The case explores value-driven strategy formulation and execution by bringing to the fore issues of ethics, responsible leadership, societal intitiatives in emerging markets and also the international -local tensions in corporate social responsibility. It analyzes how Bayer CropScience addressed the problem of child labour in rural India between 2002 and 2008 in its cotton seed supply chain. Bayer had been running in India for more than a century. In December 2002, the Bayer Group completed the acquisition of India-based Aventis CropScience. Bayer CropScience discovered about the incidence and prevalence of the child labour in its newly acquired India-based cotton seed operations a few months post acquisition, in April 2003.
The Aventis acquisition had brought onboard a well known Indian company, Proagro, which had operations in the cotton seed production and advertising - a new segment of the supply chain for Bayer. Child labour was prevalent in cotton seed production - a traditional practice taken for granted by several hundred Indian businesses but in addition by Indian farmers subsequently accounting for about 90 per cent of the market share. The (A) case focuses on Bayer's choice whether, when and how to start a self-run application which will require direct responsibility for tracking and eradicating child labour in rural India.
PUBLICATION DATE: January 26, 2011 PRODUCT #: 910M61-PDF-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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