This study of the Swedish-based mining company Boliden examines the proactive strategies it adopted to deal with the potential for severe environmental problems associated with the establishment of its large copper smelter in the 1920s. The article demonstrates how international networks, personal experience, and knowledge transfer from the U.S. copper industry help to explain the importance given to environmental issues by the Swedish industrialists. It is suggested that the main explanation for the proactive stance of the Swedish managers is that they perceived excessive pollution as working against creating a profitable and sustainable business. This case provides compelling evidence that firms pursuing an agenda focused on earning profits can still deliver environmental innovation and value to the local community, compatible with the concept of creating shared value.