Georgia Pacific

The Georgia-Pacific Environment MGMT 4313 – Structure and Process of Organization Abstract Headquartered in Atlanta, Georgia-Pacific employs some 50,000 people worldwide. It’s a privately owned company with a Board of Directors and Executive Leaders. The employees are guided by Market Based Management Principles, based on integrity and compliance. Founded in 1927, the company has grown to become one of the world’s leading manufacturers and marketers of paper products. Georgia-Pacific fosters a work environment and culture that makes the protection of health and safety of employees a number one priority.

The company inspires and enables its people of diverse backgrounds to develop new skills. Georgia-Pacific works with many organizations on environmental issues to help achieve shared goals, which will enable the company to continue to make products that consumers want and need. “The Georgia-Pacific Environment” 1. Company Overview 1. Locations 2. Employees 3. Board of Directors/Executive Leaders 1. Company Vision & Principles III. Company History A. Founder B. Accomplishments IV. Georgia-Pacific Employees C. Job Satisfaction D. Safety E. Training F. Diversity V. Georgia-Pacific Protecting the Environment

VI. Conclusion/Summary The Georgia-Pacific Environment Georgia-Pacific is one of the world’s leading manufacturers and marketers of tissue, packaging, paper, pulp, building products and related chemicals. The company is an indirect, wholly owned subsidiary of Koch Industries, Inc. , a private company headquartered in Wichita, Kansas. The company consists of the CEO and President, James Hannan, a nine member Board of Directors and 30 Executive Leaders (Georgia-Pacific – Company Overview). Georgia-Pacific believes in creating long-term value for their company, customers and business partners.

Their employees are guided by what the company calls Market Based Management Principles, which are based on integrity and compliance. These principles provide a strong foundation for meeting the needs of their customers, employees and the operating community. They also challenge Georgia-Pacific to achieve world-class excellence by constantly finding new and better ways to manufacture products and support the needs of the customer. Founded by Owen Cheatham in 1927 as a wholesaler of hardwood lumber, Georgia-Pacific is headquartered in Atlanta, Georgia.

Through expansion and acquisitions the company has grown and employs some 50,000 people in North America, South America and Europe at more than 300 locations worldwide (Georgia-Pacific – Company Overview). Georgia-Pacific believes in Corrective Action and Employee Discipline. When violations are found it is company policy to implement corrective action. This may include making changes to compliance management systems to prevent a similar violation from recurring in the future. They also notify the appropriate governmental agency, while instituting necessary disciplinary action and/or referral for criminal prosecution or civil action.

Any employee who violates the law, the Code of Conduct, or other Company policies, procedures, standards, or work rules is subject to appropriate disciplinary action, up to and including termination, consistent with applicable laws and the provisions of any applicable employment contract or bargaining agreement (Georgia-Pacific – Company Overview). Disciplinary action will be considered in all appropriate circumstances, including but not limited to situations involving employees who: • Authorize, direct, approve, knowingly conceal or articipate in a violation of the Code; • Deliberately fails to report a violation of the Code, knowingly conceals a violation of this Code or deliberately withholds or misstates relevant information concerning a violation or potential violation of the Code; • Knowingly makes a false or misleading accusation concerning a possible violation of the Code; • Observes a violation of the Code and fails to report or delays in reporting it; • Knows or, under the circumstances, reasonably should have known about a violation by someone under his or her direct supervision and does not act promptly to report and correct that violation; or • Retaliates, directly or indirectly, or encourages others to retaliate, against any other employee because of a good faith report by that employee of a violation or suspected violation of this Code. The specific disciplinary action taken depends on a number of factors. Some of those factors are: • The nature, severity, and frequency of the violation • An employee’s degree of knowledge and responsibility regarding the violation and the effect of his or her behavior on others, both inside and outside the Company • An employee’s degree of direct involvement Even if not directly involved, if an employee reasonably knew or should have known of a violation but failed to take appropriate actions to detect, prevent, or report the violation, especially if the employee is a supervisor or manager • An employee’s history, including performance-related factors An employee’s voluntary self-reporting of a violation and acceptance of the responsibility will be taken into consideration, but does not exempt an employee who commits a violation from appropriate disciplinary action. Depending on applicable law and bargaining agreements, some examples of potential corrective or disciplinary actions may include: • Compliance education and training • Loss or reduction of incentive or bonus compensation • Demotion (transfer to a lower position) Probation • Transfer or re-assignment • Termination of employment • Suspension • Oral or Written warning • Coaching (personal support and training) Georgia-Pacific was listed on the New York Stock Exchange from 1949 through 2005 (Georgia-Pacific – Company Overview). The company traded that public life after being purchased by Koch Industries. This purchase made Koch the biggest closely held U. S. company (Bond, 2005). Georgia-Pacific’s transition from public to private ownership created a focus on innovation and entrepreneurship—emphasizing the need for engaged and motivated people across the organization (Georgia-Pacific – Company Overview).

Over the years the company has made many accomplishments that vastly improved areas of the community/environment. That’s why Georgia-Pacific is committed to continuing to foster a work environment and work culture that will: * Make the protection of health and safety of employees, contractors and communities the number one priority; * Embrace diversity not just for the sake of diversity, but as a driver of innovation and business success in the marketplace; * Inspire and enable Georgia-Pacific people to develop new skills and perform to their full potential while helping others do the same; and * Encourage knowledge sharing as a way to make better decisions and improve performance.

Working together, Georgia-Pacific managers and employees operate safe, clean, productive operations—both union and non-union—focused on winning against global competition. This rivalry helped employees at six facilities in the U. S. and Europe reach one million hours with zero lost-time incidents (Georgia-Pacific – Sustainable Forestry). The forest products industry has faced increasingly stronger international competition and most companies have been unable to invest the capital needed to stay competitive, but Georgia-Pacific is different. They believe in reinvesting up to 90 percent of their earnings into capital projects and improvements needed for their facilities to face international competition and succeed in the long-term.

At union facilities, their goal is to work with employees to agree on contracts that are ready for renewal. This enables them to compete with the best in the world thanks to some of the accomplishments of its employees. The company spearheaded a fundraising effort among Atlanta CEOs to help restore historic Ebenezer Baptist Church, once led by the Rev. Martin Luther King, Jr. They’ve observed their 20th year participating in Salvation Army Angel Tree Program. They also sponsored one of the Annual Kyle Petty Charity Ride Across America, which raised more than $500,000 to help create a camp for kids with incurable illnesses. These are just a few of their many accomplishments (Georgia-Pacific, Foundation). For three consecutive years, G.

I. Jobs magazine named Georgia-Pacific as one of the top “military-friendly” employers in the United States. Georgia-Pacific received this distinction based on the strength of the company’s military recruiting efforts, the percentage of new hires with prior military service, and the company’s policies toward National Guard and Reserve service. In my personal experience prior to active duty these efforts were uncommon. There were those who returned from a long tour of duty and found it difficult to regain the same status within the company. A top priority at Georgia-Pacific is to provide a safe and healthy working environment for its employees.

The company provides employees with the necessary training and skills to identify unsafe conditions or acts and the necessary resources to correct deficiencies, so that they can perform their work safely. Georgia-Pacific also participates with government and other organizations in developing responsible safety and health standards such as laws, regulations and voluntary guidelines to ensure employee safety (Georgia-Pacific Corporate Principles [Data file]). At Georgia-Pacific training is provided at all levels. Annually, various employees receive environmental training through environmental meetings, internal and external training sessions, Web-based programs, workshops, conferences and college/state courses.

Topics addressed include general information on environmental regulations as well as specialized courses on air quality, solid waste and many other areas (Georgia-Pacific Social Responsibility Report – Environment). In 2007, more than 350 Georgia-Pacific employees came together for a biennial environmental conference. The conference is a forum for Georgia-Pacific environmental professionals from around the world to share knowledge, discuss new trends and regulatory measures, receive training and hear experts share their perspectives on environmental issues (Georgia-Pacific Social Responsibility Report – Environment). Georgia-Pacific has also been host to a Women’s Leadership Forum for more than 300 of its women leaders. The forum includes sessions where employees alk about how they can use the companies Market Based Management principles to drive stronger business results and greater professional fulfillment. The company has been a leader in investing in career development and advancement of women (Georgia-Pacific, Overview). According to the text in “Supervision Today” the single most important human resource in organizations today may be adapting organizational policies and practices in light of increasing workforce diversity (Robbins & DeCenzo, 2007, p. 41). In an earlier survey a report on diversity shows Georgia-Pacific implemented a business-driven diversity strategy in 2001 after acquiring the Fort James company. This acquisition led to marked demographic, functional, and industry differences.

Recognizing its diversity within as an asset, the company created a plan that would use the diversity to bridge a variety of differences (Bond, Dec 2005). The Georgia-Pacific culture is confidently entrenched when it comes to environmental responsibility. The company has actively tracked its environmental performance for more than 10 years and is continually improving. They know that to sustain their business and this earth, we all have to be good stewards of the air, water, soil and other natural resources. Using the resources more efficiently is a social responsibility, which is an obligation that organizations have to society. It means going beyond the law and profit making.

Social responsibility tries to align organizational long-term goals with what is good for society (Robbins & DeCenzo, 2007, p. 50). For Georgia-Pacific this means being able to continue to make products that consumers want and need. How do they do it? They developed a comprehensive Environment, Health & Safety Policy as a guide. They conform and, in some cases, are certified to global standards for environmental performance. They collaborate with others on issues that affect us all, and train Georgia-Pacific people to help meet commitments related to protecting the environment. * Requiring the same level of commitment and performance for contractors that work in the facilities as we do from our employees. Utilizing materials, natural resources, and energy efficiently to produce products and services that support sustainable growth. * Responding in a timely and appropriate manner if an incident resulting from operations does occur. * Auditing assets and operating practices regularly, and taking the appropriate corrective actions (Georgia-Pacific Social Responsibility Report – Environment). Georgia-Pacific works with many organizations on environmental issues to help achieve shared environmental goals. They work with government agencies and industry groups on programs to improve and reduce their impact on the environment (Georgia-Pacific Social Responsibility Report – Environment). Their Environmental Priorities include: Continuing to strengthen our environmental management systems; * Focusing on incident prevention through improved analysis of incidents and root causes; * Moving beyond 10,000% compliance towards environmental excellence; and * Improving the focus on sustainability throughout Georgia-Pacific. Georgia-Pacific continues to support the concept of public accountability for the environment. That’s why they’ve funded over $200,000 to complete projects in national parks across the country. These essential projects improve park infrastructures, protect natural resources, and improve accessibility to cultural and historic sites (Georgia-Pacific Social Responsibility Report – Environment). Georgia-Pacific believes that corporate responsibility starts with each of us and what we do every day.

The company is building on its corporate and individual strengths, creating long-term value, and enhancing its ability to meet responsibilities in the workplace, in communities and in the environment. Finally, Georgia-Pacific is committed to conducting business with integrity, treating people with respect and valuing customers (Georgia-Pacific – Social Responsibility Report – Sustainability Statement). References Bond, Patti (2005, December). Days Short for Georgia Pacific. Atlanta Journal-Constitution. Retrieved July 10, 2008, from AJC database Georgia Pacific, About Us. Company Overview. Retrieved July 7, 2008, from Georgia Pacific Online Web site at: http://www. gp. om/aboutus/companyoverview/index. html Georgia Pacific, About Us. Georgia-Pacific Social Responsibility Report – Environment. Retrieved July 7, 2008, from Georgia Pacific Online Web site at: http://www. gp. com/ aboutus/csrr/environment/policy. html Georgia Pacific, About Us. Georgia-Pacific Social Responsibility Report – Foundation. Retrieved July 10, 2008, from Georgia Pacific Online Web site at: http://www. gp. com/ aboutus/community/gpfoundation Georgia Pacific, About Us. Georgia-Pacific Social Responsibility Report – People. Retrieved July 7, 2008, from Georgia Pacific Online Web site at: http://www. gp. com/aboutus/ csrr/people/index. html Georgia Pacific, About Us.

Georgia-Pacific Sustainable Forestry. Retrieved July14, 2008, from Georgia Pacific Online Web site at: http://www. gp. com/aboutus/forestry/sustain. html Report on Diversity Strategy, Development, & Demographics. (2005, December). Diversity Initiatives. Retrieved July 10, 2008, from http://www. sifma. org/services/hrdiversity/ pdf/2005fullDiversityReport. pdf Supervision Today. (2007). Stephen P. Robbins & David A. DeCenzo (5th Ed, pgs 41 & 50). Pearson Prentice Hall. University of Minnesota, Human Rights Library. Georgia-Pacific Corporate Principles [Data file]. Retrieved July 10, 2008 from http://www1. umn. edu/humanrts/links/gpprinciples. html