< tion as a small, family operated soap and candle company in Cincinnati in 1837. Now, with sales in more than 140 countries world-wide and ground operations in 70 countries, in 1998 alone P&G globally donated more than $73 million to various charities, non-profit organizations and employee volunteer projects. Smith is also honorary chair of the current United Way campaign, which saw his 13acre plant top a record donation of $202,000 in 1999 through an employee payroll contribution program. He is the third plant manager from P&G to hold this position since the company arrived in 1975. "Of that $202,000, $70,000 was raised by the employee program and it was matched dollar for dollar by P&G's corporate match program," explains Marsha Roadhouse, executive director of United Way Quinte. The remaining $62,000 was raised through in-house product sales and employee-driven fund-raisers by P&G's core team of 40 volunteer co-ordinators. "This was a huge difference. I mean, we are talking about an increase from 1998 of 280 per cent. Procter and Gamble are extremely generous," she says, comparing them to other examples of corporate citizens. "And they don't fund everything through the United Way -- they are unique in how they feel that they have an obligation to give back to the community" Other organizations "feel they have to," she claims, for various reasons such as maintaining their profile in the community or for tax purposes. "Procter is different," Roadhouse contends, noting that all of the company's charitable campaigns are employee-initiated in nature. "They're not letting marketing principals drive their corporate giving, they support what their employees interests are. And it's much more than just corporate giving -- it's personal support from the people in that plant." Another aspect of the company is its commitment to "educating their employees of the needs of the surrounding community." "It's not a pressure thing," she says when it comes to P&G's attitude towards community needs. "It's an educational thing." Smith divulges that P&G's mandate is the incorporation of sites into their surrounding communities, creating a network of support. "There is a direct connection -- by allowing our employees to volunteer, the energy and commitment it creates in them plays back directly into how our business operates. We are as strong as a business and plant operation because of the environment we have created for our employees." "We encourage people to become involved in the community, either financially or through volunteering some time because people who are committed externally are better over-all workers and citizens." As an example Smith notes the 40 volunteer firefighters who are employed by P&G. "If they get a call, they just go -- no questions asked. When you do the right thing, it will always make everything better." Speaking of doing the right thing, he says, by improving the community surrounding the site it also assists the company in attracting high-demand employees. "This is starting to play out in our ability to attract these employees to this area. Recruits, to me, are a lot more open-minded, and they evaluate things differently as to when I was starting out." Part of any evaluation process is an extensive look at all aspects of the community, he says. A prime example of this could be the current state of the local health system, including the number of doctors, specialists and health clinics. "We're doing what we feel is right for industry standards within a community" Within the walls of P&G, traditional framework found in international corporations does not exist, Smith reveals. "We have a very open system here," he says, adding that even offices for upper management are created in an open concept design near other employees. "All of these things, such as standard structure, are taken away in an effort to encourage people to speak and work with each other. The more we share information, the more creative our approach is." Many including Roadhouse and Williams -- proclaim that P&G is one company taking the reins of leadership in setting a corporate citizenship example for others to follow. Smith is modest in his response to the notion. "There is no conscious attempt here to be out in front. We always are making an effort to do what's right, and to do that over time. If that's turning out to be a role model, then great. We've tried to do this in a way that everybody can be partners, and everyone can benefit."