Environment
Environment
Environment
Environment

30 Ottobre 2025

Australia General Construction, Inc.

Autori: Saverio Bozzolan, Fabio Accardi, Roberto Rosato                                                                                                                                                                                                                                                                                                                                                                                                              Abstract: John Richmond, a thirty-eight-year-old with a degree in Construction Engineering with a MBA,is the Chief Audit Executive (CAE) of Salmon Creek Engineering and Construction LLC (SCE&C).SCE&C is listed in the New York Stock Exchange, and it operates on a global scale in the large infrastructure industry, with General Contracting, Project Financing and Operation & Maintenance Divisions. John became the Chief Audit Executive since few months, after working for four years in a large international auditing company and following for about two years as Controller of a medium-sized construction company. It was a quite Friday afternoon and John started to plan his weekend making order on his desk when the phone rang. The CEO's assistant told him that Robert Marshall (CEO) needs to meet him immediately. When John entered in the CEO’s office, the CEO went immediately to the reason for the meeting. "Dear John" he began "you have been with us for a few months and we are very happy with how you are working. The position of CAE is covered by a person who does not limit himself to verifying that "the procedures are respected" but that is able to make a contribution to the achievement of our strategies". "For this reason," Robert continued, "I would talk about an ambitious and reserved project that we have for our expansion abroad. As you know the SCE&C’s objective, in the execution of our worldwide strategy as per 2019 - 2022, is to enter into the Australian market. With the aim to minimize environmental and market risks, we have been looking for potential acquisitions of an existing company (M&A). After a very careful analysis of possible target firms, the choice is going towards the Australia General Construction, Inc. (AGC).” Download Case Study Richiesta Teaching Notes

30 Ottobre 2025

Driving the Change: Chiesi Farmaceutici’s Evolution as Benefit Corporation and B Corp

Autori: Francesca Romana Arduino, Alessandro Zattoni                                                                                                                                                                                                                                                                                                                                                                                                              Abstract: Chiesi Group is a global Italian private pharmaceutical company owned by Chiesi family. In 2024, the Group operates through 31 global affiliated companies, has 4 production plants located in Europe (Italy, France, Germany) and in Brazil, and 7 Research & Developmentcenters situated in various countries (i.e., Italy, Canada, UK, USA, France, China, Sweden). The company has over 7,000 employees, more than half are females, and its revenues exceeded €3 billion in 2023. The consolidated revenues of the Chiesi Group have shown a steady growth over the last ten years, in particular since 2019, when the company embarked on an incredible sustainability journey. Particularly, in 2018 Chiesi adopted the legal form of Benefit Corporation in Italy and in the US and in the following year achieved the B Corp certification at Group level. In 2022 the Group went through its first re-certification process, that was successfully completed with a higher score which meant an improved social and environmental performance and impact management practices. Notwithstanding its remarkable results and a steadily increasing performance, Chiesi, as many other companies, is going to face new challenges in both the near and long-term future. On 28th November 2022, the European Union, in fact, approved the Corporate Sustainability Reporting Directive (CSRD) that requires companies to disclose information - about the social and environmental impacts of their own operations as well as along their supply chain. As a result of this new directive, an increasing number of companies will submit in 2025 their CSRD-compliant report for the 2024 financial year. The Chiesi Group will be subject to the new reporting requirements by CSRD for the 2025 financial year, with the report that will be published in 2026. This law will increase the sustainability disclosure and probably also strategic approach to sustainability by large European companies. Also, in response to the evolving ESG regulatory framework as well as increasingly complex global environmental and societal challenges that threaten the world we live in, B Lab has launched stakeholders’ consultations in order to evolve the B Corp standards in alignment with the current revolution sustainability realm is facing. Chiesi has contributed to these consultations and it is looking with attention to the evolving moment that also the B Corpcommunity is undergoing, being committed to continue to measure and improve its social and environmental impacts by adopting standards that can push the company beyond compliance requirements, using business as a force for good to foster an inclusive andregenerative economy. Download Case Study Richiedi Teaching Notes

30 Ottobre 2025

Italgas: Embracing Digital Transformation

Autori: Enzo Peruffo, Viviana D’Angelo, Arina Tsirkuleva                                                                                                                                              Abstract: This case study explores the process of digital transformation at Italgas, a leading gas distributor in Italy and the third largest in Europe. For a company with a 185-year history, digitalization constitutes an important milestone. In the most tangible manner, it alters Italgas’ key asset – a 81,582-km distribution network – but also it reshapes its processes and operations and reskills its employees. In a nutshell, it enriches the identity of the company, transforming the organizational culture and mindset of the people who make up Italgas. In a broader context, digital transformation is Italgas’ response to the European energy transition scenario, which is geared toward a net zero emissions target and an integrated energy sector. In fact, in view of the European Green Deal, where renewables take centre stage and become integrated in a single system (including gas renewables, such as green hydrogen and biomethane), the digital transformation of a gas grid is the most efficient and readily available solution in facing the challenge of the emission reduction targets set within the new European agenda. The purpose of this case study is to reveal the management dynamics and the internal and external barriers, as well as the enabling factors, that have formed the elements of a successful implementation of digital transformation. In terms of expected learning outcomes, the case prepares students to understand and undertake digital transformation, i.e. digitalizing a whole range of operations and being aware of the critical areas that need to be monitored and assessed during this process. The introduction presents the central theme of the case to students. Section 1 provides an overview of Italgas and its 185-year history, highlighting its evolution and the previous challenges it faced in the Italian context. Section 2 introduces a larger institutional framework, focusing on future challenges related to the European Green Deal. In particular, it focuses on energy system integration, providing an overview of existing and future energy sources and discussing the place of the gas grid within this system and the role of energy distributing companies in particular. Section 3 focuses on the gas distribution industry, including the competitive environment, key players, the business model of gas distribution network operators and the key defining and enabling factors in the industry. Section 4 constitutes the core of the case. It reveals the ins and outs of the digital transformation of Italgas, focusing on the factors that have impeded and enabled the process, as well as the key challenges faced by its management and the solutions found along the journey. It depicts the digital transformation as taking place across three interrelated pillars: assets, processes and people. Section 5 addresses perspectives on the future advancement of digital transformation at Italgas and stimulates further reflections on the part of students. Download Case Study Richiedi Teaching Notes

30 Ottobre 2025

Maccarese – From agriculture to food tech Trading-Up and De-CommoditizingValuable Raw Materials

Autori: Marco Francesco Mazzù, Andrea Benetton, Angelo Baccelloni, Ludovico Lavini                                                                                                                                                                                                                                                                                                                                                                                                              Abstract: “Misurare per conoscere” – Measure to know – is the motto of Maccarese S.p.a., and the summary of how the organisation operates. Not only one of the most historic farms of Italy, it is also one of the largest. Over the years, since it was bought off from the Italian Government by Edizione S.p.a., one of Italy’s most prominent holding companies, it strived to adapt to change, to incorporate the most modern industrial techniques and technologies, and to innovate both in terms of operations and organizations. The current top management — Andrea Benetton, President, and Claudio Destro, CEO — set its vision to have every decision to be data-driven, including the ones on milk yield or crop performance, by gathering and leveraging a myriad of data-points from sensors spread out in the entire farm: a way to achieve efficiency while caring deeply about animal health, the environment and its community, and by producing end-products of the highest quality possible. In a discussion that took place during the latest management committee, however, a relevant set of new challenges became evident. On one side, end-customers, that shop for milk and dairy products at retailers, have limited possibility to distinguish the quality of a top milk product and understand the differentiation elements, when comparing dairy products to the one of farms much less structured and less attentive to quality and transparency of their end-products. In the end, how to ensure that end-customers understand the quality, and assign the proper value, to Maccarese S.p.a.’s operations? On the other hand, another point of the discussion was whether increasing attention by the Company on themes connected to Social Responsibility and on reshaping its purpose, was understood enough by the general public and the relevant stakeholders. Are these themes sufficiently connected to the vision of introducing the technology to the farming activities? So, while producing a variety of milk that, thanks to the care that is put towards the cows, their well-being and the quality of the food they eat, Maccarese S.p.A. finds itself at an impasse, that requires a solution that will guarantee the company’s future in the short and long-term.How then to ensure that all the efforts in terms of animal health and environment preservation are highlighted and valued in the right way? And, most importantly, how to make sure that other companies can be pushed towards the same goal of respecting the environment, and everyone who lives in it? Download Case Study Richiesta Teaching Notes