Responsible Care® : a case study / edited by Peter Topalovic and Gail Krantzberg ; published in cooperation with the International Union of Pure and Applied Chemistry (IUPAC).

Electronic version available.

Restrictions on access to electronic version: access available to SOAS staff and students only, using SOAS id and password.

Includes bibliographical references and index.

Print version record.

Preface; List of contributing authors; 1 Responsible Care: History and development; 1.1 Responsible Care project; 1.2 Key principles underpinning Responsible Care; 1.2.1 Doing the right thing; 1.2.2 Being open and responsive to public concerns; 1.2.3 Caring about products from cradle-to-grave-to-cradle again; 1.3 History of Responsible Care; 1.4 Basic philosophy; 1.4.1 Building trust in Canada: An on-going mission; 1.4.2 Integrating the social dimension; 1.4.3 Transition at the international level: Global expansion; 1.5 Implementation challenges in gaining company support.

1.5.1 Reflection on drivers1.5.2 Securing initial commitment; 1.5.2.1 The need for risk communication; 1.5.2.2 The business case for Responsible Care; 1.5.2.3 Corporate social responsibility; 1.5.3 Operational challenges; 1.5.3.1 Overcoming a legal mentality; 1.5.3.2 Ethical behavior has a societal context, upon which trust will be built through external acceptance; 1.5.3.3 Seeking and acquiring full Chief Executive Officer ommitment; 1.5.3.4 Acceptance of the need for comprehensiveness; 1.5.3.5 Recognizing that the weakest link could defeat the initiative.

1.5.3.6 Overcoming fears of Responsible Care as undue competitive burden1.6 Maintaining commitment to Responsible Care; 1.6.1 Guiding principles; 1.6.2 Codes of management practices; 1.6.3 Advisory process; 1.6.4 Chief Executive Officer forum; 1.6.5 Results confirmation process; 1.6.6 Name protection; 1.7 Role of government; 1.8 The future of Responsible Care in Canada; 1.9 Conclusion; Acknowledgements; References; 2 Responsible Care in global supply chains: A case study; 2.1 Introduction; 2.2 Industrial chemical supply chains and product stewardship; 2.3 Overview of the case study.

2.3.1 Accountability for poor management of the supply chain and a lack of quality control2.3.2 Economic and social effects of the incident and the ensuing litigation; 2.4 Case study investigation: methods and analysis; 2.4.1 Theory 1: The companies involved did not internalize the concepts of product stewardship and the cradle-to-cradle philosophy that Responsible Care advocates; 2.4.1.1 The Source: Sinochem in China; 2.4.1.2 The intermediary: VOS B.V. (now Helm Chemicals B.V.) in the Netherlands; 2.4.1.3 The multinational firm: Helm AG, Germany; 2.4.1.4 The destination: Pharval in Haiti.

2.4.2 Theory 2: The loss of business, reputation and profits through erosion of trust was not a major consideration in the decision-making process of the companies involved2.4.2.1 The business case for transparency and accountability in Responsible Care; 2.4.2.2 Evidence of transparent and accountable business case success; 2.4.2.3 Transparency, accountability as drivers for compliance and voluntary management; 2.4.2.4 Risk assessment and management as drivers for compliance; 2.4.2.5 Challenges for Responsible Care and sustainable supply-chain management.

Responsible Care - A Case Study is the first book of its kind to provide insight into the development and evolution of Responsible Care and its influence of societal outcomes on the basis of case studies. It provides readers in industry, government, and academia with the principles and innovative thinking associated with the Responsible Care ethic as a means to promote and implement such advanced concepts in their own institution.

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