英语翻译As the founder and CEO of a West Michigan plastics manuf

英语翻译
As the founder and CEO of a West Michigan plastics manufacturer employing a thousand people,Fred Keller lives by rules.There are those he must follow,passed down by big-letter entities such as OSHA,the DOL,and the EPA.There are others—like ISO,the voluntary international certification of quality management—that he and other manufacturers follow.And there are still others that a much smaller but growing group of companies heeds—LEED green-building standards and B Corporation guidelines of social and environmental responsibility.
Far from simply embracing regulation,Keller seems to go out of his way to find ever-stricter standards to obey.Last October,for example,Cascade became a certified B Corporation,a sort of LEED certification for socially responsible businesses.The B stands for benefit,and companies seeking the status undergo a rigorous assessment process and periodic audits to document their performance on more than 170 specific measures of environmental stewardship,employee pay and benefits,and contributions to community well-being.(In addition,B Corps pay a sliding-scale annual membership fee—Keller,whose revenue puts him in the highest bracket,will cough up $25,000 per year.) Cascade is by far the largest company,and one of the only manufacturers,to join the network of nearly 400 businesses.(See "The Social Entrepreneurship Spectrum:B Corporations." )
\x05Amid the noisy debate about how to revive American manufacturing,Keller is something of an outlier."The best thing business can do for the world is to do business and make a profit," says Kenneth P.Green,a resident scholar at the American Enterprise Institute."By doing that,you improve employees' lives and everyone else's lives." Requiring businesses to comply with tougher standards on things such as energy use and workplace safety,meanwhile,is downright harmful,according to NAM."We do not support overregulation and reactionary regulation that hinders business with no measurable results," says the association's spokesman,Michael Froelich.David Vogel,a professor at the University of California,Berkeley's Haas School of Business,supports regulation of greenhouse gases as a way to shift business incentives.But he doubts that Keller's approach would work for more than a handful of businesses."It is a viable strategy for some companies," Vogel says."But it's a niche model.Many firms aren't able,or willing,to do it."

作为创始人和首席执行官西密歇根州的塑料制造商雇用一千人,弗雷德·凯勒靠规则.有那些他必须遵循传递下来的实体(如big-letter OSHA,对经营杠杆率,环保署.有,如ISO,自愿的国际认证的质量管理,他和其他制造商跟随.还有其他更小但不断壮大的公司heeds-LEED绿色建筑标准和B公司指导方针的社会和环境的责任.
远离简单地接受监管,凯勒似乎特地去找到ever-stricter标准服从.去年10月,例如,级联成为一名注册B公司,一种获得能源与环境建筑认证具有社会责任感的企业.B代表受益,企业寻求状态接受严格的评估过程和定期检查记录他们的性能在170多个环境管理的具体措施,雇员薪酬和福利,和贡献给社区福祉.(此外,B队支付浮动fee-Keller年度会员,他们的收入使得他在最高的支架,将拿出25000美元/年).瀑布是迄今最大的公司,和唯一一位制造商,加入该网络的近400个部门.(参见“社会企业家谱:B公司.“)
在嘈杂的讨论,如何重振美国工业,凯勒是一个局外人的东西.“最好的企业可以为世界是做商业和赚取利润,”肯尼斯·p·格林说,美国企业研究所常驻学者.“通过这样做,你可以提升员工的生活和其他人的生活.“要求企业遵守严格的标准在诸如如能源使用和工作场所的安全,与此同时,完全是有害的,根据南.“我们不支持过度监管、反动的监管,它阻碍了业务没有尺寸