Table 20. Manager´s Perspective – Utility Company

114 | Carlos Fúquene Retamoso

Table 20 presents a summary of influencing sub factors and environmental practices found at the manager´s perspective of Utility Company.

Table 20. Manager´s Perspective - Utility Company.

esa factor category

Manager´s perspective

Compliance attitude towards ESA and a transactional leadership style * Support of educational programs related to environmental and energy matters. * Support of employee participation in voluntary programs related to social activities. * Support of a good work environment. * Support the control of air emissions and the disposal of hazardous materials. * Support of environmental conservation programs. * Support the elimination of hazardous materials from supplies. * Support of social entrepreneurship such as fish farming, agricultural and livestock projects in the surrounding communities of the facilities of the company. main features

• Adoption of the environmental strategy - Utility Company.

Utility Company adopted an environmental strategy focused in green processes (i.e. adoption of industry standards and pollution prevention practices, housekeeping and maintenance) influenced by policies of the parent company. In addition to former strategy, there was observed their commitment to complianceinfluenced by local authorities (see Figure 13). The main environmental practices, in relation to compliance, corresponded to the fulfillment of environmental regulation for energy generation projects (i.e. licensing for projects, application for mandatory permits, substitution of restricted materials, social initiatives required by law and pollution control), in addition to their engagement in lobbying activities and alliance building with governmental organizations.

Authorities and community´s pressure influenced Utility Company in regard to environmental and social licensing in order to deal with the impact

Case studies | 115

of the infrastructure constructed for power generation projects (i.e., environmental management plans and social projects in nearby communities). Community’s pressure occurs because of the perceived impact of energy infrastructure (e.g., dams) on the fishing and agricultural activities of communities living next to the projects (El Tiempo, 2016). Additionally, parent company drove the adoption of pollution reduction practices (i.e., cleaner production) and their commitment to environmental standards and guidelines (i.e. ISO 14001 and UN global compact principles). In opposition to authorities, parent company and community´s pressures, competitors do not have a relevant influence in the adoption of environmental strategies.

A stable business model was observed in Utility Company by keeping its portion of the market through business efficiencies, while fulfilling requirements for legal and social legitimacy. The stable business model favored the adoption of secure ways of conducting business, in terms of risk management, through the development of environmental plans to fulfill regulation, environmental litigation and lobbying activities to buffer regulation impact, and the substitution of toxic materials restricted by law. Specifically, the firm deploys resources through policy, interaction with NGO´s and lawyers who work for the management of the environmental issues of the company. Besides, the firm has worked in the management of its reputation and the use of socialization campaigns as socially focused.

Utility Company supported its stable business models with its technical know-how for the management of business and achieve effectiveness in the management of resources. For example, Company has used their technical know-how in the development and maintenance of power facilities around the world intended to achieve business efficiency. Additionally, Company has made an effort to adopt safety measures for people protection in order to be a more secure business.

Financial capabilities have supported high investments in infrastructure and the use of outsourcing practices for power plant operations while stakeholders´ management (e.g., communities, market players and authorities) has allowed the Utility Company to develop alliances with authorities and market players in order to foster electric mobility in Bogota. Previous capabilities have helped the company to achieve shareholder satisfaction while at the same time controlling legal and reputational risks.

Finally, the influencing factors, at the manager´s perspective dimension, have been associated to the manager´s traditional and conformity values, a compliance responsibility focus and his transactional leadership style. The