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Case Study

Masoro Peru (A)

By Allen J. Morrison and Heidi Strebel

12 pages

June 2013

Reference: IMD-3-2400

This is a disguised case about a Canadian mining company that had the opportunity to invest in a gold mining project in Peru. The project promised to bring high returns but the local company that ran the mine had been criticized by external stakeholders for its poor record in sustainability. The Peruvian company had been accused of failing to take into account the full costs of the mining project, failing to consult with indigenous peoples and causing widespread pollution of soils and waterways. The (A) case follows the Atlas team’s visit to Peru and their interviews with the mine’s different stakeholders.

Learning Objective

The (A) and (B) cases serve as the starting point for a discussion of the challenges of acting in a responsible way. In particular, the case series provides an excellent forum to discuss how companies can balance the need to (a) grow shareholder value, (b) treat their employees ethically and (c) manage projects that have minimal impact on the environment. The fact that most companies have a mixed track record when it comes to responsible leadership is a testament to the difficulty of getting the balance right. The cases illustrate that, too often, firms view their challenges of responsible leadership as zero-sum when they should be looking for ways to grow the pie for all stakeholders.

Keywords

Mining, Gold, Sustainability, Pollution, Toxic Waste, General Management, Strategy

Settings

2005-2011

Type

Generalized Experience

Available Languages

English

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This case study is part of a series

Masoro Peru (A)
Masoro Peru (B)

This case study is part of a series

Masoro Peru (A)
Masoro Peru (B)

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