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Rio Tinto and the Resolution Copper Mining Joint Venture (C): Planning in the Global Financial Crisis
Werhane, Patricia H.; Gorman, Michael E.; Mead, Jenny; Starr, JustinCaso DARDEN-E-0375-EÉtica empresarial y Responsabilidad Social CorporativaWhen the global recession of 2008–09 hit, Rio Tinto was forced to reexamine its spending priorities. Knowing that the availability of investment capital along with commodity prices would eventually rebound and that project delays could have a negative impact on net present value, David Salisbury and his team were faced with the additional challenge of prioritizing the various aspects of the RCM project. These fell into several categories: (1) rec...Desde 5,74 €
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Rio Tinto and the Resolution Copper Mining Joint Venture (A): The Land Exchange
Werhane, Patricia H.; Mead, Jenny; Gorman, Michael E.; Starr, JustinCaso DARDEN-E-0373-EÉtica empresarial y Responsabilidad Social CorporativaFrom its inception, the Resolution Copper Mining (RCM) joint venture faced a number of significant technical, political, and environmental challenges as it attempted to develop a strategy for mining a copper ore body located under the Tonto National Forest in Superior, Arizona. As president and CEO of RCM, David Salisbury faced a number of key decisions in 2008–10 to keep the project on track. The success of the mine hinged on a politically compl...Desde 8,20 €
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Rio Tinto and the Resolution Copper Mining Joint Venture (B): Dewatering the Magma Mine
Werhane, Patricia H.; Gorman, Michael E.; Mead, Jenny; Starr, JustinCaso DARDEN-E-0374-EÉtica empresarial y Responsabilidad Social CorporativaTo dewater the former Magma Mine and sink the exploratory shaft, the RCM team was faced with extracting and managing about 2 billion gallons of naturally accumulated water as well as about 300 million gallons per year of new inflow. The team’s goals were to accomplish the dewatering safely, in a quick and economically feasible way, while also protecting the environment and managing the interests of local stakeholders. The team had four options to...Desde 5,74 €
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ExxonMobil and the Chad-Cameroon Pipeline (B): The Pipeline Becomes a Reality
Freeman, R. Edward; Werhane, Patricia H.; Wicks, Andrew C.; Mead, JennyCaso DARDEN-E-0330-EÉtica empresarial y Responsabilidad Social CorporativaThis case picks up after the end of "ExxonMobil and the Chad–Cameroon Pipeline (A)" (UVA-E-0262), presenting additional facts, advancing in the story, and setting up a new and challenging decision to be made about the project.Desde 5,74 €
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HealthReach and HABLA (B)
Werhane, Patricia H.; Sheehan, Justin; Mead, JennyCaso DARDEN-E-0307-EÉtica empresarial y Responsabilidad Social CorporativaJim Zimmerman, executive director of HealthReach clinic, approached the Abbott Fund, one of the organizations that helped fund HABLA in 1992, about providing additional funds to continue the very successful and valuable medical interpretation program. The Abbott Fund agreed to additional funds for HABLA, pledging $100,000 to be split over two years, which would keep the program afloat and support its expansion. With this support, Zimmerman and hi...Desde 5,74 €
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HealthReach and HABLA (A)
Werhane, Patricia H.; Sheehan, Justin; Mead, JennyCaso DARDEN-E-0306-EÉtica empresarial y Responsabilidad Social CorporativaIn 2004, there were 50 million non-English speakers in the United States and an additional 22 million who had marginal English proficiency. Many had no health insurance or access to low-cost, affordable health care. This case describes the dilemma faced in 2004 by Jim Zimmerman, the executive director of the Illinois-based HealthReach clinic, which served the area’s uninsured poor, in deciding what initiatives to continue funding. One of these wa...Desde 8,20 €
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Started as Crew (A): Jan Fields and McDonald's
Werhane, Patricia H.; Hartman, Laura P.; Sheehan, Justin; Mead, JennyCaso DARDEN-E-0308-EÉtica empresarial y Responsabilidad Social CorporativaMcDonald’s Corporation, the behemoth of the fast food industry, has taken its share of criticism - even ridicule - over the years. The image of the company suffered as the public began to perceive its jobs as dead-end, unskilled, and unstimulating. The term “McJob,” coined by an author in 1991, was slang for a low-paying job that required little skill and provided little opportunity for advancement. But in many ways, McDonald’s Corporation defied...Desde 8,20 €
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The Novartis Foundation for Sustainable Development: Tackling HIV/AIDS and Poverty in South Africa (A)
Werhane, Patricia H.; Mead, JennyCaso DARDEN-E-0303-EÉtica empresarial y Responsabilidad Social CorporativaIn 1998, Klaus Leisinger and Karin Schmitt of the Novartis Foundation for Sustainable Development in Basel, Switzerland, were approached by a sociologist who wanted help in launching a pilot program in Tanzania to deal with the crisis of the more than 8 million HIV/AIDS-orphaned children in sub-Saharan Africa. The proposed program was unusual in that it addressed the psychological and social traumas these children experienced. The other unusual a...Desde 8,20 €
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The Novartis Foundation for Sustainable Development: Tackling HIV/AIDS and Poverty in South Africa (B)
Werhane, Patricia H.; Mead, JennyCaso DARDEN-E-0304-EÉtica empresarial y Responsabilidad Social CorporativaThe increasing problems of millions of HIV/AIDS orphans and the perceived need for an innovative and creative solution to tackle the psychological, social, and economic needs of vulnerable children tipped the scales in favor of accepting sociologist Kurt Madörin’s proposal: Klaus Leisinger and Karin Schmitt of the Novartis Foundation for Sustainable Development gave Madörin the go-ahead for setting up a pilot program in Tanzania to address the ps...Desde 5,74 €
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The Novartis Foundation for Sustainable Development: Tackling HIV/AIDS and Poverty in South Africa (C)
Werhane, Patricia H.; Mead, JennyCaso DARDEN-E-0305-EÉtica empresarial y Responsabilidad Social CorporativaThe Novartis Foundation and various donors undertook a risk-assessment of how REPSSI could be brought to other African countries both legally and effectively. The original initiative had to be transformed into an organization, and a host country had to be chosen to implement the program. South Africa, where the HIV/AIDS problem and its effects on children seemed the most severe, was chosen. By 2006, REPSSI, through its various organizations and i...Desde 5,74 €