Johnson Controls Social Responsibility Strategy JJT2 Social Responsibility, Task 1 February 23, 2014 Introduction Johnson Controls is a global manufacturing company with its corporate headquarters in Milwaukee, Wisconsin. The company is the largest producer of private label lead acid batteries in North America, and is quickly becoming a leader in Asia and South America. Johnson Controls provides batteries for nationally recognized brands such as Duralast, Interstate Batteries, Die Hard, ProStart, and Bosch. In addition, Johnson Controls provides original equipment batteries for Ford, Acura, Honda, Diamler Chrysler, Nissan, and Toyota. With over 170,000 employees around the world, Johnson Controls is a global industrial leader serving customers in over 150 countries and is committed to corporate social responsibility (Johnson Controls, 2014).
Amie Kitchen Case 1-1 OL 318 March 9, 2010 1. Fortin was the victim of antiunion discrimination. She worked for the company for many years and was put in charge of the Metro-Dade account. Fortin increased sales on this account and was recognized by the company for this in 1994 prior to June 1st. At this time the company acknowledged that Fortin was an excellent work with a successful track record for the eight years she had been with the company.
Company background Navistar International is a leading global transportation company which focuses on manufacturing commercial trucks, horsepower diesel engines and providing financing services for its customers, dealers and distributors. The company’s products, parts, and services are sold through a network of nearly 1000 dealer outlets in the United States, Canada, Brazil and Mexico and more than 60 dealers in 90 countries throughout the world. Over the years, Navistar has placed high priority on quality improvement since quality concerns affect customer requirements and costs. Navistar has two assembly plants, Chatham plant which is responsible for producing premium conventional trucks, and Springfield plant which focuses on manufacturing and assembling medium and cab over trucks. Currently, Andy Ramsz is appointed to be the assembly supervisor at Navistar’s Chatham
The Engineering & Construction unit accounts for over 70% of the company’s total revenues and is the industry that the company is most well known for. Within this industry, 44% of SNC-Lavalin’s 2013 revenues were generated from Infrastructure & Environment (24%) and Power (20%). The company has incentive to expand its footprint in these particular market segments since other markets such as Oil & Gas and Mining & Metallurgy are highly saturated and mature (REF). Furthermore, governments are focusing their efforts on environmental initiatives (Huffington Post, 2012); SNC-Lavalin can therefore take a first mover advantage in this area. By focusing on projects that cater to the Environment and Clean Power markets, SNC-Lavalin can not only attain large-scale growth and attract government support, but it can also strengthen its new image as an ethically compliant and socially responsible firm.
Table of Contents Introduction 3 Corporate Mission and Business Model 3 External Environments 4 Ethics and Social Responsibilities 6 Conclusion 6 References 8 Introduction Viterra is known as the largest grain handler in Canada. It was formed in 2007 and has rapidly flown past their competitors ever since, thriving off of western Canada’s strong agricultural economy as of the past decade. They bring in an extraordinary profit every year, with over $702 million in the year 2011 alone (Cross, 2012), and continue to dominate its competitors with locations out of Canada, the United States, Australia, New Zealand, and China. Viterra is involved in the processing, marketing, and handling of the grain they purchase off of farmers.
"It's all in a day's work..." is a frequent response. However, clinical depression is common especially for people who play a role in high profile rescue efforts. A few examples include Robert O’Donnel of the Midland Fire Rescue, Texas who pulled 18 month old Jessica out of a deep well. O'Donnel never recovered from that incident. He became an alcoholic, lost his job, his family and in 1995, about seven years later, he committed suicide with a shotgun (Lunsford, 2002, Babinek, 1997).
X Malcolm Little was born on May 19, 1925 in Omaha, Nebraska at a very young age lost his father, Earl Little an outspoken Baptist minister and avid supporter of Black Nationalist Leather Markus Garvey. Earl’s civil rights activism prompted death threats from the white supremacist organization Black Legion. Because of the threats his family received, they had to move to Lansing, Michigan and in 1929 his home was burned to the ground. Two years later his father’s body was found across the towns trolley tracks. His mother Louise Norton Little was a homemaker, suffered emotional breakdown because of her husband’s horrible death and was committed to a mental institution.
Not long after the rest of the members broke up, going on to attempt solo careers. (Solo.com 2) On April 23, 1991, Thunders was found dead in his room at the St. Peter House in New Orleans, Louisiana. Nolan performed at a tribute concert for Thunders later in 1991; a few months later, he died of a stroke at the age of 40. (Allmusic.com 6) In 2004, the surviving members reunited to perform at the 2004 Meltown Festival. Shortly after Aurther Kane checked himself into a Los Angeles hospital with what he thought was a severe case of the flu.
Ambassador Torchlight Case Study Analysis Submitted to Mr. Pankaj Jain Asst. Prof. Submitted by Harpinder Singh PGDM-1 PCTE Introduction to case Ambassador torchlights were the second largest in the market of dry cell batteries and allied products. Having a good distribution network, the company want to utilize this strength by taking over the distribution of some consumer items. They approached Central, company manufacturing blades and also having two own brands.
Case 4: Kanthal A Industry and its relevant characteristics Kanthal was a major producer and seller of electrical resistance heating elements. It was the largest out of six division in the Kanthal-Hoganas group. It had over 10,000 customers worldwide with 95% of its sales attributed to exports. Competitive Environment Kanthal was made up of three divisions that were competing in the global market. Through the first division that supplied electrical appliances and heating systems it helped the company dominate 25% market share, making it a world leader in supplying heating alloys.