TransCanada's Keystone XL Pipeline: Unfinished Business
商品編號：9B16M006
出版日期：2016/01/15
再版日期：2016/08/12
商品來源：Ivey
商品主題：General Management/Strategy
商品類型：Case (Pub Mat)
涵蓋議題：Government;society;stakeholder engagement;energy;climate change
難易度：4 - Undergraduate/MBA
內容長度：19 頁
地域：Canada, United States
產業：Mining; Quarrying; and Oil and Gas Extraction;
事件年度：2011
The senior management team at TransCanada Corporation in Calgary, Alberta, was stunned by the U.S. Department of State announcement that it was deferring its decision on a presidential permit, which was required for all construction of infrastructure crossing U.S. international borders. The infrastructure in question was the proposed Keystone XL pipeline, which would create a 2,735-kilometre direct route for Canadian crude from the Alberta oil sands to refineries in Oklahoma and the Gulf Coast. Because the pipeline would pass through environmentally sensitive landscapes, especially in the state of Nebraska, non-governmental organizations, climate change activists, citizens, celebrities and federal and state politicians pressured the Obama administration to halt the project. Company executives had initially seen the Keystone XL pipeline as a readily achievable, financially significant and strategically compelling venture but now wondered whether they had missed the indications and opportunities to avoid controversy. Extensive advertising campaigns and intensive lobbying in Washington did not seem to have improved the likelihood of the pipeline’s construction. What could be done now to increase the likelihood of permit approval and bring the Keystone XL pipeline to fruition?
教學手冊：8B16M006;
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