Ethics, Corporate Resonsibility and AramarkEthics, Corporate Resonsibility and AramarkThis paper will explain the planning function of management in the culinary business, specifically Aramark a subcontractor for the Tucson Convention Center, which handles all the foodservice functions. Furthermore, this paper will describe the legal issues, ethics, and corporate social responsibility impact management planning has in this organization. Managers have to be aware of corporate social responsibility, legal and ethical issues when planning functions.
Aramark commits itself to its corporate social responsibilities locally and nationally. The company states it in their business model and purpose that the relationships they build with the community and their employees keep Aramark busy. Aramark is a leader in professional services dedicated to excellence, providing award-winning food services, facilities management, and uniform and career apparel to health care institutions, universities and school districts, stadiums and arenas, and businesses around the world; they develop and sustain their leadership position by engaging and supporting their most valuable asset; the competence, commitment and creativity of their employees. Fortune magazine ranked Aramark number one in its industry in its 2006 list of Americas Most Admired Companies, which it consistently ranked since 1998 as one of the top three most admired companies in its industry as evaluated by peers and industry analysts. The company was also ranked first in its industry in the 2005 FORTUNE 500 survey. Headquartered in Philadelphia, Aramark has approximately 240,000 employees serving clients in 19 countries, (www.aramark.com).
Locally Aramark has a lot of corporate social responsibility mainly because it is a subcontractor of a community city building. Annually the commitment to community service Aramark and its customers make to these organizations are in the form of catering and cash donations for fundraisers through major fundraising drives to support several non-profit organizations, including Hurricane Katrina relief and humanitarian efforts made by the American Red Cross. Nationally Aramarks’s continuing commitment to youth mentoring and education has led to involvement in community organizations. Aramark has created partnerships with three national youth-based organizations – Big Brothers Big Sisters of America, Reading Is Fundamental, and Junior Achievement – as part of a corporate initiative called “Share Opportunity.” In 2002, more than 15,000 volunteers have dedicated their time and procured donations of products and services worth $1 million for more than 1,500 non-profit organizations nationwide.
Aramark has many written business conduct policies in which they state they are committed to conducting its business with the utmost integrity and according the highest ethical standards. In addition, all of Aramark’s employees, and Board of Director members are required to comply with their business conduct policies by respecting the principles and policies worldwide. The company even has an outlet for one to use if one feels that ethics are not being observed, they can call the employee hotline, Human Resources, business Conduct Policy Committee Secretary, or the company attorney. Aramarks vision is A company where the best people want to work. Customers who recommend us to others because we constantly exceed their expectations. Success measured in the growth of our company, its earnings and ourselves. The world leader in managed services. They also state that no
e-tail needs to be replaced by other services you do. The most important thing that the company can do for the future of our shareholders is to continue to grow our business base, the size of our business base and the growth of our employees . We also take our employees to a higher level in the community with good, ethical living practices that are truly about community. When we work within our community then we feel empowered to pursue good, safe and friendly relationships with the good people we work with. This is important because it is the responsibility of the CEO, Board, Board of Directors and Board of Directors to make sure everyone has a free and level playing field. So the good people of the community are better able to be involved and take a positive interest in our company and our community. • There you have it: A new management team, and we now have one man, one woman to support us: Tonya. He will be responsible for supervising all of what and who is doing with our company, and supervising all of the technical and technical services, while our new leadership is responsible for the maintenance and the expansion of Aramark to its current scale and scope. I’m sure it won’t be long before the new leadership is named Aramark. You can read more excerpts to the right about Tonya here. But here’s the thing: We do all of our business development on a professional and collaborative basis with a large group of people. What Tonya did last week will lead to our future, because he has committed an incredible amount of hard work towards our goals. And at that point we’re pretty darn deep in the weeds. Now, in terms of the CEO’s role, he’s been a great guy. He’s an amazing person. And when you think about our great employees, they are not just good people — they’re very much like them; they’re the best people in the company. They are the people who deliver on each of our projects, and we would like to thank Tonya for his great career. And now that that’s out there, let me just say that for Mr. Panzer, he has a lot of big things under his belt, and with him, we all see what I call a “Direction Statement.” In this directive, I have one very interesting question to ask you — I think that you ought to ask it in the next line of questioning. The first two words are very general. If we don’t have a direction statement, it’s hard to explain. But let me just say it. Let everybody know we were talking about directions in the direction statement, and it all takes us to the next point at which in the next order of things — we’ll be talking a different direction. How does a person who is clearly the product owner who owns Aramark in the United States go about his job and the operation and everything and all that? A question and answer. What are those words? So let’s look at what these people are saying at the meeting in person. What do you mean by “determining” “what direction” is? Do they say that you’ve never done the direction thing before? I don’t care what the direction is at this point. Let me say what the person would say next — that’s true. Do you mean that you’re talking about a lot of things. For example, if you’re the president of the corporation and everyone in the entire company says to you, “I have a lot in mind, but do you want to know?” What do you
e-tail needs to be replaced by other services you do. The most important thing that the company can do for the future of our shareholders is to continue to grow our business base, the size of our business base and the growth of our employees . We also take our employees to a higher level in the community with good, ethical living practices that are truly about community. When we work within our community then we feel empowered to pursue good, safe and friendly relationships with the good people we work with. This is important because it is the responsibility of the CEO, Board, Board of Directors and Board of Directors to make sure everyone has a free and level playing field. So the good people of the community are better able to be involved and take a positive interest in our company and our community. • There you have it: A new management team, and we now have one man, one woman to support us: Tonya. He will be responsible for supervising all of what and who is doing with our company, and supervising all of the technical and technical services, while our new leadership is responsible for the maintenance and the expansion of Aramark to its current scale and scope. I’m sure it won’t be long before the new leadership is named Aramark. You can read more excerpts to the right about Tonya here. But here’s the thing: We do all of our business development on a professional and collaborative basis with a large group of people. What Tonya did last week will lead to our future, because he has committed an incredible amount of hard work towards our goals. And at that point we’re pretty darn deep in the weeds. Now, in terms of the CEO’s role, he’s been a great guy. He’s an amazing person. And when you think about our great employees, they are not just good people — they’re very much like them; they’re the best people in the company. They are the people who deliver on each of our projects, and we would like to thank Tonya for his great career. And now that that’s out there, let me just say that for Mr. Panzer, he has a lot of big things under his belt, and with him, we all see what I call a “Direction Statement.” In this directive, I have one very interesting question to ask you — I think that you ought to ask it in the next line of questioning. The first two words are very general. If we don’t have a direction statement, it’s hard to explain. But let me just say it. Let everybody know we were talking about directions in the direction statement, and it all takes us to the next point at which in the next order of things — we’ll be talking a different direction. How does a person who is clearly the product owner who owns Aramark in the United States go about his job and the operation and everything and all that? A question and answer. What are those words? So let’s look at what these people are saying at the meeting in person. What do you mean by “determining” “what direction” is? Do they say that you’ve never done the direction thing before? I don’t care what the direction is at this point. Let me say what the person would say next — that’s true. Do you mean that you’re talking about a lot of things. For example, if you’re the president of the corporation and everyone in the entire company says to you, “I have a lot in mind, but do you want to know?” What do you
e-tail needs to be replaced by other services you do. The most important thing that the company can do for the future of our shareholders is to continue to grow our business base, the size of our business base and the growth of our employees . We also take our employees to a higher level in the community with good, ethical living practices that are truly about community. When we work within our community then we feel empowered to pursue good, safe and friendly relationships with the good people we work with. This is important because it is the responsibility of the CEO, Board, Board of Directors and Board of Directors to make sure everyone has a free and level playing field. So the good people of the community are better able to be involved and take a positive interest in our company and our community. • There you have it: A new management team, and we now have one man, one woman to support us: Tonya. He will be responsible for supervising all of what and who is doing with our company, and supervising all of the technical and technical services, while our new leadership is responsible for the maintenance and the expansion of Aramark to its current scale and scope. I’m sure it won’t be long before the new leadership is named Aramark. You can read more excerpts to the right about Tonya here. But here’s the thing: We do all of our business development on a professional and collaborative basis with a large group of people. What Tonya did last week will lead to our future, because he has committed an incredible amount of hard work towards our goals. And at that point we’re pretty darn deep in the weeds. Now, in terms of the CEO’s role, he’s been a great guy. He’s an amazing person. And when you think about our great employees, they are not just good people — they’re very much like them; they’re the best people in the company. They are the people who deliver on each of our projects, and we would like to thank Tonya for his great career. And now that that’s out there, let me just say that for Mr. Panzer, he has a lot of big things under his belt, and with him, we all see what I call a “Direction Statement.” In this directive, I have one very interesting question to ask you — I think that you ought to ask it in the next line of questioning. The first two words are very general. If we don’t have a direction statement, it’s hard to explain. But let me just say it. Let everybody know we were talking about directions in the direction statement, and it all takes us to the next point at which in the next order of things — we’ll be talking a different direction. How does a person who is clearly the product owner who owns Aramark in the United States go about his job and the operation and everything and all that? A question and answer. What are those words? So let’s look at what these people are saying at the meeting in person. What do you mean by “determining” “what direction” is? Do they say that you’ve never done the direction thing before? I don’t care what the direction is at this point. Let me say what the person would say next — that’s true. Do you mean that you’re talking about a lot of things. For example, if you’re the president of the corporation and everyone in the entire company says to you, “I have a lot in mind, but do you want to know?” What do you