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• Case | HBS Case Collection | 2013 (Revised from original 2011 version)

  Novo Nordisk: A Commitment to Sustainability

  Robert G. Eccles and Michael P. Krzus

  The case describes the early commitment of a European pharmaceutical company, Novo Nordisk, to integrated reporting. Novo Nordisk is one of the pioneers of integrated reporting and it emerged out of its commitment to a "Triple Bottom Line approach to managing the company." The case describes the company's "Blueprint for Change Programme" designed to facilitate stakeholder engagement and communicate how the company delivered value to business and society. The case also provides an investor perspective on the company's integrated reporting efforts and its plans for how to improve it in the future.

  Keywords: Strategic Planning; Business Ventures; Business or Company Management; Integrated Corporate Reporting; Business Strategy; Pharmaceutical Industry;

  Citation:

  Eccles, Robert G., and Michael P. Krzus. "Novo Nordisk: A Commitment to Sustainability." Harvard Business School Case 412-053, March 2013. (Revised from original October 2011 version.)

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• Teaching Note | HBS Case Collection | 2013 (Revised from original 2012 version)

  Innovating into Active ETFs: Factor Funds Capital Management LLC (TN)

  Lauren Cohen, Kenneth Froot and Timothy Gray

  Citation:

  Cohen, Lauren, Kenneth Froot, and Timothy Gray. "Innovating into Active ETFs: Factor Funds Capital Management LLC (TN)." Harvard Business School Teaching Note 212-085, February 2013. (Revised from original May 2012 version.)

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• Supplement | HBS Case Collection | 2012 (Revised from original 2005 version)

  UAL 2004: Pulling Out of Bankruptcy (CW)

  Daniel Baird Bergstresser, Kenneth A. Froot and Darren Robert Smart

  UAL is a large air transportation company with roots that go back to the 1920s. As a legacy carrier, going back to before the 1978 deregulation of air transportation markets, United Airlines is burdened with cost structures that make it difficult to compete with newer competitors. In addition, UAL has the burden of $7.6 billion in unfunded pension obligations and $2 billion in unfunded retiree health obligations. In June 2004, UAL is still operating under Chapter 11 bankruptcy protection, which began December 2002. It has needed extensions of the exclusivity period from the bankruptcy court. UAL's plan of reorganization is predicated on receiving $1.8 billion in loan guarantees from the Air Transport Stabilization Board (ATSB). But its request for loan guarantees from the ATSB was recently rejected. The company must decide what to do next and how to emerge from bankruptcy.

  Keywords: bankruptcy; compensation; costs; loans; reorganization; Air Transportation; Insolvency and Bankruptcy; Restructuring; Financing and Loans; Compensation and Benefits; Air Transportation Industry; United States;

  Citation:

  Bergstresser, Daniel Baird, Kenneth A. Froot, and Darren Robert Smart. "UAL 2004: Pulling Out of Bankruptcy (CW)." Harvard Business School Spreadsheet Supplement 205-709, November 2012. (Revised from original February 2005 version.)

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