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 drivers -- 1.5.2 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 burden -- 1.6 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 control -- 2.3.2 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 involved -- 2.4.2.1 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 -- 2.4.3 Theory 3: The companies involved in the case study did not embed the philosophies of Responsible Care ethic or create a corporate culture of stakeholder protection -- 2.4.3.1 Embeddedness: Responsible Care as ethic -- 2.4.3.2 Ethics and incentives for over-compliance: Going beyond environmental management -- 2.4.3.3 Responsible Care as a compliment to legislation -- 2.4.3.4 Corporate culture and international supply chains -- 2.5 Conclusion and discussion -- References.

3 Responsible Care ' s effectiveness in promoting sustainable industrial performance: A case study in sustainable chemical production and distribution -- 3.1 Overview and background -- 3.1.1 Sulco Chemicals case study -- 3.1.2 Central question and study purpose -- 3.2 Methods -- 3.3 Results -- 3.3.1 Responsible Care and its influence on Sulco plant operations -- 3.3.2 Responsible Care and its influence on a corporate culture of sustainability at Sulco -- 3.4 Analysis -- 3.4.1 Quantifying the impacts of not implementing Responsible Care at Sulco -- 3.4.2 Benefits of Responsible Care as it relates to industrial ecology, life cycle assessment, and resiliency -- 3.5 Conclusion -- References -- 4 Responsible Care workshop: Exploring the effectiveness of Responsible Care - workshop overview and toolkit -- 4.1 Workshop agenda -- 4.2 Workshop logistics -- 4.3 Responsible Care overview -- 4.4 Case study overview -- 4.4.1 Accountability for poor management of the supply chain and a lack of quality control -- 4.4.2 Economic and social effects of the incident and the ensuing litigation -- 4.4.3 Possible roles for Responsible Care -- 4.5 Workshop breakout sessions -- 4.6 Pilot workshop analysis -- 4.6.1 Feedback from the Pilot workshop and breakout sessions -- Acknowledgements -- Appendix -- A Workshop toolkit -- B Pilot workshop breakout sessions summary -- C Pilot workshop breakout sessions raw data -- Index.