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Matériel déposé au Centre de cas HEC Montréal

 

Energy, Poverty and the Market : The CSR Strategy of Coelce in Brazil

Luciano Barin-Cruz, Jonathan Colombo

2010, 7 pages + annexes

This case aims to address the issues of Sustainable Development (SD) and Corporate Social Responsibility (CSR) in emergent countries. More specifically, the case focuses on one of the major industries in the SD debate (the energy industry) in one of the so-called BRIC countries (Brazil). This case stimulates discussion on two topics: poverty (its consequences in terms of development in an emergent country) and strategic CSR (a specific kind of CSR in which companies integrate social and environmental causes in their strategic plans to create competitive advantages). We study the case of Coelce (energy company in Brazil), a subsidiary of the Spanish multinational corporation. The case starts in 2006, when Coelce faced the following dilemma: How can Coelce be socially and environmentally innovative to conquer new clients and guarantee profitability? We show the Ecoelce project and how it has allowed Ecoelce's managers to achieve this goal by adopting a strategic CSR approach.

Mots clés : corporate social responsibility, energy, poverty, sustainable development; Brazil

 

Enfoque de Anglo American de la Responsabilidad Social Corporativa: Un proceso evolutivo (A, B, C) (El)

Guillermo Cadorza, Gastón Fornés

2010, 14 pages

Con el presente caso en tres partes se estudia un programa de responsabilidad social empresarial muy interesante y exitoso, desde su origen con fines estratégicos hasta su implementación en una de las ubicaciones de la compañía en un país en desarrollo, en este caso Chile. La parte A tiene como principal propósito evaluar los resultados de la colaboración de Anglo American en la Fundición Chagres donde se llevó a cabo un importante proyecto de responsabilidad social corporativa. La población local, supuesta principal interesada y beneficiaria del proyecto de RSC, al afirmar que la ciudad no está sacando provecho del programa, arroja cierta ambigüedad a los resultados de la evaluación y hace que el Sr. Bickham, Vicepresidente Ejecutivo de Asuntos Externos de Anglo American se pregunte cómo continuar con el programa y, aún más importante, si la actual metodología de RSC de Anglo American (AA) es la apropiada. Teme que la insatisfacción de la población local ponga en peligro el consentimiento necesario por parte de las comunidades y arriesgue el futuro acceso a los recursos naturales, financieros y sociales. El Sr. Bickham está consciente que hay demasiado en juego y que para poder planear las próximas etapas, se deberá antes dar respuesta a un cierto número de preguntas.

Mots clés : países en desarrollo, responsabilidad social corporativa  

 

Anglo American Approach to Corporate Social Responsibility: An Evolutionary Process (A, B, C) (The)

Gaston Fornes, Guillermo Cardoza

2008, 6 pages + annexes

This three-case series study deals with a very interesting and successful social corporate responsibility programme, from its inception at the strategic level to its implementation in one of the Company’s locations in a developing country, Chile. The main objective of part A is to evaluate the results of Anglo American´s partnership at the Chagres Smelter where they have carried out an important programme of corporate social responsibility. As the local people, allegedly the main stakeholders and beneficiaries of the CSR project, say that the programme does not benefit the town and therefore the results of the evaluation seem ambiguous, Mr. Bickham, Anglo American´s Executive Vice President of External Affairs, is wondering how to continue with this programme and more importantly, whether AA’s current CSR methodology is the right one. He fears that the local people’s dissatisfaction may put at risk the necessary consent of the communities and jeopardize future access to natural, financial and social resources. He knows that there is too much at risk and that in order to design the next steps, there are questions that need to be answered.

Mots clés : developing countries, corporate social responsibility  

 

De Beers and the Diamond Industry: Squeezing Blood Out of a Precious Stone

Peter Stanwick

2008, 17 pages + annexes

This case addresses the dark side of contemporary capitalism on many fronts. The case focuses on two distinct areas: ethical issues related to the diamond industry and ethical issues related to De Beers. Both sides of civil wars in Africa use diamonds in order to finance military operations. These are called “blood” or conflict diamonds since they originate from an area in which there is internal military conflict between the government and at least one group that opposes the government. Rebels in various African countries have used murder, maiming, rape and slavery to ensure the continuous flow of diamonds from conflict areas. The case also focuses on the power of De Beers, which for many decades controlled 90% of the world’s diamond transactions. De Beers has been accused of using its power to intimidate both buyers and sellers of diamonds globally for nearly a century.

Mots clés : developing countries, conflict diamonds, cartel, De Beers

 

Bristol-Myers Squibb and AIDS in South Africa

William Naumes, Margaret J. Naumes

2004, 11 pages + annexes

This case is intended to have students wrestle with the complexity of social responsibility in a global environment. The case presents the situation of a company faced with the conflicting demands of profitability and the desire to save lives through the use of its products. This can lead to a discussion of the development of socially responsible actions as part of a global strategic focus. The case also can be used to develop a discussion of the potential conflicts between national social policy and the intellectual property rights of a corporation.

Mots clés : international affairs, stakeholder analysis, socially responsible strategy, government-business relations 

 

Body Shop

Mehran Ebrahimi, Laurent Simon, Thierry C. Pauchant

1996, 10 pages + annexes

Ce cas décrit la réalité concrète de l'intégration des réalités économiques, sociales et écologiques dans une entreprise multinationale.

Mots clés : innovation, responsabilités sociales et écologiques, multinationale

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