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Note: INSEAD used to offer free evaluation copies of their cases. They no longer do...

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The first rule of football you teach children is: "Never touch the ball with your hands." But it seems some corporations in Pakistan forgot that rule when they hired children in their football manufacturing plants. There, it took a corporate agreement to phase out the use of child labour. Professor Olivier Cadot, Professor Daniel Traça and Robert Crawford use the international agreement, hailed as a prime example of socially responsible corporate policy, to discuss child labour and examine international labour agreements.

Note: INSEAD used to offer free evaluation copies of their cases. They no longer do...

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adidas, a leading athletic shoe manufacturer, worked hard to develop and implement its human rights policy. It paid special attention to its work practices in the developing world. Nevertheless, it needed to make some strategic decisions, as it was faced with NGO protests on the sidelines of the adidas-sponsored Euro 2000 football championship. Robert Crawford and Professor Jill Klein explain the situation and explore the firm's challenges in their recent case study.

A collection of in-depth corporate and governmental case studies on emissions reduction. On the business side, the report features climate-management efforts at Lafarge, Swiss Re, Dupont, and BP.

"Minerals should - and can - be extracted, processed and used in ways that are environmentally responsible." Those words, coming from Michael J. Kowalski, chairman and CEO of Tiffany & Co., set the stage for a discussion last week of the luxury jeweler and specialty retailer's recent efforts to bring about industry reform. Kowalski spoke to a Wharton marketing class that looked at such issues as how Tiffany should proceed in its campaign to promote responsible mining, what the campaign might do to its brand equity, and how the public commitment to reform could affect consumers and shareholders.

During an economic downturn, Cemex, the world's second-largest cement maker, decided to try to sell more products to Mexico's poor. Almost by accident, the company discovered a global model for developing previously overlooked markets.

Eskom, Africa's largest electric company, has shown the world how to combine social leadership and business success.

India’s Tata, one of the world’s largest conglomerates, is basing an ambitious global strategy on 142 years of social entrepreneurship.

BP’s horrible missteps after the Deepwater Horizon rig exploded were almost predictable, given the culture of deceit and arrogance that executive actions had encouraged. While the accident could have been prevented, BP might have avoided its intense and deserved public flogging if only it had respected the best practices for managing a crisis – and for managing. Readers of this article will learn what BP could and should have done differently.