This blog will cover some news items related to Sustainability: Corporate Social Responsibility, Stewardship, Environmental management, etc.


Corporate Social Responsibility: An Implementation Guide for Canadian Business    

Industry Canada promotes sustainable development as part of its mandate to create the foundation for a more productive, competitive, knowledge-based economy.  The promotion of corporate social responsibility (CSR) is an important component of this overarching objective and can help to support other policy priorities including improving Canada's innovation performance, employment growth, and income growth.

What's New
Corporate Social Responsibility: An Implementation Guide for Canadian Business   
pdf version 117mb)

Gaining Momentum - Corporate Sustainability Reporting in Canada  

Corporate social responsibility is a concept with a growing currency within Canada and around the globe. CSR is a concept that frequently overlaps with similar approaches such as corporate sustainability, corporate sustainable development, corporate responsibility, and corporate citizenship. While CSR does not have a universal definition, many see it as the private sector’s way of integrating the economic, social, and environmental imperatives of their activities.  As such, CSR closely resembles the business pursuit of sustainable development and the triple bottom line.  In addition to integration into corporate structures and processes, CSR also frequently involves creating innovative and proactive solutions to societal and environmental challenges, as well as collaborating with both internal and external stakeholders to improve CSR performance.

CSR has a wide range of potential meaning and the first module of this site addresses the issue of definition as well the nature of the challenges calling for public and private sector action on the CSR front.

The second module outlines tools that can be employed by businesses and other organizations to review and potentially enhance their performance with respect to CSR.

The third module recognizes salient best practices on the part of industry to achieve positive and proactive results on CSR.

The fourth module of the site provides an overview of Industry Canada’s activities and initiatives that support the promotion of corporate social responsibility and that define and provide pragmatic viewpoints on the linkages between CSR and innovation.

The final module presents some salient supplementary information and links that are available to the web visitor for the further exploration of CSR.

Note created Jul 19, 2006
Corporate Social Responsibility - Home -

Persuading senior management: Five rock solid business cases

Persuading senior management: Five rock solid business cases
EC Newsdesk
13 Jul 06

Following last month’s look at ill-considered business-case arguments, Conrad Young offers five more-positive approaches
Last month I gave a rather hard-nosed, rational critique of five ethical business cases.

Since then I’ve discovered that even researchers at the ultra-free-market University of Chicago have stopped believing in the economically rational individual of 20th century business models.

Real people, they now believe, are more emotional, less intelligent and more diverse.

So here are some touchy-feely (and rock solid) equations that might win back the chief executive’s attention.

‘Fair distribution of benefits = higher expected returns’

Chicago’s Richard Thaler describes the two-player “Ultimatum Game” experiment.

The proposer is given a sum of money, say €10, and makes an offer of some portion of it, x, to the responder. If the responder accepts, she gets x and the proposer gets €10-x. If the responder rejects, both players get nothing. Offers of less than 20% of what the proposer was given are often rejected.

Responders don’t pursue the classical economic course of maximizing their own payoffs. Instead they “emotionally” choose a zero payoff – to see the unfair proposer suffer.
Multinationals’ host-community philanthropy can fail like this. Let’s play fair.

‘Sell conventional intelligence, buy unconventional diversity’

Nkosana Moyo, managing partner for Africa at the private equity firm Actis, describes his work as “a relationship business”. He says: “If you have a reputation for integrity you’ll do well.”

Private equity investors and “exotic” fund managers can get high returns on investment in economies where relationships are stronger than data. If we listen to the mainstream analysts we undervalue these markets. Harvard’s Dolly Chugh calls this a “stereotype tax” – missed mutual profit.

Behind the headlines about fanatics, drugs gangs and droughts there’s a diversity of customer segments, co-investment and product development opportunities.

Islamic finance was worth about $10 billion in 2005 – can we create a market-leading halal mortgage? Rio de Janeiro’s poor have a combined buying power of $1.2 billion – can we create affordable goods for them? Appetite-suppressing Kalahari cacti could make Pfizer big bucks in the $33 billion diet industry – who’s looking at khat?

‘Development opportunities > financial incentive’

Accenture director Gib Bulloch has researched the business case for introducing a Voluntary Service Overseas model to the consultancy.

As he testifies in the book “Everyday Legends”, the critical discovery was internal market research showing a correlation between those who wanted to participate and the top performers. “The people Accenture wanted to recruit, retain and develop … want challenging and constructive career models.”

So he created the Accenture Development Partnership – a unique synergy of consultancy firm and international development non-governmental organisations. Today ADP has reduced attrition by 5% and shows higher retention rates than the main Accenture business.

‘Vision/one strategy = leadership’

Think about how the car-makers are tackling energy and climate change.

In 1999 Toyota used a recruitment test: “Give a presentation on the future of the internal combustion engine.” Recruits’ nicely hedged, industry-standard discussions of pros and cons, met with a single response: “There is no future for the internal combustion engine.”

As of June 2006 over 500,000 low emission, 60 mpg Toyota Prius cars had been sold worldwide. Drivers feel virtuous and buffered from escalating petrol prices. This is what happens when you align vision and strategy.

GM and DaimlerChrysler have alternately invested in, then lobbied against, a low emissions car culture in the US. Now they’re betting on hydrocarbon-based fuel cells.

If we have got one eye on the accelerator and one on the brakes, we will lose sight of the road.

‘Happy shareholders minus happy stakeholders = unhappy shareholders’

Marriott Corporation’s “Project Chariot” in 1992 was an entirely legal capital restructuring, to increase firm value. It boosted Marriott’s share value by loading risk onto its corporate IOUs.

After the company’s senior bond ratings dropped from Baa3 to Ba2 the net change in total market value ($150 million down) showed that the capital market had an ethical sense.

Similarly, if we get staff to claim state benefits and string out the accounts payable, however legal, employees and suppliers will withdraw their goodwill. That is an asset we need.

Conrad Young is completing an MBA at London Business School and is president of that institution’s Net Impact chapter.
Note created Jul 20, 2006
Ethical Corporation: By Invitation - Persuading senior management: Five rock solid business cases -

An Electric Car, Booted: Museum Removes EV1 as Film Gears for Release

An Electric Car, Booted
Museum Removes EV1 as Film Gears for Release

By Linda Hales
Washington Post Staff Writer
Friday, June 16, 2006; C01

The central mystery of the new movie "Who Killed the Electric Car?" is why General Motors created a dynamic battery-powered auto that drivers loved, only to crush it to smithereens.

The mystery, meantime, at the National Museum of American History is why a rare surviving example of that car -- a silvery-blue 1997 EV1 sedan -- would be removed from display yesterday just as interest in the innovative vehicle seems bound to grow.

In the movie, which premieres June 30 and goes into wide release July 21, writer-director Chris Paine celebrates the creation of the EV1, a nonpolluting car that generated so much passion among its fans that drivers staged a public funeral to say goodbye. Paine also excoriates GM for halting an experiment in gasoline independence under pressure from Big Oil in "one of the biggest blunders in the history of the automotive industry."

GM, which donated the EV1, happens to be one of the Smithsonian Institution's biggest contributors. A $10 million gift in 2001 paid half the cost of the history museum's new transportation exhibition hall, which was renamed to honor the benefactor. But museum and automaker say the EV1 was removed from view with no thoughts of public reaction to the movie or the display.

"There was no pressure from GM to remove the car from display," spokeswoman Michelle J. Werts said. The museum, which closes for renovation in September, simply needed the space for another vehicle, she said.

"It's not that I picked up the phone," said GM spokesman Dave Barthmuss, who defends the company in the film. "There is no conspiracy to do away with the EV1 at the Smithsonian. There is no Oliver Stone-esque conspiracy at GM to do away with the EV1."

Paine, who was on his way to a screening in Detroit last night, was not happy that the EV1 was in the museum in the first place.

"It's so sad that EV1 is being portrayed as history," he said by phone. "It's not an example of 'failed' technology. It's an example of what the 21st century can be in this country, if we had the willpower to do it. The Smithsonian should take the car out of the museum and put it back on the road."

The story of the EV1 is a classic 1990s tale of government regulation, corporate innovation, brilliant engineering and consumer lust for the Next New Thing.

The film chronicles how GM developed and launched a fleet of silent, aerodynamic electric vehicles to meet California's zero-emissions mandate. The shapely two-seaters with a GM logo enjoyed a brief ride in California and Arizona from 1996 until 2003, when they were taken off the market and destroyed. (GM says it was concerned about safety; others say the company wanted to head off the loss of proprietary secrets.)

Paine was one of the original drivers. The director started to make a comedy about Los Angeles drivers going nutty over cars, but the project turned serious after he encountered perfectly drivable EV1s being crushed and shredded at the Mesa Proving Grounds in Arizona.

In the film, images of President Bush and Vice President Cheney set a political tone, although California regulators set standards for zero emissions that forced automakers, including Honda and Toyota, to experiment with electric cars. Ralph Nader weighs in. So do Mel Gibson and Tom Hanks, who drove EV1s.

The car evolved from the Impact concept car developed by Paul MacCready's AeroVironment team. Every one of its 2,000 parts was unique. The engine whirred, rather than roared, but spewed no emissions; there was no gear-shifting; and drivers talk of the car's torque with awe.

The first wave of cars, including the Smithsonian's, could travel 52 miles on a charge of four to six hours; the second-generation cars used a nickel metal hydride battery, which increased the range to about 125 miles. Cars were leased, rather than sold, by Saturn dealers, with monthly costs from $350 to more than $500.

The film presents the EV1 as an answer to global warming, pollution, unrest in the Middle East and rising gasoline prices.

Instead, California changed its emissions laws and automakers could again pursue nonelectric technology. GM, which had spent more than $1 billion on the EV1, says it halted production of the vehicle because there were only 800 paying customers.

Electric-car activists contend that GM ignored a waiting list of 5,000 because achieving success with the EV1 threatened to make the rest of GM's cars look bad.

Phil Karn, a vice president for technology at Qualcomm in San Diego, drove the Smithsonian's car for two years. He leased a second one, commuting 11 miles each way to work without recharging issues. When the car was reclaimed, he says, it felt like losing a family pet.

"It made no sense to us," he said by phone. "The only way we can figure is, they built this car to fail . . . or the anti-EV1 faction inside GM won."

What bothers Karn the most is the idea that a bold new chapter in autos ended so abruptly. "We thought it was the beginning of something new," Karn said. "It may not have been the perfect car, but it looked like the beginning of something new."

GM's Barthmuss compares the launch of the EV1 with the debut of the iPod, only with far fewer customers. "We, in our heart of hearts, believe we did the right thing," he says. "The EV1 experience demonstrated to California regulators that battery technology was not going to advance further. It was only going to appeal to a small number of people."

GM needs "extremely large numbers" to survive, Barthmuss added.

"We lost well over a billion dollars," he said. "We simply could not afford to lose that kind of money. I very much regret that people are so angry."

The Smithsonian has no plans to bring the EV1 back on view. When the museum reopens in 2008, one of the most innovative commuter cars ever will be resting in peace in a Suitland storage facility.

By the end of the month, the museum hopes to display a robot-driven off-road vehicle, named Stanley, that won the Defense Advanced Research Projects Agency's $2 million race in the Nevada desert in October. The winner is a smart-wired Volkswagen Touareg.

In the museum, as in life, the EV1 is being displaced by a souped-up SUV.

"When you look around and wonder why are we in this mess these days, depending on highways, depending on oil, who's the guilty party," said curator Bill Withuhn, the museum's EV1 expert, "look in the mirror. It's me, it's you."

© 2006 The Washington Post Company

Note created Jul 21, 2006
An Electric Car, Booted -

Product recalls: Blurred vision -- Did Bausch & Lomb fumble the recall of MoistureLoc and irreparably damage its reputation with consumers?

Product recalls: Blurred vision
Lisa Roner, North America Editor
13 Jul 06

Did Bausch & Lomb fumble the recall of MoistureLoc and irreparably damage its reputation with consumers?
Bausch & Lomb’s ReNu MoistureLoc contact lens solution has been implicated by the US Centers for Disease Control and Prevention (CDC) in more than 100 cases of fusarium keratitis – a fungal infection that causes blindness.

Although the company quickly stopped new shipments of the product, critics question its three-day delay in removing MoistureLoc from store shelves.

Worse yet, some say Bausch failed to report suspected problems with the product in Asia to other markets quickly enough and that doctors beat the company to the punch when it came to reporting new incidents in the US to the Food and Drug Administration.

Many believe Bausch’s response has made it look more interested in the financial implications of a recall than in the health of its customers.

Recalls by the book

Soon after the crisis broke, a company spokeswoman pleaded for understanding, saying: “There isn’t a handbook that you can go to that tells you exactly what to do here.”

But experts say that past good and bad corporate crisis management examples have essentially provided just such a “book”.

Johnson & Johnson’s handling of the Tylenol tampering crisis in 1982 is still considered the gold standard in corporate damage control. And catastrophes like the poor handling of the Exxon Valdez oil spill offer companies a “how not to” guide to crisis management and communication.

When Tylenol laced with cyanide was linked to several deaths in Chicago, Johnson & Johnson’s vice-chairman, David Collins, did not wait for definitive proof of the source of contamination.

Instead, he promptly recalled the entire product line and went to work to introduce tamper-proof packaging before returning Tylenol to the market.

Collins’s quick and decisive action is credited with preserving the company’s reputation.

Apologise and mean it

Crisis management consultant Jonathan Bernstein says effective crisis communication must be prompt, compassionate, honest, informative and interactive.

So far, he says, Bausch has not adequately shared information, has not been apologetic enough and has been too slow to respond.

And some say that commercials featuring chief executive Ronald Zarrella that have been airing since the recall may not be the best choice to reinforce the company’s honesty and integrity.

In 2002, Bausch withheld Zarrella’s $1.1 million bonus when it was revealed he falsely claimed a master’s degree in business administration on his resume.

But corporate responsibility and crisis management experts agree that facing the crisis head-on with compassion and concern for its affected customers and open, honest and transparent communication can still have a big impact on preserving the Bausch & Lomb brand and reputation.

Admitting and apologising for a problem goes a long way with consumers, and so far, most agree, Bausch & Lomb hasn’t done that adequately.

Instead, they say, it has let its long-term vision be blurred by short-term concerns for the bottom line that may forever tarnish its reputation with its customers.

Useful links:

Key facts

• Bausch estimates the MoistureLoc recall will cost at least $70 million.

• Loss of the MoistureLoc brand will cost the company $100 million in annual sales.

Note created Jul 20, 2006
Ethical Corporation: North America - Product recalls: Blurred vision -

Wal-Mart Sustainability Meeting Focuses on Climate Change, Supply Chain

Wal-Mart Sustainability Meeting Focuses on Climate Change, Supply Chain
BENTONVILLE, Ark., July 17, 2006 - During the company's Sustainable Value Network meeting last week, Wal-Mart CEO Lee Scott lead a discussion about how Wal-Mart, working closely with suppliers, academics, NGOs, politicians, and other business leaders, can affect change at all levels of the supply chain.

Scott also welcomed Lorraine Bolsinger of GE, Stewart Muller of Philips Consumer Electronics, Christina Norman of MTV, and hundreds of suppliers and company associates to Bentonville to discuss the issue of climate change. Others who participated in this meeting include former Vice President Al Gore; Jim Ball, executive director of the Evangelical Environmental Network; Edward Shirley, president of Procter & Gamble North America; Paul Rice, CEO of TransFair USA; Rich Noll, CEO of Sara Lee Apparel; and John Lesher, president of Paramount Classics.

"We are all passionate about making real progress regarding the environment," said Scott. "By working together, we can help each other save money, reduce greenhouse gas emissions and pass the savings on to our customers. Sustainability is good for the environment, and it's also good for business."

The meeting included presentations from representatives of the Rocky Mountain Institute and other leaders in the environmental field, as well as discussions with Wal-Mart suppliers on how sustainability can impact the supply chain and benefit the customer.

Steve Varon, president of Dana Undies, discussed how his company is working with Wal-Mart on energy efficiency initiatives, and as a result, has been able to significantly reduce their energy costs. And GE and Wal-Mart are exploring ways to promote efficient lighting, especially LEDs and compact fluorescent light bulbs (CFLs).

Each of Wal-Mart's 14 Sustainable Value Networks -- the teams responsible for managing the sustainability of the various aspects of the business, such as packaging, global logistics, apparel, and seafood -- provided updates and shared lessons learned regarding their efforts to improve the company's carbon footprint.

Note created Jul 24, 2006
GreenBiz News | Wal-Mart Sustainability Meeting Focuses on Climate Change, Supply Chain -

Report -- Gaining Momentum - Corporate Sustainability Reporting in Canada

Gaining Momentum - Corporate Sustainability Reporting in Canada

- Press Release

- One-page Fact Sheet

- Executive Summary

- Full Report (5.3KB)

Gaining Momentum provides a detailed assessment of corporate sustainability reporting practices in Canada. This report is part of Stratos' on-going sustainability reporting benchmarking program. The program seeks to improve corporate disclosure of non-financial information - the information companies provide on how they perform in managing environmental and social aspects of their business.

The objectives of our program and of this report are to:

  provide a detailed assessment of Canadian sustainability reporting practices and compare them with international norms and best practices
  highlight the efforts of Canadian corporate responsibility and sustainability reporters
  identify best practices and opportunities for companies to improve the use and effectiveness of their reports

This survey assesses how companies report on their sustainability practices, not their sustainability performance. However, it is becoming increasingly evident that companies are integrating reporting into their business practices in a way which informs their internal decisions and improves company relations with a broadening range of external stakeholders, from local communities to the investment community.

Who should read the report

  Existing reporting companies - a guide to best practices to help them improve the effectiveness of their and the efficiency of their preparation
  Prospective reporters - companies wanting to start public reporting through sustainability reports, or integrating sustainability into annual reports
  Employees, community leaders, labour organizations and NGOs - as a source of information on the rising standards for corporate disclosure in Canada
  Shareholders and investment analysts - as an analysis of how companies disclose their management of increasingly material non-financial risks
  Governments - to inform public policy on corporate disclosure

Furthering the debate

We encourage discussion and debate on the results in Gaining Momentum. To share your comments and perspectives, please contact:

  George Greene (ggreene ( at ) (613) 241-1001 ext. 233 or
  Julie Pezzack (jpezzack ( at ) (613) 241-1001 ext. 237

Note created Jul 19, 2006
Welcome to Stratos - Strategies to Sustainability -

BMW diesel cars in U.S. by 2008

BMW diesel cars in U.S. by 2008

Posted Jul 20th 2006 7:55AM by Bruno Vanzieleghem
Filed under:
Diesel, BMW

Reports from the British International Motor Show, which starts tomorrow, revealed BMW plans to have diesel-powered cars available in the U.S. by 2008. The company plans to use a urea-based additive system to meet the strict U.S emissions standards. The system will make the cars available in all 50 states. The BMW decision follows an increased interest in diesel cars in the U.S. market, with a 95% increase in light duty diesel registrations from 2000 to 2005. Clearly, the European manufacturers have the edge when it comes to diesel engine technology, with a large number of production-ready products already available across the old continent. Just look at one the cars on offer in Europe: a 5 Series with the smallest available diesel engine achieves a U.S. fuel economy of 39.9 mpg, with respectable acceleration times, for example. You can sign me up for one of those right now.
Note created Jul 20, 2006
BMW diesel cars in U.S. by 2008 - AutoblogGreen *** -

UK signals interest in personal carbon permits

UK signals interest in personal carbon permits

Environment DAILY, 20 July 2006 - The UK government is to look into the idea of issuing citizens with personal carbon allowances to boost efforts to curb greenhouse gases emissions, environment minister David Miliband said on Wednesday. Such a radical scheme would be a world first.

Individuals would be given "ration cards", from which points would be deducted for purchases of electricity, gas, fuel and air tickets, Mr Miliband said. Low users could sell surplus points to a central bank. The government would set an overall cap on carbon emissions to ensure they fall over time.

Personal allowances would be a fairer way than higher taxes to address consumer-related carbon emissions – which account for 44% of the national total – the minister added. The government has ordered a feasibility study, to report back in the first half of 2007.

The idea of personal carbon allowances is an extension of the emission trading scheme (ETS) already set up by the EU for industry. However, whereas the ETS covers only some 12,000 installations across the whole of the EU, personal allowances would have to cover millions of participants in the UK alone.

Note created Jul 24, 2006
UK signals interest in personal carbon permits -

This trade in carbon emissions won't combat global warming: There are much more honest and sustainable ways of dealing with climate change

This trade in carbon emissions won't combat global warming

There are much more honest and sustainable ways of dealing with climate change, says Peter Bunyard

Friday July 21, 2006

The Guardian

Europe's gas emissions trading scheme is in disarray, as reported in the Guardian (Emission permits: UK and 10 others miss deadline for setting targets, July 4). The 11 governments now "face warnings of legal action from the European commission". In fact, the scheme may well prove unworkable, not least because British industry feels it is being unfairly treated in comparison with France and Germany, which are actually calling for emission allowances that would exceed their emissions of several years' back.
It is questionable whether carbon emissions trading will bring a certifiable reduction. As now embodied in the EU emissions trading scheme, fossil- fuel-burning companies such as power utilities, steelworks or cement factories are granted substantial carbon credits that they can sell - on the basis that they have emitted less than expected. That may provide some incentive to look to more efficient technologies, but the assumption is that someone elsewhere, even in another country, is going to buy that credit in order to pollute.

In addition, the use of tradeable carbon units combined with the Clean Development Mechanism (CDM) - whereby the Kyoto signatories from industrialised nations can invest in emission-reduction projects in developing countries - has huge potential for environmental damage and fraud.

How relevant are such schemes when deforestation, particularly in the tropics, results in tens of times more carbon emissions than putatively captured by all CDM schemes put together? Perhaps a carbon tax that could be ploughed back into carbon-reducing schemes, even by the original emitter, would be much fairer and less prone to abuse.

Last month energy minister Malcolm Wicks gave a clear indication to the Welsh affairs select committee that "the government will commit itself to a framework that sets a long-term price for carbon, either through a domestic, EU-wide or eventually wider international trading agreement" (Carbon pricing to encourage new nuclear power stations, June 14). Wicks obviously knew that, following the energy review, Britain would be building a tranche of nuclear power stations, despite the advice of the sustainable development commission.

Wicks says that we will have to replace 30% of the UK's current gener-ating capacity over the next 20 years, mostly with nuclear power, if we want to reduce carbon emissions. But he compares the emissions from a nuclear power programme with stand-alone fossil-fuel fired plants rather than with a co-generation system, ideally operating on biofuels, which produces heat and electricity for households and industries simultaneously. Cogeneration can be combined with other renewable energies, even intermittent ones: in terms of reducing emissions this leaves nuclear power standing.

France's 60 operating PWRs emit a relatively benign 29 tonnes of carbon dioxide per megawatt-hour; but that is for today's high-grade ores, which will last a few years at best. Once we consider the next grade of uranium ore down, then nuclear power burns up considerably more energy than it generates and its emissions will exceed those even of coal.

· Peter Bunyard is science editor of the Ecologist

· If you wish to respond to an article in which you have featured, email or write to Response, The Guardian, 119 Farringdon Road, London EC1R 3ER. We cannot guarantee to publish all responses, and we reserve the right to edit pieces for both length and content

Note created Jul 21, 2006
Guardian Unlimited | Special reports | This trade in carbon emissions won't combat global warming -

Healthier menu gives McDonald's healthier sales in Europe

Healthier menu gives McDonald's healthier sales in Europe

Andrew Clark in New York
Wednesday July 26, 2006

The Guardian

McDonald's has notched up its biggest increase in European sales for a decade, suggesting that menu changes, new restaurant designs and World Cup promotional tie-ins have begun to pay off.

The fast-food chain said its like-for-like sales in Europe - where Britain, France and Germany account for the bulk of its operation - rose 6.3% in the three months to June. Its worldwide profits jumped 58% to $834m (£453m). Chief executive Jim Skinner said: "We are pleased with Europe's improving profitability and remain intent on building upon those strong results."

The rise was the first piece of European good news for some time for the company, which admitted last year that it was struggling in Britain and has shut 25 restaurants. McDonald's has been beset by bad publicity about health issues, most notably obesity. In response to criticism, it has added more nutritious snacks - including "deli sandwiches" introduced in September - and has cut the salt content in its chicken nuggets.

In Britain, a new chief executive, Steve Easterbrook, was appointed in April and the chain has been trying out eight new looks for its restaurants - characterised by chrome tables, relatively subtle colours and, in some cases, internet access. To tie in with the World Cup, an aggressive marketing campaign included a competition encouraging diners to send text messages to win match tickets.

The company's reinvention has gathered pace in the United States, where the introduction of premium coffee pushed up breakfast sales and new items such as an Asian chicken salad proved popular with diners.

McDonald's worldwide revenue rose 9% to $5.57bn for the quarter. For the first half of the year, profits rose 17% to $1.46bn, aided by a gain on the sale of a US chain, Chipotle Mexican Grill. The figures pleased Wall Street investors and sent McDonald's shares up nearly 1% in early trading. McDonald's has been through a torrid period, facing vigorous attacks by campaigners such as Morgan Spurlock, whose documentary Super Size Me demonstrated the ill effects of living on a diet of the company's burgers.

McDonald's has 30,000 restaurants in 119 countries, of which 1,200 are in Britain. The company recently launched an advertising campaign in the UK arguing that its so-called "McJobs" offer better pay and conditions than critics suggest.

Note created Jul 26, 2006
Guardian Unlimited Business | | Healthier menu gives McDonald's healthier sales in Europe -

Major Manufacturer Joins EPA's Green Suppliers Network

Major Manufacturer Joins EPA's Green Suppliers Network
CLEVELAND, Ohio, July 11, 2006 - Industrial manufacturer Eaton Corporation has joined the Green Suppliers Network program. GSN is a public-private partnership involving the U.S. Environmental Protection Agency (EPA) and the U.S. Department of Commerce's Manufacturing Extension Partnership, a leading provider of technical assistance to manufacturers.

Eaton joins a group of large manufacturers committed to sharing both lean -- and clean -- manufacturing techniques and environmental process improvements with their small and medium-sized suppliers to help them become more competitive and environmentally involved as partners in the program.

As a "corporate champion" in the program, Eaton will engage 20 of its suppliers as GSN Partners in the first year of the program. Based on its first-year experiences, Eaton will identify additional suppliers to include during the following three years.

"Eaton is proud to be part of the GSN program, which combines responsible environmental practices and manufacturing efficiencies to create economic growth and healthier communities," said Alexander Cutler, Eaton chairman and chief executive officer.

"The elimination of waste in the manufacturing process improves the environmental performance of a company and its suppliers, reinforces a company's commitment to its customers and the local communities and promotes operational efficiency," Cutler said. "We look forward to working with other proactive manufacturers in our various industries to identify additional opportunities for environmental process and manufacturing improvements."

Susan Hazen, EPA assistant administrator, said the Green Suppliers Network is working to "accelerate environmental performance while maintaining and strengthening economic competitiveness. Eaton joins several other major United States corporations that are realizing and enjoying the benefits of the program at the corporate level and throughout their supply chains."

Under the GSN program, Eaton will work with all levels of its manufacturing supply chain to improve processes, increase energy efficiency, implement cost-saving opportunities and optimize use of required resources to eliminate waste.

Richard Jacobs, Eaton vice president of supply chain management, noted that many of Eaton's smaller suppliers do not have the resources to acquire the consulting support needed to review their operations and evaluate various lean manufacturing process tools that can lead to implementing lean process solutions. Jacobs said he plans to involve 20 suppliers from Ohio in the first phase of the program as GSN partners.

Note created Jul 19, 2006
GreenBiz News | Major Manufacturer Joins EPA's Green Suppliers Network -


[CSR Newsclips] Consolidated CSR newsclips option, for the next time

Hi all,

this evening you should receive the next group of CSR newsclips. Brace yourselves ;-)

A few of you have asked if it would be possible to receive just one email, with all the newsclips contained within it. As of the next set of mailings, I'll be able to accommodate this -- so if you would rather receive one long email, with all the newsclips, let me know -- I'll be setting up a separate distribution list for you. Simply send me an email with your request

If, however, you'd like to keep getting the newsclips individually, remember that you have to option to set up an automated rule to move them to a separate folder (and not clog up your in-box). Let me know if you'd like instructions on how to set this up.


Jean-François Barsoum                                                                                    
Gestion de l'innovation :: ThinkPlace :: Master Innovation Catalyst
1360 Boulevard René-Lévesque Ouest, Montréal (Québec)   H3G 2W6  Canada | tel (514) 964-4192 | fax (845) 491-2412
Corporate Responsibility/ Responsabilité sociale : News / Nouvelles  | W3 Community / Communauté W3  | W3ki
Alternative Energy / Énergie propre: News / Nouvelles  | W3 Community / Communauté W3
Value on TAP : W3 Blog