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The case was devised using secondary sources of data collection from annual reports, sustainability reports and the Hindustan Petroleum Corporation Limited (HPCL) website. These documents provided insights into the HPCL’s sustainability initiatives, financial performance and disclosure practices. Other data were obtained through the websites of the relevant businesses/sectors.

In March 2022, Pushp Kumar Joshi, chairman and managing director of HPCL, contemplates the oil giant’s sustainability strategy amid challenges. Despite a 38% revenue increase in financial year 2021–2022, profits dropped because of reduced refinery capacity. HPCL, a major player in India’s oil and gas industry, recognized the need to align with climate goals and changing consumer expectations. Joshi emphasized stakeholder engagement, carbon mitigation, technology adoption and transparent environmental, social and governance (ESG) reporting. A materiality assessment highlighted key issues like gender diversity, air quality and the low-carbon transition. Joshi grapples with balancing profitability and sustainability amid stakeholder pressure and market fluctuations, seeking advice from the sustainability team for the future.

This can potentially be a case study for a business management course, particularly focusing on sustainability, corporate social responsibility and strategic decision-making. It could be used at both the undergraduate and graduate levels in courses related to business administration, sustainability management, corporate strategy, environmental management or stakeholder engagement. The case could be analyzed to discuss the challenges and opportunities faced by a company like HPCL in balancing profitability and sustainability, developing effective sustainability strategies, integrating ESG considerations and managing stakeholder expectations.

Teaching notes are available for educators only.

The built environment

This case can be used for undergraduate and post graduate level business and management studies. The topics identified for this case study would be environmental management applicable to green management, corporate sustainability and financial planning, buildings conservation, sustainable constructions and projects and the hospitality industry.

Mr Niranjan Khatri is one of the people involved in ITC's successful implementation of green management techniques. The key issue causing concern to management is how they initiate this new concept to the already existing and functional hotels in the country. The second key challenge is managing their stakeholders. Being in the service industry, customer service and convenience is of prime importance and at times they may be in conflict with the sustainability agenda of ITC.

Students should be able to analyse the importance of environmental management in the hospitality industry; recognize the operational constraints and legal obligations surrounding environmental performance in hospitality and tourism, Interpret environmental theory and work out an implementation plan for implementing environmental management in hotels.

Teaching note.

Strategic management is the focus area in this case study, so it is important to consider different sources of information to make strategic decisions. Considering the different options of Wine Cooperative of Vidigueira Cuba & Alvito (ACVCA), it is necessary to know the strengths and weaknesses of each option and identify respective opportunities and threats. Additionally, it is important to know the case study object (such as operating specific characteristics, products and management model); the competition; the evolution of the wine sector in Portugal and worldwide; the evolution of the tourism sector in Portugal and worldwide; and new trends in wine and tourism.

In January 2018, Mr Jose, leader of the Board of Directors (BD) of the ACVCA, one of Portugal’s oldest wine cooperatives, located in the south of the country, in the Alentejo region, is preparing the first meeting with the newly elected BD. Addressing the strategy and sustainability for the next term of the BD is mandatory! Mr Jose will have to open the game and lift the veil. Should all their eggs be put in one basket? Or could diversification be the way? Sustainability, in its three pillars (economic, environmental and social), is mandatory, never forgetting that the cooperators want respective income guaranteed. “We can’t risk everything”, thinks Mr Jose! But ACVCA’s affirmation undoubtedly depends on its ability to take risks, to innovate and seek new answers for new audiences! The BD will have to make decisions that lead not only to the affirmation of the brand but also to its renown and to the ACVCA’s sustainable growth. There are several possible options. However, it is necessary to define a path that guarantees the stability achieved, but that allows new markets to be reached and new challenges embraced: increase production capacity, invest in internationalisation, focus on segmentation through innovation, diversification of product or diversification of business area. Wine tourism is a possible way, but how can it be done sustainably and differently? We will have to use creativity and take advantage of our strengths, traditions and customs, intangible and tangible capital and our material and immaterial heritage. It can be done through Amphora wine, produced from its exclusive centuries-old grape varieties. These issues will have to be discussed with all the BD members in the next meeting. Considering the crucial role of cooperatives in the development of the regions where they are located, the success of the strategy is extremely important not only for ACVCA, but also for all its stakeholders. Strategic management decisions in a cooperative always have a double objective: on the one hand, to satisfy the interests of the cooperators and, at the same time, to meet the interests of the market and assert its positioning in an increasingly competitive sector.

This case study is intended for:▪ undergraduate students in management, agricultural economy and tourism;▪ executive management course students;▪ Master’s students in strategy, marketing, tourism and agricultural economy; and▪ PhD students in social economy and tourism.This case can have different levels of difficulty depending on the scientific area of the students and whether the cycle of studies is more or less advanced. Resolution of the case may require the following pre-requisites:▪ basic-level knowledge on statistics;▪ medium-level knowledge on managerial accounting, economics and finance; and▪ good level of knowledge on strategic management and on cooperativism theories.

The case has been tested and proved significant as a part of executive educative courses. Students and participants are pushed to consider practical options. The audience for this case study could be BBA students, MBA students, postgraduate management students or students who chose marketing as their area of specialization.

• Strategic management courses/modules at the intermediate level.

• Marketing management courses/modules at the entry/intermediate level.

When the instructor wants to discuss marketing models like segmentation, targeting, positioning (STP) or marketing strategy model during the course, he or she may use this example.

This instructor’s manual accompanies the case entitled “Krishivan Agri Tourism: Challenges for Sustainability.” This case study highlights the entrepreneur’s struggles with his resort’s limited audience, lower weekday occupancy and weekday reach. The government’s declaration of a lockdown and the COVID-19 epidemic ultimately led to financial losses and stressed cash flow. The businessman understood the enormous potential of the Indian agritourism market. It was a turbulent time for him to evaluate his strategies to sustain in the market. The case illustrates the owner’s struggle to survive and prosper in a commercial setting. The scenario can be used by the instructors to talk about risk mitigation strategies such as promotion, marketing and strategy analysis. Readers must consider difficulties related to corporate success strategically. The proposed responses to the discussion questions in the instructors’ manual are provided here. It can be taught in management courses to handle topics like marketing management, strategic marketing, STP and entrepreneurship, among others.

Marketing management and strategic marketing in Management courses at the intermediate level.

After completion of this case study, students will be able to help participants appreciate how the personal experiences of the founder(s) shape the inception of a social venture and impact its ongoing evolution; elucidate the intricacies and challenges inherent in managing a mission-driven organization dedicated to serving the underserved segments of society; emphasize the difficulties associated with exploring opportunities for scaling up a social venture; and facilitate comprehension of the various options and strategies available for achieving scalability.

The Kalinga Institute of Social Sciences (KISS), founded in 1992–1993 by Prof. Achyuta Samanta in Bhubaneswar, was a pioneering institution with a distinctive focus on providing high-quality education at all levels, exclusively to tribal students. From its inception, KISS remained unwavering in its commitment to the holistic development of marginalized tribal communities. It offered not just free education but also comprehensive support, including accommodation, food and health care, to thousands of students spanning from kindergarten to post-graduation levels. Remarkably, KISS held the unique distinction of being the world’s only university dedicated to tribal education. Over the years, KISS witnessed remarkable growth, evolving from a modest 125 students in 1992–1993 to a thriving community of 30,000 students. Its success garnered attention from federal and state governments, public institutions, philanthropists and corporations, all intrigued by the prospect of replicating its transformative model in diverse regions of the country. KISS even received invitations to establish similar campuses in neighbouring countries such as Sri Lanka, Bangladesh and Nepal. What set KISS apart was its self-sustaining approach. While it did receive support from like-minded organizations and government schemes, it operated without charging any fees to its students. This ethos posed a unique challenge for Samanta: determining the nature and extent of support and resources required should KISS choose to expand its impact beyond its current boundaries.

This case study is suited for inclusion in courses pertaining to social innovation and non-profit management, particularly in modules around the theme of scaling social innovation. It provides an illustration of the growth trajectory of social innovation-oriented ventures and the key factors underlining their success and sustainability. Furthermore, this case study delves into the inherent tensions that often emerge during the process of scaling up such initiatives.

In addition to the MBA-level courses, this case study can also be used as a resource for executive education programs with a specific focus on social purpose organizations and those dedicated to fostering partnerships in pursuit of social goals. It offers insights into the dynamics of these organizations and their collaborative efforts towards achieving social impact.

To effectively explore and analyse the case material, instructors should allocate approximately 70–90 min of class discussion time.

Teaching notes are available for educators only.

CSS11: Strategy.

The case illustrates the social entrepreneurial journey of Ramdev who developed Patanjali Yogpeeth as a successful enterprise that provides low-cost physical and mental treatment through the ancient science of yoga. The case provides a perspective on the reasons for the success of Patanjali as a social brand in such a small time scale and also addresses the controversies associated with it.

Using secondary sources, the study describes the philosophy, infrastructure, innovations, marketing and promotional practices of the organization. It also seeks answers to the challenges faced by the social entrepreneur to fulfill his social mission.

The case is best suited for courses on entrepreneurship, social entrepreneurship and marketing of non-profit organization in both MBA and executive programs. Students who have an interest in starting their own venture or social enterprise will find it more relevant and interesting.

Suitable for MBA, EMBA, and executive education programs, this case uses the complexities of the oil industry to set the stage to unfold a stakeholder analysis on BP's growth and opportunity in the renewable energy sector. This public sourced case offers a discussion about the firm's overall strategy, post Gulf Oil spill, moving forward. The case describes how within a single decade, BP had emerged as one of the largest energy companies in the world. Within that scope, BP had an odd achievement: It had been building an alternative energy business and had gained a reputation as being an oil company with a regard for the environment. Then a series of preventable accidents, in the United States in particular, started to chip away at the firm's status. In a matter of five years, BP went from celebrating its most profitable period to finding itself selling assets while industry watchers wondered whether the company would survive after being responsible for the largest oil spill in the United States. Shortly following the Gulf oil spill, Robert Dudley, a legacy Amoco executive, was appointed to replace Tony Hayward, the beleaguered BP group chief executive and director. Besides the oil spill and ongoing cleanup, Dudley had slumping revenues (even before the Deepwater tragedy) and a huge rebuilding task ahead of him. Not only did he have a multinational energy company to run, but Robert Dudley had to rehabilitate the Gulf of Mexico ecosystem, compensate all who suffered loss as a result of the damage, and repair the firm's shabby reputation. Dudley needed to implement a sound long-term strategy. How would his former division—renewable energy and alternative activities—fit into his plans?

On completion of the case, the students will be able to understand the concept and importance of sustainability; understand how triple bottom line can help a company make a transition towards sustainability; evaluate the tensions between the three pillars of triple bottom line approach; assess the role of circular economy model as opposed to the conventional linear model in the transition of a company towards sustainability; and understand the sustainability challenge in an emerging market context.

Despite the promising growth potential of the plastics industry in India, it is faced with sustainability challenges owing to its detrimental impact on environment. To preserve the environment and human kind, the government made a bold announcement in 2018 to eliminate the use of highly polluting single-use plastics (SUPs) in the country. Amid this growing sustainability threat against plastics and the fall in demand of SUP items, this case illustrates that Sandip Patel, the plant manager of Cello Plastotech, is entrusted by the CEO with the responsibility of adopting a triple bottom line approach encompassing its three pillars, that is, people, planet and profits, as a response to the sustainability challenge. The strategic rethinking towards adopting sustainability required Patel to face the challenge of striking a balance between the three pillars of triple bottom line while also taking some valuable insights for plastic waste management from the circular economy model. While making a transition to sustainability, he needed to evaluate different options like stopping the manufacture of SUPs and look for alternatives, use of biodegradable raw material which was expensive but environment friendly or manufacture such durable plastic products that would replace SUPs.

The case is aimed at teaching the topic Triple Bottom Line approach in the courses of business strategy and sustainability in under-graduate and post-graduate level courses in the discipline of Management. It can also be used as a supplementary reading in courses like Corporate Social Responsibility and Circular Economy. In emerging markets’ context, these topics are generally taught to MBA students in courses like strategic management, sustainable business and business ethics.

Teaching notes are available for educators only.

CSS 11: Strategy.

Upon completion of this study, students will be able to define, explain and describe sustainability and its application in the business context; learn and demonstrate their understanding of current practices, processes and operations in companies that are aligned to business sustainability by identifying such in the case study to enable them to provide relevant examples; discuss and describe sustainable operations and practices across different industries; identify sustainable themes in manufacturing sectors and other related industries; and identify sustainable strategies for production and manufacturing processes.

This case study focused on Gunung Raja Paksi (GRP), a steel manufacturing company in Indonesia, with a portfolio in steel trading, cement plants and carbon markets. The case study covered the COVID-19 crisis period, especially the year 2020, which disrupted the normal operations of businesses and subjected the community to economic challenges. The emergence of GRP’s prominence in sustainable business attributed to the initiatives advanced by Kimin Tanoto, the chief executive officer (CEO) and chairperson of the Indonesia Iron and Steel Association (IISIA). Kimin Tanoto assumed leadership of GRP, a family-owned business, in 2018, despite being the second son. At the time of Kimin’s induction into the board of commissioners, two main challenges – the impacts of the COVID-19 pandemic, which disrupted the supply chains, and the company culture that resisted sustainable business approaches – acted as detriments to profit-making. Sustainable efforts, however, contributed to noticeable success during and after the COVID-19 crisis.

The case is suitable for instructions in undergraduate courses in Bachelor of Engineering (BEng) in Sustainable Resources, Engineering and Management, Bachelor in Sustainable Environmental Management, Bachelor of Culture and Arts in Smart and Sustainable Design, Bachelor in Sustainable Solutions and Bachelor of Science (BSc) in Sustainable Use of Natural Resources, and other instructions on sustainable practices.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.

Sustainable development; business, government, and society.

The case is designed to be taught to students at MBA and MA level.

In February 2009, Justin Smith, manager of the good business journey at Woolworths, a leading South African department store, was a worried man. Woolworths had launched its five-year sustainability strategy just under two years before. After undertaking an impact assessment, Smith was concerned that the original targets – which covered transformation, social development, the environment and climate change – had been set without a clear understanding of exactly what it would take to achieve them. Woolworths had recently identified ten key risk areas that impacted on the achievement of its original goals. If the sustainability goals were not reached, Woolworths could lose credibility among its shareholders, staff, and consumers. What did Woolworths need to do to ensure that it achieved its sustainability goals? And had the company been too ambitious in the targets it had set initially, he wondered?

To examine the differences, if any, between sustainable development in South Africa and other developing nations and sustainable development in developed nations; to impart an understanding of sustainability in its broadest sense; to investigate the challenges in implementing sustainability strategies in business; to look at ways of measuring the success of sustainability strategies; and to explore whether and how sustainability strategies should differ across industry sectors and across companies.

Teaching notes.