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provement in the highway BR-135, the only land connection of the island of Sao Luís, capital of Maranhão, with the continent. The objective is to provide security to the drivers as well as pedestrians and which make part of the Program of Security in the BR-135. This communitarian project of the Expansion of the Refinery is developed with the finality of contributing to the reduction of the high rates of accidents in this highway. This Program carries out actions in the areas of education in the traffic, inspection and engineering.

Manager 5 affirms: “Even being a multinational company, Alcoa favours a familiar environment, promoting the integration among its employees and stimulating them in expressing opinions, ideas and suggestions. This close relationship between enterprise and employees makes us believe that each one can do the difference for the success of the business.”

. Government? (Shahin and Zairi, 2007)

In overall, managers believe that the company’s relationship to the government is good.

As an example, its internal magazine called Gente em Acao, published and distributed to all its plants in the country, demonstrates that the states governments for example Goias, through AGETOP- Agencia Goiana de Transportes e Obras and to SEFAC-Serra do Facao Energia S.A. handed over in January the work of paving a passage of the GO-301 highway. The inaugurated passage is located between GO-210 highway and the Hydroelectric Serra do Facao in which Alcoa has participation, and it will allows users of the highway to have access to future lakes of the factory. The services counted with resources of the SEFAC and of the Government of Goiás, totalizing R$ 3 millions ($1.5 millions) .

In your opinion, does Social Responsibility lead to Sustainability?

All managers interviewed agree that a Social Responsibility strategy can lead to a Sustainable future of societies. They also add the importance of employee involvement in the perceived prospects for success, and the strategies in place, as those vary largely across locations and companies, as well as in terms of personal convictions. They also stress the positive impact of such activities where engagement especially in local areas and everyday actions in a local context are the likeliest to achieve success.

However, two of the managers seem to believe that besides acting ethically a company will never put in second plan its goals of making profit.

An important aspect, is the fact that one of the managers pointed out self-promotion and advertising as been a motivation to start actions of Social Responsibility instead of the real achievement of Sustainable Development.

4.3.1.2 Questionnaire 2

A second and subjective questionnaire was also formulated and given to the managers with the objective of helping towards a critical evaluation of how personal ethics, organizational culture and organizational systems are related to each other contributing to the ethical values of the organization, as well as its effectiveness and performance. A copy of the questionnaire can be found in Appendix I.

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