Just Business and Just War

Eleven years of experience in applied Business Ethics in the public and private sector have sensitized me to the responsibilities of organisations to not only care for their internal and external stakeholders, but also the society and environment in which they operate. Although more and more corporations realise their responsibility for their actions and its impact on all its stakeholders, there are still those who either do not ask the degree of harm their activities can cause to the environment and societies, or seemingly do not care.

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A Global Network for Research and Advocacy in Applied Military Ethics

 

In January this year Liezl Groenewald attended a Summit on Military Ethics in Canberra, Australia on behalf of the Centre for Applied Ethics at the Stellenbosch University.  She represented Sub-Saharan Africa. The Summit aimed to establish a core group of ethics centres based in top-tier regional universities which work in the field of military ethics or have the potential to do so.  Japan, Hong Kong, the USA, Chile and the UK were also represented by potential and top military ethicists. 

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Caveat Emptor! Alive and well and living in South Africa

Caveat emptor is Latin for "Let the buyer beware". It refers to a contract law principle mostly applied in the real estate industry, but may also be used to selling of other products and services. The phrase caveat emptor arises from the fact that buyers typically have less information about what they buy, while the seller has more information.

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The courage to be ethical

We are in the last days of 2015. Feeling exhausted after a demanding year is quite natural and appropriate. But I also sense that there is generally a low morale doing the rounds. And understandably so. The economy is slow, too many people can’t find jobs, there is wide-spread student and labour unrest, the local currency is devaluating against the world’s major currencies. And so on…

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Don't Pay the Whistle Blower (even if he gets you to the other side)

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Adams’ Ethics Pizza

Over a number of years I’ve been trying to determine those actions which an organisation needs to take to build an ethical culture.

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When the brand lets you down - the Volkswagen case study

Volkswagen South Africa has been reassuring local owners that the international "Dieselgate" catastrophe doesn't affect their products locally. This comes as a relief in view of the continuing developments in the international scandal that engulfed the German automotive giant.

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Ethics management strategies/ tactics: Lessons from nature

Ethics officer not only need to be capacitated in term of the knowledge of the ethics framework, but also need to develop the skills/ tactics that are key in driving and implementing an effective ethics programme. Even the most experienced ethics officer’s often have to draw solutions from other sources such as nature.

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Incentivising Whistleblowing – is it the right thing to do?

Whistleblowers serve private and public interests when they raise concerns about wrongdoing but how do we recognise those who choose to come forward? Should we offer financial rewards for their moral courage to stand up for what is right?

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Is your Board bored? - By Frank Navran

The King Committee on Corporate Governance launched the King Report on Corporate Governance for South Africa – 2009 (King III Report) at an Institute of Directors (IoDSA) Conference, 1 September 2009. In that report the components of an “effective ethics program were detailed. The Board’s specific obligations regarding ethics oversight were presented in detail. Among those are the obligation to receive periodic reports from the responsible officials within the organization (e.g., ethics officers) regarding corporate practices and conduct.

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Assessing corporate culture

Assessing corporate culture

The following article, republished with permission from www.financialdirector.co.uk (click here for the original article), shows the growing understanding of the importance of corporate culture in organisational governance. It also sets out some challenges in assessing corporate culture. 

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Corruption: don’t talk, train

“Talking about fraud and corruption isn’t going to prevent it from happening,” says Professor Deon Rossouw, CEO of the Ethics Institute of South Africa (EthicsSA). “We need to train people in preventing unethical conduct.”

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