ISO 37000/2021 is a pivotal shift in governance, placing purpose at the heart of every organisation. It’s not just a box-ticking exercise but a strategic framework aligning values, strategy, and stakeholder interests. The key question: Does this signal a new global consensus on good governance, or a warning for leaders?
When it comes to governance, discussions about ‘Best Practice’ are frequent. What is often forgotten however: Governance, and notably ‘good’ governance, stands and falls with people. WHO sits on the board is hence at the very least as important as HOW that board is set up to operate by its procedures and surrounding legal constraints. Why is that so? And why is this often ignored?
Sustainability is usually thought of as an environmental issue. And it is. But but not only. It is in fact a mindset. One that takes courage.
This magazine - come out of a creative collaboration - explores three key questions by interviewing personalities in business (Vincent Stanley from Patagonia, Eric Garnier from Choba Choba, Adriana Marina from Hecho x Nosostros, Fergal Smith from the Moy Hill Farm and Andy Middleton from the TYF Group), and by giving space to written creativity of sustainability professionals. The three fundamental questions are: How does ‘creating change’ feel from within? What does it mean to swim against the business mainstream because genuinely the status quo does not work? Where and how does courage come into play?
We all interact frequently with SMEs of different types, characters, and offers. Yet there are two types of such businesses. Those where 'the spark' is graspable: Their vision, raison d'etre, motivation, aspiration, commitment. And then those, who at best surf the waves of third party demands. Content to be 'victims' instead of taking the courage to forge their own irons. A never ending fascination.
Diversity and Inclusion is a highly relevant topic not ‘just’ because it is all about equality and justice. But as long as entire parts of our global population remain disenfranchised, and desperate to just survive from day to day, tackling challenges - and in particular Climate Change - that affect all of us, indiscriminately, remains impossible. Boards of Directors set out the "Tone at the Top', also in matter of diversity and inclusion. In fashion companies, what exactly is the tone, the music, that they are creating?
The world, by and large, operates based on land-filling. The only way to improve the situation any time soon is: not to landfill. At all. Or at least as little as possible, and that asap.
To that extent, 2 reports on textiles the circular economy have been published, both of which look at the issue from different, and complementary perspectives.
What is it that we can learn from these 2 reports, side by side?
One, the old adage could not be any truer: One Man’s Rubbish is another Man’s Treasure. And: True cost accounting would make a huge difference.
On May 24th 2020 Rio Tinto blew up the Juukan Gorge rock shelters in Australia, which ancestors of the Puutu Kunti Kurrama and Pinikura (PKKP) people occupied over the course of 46’000 years.There are a multitude of lessons to be learned from the entire process that lead to the disastrous blast of a site of such archaeological importance. But also from how the scrutiny in its aftermaths and the have been.
Here a selection of just a few to think about.
In mountaineering there are three distinct methods to handle the rope. Each technique has some distinct application characteristics. And as a consequence, a direct impact on the team work, team effectiveness - and even survival. What can boards learn from alpine roping techniques?
The Manifesto of a Hummingbird: . 13 + 1 ways to make a stance for responsible business and leadership.
The world ‘at the other end’ of the Corona tunnel could never be the same as before. It could be so much better than ever – with a real opportunity to put it on the rails that will make it the place we desire it to be.
Or: it could be same, but indeed worse place then ever. Where past misbehaviours is ignored at best, OK’ed at worse.
On September 12 to 14, I attended the European Business Ethics Network (EBEN) yearly conference in Lille, France. The theme of this year’s edition was ‘License to Operate’.
I and my colleague Ilaria Pasquinelli, both presented a research paper, focused on sustainability and value generation in the fashion industry, and the status quo of knowledge on sustainable consumption habits respectively.
Last week I had the opportunity to speak at Sustainable Brands Istanbul about the risks and opportunities related to sustainability for textile and fashion businesses. Turkey is a key global producers of textile and garments and the export of these products account for roughly 20% of the country’s overall exports.
In the discussions within companies around risk management and indispensable moves towards more sustainable processes and business practises, there’s habitually unmentioned elephant in the room, namely: Where, in all what needs to be done in the corporate world, does the responsibility of the individual factor in?