In 2008 a community located in northwestern Mexico underwent a deep economical and social crisis due to a strike organized by the union of a mining company, the biggest employer in the area. The prolonged strike was causing severe family and social conflicts; additionally, the company was facing great risks since the population blamed it for the problem. The company searched for solutions to the challenge of rebuilding its relationship with the community. So, they embarked in process of developing new ways to engage with the community, to regain its confidence and to raise the quality of life of the population through social investment. The engagement model developed was labelled as a second generation model of social responsibility, in which the interaction with the community began with the community itself, acknowledging its own felt and perceived needs and aspirations, to which the company would add its effort and resources in a co-responsible relationship to improve living conditions of said community and, as a consequence, create a favourable atmosphere where the company performs and in doing so, ensuring the continuity of its operations and to be perceived as a good corporate citizen. The model included five stages: 1)Participative diagnosis, 2)Community intervention, 3)Impact assessment, 4)Consolidation of the model, 5)Model operation transfer to the company. The mining installations were recovered without violence, so operations restarted. A transformation in the company-community relationship is notable, the company being significantly empowered through its active involvement in the programs, by procuring the support and in the presentation of initiatives of actions that correspond to their needs. The relationship with the company, represented by its workers and the community committee, is now mature and balanced as they voice their opinions and observations within a frame of equality and respect.
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