There have been countless studies of corporate social responsibility and ESG across many disciplines. Law, economics, business administration and management, sociology, ethics, and theology, among others, have all made contributions. One might hope that a compelling business case for either corporate social responsibility/ESG or shareholder value maximization would have emerged from all that work. In fact, however, the results have been all over the map.

Human rights have traditionally been viewed as being of concern to governments only. The BHR discussion challenges this traditional, state-centric view and provides reasons why businesses ought to have human rights responsibilities, too. Such reasons or justifications can be formulated from an ethical, legal, and even a more pragmatic, managerial point of view. From an ethical perspective, the chapter shows why businesses have obligations beyond profit-maximization and why human rights obligations are among such responsibilities. It lays particular emphasis on the power and authority of corporations as a possible foundation. From a legal perspective, the chapter addresses the question of whether multinational corporations have international legal personality and assesses to what extent corporate human rights obligations can be derived from international human rights law. From a pragmatic perspective, the social license to operate and the so-called business case for human rights responsibilty are explored. The chapter concludes with some reflections on general objections against corporate human rights responsibility.

Provides a definition of a Geriatric Emergency Department: a regular general ED that has made the decision to intentionally implement changes in its people, processes, and place in order to improve the quality of care it provides to older patient. Reviews the principal motivations for a Geriatric ED: shifting demographics and a favorable business case for the hospital. Presents the basics of the business case with a return-on-investment consideration, demonstrating several sample scripts for talking to senior executives. Suggests the importance of involving frontline staff to establish the ground truth in your ED.

This chapter places the identity-affirming events in and around Canada's centennial year in 1967 front and centre, with special emphasis on the linguistic dimension. A brief overview of historical dictionary projects in five countries, their notorious cost overruns and decade-long delays is offered to put into perspective the achievement of the Big Six and their historical Dictionary of Canadianisms. Canadianisms are linguistically defined and illustrated in this chapter, using the second edition's six-tiered typology, which leads into a knowledge-theoretical discussion of how one can detect words, meanings, and uses that are "distinctly characteristic" of Canadian English. The dictionary series, which was finally completed in 1967 with the third and fourth volumes, was received with much praise. Historical sales data of the Dictionary of Canadianisms helps reconstruct how the Canadian flagship dictionary, which was praised so much in 1967, could have been forgotten within a decade.