This week Commonwealth Bank of Australia released its 2017 Corporate Responsibility Report, which shows continuing progress across a range of initiatives focused on delivering the Group’s vision to excel at securing and enhancing the financial wellbeing of people, businesses and communities.
Our engagement spans from active membership of – and communication through – the United Nations Global Compact and the Danish Business Network for Human Rights (DBNHR) to community engagement at our Thai crafting facilities, support to charitable organisations and dialogue with the millions of consumers that has signed up to our social media platforms. As members of the steering committees for both the Danish UN Global Compact network and the DBNHR we seek to learn from and influence the ethical performance of other Danish companies.
Any PANDORA product starts its journey with our in-house Design team. As a new piece evolves, our designers will make choices on which materials to use. Whenever new materials or suppliers are introduced, our Ethics teams are consulted in order to discuss potential environmental or social impacts. Such early interaction helps to ensure that PANDORA refrains from using potentially problematic materials – and it provides Group Ethics and other departments with valuable knowledge, enabling them to act in due time.
In 2015, PANDORA launched a new Code of Ethics, stipulating our ethical aspirations as a company and our ethical expectations to the behavior of our people. The code covers areas such as human rights, working conditions, environmental footprint, anti-corruption and supplier relations. Building on our ethics policies (available on www.pandoragroup.com/csr), the code offers our employees one common point of reference for ethical dilemmas backed by training modules spanning hiring procedures, workplace ethics and anti-harassment to fraud, gift giving and misuse of company assets.
Erb Institute, faculty member, Tom Lyon along with A. Wren Montgomery and Kimberly S. Wolske, have recently completed research which considers differences between Millennial’s perceptions of automotive ownership versus prior generations and whether Millennials are exhibiting significantly different driving behaviors and attitudes. Interestingly, “changing emotional connections to and meanings around driving and ownership, and utility perceptions around vehicles” may be indicative of a general lack of interest by this generation, or more simply, ‘meh’.
Books hold a special place in our hearts, in our business and, we believe, in children’s hands. That is why Domtar created its Powerful Pages program—to promote literacy by providing books to children who may not otherwise have access to a rich library of stories.
Reliability and resilience are the critical centerpieces of today’s power industry. Even as utilities balance new, advanced technologies and changing regulatory mandates, organizational leaders remain focused on meeting evolving customer demand while delivering reliable, uninterruptable power flows. Black & Veatch’s new 2017 Strategic Directions: Electric Industry Report demonstrates the range of ways in which power providers — from generation to delivery — are broadening their views and adopting more flexible financial, planning and technology initiatives to meet these demands.
In Kenya, about three-quarters of the population is at risk for malaria, and all four species of the malaria parasite that infect humans occur in the country. Although there has been substantial progress, malaria remains the leading cause of mortality in Kenya, killing an estimated 30,000 people every year, most of them children under 5 years old.
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