McDonald’s Canada has announced that 100 percent of the fish it serves in its Filet-O-Fish sandwich is now certified as sustainable by the Marine Stewardship Council (MSC). The Canadian arm of the fast food chain is following in the footsteps of its US counterpart, which committed to serving only MSC-certified fish in January 2013.McDonald’s Canada has purchased fish from MSC-certified fisheries for nearly a decade and recently completed MSC’s third-party Chain of Custody process to further solidify the company’s commitment to maintaining the health of the world’s oceans by supporting sustainable fishing practices.
WeSpire, the cloud-based engagement platform for engaging employees in environmental, social and other positive corporate initiatives, has released survey results regarding employee engagement trends in sustainability and Corporate Social Responsibility (CSR).
Campbell Soup Company has announced that it is re-evaluating its production processes in order to reduce by 50 percent of its operational water use per ton of food produced by 2020.The company says it has achieved a 20.7 percent reduction in operational water use in 2013, against a 2008 baseline. Last year Campbell’s reduced water use by 2.6 percent per ton of food produced, and since 2008, total cumulative water savings have been around 4.8 billion gallons.Campbell’s says it wants to continue making progress by standardizing its most water-intensive operations, primarily those facilities that produce soup, sauce and juice products, making them more energy-efficient in the process.
There has been much talk lately about the need to find a replacement for the term “sustainability.” Critics claim it’s too vague and takes attention away from what should be a more forward-thinking message focused on good business. Others argue that eliminating the term would cause some to miss the point because it has yet to become engrained enough in the dominant business culture. Patagonia founder Yvon Chouinard argues that “responsible” is a more accurate term since there is no such thing as a truly “sustainable” company. Other companies have embraced the term “corporate social responsibility” (CSR).
This week, McDonald’s unveiled its first Corporate Social Responsibility & Sustainability Framework. The fast-food giant says the goal of the plan is to position the company for the future, while generating measurable, positive impacts for society.McDonald’s released the framework in conjunction with its 2012-2013 CSR & Sustainability Report, “Our Journey Together. For Good.”Among the company’s 2020 goals:
Darren Beck is Director of Environmental Initiatives at Sprint. Sprint is widely recognized as a sustainability leader in the mobile phone industry, spearheading energy-efficiency programs, removing legacy towers, and ensuring record amounts of electronic waste (particularly mobile phones) are reused, recycled or disposed of properly. We spoke with Darren about how his role at Sprint has evolved, his experience as an intrapreneur, and his thirst for work that is professionally and personally fulfilling.SB: Darren, we are big fans of your job title. Could you share the reasoning behind it? What range of responsibilities does it cover? How did it evolve?
Current environmental and social crises represent both threats and opportunities for business, which has the capacity, innovation and duty to carve a new path toward sustainability, according to a new white paper by the Network for Business Innovation and Sustainability (NBIS) released Wednesday at the 2014 GoGreen Seattle Conference.
Today, Walmart joined forces with CEOs from more than a dozen global companies — including Kellogg, P&G, Monsanto, Campbell Soup, PepsiCo, General Mills and the Dairy Farmers of America — to sign new commitments that accelerate innovation in sustainable agriculture and recycling. The pledges kicked off Walmart’s inaugural Sustainable Product Expo, a three-day collaboration to expand the availability of products that sustain people and the environment. Together, the participating suppliers represent more than $100 billion in sales at Walmart.
A year ago today, over 1,100 Bangladeshi garment workers lost their lives when, despite prior warnings, the building in which they were working collapsed. Over 2,500 more were injured in the disaster, some crippled for life.The victims of the Rana Plaza factory collapse, most of them young women, were part of a global supply chain that brings affordable garments to markets around the world. This was not the first event of its kind in Bangladesh, and Bangladesh is not the only country where industrial disasters have occurred.
HP announced this week that thousands of entrepreneurs around the world have already received microloans from its employees since the launch of Matter to a Million, the Hewlett-Packard Company Foundation’s partnership with Kiva, in February. In announcing the partnership, HP said it is called “Matter to a Million” because the goal is to help one million entrepreneurs achieve their dreams.
Practically Green, the engagement platform for sustainability and responsibility programs, this week announced it is rebranding as WeSpire. The company also debuted its proprietary ROI calculator, which will allow customers to more accurately measure the impact and savings of each individual project deployed.WeSpire helps companies engage people in sustainability and responsibility initiatives with persuasive technology that builds awareness, drives behavior change and now more accurately measures business results. Practically Green’s evolution to WeSpire reflects the growing scope of sustainability and as a result, the growing scope of its technology.
Terracycle has been making it easy for people and businesses throughout North America to reduce consumer product waste through its dozens of “Brigades” that collect previously non-recyclable or hard to recycle waste — everything from Brita filters and CLIF bar wrappers to binders, cell phones and shoes — since 2007. Now the company’s new Zero Waste boxes are helping tackle miscellaneous discarded items in factories, such as earplugs and hairnets.
Christine Bader, author of The Evolution of a Corporate Idealist: When Girl Meets Oil (Bibliomotion, March 2014), worked for BP for nearly a decade managing the social impacts of some of the company’s largest projects in the developing world. We asked her about the complexities of being a corporate change agent and other challenges surrounding corporate idealism. Anna Lui: Who was this book primarily written for? Did you have a corporate management audience in mind, or the increasingly skeptical/cynical American public?
If you’ve ever thought of dropping a book on your boss’s desk, in the hopes of sparking a Ray Anderson-type conversion, here’s a tip. Don’t use the new IPCC report: It’s gloomy, terrifying and a muddle.Try this instead: Andrew Winston’s business transformation book for the “new normal” of climate change-fueled disruption. It’s called The Big Pivot.
The Intergovernmental Panel on Climate Change (IPCC) issued a report today that says the effects of climate change are already occurring on all continents and across the oceans and the world, in many cases, is ill-prepared for risks from a changing climate. The report also asserts that there are opportunities to respond to such risks, though the risks will be difficult to manage as warming continues to increase.
For too long, sustainability executives have been focused on external stakeholders — selling their company’s story in order to build reputation and fill polished social responsibility reports.Now, according to a recent MIT Sloan Management Review article by George Mason University’s Gregory Unruh, sustainability managers have had enough. They’re turning their gaze inward, to the functional managers and line employees who control the management tools — budget, staffing, incentives, etc. — to make change happen.
Political deadlock in Washington might be stifling any hope of a national carbon program, but it isn’t preventing companies from establishing their own initiatives. Take Microsoft, which has implemented a carbon fee program aimed at incorporating the cost of carbon pollution, both internal and external, into the financial structure of the company.First implemented at the beginning of the 2013 fiscal year (July 1, 2012), Microsoft’s Carbon Fee Program is a financial model that puts an incremental fee on the carbon emissions associated with the company’s operations.
Sony Pictures’ upcoming blockbuster The Amazing Spider-Man 2 weaves an exciting web of action onscreen, combined with environmental consciousness and responsibility behind the screen. According to the studio, the physical production of the film, hailed as “the most eco-friendly blockbuster in the history of the studio” by Hannah Minghella, president of Production at Sony Pictures, was entirely carbon-neutral, thanks to attention to a variety of pertinent and easily modifiable details.
Because sustainability impacts occur in the hands of decision makers and front-line employees across an organization, a successful approach to sustainability requires that managing or acting sustainably be a job function for every employee, every day. This means everyone is responsible and no one is exempt from managing and acting with sustainability in mind.
When I was a director of a financial institution in the 1990s, we struggled in vain to get top executives to pay attention to the Board’s sustainability priorities. To no avail. Then we stumbled upon the idea of rewarding the CEO for long-term sustainability performance. The result? We saw a dramatic improvement in the company’s sustainability performance from then on (financial performance, too!). Once we realized the impact of this simple measure, the board quickly embedded the principle in its compensation philosophy, which, in turn, spread the concept throughout the management ranks.Investor scrutiny of “pay for breathing” practices shows results