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Author: John Bray, political risk specialist, Control Risks Group
In the worst cases, companies can inadvertently fuel the structural causes of the conflict, undermining prospects for recovery. However, by presenting a vision of a different kind of future, where personal success comes from entrepreneurial initiative...
- Related in-depth areas: Academic Construction & engineering Finance Post-conflict reconstruction and reconciliation
- Related companies: Alcatel (now Alcatel-Lucent) Alstom ANZ Bank Arab Bank AT&T Banco Comercial Portugues Bank Austria Creditanstalt Bank of Tokyo-Mitsubishi UFJ (part of Mitsubishi UFJ) Bechtel BP Cable and Wireless Celtel China National Petroleum Corporation (CNPC) Compaq (part of HP) Crédit Agricole Crédit Lyonnais (part of Crédit Agricole) Ericsson ExxonMobil France Telecom (now Orange) Halliburton HP (Hewlett-Packard) HVB Hyatt ING JPMorgan Chase KBR Louis Berger Millicom Mitsui MTN National Grid ONGC (Oil & Natural Gas Corporation) Orascom Petronas Portugal Telecom Royal Bank of Canada RZB Group Sanpaolo IMI (part of Intesa Sanpaolo) Scottish and Southern Energy Shell Siemens Stanbic Bank Standard Bank Standard Chartered Talisman (part of Repsol) Telenor Telstra Unocal (part of Chevron) Vodacom