NMIMS Sem 4 June 2026 HRM Assignments

Corporate Sustainability

Q1. A global consumer electronics manufacturer is facing increasing regulatory pressure and stakeholder demands for transparency around its sustainability efforts. Despite significant investments in green technologies, the company’s latest annual report reveals inconsistencies between its environmental claims and actual reduction in carbon emissions, with energy-efficient processes implemented in some plants but inadequate waste management in others. The sustainability team is tasked with presenting an actionable plan to align actual performance across all facilities using the corporate sustainability scorecard framework. Applying the corporate sustainability scorecard framework, how should the sustainability team structure its approach to identify and standardize the key environment metrics across all facilities? Illustrate how critical success factors and appropriate KPIs can be selected and applied to improve the company’s holistic environmental performance.

Q2 (A). SYM Packaging Ltd., a large packaging manufacturer, has launched a transition from a linear ‘take-make-dispose’ business model to a circular economy approach. They have initiated recyclable product design, materials recovery programs, and partnerships for closed-loop logistics. However, implementation challenges include resistance from traditional suppliers, supplier higher short-term costs, and uncertainty about consumer and market uptake. The Board seeks a critical assessment of whether to accelerate, pause, or recalibrate their circular economy strategy. Critique the risks and opportunities that SYM Packaging Ltd. faces in transitioning to a circular economy. Based on your analysis, should the Board prioritize acceleration, recalibration, or pausing the initiative? Support your recommendation with a justification that addresses financial, operational, and reputational dimensions.

Q2 (B). A major tech company has well-funded employee wellness programs and competitive compensation schemes but recent employee surveys reveal moderate engagement and retention challenges. Middle management reports that while employees appreciate tangible benefits, they often feel excluded from decision-making and lack a sense of belonging. Leadership is considering investing more in inclusion-focused initiatives, such as psychological safety training, peer recognition systems, and employee resource groups, to address these concerns. Assess how these inclusion-focused initiatives could affect employee engagement, retention, and overall organizational performance. Considering potential trade-offs and resource allocation, which initiative(s) would you prioritize and why? Support your evaluation with relevant research or organizational evidence.

International Business

Q1. A multinational fast-moving consumer goods (FMCG) company is facing criticism for excessive plastic waste generated by its products in Latin America. Although local regulations on packaging are lax, global NGOs and environmentally conscious consumers are demanding action. The company’s leadership wants to balance profitability, regulatory compliance, and corporate citizenship without jeopardizing market share. They must navigate local economic pressures while also contributing to sustainability. Using Carroll’s CSR pyramid and referencing international sustainability agreements (e.g., the Paris Agreement, UN SDGs), how should the company redesign its packaging and communication strategies to address environmental, economic, and societal expectations? Provide a practical plan for implementation.

Q2 (A). A technology giant has established a corporate vision and mission that emphasize global connectivity and universal access. However, as it moves into new territories with distinct regulatory, cultural, and language environments, local teams feel disconnected from headquarters’ strategic intent. Instances of product misalignment and inadequate local adaptation arise, causing market underperformance and dissatisfaction among international employees who feel excluded from corporate purpose. Critically assess the company’s application of its vision and mission in a global context. Weigh the challenges of maintaining a unifying direction while empowering region-specific adaptation. Propose measures to ensure the vision and mission remain both globally cohesive and locally resonant, providing a reasoned justification for your approach.

Q2 (B). An Indian exporter signs a forward contract to sell a large shipment to a U.S. buyer, agreeing to receive payment in U.S. dollars in six months. Shortly after the contract is signed, global interest rates fluctuate sharply, the rupee begins appreciating against the dollar, and the U.S. buyer faces liquidity issues that may delay payments. The finance team is apprehensive about both counterparty and exchange rate risks, particularly given the current volatility in currency and credit markets. Evaluate the exporter’s decision to use a forward contract as a hedging tool under these circumstances. Critically analyze the risks and benefits in light of prevailing market volatility, and recommend whether alternative or additional financial derivatives should have been considered to better protect the firm’s financial interests.

Indian Ethos and Ethics

Q1. A family-run retail enterprise in India is known for unity and shared responsibility, much like the joint family model described in the Itihasas. During the pandemic, divisions arise as some members advocate for prioritizing short-term financial gain, while others urge maintaining staff salaries and customer trust even at a loss. Due to this differing views, Internal bonds are threatened, putting business continuity at risk. Taking insights from the joint family model and the examples of how Bharata conducted administration during Rama exile in the Ramayana, what leadership lessons would you propose tha

t would enhance resilience and ethical unity in the enterprise during crisis.

Q2 (A). A major Indian pharmaceutical firm, Sanvita, discovers through an internal audit that some supply chain partners are violating environmental standards, causing hidden waste and minor regulatory issues. The operations team suggests quietly replacing these suppliers and issuing a general sustainability statement to avoid panic. The ethics officer proposes a dharmic approach of truthful disclosure, corrective action, and supplier education. Evaluate Sanvita’s situation and suggest an approach with justification of expected outcomes.

Q2 (B). You are the Chief Strategy Officer of a technology company, is leading the executive team during a high-stakes product launch. The team is divided: one group insists on strictly following established best practices and industry benchmarks, another group relies heavily on analytical data and structured reasoning, while a third group supports bold decisions based on prior managerial experience and intuition. How would you apply sruti (authoritative wisdom), yukti (logical reasoning), and anubhava (lived experience) to harmonise these perspectives to decide on an approach? Justify your approach with expected outcomes.