Case Study Award

Case Study Awards

Case Title Abstract
1. Dr. Jim Yong Kim’s Dilemma: International Finance Corporation and the Tata Mundra Power Plant

Winner in the Sustainable Finance Track in the oikos Case Writing Competition 2015.
The case study is about the dilemma faced by Dr. Jim Yong Kim (Kim), President of the World Bank Group, related to the International Finance Corporation’s (IFC) funding of the Tata Mundra Project in India. The Mundra plant was one of the Ultra Mega Power Projects (UMPPs) conceived with the objective of providing cheap electricity to the power-starved states of India. Coastal Gujarat Power Limited (CGPL), a wholly-owned subsidiary of Tata Power, implemented the project with funds from various organizations including a funding of US$450 million from IFC. IFC’s ‘Office of the Compliance Advisor/Ombudsman’ (CAO) did an extensive investigation and found evidence which validated the main aspects of the Machimar Adhikar Sangharsh Sangathan’s (MASS) complaint that the project had a severe impact on the environment, sea water, water level, soil, air, natural habitats, marine life, fish population, livelihood, and health and society as a whole. However, the IFC management rejected the findings and Kim faced the criticism that he was toeing the management line. On the other hand, if he did a U-turn and accepted the finding of the CAO, he would have to stop the sustainable financing of US$450 million to the Tata Mundra project, which was established with the objective of providing cheap and reliable electricity to millions of people of developing India.
2. Apple and Conflict Minerals: Ethical Sourcing for Sustainability

Second prize in the Corporate Sustainability track in the oikos Case Writing Competition 2015.
The success of Apple Inc.’s products like the iPhone and the iPad made the company rely on manufacturers in Asia to produce its products at a lower cost. Since these manufacturers were not too particular about checking the origins of the minerals they used, Apple had to face accusations by activists that it was using conflict minerals in its products. Apple took various initiatives to tackle the challenge of conflict minerals after it started facing the heat from the activist groups in 2010. Despite all the efforts made by it, the company faced an uphill task. The questions before Apple were: What more could it do to ensure that all its products were free of conflict minerals? How could it ensure that the procurement of minerals through its supply chain did not profit armed groups in producer countries? How could it assure stakeholders that their products did not contain any primary commodities that were linked to the funding of conflicts? How could it ensure all these, while also seeing to it that the action taken by the company did not have an adverse effect on the livelihoods of people who worked in and around artisanal mines and their communities.
3. From Sweatshops to Sustainability: Wal- Mart’s Journey in Bangladesh

Runners up in the Corporate Sustainability Track of the oikos Case Writing Competition 2015.
Walmart, the largest company in the world by revenue as of 2014, operated on the philosophy of providing its consumers products at the lowest possible prices. To achieve this, it procured goods from various parts of the world. The clothes were mostly procured from Bangladesh. Walmart and other global retailers were attracted to Bangladesh due to the cheap labor and low production costs prevailing there. They usually outsourced their production to some of the factories in the country. At that time, they ensured that the producer and the factory complied with laws and had other facilities in place for workers pertaining to timings, leave, overtime, etc.
4. Perdue Farm – Differing Values in Different Generations

First Runner up IBS-PFBI Awards for Best Case in Managing Family Business in the International Case Study Conference 2015 organized by IBS Hyderabad in collaboration with Parampara Family Business Institute, IBSAF, and Universiti Utara Malaysia.
The case describes three generations of owners of the Salisbury-based Perdue Farms, and how each generation handled the business in their own style. The case discusses how a homegrown poultry business developed into a world-renowned chicken processing company and highlights the modus operandi of their business. Under the first and second generations, the business earned a name for itself for its quality products; but the market driven focus of the third generation owner tarnished its reputation. Its business practices were alleged to be inhumane and a threat to the environment. The case also explores the issues the family business was facing under the third generation and what the future of such a business could be under the given conditions.

Another aspect covered in the case is the effective way in which succession was done at Perdue Farms over three generations and the future transition of business ownership from the third to the fourth generation. The case describes the sustainability aspect of the family business of Perdue Farms.
5. The Rothschilds: Maintaining a 200-year- old legacy of Family Business:

Second Runner up: IBS-PFBI Awards for Best Case in Managing Family Business in the International Case Study Conference 2015 organized by IBS Hyderabad in collaboration with Parampara Family Business Institute, IBSAF, and Universiti Utara Malaysia.
The case chronicles the 200-year-old legacy of the family business of the Rothschild family. Started by Mayer Amschel Rothschild in 1790 in Frankfurt, the banking business of the family ruled Europe for centuries (dominated financially). The 5 sons of Mayer, strategically placed in different financial centers of Europe, took advantage of international events, thus creating their initial wealth. The case focuses on the reasons for the success and failure of family business at different times. It explores the concepts of family values, succession planning, inheritance planning, growing entrepreneurs within the family, controlling ownership of business, and adapting to changing times.