An increasingly large number of multi-national corporations (MNCs) are actively assuming their responsibility to demonstrate their respect for human rights in the workplace, not just within the “four walls” of their own premises, but both upstream
We live in an era of profound mistrust. Corporate misbehaviour and scandals affecting even the most august of institutions have eroded public faith in the leadership of large parts of civil society.
During my early days at Nasdaq, someone told me that the only constant at the company is change.
The social licence to operate has been a central concept in the mining industry lexicon for the past two decades.
The International Trade Union Confederation is determined that no worker is left behind in the transition to a new economy.
Recent examples of corporate misbehaviour have undermined consumer trust in the brands of some of the world’s largest companies.
All was still right with the world nine years ago when VW’s former chief executive officer Martin Winterkorn presented the new slogan of his automobile empire in the glossy context of the Frankfurt Motor Show – bursting with pride and with a broad
When Anne Glover was appointed as the first chief scientific adviser to the European Commission in 2011, her role soon caused controversy characterised by mistrust between critics and supporters of the role.
Our co-founder, Ben, would often say, “Why leave your values at the door when you go to work?”
Good point. Since business is arguably the most powerful force for change in the world, a good value system seems to be a sage idea.
Itay Talgam explores organisational behaviour and inspired leadership through the prism of the symphony orchestra and asks: what can the baton teach business about communicating leadership?
Interview by David Phillips