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The purpose of this paper is to investigate the mission statements from 30 leading Brazilian universities, evaluating the statements based on a sustainable model that involves an environmental management system, public participation and social responsibility, and sustainable education and research.

Content analysis was conducted on the mission statements. The points used were based on the campus sustainability model of Alshuwaikhat and Abubakar. After grading, the Pearson correlation was verified for indicator and ranking points.

The authors find few universities with clear sustainability aspects in their mission statements; just 10 percent of institutions achieve five points out of a maximum of nine points.

This study analyses only mission statements, which do not provide substantiated real sustainable action as much as reporting does.

Higher education managers should review the universities’ mission statements in terms of a sustainability overview and improve the statements.

The authors criticize the real mission stated by leading Brazilian universities and their true role in society.

Studies frequently focus on reporting and this work instead focusses on mission statements, which are important for guiding reporting and acting as a strategic tool. The results highlight aspects that have only been rarely addressed by Brazilian universities.

The objective of this study was to analyze the major challenges and benefits of diversity management in Brazilian companies by assessing the role of human resources.

A total of 15 case studies were carried out on companies that operate in Brazil. Brazil is a country with considerable diversity and multiracial backgrounds.

It was found that diversity management in Brazilian companies is still an emerging issue, and the major challenges are related to discriminatory actions taken by coworkers. Among the 15 companies studied, only four had adopted a consistent set of diversity management and human resources practices. These four companies were the only companies to affirm that diversity management requires the strong support of top management and continuous organization to sustain efforts toward incorporating diversity.

Research studies on diversity management in Brazil are scarce. The findings of this study, however, can be useful to academic professionals and company directors in countries that exhibit similar characteristics to those of Brazil, or to those who are interested in learning more about Brazil.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

The authors' view that human resource departments are “in theory, the most relevant area to manage diversity” appears to be backed up by their findings. Without pulling punches on some difficult issues, the findings offer hope that, as Brazil grows economically, its companies can mature socially.

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.