Corporate Strategy Today: Issue 5-6
Leadership Positions on Governance after Enron
By Steve Percy, AHC Group Senior Associate and past CEO and Chairman of BP America
By Bruce Piasecki - President & Founder of AHC Group
NOTE FROM THE MANAGING EDITOR
By Paul M. Bray
EHS GOVERNANCE: RESPONDING TO CRISIS AT ASHLAND
By Glenn Hammer - Founder & President of The Hammer Group, Former VP EH&S at Ashland
Ashland "got religion" in 1988.This provoked serious and valuable reform to rebuild public confidence that improved environmental performance and instilled a culture of environmental responsibility in the organization driving aggressive and sustained EHS governance.
SPECIAL GUEST FEATURE: TAKING CORPORATE GOVERNANCE FORWARD
By Denny Minano - AHC Group Senior Associate, Former VP Energy and Environment at GM
Corporate governance is another way to build brand value. Read about the key roles the EHS officer performs in a corporation with special attention to the General Motors experience.
DIALOGUE: ONE CRITICAL ROUTE TO SUSTAINABLE DEVELOPMENT
By Samuel L. Smolik
Societal expectations have driven Dow to excel in all three elements of the Triple Bottom Line of sustainable development. Here is the strategic approach Dow used to achieve this objective and improve its governance process.
POST ENRON CONSIDERATIONS FOR EH&S MANAGERS
By Darryl Vernon Poole
In a time of domestic and global upheavals, EH&S managers face serious challenges and opportunities to determine their own priority and fit in corporate governance.
LESSONS FROM ENRON
By Richard MacLean
"Enron is all about systemic governance failure." Here are five key influences affecting every firm?s bottom line with regard to environmental governance and public disclosure.
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