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When I think about my personal values, I don’t picture a list—I hear voices, feel emotions, and remember stories. One that stays with me is from early in my career, when I was part of a team under immense deadline pressure. A colleague made a mistake, and while others shifted blame, I chose to speak up in their defense. I didn’t plan it; it just felt right. Later, that colleague came to me and said, “I didn’t expect anyone to stand by me.” That moment reminded me that loyalty and fairness are not just words—they're choices we make in hard moments.

Another story that defined my value of humility came from a mentor who, despite being in a senior leadership role, openly admitted when they didn’t know something. Watching someone so accomplished embrace vulnerability shifted how I viewed leadership. I realized that strength lies in honesty, not in always having the answer.

My values live in these stories—not as fixed ideas, but as lived experiences that continue to shape how I show up, lead, and relate to others. They remind me that values aren’t static; they grow through the people we meet, the risks we take, and the truths we choose to stand by.

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I used to think of personal brand as a concept tied to visibility—how I present myself, the skills I bring, the value I add. But over time, I’ve come to realize it’s less about what I say I stand for, and more about how others experience me.

In moments of pressure, do I stay grounded or become reactive? In team discussions, do I truly listen or subtly steer things toward my agenda? My personal brand is reflected not just in presentations or LinkedIn bios—but in how safe people feel around me, whether I empower or intimidate, whether I leave people feeling heard or overlooked.

One instance that stayed with me was when a junior colleague said, “I always feel like I can speak up in your meetings.” That simple sentence made me rethink everything. My real brand wasn’t my title or achievements—it was the space I create for others to contribute, to grow, to feel valued.

I’ve realized that personal brand is a form of impact. It lives in the traces we leave behind in conversations, decisions, and relationships. And I want mine to stand for fairness, thoughtfulness, and integrity—even when no one’s watching.

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When the Ground Shifts: My Moments of Ethical Unsettling

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When the Ground Shifts: My Moments of Ethical Unsettling

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There have been quiet but powerful moments in my professional life when I felt a deep internal pause—an “unsettling” that made me question more than just the task at hand. One such moment was when a seemingly routine decision—choosing between two vendors—revealed unspoken biases and pressures from senior colleagues who had their personal preferences. It wasn’t illegal, it wasn’t even overtly unethical, but it challenged my sense of fairness. I remember sitting with that discomfort, realizing how easily we justify choices in the name of convenience, speed, or relationships.

Another unsettling moment came when I noticed how organizational culture silently reinforces whose voices are heard in meetings—and whose aren't. It made me reflect on how ethics isn't just about major decisions, but also about everyday practices: who gets included, who gets credit, and who gets to lead. These moments didn’t come with clear answers, but they opened space for reflection—forcing me to confront my own assumptions and recognize the quiet ways in which power and ethics intersect.

What I’ve learned is that ethics isn’t always about dramatic dilemmas—it’s often in the grey areas, in the small tensions that ask us: Am I being true to what I believe is fair? Whose interest is being served here? It’s in those moments of unease that my values are tested, and sometimes, reshaped.

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Reflecting on how CSR works today, I’ve come to see it less as a set of external actions and more as a space where the relationship between business and society is negotiated. In many ways, CSR has become the bridge—sometimes the only one—connecting what a company stands for with what people expect from it. It mediates trust, reputation, and even forgiveness when things go wrong. But it’s also a balancing act. If CSR is used as a buffer to soften reputational blows without real change behind it, people see through that. On the other hand, when CSR is woven into how a business operates—how it treats people, impacts the environment, supports communities—it becomes a genuine point of connection. For me, the real value of CSR lies in its ability to humanize an organisation, to show that behind the profits are people who care. When done with intention and honesty, CSR doesn’t just mediate—it strengthens the relationship between organisations and the world they exist in.

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Business and Society: Who’s Really Setting the Pace?

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Business and Society: Who’s Really Setting the Pace?

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For a long time, I believed that businesses mostly responded to what society demanded—adapting to trends, reacting to crises, following public sentiment. But lately, I’ve started to question that. Are businesses really just following? Or are they quietly shaping the path we’re all on? The truth is, the line between following and leading has blurred. Businesses have the resources, platforms, and influence to set the tone for what’s acceptable, desirable, and even possible. Whether it’s through advertising narratives, supply chain decisions, or technology adoption, companies have the power to nudge society forward—or backward. The real question, then, isn’t just about who's leading. It’s about whether businesses are choosing to lead with integrity, empathy, and awareness—or simply chasing what's popular. In today’s world, where trust in institutions is fragile, I think society is watching more closely than ever—not just where businesses are going, but who they’re choosing to be along the way.

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Beyond the Checklist: A Personal Shift in Understanding CSR

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Beyond the Checklist: A Personal Shift in Understanding CSR

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My understanding of CSR used to be quite straightforward—it was about doing good, giving back, and supporting causes that mattered. It felt like something businesses did on the side, often during the holidays or when it was time to showcase their values. But as I’ve grown in my career and seen the deeper connections between business and society, that view has evolved. I’ve come to realise that CSR isn’t just about giving back—it’s about recognising that businesses are deeply woven into the fabric of society. The choices companies make every day—how they source, who they hire, what they stand for—have real and lasting impact. CSR today feels less like a separate initiative and more like a mindset. It’s not about charity, it’s about accountability. It’s about listening, learning, and asking: what role are we playing in shaping the world around us? The most meaningful CSR models now aren’t driven by PR or optics—they’re driven by purpose, empathy, and a genuine desire to belong to something bigger. And that, to me, is where the true value of CSR lies.

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My Advice to New Managers: Developing Moral Awareness and Judgment

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My Advice to New Managers: Developing Moral Awareness and Judgment

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If I’ve learned anything, it’s that ethical blind spots don’t show up with warning signs. As a new manager, you’re likely to face situations where the “right” decision isn’t obvious—or worse, where the wrong one is dressed up as business as usual.

My advice? Slow down and pay attention. Moral awareness begins with asking uncomfortable questions—especially when something feels off but everyone else seems fine with it. Don’t ignore that gut instinct. Over time, it becomes sharper, especially when paired with reflection and dialogue.

Also, don’t carry the weight of judgment alone. Seek out diverse perspectives. Ethics is rarely a solo exercise; it’s a conversation. And finally, remember: your decisions shape culture. The tone you set now—whether you choose transparency over convenience, or courage over silence—becomes part of your team’s moral compass.

Ethical judgment isn’t about perfection. It’s about presence, humility, and the willingness to choose what’s right, even when it’s hard.

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In the fast-moving worlds of business, policy, and innovation, decisions are often framed through the lens of efficiency—what brings the greatest return, the least harm, or the optimal outcome. But somewhere along the way, human lives can become variables in a cost-benefit analysis: abstracted, quantified, and weighed like line items in a budget. The moment we start treating people as numbers, ethics begins to erode.

Cost-benefit analysis isn't inherently unethical—it helps us make complex decisions. But the danger lies in forgetting what we're costing, and who is bearing the weight of those choices. Ethical decision-making demands more than models—it demands moral imagination. It asks us to pause, to consider whose voices are missing, whose dignity is at risk, and whether we’re solving the right problem in the first place.

To make decisions more ethical, we need to move beyond outcomes alone. We must re-centre people in the process—not as stakeholders, but as humans. Because not every life can—or should—be measured against gain.

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Total Stakeholder Value – What Could It Look Like in Practice?

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Total Stakeholder Value – What Could It Look Like in Practice?

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Envisioning Total Stakeholder Value (TSV) in practice means creating strategies that deliver benefits across all stakeholder groups. I recall a sustainability initiative where we aimed to reduce environmental impact while also improving employee well-being and community relations. By aligning our goals with stakeholders' values and involving them in the process, we achieved outcomes that were economically viable, socially responsible, and environmentally sustainable. This holistic approach demonstrated that when stakeholders are genuinely considered in decision-making, the organisation thrives alongside its community.

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Investing in Stakeholder Relationships – Resources vs Value

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Investing in Stakeholder Relationships – Resources vs Value

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Allocating resources to stakeholder relationships has always been a balancing act. In one instance, we faced budget constraints that made it tempting to cut back on stakeholder engagement activities. However, we chose to invest in understanding our stakeholders' needs and co-creating value propositions tailored to them. This investment paid off, as it led to increased trust, collaboration, and ultimately, better project outcomes. It reinforced my belief that while stakeholder engagement requires resources, the value it generates often far exceeds the initial investment.

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Drawing the Boundaries of the Organisation – Where and Why?

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Drawing the Boundaries of the Organisation – Where and Why?

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In my experience, defining the boundaries of an organisation isn't just about its physical premises or formal structures; it's about understanding the web of relationships and influences that extend beyond traditional limits. I recall a project where we used stakeholder mapping techniques, employing concentric circles to visualise stakeholders based on their influence and involvement. This approach illuminated how external partners, community groups, and even informal networks played pivotal roles in our operations. Recognising these extended boundaries helped us engage more effectively with stakeholders who, while not traditionally considered part of the organisation, significantly impacted our success.

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Turning Values into Action: Improving Ethics in Organizations

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Turning Values into Action: Improving Ethics in Organizations

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A way to bolster ethical decision-making in an organization is to establish a culture in which doing the right thing is not only welcomed, but expected. Leadership is critical: when leaders set a clear and consistent example around behavior, it speaks volumes that integrity matters more than achieving a specific result today. See what happens? People tend to do what they see, more than what they're told.

Ethics must also be a component of day-to-day conversations, not not just something you talk about in training sessions or the text of policy. When ethical considerations are part of meetings, goal-setting and performance reviews, it’s obvious that values are not off to the side; they’re integrated into the business’s fabric.

It is important to have transparent and easily accessible channels for reporting ethical issues. If people know how to report problems safely and believe they will be shielded from retaliation, they are more likely to speak up. That is, this requires not just a hotline, but rather building and instilling trust it is for real that if you use it, you’re not going to be, as became legendary in the case of multiple people in his orbit, retaliated against.

Training also should be less about memorizing rules and more about helping individuals build ethical judgment — the ability to consider situations carefully and make decisions based on values, rather than fear or confusion.

Ultimately, as important as it is to punish unethical business behaviour, it is equally critical to reward those who are ethical. Recognizing brave, fair and honest behavior in small ways helps move the culture from fear based to values based.

In short, ethical decision-making is enhanced when organizations establish an atmosphere where trust is high, values are lived out in the open and people are encouraged to do the right thing even if it’s difficult.

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The Silent Forces That Undermine Ethics in Organizations

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The Silent Forces That Undermine Ethics in Organizations

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Ethical decision-making in organizations often gets hindered by a mix of internal pressures, cultural norms, and personal fears. One major factor is the pressure to meet business targets — when profits, growth, or deadlines are prioritized above all else, employees may feel pushed to cut corners or stay silent about wrongdoing.

Organizational culture plays a huge role too. If the environment is overly hierarchical or if leadership models unethical behavior, it signals to others that ethics are flexible depending on convenience. People may also experience a "diffusion of responsibility," believing that someone else will speak up or take action, so they don’t need to.

Fear is another powerful inhibitor. Fear of retaliation, losing one’s job, being isolated by peers, or damaging one’s career often stops individuals from making ethical choices or whistleblowing when necessary. Lack of trust in internal systems — like ethics hotlines or HR processes — makes this fear even stronger.

Sometimes, ethical failures are not even dramatic but happen gradually. People rationalize small compromises ("everyone does it," "it’s not that serious," "I have no choice") until the gap between values and actions widens without them realizing it.

Finally, ambiguity in rules and lack of clear communication about ethical expectations can confuse people. When policies are unclear or inconsistently enforced, employees may feel lost about what’s right and what’s allowed.

In short, ethical decision-making is most vulnerable when the organizational environment rewards results over integrity, when fear is greater than trust, and when people feel isolated or powerless.

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Holding Onto Myself: The Unseen Power of Living by Personal Values

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Holding Onto Myself: The Unseen Power of Living by Personal Values

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There are moments in life when everything around you blurs — voices, pressures, expectations — and all you are left with is yourself. In those moments, the only compass you have is your personal values.

For me, living true to my values is like breathing. It’s not an option; it’s life itself. Honesty, kindness, courage — these aren’t rules I follow because someone told me to. They are the quiet promises I made to myself long before the world tried to tell me who I should be.

When I act against them, even in small ways, it’s like something cracks inside me. The world may applaud, I may even "win," but inside, I feel like a stranger to myself. And I think there is no deeper loneliness than being celebrated for something you know is not truly you.

The world doesn’t always reward integrity. Sometimes it isolates you. Sometimes it tests you until you feel like bending would be easier, even smarter. But what is the point of reaching a destination if you can’t look yourself in the eye once you get there?

My values are not about being perfect. They are about being whole. They are about waking up and knowing that even if no one else knows the battles I fought, I know. And that is enough.

In the end, everything else — status, possessions, approval — fades. What remains is the way you carried yourself through the storms. Were you kind when it was easier to be cruel? Were you honest when it cost you something? Were you brave when fear was louder?

For me, living by my values isn’t just important.
It is the only way not to lose myself in a world that constantly asks you to.

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Ethical principles such as honesty, accountability, justice, and respect for human rights are widely considered universal — even if they are interpreted differently across cultures. In global companies, frameworks such as the UN Global Compact and OECD Guidelines for Multinational Enterprises serve to unify ethical expectations regardless of location.

In this case, no matter where the company is based, the expectation is clear: workplace safety and truthfulness in reporting are non-negotiable. Hiding facts out of personal loyalty undermines these principles and risks creating a culture of silence and non-compliance.

The incident reinforces the need for global ethical standards in MNCs, ensuring that all employees, regardless of geography or cultural norms, understand that honesty and safety transcend personal relationships or local gray areas.

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The "Ethical Balance Sheet" of Multi-National Companies

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The "Ethical Balance Sheet" of Multi-National Companies

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Multinational corporations (MNCs) often operate across diverse regulatory, cultural, and ethical landscapes, which creates complexity in managing incidents like workplace accidents. On one side of the ethical “balance sheet” are their legal obligations to ensure safe work environments, report incidents transparently, and comply with local and international laws (OECD, 2011). On the other side are reputational risks, internal cultures, and sometimes pressures to avoid public embarrassment or litigation.

In this case, an MNC has a duty to ensure that workplace safety roles — like that of the safety controller — are taken seriously and enforced without compromise. Covering up such incidents or failing to act with transparency can have global ramifications, including brand damage, legal penalties, and the erosion of employee trust.

MNCs are therefore expected to lead with a “triple bottom line” mindset — balancing profit, people, and planet (Elkington, 1998). Ethical incidents, such as this one, should be seen not as PR threats, but as opportunities to uphold internal values and rebuild trust through transparency and reform.

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What right has your friend to expect your protection?

In this situation, I find myself torn between personal loyalty and professional responsibility. Ethically, my friend — who was on duty at the time of the accident — may hope or even expect my silence or protection, especially given our friendship and the informal nature of our interaction. However, from a professional and moral standpoint, he does not have the right to expect that protection if it means concealing the truth or obstructing a safety investigation.

Friendship cannot override the duty of care we owe to our organization, injured colleagues, and workplace ethics. As an employee and a witness, I am obligated to provide honest testimony — particularly when the wellbeing of others, both now and in the future, could depend on transparency (Kant, 1785; Bowie, 1999). By protecting the truth, I also protect the long-term integrity of the company and support the development of safer systems.

This case illustrates the tension between deontological ethics (doing what is morally right, regardless of consequence) and relational ethics (loyalty and trust). The appropriate path is to disclose the facts truthfully while treating my friend with dignity — but not at the expense of safety or justice.

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To me, sustainability strategies are meant for everyone connected to a business — not just for the company itself. For the business, they help build long-term resilience and trust. For employees like us, they bring purpose and show that the company stands for something beyond profit.

Customers care about what goes on behind the scenes — they want to know their choices aren’t harming the planet. Investors see sustainability as a sign of future-readiness, and communities benefit when businesses act with care and responsibility.

Even governments and NGOs expect companies to step up. Aligning with global goals like the UN SDGs shows we’re thinking beyond ourselves.

At the end of the day, a sustainability strategy should be something we live and act on — not just a policy, but a reflection of who we are and what we stand for.

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The UN Sustainability Goals – The Benefits and Limitations of an Internationally Agreed Agenda

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The UN Sustainability Goals – The Benefits and Limitations of an Internationally Agreed Agenda

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Benefits:

Common Language: The 17 SDGs provide a global framework that unites governments, NGOs, and businesses around shared priorities.

Credibility: Aligning with the SDGs boosts legitimacy and transparency in sustainability efforts.

Holistic Vision: They address environmental, social, and economic challenges in an integrated way.

Benchmarking: Help organisations measure impact, set targets, and align CSR with global development.

Limitations:

One-size-fits-all approach: May not fully reflect local context, priorities, or cultural nuances.

Broad goals, vague actions: Without clear metrics for businesses, it can be hard to measure progress consistently.

Voluntary nature: There's no enforcement — companies can selectively align with SDGs without meaningful impact (SDG-washing).

Unequal resources: Larger corporations can adopt SDGs easily, while SMEs struggle with capacity and funding.

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How much does sustainability matter in your organization?

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How much does sustainability matter in your organization?

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Sustainability is increasingly becoming a core part of National Foods strategy, but its integration is still evolving. While we’ve made strong progress in areas like renewable energy use, local sourcing (through initiatives like Seed to Table), and achieving multiple ISO certifications, there remains a gap between operational sustainability and deep cultural integration. Sustainability matters — not just for regulatory compliance or reputation, but because it's becoming essential for long-term business resilience. However, in practice, it's often championed by a few passionate departments rather than fully embedded across all decision-making layers. The future lies in shifting from sustainability as an initiative to sustainability as a mindset.