Corporate Social Responsibility and Environmental Protection at Jaguar Land Rover

The increasing significance of sustainable development and benefits attached to Corporate Social Responsibility (CSR) require organizations to adopt production processes which adhere to environmental aspects such as waste management (Habakukand Gurvits, 2016).The surroundings of many manufacturing companies such as GlaxoSmithKlinehave deteriorated to the extent that investors consider environmental management as an irreplaceable component of modern corporate governance. In fact, it is a concept used in companies to improve market reputation and develop sustainable business-stakeholder relationships(Lin and Liu, 2011).Jaguar Land Rover (JLR) is UK’s leading automobile manufacturer and one of the best global brands. The company has maintained business sustainability for a long time, a factor which has propelled it to huge profits hence success. Nonetheless, the manufacture is a strong advocate for creativity and innovation which serve as the major drivers for sustainability (Utterbackand Abernathy1975).According to (Haigh 2017), a strong brand not only attracts customers, motivates employees and builds loyalty, but it also makes money.In other words, the development of a super brand is reliant on three factors: innovation, creativity and sustainability. The paper analyses how well JLR incorporates the three concepts in its operations with respect to environmental protection and sustainability.

Background

In relation to the rapidly-growing population, the concepts of material reuse and zero discharge have gotten the attention of more environmental activists, legislators and investors. Of late, there has been an alarming increase in environmental pollutions such as soil, water and air. As an illustration, British’s household brands such as Shell and BP have failed to effectively recycle their waste products and set the right resource utilisation frameworks. These poorly-managed wastes have led to unmanaged pollutants such as carbon dioxide and Dioxin, causing serious harm to living things such as human beings and aquatic life. Nevertheless, there is increased global warming anddestabilisationof ecosystems (Brahma, 2008).These global issues have severely impacted almost every aspect of life on earth.

Different interest groups have suggested and adopted varying mechanisms to safeguard the environment. For instance, the European Union has developed and enforced legislations which promote sustainable development and minimize the wastage of non-renewable resources. Case in point, the adopted ISO 14001 standard details the requirements for environmental management systems used to develop environmental objectives and policies (Habakukand Gurvits, 2016). Another commonly used instrument is the Eco-Management and Audit Scheme instrument (EMAS). Even though most industries have implemented mechanisms to protect the environment, the remaining corporations have shown reluctance in flowing suit despite making profits running into billions of dollars. Owing to instances such as rising global temperatures and rapid extinction of species, it is now clear that all organizations must unanimously fight to protect the ecosystem. As will be evidenced in the subsequent discussions, JLR had a number of environmental protection frameworks to choose from before it arrived at a working solution.

Alternatives

In the fight against environmental degradation and poor waste management, manufacturers have a wide range of alternatives to choose from. The only complexity is finding the best fit which will not result into extra costs. In the article, ‘Top 10 emerging environmental technologies, the change frameworks JLR pursued comprise water desalination to increase water resources, adopting ‘H’ power (producing vehicles powered with hydrogen fuel cells), conversion/usage of ocean thermal energy, powering its factories from energy harnesses from waves and dumping carbon dioxide in used oil wells and reservoirs before it reaches the atmosphere (Goudarzi, 2007).On the other hand, policy makers should develop and implement resource and waste limits allowable to any given company (Davidson, 2000). Despite these wonderful suggestions, companies such as JLR cannot implement them because they are not ‘cost effective and workable’ interventions. Apart from the strong financial muscle JLR will need to implement these systems, the manufacture also lacks the resources, technology, skills-set and infrastructure to install these options. For instance, the ‘H’ power concept cannot be used because it is not cost-effective to manufacture hydrogen for use in a firm with the calibre like JLR’s.Davidson discredits the imposition of limits because analysing the social structures of consumption and production provides better environmental understanding of ways to prevent destruction than imposing limits (Davidson, 2000). In summary, these are great ideas on paper with a potential to protect the environment. However, they are impractical.

Proposed Solution

Creativity and Innovation

            Even though the alternative objectives are unattainable, JLR has mainstreamed sustainability and embedded environmental innovation into its business processes to help future-proof its business brand. Technological and innovation are two powerful forces for JLR’s industrial productivity, development and improved living standards. On the other hand, creativity demands the firm’s employees to utilise their knowledge, skills and the collective understanding they share amongst themselves in producing environmentally-friendly automobiles (Abernathy, and Clark, 1985).  In a bid to achieve consistency, both concepts have to be integrated into daily sub-processes, teamwork routines and challenges (Somechand Drach-Zahavy, 2011). Still on creativity, team composition is the crucial factor which configures employee attributes at JLR. The composition has a huge influence on the company’s procedures and outcomes because of the different skills and knowledge workers apply to team tasks. Scholars have observed that a team’s environment greatly influences their levels of success and failure.

Optimising the conditions which foster creativity is unlikely to lead to the implementation of innovations since it includes much more than generating ideas. Besides, there is theconcept of properly adapting to innovations (Utterback, 1994). Utterback asserts that developing a technological breakthrough is useless if the organization does not understand how to integrate it into their operations. A close examination of technology’s history pints to the fact that frequent changes in advancements is rapid as opposed to the linear view (Kurzweil 2004).

The relationship between Innovation and Creativity at JLR

The first leap in understanding any new development is conducting an analysis whether it creates value or destroys the existing value (Ries, 2011). Through this assertion, the staff will be able to determine key objectives and probable loopholes. Theorists have argued that the best theoretical leap in studying the relationship between creativity and innovation is the fact that the hallmark of innovative discoveries is not problem solving, but finding problems.  The workforce at Jaguar Land Rover must first be creative before they arrive at new inventions might help with the environmental pollution issues.An argument could be developed that applying knowledge and skills to formulate a problem is far more important than developing its solution (Nakamura and Csikszentmihalyi, 2014). Whatever the perception, the analysis of questions and problemsat the company requires high levels of imagination creativity to develop working breakthroughs inscience.

Evidence/JLR’s Approach to Innovation

          Jaguar Land Rover’s environmental innovation policy as per its website is challenging to build a cleaner, sustainable world, one that the employees at Jaguar Land embrace with relish. At JLR, environmental innovation is a key component of its vision for a better future. In light of this, the manufacturer is continuously working in harmony with its social and natural environments and minimising the negative impacts on the environments around its facilities. The three vital environmental innovation streams which the company observes in its operations comprise rethinking waste, carbon neutral manufacturing and safer/cleaner/smarter mobility. In relation to rethinking waste, the company has adopted a scientific approach to tackle its waste management problem. For instance, the sustainable use of materials is illustrated through increased usage of recycled materials are recycling the wastes into other usable products. Importantly, all the vehicles manufactured at JLR are 85% recyclable and 95% recoverable when dismantled. Under carbon, neutral manufacturing stream, the company emphasises on the prototype details of designing and engineering all automobiles. Through greener leaner manufacturing, waste reduction and energy efficiency, the firm is on the right trajectory towards carbon neutral manufacturing. Finally, the lifestyle and needs of JLR’s customers has changed with respect to challenges from climate change and rapid population growth. In a bid to tackle these concerns, the firm has constantly renovated to provide smarter, more advanced vehicles which better sustainable choices. 

Recommendations

            The research recommends JLR to continue with its quest to establish a greener environment that effectively manages wastes and appropriately uses scarce resources. To quickly achieve this mission, the organization through its management must teach their staff three aspects of intellectual skills required to enhance innovation and creativity. They are thematic skills to view issues from different angles, analytic skills to determine the beset course worth pursuing and practical skills needed to sell of ideas (Sternberg, 2006). Similarly, all stakeholders must be made aware of the relevant automobile manufacturing knowledge in relation to creativity and the benefits of protecting the environment. The correct thinking styles are worth adopting because they direct employees how to utilise their skills in achieving set objectives. Nonetheless, the research strongly advises JLR to continuously motivate their achieving innovators through intrinsic, task focussed motivation. Finally, the work environment should be more supportive and accommodating for all stakeholders to easily drive the greener environment agenda.

Conclusion

                From the case study, it is apparent that JLR is on the right track as far as integrating creativity and innovation in its operations are concerned. The firm’s business framework, there are bold steps made to protect the enviro

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