At the end of 2004, CANTV was the largest private company in Venezuela. She has worked in the telecommunications market, the only sector of the economy, except for oil, which has been a steady growth in 1990. In early 2000, he faced increasing competition, regulated rates and deteriorating purchasing power of consumers. The company has focused on cost containment and the introduction of new services. While in 2004, the telecommunications sector has recovered, political instability, currency devaluation, and tariff regulation affected investment plans. Poses the task of developing a strategy of social responsibility for large, publicly traded Latin American companies in terms of political instability, financial volatility and growing poverty. President Gustavo Roosen felt CANTV should act "great and friendly" image to stakeholders (consumers, governments and suppliers, etc.). Goal was to align the portfolio with the social image of the company, which is generated by social (friendly) and economic value (great). Corporate Social Responsibility has been implemented through various programs. CANTV put the focus on philanthropy by Social Fund and other donors, working with institutional linkages. began in 2004 CANTV Super @ Ulas, programs in line with the telecom business and run from the Office Executive Vice-President. Some of the top managers of the company expressed concern in 2004, according to the results generated by social contributions, and looked at the synergistic opportunities - including improved relations with the agency management and align with business objectives. idea was to continue to provide support of social institutions, many of which are threatened by reducing the number of sources of grants and public policy, which sought complete control over social programs. "Hide
by Mary H. Jaen, Patricia Marquez Source: Social Enterprise Knowledge Network 22 pages . Publication Date: February 1, 2007. Prod. #: SKE094-PDF-ENG
