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es a proactive environmental policy linked to social and sustainable practices as its core business, based on strategic planning and implementation. Key elements are: commitment to prevention of the environment and the continual adaptation to stakeholders needs as well as an assurance of compliance with regulations and laws. Proactive policy can help multinational companies build social responsibility into sustainable development. Strategies, goals, and objectives are formulated only after consideration of factors such as: stakeholder demands, cost reductions and productivity increases gained from initiatives linking environmental performance and company reputation and competitiveness always taking in consideration the strengths and weaknesses of its social and environmental policies.

If strategy is to lead to sustained competitive advantage, the organization must assess the impact of its activities on stakeholders perceptions and strategic cost concerns. These cost issues cover short and long-term considerations as well as the measurement of financial impact of implementation.

A successful responsible organization structure involves training, awareness, and compliance with society, consumers, and shareholders as a whole, communication, and willingness for embracing environmental causes.

As Al Gore (2008; 2) states in its book ‘Earth in the balance: forging a new common purpose’: “The ecological perspective begins with a view of the whole, an understanding of how the various parts of nature interact in patterns that tend toward balance and persist over time. But this perspective cannot treat the Earth as something separate from human civilization; we are part of the whole too, and looking at it ultimately means also looking to ourselves.”

5.2 Limitations

Although the research aims have been realised and the research objectives have been achieved, is acknowledged that there have been certain limitations to the research project. Alcoa’s analysis was made in its plant based in Brazil, which obviously limited the data gathering process, relying on third parties for the acquisition of these datas. Also because of that, it was not possible to include interviews with employees and members of the society, restricting the enrichment and accuracy of the results perceived.

In fact, a combined questionnaire should have been directed to employees and different stakeholders, making the vision of Corporate Social Responsibility of the organization more clear and taking in consideration different angles, which could allow for a more comprehensive testing of the trends in question.

Time restrictions and manager’s availability limited the number of interviewees, which could have had an impact in the conclusions. Furthermore, it was noticed some lack of knowledge regarding previous activities impact of the company, by the managers interviewed. A small sample size of only 5 different managers from only one of Alcoa’s plant, situated in Pocos de Caldas, limited the number of variables and weakened the statistical power of the analysis’ trends that relate to a multinational organization with a great amount of managers and employees.

Despite these limitations, the findings offer dir本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。