Where Are the Oldest Companies in Existence?
View the high resolution version of this infographic by clicking here.
In just a few decades, it’s possible that some of today’s most recognized companies may no longer be household names.
Corporate longevity, or the average lifespan of a company, has been shrinking dramatically.
In the 1960s, a typical S&P 500 company was projected to last for more than 60 years. However, with the rapidly transforming business landscape today, it’s down to just 18 years.
The Companies With the Strongest Staying Power
Even with companies skewing younger, there are always exceptions to the rule.
Luckily, many companies around the world have stood the test of time, and today’s detailed map from Business Financing highlights the oldest company in existence in each country.
For centuries, here are the world’s oldest corporations which have made their mark:
|578||Kongō Gumi Co., Ltd.||Japan||Construction|
|803||St. Peter Stifts Kulinarium||Austria||Service Industry (Restaurant)|
|862||Staffelter Hof||Germany||Distillers, Vintners, & Breweries (Winery)|
|864||Monnaie de Paris||France||Manufacturing & Production (Mint)|
|886||The Royal Mint||England||Manufacturing & Production (Mint)|
|900||Sean’s Bar||Ireland||Service Industry (Pub)|
|1040||Pontificia Fonderia Marinelli||Italy||Manufacturing & Production (Bell foundry)|
|1074||Affligem Brewery||Belgium||Distillers, Vintners, & Breweries|
|1135||Munke Mølle||Denmark||Manufacturing & Production (Flour Mill)|
|1153||Ma Yu Ching’s Bucket Chicken House||China||Service Industry (Restaurant)|
Whether they were born out of necessity to support a rapidly growing population—requiring new infrastructure and more money circulation—or simply to satisfy peoples’ thirst for alcohol or hunger for fried chicken, these companies continue to play a lasting role.
The Oldest Company in Every Country, by Region
Let’s dive into the regional maps, which paint a different picture for each continent.
In the following maps, countries are color-coded based on the major industry that the oldest company falls under:
- Primary: Natural resources
- Secondary: Manufacturing and processing
- Tertiary: Services and distribution
- Quaternary: Knowledge and information
Notes on Methodology:
This research considers both state-run and independent businesses in their definitions. For countries where data was hard to pin down, they have been grayed out.
As well, since many countries have a relatively new inception, present-day names and borders have been used. The map does not factor in older companies that are no longer in operation, or if it was unclear whether they were still open.
Click here to explore the full research methodology.
Mexico’s La Casa de Moneda de México (founded 1534) is the oldest company across North America, and the first mint of America. Owned by the Spanish conquistador Hernán Cortés, it was where the famous ‘pieces of eight’, or Spanish dollars were created.
In the U.S., the Shirley Plantation in Virginia is an ongoing reminder of the history of slavery. First founded in 1613, business actually began in 1638—and as many as 90 slaves were under indentured labor on the estate growing tobacco.
Further north, Canada’s Hudson’s Bay (founded 1670) was at the helm of the fur trade between European settlers and First Nations tribes—the two parties agreed on beaver pelts as a common, valuable trade standard.
Three of the five oldest companies in South America are mints—specifically in Brazil, Colombia, and Peru.
The oldest of these mints, Casa Nacional de Moneda in Peru, was built on order from Spain and established in 1565. After the great influx of newly-mined silver from America to Europe, the Spanish crown outlined to King Felipe II that building a mint would give the colony economic benefits and more control.
In total, 15 of Europe’s oldest companies are related to the food and beverage industries, from distilleries, vintners (winemaking), and breweries alongside restaurants and pubs. Austria’s St. Peter Stifts Kulinarium (founded in 803) is Europe’s oldest restaurant, located inside the St. Peter’s Abbey monastery.
Although Germany is famously known for its beer culture, its oldest company is in fact the Staffelter Hof Winery (founded in 862). Today, Germany is still a top wine country, with the industry generating up to $17 billion in revenue per year.
Asia has six oldest companies in the banking and finance category, as well as another six in the aviation and transport sector. The continent is also home to two of the world’s oldest companies, located in Japan and China.
The Japanese temple and shrine construction company, Kongō Gumi Co., Ltd. (founded in 578) has weathered a few storms over the millennia, from nuclear bombs to financial crises. In 2006, it was bought by the construction conglomerate, Takamatsu Construction Group Co., and continues to operate today.
In neighboring China, Ma Yu Ching’s Bucket Chicken House has endured dynasties of change as well. The company’s simple premise has come a long way, and it was named a cultural heritage in the country’s Henan Province.
Africa’s oldest companies are another vestige of the colonial legacy, with 11 transport companies—airlines, ports and shipping, and railways—and 9 postal services.
In fact, Cape Verde’s Correios de Cabo Verde (postal service, founded in 1849) and the DRC’s Société nationale des Chemins de fer du Congo (national railway company, founded in 1889) still go by their Portuguese and French names respectively.
Banking is another one of the oldest industries, with 17 companies across Africa. Zimbabwe’s Standard Chartered branch has been around since 1892, a subsidiary of its London-based parent company.
Australia officially became a country on January 1st, 1901—but its oldest company, the Australia Post (founded in 1809) precedes this by almost a century.
Interestingly, just one more old company could be located for this region, which is the Bank of New Zealand—one of the country’s Big Four banks.
All in all, these oldest companies paint a historical picture of the major industries which have shaped entire regions.
Did you recognize any on the list?
How Accountable Teams Drive Performance in Challenging Times
Roughly 80% of teams are seen as mediocre or weak. This graphic explores the strategies leaders can use to create accountable teams.
The future of work is changing, and new rules are being written before our very eyes.
Teams are more important now than ever before, but many of them are struggling to step up and drive high performance when it matters most.
Creating a Culture of Accountability
Today’s infographic from the bestselling author Dr. Vince Molinaro demonstrates how leaders can create an environment where truly accountable teams can flourish, and employees are inspired to do their best work.
>> Download Dr.Vince Molinaro’s How to Build an Accountable Team
Accountable Leaders Build Accountable Teams
Weak, mediocre teams demonstrate behaviors that can breed a toxic work environment, such as working in isolation or not demonstrating trust among other team members.
In order to combat mediocre teams, leaders must create a culture of accountability in their organization where individuals can step up and be accountable.
“No group ever becomes a team until they can hold themselves accountable as a team.”
—The Discipline of Teams, Jon R. Katzenbach and Douglas K. Smith
When teams take full responsibility for their actions, they manage most issues themselves rather than looking to leadership to solve problems.
Overall, accountable teams demonstrate two critical dimensions: team clarity and team commitment.
1. Team Clarity
Accountable teams should have full clarity about the business they operate in by having the ability to:
- Anticipate external trends both in and outside of their industry.
- Have clarity on the strategy and purpose of their organization.
- Understand the expectations of their stakeholders and the interdependencies that exist with other parts of the company.
- Know what needs to get done and how it needs to be done.
2. Team Commitment
Accountable teams also demonstrate a high degree of commitment needed to deliver results. They do so in the following ways:
- Have a deep sense of commitment to driving success.
- Invest time in working across the organization.
- Work to make their team as strong as it can be.
- Show a deep commitment to one another.
As a leader, these two dimensions are invaluable as a way of thinking about driving mutual accountability and sustaining high performance for their organization over the long-term.
Accountable Teams Drive Extraordinary Performance
Leaders who invest in leveling up their team and promote a culture of accountability can experience transformational benefits, such as:
- Everyone is clear and aligned on what needs to get done.
- Each team member is accountable, pulls their weight, and goes to great lengths to support one another.
- Everyone feels safe challenging one another and confronting issues head-on without fear.
- Team members leverage the unique capabilities of others.
- Everyone works hard but also manages to have fun and celebrate success.
These benefits translate to strong results within organizations. In fact, research shows that high- performing companies have more accountable teams compared to average or poorly performing companies.
The Whole is Greater Than the Sum of its Parts
Whether it’s an executive team, a departmental team, a cross-functional team, or even a team made up of external partners, organizations have become increasingly reliant on teams to achieve success and guide them through uncertainty.
Given the importance of teams in today’s ever-changing world, it is clear we need to increase our efforts when it comes to building truly accountable teams.
As a leader, you are being counted on to demonstrate accountability and create high-performing teams. Are you stepping up?
Flowchart: Are You Working for a Toxic Boss?
Most people have had bad bosses, but is your boss toxic? This flowchart helps you discover if you have a toxic boss and what to do about it.
Flowchart: Are You Working for a Toxic Boss?
The experience of less-than-ideal work situations are common, and the global pandemic has likely heightened challenges for bosses and employees alike. How can mediocre or outright hostile leadership impact your ability to work well?
This flowchart from Resume.io helps you figure out if you’ve got a toxic boss weighing you down. It covers seven archetypes of toxic bosses, and how to respond to each one.
The 7 Types of Toxic Bosses
Barbara Kellerman, a professor of public leadership at the Harvard Kennedy School identifies seven types of toxic bosses that can exist.
|Number||Toxic Boss Type||Description|
|#1||Incompetent Boss||Unable or unwilling to do their job well|
|#2||Rigid Boss||Confuses inflexibility with strength|
|#3||Intemperate Boss||Lacks self-knowledge and self-control|
|#4||Callous Boss||Lacks empathy and kindness|
|#5||Corrupt Boss||Steals or cheats to promote their own interests|
|#6||Insular Boss||Is cliquish or unreachable|
|#7||Evil Boss||Causes pain to further their sense of power and dominance|
Some bosses simply don’t have the capacity to do their jobs, which makes it more difficult for their employees. Others can be corrupt or callous, creating a highly unmotivating work environment.
But how many people are in this situation?
To give a few quick examples, around 13% of all employees in Europe work under a toxic boss. In the U.S., a whopping 75% say they have left a job primarily because of a bad boss.
What’s so Bad about a Bad Boss?
Bosses can make or break your job experience. Having a toxic boss can cause your quality of work to suffer, which can then trickle down to impact your overall career.
In fact, Harvard Business Review found that a toxic work environment can lead to decreased motivation and employee disengagement. This has significant knock-on effects such as:
- 37% higher absenteeism
- 60% more errors in their work
- 18% lower productivity
According to the same study, this can cause companies to have 16% lower profitability and a 65% lower share price over time.
The physical side effects are not to be underestimated, either. One Swedish study found that a bad boss who increases your job strain can, in tandem, increase your chance of cardiac arrest by 50%. Additionally, a study out of Stanford found that mismanagement in the American workplace and subsequent stress could potentially be responsible for 120,000 deaths per year.
Tips to Deal with a Toxic Boss
Bad bosses can hurt the company, the overall work environment, and can impact your professional growth and personal health.
So, what can you do about it?
|Number||Toxic Boss Type||Solution|
|#1||Incompetent Boss||Use initiative|
|#2||Rigid Boss||Use the power of persuasion|
|#3||Intemperate Boss||Look for opportunities|
|#4||Callous Boss||Ask for a 1-on-1 meeting|
|#5||Corrupt Boss||Find co-workers who share your concerns|
|#6||Insular Boss||Offer them opportunities to open up|
|#7||Evil Boss||Take a stand|
Different kinds of bosses require different approaches, and some simply aren’t worth putting up with. For instance, taking initiative with an incompetent boss is one relatively easy solution, but having a 1-on-1 with a callous boss takes more effort. An evil boss requires intervention from HR.
If you don’t have a toxic boss, consider yourself lucky. Here are two ways to keep your working relationship strong:
- Take initiative
- Keep up open communication
- Ask for constant feedback so you know where you stand
- Under-promise and over-deliver
What Can Bosses Do?
Toxic bosses can have disastrous consequences on employees and companies. According to one Gallup survey, at minimum, 75% of the reasons for voluntary turnover can be influenced by managers.
After looking at some of the ways employees can address toxic bosses, how can bosses ensure their work environment is healthy? Harvard Business Review recommends four main things:
- Encourage social connections
- Show empathy
- Go out of your way to help
- Encourage employees to talk to you—especially about their problems
The future of work may be changing, with remote work becoming more popular and feasible. This can pose problems in creating a strong work culture.
However, if bosses and employees can work together to foster a positive and healthy work environment, everyone, including the bottom line, will benefit.
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