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Norlha Textiles was a yak wool enterprise located on the Tibetan Plateau in China. Founded in 2007, the company designed and produced yak wool textiles made by Tibetan nomads and sold globally to customers that included such luxury brands as Hermès, Louis Vuitton, and Yves Saint Laurent. In 2015, the company employed 120 local people, enabling them to adapt to the modern world while preserving their local traditions. Also in 2015, the local government invited the company to expand its model to another nomadic community on the Tibetan Plateau. Although this seemed to be a good opportunity to grow the company's influence, the chief executive officer hesitated, reflecting on the pros and cons. Was such a partnership the right opportunity to grow the company?

Danone SA (Danone), a multinational food company based in Paris, had a history of social and environmental consciousness and a corporate strategy that focused on economic and social objectives. In 2013, the company was trying to ensure that this social and environmental focus was part of its decision-making process, and wanted to communicate its industry-leading efforts to internal and external stakeholders alike. The company had learned that it was not enough just to have internal systems and data prove its environmental consciousness. The company’s carbon accounting initiative, for example, demonstrated the firm’s progress in reducing its carbon footprint; however, because it did not make use of widely accepted carbon accounting standards, Danone’s sustainability efforts were largely discounted or ignored. Now the company had to decide how to report to its various stakeholders going forward.<br><br>The A case focuses on Danone’s reporting activity in 2013, when it worked with the International Integrated Reporting Council to pilot that organization’s integrated reporting standard. The B case brings the situation forward to 2018 and discusses Danone’s work to launch its own integrated report, its efforts to become certified as a B Corporation, and its support of the United Nations’ Sustainable Development Goals.

Danone SA (Danone), a multinational food company based in Paris, had a history of social and environmental consciousness and a corporate strategy that focused on economic and social objectives. In 2013, the company was trying to ensure that this social and environmental focus was part of its decision-making process, and wanted to communicate its industry-leading efforts to internal and external stakeholders alike. The company had learned that it was not enough just to have internal systems and data prove its environmental consciousness. The company's carbon accounting initiative, for example, demonstrated the firm's progress in reducing its carbon footprint; however, because it did not make use of widely accepted carbon accounting standards, Danone's sustainability efforts were largely discounted or ignored. Now the company had to decide how to report to its various stakeholders going forward. The A case focuses on Danone's reporting activity in 2013, when it worked with the International Integrated Reporting Council to pilot that organization's integrated reporting standard. The B case brings the situation forward to 2018 and discusses Danone's work to launch its own integrated report, its efforts to become certified as a B Corporation, and its support of the United Nations' Sustainable Development Goals.

Supplement to case W18733

Supplement to case W17012.

The founder of the Access to Medicine Foundation, based in the Netherlands, had a goal to research and publish a biannual, global survey of pharmaceutical companies and their rankings, in terms of their effects in providing needed medicines to people in developing countries. When the first two iterations of the Access to Medicine Index (ATMI) were published in 2008 and 2010 (see case A), the most prominent challenges were engaging stakeholders-government, pharmaceutical firms, nonprofit organizations, investors, and others-and securing funding to support ongoing research and analyses. In 2016, the founder was preparing for the ATMI's fifth iteration (see case B, W17013), and he had a three-point focus: to improve engagement with pharmaceutical companies in an effort to increase the effect of the ATMI on companies' practices; to incorporate the views of patients into the ATMI; and to engage with governments and regulators in the developing countries, where citizens were in need of access to medicines.

The founder of the Access to Medicine Foundation, based in the Netherlands, had a goal to research and publish a biannual, global survey of pharmaceutical companies and their rankings, in terms of their effects in providing needed medicines to people in developing countries. When the first two iterations of the Access to Medicine Index (ATMI) were published in 2008 and 2010 (see case A), the most prominent challenges were engaging stakeholders—government, pharmaceutical firms, nonprofit organizations, investors, and others—and securing funding to support ongoing research and analyses. <br>In 2016, the founder was preparing for the ATMI’s fifth iteration (see case B, 9B17M011), and he had a three-point focus: to improve engagement with pharmaceutical companies in an effort to increase the effect of the ATMI on companies’ practices; to incorporate the views of patients into the ATMI; and to engage with governments and regulators in the developing countries, where citizens were in need of access to medicines.

Supplement for product 9B17M010.

In 2012, the French government was faced with the challenge of setting the standards for socially responsible investment funds. A broader issue was the set of roles and responsibilities that regulators needed to take to ensure the best interest of society and the retail market. Retail consumers were different from institutional clients because they were numerous, they may not have had access to the same information available to more sophisticated investors, and because their thoughts on the financial markets were most likely to be based on what they had read and heard in the news. The government had to decide how to go about creating standards that could be applied to socially responsible investment funds. Also see supplement 9B16N017.

Supplement to case W16607.

Supplement for product 9B16N016.

In 2012, the French government was faced with the challenge of setting the standards for socially responsible investment funds. A broader issue was the set of roles and responsibilities that regulators needed to take to ensure the best interest of society and the retail market. Retail consumers were different from institutional clients because they were numerous, they may not have had access to the same information available to more sophisticated investors, and because their thoughts on the financial markets were most likely to be based on what they had read and heard in the news. The government had to decide how to go about creating standards that could be applied to socially responsible investment funds. Also see supplement.