PMI Corporate Values Honesty and ethical behavior
Teamwork and supporting each others professional efforts and achievements
Performance and a Get it done attitude
Each person engaging, contributing, and succeeding
Partnership and team
Diversity and respect for the rights and thinking of others
Creativity and innovation
Sound fi nancial thinking
Work life balance
Our community and the environment
3 Scope of Report
5 The PMI Story
10 Letter from CEO/Founder Rob Harris
11 The PMI Leadership Team
12 PMIs CSR Journey
16 Our Strategic Pillars
17 Commitment to Excellence
20 Social Consciousness
24 Environmental Responsibility
26 PMI Environmental Performance Indicators
29 Stakeholder Engagement
30 Memberships & Awards
31 Materiality Chart & Acknowledgements
Table of Contents
Pacifi c MarketInternationals (PMIs) fi rst Corporate Responsibility
Report was created using the
Global Reporting Initiative (GRI)
as our learning tool and guide. We
are reporting on our direct impact
and ownership: PMI and PMI
Joinease. The scope of this report
is the owned or leased property of
Pacifi c Market International, LLC,
which includes the Seattle (HQ)
offi ce, the Shanghai offi ce, the
Manila offi ce, the London offi ce,
and the PMI Joinease factory.
In our next Report, we will
expand our reporting scope to
contractors, which will include
contract factories, packaging
suppliers, and warehouses.
The primary purpose of this
report is to bring together all
aspects of PMIs Corporate Social
Responsibility (CSR) program as
a resource for our stakeholders.
The intention is to provide
incentive for our employees to
drive innovation that will improve
our performance. In 2010 and
beyond, the accomplishment of
goals that support our Strategic
Business Pillars will be tracked
When evaluating this reports
content against the standards in
the GRI Application Levels
PMI self-declares that it has reached
the A level. The GRI Content Index
Grid, along with our Code of
Conduct, has been published on
our website (www.pmi-worldwide.
com) as a companion document
to this report.
Scope of Report
201 Patents4 Offi ces: Seattle, Shanghai, Manila, and London 164 Employees Products sold in 50 Countries14 Awards
64 Employ Products sold in 50 Countrie
In 1983, Rob Harris founded PMI with a modestinvestment of $1,200 and a curiosity about international trade. With degrees in psychology, business, and education under his belt, the entrepreneurial path seemed an obvious fi t.
For the fi rst few years, PMI imported a number of differ-ent products and designed and styled products for the sports and recreation markets. As business progressed, Rob expanded the product lines to include food and beverage containers.
In 1994, PMI joined forces with Eddie Bauer to create one of the fi rst lines of stainless steel insulated mugs. Prior to this, travel mugs were mere utilitarian objects. PMI recognized that modern lifestyles would soon demand products that
were not only functional, but stylish as well. At the same time, Starbucks Coffee Company was responding to the increased pace of their customers lives and they partnered with PMI to create beverage containers for patrons on the go.
In 2001, we opened Pacifi c Market International Shanghai Trading Company Ltd. to provide additional sales, engineering, and manufacturing support. PMI also has offi ces in London and the Philippines.
In 2002, PMI purchased the Stanley and Aladdin brands, both venerable brands that are close to 100 years old. Over the past few years, PMI has expanded both lines and breathed new life into these American icons.
The PMI Story A Balanced Cycle Twenty-Six Years in the Making
continued. . . . . . . . . . . . . >
We will revolutionize the
way people enjoy food
and beverage everywhere
We are a global
company that designs,
markets products that
everywhere to enjoy
food and beverage.
We collaborate to
apply market knowledge,
and social responsibility
in developing innovative
products and successfully
growing our business.
In the past three years our goal of being the best food and beverage con-tainer supplier in the world has come closer to reality. Our strategy is to leverage our multi-brands (Stanley, Aladdin, MiGo,
and Private Labels), multi-channels (specialty, commercial, mass, and outdoor), and multi-geographic regions in a manner that creates product synergy and supply chain effi ciency. Our concept of taking a niche product category and leveraging it through different brands and distribution channels in key global geographic regions helps PMI remain competitive. The company is positioned to be a platform for further growth through acquisitions that take advantage of our distribution network and our supply chain competencies.
After twenty-six years in business, PMI is still deeply rooted in human values and committed to ethical behavior, education, sustainability, and good business practices. While PMI continues to refi ne key brand strategies, the underlying foundation of a balanced and responsible approach remains the compass for innovation and company growth.
Brands, Products, Patents
Today, PMI holds more than 200 patents
and launches over eighty new products
each year. We currently have over 800
products. Our brands include:
Aladdin Lifestyle, Specialty, and Sustain
Stanley Classic, nineteen 13,
Outdoor and Commercial
Headquartered in Seattle, WA, PMI has offi ces in Shanghai, Manila, and London. Our Seattle and Shanghai offi ces house our Product Development, Operations, and Sales teams while our Customer Service team works from Manila with support staff in each offi ce. We work with many factories in China to manufacture our product lines, including PMI Joinease of which we are partial owners. The North American Logistics Center is in Auburn, WA where we contract the services of freight and warehouse companies. Additionally, PMI has three distribution centers in The Netherlands and China. From these locations we manage product lines that ship to fi fty countries aroundthe globe.
Countries in which PMI Products are sold
continued from previous page
Management Structureand Employees
As a small company, our management structure is relatively fl at with each staff member being, at most, three degrees from a member of the Leadership Team. Because of PMIs collaborative nature, execution comes from the bottom and works its way up based on the goals set by the Leadership Team and approved by Board Members. PMI values the ideas and opinions of all its employees. Tools are in place for employees to voice their ideas and opinions to top leadership through open forums within all of our offi ces and through suggestion boxes in our factories.
In 2009, PMI Worldwide had 164 employees across four offi ces: eighty-eight in Seattle, fourteen in Manila, twelve in London, and fi fty in Shanghai. Of the total, 153 were full-time employees, eleven were full-time temporary contract employees, and seven held top level management positions. In addition to the eighty-eight employees in our Seattle offi ce, PMI engages the services of numerous local consultants, legal fi rms, and not-for-profi t organizations.
PMI has a six-member Board of Directors, which evaluates the strategy set by the Leadership Team and offers guidance and strategic alternatives. Committee work is usually headed by the seven-member Leadership Team led by the CEO. The Leadership Team creates strategies for the whole company, including the factories where the products are manufactured, based on the Mission Statement and set the Strategic Business Pillars that will take us into 2012. The Corporate Responsibil-ity team is charged with monitoring the factories and ensuring all company policies and objectives are followed.
We continually work to implement programs to support the personal and professional growth of our employees. The company pays for job related training and has tuition reimbursement programs for those wishing to further their education.
PMI hosts health and wellness programs, including a fl u clinic, throughout the year to provide training and promote employee wellbeing. At PMI Joinease, we offertraining courses that help employees manage their careers and arrange for advanced workers to attend third-party training programs on workability.
continued. . . . . . . . . . . . . >
All employees have access to these opportunities to develop their skills and improve their chance for advancement.In 2009, Verit completed a worker-training program at PMI Joinease that provided workers with information on health and safety relating to both the workplace and the community.
As an international company with employees and partners around the globe, an apprecia