The document discusses how ITC leverages sustainability initiatives to build stronger brand equity. It first outlines global sustainability challenges and ITC's response by focusing on its triple bottom line contribution through innovative business models. It then details some of ITC's key initiatives like e-Choupal which empower farmers and raise rural incomes while also improving supply chain efficiency. By co-creating rural markets and transparently empowering local communities, these initiatives have increased trust in ITC's brand and reputation. Overall, the document examines how ITC leverages its sustainability position in the market to strengthen its brand equity.
Triple Bottom Line Reporting workshop slides, Laura Musikanski, July 2010Sustainable Seattle
Slides from Laura Musikanski's Triple Bottom Line Reporting workshop in Seattle, July 2010. See http://sustainableseattle.org/Programs/emergingppi/STARs/classes/20100715_TBL/ for background information and http://www.slideshare.net/sustainableseattle/getting-to-tbl-metrics for Burr Stewart's guest lecture at the same class.
The document provides an overview of triple bottom line reporting, including its history, definitions, frameworks, and key aspects. It discusses who issues these reports and why, focusing on sustainability accounting for environmental, social, and economic impacts. The Global Reporting Initiative framework and B-Sustainable bottom-up approach are presented as examples. Key areas covered include social, economic, and environmental performance indicators across sectors.
The document discusses reporting on social and environmental impacts using a triple bottom line framework. It explains that a triple bottom line looks at an organization's economic, social and environmental performance. Key points covered include the importance of accountability, prioritizing stakeholders, tools for social accounting, and examples of metrics used to measure the three parts of a triple bottom line.
This is a presentation of The Triple Bottom Line by Alexis Dogwe, Camille Eusebio, Maurice Gonzales, Leslee May Tandoc and Al Marie Tating as part of the requirements in the subject: Marketing and Commercialization of High Technology Products.
University of the Philippines, Technology Management Center
Triple Bottom Line TBL accounting and reporting increases business success and government transparency. No longer is profit enough to be a sustainable success, a company must report on its environmental and social impacts as well. The same is true for governments.
The document discusses the triple bottom line (TBL) framework which evaluates organizational or business performance across three dimensions: social, environmental and financial. The TBL framework originated in the 1990s and differs from traditional accounting approaches by including ecological and social measures. It considers a company's responsibilities to extend beyond shareholders to stakeholders. The three pillars of TBL are people, planet and profits. While TBL provides a comprehensive sustainability assessment, challenges include difficulty quantifying social and environmental factors and potential management conflicts between short-term profits and long-term sustainability goals.
The document discusses how ITC leverages sustainability initiatives to build stronger brand equity. It first outlines global sustainability challenges and ITC's response by focusing on its triple bottom line contribution through innovative business models. It then details some of ITC's key initiatives like e-Choupal which empower farmers and raise rural incomes while also improving supply chain efficiency. By co-creating rural markets and transparently empowering local communities, these initiatives have increased trust in ITC's brand and reputation. Overall, the document examines how ITC leverages its sustainability position in the market to strengthen its brand equity.
Triple Bottom Line Reporting workshop slides, Laura Musikanski, July 2010Sustainable Seattle
Slides from Laura Musikanski's Triple Bottom Line Reporting workshop in Seattle, July 2010. See http://sustainableseattle.org/Programs/emergingppi/STARs/classes/20100715_TBL/ for background information and http://www.slideshare.net/sustainableseattle/getting-to-tbl-metrics for Burr Stewart's guest lecture at the same class.
The document provides an overview of triple bottom line reporting, including its history, definitions, frameworks, and key aspects. It discusses who issues these reports and why, focusing on sustainability accounting for environmental, social, and economic impacts. The Global Reporting Initiative framework and B-Sustainable bottom-up approach are presented as examples. Key areas covered include social, economic, and environmental performance indicators across sectors.
The document discusses reporting on social and environmental impacts using a triple bottom line framework. It explains that a triple bottom line looks at an organization's economic, social and environmental performance. Key points covered include the importance of accountability, prioritizing stakeholders, tools for social accounting, and examples of metrics used to measure the three parts of a triple bottom line.
This is a presentation of The Triple Bottom Line by Alexis Dogwe, Camille Eusebio, Maurice Gonzales, Leslee May Tandoc and Al Marie Tating as part of the requirements in the subject: Marketing and Commercialization of High Technology Products.
University of the Philippines, Technology Management Center
Triple Bottom Line TBL accounting and reporting increases business success and government transparency. No longer is profit enough to be a sustainable success, a company must report on its environmental and social impacts as well. The same is true for governments.
The document discusses the triple bottom line (TBL) framework which evaluates organizational or business performance across three dimensions: social, environmental and financial. The TBL framework originated in the 1990s and differs from traditional accounting approaches by including ecological and social measures. It considers a company's responsibilities to extend beyond shareholders to stakeholders. The three pillars of TBL are people, planet and profits. While TBL provides a comprehensive sustainability assessment, challenges include difficulty quantifying social and environmental factors and potential management conflicts between short-term profits and long-term sustainability goals.
The triple bottom line (TBL) refers to an accounting framework that incorporates three dimensions of performance: financial, social and environmental. It measures organizational success beyond just financial measures, considering how activities affect people and the planet. The TBL consists of three bottom lines: profit (economic value), people (social value), and planet (environmental value). While it aims to benefit stakeholders rather than just shareholders, the TBL faces criticism such as being difficult to apply in monetary terms and potentially diverting business attention away from core competencies.
The TBL framework measures an organization's performance across three dimensions: social, environmental and financial. It goes beyond traditional measures like profits to assess an organization's overall impact. The TBL is now commonly used by businesses, non-profits and governments to evaluate sustainability and guide decision-making. While measuring performance across these three areas poses challenges, the TBL allows for a comprehensive assessment of an organization's long-term impacts.
The document summarizes a presentation about corporate sustainability and social responsibility. It discusses concepts like the triple bottom line and CSR. It provides examples of sustainability reporting and initiatives from companies like Dell, Walmart, Patagonia and others. It addresses benefits of sustainability and stresses that protecting people and the environment is an expectation for businesses.
This study examines the corporate social responsibility practices of companies in Dakshina Kannada district, India under the triple bottom line approach of people, planet, and profit. A survey of 20 companies found that most addressed social and economic responsibilities moderately, while most addressed environmental responsibilities poorly. The study concludes that integrating socially, environmentally, and financially responsible practices into a company's culture is important for effective, sustainable CSR. Companies should balance sustainability initiatives in a way that benefits both their bottom line and society.
Corporate Social Responsiblity, Ethics & Sustainabilitypercydeigh
This document discusses corporate social responsibility (CSR) and related topics. It provides context on why CSR has become important, noting corporate scandals, consumer cynicism, and demands for transparency. CSR is defined as considering society and stakeholder interests beyond legal obligations. The document outlines CSR's economic, social, and environmental dimensions and drivers of CSR development. It compares Western and African perspectives on CSR and the roles of governments and standards in facilitating CSR practices.
Corporate sustainability borrows elements from sustainable development, corporate social responsibility, stakeholder theory, and corporate accountability theory. It is a business approach that creates long-term value for consumers and employees by implementing strategies that consider social, cultural, and economic impacts. Sustainability focuses on transparent employee development and permanent business models as an alternative to short-term profit maximization.
This document outlines the agenda and content for a presentation on business and human rights. The presentation discusses the recent trend of businesses becoming more involved in upholding human rights standards. It covers international initiatives like the UN Global Compact, and surveys of companies' recognition and commitments to labor rights, non-labor rights, and international instruments. The document also addresses how human rights relate to business risks like reputational, judicial and financial risks. It provides an action framework for developing a human rights policy and management system. Finally, it discusses the benefits of such a system, including access to markets, investor confidence, efficiency and sustainability.
The Role of the Business Community in Environmental Governance: Biodiversity,...Sasin SEC
The document summarizes a study on private sector engagement in environmental projects in Thailand. It finds that while awareness of the Convention on Biological Diversity is low, over 65% of surveyed businesses participate in environmental outreach. Common projects include environmental impact assessments, reforestation, and conservation. The study recommends that the government better engage businesses by identifying how they prefer to be engaged and linking business activities to CBD goals. Engaging businesses in capacity building and advisory roles may gain more private sector contributions to partnerships.
Getting Corruption and Human Rights on the CSR AgendaSasin SEC
This document summarizes the findings of a survey of business professors at top business schools on their perspectives of corruption, human rights, and corporate social responsibility (CSR). Some key findings include:
- Many professors feel that CSR and issues like corruption and human rights are important for students to learn, though a minority currently incorporate these issues into their own teaching.
- Respondents viewed countries like Myanmar, Cambodia, and Indonesia as having the highest levels of corruption and worst human rights situations in Southeast Asia.
- Definitions of human rights emphasized civil and political rights most, though economic and social rights were also mentioned.
- The majority of professors agreed that businesses have a role to play in protecting human
Investor calls for transparency and the rise of social media have thrust the impact businesses have on the economy, the environment and society more firmly into the spotlight. Drawing on more than 2,500 interviews with business leaders in 34 economies, Corporate Social Responsibility: beyond financials, looks at how companies are responding to this challenge; how they are making their operations more sustainable and what role they feel integrated reporting can play.
This document provides a summary of Chris Oestereich's background and expertise. It lists his work experience leading zero waste programs at grocery stores, as well as his writing contributions to various publications. It also outlines his education, including an MBA from Olin Business School and a Masters in Environmental Management from Harvard. The document promotes Chris Oestereich's consulting services for developing circular economy and zero waste programs in supply chains and retail.
The HIP Investor: Making a better profit by building a better worldSasin SEC
The document discusses an approach called Human Impact + Profit (HIP) investing that aims to maximize both financial returns and positive human/social/environmental impact. It provides examples of companies that have integrated sustainability into their business models in a way that is profitable. It also summarizes research finding a majority of employees, customers and investors want companies to "do good" and addresses how to quantify the impact of ESG factors. The document advocates that a portfolio following HIP principles can generate higher risk-adjusted returns than traditional investing approaches.
Michael The Business of Rural Development Nov 2012Sasin SEC
Dr. D. Michael Shafer trained in Government (PhD Harvard) and spent 25 years teaching political science at Rutgers University and consulting in the areas of international development, community re-creation after conflict, and higher education reform. He is a member of the Council on Foreign Relations and a 21st Century Fellow.
In 2008, he and his wife started Warm Heart, a community development organization serving northern Thailand. He is particularly interested in attracting investment to rural communities in order to establish dynamic, sustainable, income generating, social wealth creating centers of community growth. Dr. Shafer is also the founder and president of Second Harvest Power Co. (Thailand), Ltd., a start-up green power company which will soon build its first agricultural waste fired community power plant.
This document discusses concepts related to corporate sustainability practices including sustainable development, the triple bottom line, corporate social responsibility, and sustainability. It defines these terms and explains how they are related but sometimes used interchangeably. The document also outlines the three dimensions of sustainability - environmental, social, and economic. It discusses frameworks for sustainability reporting including the Global Reporting Initiative and sustainability indexing on Bursa Malaysia. The document notes that corporate sustainability practices are more developed in Western countries than in Malaysia. It examines sustainability disclosure and practices within the real estate investment trust industry in Malaysia.
The document discusses the impact of globalization on corporate social responsibility (CSR). It notes that while globalization allows for the spread of CSR practices internationally, it also creates challenges for CSR due to factors like differing cultural and legal standards between countries. The document examines specific examples of how globalization has both positively and negatively influenced CSR policies and outcomes for companies and stakeholders.
The second annual Corporate Social Responsibility Perceptions Survey, conducted by research-based consultancy Penn Schoen Berland in partnership with brand consulting firm Landor Associates and strategic communications firm Burson-Marsteller, analyzed consumer views of companies operating across 14 industries ranging from Apparel to Telecommunications.
The role of government regulation of business in building the concept of corp...Konstantin Eryomin
The educational material about role of different institutes in creation of corporate social responsibility model of business in Russia and other countries. Modern statistics and theoretical aspects are included
The document discusses the transition from white collar to green collar careers. It notes that there are an estimated 9 million green collar jobs in the US focused in areas like renewable energy, energy efficiency, and green building. Key skill sets in demand include those in energy, telecommunications, and public relations. The document provides resources for finding green jobs and outlines the business case for sustainability education and green careers.
The document discusses the challenges of implementing triple bottom line (TBL) accounting and sustainability metrics. It describes TBL accounting as evaluating financial, social and environmental impacts. The document outlines difficulties like defining organizational boundaries and partnerships. It advocates for shared values, long-term thinking, pilot projects and transparency to help adoption of TBL accounting and sustainability goals.
This document summarizes the sustainability initiatives of a global refractories company. It discusses their approach to sustainability based on social, environmental and economic factors. It then highlights three key initiatives - installation of an effluent treatment plant to treat toxic waste, strengthening of health and safety systems to reduce accidents, and establishing a skills training center to provide vocational training and self-employment opportunities to local youth. It concludes by noting benefits like reduced CO2 emissions, lower energy consumption, and increased CSR spending as a percentage of earnings.
1. The document discusses sustainable supply chain management and collaborative planning. It provides background on concepts like the triple bottom line and outlines economic, environmental and social dimensions of sustainable supply chains.
2. It then describes a workshop held in Wales that brought together supply chain stakeholders to discuss barriers and identify initiatives to develop more sustainable local supply chains for building materials.
3. The workshop evaluated current supply chains and opportunities for local and sustainable alternatives, with the goal of coordinating efforts through collaboration between industry and government.
The triple bottom line (TBL) refers to an accounting framework that incorporates three dimensions of performance: financial, social and environmental. It measures organizational success beyond just financial measures, considering how activities affect people and the planet. The TBL consists of three bottom lines: profit (economic value), people (social value), and planet (environmental value). While it aims to benefit stakeholders rather than just shareholders, the TBL faces criticism such as being difficult to apply in monetary terms and potentially diverting business attention away from core competencies.
The TBL framework measures an organization's performance across three dimensions: social, environmental and financial. It goes beyond traditional measures like profits to assess an organization's overall impact. The TBL is now commonly used by businesses, non-profits and governments to evaluate sustainability and guide decision-making. While measuring performance across these three areas poses challenges, the TBL allows for a comprehensive assessment of an organization's long-term impacts.
The document summarizes a presentation about corporate sustainability and social responsibility. It discusses concepts like the triple bottom line and CSR. It provides examples of sustainability reporting and initiatives from companies like Dell, Walmart, Patagonia and others. It addresses benefits of sustainability and stresses that protecting people and the environment is an expectation for businesses.
This study examines the corporate social responsibility practices of companies in Dakshina Kannada district, India under the triple bottom line approach of people, planet, and profit. A survey of 20 companies found that most addressed social and economic responsibilities moderately, while most addressed environmental responsibilities poorly. The study concludes that integrating socially, environmentally, and financially responsible practices into a company's culture is important for effective, sustainable CSR. Companies should balance sustainability initiatives in a way that benefits both their bottom line and society.
Corporate Social Responsiblity, Ethics & Sustainabilitypercydeigh
This document discusses corporate social responsibility (CSR) and related topics. It provides context on why CSR has become important, noting corporate scandals, consumer cynicism, and demands for transparency. CSR is defined as considering society and stakeholder interests beyond legal obligations. The document outlines CSR's economic, social, and environmental dimensions and drivers of CSR development. It compares Western and African perspectives on CSR and the roles of governments and standards in facilitating CSR practices.
Corporate sustainability borrows elements from sustainable development, corporate social responsibility, stakeholder theory, and corporate accountability theory. It is a business approach that creates long-term value for consumers and employees by implementing strategies that consider social, cultural, and economic impacts. Sustainability focuses on transparent employee development and permanent business models as an alternative to short-term profit maximization.
This document outlines the agenda and content for a presentation on business and human rights. The presentation discusses the recent trend of businesses becoming more involved in upholding human rights standards. It covers international initiatives like the UN Global Compact, and surveys of companies' recognition and commitments to labor rights, non-labor rights, and international instruments. The document also addresses how human rights relate to business risks like reputational, judicial and financial risks. It provides an action framework for developing a human rights policy and management system. Finally, it discusses the benefits of such a system, including access to markets, investor confidence, efficiency and sustainability.
The Role of the Business Community in Environmental Governance: Biodiversity,...Sasin SEC
The document summarizes a study on private sector engagement in environmental projects in Thailand. It finds that while awareness of the Convention on Biological Diversity is low, over 65% of surveyed businesses participate in environmental outreach. Common projects include environmental impact assessments, reforestation, and conservation. The study recommends that the government better engage businesses by identifying how they prefer to be engaged and linking business activities to CBD goals. Engaging businesses in capacity building and advisory roles may gain more private sector contributions to partnerships.
Getting Corruption and Human Rights on the CSR AgendaSasin SEC
This document summarizes the findings of a survey of business professors at top business schools on their perspectives of corruption, human rights, and corporate social responsibility (CSR). Some key findings include:
- Many professors feel that CSR and issues like corruption and human rights are important for students to learn, though a minority currently incorporate these issues into their own teaching.
- Respondents viewed countries like Myanmar, Cambodia, and Indonesia as having the highest levels of corruption and worst human rights situations in Southeast Asia.
- Definitions of human rights emphasized civil and political rights most, though economic and social rights were also mentioned.
- The majority of professors agreed that businesses have a role to play in protecting human
Investor calls for transparency and the rise of social media have thrust the impact businesses have on the economy, the environment and society more firmly into the spotlight. Drawing on more than 2,500 interviews with business leaders in 34 economies, Corporate Social Responsibility: beyond financials, looks at how companies are responding to this challenge; how they are making their operations more sustainable and what role they feel integrated reporting can play.
This document provides a summary of Chris Oestereich's background and expertise. It lists his work experience leading zero waste programs at grocery stores, as well as his writing contributions to various publications. It also outlines his education, including an MBA from Olin Business School and a Masters in Environmental Management from Harvard. The document promotes Chris Oestereich's consulting services for developing circular economy and zero waste programs in supply chains and retail.
The HIP Investor: Making a better profit by building a better worldSasin SEC
The document discusses an approach called Human Impact + Profit (HIP) investing that aims to maximize both financial returns and positive human/social/environmental impact. It provides examples of companies that have integrated sustainability into their business models in a way that is profitable. It also summarizes research finding a majority of employees, customers and investors want companies to "do good" and addresses how to quantify the impact of ESG factors. The document advocates that a portfolio following HIP principles can generate higher risk-adjusted returns than traditional investing approaches.
Michael The Business of Rural Development Nov 2012Sasin SEC
Dr. D. Michael Shafer trained in Government (PhD Harvard) and spent 25 years teaching political science at Rutgers University and consulting in the areas of international development, community re-creation after conflict, and higher education reform. He is a member of the Council on Foreign Relations and a 21st Century Fellow.
In 2008, he and his wife started Warm Heart, a community development organization serving northern Thailand. He is particularly interested in attracting investment to rural communities in order to establish dynamic, sustainable, income generating, social wealth creating centers of community growth. Dr. Shafer is also the founder and president of Second Harvest Power Co. (Thailand), Ltd., a start-up green power company which will soon build its first agricultural waste fired community power plant.
This document discusses concepts related to corporate sustainability practices including sustainable development, the triple bottom line, corporate social responsibility, and sustainability. It defines these terms and explains how they are related but sometimes used interchangeably. The document also outlines the three dimensions of sustainability - environmental, social, and economic. It discusses frameworks for sustainability reporting including the Global Reporting Initiative and sustainability indexing on Bursa Malaysia. The document notes that corporate sustainability practices are more developed in Western countries than in Malaysia. It examines sustainability disclosure and practices within the real estate investment trust industry in Malaysia.
The document discusses the impact of globalization on corporate social responsibility (CSR). It notes that while globalization allows for the spread of CSR practices internationally, it also creates challenges for CSR due to factors like differing cultural and legal standards between countries. The document examines specific examples of how globalization has both positively and negatively influenced CSR policies and outcomes for companies and stakeholders.
The second annual Corporate Social Responsibility Perceptions Survey, conducted by research-based consultancy Penn Schoen Berland in partnership with brand consulting firm Landor Associates and strategic communications firm Burson-Marsteller, analyzed consumer views of companies operating across 14 industries ranging from Apparel to Telecommunications.
The role of government regulation of business in building the concept of corp...Konstantin Eryomin
The educational material about role of different institutes in creation of corporate social responsibility model of business in Russia and other countries. Modern statistics and theoretical aspects are included
The document discusses the transition from white collar to green collar careers. It notes that there are an estimated 9 million green collar jobs in the US focused in areas like renewable energy, energy efficiency, and green building. Key skill sets in demand include those in energy, telecommunications, and public relations. The document provides resources for finding green jobs and outlines the business case for sustainability education and green careers.
The document discusses the challenges of implementing triple bottom line (TBL) accounting and sustainability metrics. It describes TBL accounting as evaluating financial, social and environmental impacts. The document outlines difficulties like defining organizational boundaries and partnerships. It advocates for shared values, long-term thinking, pilot projects and transparency to help adoption of TBL accounting and sustainability goals.
This document summarizes the sustainability initiatives of a global refractories company. It discusses their approach to sustainability based on social, environmental and economic factors. It then highlights three key initiatives - installation of an effluent treatment plant to treat toxic waste, strengthening of health and safety systems to reduce accidents, and establishing a skills training center to provide vocational training and self-employment opportunities to local youth. It concludes by noting benefits like reduced CO2 emissions, lower energy consumption, and increased CSR spending as a percentage of earnings.
1. The document discusses sustainable supply chain management and collaborative planning. It provides background on concepts like the triple bottom line and outlines economic, environmental and social dimensions of sustainable supply chains.
2. It then describes a workshop held in Wales that brought together supply chain stakeholders to discuss barriers and identify initiatives to develop more sustainable local supply chains for building materials.
3. The workshop evaluated current supply chains and opportunities for local and sustainable alternatives, with the goal of coordinating efforts through collaboration between industry and government.
Signode is committed to sustainability through innovative techniques that maximize space utilization and safety while minimizing waste, pollution, energy consumption, and costs. They are developing new products and initiatives to reduce packaging waste, including replacing wood with poly saddles for coil unitization, saving over 7,000 trees annually. Going forward, they aim to replace more wood items to save even more trees while improving packaging sustainability.
The document summarizes key concepts in supply chain management including defining a supply chain and supply chain management. It discusses the importance of SCM, types of supply chains, integrated materials management, make or buy decisions, integration vs. outsourcing strategies, the roles of procurement and distribution functions, and why effective SCM has become a priority.
This document discusses sustainable supply chain management. It defines a sustainable supply chain as one that considers social and environmental impacts in managing materials and services from suppliers to customers. Key drivers for sustainable supply chain management include government regulations, financial factors, environmental concerns, internal business processes, and customer demands. The document also examines methods for measuring sustainability performance in supply chains, including using key performance indicators, and provides an example of Walmart's sustainability scorecard for suppliers.
To make a basic Weebly site, you create an account, choose a title and subdomain, then style the site by selecting themes and design options. You add pages by clicking "New Page" or "New Blog" and giving it a name. On each page you can drag and drop elements like text boxes, images, galleries, maps and videos. When finished, hit "Publish" to go live and check your site by typing in the URL. Questions about adding links, captions or music can be answered by selecting items and using specific tools within Weebly.
The document discusses how the creator's music video is more "real" compared to typical high-budget music videos. It uses real actors who are not professionally attractive, costumes that are from everyday life rather than extravagant outfits, and locations that are simple and realistic rather than exotic. While poor video quality resulted from lack of budget and equipment, other real aspects like situations and characters help audiences relate more. The realness complements the simple, unedited style of the track.
Este documento describe los síntomas y características del trastorno por déficit de atención e hiperactividad (TDAH), incluyendo tres subtipos principales y estrategias de intervención escolar. El TDAH se manifiesta comúnmente a través de dificultades para prestar atención, hiperactividad e impulsividad y afecta a niños antes de los 7 años. El documento también discute trastornos asociados y recomienda medidas como instrucciones simples, materiales visuales y rutinas estructuradas para ayudar
Generation RFID is a company focused on developing customized RFID products, services, and solutions. They develop electronic embedded products for various applications, with a focus on RFID electronic modules and solutions. Their target customers include RFID hardware and inlay manufacturers, system integrators, label converters, and end customers. They aim to offer customized products and services to each customer level to help achieve maximum RFID quality for end applications.
The document provides guidance on effective note-taking techniques for academic purposes. It discusses four main purposes for note-taking: to provide a written record for review, force the listener to pay attention, require organization which involves active effort, and require condensing and rephrasing which aid understanding. It also offers suggestions for good note-taking such as labeling notes, using separate notebooks, writing legibly, and developing abbreviations.
Startups: Streit, Scaleup - introduction and product demoCloudOps Summit
Christoph Streit, ScaleUp
http://www.scaleup.it
---
Please contact us for a downloadable copy of the slides at CloudOps.Summit@googlemail.com .
Follow us on Twitter @CloudOps_Summit and
Facebook http://www.facebook.com/CloudOps
The document discusses strategies for effective reading and studying. It recommends using prior knowledge, taking an active approach when reading textbooks by asking questions, and choosing an environment conducive to studying. The SQ3R method is described which involves surveying, questioning, reading, reciting and reviewing material. Marking and annotating texts, studying in groups, and employing critical thinking are also presented as beneficial study techniques.
The document provides instructions for searching federal and state case law on LexisNexis Academic. Users can access this database by clicking the "US Legal" tab on the LexisNexis main page and then selecting "Federal & State Cases." Searches can be conducted by entering party names separated by "v." and choosing "party names" in the drop-down menu. Additional limiters include legal topics, summaries, citations, attorneys, judges, and requiring a specific word or term to appear at least five times. Clicking on searched party names will display the full case text.
The Wacom PL gets used in Sport team meetings to draw and annotate over video and other analysis software applications. Its portable and can be taken to away games and easy easy to use.
This seminar covered assigning responsibilities and collaborators to classes using CRC cards and other techniques:
1. Responsibilities include a class's behaviors and knowledge, and were assigned through role-playing scenarios. Guidelines included focusing on what classes do, not how, and experimenting with different configurations.
2. Collaborators were assigned using scenarios, class hierarchies, dependencies, and identifying client/server relationships through contracts. Collaborations can be hard to identify without role-playing.
3. Additional guidelines included looking for "kind of" relationships, distinguishing "part of" from "kind of", naming key abstractions, and looking for existing frameworks that could apply to the problem.
Brand Lao - linking smallholders to international markets, the Lao PDR experi...mrlgregion
The document discusses a methodology for encouraging sustainable land use by making agricultural production more profitable. It proposes targeting ethical consumers in affluent societies with sustainably produced exports from developing countries. This creates a total value chain that improves incomes and livelihoods at each stage of production and distribution. An example from China demonstrates organizing farmers into cooperatives to produce and market organic green tea of a consistent high quality to Europe. The methodology is then proposed for application in Laos through a "Brand Lao" program featuring traditional products marketed under a brand emphasizing the country's natural and artisanal qualities. Research found ethical consumers receptive to the concept and willing to pay more for authentic products that support sustainable livelihoods. The program would link
14.02, Wennersten — Lecture intro to industrial ecologyWDC_Ukraine
The document discusses the concept of industrial ecology and outlines several key topics:
1. It defines industrial ecology as the study of technological systems and their interactions with the natural world to enable global sustainability.
2. It provides examples of tools used in industrial ecology like life cycle analysis and material flow accounting.
3. It discusses the dimensions of industrial ecology including its scientific, temporal, spatial, sectoral aspects as well as development in different regions.
4. Specific cases like the industrial symbiosis in Kalundborg, Denmark and the Hammarby Model of an urban residential area with reduced environmental load are examined.
This document discusses concepts related to corporate environmental management strategies. It covers topics like strategic environmental management, sustainable industrial development, the triple bottom line concept, cleaner technologies, life cycle analysis, and green marketing. For sustainable industrial development, it emphasizes the importance of factors like population stabilization, integrated land use planning, and use of non-polluting renewable energies. The triple bottom line concept involves considering social, environmental and economic factors. Life cycle analysis assesses environmental impacts across a product's entire lifecycle. Green marketing involves marketing environmentally-friendly products and emphasizing environmental aspects in promotion.
The document discusses using branding and marketing to encourage more sustainable land use and improve livelihoods. It proposes identifying ethical consumers and developing brands that appeal to them by highlighting sustainability, traceability and support for communities. A case study of a tea brand from China's Yellow Mountains is presented, showing how organizing farmers into cooperatives, certifying products and developing European markets increased incomes. The methodology is then applied to a proposed "Brand Lao" program to develop exports from Laos that sell at price premiums, helping people escape poverty in a sustainable way. Market research validated the opportunity and consumer willingness to pay more for qualified products.
The document discusses formal and informal economies. It defines economics and describes its key concepts like scarcity, opportunity cost, demand, and supply. It also discusses different types of economics like microeconomics and macroeconomics. The informal economy makes up a large share of employment and output in many developing countries. Informal employment has increased over time and includes various types of work like street vendors, home-based work, and casual day labor. Formalizing the informal economy involves efforts to register informal enterprises and provide workers with legal protections and support services.
The document provides an overview of key concepts related to sustainability, sustainable consumption and production, and the circular economy. It discusses four key arguments for why sustainability matters to businesses: economic, environmental, societal, and compliance with government regulations. It defines sustainable consumption and production and the triple bottom line of people, planet, and profit. The document outlines sustainable development goals and how sustainable consumption and production can contribute to achieving them. It also discusses life-cycle thinking and key concepts of the circular economy like reduce, reuse, and recycle. Examples are provided of how businesses can implement more sustainable practices through their value chains and operations.
This document is a research report by Fakrul Ahmad Azmey titled "How Will Sustainable Design Affect the Consumerist Society?". The report discusses consumerism and trends of overconsumption that are damaging the environment. It explores how sustainable design and eco-efficient products can help address these issues and benefit both the environment and the economy. The report utilizes a variety of sources in its research, including web-based findings, published readings, and other sources like documentaries. It analyzes topics like consumer trends, economic growth, the impacts of consumption, and approaches to design for sustainability.
Presentation of Technology Cross Cultural Organizations and the Poor for course as a part of the Technology and Ministry Masters program in City Vision College.
The document discusses the need to change the way recycling is communicated to the public. It notes that the recycling industry is facing challenges, and people are confused by inconsistent recycling systems and instructions. While most people want to recycle, they lose interest if it is not easy or convenient. The document recommends focusing messaging on how recycling saves money and creates jobs rather than technical terms. It suggests using simple language, positive messages, and engaging formats like social media to clearly explain recycling and make it easier for people to participate.
Globalisation, sustainability and localismaquinas_rs
This document discusses issues related to globalization, sustainability, and localism. It introduces the key topics to be covered, which are: understanding globalization and sustainability issues; learning about schemes to promote sustainable living; and evaluating the effectiveness of sustainability schemes and whether globalization conflicts with sustainability. The rest of the document provides further details on these topics, including discussions of local sourcing of goods, fair trade and ethical consumption, and recycling as responses to globalization and consumerism. It also examines the tensions between globalization and sustainability.
This document provides an outline and overview of a lecture on sustainable business and consumption. It discusses two main approaches to sustainable consumption: 1) consuming more efficiently through green consumerism and 2) consuming less through sufficiency and alternative models. For business, it examines drivers for sustainable action, including upstream supply chain initiatives, downstream consumer information strategies, and company-level approaches integrating sustainability into core operations and new business models like B Corps. Examples include McDonald's sustainable sourcing, Walmart's healthier options, and sharing economy platforms. Debate centers on potential and limitations of different approaches.
This document summarizes a presentation given by Johannes Keizer from the GODAN Secretariat at the FAO on open data in agriculture. The presentation discusses the challenges farmers in developing countries face, such as unreliable inputs and infrastructure, and how open data can help address these issues. It provides examples of open data initiatives that have benefited farmers. The presentation also outlines specific issues with open research data and the benefits of making it open, such as preventing data loss and enabling new discoveries. It encourages organizations to become GODAN partners to advance open data principles and influence the community.
Terrafiniti's Towards 9 Billion at the Centre for Environmental StrategyTerrafiniti
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7. Origin of TermOrigin of Term
Cannibals with Forks: The
Triple Bottom Line of 21st
Century Business (1998)
Society depends on the economy, and the economy depends on the
global ecosystem, whose health represents the ultimate bottom line.
Companies able to engage their stakeholders with a clear vision of their
shared future and, in the process, to outperform their competitors
against the triple bottom line, will be much better placed to win people’s
hearts and minds, along with their money.
8. Triple Bottom Line: Define ItTriple Bottom Line: Define It
• Factors
– New markets, less resources
• New business model
• 3 factors determine bottom line:
PROFITABILITY
SOCIAL IMPACT
ENVIRONMENTAL IMPACT
12. Industry ReviewIndustry Review
Goldman Sachs*
•TBL Companies have 25% higher stock value
than less sustainable competitors*
Accenture**
•93% of CEOs believe sustainability as an essential
•88% state that green issues are embedded in start/ops
•72% believe TBL approach strengthens brand value
Price Waterhouse Cooper***
•Positive link between sustainability and profitability
•More companies incorporate sustainability and ethic
issues in their business models to gain competitive
advantage
14. Our Social ImpactOur Social Impact
Support art, community and public
benefit causes
15. Our Social ImpactOur Social Impact
Creating technologies that
contribute to future society
•Early disease detection
•Lower patient impact
•elder care or life support
•Affordable DNA
diagnostic systems
– Gene therapy research
and custom medicines
16. Our Social ImpactOur Social Impact
Cooperation of people and communities in
each country and region where we operate.
•2011 Japan Earthquake
– Donated ¥300 million
– Employees donated ¥50 million.
– Donated Canon products to stricken
areas
• Food, clothing and shelter
• Medical devices
• Portable digital radiography
systems
• Digital cameras.
17. Our Sustainable ImpactOur Sustainable Impact
• Corporate philosophy of kyosei
• All people, regardless of race, religion or culture,
harmoniously living and working together for the
common good
• Environmental Assurance Philosophy
• To pursue maximization of resource efficiency and
contribute to the creation of a society that practices
sustainable development
• Life Cycle Analysis Program Achievements
• Minimize C02 release and toxic chemicals
• Reduce overall energy use
• Use recycled/reused materials
• Are high-performance, low-maintenance
and sustainable
Produ
ce
UseRecycl
e
ENVIRONMENTAL BURDEN
REDUCTION
Global
Warming
Prevention
Efficient Use
Of Resources
Hazardous Substances
Elimination
18. Our Sustainable ImpactOur Sustainable Impact
• ENERGY STAR®
Partner Of The Year
• 12 time ENERGY STAR Awards winner
• Over 200 products qualified with advanced
energy-efficient, low eco-impact features
• Toner Cartridge Recycling Program
• Since 1990, collected more than
287,000 tons globally
• Materials Innovation
• Bio-plastics – derived from agricultural
by-products, flame retardant certified by UL
• Alternative Energy Sources – LED Light Sources,
USB Power and Solar Film Technology
• Environmental Certification – Devices compliant with:
21. SummarySummary
• TBL has been adopted globally
• Interdependency between
business, community and
environment
• Shared opportunities benefit
all three
• Top business gains:
– Revenue / market share
– Employee retention
– Community support
Sustainability
(Corporate Responsibility)
People
Profit
Planet
Accountability
Transparency & Shareholder Dialogue
Editor's Notes
Welcome to “The Triple Bottom Line and Canon,” the sixth module in the School of Sustainability.
In this presentation, we'll explain the term triple bottom line, how it was developed, and how it is relevant to our business/. We' ;’ll show its value to the Canon organization as a whole, as well as explain how we use this revolutionary viewpoint in BSD to bring greater value to our clients.
So what this triple bottom line all about?
The bottom line. You hear the phrase all the time. it mean the final sum at the end of balance sheet, the indicator of a company ‘s profitability and an indicator of its success. But it also has other meanings that have entered our language. I’ve even hard it said that the bottom line is, well, the bottom line. Like , the buck stops here, no more needs to be said, and it’s the final argument.
But, what if it isn't?
if you’ve spent any time in BSD in the last year,
If you’ve attended a BSU School of sustainability WebEx . . . .
If you’ve been involved in developing an RFP for a new client . . . .
If you’ve read your site’s environmental mission statement . . . .
you’ve probably heard the term “triple bottom line”, usually in reference to account reporting. So, what do they mean by this? And how can we measure more than one final answer on account stability and profitability?
Instead of the traditional viewpoint of balancing profit against loss to come up with a final figure that indicates financial health, triple bottom line uses two other criteria – social and environmental impact - that gives corporations like Canon a useful tool for equating our economic goals with our desire to coexist harmoniously with the environment.
That’s asking asking an awful lot out of accounting dept. So, before we go into detail, a little history lesson.
The term was coined by John Elkington, a business consultant in the UK and the chairman of SustainAbility, a London consulting firm that instructs major corporations on how to be more environmentally sensitive, socially active and economically prospering.|
He’s also a major voice in the corporate responsibility movement and has been for over three decades. He’s co-author of the million-copy bestseller The Green Consumer Guide, and a regular columnist and contributor to Harvard Business Review, Management Today, Guardian and Tomorrow Magazine.
All well and good. But what’s interesting is that he wrote a book in 1998 that managed to bring together the environment and the balance sheet. That book was called . . .
(next page)
Cannibals with Forks: The Triple Bottom Line of 21st Century Business This book redefined the modern corporate mindset of environmental accountabilityIn it, he coined the term triple bottom line and he defined it as such:
(Quote)
With his statement, Elkington posits something truly radical; that corporations can no longer look at their just financial profit as the sole arbiter of success.
Our modern world is one with rapid development in emerging economies, increased global competition, unprecedented technology, climate change and natural resource constraints. These factors drive changes in business and A new business model will be forced to emerge
Elkington argues that the definition of future market success will require more than a company's reliance on satisfying the traditional bottom line of profitability.
By incorporating two new and emerging bottom lines -- one focusing on environmental quality, the other on social impact and justice – Elkington states this will give a more realistic view of a company's success.
Elkington’s book did more than coin a phrase. It helped shape institutions like the Dow Jones Sustainability Index and the Global Reporting Initiative. It contributed to the Impact of both the International Economic Development Council (IEDC) and the National Association of Development Organizations (NADO). It promoted the development of Green Plus, The Green Star Standard and The Triple Bottom Line Tool, all 3rd party verification systems.
In the years since the book’s publication, a host of business leaders, third party reporting agencies, consultancies and independent journals have stressed the importance of TBL in our new market place. Just look at some leading edge business reports and you ‘ll see the impact.
According to Goldman Sachs, companies that are the leaders in sustainable, social and good governance policies have 25% higher stock value than their less sustainable competitors.
Accenture interviewed 766 CEO’s from 26 countries and a wide array of industries to gain their perspectives of sustainability issues.
• Over 93% of CEOs interviewed see sustainability as crucial to business success
• 88% of CEOs stated that such issues are fully embedded into their strategy and operations
• 72% of CEOS believe strengthening brand reputation and trust among consumers and governments is the “strongest motivator for taking action on sustainability”
Finally, PriceWaterhouseCooper reported that:
There is a positive, statistically significant, linear association between sustainability and corporate financial performance”
• “More and more companies consider the consequences of finite natural resources, climate change effects, impacts of emissions to air, water and soil and implications of unethical business behavior in their business models and embed their actions into consumer propositions to gain competitive advantage”
That’s where the industry is regarding TBL. But we work for Canon Solutions America. How does the Triple Bottom line approach manifest itself in the actions and decision of our company? Our next section will delve into that.
To maximize our social impact, Canon strives to be a good corporate citizen in the communities that we source our materials, manufacture our goods, or maintain our corporate centers.
I’ve compiled a short list of the social good campaigns that Canon currently supports. From Left to right:
Clean Earth Campaign: Canon U.S.A. employees volunteer their time in communities nationwide for conservation activities involving parks, beaches and nature preserves.
Canon 4 Kids: Canon has supported the National Center for Missing & Exploited Children (NCMEC) since 1997
American Natural History Museum: Canon U.S.A. has loaned digital radiography equipment to assist with the restoration of the museum's 95-year-old elephant exhibit and has provided network video solutions for select exhibitions.
Museum of Modern Art and the Metropolitan Museum: Canon is a longtime supporter of these art institutions.
Huntingdon Arts Council: Canon U.S.A. is the Lead Corporate Sponsor for The Arts Council which reaches over one million Long Island residents each year. Corporate center is located in LI
Canon Leadership Scholars Program: In 2007, Canon, U.S.A., Canon Virginia and Christopher Newport University established the Canon Leadership Scholars Program to reward outstanding students, nurture an appreciation of the art of leadership and the importance of citizenship to develop a new generation of committed and highly effective leaders.
American Cancer Society: Since 1998, Canon USA has been a Flagship sponsor of ACS's "Making Strides Against Breast Cancer Walk", which includes donating funds and products and encouraging employee participation in the walk.
Eisenhower Park's International Music Nights: Canon U.S.A., Inc. has been a title sponsor for Eisenhower Park's International Music Nights. Canon is proud to be part of a celebration that is both international and local to the Long Island community.
We also develop technology that has a beneficial contribution to society
medical imaging technologies for early detection of disease and reducing the physical impact of procedures on the patient
intelligent robotic sensory technologies for equipment that can be used for elder care or life support.
create a compact, low-priced desktop DNA diagnostic system of early detection of disease, congenital health issues, as well as developing custom medicine for patients who do not respond to conventional treatment
Canon plant roots as a good corporate citizen in the communities we practice in, while striving to be a company that is admired and respected the world over. Utilizing Canon technology and human resources, our social and cultural support activities have expanded to cover such areas as conservation of the environment, humanitarian aid and disaster relief, social welfare, local communities, education and science, and art, culture and sports.
he deep scars left by the Great East Japan Earthquake, which struck on March 11, 2011, are still visible. Canon donated a total of ¥300 million to support Canon
Sustainability
Report
2012
To meet our duty of accountability to
stakeholders, Canon publishes the Canon
Sustainability Report every year, off ering a
comprehensive description of our eff orts to
achieve a sustainable society.
This year we are issuing two versions of
our sustainability report: a PDF edition and
an HTML edition. The PDF edition focuses on
items of particular reporting signifi cance in
two categories, namely items of importance
to Canon and items of importance to
stakeholders. The HTML edition contains all
of the information in the PDF edition, and
expands upon that information with more
systematic and comprehensive coverage.
Beginning with this year’s report, we are
changing to a horizontal format in the PDF edition
and adding navigation functions (see below) to
make it easier for readers to view it online.
Reporting Scope
In principle, this report covers Canon’s economic, social and environmental activities within the scope of consolidated accounting
for 2011 (January 1 to December 31, 2011). The scope of Canon’s environmental activities is not limited to development,
production and sales operations at operational sites, but covers every stage of the product lifecycle, including raw materials
and parts manufacturing by suppliers, as well as product usage by customers. Supplemental information on important targets,
indicators, and initiatives prior to 2010 and beyond 2012 is referenced in this report. Information that is specifi c to a region or
organization is indicated. In this publication, “Canon” refers to the Canon Group, while “Canon Inc.” indicates the non-consolidated
parent company.
Disclaimer
This report contains not only
past and present facts about
Canon, but also future forecasts
based on plans, prospects,
management policies and
strategies as of the publication
date. These future forecasts are
assumptions or estimations
based on information available
at the time the report was
prepared. Due to a range of
variables, however, the results
or circumstances of our future
business activities may vary from
the forecasts contained herein.
We ask for your understanding in
this regard.
High
High
Materiality to stakeholders
Materiality to Canon
B
A
http://www.canon.com/csr/index.html
PDF edition
HTML edition
Items of priority interest to almost all stakeholders
Items of priority interest to stakeholders in each stakeholder category
Editorial Policy
Contents Our report focuses on Canon’s eff orts toward achieving a sustainable society.
Report Media
1 Search for
keywords
Print
Previous page
Next page
Clicking on this tab takes the reader to the first page Return to table of contents
of the respective category.
The letters on the tab for the page the reader
is on are darker and enclosed with a red line.
This PDF has been set up to provide the functions described below.
Message from Top
Editorial Policy Management
Kyosei: Canon’s
Corporate Philosophy
Canon Group
Overview
Note: With the exception of page numbers, the navigation buttons will not be included
when printing.
2
3
5
7
9
Kyosei: Canon’s Corporate Philosophy
Message from Top Management
Canon Group Overview
Medium- to Long-Term
Management Plan
Canon’s CSR Approach
Materiality Themes
1. Contributing to Enriched Lifestyles
through Imaging Technology
2. Creating Imaging Technologies that Will
Contribute to Future Society
3. Reducing Environmental Impact throughout
the Entire Product Lifecycle
4. Social and Cultural Support as a Good
Corporate Citizen
5. Hiring, Developing and Promoting
Diverse Human Resources
6. Strengthening Corporate Governance
and Compliance
Reporting in Accordance with
the Core Subjects of ISO 26000
Global Environment
Respecting Human Rights
Establishing a Proper Workplace Environment
Fair Operating Practices
Customer Care
Regional and Community Contributions
Organizational Governance
Overview of Content Available
on Our Website
Third-Party Opinions
11
14
17
20
23
25
27
29
30
31
32
33
34
35
37
Canon
Sustainability
Report
2012 Materiality Themes Third-Party Opinions
Reporting in Accordance
with the Core Subjects
of ISO 26000
Message from Top
Management
Medium- to
Long-Term
Management Plan
Overview of Content
Available on Our
Website
Canon’s
CSR Approach
Kyosei: Canon’s
Corporate Philosophy Canon Group 1
Editorial Policy Overview
Customers
Shareholders
and Investors
Employees
Suppliers
Local and Global Communities
Global Environment
Other Companies
National and
Local Governments
Universities and
Research Institutes
NGOs/NPOs
Corporate Philosophy
Kyosei
Living and working together
for the common good
Canon introduced its philosophy of kyosei
in 1988, the 51st year since our founding.
This philosophy clarifi es Canon’s stance on
partnerships formed with stakeholders around
the world.
Kyosei means aspiring to a society in which
all people, regardless of race, religion, or
culture, harmoniously live and work together
for the common good into the future.
While society today is prospering as
a result of various changes, including
economic globalization and the networking
of information, mankind is also facing serious
problems, such as those involving the
environment and resources, which transcend
national and regional boundaries.
In this time, Canon is pursuing the realization
of a sustainable global society based upon our
philosophy of kyosei to contribute to global
prosperity and the well-being of mankind.
Kyosei: Canon’s Corporate Philosophy
Working with our stakeholders for sustainability
Canon’s Stakeholders
Canon
Sustainability
Report
2012 Materiality Themes Third-Party Opinions
Reporting in Accordance
with the Core Subjects
of ISO 26000
Message from Top
Management
Medium- to
Long-Term
Management Plan
Overview of Content
Available on Our
Website
Canon’s
Editorial Policy CSR Approach Canon Group 2
Overview
Kyosei: Canon’s
Corporate Philosophy
Canon is seizing the initiative in 2012 and taking up new
challenges. We are now one year into Phase IV of our
Excellent Global Corporation Plan, for which we have
adopted the slogan “Aiming for the Summit: Speed &
Sound Growth.”
This fi rst year proved to be a real test for us in the
face of two unprecedented disasters—the Great East
Japan Earthquake and the major fl oods in Thailand.
Nonetheless, we have lost neither our competitive
strength nor our growth momentum. Harsh conditions
also provide opportunities for great progress, and
we will exercise our spirit of challenge and fl exible
responsiveness to the ever-changing environment to
again advance on the path toward growth.
By 2015, the fi nal year of Phase IV of our Excellent Global
Corporation Plan, Canon aims to achieve net sales
of ¥5 trillion and join the ranks of the world’s top 100
companies in terms of all major management indicators.
One example of how we have strengthened our
current core businesses on the way to achieving this
goal is the launch in November 2011 of the Cinema
EOS System, which has enjoyed wide acceptance by
the fi lm industry, including Hollywood. We are also
strengthening our solutions business through cloudbased
document services. Another example is our entry
into the retail photo segment through the introduction
of commercial photo printers. Our goal is to achieve
the overwhelming No. 1 position in all of our core
businesses by continuing to take on the challenges of
new business domains.
We are also boosting our eff orts in the medical and
industrial equipment fi elds to establish new pillars
of support for the Company. In the medical fi eld,
for example, we are engaged in joint research with
Kyoto University targeting the application of imaging
technology in new medical equipment. We also plan to
fi nalize and commercialize DNA diagnostic equipment
based on our R&D activities in the United States. Canon
aims to achieve sustainable growth while contributing
to the resolution of issues confronted by society
through technological innovation.
Furthermore, we are strengthening the R&D and
production systems that support our business eff orts.
In the area of R&D, we are establishing new innovation
centers in Europe and the United States toward the
establishment of our Three Regional Headquarters
Overcoming Obstacles and Taking up New
Challenges for Continued Growth
Accelerating Our Growth Strategy by
Strengthening and Expanding Core
Businesses and Developing New Businesses
Message from Top Management
Fujio Mitarai
Chairman & CEO
Canon Inc.
Maintaining our path to growth while contributing to the realization of a better society as a good corporate citizen
Canon
Sustainability
Report
2012 Materiality Themes Third-Party Opinions
Reporting in Accordance
with the Core Subjects
of ISO 26000
Medium- to
Long-Term
Management Plan
Overview of Content
Available on Our
Website
Canon’s
CSR Approach
Kyosei: Canon’s
Editorial Policy Corporate Philosophy Canon Group 3
Overview
Message from Top
Management
management system, which will contribute to the
creation of new businesses capitalizing on the unique
technological expertise in Japan, the United States
and Europe. As for our operational structure, we are
heeding the lessons learned from the earthquake and
fl oods of 2011 as we push forward in establishing a
globally optimized production system to realize the
optimal distribution of our production sites worldwide.
In addition, we are strengthening our sales force as we
focus on developing markets in emerging countries.
A company’s operations are supported by the
development of society as a whole, so proceeding
with our growth strategy and expanding our business
requires consideration to our impact on the global
environment and community.
It is therefore important for us to respond to the
demands and expectations of all our stakeholders, and
to seek to grow by off ering superior products while at
the same time fulfi lling our roles and responsibilities as a
member of society.
To reaffi rm our position in this regard, in January 2012
we established the Canon Group CSR Activity Policy,
which outlines Canon’s commitment to CSR activities
on the global and community levels by leveraging our
advanced technological strengths, global business
deployment and diverse, specialized workforce.
Under the new policy, the Canon Group will
continue to develop a variety of CSR initiatives based
on our CSR policies, including humanitarian support
for disaster victims as well as cultural support for the
arts, science and sports. As an environmental leader,
Canon will continue to balance contributions to
enriching people’s lifestyles with concern for the global
environment through eff orts to reduce CO2 emissions
across the entire product lifecyle, maximize resource
effi ciency and steadily eliminate toxic substances while
continuing to off er our customers highly functional,
easy-to-use products. In addition, we will strengthen
our internal control system and maintain structures to
ensure full compliance while persisting in our quality
improvement eff orts so that we can continue to
engage in sound, fair business practices as a member
of the international community.
Canon aims to be worthy of admiration and respect
worldwide as a truly excellent global company by
employing our strengths to contribute to the realization
of a better society as a good corporate citizen.
Strengthening our CSR Activities to Become
a Corporation Worthy of Admiration and
Respect Worldwide
With a foundation based on respect for humanity,
Canon’s corporate culture promotes self-transformation
and responsiveness to changes in the business
environment through an enterprising spirit and the
San-ji (Three Selfs) Spirit—self-motivation, selfmanagement
and self-awareness—guiding principles
that have been passed down from the Company’s
founding. Maintaining and cultivating this corporate
culture, we focus on developing global human resources
capable of taking an active role on the global stage.
We will continue working to develop human
resources who maintain compliance as a fundamental
principle, who think about environmental conservation
and other social issues, and who seek to achieve
sustainable development for both the Company and
the community.
We look forward to your continued understanding
and support.
Contributing to the Realization of a Sustainable
Society by Developing Global Human
Resources Capable of Responding to Change
Message from Top Management
Fujio Mitarai
Chairman & CEO
Canon Inc.
Canon
Sustainability
Report
2012 Materiality Themes Third-Party Opinions
Reporting in Accordance
with the Core Subjects
of ISO 26000
Medium- to
Long-Term
Management Plan
Overview of Content
Available on Our
Website
Canon’s
CSR Approach
Kyosei: Canon’s
Editorial Policy Corporate Philosophy Canon Group 4
Overview
Message from Top
Management
Company Overview
Company name: Canon Inc.
Established: August 10, 1937
Headquarters: 30-2, Shimomaruko 3-chome, Ohta-ku, Tokyo, Japan
Chairman & CEO: Fujio Mitarai
Common stock: ¥174,762 million
Group companies: 277 consolidated subsidiaries
11 equity method affi liates
Imaging System Business Unit Offi ce Business Unit Industry and Others Business Unit
• Digital single lens refl ex (SLR) cameras
• Digital compact cameras
• Digital cinema cameras
• Digital camcorders
• Compact photo printers
• Interchangeable lenses
• Image scanners
• Inkjet printers
• Multifunction inkjet printers
• Large-format inkjet printers
• Commercial photo printers
• Broadcast equipment
• Multimedia projectors
• Network cameras
• Offi ce network multifunction devices (MFDs)
• Digital production printing systems
• Laser printers
• Laser multifunction devices
• Toner, photosensitive drums, toner cartridges
• Cloud-based document services
• Solutions software
• Semiconductor lithography equipment
• LCD lithography equipment
• Digital radiography systems
• Ophthalmic equipment
• Components and other parts
Consumer Business Unit
$16,821 million
36.9%
$45,608
Industry and Others Business Unit
$5,396 million
11.8%
Office Business Unit
$24,589 million
53.9%
Total
million
2011 Sales Ratio per Segment
Digital SLR cameras
Multifunction inkjet printers Offi ce network MFDs
Digital radiography systems
Businesses and Products
Notes: Sales ratios do not total 100% due to sales between segments of 2.6%
(-$1,198 million).
Figures for sales are as of December 31, 2011.
U.S. dollar amounts are translated from yen at the rate of JPY78=U.S.$1, the
approximate exchange rate on the Tokyo Foreign Exchange Market as of
December 30, 2011, solely for the convenience of the reader.
Since our beginning as a camera manufacturer, Canon has
leveraged core imaging technologies to expand into other
business areas, such as business machines and semiconductor
equipment. Within each of our business units— Imaging
System, Offi ce, and Industry and Others— we seek to realize
technological innovations that will lead to a society in which
enriched lifestyles and sustainability are mutually attainable.
In 2011, in addition to entering the retail photo sector with
the launch of a commercial photo printer, we announced the
release of the Cinema EOS System, marking our full-scale entry
into the video production market. These are but two examples of
our ongoing eff orts to take on new fi elds of business.
Canon Group Overview
Pursuing diversifi cation and globalization
Semiconductor lithography equipment
Laser printers
Note: Figures for common stock and Group companies are as of December 31, 2011.
Notes: The “Consumer Business Unit” has been renamed the “Imaging System Business Unit” as of July 1, 2012.
Products handled by business units are as of July 1, 2012.
Canon
Sustainability
Report
2012 Materiality Themes Third-Party Opinions
Reporting in Accordance
with the Core Subjects
of ISO 26000
Message from Top
Management
Medium- to
Long-Term
Management Plan
Overview of Content
Available on Our
Website
Canon’s
CSR Approach
Kyosei: Canon’s
Editorial Policy Corporate Philosophy Canon Group 5
Overview
Europe Asia & Oceania
$14,270 million
22,739
Sales
Employees
Sales
Employees
Sales
Employees
$19,005 million
156,363
$12,333 million
19,205
Canon (China) Co., Ltd.
Canon Inc. Canon U.S.A., Inc.
Canon Australia Pty. Ltd.
Canon Marketing Japan Inc.
Japan
35.5%
Asia & Oceania excluding Japan
43.4%
Europe
11.4%
Americas
9.7%
Total
198,307
2011 Employee Distribution Ratio by Region
Markets and Locations
From our founding, Canon has taken a global approach to
developing business by establishing business sites worldwide,
starting with our branch offi ce in New York in 1955. Currently
we operate sales, production and R&D sites encompassing the
Americas, Europe and Asia & Oceania. In accordance with our
corporate philosophy of kyosei, we respect the laws, customs and
cultures of each country and region in which we operate, and
our workforce of more than 190,000 employees supports the
Canon brand in the more than 180 countries and regions where
it is a registered trademark.
In 2011, we began sales of products jointly developed with
Océ N.V. of the Netherlands, and moved forward with DNA
diagnostics research and development in the United States,
strengthening our R&D structure in the United States and Europe.
Japan
19.5%
Asia & Oceania excluding Japan
22.2%
Europe
31.3%
Americas
27.0%
Total
$45,608
million
2011 Sales Distribution Ratio by Region
Canon Group Overview
Major operational sites
Sales & Marketing
Research & Development
Manufacturing
Canon Europe Ltd.
Notes: Figures for sales and employees are as of December 31, 2011.
U.S. dollar amounts are translated from yen at the rate of JPY78=U.S.$1, the approximate exchange rate on the Tokyo Foreign Exchange Market as of December 30, 2011, solely for the convenience of the reader.
Canon
Sustainability
Report
2012 Materiality Themes Third-Party Opinions
Reporting in Accordance
with the Core Subjects
of ISO 26000
Message from Top
Management
Medium- to
Long-Term
Management Plan
Overview of Content
Available on Our
Website
Canon’s
CSR Approach
Kyosei: Canon’s
Editorial Policy Corporate Philosophy Canon Group 6
Overview
2007
4,481.3
2008
4,094.2
2009
3,209.2
2010
3,706.9
2011
3,557.4
2007
488.3
2008
309.1
2009
131.6
2010
246.6
2011
248.6
2008
2,659.8
3,969.9
2009
2,688.1
3,847.6
2010
2,645.8
3,983.8
2011
2,551.1
3,930.7
2007
2,922.3
4,512.6
Total assets Shareholders’ equity
2007 2008 2009 2010 2011
131,352
166,980 168,879
197,386 198,307
2011–2015
Phase IV
We are pursuing six key strategies (see
page 8) to achieve our management
goals for 2015; namely, net sales
of ¥5 trillion or more, an operating
profi t ratio of 20% or more, a net
income ratio of 10% or more, and
a shareholders’ equity ratio of 75%
or more. In 2011, in addition to
expanding our business by launching
a variety of new products, we focused
on expanding sales in emerging and
resource-rich countries, such as China,
India and Russia.
We will continue striving to achieve
our management goals through such
eff orts as acquiring new technologies
through M&A and developing human
resources capable of performing on
the global stage.
1996–2000
Phase I
This phase called for a
transformation of the
management mindset
to “total optimization,”
and a focus on profi t. We
engaged in a variety of
business innovations.
2006–2010
Phase III
We sought to enhance
existing businesses and
expand into new ones,
while building a solid
fi nancial base by engaging
in IT reforms to achieve
real-time management.
2001–2005
Phase II
Aiming to become No. 1
in all core business areas,
Canon actively focused
on strengthening product
competitiveness by
moving forward with
product digitalization.
Canon launched the Excellent Global
Corporation Plan, our medium- to long-term
management plan, in 1996. Based on our
corporate philosophy of kyosei, the plan spurs
us to continue our technological contributions
to society with the aim of becoming a
corporation that is admired and respected the
world over. In 2011 we embarked on Phase
IV of the Excellent Global Corporation Plan,
under the slogan “Aiming for the Summit:
Speed & Sound Growth.” We are taking up
new challenges so that by 2015, the fi nal year
of this plan, we will have achieved our goal
of inclusion among the ranks of the world’s
top 100 companies in terms of all major
management indicators.
The world’s economic geography and
industrial structure are changing drastically,
and Canon is making changes accordingly so
as to stay ahead of the times, while keeping to
our “sound growth” principles.
Medium- to Long-Term Management Plan
We continue to move forward with our Excellent Global Corporation Plan as we strive to be a corporation worthy of
admiration and respect the world over.
Excellent Global Corporation Plan
Net Sales (¥ billion) Net Income (¥ billion) Total Assets & Shareholders’ Equity (¥ billion) Employees
Note: Data is based on consolidated calculations.
Canon
Sustainability
Report
2012 Materiality Themes Third-Party Opinions
Reporting in Accordance
with the Core Subjects
of ISO 26000
Message from Top
Management
Overview of Content
Available on Our
Website
Canon’s
CSR Approach
Kyosei: Canon’s
Editorial Policy Corporate Philosophy Canon Group 7
Overview
Medium- to
Long-Term
Management Plan
Digital SLR cameras R&D at Océ N.V. in the Netherlands “Man-machine cell” at Nagasaki Canon
Canon Image Square retail store in India Bio-based plastic molding process Seminar targeting managers of overseas group companies
We will launch competitive products through innovation
and increase profi ts in our solutions and services businesses,
as well as expand related and peripheral businesses, such as
network cameras and retail photography.
While cultivating pillars of business in new sectors, such as
medical and industrial equipment, build a global research
and development structure by establishing Innovation
Centers in Japan, the United States and Europe, and aim to
establish new businesses.
Construct a globally optimized production system for
optimal production site placement by comprehensively
assessing such risk factors as logistics, procurement and
labor, and proceed with in-house manufacturing and
production automation.
Continue developing new markets in emerging and
resource-rich economies in global growth centers such as
Asia, South America and Africa, and strengthen solutions
business in developed markets.
While maintaining our eff orts to develop technologies for
energy and resource conservation, strive to create products
with reduced environmental impact throughout their
lifecycles, so as to contribute to the development of a society
that equally supports enriched lifestyles and the environment.
Demonstrate an enterprising spirit based on the San-ji (Three
Selfs) Spirit, cultivating and handing down a corporate culture
in which all employees unfailingly face up to the challenges
of transformation, while making use of international training
programs and nurturing global human resources.
Medium- to Long-Term Management Plan
Key Strategies in Phase IV, 2011–2015
Achieve the overwhelming No. 1 position in
all core businesses and expand related and
peripheral businesses
Develop new business through globalized
diversifi cation and establish Three Regional
Headquarters management system
Establish a world-leading globally optimized
production system
Comprehensively reinforce global sales capabilities Build the foundations of an environmentally
advanced corporation
Impart a corporate culture, and cultivate human
resources befi tting a truly excellent global company
Global Rankings in 2011
Financial Times
FT Global 500
• Market capitalization:
122nd in the world
(2010: 93rd)
(8th in the Technology
Hardware &
Equipment Sector)
June 25/26, 2011, issue. Market capitalization
ranking on March 31, 2011 (the number of
outstanding shares multiplied by share price).
* FORTUNE Global 500 is a registered trademark of Time
Inc. in the United States.
FORTUNE
FORTUNE Global 500*
• Revenues:
204th in the world
(2010: 216th)
• Profi ts:
171st in the world
(2010: 202nd)
July 25, 2011, issue. Evaluation of fi ve
performance measures for fi scal 2010, including
revenues, profi ts, and assets.
Canon
Sustainability
Report
2012 Materiality Themes Third-Party Opinions
Reporting in Accordance
with the Core Subjects
of ISO 26000
Message from Top
Management
Overview of Content
Available on Our
Website
Canon’s
CSR Approach
Kyosei: Canon’s
Editorial Policy Corporate Philosophy Canon Group 8
Overview
Medium- to
Long-Term
Management Plan
Canon Inc.
Each Headquarters/
Products Operations
Japanese
Group companies
Overseas
Group companies
Top Management Executive Committee
Executive Vice President
(in charge of CSR)
Public Affairs Headquarters
CSR Division
CSR-Related Sections
Environment, procurement, human
resources, accounting, legal, PR, etc.
The spirit of contributing to society through our business has taken root in Canon’s corporate culture,
and we conducted various CSR activities accordingly. As the diversifi cation and globalization of our
business progresses, people’s expectations of and attention to Canon also increase, and the social
responsibilities that we must meet continue to grow. It is against the backdrop of this evolving social
environment that we inaugurated the Canon Group CSR Activity Policy in January 2012, stemming
from our understanding of the importance of a consolidated Group approach possessing clearly
delineated action categories.
A company cannot endure and develop without the development of society as a whole. Canon
therefore seeks to be a good corporate citizen, contributing to the realization of a better society while
pursuing growth through sound and fair business practices. We employ our resources, namely technology
and human resources, and develop our business to that purpose, seeking to off er contributions that
take the needs of the global community as well as local communities into consideration.
Henceforth, the CSR Division will be the focus of our eff orts in this regard, with our CSR Activity
Policy shared across the entire Canon Group. Canon will meet the expectations of our stakeholders
through the major eff orts described in the CSR Activity Policy.
Canon’s CSR Approach
As a good corporate citizen, we respond to the expectations of our stakeholders following
the Canon Group CSR Activity Policy.
Canon Group CSR Promotion Structure
Canon Group CSR Activity Policy
~Contributing to the Realization of a Better Society as a Good Corporate Citizen~
The Canon Group,
recognizing that its corporate activities are
supported by the development of society as a whole,
aims to achieve growth through sound and fair business activities
while contributing to the realization of a better society as
a good corporate citizen.
Therefore, Canon will promote its CSR activities within
the international and local communities,
eff ectively leveraging the company’s
advanced technological strengths, global business deployment,
and diverse, specialized human resources.
Key Activities
• Contribute to cultural improvement; support the arts, science, sports, etc.
• Provide humanitarian support to people and regions facing harsh conditions due to
disasters, etc.
• Contribute to the promotion of both enriched lifestyles and the global environment
• Contribute to society through business activities
• Contribute to the realization of a sound and fair society
Canon
Sustainability
Report
2012 Materiality Themes Third-Party Opinions
Reporting in Accordance
with the Core Subjects
of ISO 26000
Message from Top
Management
Medium- to
Long-Term
Management Plan
Overview of Content
Available on Our
Website
Kyosei: Canon’s
Editorial Policy Corporate Philosophy Canon Group 9
Overview
Canon’s
CSR Approach
Survey Topic 1
Materiality Theme Selection
Respondents choose the themes of
greatest concern to them from a list of
themes considered important by Canon
based on recent social conditions and
the Canon Group CSR Activity Policy.
The top six themes are reported on as
materiality themes.
Survey Topic 2
Understanding Concerns
Regarding the Core
Subjects of ISO 26000
Questions were posed concerning the
seven core subjects of ISO 26000, a set
of international standards for social
responsibility, and stakeholders selected
the subjects of highest concern to them.
Canon annually conducts a
stakeholder survey, taking the
concerns and expectations expressed
into consideration in determining
the reporting categories of our
sustainability report.
Survey Summary
Method:
Questionnaire
Target:
Consumers, suppliers, investors and
analysts, NGOs and NPOs, persons
affi liated with universities and research
organizations, national and local
governments in Japan, the Americas,
Europe and Asia
Respondents: 86
Survey period:
December 2011–January 2012
Canon’s CSR Approach
The content of the 2012 report was decided based on the concerns and expectations of stakeholders.
Materiality Themes | Reporting based on priority themes for Canon as well as stakeholders
Contributing to
Enriched Lifestyles
through Imaging
Technology
P11
Reporting in Accordance with the Core Subjects of ISO 26000
Reporting on subjects of highest concern to stakeholders
Global
Environment
P27
Reducing
Environmental
Impact throughout
the Entire Product
Lifecycle
P17
Hiring, Developing
and Promoting
Diverse Human
Resources
P23
Respecting
Human Rights
P29
Establishing a
Proper Workplace
Environment
P30
Fair Operating
Practices
P31
Customer Care
P32
Regional and
Community
Contributions
P33
Organizational
Governance
P34
Creating Imaging
Technologies that
Will Contribute to
Future Society
P14
Social and Cultural
Support as a Good
Corporate Citizen
P20
Strengthening
Corporate
Governance and
Compliance
P25
1
3
5
2
4
6
Canon
Sustainability
Report
2012 Materiality Themes Third-Party Opinions
Reporting in Accordance
with the Core Subjects
of ISO 26000
Message from Top
Management
Medium- to
Long-Term
Management Plan
Overview of Content
Available on Our
Website
Kyosei: Canon’s
Editorial Policy Corporate Philosophy Canon Group 10
Overview
Canon’s
CSR Approach
Stakeholder Opinions
- User needs are shifting from “quantity” to “quality.” Please strive for
comprehensive quality, including image clarity and operability.
(Japan/consumer)
- I would like Canon to use imaginative technology to create revolutionary
products that will bring enjoyment to people. (Asia/consumer)
- Please continue to focus on R&D so as to improve lifestyles through the latest in
imaging technologies. (Asia/person affi liated with a governmental institution)
Materiality Theme 1
Contributing to Enriched Lifestyles through Imaging Technology
Basic Approach and Policies
In recent years, data transfer speeds have increased dramatically along with the spread of the Internet such that data can be
transmitted across the world in the blink of an eye. “Imaging,” a term for photography and video that has become commonly
used throughout the world, is therefore becoming increasingly important. Canon believes that advanced imaging enlivens
communications and is instrumental in bringing about a better society. Our goal is to contribute to achieving enriched lifestyles
by off ering a total lineup of imaging input and output devices for a broad range of applications, from daily living and business to
medicine, media and the arts.
Left: Digital SLR cameras enabling simple, intuitive photography / Upper right: Printing favorite family photos on an inkjet printer / Lower right: A laser printer that inspires full confi dence in offi ce printing
Theme 1
Contributing to Enriched Lifestyles
Theme 2
Contributing to the Future
Theme 3
Reducing Environmental Impact
Theme 4
Social and Cultural Support
Theme 5
Hiring, Developing and Promoting Human Resources
Theme 6
Governance and Compliance
Canon
Sustainability
Report
2012 Third-Party Opinions
Reporting in Accordance
with the Core Subjects
of ISO 26000
Message from Top
Management
Medium- to
Long-Term
Management Plan
Overview of Content
Available on Our
Website
Canon’s
CSR Approach
Kyosei: Canon’s
Editorial Policy Corporate Philosophy Canon Group 11
Overview Materiality Themes
Video technology was born at the end of the
19th century, and it has been evolving rapidly
through digitalization since the end of the
20th century. Revolutionary developments
John Elkington’s theories, radical in its day, have been adopted globally as benchmarks to define both long-term strategy and everyday practice for leading manufacturing corporations all over the world.
TBL companies like Canon recognize key benefits:
There is an interdependent relation between environment, and society and business profitability. One affects the other.
Businesses gain a strategic edge by identifying shared opportunities to support all three. Win-win-win.
The top advantages to adopting a triple bottom line approach are
increased revenue and market share -
increased employee retention -
and increased community support -
Simply put: TBL states that taking care of profits, people, AND the planet are crucial to an organization’s success, now and in the future. Canon knows this, and strives to be a truly excellent corporation, maintaining our path to growth while contributing to the realization of a better society as a good corporate citizen.