Agility is a global logistics provider, based in Kuwait. In 2006, it reorganized and joined the ranks of the top ten global logistics providers worldwide. Following this reorganization, CEO Tarek Sultan took the initiative to give greater definition to his company's corporate social responsibility (CSR) profile. Shortly after his first company-wide statement, humanitarian crisis emerges in Lebanon. Urged on by its employees from the region, including the 120 employees and company office located in Lebanon, the company reaches out to assist the international humanitarian relief effort. The case chronicles the unique position of this global company as a humanitarian partner. Agility's assets build on its position as an emerging market multinational, and the unique assets of its employees from the regions. Leveraging those assets, Agility offers its services in partnership with the international humanitarian relief effort in Lebanon.

P&G's PuR: Purifier of Water, a household water treatment sold in small sachets, was developed by P&G, in collaboration with the US Centers for Disease Control (CDC), and targeted 'bottom of the pyramid' (BOP) households, where water treatment facilities are often lacking. The product was a technological and public health success, but a commercial market failure (Case A). Internal stakeholders, however, believed in the effort. They re-positioned the initiative as a corporate social responsibility (CSR) venture, and found support within P&G's corporate organization, where it ultimately became a centerpiece of P&G's global CSR portfolio (Case B). The case chronicles the journey from product development for the commercial market, to CSR-supported BOP partnerships with the non-profit sector. A related case is available, exploring P&G's social marketing partnership with the global NGO, Population Services International (PSI): 'Procter & Gamble and Population Services International (PSI): Social Marketing for Safe Water'.

P&G's PuR: Purifier of Water, a household water treatment sold in small sachets, was developed by P&G, in collaboration with the US Centers for Disease Control (CDC), and targeted 'bottom of the pyramid' (BOP) households, where water treatment facilities are often lacking. The product was a technological and public health success, but a commercial market failure (Case A). Internal stakeholders, however, believed in the effort. They re-positioned the initiative as a corporate social responsibility (CSR) venture, and found support within P&G's corporate organization, where it ultimately became a centerpiece of P&G's global CSR portfolio (Case B). The case chronicles the journey from product development for the commercial market, to CSR-supported BOP partnerships with the non-profit sector. A related case is available, exploring P&G's social marketing partnership with the global NGO, Population Services International (PSI): 'Procter & Gamble and Population Services International (PSI): Social Marketing for Safe Water'.