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This chapter contains sections titled: Introduction Table 3.1 Project management descriptors found in the regulations Figure 3.1 Holistic diagram

There is a problem in coping with design errors in ship design. Ships are generally very large and often very complex. Yet, we rarely invest in full-scale prototypes so design errors are frequently revealed once ships are at sea and certain errors can be catastrophic, others lead to many ships having shortened useful lives. The paper starts by considering the nature of design errors and failures in large-scale engineering enterprises. This is followed by looking briefly at some lessons from maritime history concerning how design errors arise and can even lead to ships sinking. A specific well-documented case of calculation error in sizing a new ship design is reviewed and lessons drawn. The relevance of general approaches to avoiding engineering errors and ever-greater emphasis on risk mitigation procedures and applying safety regimes alongside ethical guidance is reviewed. The changing nature of ship design practice is discussed, with ship designers between the horns of the dilemma of ever greater ability provided by computer driven precision and the demands for their designs to be seen to perform effectively in an increasingly uncertain and complex world. Final thoughts consider the basis for judging what might be good or bad ship designs, how errors can be addressed, and the ultimate safety role of the naval architect as the overall designer of complex vessels.

Poor management of construction projects is a major cause of accidents and occupational health hazards in the building industry. In response to general concern over the level of avoidable illness and injury prevalent in UK construction, the Construction (Design and Management) Regulations 1994 (CDM Regulations) were created. The main changes in the 2015 Regulations include changes to duty holders: removal of CDM co‐ordinator, creation of the new role of principal designer duty holder for projects involving more than one contractor, clarification of the duties of the worker, and greater duties for the client. The Regulations apply to all construction work. Notifiable work includes work lasting for more than 30 days, work involving more than 20 people working on a project at the same time, and work exceeding 500 person‐equivalent days; it also includes all works involving demolition. The chapter provides summaries of the duties of the main duty holders in the Regulations.

This chapter contains sections titled: Introduction Single‐phase supply Three‐phase low voltage supply High voltage three‐phase supply Wiring Inspection and testing Standards – 17th Edition Portable electrical equipment Safety Electric shock Earthing Bonding Circuit protection Cable management Power quality Power failures Assessing the need Uninterruptible power supplies (UPS) Generators

Much has been written about the general moral duty to love one’s neighbors. In this article, I explore the specific application of this moral duty in the work setting. I argue from a secular perspective that individuals have the moral duty to love their stakeholders. Loving one’s stakeholders is an affective valuing of the stake-related values these stakeholders pursue and as such is the real recognition of one’s stakeholders as stakeholders and of oneself as a stakeholder of one’s stakeholders. This moral concept of stakeholder love offers promising contributions to stakeholder theory, leadership theories, and ethical theories in general and business ethics theories in particular.

Athletic trainers are increasingly used in nontraditional settings, such as in law enforcement, where they can contribute to healthcare management, including concussion management of law enforcement officers (LEOs). Despite the prevalence of concussions among LEOs, there is a notable gap in concussion management guidelines for this population. LEOs may lack the education and resources necessary for concussion recognition and proper management. Drawing on advancements in concussion management in athletes and military personnel, here, we present a comprehensive framework for concussion management in LEOs encompassing concussion education, a graduated return-to-duty protocol, and considerations for implementation and documentation specific to law enforcement. We also present several barriers and facilitators to implementation. Due to job requirements, it is critical for law enforcement organizations and their medical providers to adopt a concussion management strategy. Without proper concussion management, LEOs may risk subsequent injury and/or suffer from prolonged recovery and adverse long-term outcomes.

This paper examines the shareholder primacy norm (SPN) as a widely acknowledged impediment to corporate social responsibility and explores the role of business schools in promoting the SPN but also potentially as an avenue for change by addressing misconceptions about shareholder primacy and the purpose of business. We start by explaining the SPN and then review its status under US and UK laws and show that it is not a likely legal requirement, at least under the guise of shareholder value maximization. This is in contrast to the common assertion that managers are legally constrained from addressing CSR issues if doing so is inconsistent with the economic interests of shareholders. Nonetheless, while the SPN might be muted as a legal norm, we show that it is certainly evident as a social norm among managers and in business schools—reflective, in part, of the sole voting rights of shareholders on corporate boards and of the dominance of shareholder theory—and justifiably so in the view of many managers and business academics. We argue that this view is misguided, not least when associated with claims of a purported legally enforceable requirement to maximize shareholder value. We propose two ways by which the influence of the SPN among managers might be attenuated: extending fiduciary duties of executives to non-shareholder stakeholders and changes in business school teaching such that it covers a plurality of conceptions of the purpose of the corporation.

Climate litigation is on the rise and may raise legitimate questions. As the same issues apply in France and the United Kingdom, a highly instructive English decision provides an opportunity to present the state of play and possible improvements to French law during this period of European normative effervescence marked by constant changes, particularly for stakeholders. In such a context, a French-style Business Judgment Rule would be welcome, with commendable signals recently emerging from the OECD Guidelines on Responsible Conduct for Multinational Enterprise; in such a context, NGO shareholders can play a valuable role as “Big Sisters” if they act in the interests of society as a whole, for the benefit of all its members.

Human rights and social justice intersect to form a critical focus point for achieving sustainability. This study contends that preserving human rights is morally and practically necessary for long-term viability. By incorporating social justice ideas into sustainability frameworks, we may address structural inequities and create more equitable conditions for all people. This strategy ensures that environmental and economic policies foster inclusive and resilient societies, rather than repeating or exacerbating current inequities. Human rights concerns can lead to more equitable and effective sustainability initiatives, as this essay demonstrates through document analysis and theoretical viewpoints. The study indicates that for sustainability measures to be transformative, human rights must be prioritised as a key component. This approach will help align moral commitments with realistic goals for a more equitable and sustainable future.

ESG investing evolved over time from the earlier concept of CSR. The process of evolution moved the focus from the external impact of corporate activities to the risk and return implications for financial investors of failing to address ESG issues in their portfolio selection and corporate engagement. The bridge between the two approaches was the framing of sustainability in the early part of the millennium as an overarching concept that could be mapped onto the supply of capital and the techniques employed by institutional investors. The financial model of ESG investing is now the standard approach around the world and is reflected in ESG ratings, codes, guidance and regulatory rules. It focuses on the role of capital and investors in driving change in sustainability practices and pays much less attention to the role of board decision-making and directors’ fiduciary duties. In this research, we trace the origins and trajectory of this change in emphasis from CSR to ESG and attempt to explain why it occurred. We identify shortcomings in the financial model of ESG investing and propose an alternative ‘entity’ model, which we argue would more effectively promote sustainability in the corporate sector around the world.