McDonalds case EDF A

McDonalds case EDF A - Pollution Prevention in Corporate...

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McDonald’s: Case A • 1 March 1995 NATIONAL POLLUTION PREVENTION CENTER FOR HIGHER EDUCATION Pollution Prevention in Corporate Strategy National Pollution Prevention Center for Higher Education • University of Michigan May be reproduced Dana Building, 430 East University, Ann Arbor MI 48109-1115 freely for non-commercial 734.764.1412 • fax 734.647.5841 • nppc@umich.edu • www.umich.edu/~nppcpub educational purposes. Case A: McDonald’s Environmental Strategy Susan Svoboda, manager of the University of Michigan Corporate Environmen- tal Management Program (CEMP), prepared this case under the guidance of Stuart Hart, director of CEMP and assistant professor of Corporate Strategy and Organizational Behavior at the U-M School of Business Administration, as the basis for class discussion rather than to illustrate either effective or ineffec- tive handling of an adminstrative situation. This document may be used by either students or faculty for background information. Introduction Rooted in Ray Kroc’s founding principles of Quality, management has always believed in being a leader in issues that affect their customers. This philosophy is evident in McDonald’s involvement in various community projects regarding education, health care, medical research, and rehabilitation facilities. These activities help the corporation to extend their image beyond fun and entertainment into social responsibility. However, in the late 1980s, McDonald’s began to face criticism for its environmental policies, especially those surrounding polystyrene clamshell containers. In 1987, McDonald’s replaced CFCs, the blowing agent used in clamshell production, with weaker HCFC-22’s after facing public criticism that CFC usage was contributing to ozone depletion. But this change was not enough for many grass-roots environmental groups that, led by the Citizens Clearinghouse for Hazardous Waste (CCHW), united in establishing a “Ronald McToxic Campaign” consisting of restaurant picketers and an organized effort to mail clamshells back to Oak Brook headquarters. When McDonald’s later tested trash-to-energy on-site incinerators, CCHW quickly named the project “McPuff.” By 1989, school children, the backbone of McDonald’s customer base, founded a group called “Kids Against Polystyrene.” Although they were not the only fast-food restaurant facing criticism for disposable packaging, McDonald’s could not afford to let this situation esca- late. One of their primary competitors, Burger King, was winning praise for its paperboard containers, which were claimed by some to be biodegradable. Company Background McDonald’s Corporation grew from a single drive-in restaurant in San Bernardino, California, in 1948, to the largest food-service organization in the world. In 1991, McDonald’s owned $13 billion of the $93 billion fast-food industry, operating 12,400 restaurants in 59 countries including company-owned restaurants, franchisees, and
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This note was uploaded on 08/06/2008 for the course ESM 210 taught by Professor Libecap during the Fall '07 term at UCSB.

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McDonalds case EDF A - Pollution Prevention in Corporate...

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