By the end of 2004, Pantale\u00f3n was the most important sugar producing and exporting company in Guatemala and Central America. Its operations spanned the whole production process, from sugar cane sowing and harvesting to the elaboration and packing of finished products sold both at domestic and international markets. Its market share in Guatemala amounted to 23% and, during the harvest season, the company employed over 12,000 people. Exports were bound to Korea, Russia, the United States, Canada, Malaysia, Haiti, Bulgaria and Chile, among other countries.<\/p>\n
For over 30 years, Pantale\u00f3n had been a leading sugar company and a driver of Corporate Social Responsibility initiatives. Its chairman, Julio Herrera, and his executive team, including Corporate Human Resources manager, Fausto Chicas, had developed a social interest that went beyond corporate boundaries to reach out to the community and the nation at large. Since 1990, Pantaleon\u00b4s management invested in projects aimed at the communities surrounding the mill, featuring educational, health-related and environmental programs. It collaborated with Fundaz\u00facar in efforts targeted at the surrounding communities and it supported Pantale\u00f3n Foundation in social undertakings focused on the communities where company workers lived. Several social programs were jointly implemented.<\/p>\n
These activities reinforced Pantale\u00f3n\u2019s corporate strategy, effectively pursuing infrastructure and agricultural practice updating, vertical integration, internal and regional expansion of productive capacity and markets. The company had managed to improve labor conditions, increase its productivity, become a more competitive company both domestically and regionally, and support family members and nearby communities. Its corporate social responsibility philosophy also reflected on its relationships with internal clients, suppliers, consumers, communities, society and the environment.<\/p>\n
This case intends to introduce some notions associated with social private companies\u2019 social endeavors and the links connecting these programs with their competitive strategies.<\/p>\n","protected":false},"excerpt":{"rendered":"
By the end of 2004, Pantale\u00f3n was the most important sugar producing and exporting company in Guatemala and Central America. Its operations spanned the whole production process, from sugar cane sowing and harvesting to the elaboration and packing of finished products sold both at domestic and international markets. Its market share in Guatemala amounted to […]<\/p>\n","protected":false},"featured_media":0,"template":"","meta":{"_acf_changed":false},"tipo_publicacion":[30],"product_brand":[],"product_cat":[184],"product_tag":[],"class_list":{"0":"post-6200","1":"product","2":"type-product","3":"status-publish","5":"tipo_publicacion-casos","6":"product_cat-cases","8":"first","9":"instock","10":"product-type-external"},"acf":[],"_links":{"self":[{"href":"https:\/\/sekn.org\/en\/wp-json\/wp\/v2\/product\/6200","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/sekn.org\/en\/wp-json\/wp\/v2\/product"}],"about":[{"href":"https:\/\/sekn.org\/en\/wp-json\/wp\/v2\/types\/product"}],"wp:attachment":[{"href":"https:\/\/sekn.org\/en\/wp-json\/wp\/v2\/media?parent=6200"}],"wp:term":[{"taxonomy":"tipo_publicacion","embeddable":true,"href":"https:\/\/sekn.org\/en\/wp-json\/wp\/v2\/tipo_publicacion?post=6200"},{"taxonomy":"product_brand","embeddable":true,"href":"https:\/\/sekn.org\/en\/wp-json\/wp\/v2\/product_brand?post=6200"},{"taxonomy":"product_cat","embeddable":true,"href":"https:\/\/sekn.org\/en\/wp-json\/wp\/v2\/product_cat?post=6200"},{"taxonomy":"product_tag","embeddable":true,"href":"https:\/\/sekn.org\/en\/wp-json\/wp\/v2\/product_tag?post=6200"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}