A bi-monthly drop-in book club to resource you and fellow change-makers. Dive or dip into important and inspiring resources and ideas, connect with kindred spirits and explore your inner wisdom.

Do you ever wish you had more space to take a step back and gain a wider perspective on your changemaking role and work? Are you looking for opportunities to connect with a world of pertinent ideas, stories and debates out there on change-making, in a manageable and sociable format?

We are excited to announce our forthcoming book group, “Books for Changemakers”: a bi-monthly drop-in session to connect, resource and inspire you, working with a variety of themes such as racial trauma and whiteness, emotional resilience, grief and loss and creative organising.

You’re invited to come along to however many sessions you like. Each time we will focus on another book, which you can either read in full or explore through freely available articles or author interviews we will be sharing.

Upcoming sessions

14 September, 17:30-19:00 CEST:

Resmaa Menakem – My Grandmother’s Hands: Racialized Trauma and the Pathway to Mending our Hearts and Bodies

Read more and register HERE

16 November, 17:30-19:00 CEST:

Joan Halifax – Standing at the Edge: Finding Freedom Where Fear and Courage Meet

More details coming soon!

Books for Changemakers is part of the Tools for Changemakers programme of Initiatives of Change Switzerland.

Betty Nabuto Mulyalya is a facilitator with Creators of Peace, Uganda, and a member of the national IofC body. She works as a Human Resource Manager.

My work puts me in a leadership position and so I was inquisitive about how the Creative Leadership conference would help me to become a better leader.

The conference more than met my expectations. I attended all the webinars and other sessions. I was greatly inspired by Maria’s example of initiating a library in a remote community. This kept me thinking about what role I can play to help eradicate illiteracy which is high in my community.  

I was also touched by Tony’s webinar on ‘Why networking is important’. He highlighted the fact that we cannot do everything on our own. His tips on how to open up when networking were very helpful, bringing out the soft qualities of a leader. I learnt that to be an effective leader, I must re-examine myself and ensure that I am an ‘energy charger and not a drainer’ for the teams I lead.

I found that we had similar aspirations and longings for patience, humility, good listening skills, forgiveness and empathy as virtues for effective leadership.

I also loved the family I found in the Chestnut breakout room. Rachel, Andrea, Daniel and Lorena made me feel at home. Their honest sharing on where we are coming from, where we are now and where we are going was so remarkable and humbling. I found that we had similar aspirations and longings for patience, humility, good listening skills, forgiveness and empathy as virtues for effective leadership. I realized that I am not always a good listener and can be a bit impatient.

Towards the end of the conference, one of the organizers, Daniel Clements, apologized for not being able to take us to Caux but hoped that the conference had brought Caux to us. Indeed, that is how I felt throughout. The picture of Caux, which was the leaders’ backdrop during the sessions, made me feel as if I was at Caux. I have never been to Caux, because of visa issues. So when I received an email asking about the impact of the conference, I wrote as part of my reply, ‘Thank you for bringing Caux to us’.

I meant every bit of it.

The picture of Caux, which was the leaders’ backdrop during the sessions, made me feel as if I was at Caux.

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If you would like to know more about Creative Leadership 2021 before you register (or even after registering for this year's event), join us for our online OPEN HOUSE event on Sunday 27 June at 15:00 - 16:00 GMT here.

You would like to take part in Creative Leadership 2021 - From Uncertainty to Possibility?

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By Michael Smith

Corporations and industries need a purpose beyond profit, says Sunil Mathur, the Managing Director and Chief Executive of Siemens in India and South Asia. ‘Companies’ purposes are critical,’ he explains. They should include a commitment to the UN’s Sustainable Development Goals (SDGs); meeting environmental challenges; diversity in the workforce; and ethical values. 

A moral compass for companies

Mathur was the opening speaker on a panel at the first conference of the Caux Forum Online 2021, marking the 75th anniversary of the Initiatives of Change centre in Switzerland. The two-day business forum, from 12 to 13 July, focused on ‘Corporate governance in the 21st century, responding to systemic crisis’. It was organized by Initiatives of Change Business & Economy, which also convenes monthly meetings on the implications of sustainability for business.  

Mathur heads a £1.2 billion engineering and infrastructure company with a workforce of nearly 10,000 employees. He acknowledged that ‘shareholder expectations are increasingly challenging’, when they clash with the long-term goals of boards of directors.  ‘The stock exchange is ruthless,’ he said.

Companies can only be sustainable if there is a commitment to a higher purpose.

‘Growth is only sustainable if it is valid for all stakeholders,’ Mathur continued. ‘Growth with higher purpose is becoming critical. Companies can only be sustainable if there is a commitment to a higher purpose.' He called for a ‘walk the talk environment’: ‘Does the company live by a moral compass? Does it articulate this to all the employees?’

Siemens now operates, he said, under the acronym DEGREE: 

• De-carbonization;
• Ethics – a culture of integrity;
• Governance;
• Resources – reducing waste;
• Equity – inclusivity;     
• Employability – for all employees.

Siemens, which is based in Germany, weathered a bribery storm in 2006, when a secret fund of $40 to $50 million used to win contracts in African countries was exposed. The board resigned and a new board and CEO were put in place who vowed that ‘only clean business is Siemens business’. The company was so transformed that the Dow Jones has ranked Siemens as the world’s most ethically compliant company.

Mathur admitted there were ethical dilemmas, such as the employment of a child as a tea boy. The child had a right to an education, but might be the only breadwinner in his family.

Humanity at the centre of corporate practice

Isabella Bunn, a professor of business ethics at Regents Park College, University of Oxford, and member of the governing body of Oxford Analytica, also focused on values and purpose. Companies should have ‘a multi-stakeholder approach’, encompassing environmental and social responsibility, corporate governance and the SDGs. The benefits companies brought to society gave them a ‘social license to operate’, she said. ‘Boards need to establish the company’s values culture’ and ‘designate culture as a corporate asset’.

What is different now about purpose is how to put humanity at the centre of corporate practice.

Bunn, who specializes in ethical aspects of economic law, cited organizations that were advocating purpose beyond profit. They included the Caux Round Table for Moral Capitalism; Oxford Analytica; British Academy Future of the Corporation Programme; and the UN Global Compact.

She said that companies should think of purpose in terms of strategy—an ongoing principle for the entire organization. The new emphasis on purpose meant considering ‘how to put humanity at the centre of corporate practice’.

Engaging all stakeholders

Human rights lawyer and mediator Elise Groulx Diggs, who is affiliated to Georgetown University, Washington DC, advises corporations on human rights risks in their strategic priorities and supply chains. The need, she said, was to ‘walk the talk in engaging with all stakeholders on human rights’. This included addressing ‘violations of human rights and climate harm’.

Groulx made the distinction between ‘the art of doing good’ promoted by ‘Corporate Social Responsibility’ (CSR) and ‘the art of doing no harm’ promoted by  ‘Business and Human Rights’, a new field of legal practice.

She included awareness of ‘the upstream supply chain’ in her stakeholder engagement approach, giving the example of the Rana Plaza tragedy in Dacca, Bangladesh. Over 1,100 garment workers were killed when the building collapsed in April 2013. They had been making clothing for Western fashion houses in a building that had been deemed unsafe after cracks appeared in concrete pillars. Bangladeshi law, Groulx said, had forbidden trade unions which would have protected workers’ rights.

You have to be optimistic that things can change.

She also pointed at failures in social investment by mining companies, from Peru to Australia and Papua New Guinea, where decisions were imposed from 5,000 miles away with neither proper consultation nor engagement at the local level.

Yet, she said, ‘you have to be optimistic’ that things can change. The UN’s Principles for Responsible Management Education (PRME) involves 800 business and management schools in teaching corporate values and sustainability.

Groulx briefly presented her ‘galaxy of norms’ model for understanding the new legal universe developing globally. In this, hard law meets soft law through five rings of liability: reporting (including the triple bottom line of people, planet and profit); the legal duty of care for employees, suppliers and other stakeholders; voluntary principles and industry standards, contracts and codes of conduct; and soft law (such as the UN Guiding Principles on Business and Human Rights, the OECD guidelines, the ILO core conventions, the SDGs and the UN Global Compact).

Community of trust

During the online discussion, participants emphasized that potential employees wanted to work for companies that were seen to be ethical, including addressing such issues as climate change.

Mathur appealed for ‘links of trust’ between industry, governments and civil society. He was supported by Northern Irish businessman Peter Brew in appealing for  Initiatives of Change to act ‘as a fulcrum to build trust’ between the business world, governments and civil society. The need was for a ‘safe space’ for dialogue, Bunn said, or as Groulx put it, a ‘community of trust’.

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You missed the event? Watch the replay of day 1.

Watch the replay of day 2

You would like to know more about the Caux Forum Online? Discover all our 2021 events.