Case study Alcoa

Alcoa’s ethical work climate is diverse, it encourages open communication and learning, and community outreach. Alcoa’s strategy encourages employees to be the first to brainstorm ideas for improvements and innovations. It is also supported to take responsibility and ingenuity by rewarding them financially and non-financially. Among that diversity they expect a work environment that employees are respected, valued and encouraged to contribute to the company.
Criterions that Alco uses are principles (integrity approach). They conduct surveys among the community through focus groups to help find new programs that will the environment. They are committed to improve the quality of life within the communities their employees live and work. All the principles are geared towards research and development of innovative products and environmental issues. Preservation of natural resources and environmental stewardship is something are highly committed too also they believe it is the right thing to do and a key facto to exceptional value to shareholders.
Top management commitment to their values played an important role in their transformation. The leader of Alcoa, Paul O’Neill, had begun reducing the amount of products sold and widened the range of business globally. Alcoa has also created a new office, Environmental Health and Safety (EHS), at the corporate level to comply with each country’s environmental and health standards. Given were more responsibilities to front-line managers and field managers, reducing higher management positions within the company. The company is considered the U.S. Federal Sentencing Guidelines and Sarbanes-Oxley Act with all of the basic elements included.

References
Lawrence, A & Weber, J. (2011). Business and Society: Stakeholders, Ethics, Public Policy, 13th Edition. New York: The McGraw-Hill Company, Inc

References: Lawrence, A & Weber, J. (2011). Business and Society: Stakeholders, Ethics, Public Policy, 13th Edition. New York: The McGraw-Hill Company, Inc