Second, she learned of the overwhelming support of all employees to the SR initiatives of ColgatePalmolive. Indeed, she'd been frequently stopped in hallways and on factory floors by employees who thanked her and the company profusely for, among other things, helping their kids with school bursaries receiving funds for school fees for employees (on the condition they pass their subjects), and nutritional classes. She learned from her briefing by senior management that the primary mission of the firm's SR efforts was to “accelerate economic empowerment through education by developing formal and informal educational skills and motivating communities to become self-sufficient” (see a list and description of specific SR activities of Colgate- Palmolive at conclusion of case). In fact, the firm had “adopted” seven schools that could approach an employee committee with requests for anything from photocopying ink to teacher and pupil upgrading programs.
'third, she learned that Colgate-Palmolive sponsors professional nurses to help daycare centers, schools, and community groups with primary health care education.
Fourth, she learned of the strategic initiative of top management to institute a formal “affirmative action” plan for black employees that would be implemented as a strategy to accelerate economic empowerment and remove any barriers to advancement into senior corporate positions.
Fifth, Carol listened to the appreciative comments from union leaders and community activists about the “social justice” role the firm had performed
for its surrounding communities. She learned the firm had become politically active to assist neighboring communities in two ways. First, she discovered
that Colgate-Palmolive had provided legal assistance to members of a neighboring squatter camp who had been intimidated by the local town council while
steps were being taken to solve the squatter problem. Second, she discovered that although the American firm explicitly advocated nonalignment with any political party, initiatives were in place, at the request of community leaders, to provide “democracy training” as a social justice program. Indeed, materials she studied indicated that the firm sponsored lectures for the community by academics and other experts on specific subjects, such as voting procedures of issues connected with a bill of rights (these courses were offered for both white and black groups and communities).
Finally, Carol found out that the SR projects that “worked” and achieved Colgate-Palmolive's mission were ones in which people who were beneficiaries of the project were actively involved in formulating and implementing each activity. Colgate-Palmolive followed the process of consultation with all stakeholders throughout their SR initiatives.
Carol paused, however, to reflect on a number of disturbing issues that had surfaced in personal interviews with some trade union leaders and community activists. In one of her meetings with trade union shop stewards, they argued that union leaders, not management, should direct and manage Colgate- Palmolive's SR budget since they believed their constituency was the primary stakeholder group who were recipients of the firm's SR activities.
Carol countered that the SR budget should remain with the Foundation since Colgate-Palmolive's unionized workforce comprised only 50 percent of employees and the firm had to ensure fair representation for all employees. Besides, Carol indicated to the shop stewards that the firm's SR activities were for “underprivileged” communities represented by all employee stakeholder race and ethnic groups.
Carol speculated on another issue that had surfaced with trade union leaders that made her Un-comfortable. She wondered about the extent to which union leaders were genuinely interested in the
- needs of their community. She considered whether, based on her interviews with union leaders, they were more inclined to support issues to gain “political” favor with their followers inside the firm than the company's stakeholders and surrounding communities outside the firm. For example, she remembered a discussion she'd had with union leaders about the best method to provide bursaries to the children of employees. Union leaders pressed hard to have ten bursaries that paid all fees. What's more, the union wanted to announce this decision to employees as a concession they'd obtained from management. On the other hand, she argued for shared responsibility of bursaries where parents paid a nominal amount and Colgate-Palmolive contributed the remainder so that the budget would allow for an additional 20 bursaries and thus provide funding assistance to more in need. She believed this alternative was consistent with the notion that “shared help” is more effective than a “hand-out” in the firm's commitment to economic empowerment for underprivileged communities;
Finally, Carol reflected on an issue that several union representatives had raised during her interviews. Some leaders saw a dilemma for the firm. They pointed out that the firm was self-serving in promoting SR initiatives because a number of products were “sold” under the umbrella of social responsibility activities. For example, one leader described how the firm had supported primary healthcare education activities for a local community. He conceded that parents and children who received healthcare and nutritional hand-outs, posters, and other reading materials featuring a cartoon and logo depicting the “Colgate Smile” were helped by the program. On the other hand, they also received information promoting the “purchase” of oral care products sold by Colgate-Palmolive. He queried her, “Is it right to help underprivileged communities while at the same time also promoting your products to these communities?”
Carol frowned as she considered these issues; then the phone rang and she had to dash out, reminding herself to gain closure on the issues facing her.
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