Insights
Why is there a progress gap between FTSE gender and ethnicity targets?
We need a renewed focus on the representation of both gender and ethnicity on boards, ensuring targets are comparable and given equal profile.
Worker directors: what to consider when appointing employees to boards
Worker directors provide a direct link between the board and employees—and new perspectives on a business. But the move is not without its challenges.
Equality pays: the economic and social benefits of women on boards
The economic, social and environmental benefits derived from greater gender equality on boards are numerous—and increasingly important to investors.
How Covid-19 raises the digital stakes even higher
With our increased reliance on the non-physical world, Covid-19 has accelerated the digital transition of our societies, industries and companies.
Blockchain, supply chains and the post-Covid world
Covid-19 has underlined the vulnerability of supply chains. The blockchain can enhance resilience by improving the transparency and traceability of transactions.
From codes to committees: the institutionalisation of business ethics
Ethics committees are a powerful signal of commitment to an ethical agenda. A recent study looked at the factors that determine whether an organisation takes this step.
Is human rights risk monitoring a weak link in your supply chain?
Current risk monitoring systems may not protect workers or provide an accurate assessment of risks. Here are the questions companies should ask themselves.
How the impact of Covid-19 could cause an epidemic of misconduct
The risk of professional misconduct and ethical lapses increases in stressful situations. Organisations should be aware of the contributing factors.
Real deal: the advantages of being (seen as) authentic at work
The pressure is on for organisations to allow individuals to be more authentic in the workplace. What exactly is authenticity—and how do we move towards it?
In the current crisis, less hierarchical companies show special resilience
How can traditional organisations leverage the cultural and behavioural aspects of self-management imposed by the Covid-19 crisis?