In December 2019, Pembina Pipeline Corporation (Pembina) must evaluate an opportunity to partner with the Western Indigenous Pipeline Group (WIPG) to bid for the Trans Mountain Expansion (TMX) project owned by the Canadian government. Pembina’s chief executive officer had previously stated that the company was unlikely to bid on the pipeline due to the challenging legal landscape, especially regarding Indigenous land rights. However, since WIPG consists of Indigenous communities along the pipeline’s route, partnering could mitigate these concerns. If the project succeeds, the payback could solidify Pembina’s position as a market leader in oil and gas. Should Pembina proceed with the WIPG partnership? And if they do, how should they manage relations with governments and other stakeholders?
As the leading e-commerce platform in Hong Kong, Hong Kong TV Shopping Network Company Limited (HKTVmall) faced an important challenge in early 2020. The COVID-19 pandemic had severely disrupted the global supply chain for personal protective equipment (PPE), and prices for masks and other products on its website had skyrocketed. While management had little knowledge or experience in sourcing or producing such products, they wondered whether they had a responsibility to act on this matter. Despite its meteoric growth, the company had yet to turn a profit, so the executives were unsure as to whether they should let the invisible hand of the market restore the equilibrium between supply and demand or take an extra step to guarantee a stable supply of PPE. If the platform intervened, was contracting with new local suppliers the right way to go, or should HKTVmall itself start producing PPE?
As the leading e-commerce platform in Hong Kong, Hong Kong TV Shopping Network Company Limited (HKTVmall) faced an important challenge in early 2020. The COVID-19 pandemic had severely disrupted the global supply chain for personal protective equipment (PPE), and prices for masks and other products on its website had skyrocketed. While management had little knowledge or experience in sourcing or producing such products, they wondered whether they had a responsibility to act on this matter. Despite its meteoric growth, the company had yet to turn a profit, so the executives were unsure as to whether they should let the invisible hand of the market restore the equilibrium between supply and demand or take an extra step to guarantee a stable supply of PPE. If the platform intervened, was contracting with new local suppliers the right way to go, or should HKTVmall itself start producing PPE?
In December 2019, Pembina Pipeline Corporation (Pembina) must evaluate an opportunity to partner with the Western Indigenous Pipeline Group (WIPG) to bid for the Trans Mountain Expansion (TMX) project owned by the Canadian government. Pembina's chief executive officer had previously stated that the company was unlikely to bid on the pipeline due to the challenging legal landscape, especially regarding Indigenous land rights. However, since WIPG consists of Indigenous communities along the pipeline's route, partnering could mitigate these concerns. If the project succeeds, the payback could solidify Pembina's position as a market leader in oil and gas. Should Pembina proceed with the WIPG partnership? And if they do, how should they manage relations with governments and other stakeholders?
In November 2016, the chief executive officer of CanniMed Therapeutics Inc. was considering the company's options for raising capital through an initial public offering. The decision was critical for the Saskatchewan-based medical cannabis company, which had been an early leader in this fast-growing sector and was seeking to take advantage of growth opportunities. The company's history in the space dated back to 2000, when it was awarded a sole source five-year contract from Health Canada to supply Canadians with medical marijuana. Since then, the demand for medical cannabis had grown exponentially, and policy liberalization had opened up prospects for the recreational market. CanniMed Therapeutics Inc. had positioned itself as a leader with extensive experience in research, development, and commercialization. The decision for it to go public was clouded by many burning issues and risks, which led to intense speculation among investors as to whether the firm should be going public at this time and, if so, at what price.
In November 2016, the chief executive officer of CanniMed Therapeutics Inc. was considering the company’s options for raising capital through an initial public offering. The decision was critical for the Saskatchewan-based medical cannabis company, which had been an early leader in this fast-growing sector and was seeking to take advantage of growth opportunities. The company’s history in the space dated back to 2000, when it was awarded a sole source five-year contract from Health Canada to supply Canadians with medical marijuana. Since then, the demand for medical cannabis had grown exponentially, and policy liberalization had opened up prospects for the recreational market. CanniMed Therapeutics Inc. had positioned itself as a leader with extensive experience in research, development, and commercialization. The decision for it to go public was clouded by many burning issues and risks, which led to intense speculation among investors as to whether the firm should be going public at this time and, if so, at what price.
In January 2017, Ontario, Canada launched its cap-and-trade program in an effort to curb greenhouse gas (GHG) emissions. Ontario took a progressive position on combatting climate change that included shutting down coal-burning power plants, investing heavily in renewable power, and setting aggressive emissions-reduction targets across all sectors. Its targets included reducing emissions levels of 1990 by 15 per cent in 2020, 37 per cent in 2030, and 80 per cent in 2050. Its efforts allowed the province to meet its 2014 target of 6 per cent below 1990 levels. These targets complemented Ontario's commitment to the United Nation's 2015 Paris Agreement. Firms that annually emitted more than 10,000 tonnes but fewer than 25,000 had the option of entering the market on a voluntary basis. The expected downstream impact to the average Ontario household would be an increase of about CA$150 per year in home-heating and car-fuel costs. However, cost increases would be felt less directly through the rest of the economy. Four particular companies in Ontario had some decisions to make regarding how the province's cap-and-trade program would affect their operations.
In January 2017, Ontario, Canada launched its cap-and-trade program in an effort to curb greenhouse gas (GHG) emissions. Ontario took a progressive position on combatting climate change that included shutting down coal-burning power plants, investing heavily in renewable power, and setting aggressive emissions-reduction targets across all sectors. Its targets included reducing emissions levels of 1990 by 15 per cent in 2020, 37 per cent in 2030, and 80 per cent in 2050. Its efforts allowed the province to meet its 2014 target of 6 per cent below 1990 levels. These targets complemented Ontario’s commitment to the United Nation’s 2015 Paris Agreement. Firms that annually emitted more than 10,000 tonnes but fewer than 25,000 had the option of entering the market on a voluntary basis. The expected downstream impact to the average Ontario household would be an increase of about CA$150 per year in home-heating and car-fuel costs. However, cost increases would be felt less directly through the rest of the economy. Four particular companies in Ontario had some decisions to make regarding how the province’s cap-and-trade program would affect their operations.