The second chapter goes into the case study, aiming to outline the unfolding of the internal CSR narrative. The first section contains a brief analysis of Pirelli’s internal communication, followed by an in-depth analysis of the company magazine, with a presentation of the general data of the magazine between 1950 and 2019 (Sect. 2.1). The next paragraphs are representative of the different phases of the journal’s development, conceived according to the evolution of the corporate community. The first phase, 1950–1967, is a period of retaining, or even final maturity, of the “old” model based on corporate paternalism (Sect. 2.2). The years from the late 1960s to the late 1990s, on the other hand, represent a long phase of transformation. This period can, in turn, be divided into three parts. The 1970s are those of the internal clash, also fueled by the difficult economic and social conditions of these years. In the following decade, there is a phase of confrontation, attempting a recomposition towards new balances: the leading element is information. In the 1990s, there is a turning point towards collaboration: the operative word is engage (Sect. 2.3). Finally, with the new millennium, CSR increasingly takes on a sharing dimension, also thanks to new technologies. The end result is a push towards shared responsibility, both in intentions and practices: the watchword is free choice (based on individual proposals and targeted to individual needs) (Sect. 2.4).