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Essay / Research Paper Abstract
A 5 page paper discussing the statement, “the most serious immediate problem for the environment today is damage to ecosystems; the most serious long-term problem is global climate change.” The paper uses Dow Chemical and ABB Group as examples of multinational organizations using sustainable development to enhance business results and reporting according to the Triple Bottom Line business model for greater opportunity rather than viewing environmental issues as points of constraint. Bibliography lists 11 sources.
Page Count:
5 pages (~225 words per page)
File: CC6_KSenvPolGlob.rtf
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Unformatted sample text from the term paper:
responsibly is that such behavior is admirable but is not cost effective. Dow Chemical officially takes the opposite view. As a matter of corporate policy, Dow Chemical conducts
its business within the framework provided by the Triple Bottom Line (TBL) business model that addresses not only the financial bottom line, but also the areas of corporate social responsibility
and long-term sustainability. In cost issues, Dows perspective that avoidance of the unnecessary costs of cleanup or damage control (i.e., Dow Consumers breast implants or Union Carbides Bhopal disaster)
in the long run is more costly than is avoiding these problems completely. The purpose here is to assess this statement: "the
most serious immediate problem for the environment today is damage to ecosystems; the most serious long-term problem is global climate change." Dow Chemical illustrates effective business response. Increasing Accountability
Dow Chemicals merger with Union Carbide and subsequent acquisition of several smaller chemical companies ultimately resulted in creating in Dow Chemical the worlds
largest chemical company. In 1999, Dow Chemical already was a strong multinational enterprise involved in developing and manufacturing "a portfolio of chemical, plastic and agricultural products and services for
customers in 168 countries around the world" (Dow Releases First Triple Bottom Line Report, 1999). At the time, Dow had annual sales of more than $18 billion and was
conducting operations "through 15 global businesses employing 39,000 people" (Dow Releases First Triple Bottom Line Report, 1999). Since then, both the worldwide chemical industry and Dow Chemical have suffered
the effects of flat economic growth and reduced business activity among Dows customers. The Triple Bottom Line It was in the mid-1990s that
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