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In April 2021, the chair and managing director of India’s JSW Steel Limited (JSW Steel) was facing questions about how to encourage sustainability in an expanding company. JSW Steel was the flagship company of the JSW Group, which started with a small steel plant in 1982 and grew into a conglomerate with interests in steel, cement, infrastructure, energy, paints, and sports. Steelmaking had numerous impacts on the environment. To offset the impact on the environment, JSW Steel had decided to use its by-product, slag, to manufacture cement. The managing director was acutely aware of sustainability concerns and was focused on making his sustainability vision a reality. JSW Steel was at the cusp of a large capacity expansion that would come from existing projects as well as inorganic growth through acquisitions, and both modes of expansion posed challenges for sustainability at JSW Steel.

In April 2021, the chair and managing director of India's JSW Steel Limited (JSW Steel) was facing questions about how to encourage sustainability in an expanding company. JSW Steel was the flagship company of the JSW Group, which started with a small steel plant in 1982 and grew into a conglomerate with interests in steel, cement, infrastructure, energy, paints, and sports. Steelmaking had numerous impacts on the environment. To offset the impact on the environment, JSW Steel had decided to use its by-product, slag, to manufacture cement. The managing director was acutely aware of sustainability concerns and was focused on making his sustainability vision a reality. JSW Steel was at the cusp of a large capacity expansion that would come from existing projects as well as inorganic growth through acquisitions, and both modes of expansion posed challenges for sustainability at JSW Steel.

Birla Cellulose, a part of India’s large conglomerate Aditya Birla Group, manufactured viscose fibre, which came from wood and was naturally sustainable. In 2017, the Changing Markets Foundation (CMF) brought out a report titled Dirty Fashion, which described the environmental damage caused by manufacturing practices used in viscose fibre production. The report detailed impacts on the environment, bodies of water, and communities around viscose manufacturing plants. Birla Cellulose responded to the report by collaborating with CMF and making significant changes to its manufacturing processes to comply with the highest standards around the globe. It ensured that its raw materials were responsibly sourced and that its products were responsibly manufactured and then properly handled at the end of their lives. The company was proud of its achievements. At the same time, it recognized that it needed to do more. In late 2019, the company’s business director wondered how to make the company even more sustainable. What level of investment would be required? How could it adapt to changing consumer preferences and still retain the benefits it had recently gained?

Birla Cellulose, a part of India's large conglomerate Aditya Birla Group, manufactured viscose fibre, which came from wood and was naturally sustainable. In 2017, the Changing Markets Foundation (CMF) brought out a report titled Dirty Fashion, which described the environmental damage caused by manufacturing practices used in viscose fibre production. The report detailed impacts on the environment, bodies of water, and communities around viscose manufacturing plants. Birla Cellulose responded to the report by collaborating with CMF and making significant changes to its manufacturing processes to comply with the highest standards around the globe. It ensured that its raw materials were responsibly sourced and that its products were responsibly manufactured and then properly handled at the end of their lives. The company was proud of its achievements. At the same time, it recognized that it needed to do more. In late 2019, the company's business director wondered how to make the company even more sustainable. What level of investment would be required? How could it adapt to changing consumer preferences and still retain the benefits it had recently gained?

Welspun India Limited (Welspun) was a global leader in home textiles, supplying to top global retailers like Costco Wholesale Corporation, IKEA, Tesco plc, and Bed, Bath and Beyond, Inc. Welspun undertook many sustainability actions like eliminating freshwater usage through a sewage treatment plant in Anjar, improving energy efficiency in manufacturing and reducing greenhouse gas emissions, using transportation modes to leave a smaller carbon footprint, and creating products out of waste material. In order to move forward, the chief executive officer needed to decide how to use sustainable fashion to gain a competitive advantage. Was becoming a circular company the answer? If so, what steps needed to be taken for Welspun to become circular?

Welspun India Limited (Welspun) was a global leader in home textiles, supplying to top global retailers like Costco Wholesale Corporation, IKEA, Tesco plc, and Bed, Bath and Beyond, Inc. Welspun undertook many sustainability actions like eliminating freshwater usage through a sewage treatment plant in Anjar, improving energy efficiency in manufacturing and reducing greenhouse gas emissions, using transportation modes to leave a smaller carbon footprint, and creating products out of waste material. In order to move forward, the chief executive officer needed to decide how to use sustainable fashion to gain a competitive advantage. Was becoming a circular company the answer? If so, what steps needed to be taken for Welspun to become circular?

The chief information officer and head of human resources at Hero MotoCorp Limited, India's largest two-wheeler company, was responsible for overseeing the company's corporate social responsibility (CSR) programs. Under his leadership, the company's CSR team had started an ambitious project to provide livelihood and skills training to girls and women from marginalized socio-economic backgrounds. By March 2019, the program had helped many women become financially independent by providing training and opportunities to earn a living. These women otherwise lacked the resources and family support to gain employment or start their own business. However, the head of CSR wondered whether or not the company had done enough for women to reach their goals and become independent. Although the various CSR programs at Hero MotoCorp Limited had been successful, how could the company scale up its CSR programs for greater impact to help more girls and women?

The chief information officer and head of human resources at Hero MotoCorp Limited, India’s largest two-wheeler company, was responsible for overseeing the company's corporate social responsibility (CSR) programs. Under his leadership, the company's CSR team had started an ambitious project to provide livelihood and skills training to girls and women from marginalized socio-economic backgrounds. By March 2019, the program had helped many women become financially independent by providing training and opportunities to earn a living. These women otherwise lacked the resources and family support to gain employment or start their own business. However, the head of CSR wondered whether or not the company had done enough for women to reach their goals and become independent. Although the various CSR programs at Hero MotoCorp Limited had been successful, how could the company scale up its CSR programs for greater impact to help more girls and women?

Incorporated in 1983 in Uttar Pradesh, India, GHCL Limited had established itself by 2018 as a well-diversified group operating in chemicals, textiles, and consumer products segments. The home textiles division had launched a new line of bedsheets called Rekoop-a polyester fibre, extracted from recycled plastic bottles and combined with cotton to produce Rekoop bedsheets. The fibre also contained a DNA marker that enabled tracing of the product from fibre to finished product. The textile division was known for its low prices and weak business performance; to overcome that, the company believed that Rekoop could sell for higher prices and move the division's focus from volumes to margins. Rekoop could provide brand salience, visibility, and higher prices. However, the president and chief executive officer of the home textile division faced many decisions-what distribution strategy to follow, how to get stores and customers to buy the product, how to increase customer awareness, what price points to use, how to maintain brand salience, and above all which markets to enter.

Incorporated in 1983 in Uttar Pradesh, India, GHCL Limited had established itself by 2018 as a well-diversified group operating in chemicals, textiles, and consumer products segments. The home textiles division had launched a new line of bedsheets called Rekoop—a polyester fibre, extracted from recycled plastic bottles and combined with cotton to produce Rekoop bedsheets. The fibre also contained a DNA marker that enabled tracing of the product from fibre to finished product. The textile division was known for its low prices and weak business performance; to overcome that, the company believed that Rekoop could sell for higher prices and move the division’s focus from volumes to margins. Rekoop could provide brand salience, visibility, and higher prices. However, the president and chief executive officer of the home textile division faced many decisions—what distribution strategy to follow, how to get stores and customers to buy the product, how to increase customer awareness, what price points to use, how to maintain brand salience, and above all which markets to enter.

Toyota Kirloskar Motor Company Private Limited (TKM) was a leading car manufacturer in India, one engaged in a significant level of corporate social responsibility activities. TKM focused on health and hygiene issues in rural and semi-urban districts in India, as sanitation was a significant concern there. TKM's efforts to facilitate the improvement of health and hygiene among its program beneficiaries had met with considerable success. The company was now looking to expand the project to increase its coverage. The ambitious multi-year program plan raised several questions: Could the number of targeted beneficiaries be achieved? What challenges were likely to arise? How should the company select an implementation partner?

Toyota Kirloskar Motor Company Private Limited (TKM) was a leading car manufacturer in India, one engaged in a significant level of corporate social responsibility activities. TKM focused on health and hygiene issues in rural and semi-urban districts in India, as sanitation was a significant concern there. TKM's efforts to facilitate the improvement of health and hygiene among its program beneficiaries had met with considerable success. The company was now looking to expand the project to increase its coverage. The ambitious multi-year program plan raised several questions: Could the number of targeted beneficiaries be achieved? What challenges were likely to arise? How should the company select an implementation partner?

In 2013, the Indian government passed a new Companies Act that mandated a two per cent spend on corporate social responsibility (CSR). This amount needed to be spent on activities over and above the normal course of business. As a result, the senior vice-president of corporate affairs for Nestlé India was facing a complex problem. He needed to revisit all existing programs—the ones covered under the normal course of business and the ones that had no relationship with the normal course of business—and then decide which ones to extend further. Any decision to discontinue programs would have an adverse impact on the company and on the many people who had come to depend on them. What was he to do?

Hero MotoCorp Ltd. (HMCL) was the largest two-wheeler company in India, a country with one of the highest rates of road accidents in the world. HMCL realized that a cause marketing campaign around road safety could benefit the company in two ways—it could raise issues around road safety to benefit the greater society, and it could create a unique positioning for the company. HMCL created a multi-level campaign that created visibility and worked at the ground level to create behaviour change.<br><br>HMCL’s multi-level cause marketing campaign reached a large section of the population, but challenges lay ahead in measuring the success of the road safety campaign. The head of corporate social responsibility at the company had to determine how to measure the success of the campaign and whether to continue it.

Hero MotoCorp Ltd. (HMCL) was the largest two-wheeler company in India, a country with one of the highest rates of road accidents in the world. HMCL realized that a cause marketing campaign around road safety could benefit the company in two ways-it could raise issues around road safety to benefit the greater society, and it could create a unique positioning for the company. HMCL created a multi-level campaign that created visibility and worked at the ground level to create behaviour change. HMCL's multi-level cause marketing campaign reached a large section of the population, but challenges lay ahead in measuring the success of the road safety campaign. The head of corporate social responsibility at the company had to determine how to measure the success of the campaign and whether to continue it.

In 2013, the Indian government passed a new Companies Act that mandated a two per cent spend on corporate social responsibility (CSR). This amount needed to be spent on activities over and above the normal course of business. As a result, the senior vice-president of corporate affairs for Nestlé India was facing a complex problem. He needed to revisit all existing programs-the ones covered under the normal course of business and the ones that had no relationship with the normal course of business-and then decide which ones to extend further. Any decision to discontinue programs would have an adverse impact on the company and on the many people who had come to depend on them. What was he to do?

In 2016, Dalmia Bharat Cement Limited (Dalmia Cement) and its agency, the Dalmia Bharat Foundation, worked in the areas of sustainability and corporate social responsibility. It worked with communities in the neighbourhoods of its plants and with rural communities in many other areas, focusing on soil and water conservation. In 2016 there was a growing concern that its water harvesting structures and methods of soil protection and improvement were no longer good enough. A measure that valued water in financial terms was required to help justify the foundation's targets and funding. The company tasked interns from a well-known management institute with searching for such a measure.

Instructor Spreadsheet for product 8B17M129.

In 2016, Ambuja Cements Limited (Ambuja Cement) was one of the largest cement companies in India. Company operations required the use of water for cooling, dust suppression, and domestic needs, but the use of water stressed the water resources at some of the company’s locations. Ambuja Cement thus identified the availability of water as a risk area for the organization and made water conservation a key element of their sustainability agenda. By virtue of its sustainability initiatives, Ambuja Cement became one of the first cement companies in the world to be certified as water positive. The company wanted to account for both the social and economic value its water conservation efforts generated. However, valuing water was a complex task involving many considerations, such as water sources and uses, the social value of water, water scarcity, and exchange rates.

In 2016, Ambuja Cements Limited (Ambuja Cement) was one of the largest cement companies in India. Company operations required the use of water for cooling, dust suppression, and domestic needs, but the use of water stressed the water resources at some of the company's locations. Ambuja Cement thus identified the availability of water as a risk area for the organization and made water conservation a key element of their sustainability agenda. By virtue of its sustainability initiatives, Ambuja Cement became one of the first cement companies in the world to be certified as water positive. The company wanted to account for both the social and economic value its water conservation efforts generated. However, valuing water was a complex task involving many considerations, such as water sources and uses, the social value of water, water scarcity, and exchange rates.