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||In collaboration with Baker McKenzie The Future of the Corporation Moving from balance sheet to value sheet W H I T E P A P E R J A N U A R Y 2 0 2 1 Contents Preface Introduction 1 The journey to a value-based set of financials 2 Practical considerations for implementing a stakeholder governance framework 3 Reflections on stakeholder governance: catalysing sustainable value creation 4 Legal summary Contributors Acknowledgements Endnotes 3 4 5 9 16 22 25 26 27 2021 World Economic Forum. All righ||WEF||, impact on their companies , ensure that the stakeholder , society can use companies , companies but with society , sustainability into the corporate , international and the director , strategy of the company , stakeholders and the impact , purpose to our strategy , considerations for a sustainable||1-Feb-2021||auto-generated|
||Annual Report 2018 2019 www.weforum.org Contents World Economic Forum 2019, All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, including photocopying and recording, or by any information storage and retrieval system. 70 72 74 76 India and South Asia Japan Latin America The Middle East and North Africa 78 North America 80 International Organizations and Informal Gathering of Global Leaders 82 Our Foundations 84 Community of Global Shaper||WEF||, agenda of the industry , work with all stakeholders , agreements with six international , governance of new technologies , founder of the foundation , technology as the region , building their own impact , transformation with the media , summit in new york , investments in and support , dialogue w||1-Feb-2021||auto-generated|
||White Paper HR4.0: Shaping People Strategies in the Fourth Industrial Revolution In collaboration with Saudi Aramco, Unilever, and Willis Towers Watson December 2019 World Economic Forum 91-93 route de la Capite CH-1223 Cologny/Geneva Switzerland Tel.: +41 (0)22 869 1212 Fax: +41 (0)22 786 2744 Email: email@example.com www.weforum.org World Economic Forum 2019 All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, including photocopying a||WEF||, impact to our people , impact of its work , reskilling for a role , role of the chro , experience with the agile , insight on what skills , strategies and the role , metrics for the future , watson for this paper , platforms for the organization , culture and overall purpose , automation in a worl||1-Feb-2021||auto-generated|
||World Scenario Series Scenarios for the South Caucasus and Central Asia September 2014 World Economic Forum 2014 - All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, including photocopying and recording, or by any information storage and retrieval system. The views expressed are those of certain participants in the discussion and do not necessarily reflect the views of all participants or of the World Economic Forum. REF 250814 2 Scenar||WEF||2-Feb-2021||auto-generated|
||Schwab T h e G o b a l l The Global Competitiveness Report 2011 2012 C o m p e t i t i v e n e s s R e p o r t 2 0 1 1 2 0 1 2 Klaus Schwab, World Economic Forum The Global Competitiveness Report 2011-2012 2011 World Economic Forum World Economic Forum Geneva, Switzerland 2011 Professor Klaus Schwab World Economic Forum Editor The Global Competitiveness Report 2011 2012 Professor Xavier Sala-i-Martin Columbia University Chief Advisor of the Centre for Global Competitiveness and Performance The G||WEF||, weight on those areas , impact on other areas , low and the quality , company and the sector , convention on the law , result of other countries , information on these data , vietnam must also continue , debt in a number , outlook for this trend , tion q within country , association of the philipp||5-May-2021||auto-generated|