京都大学 京都大学

Corporate strategy under SDGs (Sustainable Development Goals)

Numbering Code G-GAIS00 74049 LB44 Year/Term 2022 ・ First semester
Number of Credits 2 Course Type
Target Year From 1st to 3rd year students Target Student
Language Japanese and English Day/Period Thu.5
Instructor name NAGAYAMA HIROAKI (Graduate School of Advanced Integrated Studies in Human Survivability Professor)
Outline and Purpose of the Course The 2030 Agenda for Sustainable Development, adopted by all United Nations Member States in 2015, provides a shared blueprint for peace and prosperity for people and the planet, now and into the future. At its heart are the 17 Sustainable Development Goals (SDGs), which are an urgent call for action by all countries - developed and developing - in a global partnership. They recognize that ending poverty and other deprivations must go hand-in-hand with strategies that improve health and education, reduce inequality, and spur economic growth – all while tackling climate change and working to preserve our oceans and forests.
The SDGs can be divided into Environmental, Social and Governance (ESG) values to measure the impact of actions by corporate entities; as corporations are working with governments to tackle these global challenges. But the question is how corporations manage and control social and environmental issues along business opportunities.
This course aims to build understanding of important business themes under the SDGs (such as business models, innovation, risk management, governance, marketing in emerging countries, and human resource management) by using basic analysis frameworks and case studies. (e.g. HBS: Harvard Business School, Ivey Business school etc.)
The course consists of lecture-based instruction followed by small group discussion, class discussion, and student presentations.　
Course Goals By the end of course, students should be expected to learn the following:
(1)How to formulate appropriate corporate strategy in line with Sustainable Development Goals (SDGs)
(2)How to incorporate organizational values and socially responsible practices into sustainable operations.
Schedule and Contents Tentative class schedules are as follows:

( Week 1 ) Outline of the class
SDGs and ESG
Gender issue
( Week 2 )
-Fast fashion and development
Film: The True Costs
( Week 3-7 )
Business in developing countries
The balance between medical care and management
-Social Business (I)
Case: Grameen Danone (Keio)
-Social Business (II)
Case: The Aravind Eye Hospital, Madurai India(HBS)
-BOP (II)
Case: Hindustan Unilever Limited (HBS)
Risk management and corporate ethics
-The Maggie Noodle Safety Crisis in India (A), (B), (C) (HBS)
( Week 8 )
Case exercise
-Motivation and Leadership
Case: Trouble at Tessei (HBS)
( Week 9 )
-Operations management
Case: The Dabbawala System: On-Time Delivery, Every Time (HBS)
( Week 10-11)
-Leadership in a crisis situation (I)
Film: Everest
-Leadership in a crisis situation (II)
Case: Mount Everest 1996 (HBS)
( Week 12)
-Leadership of young manager
The Perils and Pitfalls of leading change: A young manager’s turnaround (HBS)
( Week 13)
-Work life balance
Alex Montana at ESH manufacturing Co.
( Week 14)
-Renewable energy/Leadership and sustainability
Case: Leadership and sustainability at ESB Electric utility (IMD)
( Week 15 ) Wrap-up

(NB1) Schedule may change on account of a guest speaker.
(NB2) The cases to be covered are subject to change.
(NB3) Analytical tools (example)
- Kotter’s 8 Step Change Model
- McKinsey 7S Model
- Johali Window
Evaluation Methods and Policy Grades will be decided based on the following.
Instructions will be given on how to proceed and prepare for lectures at the time of the first lecture,
When the course attendance is confirmed, and the cases will be distributed.
The outline of evaluation is as follows:

(a) The main part of this course consists of case discussions.
Students are required to prepare for discussion in a short analytical report on the questions instructed in each class. Question items will be announced in advance. Students will be instructed to state the answers prepared during the class discussion.
(Report) The deadline for submission of the short case analysis is the day before each class. Type-written format is preferred.
(b) Case analysis presentation（40％: 20%×2）：Individual or group
Each individual or group must choose two cases for analysis and will have to make presentations. However, a given case cannot be adopted by more than one group for analysis.
(*)Allocation is decided on a ‘first come, first served’ basis.
(**)The total number of members of each group should be no more than 3 students. All members of the group should deliver some part of the presentation.
(***) The film “The True Cost” is not included in the case analysis presentation requirement.
(c) Attendance and class participation to discussion（20％）
Participation in discussions, class attitude, etc.


(*) Depends on the number of participants evaluation allocation ratio will be changed.
Course Requirements None
Study outside of Class (preparation and review) Please read the case before class and prepare the answers to your questions in advance.
Textbooks Textbooks/References Handouts will be distributed in class.
References, etc. If you want to study further -- deepen your understanding of a case discussion and lecture, or comprehend an overview of analysis -- reviewing the following paper is recommended:
John C. Coates, and Suraj Srinivasan, 2018 “Corporate Governance” Harvard Business Publishing
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