Executive Summary
Corporate responsibility is made of three key sectors of corporate action: community involvement, environmental action, and economic growth. Winnipeg transit has an advanced sense of responsibility when it comes to sustainability and environmental action, however it has failed to provide a positive partnership with the community and employees, in order to gain an overall high reflection of corporate responsibility. More specifically, Canada has a growing dedication to the implementation of sustainable technology, and the growth of public transportation as a means of lowering the national carbon footprint. As such, the Government of Canada has provided financial support for the creation of sustainable development technology especially as it relates to the Winnipeg Transit system. As a result, Winnipeg Transit has an advanced degree of sustainable technology implementation, and an environmental protection. However, labor disputes and poor treatment of employees have led the company not a poor reputation as an employer, and left many members of the local community in a lurch facing transit cancelations, making them a poor community partner. However, they have provided certain supports to members of the community, including local not-for-profits and charities, gaining them some positive press as a corporate citizen. Overall, Winnipeg Canada could produce a reputation for a high level of corporate responsibility if they were more responsive to the needs and opinions of employees.
Introduction 3
Community 4
Environment .. 6
Economy 8
Conclusion 10
References 11
Introduction
Winnipeg transit was founded in 1882 providing horse cart taxi services for .10 cash per ride. This service was replace by Street railway in 1906, and later by bus in 1938. In 1971, it was bought by the city of Winnipeg and became an official public transport system (Winnipeg Historical Association, 2016). As a result, Winnipeg is largely funded through public, tax related funds, and is subject to government oversight. This impacts the way that it interacts with individual consumers and likely has a significant influence on the kind of corporate partner that they are. More specifically, evidence demonstrates that Winnipeg Transport has a high level of corporate social responsibility as it relates to sustainability and environmental friendly procedures, but is a poor corporate citizen, with negative employment practices. Overall, this makes them a mediocre corporate citizen at best, with need to improve markedly in specific areas. The following report will consider Winnipeg Transit’s performance in each of the key performance areas for corporate citizenship, including: community involvement, environmental action, and economic growth
Community Involvement:
While Winnipeg Transit is involved in the community in limited ways, they have developed one major program designed to service charity, or not-for-profit, organizations within the community, and give back to the community that supports them. This occurs through the Community Relations Bus, (“The Community Relations Bus, 2016). The bus offers a unique service to community organizations that take the time to apply, by allowing free advertising space on the side and back of buses to those organizations. Applying organizations must be non-profit entities, registered with Winnipeg authorities.
This bus then travels on all major bus routes, daily, in order to maximize public exposure to the bus based advertisements (“The Community Relations Bus, 2016). The concept is that the free advertising space gives billboard like exposure across the city for significant activities or events that benefit not for profit organizations financially thorough increased community involvement.
The spaces are available on a first-come, first-serve basis, with the only standard for approval being proof of registration as a non-profit with Winnipeg authorities. Ads include a 139” x 39” add, a 70” by 21” ad space, and two interior adds, installed inside the bus, measuring 35” by 11” (“The Community Relations Bus, 2016). These ads are posted for a period of four weeks, at the time of the advertiser’s choice. Only one placement can be held by a single organization at a time.
Additionally, knowing that the cost of design is too high for many not-for-profits, Winnipeg transit covers the cost of design and drafting, paying for the first hour of design assistance, and covering the cost of production and placement for the ads. The estimated retail value of the ad campaign is $500.00 per commissioned add, totally a large sum of charitable donation each year.
Environmental Action
The most active area of corporate responsibility for the Winnipeg transit company is the creation and maintance of a sustainable and environmentally friendly bus fleet. Canada, as a national power, is dedicated to the implementation of sustainable technology, and the growth of public transportation as a means of lowering the national carbon footprint. As such, the Government of Canada has provided financial support for the creation of sustainable development technology especially as it relates to the Winnipeg Transit system. As a result, Winnipeg Transit has an advanced degree of sustainable technology implementation, and an environmental protection (NRCAN, 2013).More specifically, Winnipeg transit has developed a fleet of buses that use a high-capacity charging system and battery components to run electric buses, in order to reduce greenhouse gas emissions for the fleet as a whole. Currently, only four of the buses are implementing electric engine technology, but the intention is to expand the electric fleet over time (NRCAN, 2013).More specifically, through hybrid technology, when paired with electric power, bus companies which now supply Winnipeg transit has been able to reduce fleet emission, and improve air contaminant to meet goal criteria (NRCAN, 2013).
In an effort to pair environmental sustainability and corporate citizenship, the transportation affiliate at Winnipeg, in conjunction with the city of Winnipeg, have started a platform, or showcase, intended to encourage increased use of public transportation, and to promote behavioral changes in the public (Transportation of Canada, 2010). The program promotes more effective travel management, reduces greenhouse gas emission, increases energy use and efficacy, and funds awareness and investigation of new technology that can move the region as a whole toward its greater goals (Transport Canada, 2006). As a result of this program, cycling ha increased 25% in the 2007-2008 fiscal year (Our Winnipeg, 2009), among other positive changes.
Winnipeg Canada has also made significant changes in their infrastructure and policy in order to improve sustainability not only in the current environment, but over the long-term as well. The Sustainability Transportation Direction Strategy, which was created by the city of Winnipeg, but which directs the long-term goals of Winnipeg Transit, outlines a 25 year plan to move the transit system toward increased social responsibility and environmental and economic sustainability (Our Winnipeg, 2009). The plans primary directive is to meet the needs of transportation within the urban structure and through a combination of increased pedestrian and cycling activity, and more efficient use of the public transit system (Our Winnipeg, 2009; Winnipeg Transit, 2006). This plan has altered the structure of Winnipeg transit’s bus routing system, by designing transit lies to travel in places with the most dense populations and the greatest travelers most frequently, minimizing waste and extra transits and maximizing transportation use and rider load (Our Winnipeg, 2009; Winnipeg Transit, 2006). The design specifically follows a checklist that is designed to ensure that the transit department is meeting the needs of communities in an efficient and effective way. The checklist asks the following:
Does the development support a mix of uses that helps people to shop, walk and relax in their own neighborhood, without having to use a car?
Is the density gradation, from highest density at the Town Centre to lowest density at the periphery?
Are all residences and businesses in the development within 400m of the nearest collector street?
Does the street layout pattern allow for direct, convenient access to collect or streets?
Are there pedestrian walkways, paths, parks or other green spaces linking different parts of the neighborhood for pedestrians and cyclists?
Are the walkways designed in a way that they can be travelled in a wheelchair at night and in the winter? (Winnipeg Transit, 2006)
These when taken together ensure a maximization of global impact, in terms of environmental sustainability, while maximizing economy, and protecting the best interest of consumers, building a stronger sense of community as it relates to the brand.
In pursuit of these goals, or in order to meet this checklist more exactly, Winnipeg Transit has studied the walking distance, pedestrian access, and urban environment, as it relates to the transit grid, in order to create standards of accessibility and transportation (Winnipeg Transit, 2006). This includes accessibility, visibility and perceived safety of pedestrian travel in an area, connectivity to needful spaces, the infrastructure of curbs, intersections and crosswalks and neighborhood ability to meet handicap accessibility requirements. Bus platforms have also been redesigned with a focus on personal space, ability to create handicap accessibility, and bus seating characteristics. Overall, this is designed to ensure the best experience for customers, and outcomes for the transit company possible (Winnipeg Transit, 2006).
In keeping with this goal, all Winnipeg transit buses use GPS powered Automatic Vehicle Location systems in order to ensure maximized efficiency and accuracy in route times. .Additionally, 75% of the buses are low-floor accessible in order to accommodate handicap riders, with a plan to retrofit all remaining buses (Winnipeg Transit, 2006). Winnipeg is also expanding its current transportation infrastructure to increase from 193 Kilometers of active route to 450 miles, over the course of multiple development projects (Our Winipeg, 2009).
Economic Growth
The final way in which a company’s overall social responsibility is measured is in their economic strategy. That is to say, is their economic approach such that it both ensures profit and ensures that the company is being socially responsible, and acting as a good corporate citizen. This is an area of major concern for Winnipeg Transit. Winnipeg Transit has reportedly treated employees poorly, which has created a backlash of negative publicity and forced the reduction in currently running lines of transportation within the city (Winnipeg Sun, 2015). Poor pay and mandatory overtime, together created a scenario that brought a large number of employees to strike, leaving Winnipeg Transit to apologize to longtime consumers for a loss of public transportation options (Winnipeg Sun, 2015). This evidences a company willing to put their own bottom line, and corporate success, ahead of the needs of consumers, making them a poor public partner. Care should be taken to reduce the tension between employer and employee in order to improve social responsibility as a whole.
Similarly, delay and reduction in services occurred because of an ongoing backlog of maintenance. A press release from the city in September of 2015 stated that buses had failed to be appropriately maintenance and as a result there were a shortage of buses. This resulted in the loss of transportation during peak morning transportation times, and left many dedicated riders without service (Pursage, 2015). This failure to provide basic service to the coaches is indicative of two major problems. First, a lack of organization and sense of responsibility as it rates to the company’s ability to sustain and maintain buses in a meaningful way. Buses were allowed to go unrepaired, and to miss basic maintenance appointments at a rate that allowed the fleet to drop below minimum operational level. This is a sincere lack of good business, and demonstrates a lack of concern for the needs of the consumer. Secondarily, this is indicative of a much larger problem in that it demonstrates a lack of safety with in the brand. Failure to do routine maintenance casts doubt on the safety of the coaches in the fleet, and ultimately leaves consumers in a position where they must fear the stability and integrity of their transportation. This is extremely important in the public arena, when tax dollars are being used to support ongoing upkeep on a fleet of public transportation vehicles.
Further, the announcement was made literally overnight (CBC, 2015), this also demonstrates the previously observed lack of planning and concern, but extends further to a lack of courtesy. Students and employees all over the city demanded an explanation as to why the announcement was not made sooner. Common courtesy would have been to provide regular riders with advance warning that they needed to make alternative travel arrangements, however, no such warning was given (CBC, 2015a).
Winnipeg Transit defended its lack of communication by stating that none of the routes were suspended, the number of buses running the routes was simply reduced, however, given that buses were reduced during peak hours this still represented a major inconvenience, and in some cases even emergency, on the part of riders (CBC, 2015b).
Interestingly both the lack of warning and the maintainance back log seems to fall further on Winnipeg transits lack of corporate responsibility, in that high turnover, long hours, and poor treatment of employees lead to the circumstances. For some time, Winnipeg Transit had been warned by an outside consultancy that relying on contract maintenance providers, expected to work extreme overtime to complete necessary maintenance and repairs was not sustainable (Pursage, 2015). Further, an influx of new administrative staff left gaps in the scheduling and decision making process (CBC, 2015b). At least one analyst, Jow Kornelson, told CBC News that it was evidence of “backward priorities” and noted that a citizen advocacy group would be getting involved in trying to improve the situation. Any circumstance in which advocacy is needed represents a severe lack of corporate integrity, and degrades the brand’s sense of corporate responsibility. Priorities need to change, and management improve in order to demonstrate a higher level of corporate citizenship.
Conclusion
Corporate responsibility can be measured in three key areas: community involvement, environmental action, and economic growth. Winnipeg transit has an excellent track record of improving operations to protect both the environment and consumers. They have taken responsibility, and invested wisely, in order to reduce their environmental impact, by increasing te use of electronic and hybrid technologies and structuring routes in a logical and meaningful way. They have also demonstrated a willingness to put forth positive efforts in finding ways to partner with the local community to support local need, charity, and community. However there is a lack of good citizenship when it comes to corporate responsibility as it relates to economic strategy and treatment of employees. While the company has focused on developing an infrastructure that is economically sustainable, ongoing contrast negotiation faults have resulted in a poor delivery of services and undermined their overall level of responsibility. As has been demonstrated, Canada has a financial and ideological dedication to the implementation of sustainable technology, and has provided funding for Winnipeg Transit to make grand strides toward economizing and reducing carbon footprint of travels. Further Winnipeg has used the community bus to provide access to ongoing community support, and advertising for not for profits on a continual basis, with full financial support of the costs of those effort. However, they cannot be considered fully corporate responsible without a sincere improvement in the way they manage their employees and do business within the Winnipeg community. As a result, it has been recommended that Winnipeg Transit should produce a reputation for a high level of corporate responsibility if they were more responsive to the needs and opinions of employees.
References:
“The Community Relations Bus” (2016). Winnipeg Transit. Retrieved from http://winnipegtransit.com/en/about-us/opportunities/the-community-relations-bus/
CBC (2015a). Winnipeg Transit riders, students angry with last-minute route changes. CBC NEWS. Retrieved from http://www.cbc.ca/news/canada/manitoba/winnipeg-transit-riders-students-angry-with-last-minute-route-changes-1.3223336
CBC (2015b). Winnipeg Transit riders adapt to reduced service with bus shortage CBC NEWS. Retrieved from http://www.cbc.ca/news/canada/manitoba/winnipeg-transit-riders-adapt-to-reduced-service-with-bus-shortage-1.3223892
NRCAN. (2006). Sustainable Development Technology Canada (SDTC) Funding for New Flyer Industries Retrieved from https://www.nrcan.gc.ca/media-room/backgrounders/2012/3305
Pursaga, N. (2015). Transit’s ‘sorry’. Winnipeg Sun Retrieved from
OurWinnipeg. (2009). Sustainable Transportation at-a-glance. Retrieved from http://www.winnipegsun.com/2015/09/10/rush-hour-transit-users-miffed-by-lack-of-buseshttp://www.winnipeg.ca/interhom/CityHall/OurWinnipeg/pdf/SustainableTransportationAtAGlance.pdf
Transport Canada (2006). WinSmart: Winnipeg for Sustainable Management Advancing Responsible – Final Report. Retrieved from https://www.tc.gc.ca/eng/programs/environment-utsp-winnipeg-1983.htm
Winnipeg Historical Assoc. (2016). Transit History in Winnipeg. Retrieved from http://winnipegtransit.com/en/about-us/transit-history-2/
Winnipeg Sun (2015). Transit workers to start refusing OT. Winnipeg Sun Retrieved from http://www.winnipegsun.com/2015/04/24/transit-workers-to-start-refusing-ot
Winnipeg Transit (2006). Designing for Sustainable Transportation and Transit in Winnipeg. Winnipeg Transit Corporate Report. Retrieved from http://winnipegtransit.com/public_content/pdfs/WinnipegTransit_sustainabledesign.pdf
