dedicated to the promotion of urban environmentalism

During the week of February 6-12, 2012, representatives from the Environmental Protection Agency (EPA) and the Texas Department of State Health Services (TDSHS) will be in the area of South Alamo, Texas, to speak with residents about the contamination in the Donna Reservoir and Canal. This effort is being made to provide local residents with information about the health risks of consuming fish taken from the Donna Reservoir and Canal. The possession of contaminated fish taken from the reservoir is prohibited by the TDSHS and has been since 1993.

Source: Murninghan Post

BLOG / NEWSLETTER:

 New!! Murninghan Post  Voices of Young People

The TakeAway: To inaugurate MurnPost’s “Voices of Young People” section, Joe McCarty writes about the failure of undergraduate business schools to equip students with the knowledge and competence necessary for building sustainable prosperity and justice. Students can organize to help fill gaps in the curriculum, and persuade colleges and universities to do a better job.

We are currently witnessing a turning point in the way individuals, corporations, and governments view their impacts on the world. In 2011, the Occupy Wall Street (OWS) movement exposed the frustration and anger of its participants and supporters over the way many businesses are run. OWS was and continues to be a contributor to the growing collective perception that corporations need to do better – both socially and environmentally. Because corporations are run by people, it is the people affiliated with them who must change their views and behavior about the purpose and function of corporations in society. This includes board members, managers and other employees, suppliers—even customers and shareholders, and others in the stakeholder ecosystem.

But one demographic that’s overlooked in the rapidly-growing, overlapping fields of corporate social responsibility, sustainability, and responsible investing: the people who are currently being taught in our business schools about how corporations are and should be governed and run. On this front, there’s a lot of work to do.

For more on Campus Curricula and the Common Good: Filling the Gap.....

 

 

Tweet me: New "Voices of Young People" from @MurnPost. First up: U-Mich's Joe McCarty on biz-ed gap re: #CSR #sustainability #ESG http://goo.gl/NxH2U

CONTACT INFO:

Marcy Murninghan
Murninghan Post
marcy@murninghanpost.com
http://murninghanpost.com/

KEYWORDS: climate; Corporate Responsibility; environment; Joe McCarty; justice; Occupy Wall Street; ross school of business; student activism; Sustainability; undergraduate business curriculum; university of michigan;

Original post on the CSR Feed: http://3blmedia.com/theCSRfeed/Murninghan-Post-Voices-Young-People-Guest-Commentary-Campus-Curricula-and-Common-Good-Fil

Almost exactly five years ago, I took at look at Transcendentist, a Berkeley based green dentistry office that combined environmental responsibility with a very different approach to patient care. Rather than the typical clinical approach, the founders of Transcendentist created a spa-like atmosphere complete with foot massages. Even then, the idea was taking off: nothing like a little calm to take the edge off of that fear of the dentist thing.

Source: Social Accountability International (SAI)

BLOG / NEWSLETTER:

In supply chains across the world, men and women labor in low-wage jobs, making insufficient income in a regular work week to cover the cost of living. What can responsible businesses do to ensure that workers throughout the supply chain receive living wages? What are the implications of wage levels for the sustainability of communities around the world?

On January 25, 2012, SAI Senior Manager Matt Fischer-Daly led a webinar on how businesses can implement living wages in their global supply chains, and the role of certification standards such as SAI's SA8000®. Hosted by the International Society of Sustainability Professionals (ISSP), 80 representatives from government agencies, NGOs, certification bodies and companies signed on to participate in this one-hour webinar discussion.

The webinar was organized into three sections:

1. The human right to a living wage

2. Practical guidelines for implementation

3. Case examples of best practices observed in the field: Thailand & Honduras

• Rosy Blue Diamond Co. Ltd. - Diamond cutting plant
  Phitsanulok, Thailand

• Finca Guaruma - Banana farm
  La Lima, Honduras

SAI20817

Tweet me: Audio & Presentation: #LivingWage in Global Supply Chains w/examples frm #Thailand #Honduras @sa_intl #csr http://3bl.me/q85p23

Contact Info:

Matthew Fischer-Daly
Social Accountability International (SAI)
MFischer-Daly@sa-intl.org
+1 212 684-1414, ext. 236
http://www.sa-intl.org

Joleen Ong
Social Accountability International (SAI)
JOng@sa-intl.org
+1 212 684-1414, ext. 243
http://www.sa-intl.org

RESOURCES:
Audio recording & presentation (Java)
Presentation (PDF)

KEYWORDS: banana; CSR; Diamond; Honduras; ISSP; livingwage; presentation; SAI; Thailand; webinar;

Original post on the CSR Feed: http://3blmedia.com/theCSRfeed/SAI-Audio-Presentation-Implementing-Living-Wages-Global-Supply-Chains

Put your hands up and step away from the sugar! No, not really. But one day, sugar may be a regulated substance, on par with alcohol and tobacco. The notion seems draconian at first, but once you look at the reasoning behind it, it begins to make a lot of sense. Researchers from the University of California (UC) San Francisco stipulate that excessive consumption of sugar is behind the global obesity pandemic. Sugar contributes to over 35 million deaths per year from diabetes, heart disease, cancer, and other diseases. Their desire is to see a healthier world with fewer health-related costs through the restriction and regulation of sugar.

Source: AMD

SUMMARY:

This article originally appeared on Business Civic Leadership Center's website, http://bclc.uschamber.com/.

BLOG / NEWSLETTER:

By James Barsimantov, Ph.D. – EcoShift Consulting (bio)   It should come as no surprise that the large majority of environmental impact takes place outside a company’s physical boundaries. Greenhouse gas emissions (GHGs) reporting probably gives us the best estimate of this; the Carbon Disclosure Project (CDP) estimates that over 50% of an entity’s greenhouse gas emissions are indirect ‘Scope 3’ emissions, while AT Kearny says the number is closer to 80% (source: CDP 2011 Supply Chain Report). In this article, we look at why so many companies are now addressing sustainability in the supply chain, and what approaches are used to reduce environmental impact in the supply chain. We use AMD, a Chamber BCLC Environmental Innovation Network member, as a case study, which reports that 63% of total GHGs are Scope 3, over 90% of which comes from the supply chain. (The rest comes from business travel and employee commutes; see this page for more information or the AMD 2010 Corporate Responsibility Report.)   Even the most far-reaching climate legislation, either passed or proposed, recognizes that supply chain emissions are not the legal responsibility of a firm. So why are so many companies beginning to measure and manage supply chains for sustainability? The reasons are simple. First, many companies are feeling pressure from a wide array of stakeholders, including consumers, shareholders, retailers and nonprofits. Second, a sustainable supply chain is an efficient supply chain, so improving supply chain performance can provide multiple benefits to a firm by saving money while reducing impact. Despite the high impact of supply chains and the potential benefits from addressing them, most companies have still not looked closely at the issue. CDP reports that, of the 57 companies participating in their supply chain initiative, 87% have GHG reduction targets but only 45% of these include supply chains.    Which companies are diving in? From our experience, companies that have a high level of accountability to stakeholders and have more public visibility are feeling more pressure to act. In addition, companies that can more easily influence their suppliers find it easier to act and reap the benefits. So when companies are insulated from stakeholders or when supply chains are unruly, large, or often in flux, implementing a deep sustainability program isn’t easy.   Learning from others’ experiences can help smooth the path. Companies are finding a host of ways to reduce supply chain impacts, and these include: (1) using ecodesign principles to make more sustainable products; (2) implementing green procurement policies that select more environmentally friendly providers; (3) helping suppliers improve onsite operational efficiency; (4) improving logistics to save time and money while reducing impact; (5) reducing or switching to eco-friendly packaging; (6) using footprinting or life cycle analysis as a tool to understand impact; and (7) improving and managing communication with suppliers.   But which approach is right to take for your company? The key is to understand how your supply chain is structured and use that to find opportunities. When a firm has a large number of suppliers, when competition between potential suppliers exists, or when the final product is a commodity with infrequent innovations, developing reporting systems to grade suppliers is a promising approach. CDP call this ‘Buyer Advantage’, since buyers can pick and choose suppliers. This can also be thought of as a technical approach to manage an efficient supply chain structure (Parmigiani, A., Klassen, R.D., Russo, M.V., 2011. Journal of Operations Management, 29: 212–223.) A reporting or scorecard approach gives yet another set of criteria, in addition to cost and quality considerations, by which firms can judge suppliers and determine where to purchase. Wal-Mart’s sustainability scorecard is a well-known example of this approach, and balancing a comprehensive and accountable set of criteria with minimizing the burden to suppliers is critical to success. On the other hand, when a firm has fewer suppliers, when each supplier fills a critical role that would be difficult to replace, when relationships with suppliers are longer and deeper, or when supplier innovation is critical to maintaining market advantage, the ‘threat’ of a scorecard system is less of an option, and enhancing communication with suppliers may be the best way forward. This is often called ‘Supplier Advantage’ (CDP) or a relational approach in a responsive supply chain (Parmigiani et al.).   This is precisely AMD’s situation. A relatively small number of foundries produce AMD wafers, and these suppliers make up the lion’s share of supply chain risk. Over the past two years, the AMD Corporate Responsibility team has established quarterly reviews with these foundries. During these reviews, the foundries report several key metrics to track progress, such as GHG emissions, energy use, water consumption, waste volume, and environmental regulatory compliance.  For other suppliers, sustainability is integrated into existing supply chain processes by leveraging the strong existing relationships and close communication between lead source managers and suppliers. Through AMD’s business review process, sustainability and corporate responsibility are incorporated as part of suppliers’ performance evaluation, and the frequency of reviews – either quarterly or semiannually – is determine by supplier risk. According to AMD’s Corporate Responsibility Manager, Heather O’Cleirigh, “through this process, and due to strong existing relationships, AMD and our suppliers work together to reduce environmental and social impact.”   Given the complexity of the issue, it isn’t surprising that there is no one-size-fits-all solution. For us, there are three key steps in any comprehensive supply chain initiative: (1) Determining and building support for an approach, (2) Developing a system to collect and track information, and (3) Influencing supplier decision-making. Underlying all of this is a set of robust performance metrics, which are critical for executive buy-in, determining cost-effective actions, and creating competition among suppliers. In a survey of 582 European companies, over half are already using sustainability performance criteria with suppliers, and among Scandinavian countries 77% do so (BearingPoint 4th Supply Chain Monitor, 2010-2011).   It may seem paradoxical that supply chains constitute the bulk of environmental impact and are still a relatively new frontier in corporate sustainability. Clearly, there are good reasons to attack supply chains only after low-hanging fruit has been picked. But as we get better at understanding and managing supply chains, and as the tools and metrics get standardized within industries, supply chains will rise to the forefront of corporate sustainability.   James Barsimantov is Principal and Cofounder of EcoShift, aleading firm in corporate sustainability and greenhouse gas emissions. He received his doctorate in Environmental Studies from the University of California, Santa Cruz with a focus on environmental economics, policy, and natural resource management. Dr. Barsimantov’s work focuses on developing sustainability reporting and certification frameworks, including defining appropriate protocols, metrics, and tools. This work has led him to support a wide range of private and public organizations in creating and implementing sustainability and greenhouse gas reduction programs. He has written multiple Climate Action and Sustainability Plans, developed client-specific tracking tools, and worked to define best practices for industry-specific sustainability efforts. Dr. Barsimantov also teaches environmental policy and economics, and sustainability project design in the Environmental Studies and Electrical Engineering departments at the University of California, Santa Cruz.   Click here to comment and view the original article on BCLC's website.   AMD20819

Tweet me: Find out how #AMD works with #suppliers to reduce #environmental and social impact http://3bl.me/knknsc #CSR #supplychain

Contact Info:

AMD
http://www.amd.com

KEYWORDS: AMD; BCLC; Corporate Social Responsibility; CSR; environment; Social Impact; supply chain;

Original post on the CSR Feed: http://3blmedia.com/theCSRfeed/Elephant-Sustainability-Program

Source: Cone

BLOG / NEWSLETTER:

This month, Craig Bida, head of nonprofit marketing and cause branding at Cone Communications, joined host Denver Frederick from WOR Radio on The Business of Giving to discuss the 2011 Cone/Echo Global CR Opportunity Study, the latest research on corporate responsibility from Cone. Click here to listen to the full interview.

 CONE20812

Tweet me: Cone Communications' own @craigdbida joins @WOR710 on The Business of Giving http://bit.ly/zAjTS7 via @Cone #coneresearch

Contact Info:

Whitney Dailey
Cone Communications
wdailey@coneinc.com
617-939-8376
http://www.coneinc.com

KEYWORDS: giving corporateresponsibility csr cause research global;

Original post on the CSR Feed: http://3blmedia.com/theCSRfeed/Cone-Communications-Own-Craig-Bida-Joins-WOR-Radio-Business-Giving

Source: ING

PRESS RELEASE:

(3BL Media / theCSRfeed) February 3, 2012 - The ING Miami Marathon and Half Marathon on Sunday, Jan. 29, 2012, was the backdrop for over 5,000 South Florida middle-school students participating in ING Run For Something Better®. The students completed a 1.2-mile run, crossing the same half marathon finish line as the adults and receiving a medal. The run was the culmination of a 15-week program designed to promote kids’ fitness and is equivalent to them completing a marathon.

“The kids couldn’t contain their excitement on race day,” said Dr. Andy Baldwin, naval officer, humanitarian and ING Run For Something Better ambassador. “Childhood obesity is an epidemic in this country. ING Run For Something Better is a great program because it helps kids get energized about fitness and demonstrates living a healthy lifestyle can be fun.”   More than 125,000 kids across the nation have participated in running programs funded by ING Run For Something Better. Collectively, they have logged more than 4 million miles.

 

About ING
ING U.S. is a subsidiary of Dutch-based ING Groep N.V.  In the U.S., the ING (NYSE: ING) family of companies offers a comprehensive array of financial services to retail and institutional clients, which includes life insurance, retirement plans, mutual funds, managed accounts, alternative investments, institutional investment management, annuities, employee benefits and financial planning. ING holds top-tier rankings in key U.S. markets and serves approximately 15 million customers across the nation. For more information, visit http://ing.us.
 
About ING Run For Something Better®
ING Run For Something Better® helps fund school-based running programs in an effort to combat childhood obesity. Linked to ING’s running sponsorships and commitment to education, the program helps introduce kids to the benefits of physical fitness and a healthy lifestyle. Nationally, ING has committed over $2.75 million to fund grants and school-based running programs through ING Run For Something Better®. Since 2006, $1.4 million has also been raised by individual donors through a special charitable fund that encourages others to support the cause through their own contributions. In addition, when someone donates $10 or more to ING Run For Something Better®, ING will recognize their contribution with a pair of orange shoelaces to show that they are “tied” to supporting kids’ fitness. One hundred percent of the net proceeds go to the ING Run For Something Better fitness programs. For more information about the ING Run For Something Better and orange laces, go to www.orangelaces.com or connect at www.facebook.com/orangelaces.   ING20776

Tweet me: 5,000+ South Florida Middle-School Students Complete ‘Marathon’ in ING Run for Something Better® http://3bl.me/rgsevh

Contact Info:

Audria Benn
ING
audria.benn@us.ing.com
770.980.5715
404.934.8743
http://www.ing.us

KEYWORDS: Andy Baldwin; childhood obesity; ING; ING Miami Marathon & Half Marathon; ING Run For Something Better; Kids Fitness; Orange Laces; running;

Original post on the CSR Feed: http://3blmedia.com/theCSRfeed/5000-South-Florida-Middle-School-Students-Complete-%E2%80%98Marathon%E2%80%99

Source: Be Green Packaging LLC

BLOG / NEWSLETTER:

 [Originally Published by PlasticsNews.com]

P&G Reduces Plastic in Packaging Redesign

http://www.plasticsnews.com/headlines2.html?id=24399

By Brandi Shaffer | PLASTICS NEWS STAFF

Posted February 2, 2012

Procter & Gamble Co. gave Gillette Fusion ProGlide’s packaging a “future friendly” facelift by reducing plastic and incorporating moldable pulp.

With 57 percent less plastic than the original clamshell outer packaging and razor tray, the redesign is made of fibrous materials such as bamboo, sugar cane and bulrush. The mixture is made into a liquid slurry and then molded into place, a technique the company said is “stretching the boundaries of what moldable pulp can do.”

The result is a 20 percent reduction in gross weight and overall reduction of packaging material, while the new design with­stands compression, sealing and opening forces, according to the company. “We were able to reduce the environmental impact of the packaging without compromising safe, effective delivery of the product,” said Damon Jones, global communications director for P&G’s grooming and shave care operations. “Given the packaging is primarily from renewable sources, we saw this as a step forward.”

The redesign fits into P&G’s 2020 sustainability goal to incorporate 100 percent renewable or recycled materials into every product and package. Previous efforts included reductions of plastic by 49 percent in the packaging for the M3 Power razor in 2004 and Gillette Fusion razor in 2006.

For the ProGlide package, Cincinnati-based P&G worked with Be Green Packaging LLC, a Santa Barbara, Calif., company that designs and makes compostable packaging.

Jones said P&G changed the package without significant added costs to consumers, but he did not detail any cost breakdowns. He added that the product’s packaging previously included a low level of PVC, which the redesign has eliminated.

“We take a design-led approach to environmental sustainability and are committed to reducing the environmental impact of our products and operations without compromising on the quality,” Jones said.

Unveiled in Western Europe in 2011 to positive consumer reaction, the new packaging will debut in North America in the first half of 2012.

P&G received commendations for its innovative redesign through DuPont Co.’s Awards for Packaging in 2011. In 2009, P&G was added to the Global 100, a list of the world’s most sustainable corporations compiled by Corporate Knights, a Toronto-based media, research and financial products company.

BGP20813

Tweet me: P&G Reduces Plastic in Packaging Redesign http://wp.me/pSDQA-fJ #sustainablepackaging #packaging #greenpackaging

Contact Info:

Justin Faerman
Be Green Packaging, LLC.
Justin.f@begreenpackaging.com
(805) 456-6088
http://www.begreenpackaging.com

KEYWORDS: Be Green Packaging; gillette be green packaging; gillette fusion proglide razor; p&g be green packaging; proctor and gamble plastic reduction; sustainable packaging;

Original post on the CSR Feed: http://3blmedia.com/theCSRfeed/PG-Reduces-Plastic-Packaging-Redesign

Source: Chrysler Group LLC

SUMMARY:

• Chrysler Group Chairman and CEO confirms plant will add third crew as part of innovative work pattern

• Nearly 500 jobs added specifically for production of the all-new Dodge Dart

• All new hires will be onboard by the third quarter 2012

• Body shop investment increases to $700 million

• Plant to build the first Chrysler Group vehicle featuring Fiat-derived architecture

• Illinois Governor and Belvidere Mayor celebrate new jobs with plant employees during event

   

PRESS RELEASE:

(3BL Media / theCSRfeed) Belvidere, IL - February 3, 2012 -  Chrysler Group LLC announced that it will add about 1,800 jobs at its Belvidere (Ill.) Assembly Plant (BVP), which includes the addition of a third crew and hundreds of jobs for production of the all-new Dodge Dart, by the third quarter of 2012. With these new jobs, the Company will have added nearly 4,000 hourly jobs in the U.S. since the formation of the new company in June 2009.

Chrysler Group Chairman and CEO Sergio Marchionne confirmed the plans during a ceremony at the plant with Illinois Governor Pat Quinn, Belvidere Mayor Frederic Brereton, UAW Region 4 Director Ron McInroy and hundreds of employees. The last time BVP ran three shifts was in March 2008 when there were about 3,600 employees. Included in the 1,800 positions are nearly 500 jobs being added to launch production of the Dodge Dart in the second quarter of 2012. When all hiring is complete, the BVP employee population will increase from 2,700 to more than 4,500.

In addition to the jobs announcement, Marchionne acknowledged that the previously announced $600 million investment in a new 638,000-square-foot, state-of-the-art body shop had grown to nearly $700 million. The investment also included the installation of new machinery, tooling and material handling equipment exclusively for the production of the Dodge Dart.

“It was not by chance that we chose Belvidere to make this investment and build the new Dodge Dart,” Marchionne told employees. “Our decision is evidence of the faith we have in your level of commitment and your passion to deliver great products for our customers. You have been essential in our ability to author a remarkable story of recovery.

“I want to thank Governor Quinn, Mayor Brereton and the UAW for working with us to bring jobs, investment and a new product to this area,” said Marchionne. “With their help and this dedicated workforce, we are creating a work environment here in Belvidere that is dedicated to quality, and with the flexibility to compete with the best plants anywhere in the world.”

"This announcement is proof that America’s auto industry is indeed back,” said General Holiefield, Vice President, UAW Chrysler Department. “With the continued commitment and hard work of its UAW-represented workers, Chrysler will continue to add more good manufacturing jobs and introduce more industry-leading vehicles, securing the future for the Company and its entire workforce.”
 
Third Crew to operate on 3-2-120 pattern
The new jobs will be added as part of an innovative operating pattern that allows the plant to run an additional 49 days per year. The 3-2-120 schedule, as the operating pattern is called, utilizes three crews, working four 10-hour straight-time days per week for a total of 120 hours of production time. A typical two shift production schedule provides 80 hours per week of production time. Compared to a traditional plant schedule, individual employees on a 3-2-120 schedule work 49 fewer days per year, but the plant operates 49 more days.

Those interested in working at the Belvidere Assembly Plant can apply online at www.hourlychryslerjobs.com. Salaried and skilled trades positions can be found at www.chryslercareers.com.

First Fiat-derived vehicle comes from Belvidere
Belvidere is the first facility to build a Chrysler Group vehicle featuring a Fiat-derived architecture, adapted from the award-winning Alfa Romeo Giulietta. In addition to the Dodge Dart, the Belvidere Assembly Plant currently builds the Jeep® Compass and Jeep Patriot.

“The truth is that you are working in a plant that is an example of the kind of mosaic we aim to create between our two companies, Chrysler and Fiat,” said Marchionne. “A mosaic in which each piece has a clear identity and yet is interconnected with the other pieces, forming a strong overall design.”

The 2013 Dodge Dart redefines performance with Alfa Romeo DNA, fuel-efficient powertrains and Dodge’s passion for performance. The all-new Dodge Dart is a thoroughly modern vehicle that’s beautifully designed and crafted, agile and fun-to-drive. Loaded with useful, easy-to-use technology, class-leading safety features, including an unsurpassed 10 air bags and clever functionality, the 2013 Dodge Dart offers unmatched personalization, roominess, style, functionality and fun-to-drive dynamics.

The 2013 Dodge Dart will have a starting U.S. Manufacturer’s Suggested Retail Price of $15,995 and will be available in five trim levels: SE, SXT, Rallye, Limited and R/T.

Preparing Belvidere to produce the Dodge Dart
Belvidere continues to implement World Class Manufacturing (WCM), a methodology that focuses on reducing waste, increasing productivity, improving quality and safety, and restoring dignity to the employees. In 2011, Belvidere employees submitted more than 20,000 suggestions and implemented more than 3,400 projects that have a potential annualized savings of $32 million.

At the same time the plant focused on WCM improvements, an all-new, state-of-the-art body shop, which will exclusively produce the Dart; a new Metrology Center; and a Center for Technical Vehicle Validation (CTVV) – the first such quality center in a U.S. Chrysler Group plant – were added to ensure that the Dart launches with the highest quality.

The plant also made changes to the assembly line to accommodate the Dart’s unique architecture. For example, more stations were added on the Chassis line to facilitate the installation of the Dart’s front end module, which comes to the plant already assembled and is installed later in the process. As a result, line operators can work in the engine compartment without having to navigate the front end module or bending underneath the vehicle as they have to do with the Jeep Compass and Jeep Patriot.

The installation of the instrument panel (IP) was another area of the line that required change because of the unique requirements of the Dart. The plant tried to commonize the IP installation arm with the Compass and Patriot, but couldn’t find an appropriate solution. As a result, there are two IP installation arms on the line – one for the Compass and Patriot, and the other for the Dart.

A couple of years ago, the team at Belvidere developed a “happy seat” to allow a line operator to slide into the door opening of a car to more safely and easily install the fasteners for the side air bags on the Compass and Patriot. The idea proved to be so successful at reducing motion injuries and improving quality that the Dart now has its own “happy seat” for the installation of the overhead counsel.

The plant also insourced production of the front and rear suspensions for the all-new Dart, so there are now two new lines feeding the decking line where there were previously none.

About the Belvidere Assembly Plant
The Belvidere Assembly Plant was completed in 1965 and produced its first car on July 7, 1965. The product line from 1965 to 1977 included the Plymouth and Dodge two-door and four-door models, and station wagons, and the Chrysler Town & Country station wagon.

In 1977, the plant was converted to front-wheel drive production. From 1978-1987, the product lines included Plymouth Horizon and Dodge Omni.

In 1987, the plant underwent a $367 million state-of-the-art, 16-week model changeover to produce the Chrysler New Yorker and Dodge Dynasty, the company's full-size front-wheel drive four-door sedans. Two years later, the plant underwent a $72 million model changeover for production of 1990 models that included the Chrysler Imperial and New Yorker Salon.

In 1994, the plant was converted to produce the Plymouth and Dodge Neon. Production of the Neon ended in September 2005. The Dodge Caliber was launched in December 2005, followed by the Jeep Compass in May 2006 and Jeep Patriot in December 2006. The last Dodge Caliber rolled off the line on Dec. 19, 2011.

In October 2010, Chrysler Group announced that it will invest $600 million – which increased to nearly $700 million – to support the production of future models in 2012. The investment includes the construction of a 638,000-square-foot body shop as well as the installation of new machinery, tooling and material handling equipment.

About Chrysler Group LLC
Chrysler Group LLC, formed in 2009 to establish a global strategic alliance with Fiat S.p.A., produces Chrysler, Jeep, Dodge, Ram, Mopar, SRT and Fiat vehicles and products. With the resources, technology and worldwide distribution network required to compete on a global scale, the alliance builds on Chrysler Group’s culture of innovation, first established by Walter P. Chrysler in 1925, and Fiat’s complementary technology that dates back to its founding in 1899.

Headquartered in Auburn Hills, Mich., Chrysler Group’s product lineup features some of the world's most recognizable vehicles, including the Chrysler 300 and Town & Country, Jeep Wrangler, Dodge Durango, Ram 1500, Jeep Grand Cherokee SRT8 and Fiat 500. Fiat contributes world-class technology, platforms and powertrains for small- and medium-size cars, allowing Chrysler Group to offer an expanded product line including environmentally friendly vehicles.

Follow Chrysler news and video on:
YouTube: http://www.youtube.com/pentastarvideo
Chrysler Connect blog: http://blog.chryslergroupllc.com
Twitter: www.twitter.com/chrysler
Streetfire: http://members.streetfire.net/profile/ChryslerVideo.htm
Corporate website: http://www.chryslergroupllc.com

CHRY20789

Tweet me: .@Chrysler will add about 1,800 #jobs at its Belvidere IL Assembly Plant http://3bl.me/xc26fq #Chrysler

Contact Info:

Jodi Tinson
Chrysler Group LLC
jodi.tinson@chrysler.com
(248) 512-2944 (office)
(586) 219-0677 (cell)
http://www.chryslergroupllc.com

Shawn Morgan
Chrysler Group LLC
shawn.morgan@chrysler.com
(248) 512-2692 (office)
(248) 760-2621 (cell)
http://www.chryslergroupllc.com

KEYWORDS: Belvidere; Chrysler Group; Investment; new jobs; Sergio Marchionne;

Original post on the CSR Feed: http://3blmedia.com/theCSRfeed/Chrysler-Group-LLC-Announces-1800-More-Jobs-Belvidere-Ill-Assembly-Plant-Confirms-Additio

Source: 3BL Media, LLC

PRESS RELEASE:

(3BL Media / theCSRfeed) February 3, 2012 - Since their inception in 2009, the Social Innovation Awards have become a barometer for innovation in both of the business and nonprofit sectors. And if 2012 is any indication, the landscape of innovation has shifted from previous years. Where as in the past the large-scale business sector dominated the social innovation arena, this year saw more interest and applications from the widest range of organizations to date. From small startup nonprofits to Fortune 100 companies and from the domestic companies to the international community, this year, applications came in from over 17 countries on all five continents. 

“The robustness of the applications to this year’s award showcases the continued march of sustainability and social innovation into core business strategy,” said Martin Smith, Chairman of 3BL Media / Justmeans. Echoing that same sentiment, one Social Innovation Awards judge commented that this diversity of innovation led to an exciting period of evaluation. “It was humbling and I learned a lot. I didn’t expect that.”   Gregory Schneider, CEO of 3BL Media, stated, “We have enjoyed seeing how the business and nonprofit communities continue to make leaps and bounds in the world of social innovation in some of the most interesting and unexpected ways. With such a diverse applicant landscape, this year’s Awards has been incredible to be a part of.”   Having undergone a full evaluation from the leading judges of social innovation, the finalists for the 2012 Social Innovation Awards are as follows:   Finance: Best Social Investment Strategy

• Barclays PLC

• eBay

• Vestergaard Frandsen

  Human Resources: Best Employee Engagement Strategy:

• Atmosphere Event Communications

• Molson Coors

• Santander Brasil

  Marketing: Best Integrated Report

• Novo Nordisk A/S

• SAP

• Vancity

  Marketing: Best Online Report

• Cone Communications

• Nestlé Waters North America

• SAP

  Marketing: Best Stakeholder Engagement

• AIMIA

• SAP

• WestJet

  Marketing: Best Use of New Media

• Orange

• SAP

• Stonyfield

  Operations: Best Sustainability Performance

• Be Green Packaging, LLC

• Interface, Inc.

• Novo Nordisk A/S

  Philanthropy: Most Strategic Use of Philanthropic Funds Nokia

• Hewlett-Packard

• Huawei Technologies, Ltd.

• Nokia

• The Travelers Companies, Inc.

  Product: Best Product Design

• Altair

• Be Green Packaging, LLC

• EarthColor, Inc.

  Product: Best Incorporation of Ethical Sourcing/Certification

• H. J. Heinze Company

  In conjunction with the Ceres conference, the winners will be announced this April 25 at 8:30pm at the Social Innovation Awards ceremony. For more information, visit the Ceres conference website, read the official press release, or contact the Social Innovation Awards.   Contact  Henry Frechette Social Innovation Awards Coordinator Henry@justmeans.com 866.508.0993 x.189

Tweet me: .@Justmeans Announces 2012 #Social #Innovation Awards Finalists http://3bl.me/pz9xds #SIAwards #Socent

CONTACT INFO:

Greg Schneider
3BL Media, LLC
info@3blmedia.com
866-508-0993
www.3blmedia.com

KEYWORDS: Business; design; Employee Engagement; ethical sourcing; Justmeans; New Media; nonprofit; philanthropy; Reporting; social innovation; Social Innovation Awards; Social investment; Stakeholder engagement; Sustainability;

Original post on the CSR Feed: http://3blmedia.com/theCSRfeed/Justmeans-Announces-2012-Social-Innovation-Awards-Finalists