This case centers on the efforts of Maersk Drilling to apply its CSR policy to its business operations in Angola, the second largest oil producer on the African continent. The case explores 1) the organizational and strategic integration of CSR initiatives; 2) how strategic notions of CSR (as a mode of value creation) are applied in practice; 3) how strategy relates to compliance in the development of CSR; 4) how the CSR strategy of a multinational company is (or can be) adapted to the local conditions of a developing country. Maersk Drilling’s approach to CSR and the strategic mindset that drives its efforts to be considered a good corporate citizen in Angola, have to be considered in lieu of it being a business unit within a multinational conglomerate: the A.P. Moller – Maersk Group. Therefore, we will start out by presenting the organizational background for CSR in Maersk Drilling and proceed from there. The case reflects Maersk Drilling’s strategic outlook, market situation and organization as of late 2013/early 2014.
|Udgiver||Centre for Corporate Responsibility, Copenhagen Business School|
|Status||Udgivet - 2015|