One of the most densely populated countries in Africa, Uganda has seen its population double in 12 years. With 95% of the population dependent on toxic charcoal and wood fuel for cooking, the natural forests have shrunk to only 10% of their original cover. Sustainable plantation forestry might offer a solution. The plantation trees are cut down to be used as utility poles, which provide homes with electricity and limits the need for wood fuel. Income generated from the process is making it possible for families to give their children an education.
Filmmakers James Thomson and Thomas Hogben profile Ugandans who are forging a new path with this innovative approach.
What’s more, it is mostly grown on smallholder farms in regions of the world that lack adequate infrastructure and offer poor living conditions.
The sustainability of cocoa production, therefore, is a concern. The publication of the ISO 34101 series of standards on sustainable and traceable cocoa provides a valuable tool to support farmers in their journey towards prosperity and sustainability.
ISO 34101-1, Sustainable and traceable cocoa – Part 1: Requirements for cocoa sustainability management systems, aims to help users implement effective practices to allow them to continually improve their business.
Developed by stakeholders from all sectors of the cocoa industry, including representatives from both countries where the cocoa is grown and markets where it is consumed, the ISO 34101 series aims to encourage the professionalization of cocoa farming, thus contributing to farmer livelihoods and better working conditions. It covers the organizational, economic, social and environmental aspects of cocoa farming as well as featuring strict requirements for traceability, offering greater clarity about the sustainability of the cocoa that is used.
The business headlines are filled with the latest corporate scandal – Uber’s defective culture, CEO misconduct and reprehensible comments by supervising board members.
Uber is just one of several significant companies caught in the headlines. Wells Fargo has been caught in another scandal just when it was thought to be dealing with the sales incentives scandal.
Many high-profile companies are facing difficulties, usually self-inflicted from serious misconduct by CEOs, board members or critical financial executives. Mylan’s Epipen price gouging, Fox’s sexual harassment, United Healthcare’s False Claims Act problems, and Theranos’ medical and financial performance issues all reflect a failure of the board, CEOs and compliance to adhere to basic requirements needed to guarantee a culture of ethics and compliance.
Companies that fall into scandals are not unique. They suffer very common problems, usually the result of senior leaders focused only on business revenues, addiction to short-term gains and revenues, and a complete lack of attention to ethical principles. Businesses can easily fall into this cycle of financial performance, ignoring of potential pitfalls, and blind adherence to quick rewards. Companies and senior leaders in these situations ignore the benefits of long-term sustainable growth and benefits that accrue over the long run instead of the short-term.
Corporate boards should be subjected to greater scrutiny and accountability. Shareholders, regulators and prosecutors have to start demanding better board performance. Government prosecutors, especially in the healthcare area, have demanded individual certifications from board members as to compliance with corporate integrity agreements.
Corporate directors have to educate themselves and demand instruction from chief compliance officers on how to monitor and ensure that a company maintains an effective ethics and compliance program. Corporate boards have to act proactively, understand corporate governance principles and demand CEO and senior management accountability.
When reviewing corporate scandals, it is easy to cite misconduct and deficiencies and brush them aside as irrelevant or unlikely to occur in your company. In many cases, corporate misconduct reflects poor board oversight and governance. It is too easy to blame corporate boards for every corporate scandal, but in many cases they bear some responsibility for the problem that occurred.
It is easy to blame CEOs as the lightning rods of a company’s culture and behavior. In many cases, there is more to the picture that needs to be defined and understood. So far, many corporate boards have been able to escape such accountability. Let’s hope in the future that we see more accountability and analysis of corporate board performance.