The case discusses the importance of the development and the implementation of the strategy by bringing to the fore issues of ethics, responsible leadership, social intitiatives in emerging markets and global tensions on the ground in the area of corporate social responsibility. It examines how Bayer CropScience turned to the problem of child labor in the cotton seed supply chain in rural India between 2002 and 2008. Bayer had been operating in India for over a century. In December 2002, the Bayer Group completed the acquisition of India-based Aventis CropScience. Bayer CropScience first learned about the incidence and prevalence of child labor in its recently acquired India based on cotton seed operations for several months post acquisition in April 2003. Acquisition of Aventis brought on board the famous Indian companies ProAgro that have already been operation for the production of cotton seed and marketing - a new segment of the supply chain for Bayer. Child labor was widespread in cotton seeds - a traditional practice is perceived as a tribute not only to the Indian farmers, but also hundreds of Indian companies, about 90 percent of the market. (A) case focuses on the decision whether Bayer, when and how to start their own program, which would be directly responsible for the monitoring and eradication of child labor in rural India. "Hide
by Satyajeet Subramanian, Charles Dhanaraj, Oana Branzei Source: Richard Ivey School of Business Foundation 19 pages. Publication Date: January 26, 2011. Prod. #: 910M61-PDF-ENG
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