourth level Fifth level 10/22/2023 ‹#›
ppt/slideLayouts/slideLayout56.xml
Click to edit Master title style Click to edit Master text styles 10/22/2023 ‹#›
ppt/slideLayouts/slideLayout57.xml
Click to edit Master title style Click to edit Master text styles Second level Third level Fourth level Fifth level Click to edit Master text styles Second level Third level Fourth level Fifth level 10/22/2023 ‹#›