An interesting, recent study has investigated how the relationships between company’s owners, its managers and boards of directors may influence its environmental performance.
Today, many companies want to make a positive impact on their stakeholders, including the public, and the environment through Corporate Social Responsibility (CSR) programs, and some include social impacts in their corporate goals.
While internationally recognized voluntary initiatives, such as the UN Global Compact and International Corporate Governance Network, encourage companies to include social goals into their governance agenda, only few of these schemes offer any detailed guidance on how to build socially accountable governance structures.
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Sustainability can make good business sense, because it can originate extensive and positive environmental and social impacts in medium long term, as well as have significant implications for both global and local economies, as well as for international and national financial markets.
The present idea of making business more sustainable should not be considered the latest corporate “fashion trend” in business development strategy and organizational change management, but as an issue that cannot be postponed and as a “moral imperative” for all those, who are willing to preserve business and social growth and their long-term survival.
Without a growing and secure world-wide economy, stable international currencies and markets and reliable investments, there is no successful business and “healthy” society, neither a “safe” place to live for any human being, and no preserved natural resource and environment for next generations.
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