Managing an emerging CSR strategy in a civil engineering SME[Pilotage d’une stratégie RSE émergente dans une PME de travaux publics]

This paper focuses on the construction of a pedagogical case study, the aim of which is to enable students to work on the control levers and packages implemented by a civil engineering SME to manage its recently adopted CSR strategy. This pedagogical case study provides an opportunity to revisit some of the theoretical foundations of CSR and control, in order to offer an up-to-date analysis of CSR teaching in a post-covid world in which the consequences of irresponsibility are glaring, alerting companies, teachers and their students alike. The case study is that of a civil engineering company whose main activities involve the underground installation of electrical conduits, fiber optics or public lighting and, more recently, the installation of photovoltaic panels. Studying this company is interesting because its CEO has been developing a CSR strategy for the past three years, and has appointed a permanent HSE manager to oversee this orientation. The company's CSR practices are numerous and varied, despite the fact that the approach is still in its infancy. The initial analyses carried out provided an overview of the CSR strategy implemented by the company over the last three years and its results. They also helped to highlight the organizational control mechanisms on which the company relied to initiate change and manage its CSR strategy.