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Published by: Harvard Business Publishing
Originally published in: 2003
Version: 27 May 2003
Length: 14 pages
Data source: Field research

Abstract

This case is the first in a three-part series that explores the multifaceted organizational and strategic choices that companies now face as a result of the global AIDS epidemic. Heineken is considering becoming one of the first companies to offer AIDS drugs (antiretroviral therapy) to employees and their families. Hans Wesseling, the corporate HR manager, and his colleagues in the medical department must consider the organizational, financial, and social impact of this decision and present a recommendation to the board. Shows how Heineken is responding to the epidemic and considering it as part of the company's corporate social responsibility.
Locations:
Industries:
Size:
40,025 employees, USD8 billion revenues
Other setting(s):
2001

About

Abstract

This case is the first in a three-part series that explores the multifaceted organizational and strategic choices that companies now face as a result of the global AIDS epidemic. Heineken is considering becoming one of the first companies to offer AIDS drugs (antiretroviral therapy) to employees and their families. Hans Wesseling, the corporate HR manager, and his colleagues in the medical department must consider the organizational, financial, and social impact of this decision and present a recommendation to the board. Shows how Heineken is responding to the epidemic and considering it as part of the company's corporate social responsibility.

Settings

Locations:
Industries:
Size:
40,025 employees, USD8 billion revenues
Other setting(s):
2001

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