...Topic: Social Accounting & Ethical Governance Abstract Social accounting and ethical governance is becoming a concern in Fiji businesses nowadays. This assignment will outline how Bank of the South Pacific deals with social accounting and transparency and ethical governance. Firstly, it will consider the social accounting factors which is the ‘Go Green’ event. Secondly, it will consider how transparency is Bank of the South Pacific and thirdly, it will consider ways in which Bank of the South Pacific can maintain ethical standards. Finally, some recommendations will be drawn as to how to improve social accounting, transparency and ethical governance at Bank of the South Pacific. Introduction The purpose of this assignment is to study as to how businesses in Fiji work towards social accounting and transparency and ethical governance. The business to be studied for this research is Bank of the South Pacific. Bank of the South Pacific is one of the largest and most successful banking organisations in the South Pacific. Bank of the South Pacific has its largest branch in Papua New Guinea and is represented in Fiji, Solomon Islands and Niue as well. Some of the services provided by Bank of the South Pacific include BSP Telephone Banking, BSP online, BillPay, BSP Mobile Phone Banking, and Access to BSP Mobile Phone Banking, Transfers and BillPay payments, Security of BSP Mobile Phone Banking, ATM and EFTPOS. The term social accounting is the process where social and environmental...
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...S w 909A08 FIJI WATER AND CORPORATE SOCIAL RESPONSIBILITY — GREEN MAKEOVER OR “GREENWASHING”?1 James McMaster and Jan Nowak wrote this case solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. Richard Ivey School of Business Foundation prohibits any form of reproduction, storage or transmission without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Richard Ivey School of Business Foundation, The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail cases@ivey.uwo.ca. Copyright © 2009, Richard Ivey School of Business Foundation Version: 2011-09-21 “Bottled water is a disaster, for several reasons. First there’s the issue of the sustainability of underground aquifers, from where much of the bottled water is drawn. And then there’s the carbon footprint. Water is heavy, and transporting it around the world uses a lot of energy.” Jeff Angel, Total Environment Centre, Sydney, Australia2 “We survived before we had water in bottles. It is unnecessary. When you see water imported from Fiji in plastic bottles, you know it’s bad for the environment...
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...operating 69 properties in Asia, the Middle East, and North America, with 30,000 rooms and over 41,000 staff members. CASE STUDY Launched in 2007, Shangri-La’s Corporate Social Responsibility (CSR) strategy centres on six primary topics: environment – climate change mitigation; local community support programmes; conservation and biodiversity projects; environmental management systems; employee engagement and well-being; health, safety, food, and supply-chain management systems. Every region and hotel formulates and coordinates all CSR activities and volunteer programmes individually, overseen by a group Director of CSR and Sustainability, who was appointed in 2009 to champion these initiatives. Further testament to the level of integration of CSR within the company’s business model is evidenced by the fact that CSR is placed directly into each individual property’s Integrated Management System (IMS) reporting structure. With the publication and distribution within the group of a Best Practice Digest and the first Sustainability Report in 2011, data are provided across the group on each property’s work, highlighting both high performance and those needing to become more engaged in these efforts. Three main CSR initiatives provide a framework for defining activities across the group: Embrace, focusing on social and community support projects; Sanctuary, focusing on conservation and biodiversity protection projects; and Sustainability, focusing on green operations – resources...
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...Proceedings of the Fourth International Annual Conference of the Asia Pacific Academy of Business in Society Sustainable Decision-Making in a Time of Crisis Public and Private Perspectives Malcolm McIntosh and Susan Forbes Authors Malcolm McIntosh Director, Asia Pacific Centre for Sustainable Enterprise Susan M Forbes Adjunct Research Fellow, Asia Pacific Centre for Sustainable Enterprise © 2011 Asia Pacific Centre for Sustainable Enterprise Published by Asia Pacific Centre for Sustainable Enterprise Griffith Business School Griffith University, South Bank campus 226 Grey Street, South Brisbane Queensland, 4101 Australia www.griffith.edu.au/business-commerce/sustainable-enterprise All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic or mechanical, photocopying, recording or otherwise without the prior permission of the copyright owner. Copyright rests with the individual authors. ISBN 978-1-921760-45-7 Foreword The conference reflected lessons learnt and being learned from the global financial crisis, from the climate change prognosis and from rethinking global governance. The conference preceded the Asia-Pacific Economic Cooperation (APEC) 2010 Meetings and Summit (7-14 November in Yokohama, Japan) and coincided with the 10th anniversary of the United Nations (UN) Global Compact, and the UN Year of Biodiversity. Given the birth of the G20 group of nations, the...
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...a small business in the USA in the 1950s (Stonehouse, Campbell, Hamill & Puride, 2004). Today, it has grown to be a global phenomenon with 34,000 restaurants in over 118 countries (McDonald’s Australia, 2014). Through this expansion, McDonald’s has faced the challenge of transferring a symbol of American culture to places where there are significant national, cultural and religious differences. This essay will analyse some management issues that McDonald’s has experienced. Firstly, the strategic debate regarding global integration versus national responsiveness will be examined. Associated with this issue, is the matter of diversity across different regions. Finally, the essay will consider McDonald’s corporate image of social responsibility in relation to environmental sustainability and increasing problems of worldwide obesity. McDonald’s as we know it today is a result of Ray Kroc taking the entrepreneurial hamburger ‘stall’ established by the McDonald brothers, and franchising the business with Ted Turner to create an international organisation (McDonald’s Australia, 2014). In the 1950s there was significant domestic growth in the United States of America. International expansion began in the late 1960s and 1970s, initially targeting Canada, the United Kingdom and western European countries of Germany, the Netherlands and Sweden (Stonehouse, et al, 2004). The first restaurant opened in Australia in 1971 (McDonald’s Australia, 2014). In 2001, McDonald’s was one of the...
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...ANNUAL REPORT 2013 CONTENTS Chairman’s Review Managing Director’s Review Financial Results Board of Directors Senior Management Corporate Governance Statement Financial and Statutory Reports Directors’ Report Financial Report Income Statement Statement of Comprehensive Income Statement of Financial Position Statement of Cash Flows Statement of Changes in Equity Notes to the Financial Statements 1. Summary of Significant Accounting Policies 2. Segment Reporting 3. Revenue 4. Income Statement Disclosures 5. Income Tax Expense 6. Cash and Cash Equivalents 7. Trade and Other Receivables 8. Inventories 9. Other Financial Assets 10. Investment in Joint Venture Entity 11. Investments in Bottlers’ Agreements 12. Property, Plant and Equipment 13. Intangible Assets 14. Impairment Testing of Investments in Bottlers’ Agreements and Intangible Assets with Indefinite Lives 1 2 3 4 6 7 14 14 59 59 60 61 62 63 64 64 72 74 74 76 77 78 79 79 79 80 81 82 83 15. Trade and Other Payables 16. Interest Bearing Liabilities 17. Provisions 18. Deferred Tax Liabilities 19. Defined Benefit Superannuation Plans 20. Share Capital 21. Shares Held by Equity Compensation Plans 22. Reserves 23. Employee Ownership Plans 24. Dividends 25. Earnings Per Share (EPS) 26. Commitments 27. Contingencies 28. Auditors’ Remuneration 29. Business Combinations 30. Key Management Personnel Disclosures 31. Derivatives and Net Debt Reconciliation 32. Capital and Financial Risk Management 33. Related Parties 34. CCA Entity...
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...mission, values and vision 4 2.2Marketing Report Objective 5 3. Phase 1- Industry and client partner overview 6 4. Phase 2 – Key ethical and social responsibility issues and challenges in the relevant industry sector, and for the client partner 9 5. Phase 3 - Analysis of existing ethical and social responsibility policy and practice of the client partner 11 1. Recognize 12 2. Identify, prioritize and act 12 3. Review and improve 13 6. Phase 4- Strategic recommendations for future ethics, and social responsibility policy and practice 14 6.2Recommendation for future social responsibility 14 6.3Recommendation for future Ethics 16 6.4Strengths, weaknesses, and impacts of the projects 17 6.5Alignment of the Global Policy 18 References 18 Appendices 19 Appendix1 19 Appendix2 19 1 Executive summary Hitachi was founded in 1910 as a repair shop for machines in Hitachi city, Kuhara Mining Company in Japan by Namiel Odaira. It’s founding spirit was “Harmony”, “Sincerity and the “pioneering spirit”. (Hitachi Plant Technologies Ltd, Japan 89) Namiel wanted to contribute to society through the development of original, superior technology and quality products. (Hitachi Plant Technologies Ltd Japan 20) Hitachi is articulating its desire to address key worldwide challenges through Social Innovation Business with their slogan “Social Innovation- It’s our future”. Hitachi as a global company operates in a number of countries. This has been made possible through subsidiary companies...
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...Sector Auditors in the Pacific Developed by PASAI in 2012 Pacific Association of Supreme Audit Institutions (PASAI): Strategic Management and Operational Guidelines Pacific Association of Supreme Audit Institutions (PASAI) 2 Pacific Association of Supreme Audit Institutions (PASAI): Strategic Management and Operational Guidelines Foreword The purpose of these guidelines is to provide assistance for Pacific Association of Supreme Audit Institutions (PASAI) members, especially heads of SAIs and managers to carry out their functions strategically, tactically and operationally. They do this by introducing the basics of planning, examining the types of objectives and differentiating the types of plans consisting of the corporate plan, strategic plan, business plan and operational plan for the management of their offices. PASAI recognises the importance of having these strategic management plans as it is top level management’s responsibility to define the SAI’s positions, formulate strategies and guide long term organisational activities. This is one of PASAI’s initiatives aimed at developing SAIs within the region. The guidelines have been produced to assist PASAI members in the effective, efficient and economic planning and management of their resources annually and in the long term. It provides guidance to SAIs in establishing and enhancing their strategic management functions. The guidelines look at: the fundamentals/characteristics of strategic planning;...
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...Edited by Kristen Walker Painemilla, Anthony B. Rylands, Alisa Woofter and Cassie Hughes Edited by Kristen Walker Painemilla, Anthony B. Rylands, Alisa Woofter and Cassie Hughes Conservation International 2011 Crystal Drive, Suite 500 Arlington, VA 22202 USA Tel: +1 703-341-2400 www.conservation.org Editors : Kristen Walker Painemilla, Anthony B. Rylands, Alisa Woofter and Cassie Hughes Cover design Paula K. Rylands, Conservation International : Layout: Kim Meek, Washington, DC Maps [except where noted otherwise] Kellee Koenig, Conservation International : Conservation International is a private, non-profit organization exempt from federal income tax under section 501 c (3) of the Internal Revenue Code. ISBN 978-1-934151-39-6 © 2010 by Conservation International All rights reserved. The designations of geographical entities in this publication, and the presentation of the material, do not imply the expression of any opinion whatsoever on the part of Conservation International or its supporting organizations concerning the legal status of any country, territory, or area, or of its authorities, or concerning the delimitation of its frontiers or boundaries. Any opinions expressed in this publication are those of the writers, and do not necessarily reflect those of Conservation International (CI). Suggested citation: Walker Painemilla, K., Rylands, A. B., Woofter, A. and Hughes, C. (eds.). 2010. Indigenous Peoples and Conservation: From Rights to Resource Management. Conservation...
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...Sustainability Research Sustainability is of increasing significance for businesses, communities, and national economies around the globe. Sustainability addresses economic, environmental, and social issues, but it also incorporates cultural dimensions. In the face of globalisation, societies seek to preserve their cultural values and community identity, while still participating in the global economy. In New Zealand the importance of sustainability issues has been recognised by central and local government policies, environmental and economic development agencies, and business leaders. Two of the active business groups focusing on these issues are the New Zealand Business Council for Sustainable Development (NZBCSD) and the Sustainable Business Network (SBN). Waikato Management School is working in partnership with both of these key business groups on sustainability projects and events. The aim of these initiatives is to develop and share insights on sustainable economic development and sustainable enterprise success. The Waikato Management School is distinctive in its commitment ‘to inspire the world with fresh understandings of sustainable success’. These fresh understandings will be achieved through our high quality research that can influence policy makers, excellent teaching, through the knowledge and values our graduates take into the workforce, through our continued consulting with business and the outstanding experiences offered to everyone who connects...
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...2013 ANNUAL REVIEW AND SUSTAINABILITY REPORT THE STRENGTH WE’VE BUILT TODAY… STRENGTH RETURN GROWTH PRODUCTIVITY HELPING US LEAD TOMORROW. Since our inception in 1817 we’ve built a legacy of leadership. In a young colony, through a great depression, through boom years, through a global financial crisis and in the development of a portfolio of businesses, Westpac has a history of looking ahead with a long-term view. This year we have made significant progress in implementing a strategy that is delivering better returns today, and building a sustainable business for the future. It is the strength we’ve built into our business today, with sector leading capital, a robust funding and liquidity position, and superior asset quality, that is helping us lead tomorrow. As a result we can respond to opportunities as they emerge and invest to transform the organisation. We’ve been proudly supporting Australia, New Zealand and our region for almost two centuries and we’re singularly focused on continuing our support as we approach our third century. We believe in these countries, in their people and in their businesses and their potential to prosper and grow. Our strong position today means we are more capable than ever of helping to realise this potential. And we are more dedicated than ever to play a role in leading tomorrow. …IS Westpac Banking Corporation ABN 33 007 457 141 2013 PERFORMANCE HIGHLIGHTS CASH EARNINGS ($m)1,2 REPORTED RESULTS ($m)3 COMMON EQUITY TIER...
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...ANNUAL REPORT 2014 Introduction and financial and corporate responsibility highlights INTRODUCTION AND FINANCIAL AND CORPORATE RESPONSIBILITY HIGHLIGHTS This is the Annual Report of TNT Express N.V. for the financial year ended 31 December 2014, prepared in accordance with Dutch regulations. The preceding Annual Report of TNT Express N.V. for the financial year 2013, was issued on 18 February 2014. Unless otherwise specified or the context so requires, ‘TNT’, the ‘company’, ‘it’ and ‘its’ refer to TNT Express N.V. and all its Group companies as defined in article 24b of Book 2 of the Dutch Civil Code. TNT is domiciled in the Netherlands, which is one of the Member States of the European Union (EU) that has adopted the euro as its currency. Accordingly, TNT has adopted the euro as its reporting currency. In this annual report the euro is also referred to as ‘€’. As required by EU regulation, the consolidated financial statements of TNT have been prepared in accordance with International Financial Reporting Standards (IFRS) as adopted by the EU. PricewaterhouseCoopers Accountants N.V. has been appointed as the external independent auditor of the financial statements of TNT, and has been engaged to provide reasonable assurance on certain metrics and limited assurance on other metrics of CR. Enquiries related to this annual report may be addressed to Investor Relations and Corporate Communications to the attention of Mr Gerard Wichers (gerard.wichers@tnt.com). ...
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...Fong, Peter Ginter, Georgina Goodwin, Marcel Grubenmann, Alain Herzog/EPFL, Harmen Hoogland/Nestec, Wollodja Jentsch, Marc Latzel, George Osodi/Panos Pictures, Philippe Prêtre/APG Image, Sergio Santorio, Qilai Shen/Panos Pictures, Christian Vogt, Cédric Widmer Printing Entreprise d’arts graphiques Jean Genoud SA (Switzerland) Paper This report is printed on Consort Royal, a paper produced from well-managed forests and other controlled sources certified by the Forest Stewardship Council (FSC) Management Report 2008 Letter to our shareholders Board of Directors of Nestlé S.A. Executive Board of Nestlé S.A. Corporate Governance and Compliance 10 Creating Shared Value In case of doubt or differences of interpretation, the English version shall prevail over the French and German text. Concept and design Nestec Ltd., SGDU, Corporate Identity & Design, with messi & schmidt Table of contents 12 The 4 x 4 x 4 roadmap Four competitive advantages Four growth drivers Four strategic pillars The 4 x 4 x...
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...ANNUAL REPORT 2010 TRANSPARENCY INTERNATIONAL IS THE GLOBAL CIVIL SOCIETY ORGANISATION LEADING THE FIGHT AGAINST CORRUPTION. THROUGH MORE THAN 90 CHAPTERS WORLDWIDE AND AN INTERNATIONAL SECRETARIAT IN BERLIN, WE RAISE AWARENESS OF THE DAMAGING EFFECTS OF CORRUPTION AND WORK WITH PARTNERS IN GOVERNMENT, BUSINESS AND CIVIL SOCIETY TO DEVELOP AND IMPLEMENT EFFECTIVE MEASURES TO TACKLE IT. www.transparency.org WE ARE A GLOBAL MOVEMENT SHARING ONE VISION A WORLD IN WHICH GOVERNMENT, POLITICS, BUSINESS, CIVIL SOCIETY AND THE DAILY LIVES OF PEOPLE ARE FREE OF CORRUPTION Editors: Alice Harrison and Michael Sidwell Design: Sophie Everett Cover photo: © Reuters/Yannis Behrakis Every effort has been made to verify the accuracy of the information contained in this report. All information was believed to be correct as of June 2011. Nevertheless, Transparency International cannot accept responsibility for the consequences of its use for other purposes or in other contexts. ISBN: 978-3-935711-79-1 Printed on 100% recycled paper. ©2011 Transparency International. All rights reserved. This report provides a snapshot of how the Transparency International movement was active in the fight against corruption in 2010. For the purpose of conciseness, national chapters, national chapters in formation and national contacts are referred to as chapters, regardless of their status within Transparency International’s accreditation system. Visit www.transparency.org/chapters for their current...
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...The Palm Oil Financing Handbook Practical guidance on responsible financing and investing in the palm oil sector © 2008 WWF International. All rights reserved. Any representation in full or in part of this publication must mention the title and credit the above-mentioned publisher as the copyright owner. The authors gratefully acknowledge the assistance of colleagues within WWF and other organizations in the preparation of this document. We would also like to thank Aswin Riva and Kisho Kumar for their technical advice, as well as Joel Posters (ABN Amro), Samantha Lacey (CIS), Maria Anne Van Dijk (Fortis), Simon Harris and Amol Titus (HSBC), Catherine Cassagne (IFC), Leonie Schreve (ING), Aninditta Savitry (Rabobank), Standard Chartered and Teoh Cheng Hai for their invaluable peer review comments on an earlier draft of this document. Design by Nina Narvsten (www.amazingearth.info). Production of this handbook has benefited from technical support by Profundo (profundo@profundo.nl). Profundo is an economic research consultancy specialized in the analysis of financiers, suppliers and clients of companies and policy options to stimulate them to operate in a socially responsible way. This publication also benefits from funding support to Profundo from Doen Foundation ( The Netherlands) This publication is made possible by the generous support of the American people through the United States Agency for International Development (USAID). The contents are the responsibility of WWF and...
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