We must incorporate environmental training into all training and also into our relations with government. We will also need to listen to the concerns and expertise of the Kavan people with regards to their views on environmental stewardship. A final recommendation is that we work with the Kavan government to institute best practices. We want the Kavan government to take advantage of the opportunity our presence affords them to learn and to help develop the rest of their economy. We do not, however, wish to be seen as a source of handouts. We need to work closely with the Kavan government to ensure that our development strategies are not undermined by corruption or by adoption of the worst of American business practices.

To implement these strategies, there are multiple resource needs. Some resource needs are akin to those at home, such as funding for health care. In Kava, however, there are distinct needs. For example, we may need to import medical talent and supplies in order to ensure access to health care for our employees and their families. We will also need extra staff for these strategies. Specifically, we need a government liaison to work with the government. We will also need coordinators for local projects -- education grants, overseas exchanges and training. The added human resources will need to be imported at first, with the hope that we can shift some of these tasks to native Kavans with some training. We will also need to have a local procurement officer in order to find the best sources of materials and supplies on Kava. This officer may need to work with local suppliers to improve their supply chains and drive better efficiency to meet our needs.

Even with these solutions, there remain ethical concerns. Some of the recommendations are predicated...

These views are somewhat parochial, and we must take care to recognize when we are acting or thinking in such a manner as it could jeopardize our relationship with the Kavan people even as we are taking steps to safeguard their country from the potential negative impacts that we may bring.
In addition, there are ethical concerns with regards to the exposure the Kavans might receive to Western culture. We are going to need many of the Kavans to learn English, for example, and others will receive funding for Western education or managerial exchanges. We are bringing our culture to them, and even if we only bring the best elements those elements may not blend seamlessly into the local culture. Introducing the necessary elements of our culture to the Kavans should not come at the expense of their own culture.

Our internal stakeholders, such as shareholders and domestic staff, may find that our work in Kava is compromising their position. As Milton Friedman wrote, management's duty to our shareholders is to earn profits, so we must take care not to play the role of humanitarian, spending our shareholder's wealth unwisely. We must also take care not to sacrifice opportunities for our workers at home in order to provide opportunities to the Kavans -- all of our staff must be on equal footing.

It is felt, however, that these ethical pitfalls are relatively minor to the benefit that Kava and the Kavan people would receive as the result of these proposed recommendations. The recommendations will deliver significant benefit to the Kavans while building for the company a strong long-term partnership with the Kavans that will be mutually beneficial.