The vision of Anand Mahindra, Chairman of the Mahindra Group, in spearheading climate leadership in India, focusing on the proactive steps taken in steel manufacturing by Mahindra Sanyo Special Steel Limited (MSSSPL) through science-based targets is presented. Case set in 2021, when businesses in India and countries around the world were recovering from the unprecedented setbacks caused by the COVID-19 pandemic. At the October 2021 COP26 Glasgow Summit, India had committed to achieve net zero by 2070, further reinforcing the need for corporates to take massive steps in reducing their carbon footprints. Anand Mahindra and Anirban Ghosh, Chief Sustainability Officer at the Mahindra Group, believe that there is an opportunity for the Group to do more to mitigate the impacts of climate change. The case illustrates the risks posed by climate change to businesses and the business benefits of setting science-based targets that can spur increased innovation potential, greater resilience against regulatory uncertainties, improved credibility among the new generation of investors, customers, employees, and other stakeholders, as well as better competitive advantage. Three years after committing to the SBTi, climate-induced challenges had become even more critical, necessitating swifter action to cut emissions across the value chain. The case discusses GHG emissions across 3 scopes, highlighting the value chain activities that contribute to Scope 1, Scope 2, and Scope 3 emissions. MSSSPL has committed to reduce their emissions by 35% by 2030. Some of the measures adopted by MSSSPL to meet their GHG emissions reduction commitments to the SBTi such as improvements in raw material usage in various manufacturing processes, energy-efficient technologies to cumulatively reduce specific electricity and oil consumption, water use management, and waste management measures through a circular economy strategy. What more needs to be done by the company to keep up the momentum?

This case illustrates the efforts of the Mahindra Group's Agri Business and Farm Equipment divisions to drive sustainability-oriented action aimed at improving the lives of rural communities and preparing them to adapt to the impacts of climate change. It briefly describes the far-reaching consequences of climate-related disasters in terms of loss of food and nutrition security; livelihood; crop production; and losses in manufacturing, especially in developing countries such as India that are highly reliant on agriculture. The approach adopted by the Mahindra Group to tackle challenges in agriculture, such as water scarcity, food wastage, and energy-intensive practices, through affordable and energy- and resource-efficient technology is discussed. There are intense deliberations among the leaders of the Mahindra Group businesses about the way forward and concerns regarding climate-friendly innovations, which, from the perspective of the Chairman, ultimately translates into creatively reconciling the conflict between environmental goals and profitability goals. The Chairman and the Chief Sustainability Officer are firm in their belief that there are immense business opportunities in aggressively implementing sustainable practices. The leadership of the Mahindra Group is deliberating on how they can collaborate with rural communities and devise ways to improve farm-to-market linkages, reduce the costs of farm inputs, and scale up energy-efficient technology.

Set in 2005 in Hyderabad, India, the case revolves around the dilemma facing Chinta Sasidhar, a young entrepreneur and Director of Navayuga Engineering Company Limited (NECL), who was presented with an unexpected opportunity to develop Krishnapatnam Port, a greenfield seaport on the east coast of India. Sasidhar had to decide whether or not to take on the mammoth infrastructure project with all of its associated challenges, or continue working on the transformation of NECL's traditional business. Sasidhar met with Srinivas Vallabhaneni, a seasoned entrepreneur whom he regarded as an advisor, and told him about his predicament. They discussed Sasidhar's dilemma over a game of golf, the conversation taking several different turns over the course of their game. Through a series of thought- provoking questions, the case lays the framework for a thorough evaluation of the new opportunity- what Sasidhar needs to do in order to decide whether or not to go forward with the port project. This is the crux of the case-evaluating an entrepreneurial opportunity in the infrastructure sector in India.

The case "The Public-Private Partnership Hurdle Race: The Case of Delhi International Airport" is about the various challenges faced by the GMR Group who was the private partner in the Delhi Airport Modernization project. The modernization of the Delhi international airport was done under a public-private partnership (PPP). The GMR Group won this bid for the development and modernization, becoming the first private player to work with the government on an airport development venture under the PPP model. Through the experience of the GMR Group, related by its Chairman, G. M. Rao, the case explores the various setbacks and challenges to project implementation posed by the nascent and evolving PPP policy environment in he country. At the same time, the case also presents the government's viewpoint and efforts to deal with the evolution of the aviation sector in India by strengthening the PPP framework. Further, the case underlines the importance of having a strong, well-defined, unambiguous and forward looking policy environment for the successful implementation of PPP projects in India. The case also presents the complexities of making policy decisions in a democratic political system such as India's

Bringing service transformation is always a challenge for any organization. this is not anymore dependent upon the bifurcation of business as into product selling or service selling. All successful businesses are finally customer centric and experience centric. Rather They are focused on how and what the customers feel about the organization for them to want to enter into long term relationships with that company. The case of Delhi International Airport discusses the challenges faced by an entrepreneur to bring his business philosophy and values int reality. physical infrastructure is the tangible component ; behavior, attitude, empathy of the people serving the customers are intangible and critical components. Policies, Processes , Structure and Strategies are the part of the organization design. This case revolves around the complexities Rao faced and then addressed service culture issues in the face of socio economic and policy hurdles forms the learning from the case. This case posses important questions about linking the three key factors, i.e. functioning of th airport, involvement of the private player, evolution of PPP policy in India, with the vital aspect of customer service experience in the Indian airports. The case highlights the complexities of the Indian business environment where service thinking and customer centric service design are largely lacking. It focuses on the entrepreneurs decisions to align the various stakeholders to create service experience for airport customers.