ABSTRACT
Avoiding harm aligns with good governance, risk management practices and regulatory requirements. The Harm Principles do not conflict with doctrines such as voluntary assumption of risk, the enforceability of agreements made between competent parties, and the enforcement of contractual obligations. The Harm Principles provide a way of assessing the impact of the exercise of power of businesses in all dimensions – customers, staff, the community, competitors, suppliers and the Common. Harmful, silo-entrenching behaviours were commonly identified and plans were put in place to rectify them. The Harm Principles blunt the unthinking pursuit of profit. Maximising profit with indifference to the harm generated is a short-term strategy that will ultimately destroy corporate trustworthiness, and trust is one of the most valuable corporate assets. The balanced score card is used to align actions of staff with the objectives of the organisation with the objective of improving overall importance.
