corporate responsibility

Abandoned by Disney

(warning: very long story)

Some of you may have heard that the Disney corporation is responsible for at least one real, “live” Ghost Town.

Disney built the “Treasure Island” resort in Baker’s Bay in the Bahamas. It didn’t START as a ghost town! Disney’s cruise ships would actually stop at the resort and leave tourists there to relax in luxury.

This is a FACT. Look it up.

Disney blew $30,000,000 on the place… yes, thirty million dollars.

Then they abandoned it.

Disney blamed the shallow waters (too shallow for their ships to safely operate) and there was even blame cast on the workers, saying that since they were from the Bahamas, they were too lazy to work a regular schedule.

That’s where the factual nature of their story ends. It wasn’t because of sand, and it obviously wasn’t because “foreigners are lazy”. Both are convenient excuses.

No, I sincerely doubt those reasons were legitimate. Why don’t I buy the official story?

Because of Mowgli’s Palace.

Keep reading

DID/OSDD FOLX:

THIS is how you handle something properly - Corporate, DID style… A niche, but hear me out:

My initial response:

“Hell. Fucking. No.”

Justifying my point to someone who said I was being too sensitive:

“Actually, I get angry when people make fun of people who have survived severe trauma. You call that offended. I call it common decency.”

My response as a consumer, to their international CEO in regards to their Advertisement:

[TEXT: 

Mr Gainor, 

It has come to my attention that in an advertisement for your banana split, you have chosen to make mental illness the punchline. This is in reference to the “Split personality? Order two!” sign. I would like to inform you that this is extremely offensive. 

It’s called Dissociative Identity Disorder - and it is caused by chronic and severe trauma during early childhood

I have been a customer at Dairy Queen for over a decade, and you have lost a lifetime of business from this former customer. 

I would also like to inform you that DID occurs at a rate of 1% in the general population. You have just alienated and made a tasteless joke in reference to 1 out of every 100 customers. 

And finally, I wanted to let you know that you have made survivors of the most horrific trauma and abuse a punchline. 

Please reconsider this ad and remove it before you cause more damage to your company.

Sincerely, Eleanor Hutchinson (a real life person with DID)]

And today, to my shock and amazement:

[TEXT: 

Dear Ms. Hutchinson,

Thank you for reaching out to John Gainor regarding the point of sale
poster for the banana split seen in Texas.

I am so sorry we have upset you and offended you. Please accept my
apologies on behalf of John and the corporation.

Everyone on Texas Marketing and Operations teams is working to have this
removed and destroyed immediately.

Kind regards,

Carolyn


Carolyn Kidder
Senior Fan Relations Manager
American Dairy Queen Corporation ”: ]

My final response:

[TEXT:

Ms. Kidder,
Your apology is warmly accepted. Thank you for listening and responding so gracefully. DQ has been a brand I have been loyal to since childhood, and have had the fondest memories. I’m reminded of fund raisers in the community; and the sponsorship of my high school’s hockey team, along with the Peer Mentors program.
You have certainly won back my current and future business. I think I’m going to have to go get a blizzard 😊
Thank you for listening to the DID community’s feedback. It helps restore your faith a bit, you know?
Take care,Eleanor Hutchinson ]  

Long story short; A+ to Dairy Queen for being so responsive. I love you more than I thought possible :,)

Amazon Smile. Doing Corporate Giving Right.

I encountered this article on LifeHacker, and my jaw actually dropped a little bit.

In short, 0.5% of any purchase you make on Amazon can be donated to a charity of your choice.

Now, 0.5% is certainly a small number, but it’s very important to note that Amazon operates at a very small profit margin. Despite being #49 on the Fortune 500 list, weighing in at a sizable $166 billion market cap, and raking in gross revenues north of $60 billion in 2012, Amazon makes only about $39 million in actual profit.

Just for the mathematically challenged readers out there, that means Amazon is making .065 % of its revenue in terms of profit. So this is a very rudimentary calculation, and certainly doesn’t take into account the complexity regarding why Amazon’s profits are so low, but essentially 76% of Amazon’s profits may now be going to charity.

Again, that’s probably not the whole picture, but it gives some perspective as to how much this 0.5% really is in terms of Amazon’s budget.

I, for one, applaud a company that would rather put its incoming cash to good use than horde it away. Certainly I’m not an investor in Amazon– those folks might not be so happy. But it’s a very respectable enterprise, and I love to see my favorite tech companies take more than their share of the U.S. corporate responsibility pie.

Someone told me once that every penny we spend as consumers is a vote. The comodities we are buying is like casting a ballot. You give your money to companies because you stand behind their product, their vision and ethical reasoning. I know it’s not a viable option for some, and I understand that. But why the outrage when I say that once we’ve established the reasoning above, we should stop buying clothes at fast-fashion mega corporations that refuse to have an ounce of corporate social responsiblity? These billion dollar industries refuse their workers decent wages and the right to organize themselves, why is there such a disconnect? It’s like we’re not even aware of the power behind our money. We can make drastic change if we started investing in companies that aren’t just doing lip service and actually have solid sustainable visions and good corporate social responsibilty. Also companies hate being defaced…they’ll do anything to sell themselves as better than they are, because losing consumers is suicide. We should publically shame companies with bad work and sustainability ethics.

I’ll go first: What’s good, H&M?

private corporations are always responsible with personal data, never lie about the fine print, and care about their employees, so there’s no way they would use this to dystopian ends, right guys?

#SpeakUpForPuertoRico

We need your voice! The current economic and political situation in Puerto Rico needs to be heard on American and international forums.

1. Take a picture of yourself with a sign saying “NO FISCAL CONTROL BOARD FOR PUERTO RICO”

2. Upload your picture with this message and the hashtag “#SpeakUpForPuertoRico” inviting all your friends to join.

Puerto Rico is currently run by an imposed, non-elected fiscal control board with the goal of paying the island’s debt of over $70billion without audit, revision or restructure, putting the interests of vulture fund managers and their possibly illegal transactions with the Puerto Rican government over the needs of its people.
The Financial Oversight and Management Board put in place by the #PROMESA bill, runs on a budget of at least $370million dollars paid by Puerto Rican taxpayers, and some of its members have been tied to the same corporations responsible for the crisis.
With cuts in funding to public education and pensions, changes to health care, and government right-sizing, the board’s determinations are seemingly non-negotiable and exempt from local law.

The fiscal control board and its austerity measures are not the solution. Speak up for Puerto Rico!

morpheusforty  asked:

"placing environmental concerns on the shoulders of consumers is a form of class warfare" agree or disagree? im pretty behind this, considering that everything i could have ever recycled in ten lifetimes is wasted in a single oil spill.

yeah that’s true. liberal environmentalism has wrongly placed the blame of climate change on average consumers rather than corporations who do the majority of the polluting.

did you know that just 90 corporations are mostly responsible for climate change? http://www.sciencemag.org/news/2016/08/just-90-companies-are-blame-most-climate-change-carbon-accountant-says

I, Combeferre...

“Courf!”

Courfeyrac pulls out an earbud. “Yeah?” he calls back. That didn’t sound like Marius.

“I got the internship!” Combeferre announces, appearing in the doorway with an expression that is nothing short of triumphant.

“You did!” Courfeyrac cheers. “Congratulations!” He flings his arms around Combeferre’s neck and squeals. “I knew you’d get it!” Combeferre had been talking about this corporate social responsibility collective for ages. To Courfeyrac’s delight Combeferre hugs him back hard enough to lift him off his feet.

“And they even give a compensatory fee,” Combeferre says happily.

Courfeyrac beams at him. “Well I should hope so,” he says. “If they’re doing corporate responsibility.”

“Not a given in my field,” Combeferre grimaces and he lets go of his boyfriend to put his bag down.

“I know,” Courfeyrac nods. In journalism it’s generally not as bad, but he knows the struggle. Suddenly his face lights up. “Hey,” he says following Combeferre through the room. “That means no more assisting with evening lectures at uni, right?”

Combeferre looks guilty. “Well…”

Courfeyrac’s face falls. “Ferre,” he says.

“I know,” Combeferre says hastily. “But-”

“You’re always saying how tired you are,” Courfeyrac points out. “And I know you need experience and stuff, but this is ridiculous.”

“I like teaching though,” Combeferre says. “Especially the first years, it’s cool to introduce them to the field. See them get into it.”

“Yes,” Courfeyrac says emphatically. “And when are the impossibly hot professor you will inevitably become, you can do that every day, but you are not seriously considering doing an internship, and classes, and teaching?”

Combeferre pulls a face that Courfeyrac knows all too well. It’s the face of a man that is carefully forgetting the endless late nights, hasty meals and failed attempts to drink less coffee.

He reaches up, grabs his boyfriend by the collar and drags him down to eye-level. “You are working yourself to death,” he says firmly. “And dammit Ferre, it has taken us this long to start dating and for once I’d like to be able to go to sleep and wake up with you next to me instead of it always being either or!”

“I know,” Combeferre says, leaning his forehead against Courfeyrac’s. “Me too.”

Courfeyrac tries to frown at him, but he’s not sure Combeferre can even see his eyebrows right now. “And you need more time for your moths,” he says accusingly. “And your silk painting.”

Combeferre straightens up with a sigh and lets his arms rest on Courfeyrac’s shoulders. “You’re right,” he sighs. He winces at a memory and mutters: “Would be nice to have some evenings to myself again.”

Exactly,” Courfeyrac says. “So, say it with me: I, Combeferre, will this year follow my required classes and do my internship and absolutely nothing else.”

Combeferre laughs, but Courfeyrac plants his hands on his hips and says:

“Well?”

“I, Combeferre,” Combeferre says smilingly. “Will this year follow my required classes and do my internship and absolutely nothing else.”

Good,” Courfeyrac says.

“I, Combeferre,” Combeferre repeats, dark eyes twinkling. “Will make sure to draw more moths, paint more silks, and kiss Courfeyrac more.”

“Even better,” Courfeyrac grins. “You can start with the last one immediately.”

Combeferre takes off his glasses and pulls Courfeyrac towards him. Two seconds later they’re sprawled out on the couch and that’s exactly where Marius finds them when he comes home twenty minutes later.

“Oh, hey Ferre. Did you get your internship?” he asks, not even changing colour.

“I did,” Combeferre grins.

“Congratulations!” Marius beams. “You so deserve it.” He moves towards the kitchen, but calls back. “I brought fresh orange juice, you guys want some?”

“Please!” Courfeyrac says, sitting up and smoothing back his hair.

“He’s gotten really used to this, hasn’t he,” Combeferre hums.

“I think I’m corrupting him,” Courfeyrac says happily.

“I think you’re a good influence,” Combeferre mutters, pressing a kiss against the side of his head. “On everyone.”

5

Crown Princess Victoria on her third day in Japan started her morning visiting the Tsukiji Fish Market in Tokyo, which is the biggest wholesale market for seafood in the world. 

Afterwards she went to the Swedish Embassy in Tokyo. She met with the winners of a video contest that the Embassy organized. The contest was aimed at young people and teachers with the focus on the UN’s global sustainability. The humanoid robot Pepper was also there. Pepper is designed to mimic the human body through a computer system the artificial intelligence and can think, reason, and understand information.

Following the embassy she made a stop at the Hama Rikyu Gardens, a traditional Japanese garden and public park.

In the afternoon the Crown Princess attended a seminar about Doing Sustainable Business the Swedish Way. Swedish companies talked about how they work with CSR (Corporate Social Responsibility), followed by a panel discussion between Swedish and Japanese companies. Her day ended with a reception at the Swedish Residence for the seminar participants and representatives of the Swedish business community in Japan.

Just my onion but the response to corporations disregarding basic human rights in third world countries should be “look what horrific things they do when focused solely on profit” and not “this is the country’s fault for allowing for corruption”.

Question the system that encourages this behavior IN THE FIRST PLACE.

Starbucks Still Isn’t Listening


Dear Starbucks,

Here we are again. There’s a cyclical pattern happening and it rotates and comes back around, almost the same time every year.

This song isn’t a new one. Store Partners feel frustrated and then voice their concerns, much to the chagrin of corporate level brass, further articulating the vast disconnect between what it’s like to work in a store in any given city or area, and sitting in an office building.

It’s this disconnect that has consistently left Starbucks store partners at odds with their corporate and regional decision makers. From a difference to what maternity (and paternity) leave looks like between corporate and store level employees, to the mounting tasks stacking on top of a burnt out workforce, the divide only grows.

Starbucks Corporate ISN’T Listening Close Enough

That’s right. Despite the petitions, the media coverage, and the social media storm, the communication between store level partners and higher-ups widens. Recently it was reported that a CPO (Chief Partner Officer) was named in Lucy Helm. Hoping to better understand (and facilitate) why the partner experience differs from corporate statistics.

The idea of a Chief Partner Officer is a wonderful thing, no doubt. Starbucks nearly stands alone as a company in terms of trying to understand and work with their workforce. As someone who spoke up in 2016, the care I received was and continues to be beyond impressive. After everything died down, new wages were announced, a dramatic change in dress code, and a bonus. I had surmised and hoped that we were headed in the right direction.  Maybe we were.

What I see happening now is a workforce buckling under the weight of expectation and tasks. Mobile Order and Pay has fundamentally changed the game at Starbucks. A neighborhood cafe store (no drive-thru window) is now dealing with the impact of a different business model being introduced within an existing one, which is leading to slow death of the coffee house experience. Cafe stores are now becoming either physical drive-thrus or walk-up drive-thrus. What was once an atmosphere that was relaxing for customers has turned into a battle ground of ‘who’s order do we make first?’ or, ‘We don’t have enough time.’

There are stores that don’t feel the frustrations that many partners talk about, where Playbook (a deployment model) runs perfectly, in sync with Clean, Safe & Ready (a store cleanliness model), and there’s enough labor for everything to run smoothly. There are stores and partners who glide through expectation and change with ease. It must be noted. The frustrations that many partners feel day to day aren’t necessarily shared by all partners in all areas and stores of the company. It’s important not to lump everyone in together. Further, these conversations aren’t always about better pay, or more people. If you speak to some partners, that might be the first few words out of their mouth. The wage discussion cannot be dismissed either. The most successful coffee chain in the world cannot afford to pay its workforce enough to pay rent with the money they make. With tips disappearing from weekly earnings, earnings that partners depend on for food and gas, partners feel it from week to week.

Looks can be deceiving. A customer can walk into store that appears empty, and instead of a line of people, there are ten or more Mobile Orders being prepared for customers who don’t want to wait. Mobile Order and Pay is stealing every last drop of time to devote to in-store customers. At the heart of all of this is the disconnect.

The expectation that a Store Manager can succinctly attend their duties in the 10 hours of administrative time given to them every week further stresses an atmosphere where Partners feel like there’s never enough people on the floor at any given time. Store Managers shouldn’t be factored in to store labor allotment. Give that labor to another partner that can be physically on the floor at all times. Store Managers not only make schedules for three weeks, they hire and train, and re-train, and implement new guidelines, attend weekly or bi-monthly meetings, etc… All of this, expected on 10 hours a week of administration time. It’s not only not working, it’s affecting productivity, and the fear of retaliation keeps many of these managers from speaking their mind freely about what’s working and what isn’t.

The growing demands of Mobile Order and Pay further reveal a climate where partners struggle to attend to every customer need, the needs of the cafe and overall cleanliness in a way that benefits the customer, the store and corporate expectations. With the recent launch of North Star, which is essentially a pivot back to that customer experience, some partners will tell you that it feels like a slow drowning.

The reality is a complicated one. Corporate might view the partner as never being satisfied, always wanting more labor and better pay (which isn’t always the answer or the case). The flip side is, many partners feel the similarly, like what they do is never good enough, never fast enough, their smile not big enough, their ‘thank you’ not heartfelt enough.

Chain of Command

Typically, if a partner has an issue or a concern, and they want to be heard, they are persuaded to speak to their store manager, who then voices that concern to the district manager, and then to a regional manager, and so on, and so forth.

By the time this concern reaches the corporate structure, it’s been watered down, smoothed over and sanitized. The issues that partners deal with in terms of their day to day stresses aren’t being properly reported to corporate because there is a system of fear in place where employees and managers are afraid to deliver bad news, or just be honest with the reality of what’s happening. This fear of honesty from local and regional leadership then creates an environment where the partner doesn’t feel heard. When you don’t feel heard, or listened to, you feel like you don’t matter. I know, personally for Starbucks, that’s not what they want. They want to believe that their partners matter, and their opinions count.

A recent poll conducted by coworker.org outlined that,

“75 percent of the Starbucks workers polled by Coworker.org said their stores were not staffed to meet the goals of North Star. Eighty-nine percent of respondents said staffing levels were still a problem in their stores in the past three months, and 62 percent said their ability to deliver the best customer service possible decreased during that time.”
(taken from The New York Times)

Starbucks Corporate response was this…

“All of our metrics show we are moving in the opposite direction of what the survey claims,” Starbucks spokesman Reggie Borges said.
(taken from The New York Times)

The corporate answer is both telling and tinged with a bit of an inadvertent insult. The divide between what the numbers say, and what actual living, breathing employees are saying is concerning. With the launch of North Star, some partners felt like much of the pressure was on them to right the ship, in terms of failing customer satisfaction. ‘It’s our way, or the highway’ is the feeling that some partners felt. Again, I don’t believe it was the intention of Starbucks Corporate to make their store workforce feel like they were the problem. As with many issues in Starbucks, it was a communication breakdown. As much as store partners are feeling the stress of mounting tasks, amid complicated drink rollouts, Store Managers are saddled with trying to balance their productivity in terms of being a business owner, getting three weeks of schedules made, giving time off and vacations and leave, amid weekly meetings, and conference calls.

What further impacts this are last minute announcements of new promotions, complicated drink events that last a few days, and the list grows.

Communication

If Starbucks is going to find unity or common ground with their employees who work in their stores, the playing field has to be leveled. There has to be a sense of fearlessness when it comes to offering feedback as to what’s working and what isn’t. It’s that simple. A Chief Partner Officer, however a good beginning, isn’t the full answer, especially when that partner is culled from the corporate structure. There’s little trust there. Trust is paramount. Partners are more apt to being honest with someone who’s survived the ranks of being a barista or a shift supervisor, then a corporate tribute.

The decline of same store sales, as outlined in the last quarterly earnings report is a symptom of several issues, customer engagement, partner satisfaction, and the ever-changing retail landscape. As a company, Starbucks has to grow the business, and it has to keep up with the demand of shoppers so as to ensure growing profits.

When you call your employees ‘Partners’, there’s a suggestion that you see them as equals, co-workers on a shared journey in a wonderful company unlike any other. For many store partners, baristas, shift supervisors and managers, it’s something they want to believe in and get behind. We want to do well, we want to perform well. All we are asking for is better communication, communication that cuts through the bureaucratic red tape so that we can be heard honestly, without being censored or sanitized. As much as these Partner Open Forums are appreciated, much of the time, they come off like self-congratulatory events, as opposed to workshops where partners feel the freedom to talk about hot button issues (without fear) that effect us every day.

Communication HAS to change. That is the only way forward.

I believe that Starbucks is unlike any other corporation in that it authentically seeks to always do better, to be better. Too often large conglomerates are painted as the enemy, looking to use and mis-use the little guy, and sometimes that’s been the case.

It’s not the case with Starbucks.

Jaime M Prater

So talking to @redrobin-detective, and if actual non-All Star Batman Bruce Wayne has never actually said “I’m the goddamn Batman,” at least once as a punchline in jokes for socialites, I will be sorely disappointing.

Bruce Wayne businessman, saying it in public as a ridiculous joke about his hilarious hijinks filled with whacky misunderstanding and the punchline is “I’m the Goddamn Batman”, because ‘omg broose you’re so ridiculous, as if’ ‘ha ha don’t you wish’ 'Could you imagine Charles, Bruce Wayne running in tights in the middle of the night, oh he’d make that poor butler do the driving and arresting i’d imagine * hysterical laughter*’

 But its a joke around when bruce is younger and relatively new in being batman. Like, possibly when people know Batman is a thing, but aren’t certain, but it’s creeping into public talk, still a joke for some peeps. He starts to not say it voluntarily when Dick comes under his wing, he’s becoming more measured and taking on more responsibility. He’ll still tell it beneath that smiling rich mask when asked at parties however. It stops after Jason’s death, and the terror and trauma that follows.

 Because this is bruce he blames himself, pangs of anger and self resentment come with the thought of him being so glib with his job, being so loose and joking about the work he does and the consequences that come with it.

 After that, when someone asks him to tell the story, he brushes it aside, another person insists and he excuses himself. He never jokes on the job, but as being the batman takes a greater toll on him, he begins to stop joking off the job. There’s always that slight twinkle of Bruce Wayne charm, but it gets much more subdued, billionaire Bruce Wayne becomes even less of a visible persona. People chalk it up to him becoming more of a family man, growing I to his wealth and corporate responsibility. By the time Tim Drake is under his wings, most have probably forgotten or just don’t talk about that whacky time Bruce Wayne got mistaken for the Bat. 

 But, just because it’s also nice to think of old man bruce surrounded by the people who love him, and that maybe in the future, these people grow up and find some way to be okay together and if people aged in comics. Maybe, if the family is still around, they get together for some holidays. That cobbled together family spending time with one another after long years and decades of fighting side by side and against eachother, enjoying Christmas, or New years.

 Not everyone can always make it. Dick has his police work, Barbara and Tim both work long hours, who knows what Cass and Jason get up to, and of course bruce is bruce, emotionally distant, always working on something, often forgetting the holidays are even there. But one year all the kids are able to be there, and that year is the year there’s a knock at the door. Someone asks who it is, and 'Its the Goddamn Batman “ Is the response.

Notes on Entering an Apprenticeship under a Non-Corporeal Entity (or any kind of formal agreement)

- Don’t say yes immediately
Sometimes it’s not the best idea to jump in with both feet, especially if you don’t know the entity very well, yes, even if it’s a vetted one. Non-corporeal entities tend to forget (or not understand) that we are physical beings, with physical limitations. They can push us beyond our limits, or ask us to do something that is dangerous due to our surroundings. Take time to get to know the entity, and, more importantly, let the entity get to know you, and your physical world.

- Write it down before you say yes!
Take time to write down exactly what is expected, from both parties! The entity might come to the table with a list of expectations for you, but without a similar list of what they will do in return, it’s not much of a mutually beneficial arrangement… Don’t accept any excuses or vague promises. The entity should be able to name several specific areas where they promise to help you or teach you about.

- Set a time limit on the agreement (or at least a “get out” clause)
Make sure you have some way to end the agreement, either by a time limit or a “get out” clause. You don’t want to end up being stuck in an open-ended agreement if your personal situation changes drastically.

(All these points are from personal experience, written down as I hash out the details of a formal contract for an apprenticeship under the Tailor)

Can we try to distinguish foods from the corporations that process/manufacture and distribute them? 

Kraft is evil, dairy is not. 

Coca-Cola is evil, sugar is not.

Monsanto is evil, GMOs are not.

I know the nuance machine is REAL broke when it comes to beliefs around food, but if we care about addressing actual abuses and public health issues, we have to hold the corporations responsible for their evils without shifting the blame onto consumers or products.

In the Formation of Christian theology, we also see white privilege at work. Theology that prioritizes the individual and arises out of the Western, white context becomes the standard expression of orthodox theology. In our understanding of what is considered orthodoxy, we see the emphasis on the individual aspects of faith. What is considered good, sound, orthodox theology is a Western theology that emphasizes a personal relationship with Jesus, with its natural and expected antecedent of an individual sanctification and even an individualized ecclesiology. The critical issues and discussion in theology lean toward understanding issues relevant to individuals and Western sensibilities. The seemingly never-ending debate between the proponents of Calvinism and Arminianism, between predestination and free will, revolves around individual salvation.

Theologies that speak of a corporate responsibility or call for a social responsibility are given special names like: liberation theology, black theology, minjung theology, feminist theology, etc. In other words, Western theology with its individual focus is considered normative theology, while non-Western theology is theology on the fringes and must be explained as being a theology applicable only in a particular context and to a particular people group. Orthodoxy is determined by the Western value of individualism and individualized soteriology rather than a broader understanding of the corporate themes that emerge out of Scripture.

—  Soong-Chan Rah in The Next Evangelicalism: Freeing the Church from Western Cultural Captivity