case study about san miguel corporation

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San Miguel: Succession in the Philippines' Largest Corporation

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San miguel: succession in the philippines' largest corporation description.

In September 2011, San Miguel Corporation (SMC) celebrated its 122nd anniversary. Its chairman had just turned 76. Two years earlier, he had travelled to the United States to receive a cardiac ablation to correct an irregular heart rhythm. Succession-related questions were on his mind. SMC needed a clear plan for the leadership transition. The charismatic chairman spent his life successfully exploiting business opportunities, growing SMC from a small brewery company into a giant business group. By 2011, SMC was the largest corporation in the Philippines in terms of revenue-accounting for about 6 per cent of the country's gross domestic product and employing about 17,000 people. The group engaged in a wide range of businesses including mining, oil refining and distribution, power, telecommunications, airlines, airports, and infrastructure. How could the company continue to thrive without its remarkable leader? Finding a path towards a smooth leadership succession would be a difficult task. The authors Ruth S.K. Tan and Yupana Wiwattanakantang are affiliated with National University of Singapore.

Case Description San Miguel: Succession in the Philippines' Largest Corporation

Strategic managment tools used in case study analysis of san miguel: succession in the philippines' largest corporation, step 1. problem identification in san miguel: succession in the philippines' largest corporation case study, step 2. external environment analysis - pestel / pest / step analysis of san miguel: succession in the philippines' largest corporation case study, step 3. industry specific / porter five forces analysis of san miguel: succession in the philippines' largest corporation case study, step 4. evaluating alternatives / swot analysis of san miguel: succession in the philippines' largest corporation case study, step 5. porter value chain analysis / vrio / vrin analysis san miguel: succession in the philippines' largest corporation case study, step 6. recommendations san miguel: succession in the philippines' largest corporation case study, step 7. basis of recommendations for san miguel: succession in the philippines' largest corporation case study, quality & on time delivery.

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Case Analysis of San Miguel: Succession in the Philippines' Largest Corporation

San Miguel: Succession in the Philippines' Largest Corporation is a Harvard Business (HBR) Case Study on Organizational Development , Texas Business School provides HBR case study assignment help for just $9. Texas Business School(TBS) case study solution is based on HBR Case Study Method framework, TBS expertise & global insights. San Miguel: Succession in the Philippines' Largest Corporation is designed and drafted in a manner to allow the HBR case study reader to analyze a real-world problem by putting reader into the position of the decision maker. San Miguel: Succession in the Philippines' Largest Corporation case study will help professionals, MBA, EMBA, and leaders to develop a broad and clear understanding of casecategory challenges. San Miguel: Succession in the Philippines' Largest Corporation will also provide insight into areas such as – wordlist , strategy, leadership, sales and marketing, and negotiations.

Case Study Solutions Background Work

San Miguel: Succession in the Philippines' Largest Corporation case study solution is focused on solving the strategic and operational challenges the protagonist of the case is facing. The challenges involve – evaluation of strategic options, key role of Organizational Development, leadership qualities of the protagonist, and dynamics of the external environment. The challenge in front of the protagonist, of San Miguel: Succession in the Philippines' Largest Corporation, is to not only build a competitive position of the organization but also to sustain it over a period of time.

Strategic Management Tools Used in Case Study Solution

The San Miguel: Succession in the Philippines' Largest Corporation case study solution requires the MBA, EMBA, executive, professional to have a deep understanding of various strategic management tools such as SWOT Analysis, PESTEL Analysis / PEST Analysis / STEP Analysis, Porter Five Forces Analysis, Go To Market Strategy, BCG Matrix Analysis, Porter Value Chain Analysis, Ansoff Matrix Analysis, VRIO / VRIN and Marketing Mix Analysis.

Texas Business School Approach to Organizational Development Solutions

In the Texas Business School, San Miguel: Succession in the Philippines' Largest Corporation case study solution – following strategic tools are used - SWOT Analysis, PESTEL Analysis / PEST Analysis / STEP Analysis, Porter Five Forces Analysis, Go To Market Strategy, BCG Matrix Analysis, Porter Value Chain Analysis, Ansoff Matrix Analysis, VRIO / VRIN and Marketing Mix Analysis. We have additionally used the concept of supply chain management and leadership framework to build a comprehensive case study solution for the case – San Miguel: Succession in the Philippines' Largest Corporation

Step 1 – Problem Identification of San Miguel: Succession in the Philippines' Largest Corporation - Harvard Business School Case Study

The first step to solve HBR San Miguel: Succession in the Philippines' Largest Corporation case study solution is to identify the problem present in the case. The problem statement of the case is provided in the beginning of the case where the protagonist is contemplating various options in the face of numerous challenges that Smc Succession is facing right now. Even though the problem statement is essentially – “Organizational Development” challenge but it has impacted by others factors such as communication in the organization, uncertainty in the external environment, leadership in Smc Succession, style of leadership and organization structure, marketing and sales, organizational behavior, strategy, internal politics, stakeholders priorities and more.

Step 2 – External Environment Analysis

Texas Business School approach of case study analysis – Conclusion, Reasons, Evidences - provides a framework to analyze every HBR case study. It requires conducting robust external environmental analysis to decipher evidences for the reasons presented in the San Miguel: Succession in the Philippines' Largest Corporation. The external environment analysis of San Miguel: Succession in the Philippines' Largest Corporation will ensure that we are keeping a tab on the macro-environment factors that are directly and indirectly impacting the business of the firm.

What is PESTEL Analysis? Briefly Explained

PESTEL stands for political, economic, social, technological, environmental and legal factors that impact the external environment of firm in San Miguel: Succession in the Philippines' Largest Corporation case study. PESTEL analysis of " San Miguel: Succession in the Philippines' Largest Corporation" can help us understand why the organization is performing badly, what are the factors in the external environment that are impacting the performance of the organization, and how the organization can either manage or mitigate the impact of these external factors.

How to do PESTEL / PEST / STEP Analysis? What are the components of PESTEL Analysis?

As mentioned above PESTEL Analysis has six elements – political, economic, social, technological, environmental, and legal. All the six elements are explained in context with San Miguel: Succession in the Philippines' Largest Corporation macro-environment and how it impacts the businesses of the firm.

How to do PESTEL Analysis for San Miguel: Succession in the Philippines' Largest Corporation

To do comprehensive PESTEL analysis of case study – San Miguel: Succession in the Philippines' Largest Corporation , we have researched numerous components under the six factors of PESTEL analysis.

Political Factors that Impact San Miguel: Succession in the Philippines' Largest Corporation

Political factors impact seven key decision making areas – economic environment, socio-cultural environment, rate of innovation & investment in research & development, environmental laws, legal requirements, and acceptance of new technologies.

Government policies have significant impact on the business environment of any country. The firm in “ San Miguel: Succession in the Philippines' Largest Corporation ” needs to navigate these policy decisions to create either an edge for itself or reduce the negative impact of the policy as far as possible.

Data safety laws – The countries in which Smc Succession is operating, firms are required to store customer data within the premises of the country. Smc Succession needs to restructure its IT policies to accommodate these changes. In the EU countries, firms are required to make special provision for privacy issues and other laws.

Competition Regulations – Numerous countries have strong competition laws both regarding the monopoly conditions and day to day fair business practices. San Miguel: Succession in the Philippines' Largest Corporation has numerous instances where the competition regulations aspects can be scrutinized.

Import restrictions on products – Before entering the new market, Smc Succession in case study San Miguel: Succession in the Philippines' Largest Corporation" should look into the import restrictions that may be present in the prospective market.

Export restrictions on products – Apart from direct product export restrictions in field of technology and agriculture, a number of countries also have capital controls. Smc Succession in case study “ San Miguel: Succession in the Philippines' Largest Corporation ” should look into these export restrictions policies.

Foreign Direct Investment Policies – Government policies favors local companies over international policies, Smc Succession in case study “ San Miguel: Succession in the Philippines' Largest Corporation ” should understand in minute details regarding the Foreign Direct Investment policies of the prospective market.

Corporate Taxes – The rate of taxes is often used by governments to lure foreign direct investments or increase domestic investment in a certain sector. Corporate taxation can be divided into two categories – taxes on profits and taxes on operations. Taxes on profits number is important for companies that already have a sustainable business model, while taxes on operations is far more significant for companies that are looking to set up new plants or operations.

Tariffs – Chekout how much tariffs the firm needs to pay in the “ San Miguel: Succession in the Philippines' Largest Corporation ” case study. The level of tariffs will determine the viability of the business model that the firm is contemplating. If the tariffs are high then it will be extremely difficult to compete with the local competitors. But if the tariffs are between 5-10% then Smc Succession can compete against other competitors.

Research and Development Subsidies and Policies – Governments often provide tax breaks and other incentives for companies to innovate in various sectors of priority. Managers at San Miguel: Succession in the Philippines' Largest Corporation case study have to assess whether their business can benefit from such government assistance and subsidies.

Consumer protection – Different countries have different consumer protection laws. Managers need to clarify not only the consumer protection laws in advance but also legal implications if the firm fails to meet any of them.

Political System and Its Implications – Different political systems have different approach to free market and entrepreneurship. Managers need to assess these factors even before entering the market.

Freedom of Press is critical for fair trade and transparency. Countries where freedom of press is not prevalent there are high chances of both political and commercial corruption.

Corruption level – Smc Succession needs to assess the level of corruptions both at the official level and at the market level, even before entering a new market. To tackle the menace of corruption – a firm should have a clear SOP that provides managers at each level what to do when they encounter instances of either systematic corruption or bureaucrats looking to take bribes from the firm.

Independence of judiciary – It is critical for fair business practices. If a country doesn’t have independent judiciary then there is no point entry into such a country for business.

Government attitude towards trade unions – Different political systems and government have different attitude towards trade unions and collective bargaining. The firm needs to assess – its comfort dealing with the unions and regulations regarding unions in a given market or industry. If both are on the same page then it makes sense to enter, otherwise it doesn’t.

Economic Factors that Impact San Miguel: Succession in the Philippines' Largest Corporation

Social factors that impact san miguel: succession in the philippines' largest corporation, technological factors that impact san miguel: succession in the philippines' largest corporation, environmental factors that impact san miguel: succession in the philippines' largest corporation, legal factors that impact san miguel: succession in the philippines' largest corporation, step 3 – industry specific analysis, what is porter five forces analysis, step 4 – swot analysis / internal environment analysis, step 5 – porter value chain / vrio / vrin analysis, step 6 – evaluating alternatives & recommendations, step 7 – basis for recommendations, references :: san miguel: succession in the philippines' largest corporation case study solution.

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San Miguel Corporation Case Study

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Company Profile A. Location B. Type of Industry C. Product Line and Products The Company’s and SMALL Group’s (collectively, the “SMB Beer Group”) product portfolio has grown over the past 122 years from a single product produced in a single brewery In 1890.

The Company markets Its beer under the following brands: San Miguel Pale Pipelines, which Is the Company’s flagship brand, San Miguel Super Dry, San Mix Light, San Miguel Premium All-Malt, San Mix Strong Ice, Carved Negro, Red Horse, Octobers Brew, and Gold Eagle. The Company also sells Call, the country’s only malt-based non- alcoholic drink.

Call is available in three variants: Call Pine Apple , Call Ice and Call Light (low-calorie). The Company recently launched San Miguel Alcoholic Malt Beverage which comes in apple and lemon flavors.

The international beer operations also offer the Pale Pipelines and San Mix Light brands in the Hong Kong, China, Thailand, Vietnam and Indonesia markets Andrea Horse in the Thailand market, In addition to local brands: Valor (Hong Kong, China), Blue Ice (Hong Keno Dragon and Gang’s Pineapple (South Cool and Blue Star (North China), WIN Blab and Adz (Vietnam) and Inker, Kudus Put, Soda, and Soda Ice (Indonesia). Brands Red Horse and Pale Pipelines.

Together, revenues of these two brands contribute 9% of the total revenues of the Company. Export sales from the Philippines were only 0. 8% of total revenues of the Company in 2011. The Company’s top three export markets in 2011 were Korea, Taiwan and Singapore. Exports to these markets accounted for approximately 18%, 16% and 12%, respectively, of its total export volumes. Other Revenues include sales of CO and traded products.

In addition to serving their local markets, the breweries of the SMALL Group also sell their products in various export markets D. Brief History Established in 1890, La Fabric De Carved De San Miguel, Southeast Ass’s first rewire produced and bottled what would eventually become one of the bestselling beers in the region.

Within the span of a generation, San Miguel Beer would become an icon among beer drinkers. By 1914, San Miguel Beer was being exported from its headquarters in Manila to Shanghai, Hong Kong and Guam. A pioneer in Asia, San Miguel established a brewery in Hong Kong in 1948, the first local brewer in the crown colony. Today, San Miguel Beer-the Company’s flagship product-is one of the largest selling beers and among the top 10 beer brands in the world.

While brewing ere is the company’s heritage, San Miguel subsequently branched out into the food and packaging businesses.

From the original carved that first rolled off the bottling line, San Miguel Corporation has since expanded its portfolio to produce a wide range of popular beverage, food and packaging products which have-for over a century-catered to generations of consumers’ ever changing tastes. It has also diversified into heavy industries including power and other utilities, mining, energy, tallboys and airports. The Company’s manufacturing operations extend beyond the Philippines to Hong Kong, China, Indonesia, Vietnam, Thailand and Malaysia. Its products are exported to major markets around the world.

Continuing a tradition of product quality, San Miguel is capitalizing on its unique strengths in brands and distribution to weave its products more deeply into the fabric of everyday life. Not just in the Philippines but in the Asia-Pacific region. San Misuse’s partnerships with major international companies have given the Company access to the latest technologies and skills. Our marketplace experience, technical expertise, and innovation capabilities, while largely homegrown, also reflect our long term partnerships with world class players.

San Misuse’s Joint venture partners include Hormone Foods Corporation, Yammer Glass and Fuss Machine and Mold Manufacturing of Japan. A strategic equity investment in San Miguel by Japan’s leading brewer and global player, Shrink Brewery Company, Ltd.

Has further enhanced San Misuse’s competitive position in Asia, a region in which it is already well placed. E. Organization Structure Objectives of the Study * To gain better understanding in the change of software development in a particular company * To determine the feasibility of SAP Project Management in San Miguel Brewery Inc.

Sales and Distribution This section tries to identify the representation of San Miguel Brewery in an SAP system that would include different units in the areas of sales, shipping and billing. Sales and Distribution begun by analysis of the structure and process organization in San Miguel Brewery then it was compared with the SAP Structures. There were some changes that were made in the names in order to achieve a high degree of identification and acceptance with project members and user departments in the beginning.

The framework of sales processing with the SD System was set-up by the organizational units. In addition, the master records of sales and distribution together with the documents used in processing were entered in dependency with the organizational structures. However, the master records would only be valid within a certain part of the organization in which the documents for the sales and distribution are entered in the respective sub area of the organization.

Organizational Structure This is the representation of a selling unit responsible for product liability and other claims made by customers where in each business transaction is processed within a sales organization. Master Data Maintenance for Customers, Pricing at Sales Organization Level is also found in this section.

It creates link for the Sales Organization Assigned to a Company Code whereas Sales Revenue is Recognized (Links SD ; F’) and Plants Assigned too Sales Organization. Sales and Distribution of San Miguel Brewery G. Master Data General Data San Miguel Brewery Inc. Arrests, sells and distributes primarily in the Philippines and are distributed and sold at 481 , 103 outlets. 1.

Off-premise Outlets: Supermarkets, Grocer Stores, Sari-sari Stores, Convenience Stores 2. On-premise Outlets: Bars, Restaurants, Hotels, Beer Gardens Company Code Data 1. Outlets: Supermarkets Grocer Stores Sari-sari Stores : SMB-CSS : SMB-AS : SMB-AS Convenience Stores : SMB-SMS Bars Restaurants Hotels Beer Gardens 2. Sales Offices: Area Location Stay. Mesa, Manila : SMB-B : SMB-R : SMB-H : SMB-BAG . SMALL .

GAMMA-south Bugling-away,cloacae City : GAMMA-North Clammy, Laguna . SAL Stay.

Cruz, Dave Del Sure : MIN Region Location GAMMA SOUTH West South East GAMMA NORTH Central North : SMALL : GAMMA-SW : GAMMA-SON Northwest Vulcan CANAL East Central West Central Panamanian Cordillera ‘locos Canaan SAL Laguna Lucent Cavity Battings Palatal Legal’s Nag South Zebu North Zebu Backlog Tactical Lillo Demagogue MIN Dave GAMMA-SE : GAMMA-NC : GAMMA-AN : GAMMA-NNW : GAMMA-N.B. : CANAL-CE : CANAL-WAC : CANAL-P : CANAL-C : CNN_A-I : SAL-LABOR : SAL-SPUR : SAL-CPRM : SAL-BPR : SAL-STEP : SAL-SUB : SAL-N.B.

: VISA-c.v. : VISA-C.V. : VISA-w : VISA-E : VISA-P : VISA-N : MIN-D General Santos : MIN-S Misaims Occidental : MIN-NM Zamia Button Gambling : MIN-NW : MIN-C : MIN-AS Dave Del Norte : MIN-RSI Materials Management The Company markets, sells and distributes its products principally in the Philippines. The Company’s beer products are distributed and sold at 481 , 103 outlets, including off-premise outlets such as supermarkets, grocery stores, sari-sari stores, ND convenience stores, as well as on-premise outlets such as bars, restaurants, hotels and beer gardens.

The Company maintains a network of six production facilities that are strategically located in the three main islands of the Philippines: Luzon, Visas and Mindanao. The Company has production facilities in each of Valueless City, Metro Manila; Stay. Rosa, Laguna; San Fernando City, Pangaea; Mandate City, Zebu; Backlog City, Negroes Occidental; and Daring, Stay. Cruz, Dave del Sure. The strategic location of the Company’s production facilities in the Philippines reduces overall risks by having alternative product sources to avert possible shortages and meet surges in demand in any part of the country.

This also assists the Company in ensuring that the beer is freshly delivered to customers at an optimal cost.

The Company has a far-reaching and efficient distribution system in the Philippines, which is based on six strategically located production facilities and effective management of third party service providers. The Company’s products are delivered from any one of the Company’s six production facilities by contract haulers and, in certain circumstances, by a fleet of boats contracted by the Company, to a sales office r dealer warehouse generally within five days from production in the facilities. The sales office or dealer then delivers the beer to the wholesaler or retailer promptly afterward, ensuring ample stock and quality wherever and whenever San Miguel Beer products are needed. As of December 31, 2011, the Company had 50 sales offices and 501 dealers throughout the Philippines.

The Company also formed the Market Development Group under its Sales function to handle accounts management and business building of the modern trade accounts such as hypermarkets and convenience stores and high visibility on-premise outlets.

Field sales operations, on the other hand, are responsible for the servicing requirements of these accounts. Volume contribution of modern trade off-premise sector was estimated at 2% in 2011. As of December 31, 2011, the Company, together with its distributors and call center associates, had a sales force of approximately 1,180 in the Philippines. I. Master Data Vendor Master Data Raw Materials 1 .

Malt and HOPS [SMASH] Australia – Joe White Malting Pity. Ltd (vendor number 100300) New Zealand – Malamutes (vendor number 100301) France – Militaries Soufflés (vendor number 100302) 2. Ran Cartographic,’Reticular [SCAM] Canaan Corn Products (vendor number 100401) Northern Star Rice Mill, Inc (vendor number 100402) Ltd (vendor number 100403) Packaging Materials 3. Packaging [SUMP] Coached Starch Co. San Miguel Yammer Packaging Corporation (vendor number 100501) Printwheel Inc. (vendor number 100502) DIM Print and Labels Specialist, Inc (vendor number 100503) * up J.

Organizational Structure K. Master Data Malting 1 Fully ripened barley grains are “steeped,” or soaked in cold water until they are fully saturated. The water is changed once a day, and after 45-72 hours the grains re placed in shallow tanks. The grain is aerated and stirred, which causes it to germinate, releasing enzymes such as malt diastase. Malt diastase converts the starches contained in the grain to sugar for fermentation.

As soon as the germination is adequately complete, usually six days, the grain is roasted to stop the germination process. The exact point at which the roasting starts and ends affects the flavor and color of the beer. The product at this point is referred to as malt. While amateur brewers swap recipes at will, the commercial recipes for beer are held tightly as any state secret. Until recent decades, the production of beer, like wine, was a wonderful combination of art, science, and luck.

At the heart of the process has been the Brewster, a traditional handicraftsman wrapped in the lab coat of a scientist and carrying the clipboard of a production engineer.

In the 20th century, corporate breweries have evolved into an intriguing combination of flow production In the brewing process and automated canning, bottling, and warehousing. In the 19th century, the brewing industry flourished as numerous breakwaters drew on their European heritages and functioned as chemists, biologists, engineers, inventors, and salesmen. The combination of local ingredients, water quality, and the breakwater’s traditions and skill meant that many regions, even locales, could have their own brands. Before mechanical refrigeration, bastardization, and rapid of this was that the United States has always enjoyed a wide variety of regional beers.

In 1867 there were breweries in every state and territory, an astonishing total of 3,700; in 1934 there were still over 800 in operation; in 1994 there wore about 500. After Prohibition and with the development of steel cans for beer in 1935, breweries hefted their focus away from primary interest in bars and toward home consumption. Despite the seeming pervasiveness of national brands from the mega- breweries supported by their huge advertising budgets, this tradition of hundreds of local brands continues. In recent years it has even been augmented by the proliferation of so-called “microbreweries” which often display the brewing equipment as part of the decor of a drinking establishment and distribute their products primarily on-site. William S.

Pretzel Preparing the mash 2 The malt is crushed using iron rollers and transferred to the mash tank (or “tune”). This tank is a large copper or stainless steel vessel that mixes the malt with warm water until it is of porridge-like consistency. This mixture is called mash. After mixing with similarly prepared cereal grains, the temperature of the mash is raised incrementally from 100-OFF (38-ICC) so that the enzymes react. The enzymes break down the starch in the grain and convert it to simple sugars.

Later, the yeast will convert the sugars into alcohol. Once complete, the mash is allowed to sit undisturbed so the solids can descend to the bottom of the tank.

Beer requires these ingredients for proper brewing: prepared cereal grain (usually barley and corn or rice), hops, pure water, and brewer’s yeast. Each ingredient can affect flavor, color, carbonation, alcohol content, and other subtle changes in the beer. Brewing the worth 3 The liquid contained in the mash is transferred into another tank called a latter tune.

This is accomplished by drawing the liquid out through the bottom layer of mash solids, which acts as a filter. Hot water is added to the top of the mash tank to rinse the remaining liquid, now called worth, from the mash. The solid remains of the grain are dried and sold by the brewery as animal feed.

The worth travels on to the brew kettles, where it is boiled to sterilize it, and where the carefully prepared hops are added. The addition of the hops is important because they contribute to the bitterness of the beer. The brew kettles are the most impressive equipment in the process.

Gleaming copper, they can be 7-12 feet (2-3. 6 m) in diameter and two stories high. Steam usually provides the heating energy to the brew kettles. After brewing is complete, the finished worth is filtered again and pumped to the fermentation tanks. Fermenting 4 In the fermentation tanks, the atmosphere must be carefully controlled to prevent NY “rouge” bacteria from interfering with the yeast.

Carefully maintained yeast (approximately one pound per barrel of worth) is added to the worth, and the temperature of the mixture is slowly reduced over a period of days to between OFF and OFF (10-1 *C). In this temperature range, the yeast grows, consuming the sugar in the worth, and bubbles of carbon dioxide form. The worth has now become beer. The new beer is filtered and transferred once more into the aging casks, where the temperature is controlled at OFF (co) for 2-24 weeks. The shorter storage time produces a pale lager beer while the European lagers (called Pipelines) are aged longer After aging, the beer can be pastured to kill the remaining yeast and prevent further alcohol production. This is accomplished by heating the beer above OFF (ICC).

This process, named after Louis Pasteur, is widely known for preserving milk.

Interestingly, Pasteur originally developed this process to preserve beer in the sass. Bastardization, however, is not used in the production of genuine draft beers. These beers are also known as “ice” beers, since they must be kept refrigerated to preserve their flavor and slow the remaining yeast activity. Many consider the draft beers best n aroma as well as taste.

Packaging 6 Whether packaged into cans, bottles, or kegs, the beer is always moved gently through the maze of piping in the bottling area. This is to preserve the natural carbonation. During bottling, additional carbon dioxide gas from the fermentation kettles is used to improve the aroma of the beer.

High-speed packaging lines can process thousands of cases of beer per day, and with modern computerized control, the inventory can be tracked throughout the distribution network. Most beer is delivered from local distributors who have purchasing contracts with the major rewires. Most beer is available in the following package sizes: “pony” cans and bottles of about 8 fluid ounces, standard 12-ounce cans and bottles, 16- and 32- ounce Jumbo cans, 40-ounce “picnic” bottles, 8-gallon “pony” kegs, and the standard 16-gallon beer keg.

Other novelty and party packages are also available. Cans and bottles are packed in 6, 8, 12, or 24 each to a box or case. Most states require a deposit at point of sale to encourage the return of the bottles and cans.

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Collective Bargaining for Environmental Protection: A Union Case Study from the Philippines

In a country where the environment has emerged as a major public concern, a breakthrough was achieved when an industry leader and its union negotiated an environmental protection clause into their collective bargaining agreement. The Congress of Independent Organizations-Associated Labor Unions (CIO-ALU) reached an agreement with the San Miguel Corporation, the Philippines' largest company, which provides a framework for labor-management co-operation in all matters relating to the environment. With no demand for any trade-offs, agreement was reached on environmental provisions which make a Labor-Management Committee responsible for programs on environmentally clean operations, protection and rehabilitation. This commitment to joint responsibility and action has laid the basis for mutual trust and harmonious relations on this matter, and countered widespread concern amongst employers that opening up collective agreement to environmental clauses would reduce flexibility and promote an adversarial relationship. It likewise, countered concerns amongst workers, that opening this area could have negative implications for such traditional bargaining concerns as wages. The breakthrough also reaffirmed the strong leadership of the government of the Philippines, which was the first in Asia to establish a national body to coordinate a National Sustainable Development effort following Rio. It also profiled the valuable role played by the International Labor Organization which worked with the government as well as the two workplace parties to promote this breakthrough towards Agenda 21 goals. San Miguel Corporation (SMC), a multinational Philippine corporation, is the largest publicly-listed food, beverage, agri-business and packaging company in the Philippines and Southeast Asia, generating about 4% of the country's GDP and contributing about 6% of all government tax revenues. With over 30,000 employees and a market capitalization of over $US 5 billion, it is the country's largest employer, and according to business journals, "the closest business approximation to a national symbol". The company's principle of "Profit with Honor", is now being translated by its latest head, Robert Soriano III, into a commitment to the environmental protection. San Miguel Beer holds more than 80% of the domestic Philippine market, and is one of the largest breweries in the world. As well, it accounts for 75 per cent of the country's soft drink, 66 per cent of the ice cream market, and supplies about 75 per cent of the country's glass and metal containers. It is now expanding its holdings with a massive program to acquire breweries and bottling plants in China, Indonesia and elsewhere in Asia. The union involved in the San Miguel agreement is the (CIO-ALU). With members across the country, it is primarily committed to a focus on economic benefits, rather than any explicitly political objectives. It is affiliated to the (TUCP), which is the country's major labor centre, and an affiliate of the ICFTU. TUCP is an umbrella organization comprised of 50 affiliated labor organizations, together accounting for more than half the organized workers in the country. It has been active on the Philippines Committee on Strengthening the Role of Major Groups, and is committed to active participation as a collective voice for workers, women, the poor and youth in the political process, including legislative lobbying and mass action. (LACC) is a coalition of labor groups composed of the Federation of Free Workers (FFW), Kilusang Mayo Uno (May Ist Movement), the Lakas Manggagawa Labor Centre (LMLC), the National Association of Trade Unions (NATU), Trade Unions of the Philippines and Allied Services (TUPAS), and Katipunan. While not very active in the Philippine Commission on Sustainable Development, the LACC has addressed concerns such as child labor, occupational health & safety and the environment, and has participated in several of the forums and activities taking place in the country. (PBE) is composed of large employers, and has a mandate to assist business with environmental concerns. It has focused on information campaigns and publications such as , and on environmental training. The PBE has launched the Philippine Business Charter for Sustainable Development which promoted Codes of Management Practice, and the Industrial Waste Exchange, a database which seeks to match the waste from one enterprise with the raw material needs of another. The (ILO) has initiated activities in the Philippines in training, and partnerships on a tripartite basis through the Interdepartmental Project on Environment and the World of Work. It became involved in the sustainable development forum when it became clear that environmental factors made it increasingly difficult for the tripartite partners to meet the ILO's critical labor and social objectives. Accordingly, the objective of the ILO's is to improve the capacity of the ILO constituents to implement Agenda 21 World of Work activities in their country and regions, and to do so by through new approaches that strengthen their capacity. The (ECOP) acted as the implementing agency for the ILO Interdepartmental Project. It is a confederation of businesses dedicated to environmental action, and has worked on several projects with the TUCP and NGOs. The Philippines has a well-established network of NGOs, with some 900 registered as involved in environmental work. They are seen has having great potential for work with trade unions and employers' groups, especially in awareness raising, education and political pressure. Two major groups, the , and the were instrumental in assembling the Philippine Environment Report which was presented to the UNCED in 1992. No account of environmental action in the Philippines could be complete without mention of the role played by the central government. The (DENR) has initiated national action on the environment based on society-wide participation that is a model for other countries. This reflects the strong role citizens' action continues to play in the Philippine politics since Marcos, as well as the undeniable environmental challenge faced by that country today. The DENR, for example, initiated the well before Rio, with many objectives related directly to the world of work, and has managed to maintain momentum through subsequent years. As well, the Philippine government was the first in Asia to establish a Council for Sustainable Development with a mandate to adopt the Philippine Agenda 21 and develop national sustainability plans. DOLE is the government department mandated to look after the welfare of Filipino workers, including Safety & Health. As with much government activity after 1983, tripartism is actively promoted and practiced in all matters relating to employment and labor market policy. By the late 1970's, severe environmental degradation in the Philippines had aroused a high level of concern amongst the general population. One summary of the state of the environment was provided in a 1993 by Philippine Business for Social Progress, which included: The Report referred, as well, to factors that contributed to this ecological nightmare: Awareness of the advanced state of environmental degradation combined with a culture of participation and consultation to produce action. As a consequence, the Philippines led the way amongst the world's nations with a (PSSD). Produced in 1987 by the Department of Environment and Natural Resources following multi-lateral consultation, it documented some of the effects of unsustainable production practices ranging from agriculture to factories, and set out strategies for change. It also contained a strong component on the world of work, as the participation of unions was well-accepted at all levels. The Philippines also prepared for the Rio UNCED Conference in 1992 by holding a country-wide process of consultations involving all sectors: business and industry, employers and workers' organizations, and other groups, such as women, indigenous peoples, and the youth. These formed the basis of a national action plan for Sustainable Development, which became known as The adoption of Agenda 21 at Rio prompted the create of a national body in the Philippines to ensure and monitor the implementation of commitments made at the UNCED. The (PCSD) was created by Executive Order on September 12, 1992 to "Formally adopt the Philippine Agenda 21 and develop national sustainability plans." At the same time, the National Economic and Development Authority (NEDA) was directed to integrate Agenda 21 into its Medium-Term Philippine Development Plan to serve as a master plan for development to 1998. In addition, Local Government Units at all levels were directed to integrate Agenda 21 into their plans and programmes. The PCSD is a multi-sectoral body chaired by the Director-General of NEDA with the Secretary of the DENR as Vice-Chair. Through "counterparting", it grants NGOs and "People's Organization" (including trade unions and employers' organizations) a role in decision-making. Its guidelines include "the creation of a critical mass of advocates for sustainable development in both government and non-governmental sectors." The PCSD itself brings together 16 government departments, as well as 7 representatives from NGO/PO's. Unions and employers' organizations sit on specific committees and sub-committees in a decision-making role. The main goal of the Philippine Agenda 21 is "to ensure a healthy environment and a prosperous economy for current and future generations", but it recognizes the need to also address such related issues as: poverty and population, resource destruction, rapidly urbanizing areas, natural disasters and environmental degradation, biodiversity and biotechnology, energy, industry, debt relief, toxic and hazardous management, climate change, participation of major groups, and a lack of essential means. Thus key objectives and principles contained in Agenda 21 and the PSSD were expanded to include: Debt Relief; Technology Assistance on Man-Made and Natural Disasters; and Pollution Control. It also added Property Rights Reform to include Access to Resources. The Philippine Agenda 21 emphasizes that participation of trade unions, along with other key groups, is crucial to planning and implementation of sustainable development. As a result, several joint projects have been undertaken by trade unions and business in the areas of public advocacy, education and training, policy reform, specific environmental and conservation programs and projects to strengthen the legislative and regulatory framework. For trade unions, environmental action meant an extension of earlier efforts to win substantive and participatory rights in the area of occupational health and safety. The (FLASH) was organized in 1989, with support from both the TUCP and LACC, to spearhead information campaigns, training programs and policy, and legislative reform campaigns in occupational health and safety at the national, industry and local levels. Attention has now turned to winning the same rights with respect to the environment. Early trade union activities included participation by the Associated Labor Union (CIO-ALU) in the Cebu Project in the Central Philippines. In this case, management provided a "Green Fund" to finance reforestation as part of a plan which involved a consortium of business, community and labor organizations. In another case, negotiations were held with the DENR to obtain 50 hectares close to Metro Manila to be used as an Ecology Site for education and training in environmental management. Another in Mindano, had unions and central bodies involved in research, consultation and policy advocacy for environmentally sustainable forest protection. Their experience was summarized and distributed as a primer, Environmental language in the collective agreement between San Miguel and its union was proposed by the company in accordance with its Corporate Policy on the Environment. As it contained no counter-demand for any trade-offs, agreement with the union was reached quickly. These environmental provisions essentially make a Labor-Management Committee responsible for the implementation of programs on environmentally-clean operations, protection and rehabilitation. This commitment to joint responsibility and action has contributed to an atmosphere of mutual trust and harmonious relations in this area. San Miguel's Corporate Policy on the Environment reflects Agenda 21 objectives. It reads in part: Consistent with this policy, the employer has already implemented company-wide environmental programs promoting clean in-plant air, waste minimization and recycling, and reforestation as well as participating in some of the Green Initiatives sponsored by government and other groups. It also has planned a country-wide educational program for the environment for all of its employees to be launched in 1996. In recognition that labor must play a key role in realizing and sustaining its environmental goals and objectives, the company chose the collective bargaining process to bind labor and management to the process. In the three bargaining units at SMC GMA, SMC Bacalod, and SMC Stock Transfer Services Corp., environmental provisions essentially provide responsibilities and powers to the Labor Management Committees to design and implement environmental programmes. One of the Agreements provides a separate article expressly stating the principle of joint commitment in this area.

Of the three, the most far-reaching provision was one that has already been negotiated and accepted for the Bacalod Brewery. It reads in part:

As this agreement has just been signed, concrete results have yet to be seen. Actual implementation of the intent of this general language in the Agreement will be established by the Labor-Management Committee. Local members are confident, however, that the healthy industrial relations climate which has been established for their plant will be maintained. They overwhelmingly endorsed the article, because it asked for no trade-off from the union, and because they recognized the need for joint action on the environment.

As well, in past years, communities surrounding their brewery have been complaining of offensive smells emitted from their plant, as well as sugar plants in the area. Because workers at all these plants belong to one Federation under the umbrella of TUCP, it was possible to take action immediately to settle the problem. Government intervention was unnecessary because of the joint commitment by management and the union to environmental action, and particularly the willingness of the company to invest resources to carry out its stated policies.

The San Miguel experience illustrates the premise in Agenda 21 that, because most environmental problems arise at the workplace, workers and industry must take leadership to make sustainable development a reality. As explained in Chapter 29, collective bargaining provides a logical starting point for labor-management cooperation on environmental action because it is an established mechanism recognized by all actors in the workplace.

As such, it gives force to the principle in Chapter 29 that full participation of employees and their representatives is a necessary prerequisite to successful environmental action involving the workplace. It secures this principle in a collective agreement as the interest of both parties, rather as a program that could be unilaterally withdrawn as a management right. Workers cannot escape the close link between a healthy workplace and a clean environment, which is why the goal of full employment which contributes to sustainable livelihoods in safe, clean and healthy environments, at work and beyond.

This case illustrates how responsible entrepreneurship can play a decisive role in as provided in Chapter 30, (Business and Industry). SMC's corporate policy on the environment is reinforced in a company-wide program, and by participation in other green initiatives involved in a robust national initiative. This case provides a strong reminder, therefore that sustainable development strategies must include the promotion of workers' rights to association and participation.

A crucial element in this openness and dialogue with employees and the public. This case also illustrates the variety of measures that are available to employers and their workers in making the transition to sustainable forms of development and lifestyles, once it is recognized that economic activity must change course to a new forms of environmentally sound-economic development.

It displays the importance of government leadership in launching broad-based consultative mechanisms for action on the environment that involve NGOs and people's organizations. The Philippines is in the process of rebuilding, and is demonstrating that a key to long-term economic progress is a link to environmental protection. This happens best where nations establish a new and equitable partnerships involving governments, their people, and key sectors of societies.

This case proves that an international organization can play a valuable role in facilitating tripartite action around Agenda 21 goals, as stated in Chapter 38. The International Labor Organization played a key role in bringing government together with the workplace parties to achieve this breakthrough, showing how the United Nations system can guide the restructuring and revitalizing required in economic, social and related fields.

This case illustrates how human health depends upon a healthy environment, including clean water, sanitary waste disposal, and an adequate supply of healthy food as shown in Chapter 6. This is especially true where urban growth has outstripped normal mechanisms, as shown in Chapter 7, which explains that by 2000, half of the Earth's people will live in cities, given current patterns. Action being taken in the Philippines illustrates Chapter 10 (Managing Land Sustainability) and Chapter 18 (Protecting and Managing Fresh Water) both of which are critical for the healthy functioning of nature.

Whereas past economic decisions have separated economic, social and environmental factors, links must now be made in order to make development choices that are economically efficient, socially equitable and responsible, and environmentally sound. As provided in Chapter 8 the Philippine government has initiated sustainable development strategies that move decision-makers from narrow sectoral approaches. It also shows that changes in policy-making will require changes in information gathering, management techniques and planning.

The Philippine case also illustrates the point of Chapter 27, as non-governmental organizations have played a decisive role in the shaping and implementation of policy in the Philippines. They have proven their ability to play such a role because of their independence from government as well as diverse and well-developed expertise in fields needed to implement sound and socially responsible sustainable development.

The General Secretary
TUCP-PGEA Compound
Maharlike and Masaya Streets
1101 Dillman
Quezon City 3008, the Philippines
tel. 632-922-2185 fax: 632-921-9758

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The first step involves clients filling out a detailed form to provide necessary information about their case study solution needs. This form includes fields for essential details such as the topic, objectives, scope, and any specific guidelines or instructions that need to be followed. Uploading comprehensive guidelines is crucial as it sets the foundation for a well-aligned and accurate case study solution. This ensures that the case study writer fully understands the client’s requirements and expectations from the outset.

Step 2: Upload the Case Study PDF

Once the guidelines are uploaded, clients are required to upload the case study PDF. This document contains the case study that needs to be analyzed and solved. Providing the case study in its PDF format allows the writer to thoroughly review and understand the context, background, and specifics of the problem at hand. This step ensures that the writer has all the necessary materials to begin the in-depth analysis.

Step 3: Converse with the Case Study Solution Writer

After the initial submission of guidelines and the case study, the next step involves direct communication between the client and the case study solution writer. This conversation is pivotal as it allows for clarification of any ambiguities and discussion of project deliverables. The writer can ask questions to gain a deeper understanding of the client’s needs, while the client can provide additional insights or preferences. This step ensures that both parties are on the same page and that the writer can tailor the analysis and solution to meet the client’s exact expectations.

Step 4: Delivery of the Case Study Solution

Upon completion of the analysis and drafting of the case study solution, the writer delivers the final product to the client. The delivery includes a comprehensive report that outlines the problem, detailed analysis, proposed solutions, and actionable recommendations. The case study solution is presented in a clear, structured format that is easy to understand and implement. This step marks the culmination of the writer’s efforts and provides the client with a well-crafted solution that addresses all the guidelines and expectations .

Step 5: Improvements (If Required)

After the delivery of the case study solution, clients have the opportunity to review the document and request any necessary improvements. This step ensures that the final product meets the client’s satisfaction and adheres to all specified requirements. The writer makes the required adjustments based on the client’s feedback, fine-tuning the analysis and recommendations as needed. This iterative process guarantees that the case study solution is of the highest quality and fully aligned with the client’s expectations.

Importance of Each Step in the Process

Filling the form and uploading guidelines.

This initial step is critical as it sets the direction for the entire project. Clear and detailed guidelines ensure that the writer understands the scope, objectives, and specific requirements, reducing the risk of misalignment and ensuring a focused approach.

Uploading the Case Study PDF

Providing the case study in its original format ensures that the writer has all the necessary context and background information. This step is crucial for a thorough understanding of the problem and accurate analysis.

Communication with the Writer

Direct communication allows for clarification of any doubts and ensures that both the client and the writer have a mutual understanding of the project deliverables. This interaction is essential for tailoring the solution to meet the client’s specific needs.

Delivery of the Solution

Delivering a comprehensive and well-structured case study solution provides the client with actionable insights and recommendations. This step showcases the writer’s expertise and ensures that the client receives a valuable product that addresses the case study’s challenges effectively.

Requesting Improvements

The opportunity for revisions ensures that the final product meets the client’s expectations and adheres to all requirements. This step adds a layer of quality assurance, ensuring client satisfaction.

The case study writing service process at Fern Fort University is designed to deliver high-quality, tailored solutions through a structured and client-focused approach. Each step in the process is carefully crafted to ensure clarity, thorough analysis, and client satisfaction. By following this comprehensive process, Fern Fort University guarantees that clients receive insightful and actionable case study solutions that meet their specific needs and contribute to their academic or business success.

Professional Case Study Writers | Business Case Study Writing Service

Fern Fort University’s professional case study solution writers have the following attributes that can help you to boost your academic and professional growth --

1. Analytical Skills : Professional case study solution writers at Fern Fort University possess exceptional analytical skills. They can break down complex problems into manageable parts, identify key issues, and understand the underlying factors influencing the situation. This enables them to provide a deep and insightful analysis that addresses the core of the problem.

2. Research Proficiency : Our writers excel in conducting thorough and rigorous research. They are adept at gathering relevant data from credible sources, including academic journals, industry reports, and case-specific documents. Their research proficiency ensures that the case study solutions are well-informed and supported by solid evidence.

3. Critical Thinking : Critical thinking is a hallmark of Fern Fort University’s writers. They evaluate information from multiple perspectives, assess the validity of sources, and develop logical, well-reasoned conclusions. This skill allows them to craft nuanced solutions that consider various possible outcomes and implications.

4. Writing Clarity : Our writers are known for their clear and concise writing style. They present complex ideas in an understandable manner, ensuring that the case study solutions are accessible to a broad audience. This clarity helps communicate the findings and recommendations effectively.

5. Industry Knowledge : Writers at Fern Fort University have a deep understanding of the industries they write about. Whether it’s finance, healthcare, technology, or any other sector, they bring industry-specific insights that enrich the case study analysis and make the solutions relevant and practical.

6. Attention to Detail : Attention to detail is critical in case study writing, and our writers excel in this area. They meticulously ensure the accuracy of data, adherence to guidelines, and completeness of the analysis. This thoroughness prevents errors and enhances the credibility of the solutions.

7. Problem-Solving : Our writers are skilled problem-solvers. They go beyond identifying issues by proposing actionable and realistic solutions. Their recommendations are practical and tailored to the specific context of the case study, providing clients with clear steps to address the challenges.

8. Communication Skills : Effective communication is vital for conveying complex ideas and solutions. Writers at Fern Fort University are adept at communicating their findings and recommendations clearly and persuasively. They can articulate their points in a way that resonates with stakeholders.

9. Time Management : Delivering high-quality case study solutions within tight deadlines is a standard practice at Fern Fort University. Our writers are efficient and organized, managing their time effectively to meet deadlines without compromising on the quality of their work.

10. Adaptability : Our writers are highly adaptable, capable of tailoring their approach to meet the unique needs of different cases and clients. Whether it’s a change in scope, new information, or specific client preferences, they adjust their strategies to deliver customized and relevant solutions.

Fern Fort University’s professional case study solution writers deliver comprehensive, insightful, and actionable case study solutions that meet the highest academic and professional standards.

Where Can I Find a Case Solution for Harvard Business Cases or HBR Cases? | Pre-written Solutions

At Fern Fort University, you can find comprehensive case analysis solutions for Harvard Business School (HBS) or Harvard Business Review (HBR) cases. These solutions are different from custom case study solutions. They are provided to help clients to prime their research and analysis. These pre-written HBR case study solutions are designed to help you in several ways:

• Thorough Analysis : Each solution includes a detailed examination of the case, identifying key issues, challenges, and opportunities.
• Structured Approach : The solutions are organized in a clear, logical manner, making it easier for you to follow and understand the analysis process.
• Actionable Recommendations : Practical and realistic recommendations are provided, offering clear steps to address the case’s problems.
• Insightful Learning : By studying these solutions, you gain insights into effective problem-solving techniques and strategic thinking.

How Pre-Written Solutions Can Help You:

• Time-Saving : Access to pre-written solutions saves significant time that you would otherwise spend on researching and writing.
• Learning Tool : These solutions serve as excellent learning tools, helping you understand how to approach case analysis methodically.
• Enhanced Understanding : You gain a deeper understanding of various business scenarios and how to address them.
• Quality Reference : High-quality solutions can act as a benchmark for your own case study analyses, ensuring you maintain a high standard.
• Academic Success : Using these comprehensive and well-researched solutions can improve your academic performance by providing clear examples of successful case analyses.
• Professional Development : These solutions also help in professional settings by demonstrating how to tackle real-world business challenges effectively.

By leveraging the pre-written case study solutions from Fern Fort University, you can enhance your academic and professional capabilities, ensuring that you are well-prepared to address complex business problems.

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