Ethics and Social Responsibility Management Team Decision 
Part 1 I n t r o d u c t i o n t o M a n a g e m e n t
headquarters or in the mines, to make safety the number one priority—every day." However, the company 's reactions to regulators ' citations have generally been resistant and confrontational. According to govern¬ ment records, Massey has contested or appealed a good portion of the violations it has received since
2005. By doing so, it has been able to avoid paying the fines and making the safety changes required by regulators. The question for you, as a manager at Massey
Energy is this: H o w will you address your company 's ethical responsibility? W i l l you continue to insist that the company is doing everything it can for safety, even as the number of violations skyrockets? W i l l you in¬ sist that all safety violations be addressed immediately
and that unsafe mines be closed until they pass inspec¬ tions, at the cost of hundreds of millions of dollars?
What steps could you take to insure that your com¬ pany is an industry leader in safety, while also remain¬ ing profitable?
Questions
1. H o w would you describe Massey 's current ap¬ proach to its ethical and social responsibility?
2. Which approach to social responsibility would you recommend that Massey take in the future?
3. H o w might the temporary closure of dangerous mines and the investment of funds into new safety systems be an economic stimulus for Massey?
^ ^ ^ ^ ^ E M E O J J T M E A M |E|E1SISION
Environment and Business in St. Tropez
128
There are few places in the world like St. Tropez, a city on the French Riviera—pristine, isolated beaches, perfect weather nearly all year round, and a string of ultra-luxurious hotels that host celebrities from all over the world, everyone from the Hilton sisters to
Bono. But if the mayor of St. Tropez has his way, this ultimate vacation spot will soon look a lot different.
M a y o r Roland Bruno 's administration is highly concerned that the hotels, and all of their beachfront facilities, present a
headquarters or in the mines, to make safety the number one priority—every day." However, the company 's reactions to regulators ' citations have generally been resistant and confrontational. According to govern¬ ment records, Massey has contested or appealed a good portion of the violations it has received since
2005. By doing so, it has been able to avoid paying the fines and making the safety changes required by regulators. The question for you, as a manager at Massey
Energy is this: H o w will you address your company 's ethical responsibility? W i l l you continue to insist that the company is doing everything it can for safety, even as the number of violations skyrockets? W i l l you in¬ sist that all safety violations be addressed immediately
and that unsafe mines be closed until they pass inspec¬ tions, at the cost of hundreds of millions of dollars?
What steps could you take to insure that your com¬ pany is an industry leader in safety, while also remain¬ ing profitable?
Questions
1. H o w would you describe Massey 's current ap¬ proach to its ethical and social responsibility?
2. Which approach to social responsibility would you recommend that Massey take in the future?
3. H o w might the temporary closure of dangerous mines and the investment of funds into new safety systems be an economic stimulus for Massey?
^ ^ ^ ^ ^ E M E O J J T M E A M |E|E1SISION
Environment and Business in St. Tropez
128
There are few places in the world like St. Tropez, a city on the French Riviera—pristine, isolated beaches, perfect weather nearly all year round, and a string of ultra-luxurious hotels that host celebrities from all over the world, everyone from the Hilton sisters to
Bono. But if the mayor of St. Tropez has his way, this ultimate vacation spot will soon look a lot different.
M a y o r Roland Bruno 's administration is highly concerned that the hotels, and all of their beachfront facilities, present a