The fate of whistle-blowers is well documented, as is the clear pattern that follows their disclosure: Organisations tend to retaliate against whistle-blowers, rather than protect them.
Non-fungible tokens (“NFT”s) have taken internet by storm after the sale of a JPEG image in NFT format for 69.4 million USD on March 11, 2021. Following this sale, the sale of tweets, videos, and other digital content in NFT format for tremendous amounts became a common news title. As a rather new concept, the use of NFTs is ever expanding, whilst the legal qualification of NFTs in these transactions are vastly argued in the legal doctrine.
The COVID-19 pandemic continues to affect virtually every aspect of daily life for individuals and communities around the globe. From travel restrictions to business closings, from quarantines and stay-at-home orders to massive supply chain disruptions, the effects of the pandemic are unprecedented. While it can be difficult to forecast longer-term implications of the crisis, it is becoming clear that every major sector will face new business and human rights challenges. These will include:
Bribery and corruption are bad. Sectors dealing closely with the government have a propensity for bribery of public officials. Companies in these sectors particularly should implement sound Anti-Bribery Due Diligence (ABDD) policies and procedures.
Michael’s Critique of Pragmatical Reason IV: Ethical Fading – the hidden erosive force on Integrity Culture – Part I
The focus on effective Ethics and Compliance Programs based on values and principles has been steadily increasing in the past years. “To prosper over time, every company must not only deliver financial performance, but also show how it makes a positive contribution to society. Companies must benefit all of their stakeholders”, wrote BlackRock CEO Larry Fink in a letter to CEOs of public companies in January 2018. Culture has been identified as a crucial cornerstone of effective Ethics & Compliance programs. PwC chairman Bob Moritz has called committing to a common purpose, a shared set of values and behaviors, and driving them through organizations is “perhaps the most important job CEOs … can do to contribute meaningfully to social progress, as well as business results.”
If you are a parent, you may be familiar with the fact that there’s a big difference between telling your kid who is climbing dangerously on a high tree: “This is very dangerous! Careful, or you will fall down and break a leg”, and saying: “Wow, you are very high up, but if you are careful and watch where you are putting your hands and feet, I trust that you are going to do great. I am here watching you and can guide you if you need me. But I trust you to do just great your own.” (See: Steve Biddulph’s book “The Secret of Happy Children”)
Integrated Assurance – Assured Integrity?
I’ve studied now Philosophy
And Jurisprudence, Medicine,–
And even, alas! Theology,–
From end to end, with labor keen;
And here, poor fool! with all my lore
I stand, no wiser than before.
– Johann Wolfgang von Goethe, Faust I, Monologue
What should the function or department be called that is responsible for Compliance Management? And what should the job title of the head of that function be?
The International Standards Organization’s ISO 37001: Antibribery Management Systems – Requirements with Guidance for Use has prompted an outpouring of commentary since publication last October.
On January 25 2017 Transparency International published the 2016 Corruption Perceptions Index, which reflects non-governmental organisations’ and business world representatives’ perception of public sector corruption and ranks countries on a scale from 0 (highly corrupt) to 100 (very clean). The results are based on 13 research initiatives conducted by 12 international organisations in 176 countries.(1)