Haas Social Venture Business Plan Competition

Fetzer Vineyards has committed to growing its grapes organically and works with other growers to advance organic practices. In addition, Fetzer has adopted an overall goal of eliminating waste disposal into landfills by the year 2000. The company already has reduced landfill waste by 94 percent from 1990 levels, saving $95,000 in disposal costs over the period. Fetzer's environmental commitment extends to its buildings, including high-insulation construction utilizing recycled doors, timbers and other building materials. In 1998, it developed an on-site co-generation facility that is part of Fetzer's commitment to become self-sufficient in its power needs, eventually going "off-grid." Fetzer is working with its suppliers to reduce the toxicity and increase the recycled content in wine labels and packaging. Because the company currently grows less than 10 percent of the grapes it uses for its wines, it developed a training program to help its growers meet its increased demand for organic grapes. Fetzer has found its organic wines and soils to be of superior quality to its other product lines, and this higher-value product has helped its bottom line. The company's commitment to sustainability has established it as a leader in its industry and has encouraged other, larger wineries to meet or exceed what Fetzer has accomplished. (This information has been directly retrieved from Business for Social Responsibility's website http://www.bsr.org)

Levi Strauss & Co.

Levi Strauss & Co. has been recognized worldwide for its firm commitment to core values and for a mission that specifically references the company's responsibilities to the larger society. In addition to formal mission and vision statements, the company has an "Aspiration Statement" that addresses such issues as trust, teamwork, diversity, ethics and empowerment. Each of the company's statements serves as part of a road map, guiding mangers and employees in their day-to-day business operations and long-term planning. As part of the company's corporate culture, values are considered a living element and the foundation of all business decisions. The company regularly involves employees in a values exploration process in which people assess what they personally feel is important and examine ways to integrate those values into business decisions. In practicing its values and realizing its mission and vision, Levi Strauss & Co. has developed a long-standing reputation for corporate social responsibility. (This information has been directly retrieved from Business for Social Responsibility's website http://www.bsr.org)

Marriott International

Marriott International, for developing an in-house training program for welfare recipients and chronically unemployed people that improved retention, attendance and workplace behavior. Marriott's "Pathways to Independence" program is a six-week classroom and on-the-job training program conducted on-site. Training focuses on basic personal skills such as finances, accountability, and self-esteem as well as workplace culture and communication. The company offers full-time employment with benefits to program graduates. More than 1,200 people, or 90 percent of those who have entered the program, have graduated since 1990. Sixty-five percent of those employed stayed with the company for more than one year, which is higher than the rate for other new employees. Once employed, Marriott continues to provide support to graduates through a range of programs, including the Associate Resource Line, a toll-free confidential resource and information hotline. (This information has been directly retrieved from Business for Social Responsibility's website http://www.bsr.org)

Odwalla

This California based fresh juice company, whose mission is "Nourishing the Body Whole," has been recognized for rapid growth coupled with a demonstrated commitment to the core values and vision of its founders. The company widely disseminates information to employees and consumers about its near and long-term vision and core values, which include tenets ranging from honesty, integrity and respect to "striving for the essence" and "effective communication." Additionally, Odwalla systematically integrates the company's core values into business decisions by encouraging employees at all levels to assess how the company's actions and decisions will affect the full range of stakeholders. In 1996, Odwalla's apple juice was linked to an E. coli outbreak. The company responded to the crisis in a manner consistent with its values, including prompt removal of its product from stores, development of a food safety council, and adoption of additional safety measures in its production. As a result, in spite of considerable negative publicity related to a product safety incident, Odwalla received recognition in the media and by consumers for its swift and values-based response. In addition, the financial community has credited Odwalla's values-based approach with its rapid financial recovery. (This information has been directly retrieved from Business for Social Responsibility's website http://www.bsr.org)

Rubicon Bakery
Rubicon Bakery is one of three business ventures of Rubicon Programs, a nationally-recognized community based organization that serves several at-risk populations located in Richmond, California. For 25 years, Rubicon Programs has built housing, provided employment services, mental health services, and created jobs to assist individuals who have disabilities, are homeless or who are otherwise economically disadvantaged. Its mission is "to provide a comprehensive and integrated continuum of social and rehabilitative services to persons who have barriers which prevent them from functioning independently. Rubicon services are developed in response to ongoing needs as expressed by those served and the community."

As a venture of Rubicon Programs, the Bakery operates under the following mission: "We bake premium hand-crafted desserts, provide personalized service to our customers, and transform the lives of the people we train and employ." Participants in Rubicon Bakery's program work in a state-of-the-art kitchen with professionals who provide training in culinary techniques. They produce a diverse line of gourmet, seasonal, specialty baked goods that are delivered to retail accounts and food service customers throughout the Bay Area.

Currently, the bakery has 14 full-time people and provides training and part-time employment for over 35 formerly homeless or disabled people. Participants who complete the training program are either hired by Rubicon or placed in other food service related jobs with private employers. Over half of Rubicon Program's funds are generated through revenues from its three business ventures. Graduates of Rubicon's programs are allowed opportunities for better jobs with greater responsibilities.

Wild Planet Toys is a rapidly growing company located in San Francisco, California that creates "products for children 4-12 years old that kids find cool and parents value without relying on gender stereotypes or violence." [O]ur mission is to make toys that will inspire kids to reach their awesome potential�and to have fun in the real world!" Wild Planet has won over 40 "Best Toy" awards from various consumer groups and parenting experts.

The company is guided by a strong set of values, emphasizing quality, people and community. Since 1993, Wild Planet has been carrying out "social assessments," which are annual assessments that survey employees on a range of issues including company mission, product quality, diversity, environment, community outreach, and the workplace. The assessments include written surveys and individual interviews between employees and the company's "People and Culture Manager." The assessments provide the backbone for an analysis that has led to clearer priorities and better internal coordination. Some of the policy changes made by Wild Planet include a rewritten mission statement, realigned marketing promises to customers, the addition of long-term disability insurance to the benefits package (a high priority for employees), and changes to packaging and labeling