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This case focuses on Pfizer, the largest research-based pharmaceutical company globally with sales of over $51 billion and operations in 175 countries in 2013. It introduces students to the field of green chemistry and discusses the business and environmental effects of such a strategy. While Pfizer has measured the benefits of green chemistry, communicating these externally has been challenging. In addition, manufacturers of generic drugs largely have not embraced green chemistry. As the first lead of Pfizer's Green Chemistry team, the first of its kind in the industry, how will you prepare for a meeting with your team's steering team to address progress and new initiatives? You will have to understand the complex market by, for example, identifying key drivers for other pharmaceutical companies, including generics, for adopting green chemistry. How should Pfizer communicate the impact of its sustainability efforts, including "greener" drugs, to the public?

This case focuses on Pfizer, the largest research-based pharmaceutical company globally with sales of over $51 billion and operations in 175 countries in 2013. It introduces students to the field of green chemistry and discusses the business and environmental effects of such a strategy. While Pfizer has measured the benefits of green chemistry, communicating these externally has been challenging. In addition, manufacturers of generic drugs largely have not embraced green chemistry. As the first lead of Pfizer’s Green Chemistry team, the first of its kind in the industry, how will you prepare for a meeting with your team’s steering team to address progress and new initiatives? You will have to understand the complex market by, for example, identifying key drivers for other pharmaceutical companies, including generics, for adopting green chemistry. How should Pfizer communicate the impact of its sustainability efforts, including “greener” drugs, to the public?

This case examines the business options for implementing a company-wide product take-back program. It focuses on PerkinElmer, a $1.9 billion global technology company developing diagnostics and biomedical products for the environmental and human health sectors. The company, which operates in more than 150 countries, is committed to community engagement, sustainable and ethical business practices and eco-innovative products, including a commitment to continuously reducing the environmental and health impacts of its products throughout their useful lives. As of 2012, PerkinElmer was required to comply with two European Union regulations restricting hazardous substances and monitoring the disposal of electronic waste, but there were no similar broad-based federal U.S. regulations at that time. One of the European Union directives required the company to practise end-of-life management, that is, to take back and responsibly manage its products at the end of their useful lives. PerkinElmer used a study group at Boston College to examine the different options for handling old products and to discover if there was a profitable or at least profit neutral business model for doing so, in light of what its competitors were doing in this area. If the benefits outweigh the risks, how should the company roll out a corporate-wide product take-back strategy?

This case focuses on Solutions Care Association (SCA) — a nonprofit health care organization established in 2000 that quickly became a leader in environmental stewardship and social responsibility. With headquarters in Nevada, United States, the company had a strong mission and socially responsible culture, which helped attract talent and launch social and environmental initiatives. Despite its numerous achievements and awards, however, there was limited awareness internally and externally about these initiatives and their impact on business and society. In addition, the company did not have a comprehensive way to track and report these achievements. As an emerging leader of the integrated health care plan in the United States, Solutions Care Association had both the responsibility and the opportunity to be a model of what American health care should look like. With growing concerns over and scrutiny of the health care industry, there was no better time for Solutions Care Association to continue to strengthen its leadership position in addressing key social and environmental problems, such as providing affordable health care, reducing climate change impacts, phasing out toxic chemicals and creating a safe, culturally sensitive, and supportive environment for employees, patients, and suppliers.

This case focuses on Solutions Care Association (SCA) - a nonprofit health care organization established in 2000, which quickly became a leader in environmental stewardship and social responsibility. With headquarters in Glenbrook, Nevada, the company had a strong mission and socially responsible culture, which helped attract talent and launch social and environmental initiatives. Despite its numerous achievements and awards, however, there was limited awareness internally and externally about these initiatives and their impact on business and society. In addition, the company did not have a comprehensive way to track and report these achievements. As an emerging leader of the integrated health care plan in the United States, Solutions Care Association had both the responsibility and the opportunity to be a model of what American health care should look like. With growing concerns and scrutiny of the health care industry, there was no better time for Solutions Care Association to continue to strengthen its leadership position in addressing key social and environmental problems, such as providing affordable health care, reducing climate change impacts, phasing out toxic chemicals and creating a safe, culturally sensitive and supportive environment for employees, patients and suppliers.<br><br>The overall goal of the case is to use the provided information from a comprehensive company assessment to identify a few key areas where Solutions Care Association can focus and demonstrate industry leadership while also supporting the bottom line. A set of key questions is included to guide students' discussion around critical issues for building an integrated CSR strategy for Solutions Care Association, considering its culture, structure and present level of corporate citizenship management.

This case focuses on New Balance, a privately held company and the fourth largest athletic footwear manufacturer in the world. Founded over 100 years ago, New Balance has a strong social responsibility culture and mission established by its owners. Its commitment to employees, for example, was expressed through maintaining domestic manufacturing in the United States (the only large footwear manufacturer to do so presently) and avoiding layoffs in the deep recession of 2007-2009. In the late 1990s, the company established the Responsible Leadership Steering Committee to address human rights issues in overseas factories. Throughout the years, private ownership had allowed New Balance to take risks and make choices that publicly held companies might not have been able to do; at the same time, private ownership also meant lower pressures to disclose social and environmental performance. The owners were also very humble and hesitant to talk aloud about social responsibility. As a global player, the present challenge for the company has become to move corporate social responsibility (CSR) to the next level from doing what's right to fully integrating CSR into the business strategy. The overall goal of the case is to use the provided information from a comprehensive company assessment to identify a few key areas where New Balance can focus on and demonstrate industry leadership while also supporting the bottom line. A set of key questions is included at the end of the paper to guide student's discussion around critical issues for building an integrated CSR strategy for New Balance, considering its culture, structure and present level of corporate citizenship management.

"This case focuses on New Balance - a privately held company and the fourth largest athletic footwear manufacturer in the world. Founded over 100 years ago, New Balance has a strong social responsibility culture and mission established by its owners. Its commitment to employees, for example, was expressed through maintaining domestic manufacturing in the United States (the only large footwear manufacturer to do so presently) and avoiding layoffs in the deep recession of 2007-2009. In the late 1990s, the company established the Responsible Leadership Steering Committee to address human rights issues in overseas factories. Throughout the years, private ownership had allowed New Balance to take risks and make choices that publicly held companies might not have been able to do; at the same time, private ownership also meant lower pressures to disclose social and environmental performance. The owners were also very "humble" and hesitant to talk aloud about social responsibility. As a global player, the present challenge for the company has become to move corporate social responsibility (CSR) to the next level - from "doing what's right" to fully integrating CSR into the business strategy. The overall goal of the case is to use the provided information from a comprehensive company assessment to identify a few key areas where New Balance can focus on and demonstrate industry leadership while also supporting the bottom line. A set of key questions is included at the end of the paper to guide students' discussion around critical issues for building an integrated CSR strategy for New Balance, considering its culture, structure and present level of corporate citizenship management."