...In general a number of factors might hinder or influence the adoption of e- procurement in an organization including; inadequate technological infrastructure, lack of skilled personnel, inadequate technological infrastructure of partners, lack of integration with business, implementation costs, company culture, inadequate business processes to support e-procurement, regulatory and legal controls, security, co-operation of business partners capacity, inadequate e-procurement solutions, upper management support (Chipiro, 2009). Shakir et all, (2007) identified several driver/barriers for adoption of e-procurement; Economic: Little benefit to vendors, vendors’ concerns about costs, vendors’ fear of competitive bidding because of its adverse effect on price, insufficient internal resources to support e-procurement Operational: vendors’ concerns about required changes in work processes, lack of skilled personnel, particularly when the vendor is required to populate, update, and monitor, electronic product catalogues Environmental: ineffective public infrastructure, restrictive or lack of regulations from domestic governments, differences in language, culture, and legal systems Technological: low or different levels of IT maturity among vendors, lack of technical and data exchange standards, lack of supporting IT infrastructure, Vendors’ concerns about the...
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...The Shell Global Scenarios to 2025 The future business environment: trends, trade-offs and choices © Shell International Limited (SIL), 2005. Permission should be sought from SIL before any part of this publication is reproduced, stored in a retrieval system or transmitted by any other means. Agreement will normally be given, provided that the source is acknowledged. The information contained in this publication is, to the best of our knowledge, true and accurate although the forward looking statements herein are by their nature subject to risk factors which may affect the outcome of the matters covered. Opinions from independent experts are presented as their own views in separate inserts with their approval. None of Shell International The companies in which Royal Dutch Petroleum Company and The “Shell” Transport and Trading Company, p.l.c. directly or indirectly own investments are separate and distinct entities. The expressions “Royal Dutch/Shell Group” and “Group” are used to refer to the companies of the Royal Dutch/Shell Group as a whole. The words “Shell”, “we”, “us” and “our” are used in some places to refer to the Group and in others to an individual Shell company or companies where no particular purpose is served by identifying the specific company or companies. Limited, its affiliates and their respective officers, employees and agents represents the accuracy or completeness of the information set forth herein and none of the foregoing shall be liable for...
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...Head: ENVIRONMENTAL ANALYSIS OF THE GREEN SHOP Environmental Analysis of the Green Shop SWOTT Analysis In business, SWOTT analysis that reflects company’s strength, weakness, opportunities, threats and trends also have great significance in accomplishing the objectives (Wheelan & Hunger, 2004). With the proper understanding of SWOTT analysis, organization will assess both the environmental factors i.e. internal and external that endlessly facilitate in attaining the pre-set objectives. External Forces & Trend Consideration In the ‘External Forces Analysis’ organic and natural health food shops the major forces included are the legal & regulatory forces, economic forces, competitive analysis and social factors. Legal and Regulatory Factors The legal and regulatory forces are very important for the business of organic food and natural health products. Human health is a highly sensitive issue for the company, so the legal regulation regarding this business is the license of human health administration to sale the food product (Wheelan & Hunger, 2004). It is necessary for the shop to get a certification and license of the nutrition available in the products (Bradford & Duncan, 2000). The legal and regulatory framework would enhance the capability of the strategy formation of the company with the inclusion of the varied legal and regulatory aspects of food and health products (Brown, 2009). Economic Factors The economies of the countries have frequent...
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...an integral part of most business processes. Organizations cannot survive without information and the supporting systems, third parties and manual activities that collect, derive, process, store and make available the information. Organizations rely on information and, therefore, are at risk when the information is degraded. In addition, information often imposes obligations to the organization, whether because a law or regulation requires it, or fiduciary duty demands it. Enterprise governance, risk and compliance (GRC) represents the actions that an organization takes to achieve its performance objectives and manage risk. This includes information risk and the organization’s obligations over the information it owns, produces, uses and makes available to others. Organizations use different kinds of information — financial, business, intellectual property, etc. — each with its own unique governance, risk and compliance considerations. Personal information is one such information category, and in this publication we take a closer look at the specifics of personal information and privacy risk. Insights on IT risk — February 2010 1 Introduction to privacy risk management and compliance This document introduces the related topics of privacy risk management and compliance, describes how they must be addressed integrally to be effectively managed, discusses how effective management can lead an organization to increased value and presents a framework for managing privacy risk...
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...University of New England Compliance Management Framework and Procedures Document data: | Document type: | Framework and Procedures | Administering entity: | Audit and Risk Directorate | Records management system number: | D12/50959 | Date approved: | 4th October 2012 | Approved by: | Vice-Chancellor | Indicative time for review: | Maximum 2 years from approval date | Responsibility for review: | Audit and Risk Directorate | Related policies or other documents: | Compliance Policy | | Risk Management Policy and Guidelines | | Code of Conduct | | Records Management Policy | | AS3806- 2006 Compliance programs | Staff contact for advice: | Legal Counsel and Executive Director of GovernanceDirector Audit and Risk | Revision history: | | * Table of Contents Section 1 : Compliance Management Framework 4 1. Purpose 4 2. Scope 4 3. Compliance Management Introduction 4 4. The Policy 7 5. Risk Management 7 6. Compliance Management Process 8 7. Responsibility and Accountability Structure 9 7.1 Overview 9 7.2 Council 9 7.3 Vice-Chancellor and CEO 10 7.4 Executive Management 10 7.5 Managers 11 7.6 Audit and Risk Directorate (ARD) 11 7.7 Employees 12 8. Reporting Responsibilities 12 8.1 Annual Reporting 12 8.2 Obligations Register 12 8.3 Breach reporting and management 13 8.4 External Reporting Requirements 13 9. Annual Compliance Management Calender 14 Section 2 : Compliance...
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............................ 3 1 2 2.1 2.2 2.3 3 3.1 3.2 3.3 3.4 3.5 4 4.1 4.2 4.3 4.4 5 5.1 5.2 INTRODUCTION ............................................................................................................. 4 FSB VISION AND MISSION .......................................................................................... 5 Vision .............................................................................................................................. 5 Mission ............................................................................................................................ 5 Values ............................................................................................................................. 5 OVERVIEW OF FSB OPERATIONS ............................................................................... 6 FSB Governance Structure.............................................................................................. 6 FSB Operational Structure............................................................................................... 7 Line Departments ............................................................................................................ 8 Line Support Departments ............................................................................................. 12 General Support Departments ....................................................................................... 12 REGULATORY ENVIRONMENT .................
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...FINANCIAL STATEMENTS (Effective for audits of financial statements for periods beginning on or after June 15, 2006)∗ CONTENTS Paragraph Introduction .................................................................................................... 1 Objective of an Audit of Financial Statements .............................................. 2-3 Ethical Requirements Relating to an Audit of Financial Statements ............. 4-5 Conduct of an Audit of Financial Statements ................................................ 6-9 Scope of an Audit of Financial Statements .................................................... 10-14 Professional Skepticism ................................................................................. 15-16 Reasonable Assurance ................................................................................... 17-21 Audit Risk and Materiality ............................................................................. 22-32 Responsibility for the Financial Statements ................................................... 33-36 Determining the Acceptability of the Financial Reporting Framework ......... 37-48 Expressing an Opinion on the Financial Statements ...................................... 49-51 Effective Date ................................................................................................ 52 ∗ ISA 315, “Understanding the Entity and Its Environment and Assessing the Risks of Material Misstatement,” ISA 330, “The...
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...Contents Introduction 4 Fly 540 4 Aldi 4 Internal and external recruitment 5 Benefits to Aldi for Internal Recruitment 5 How Aldi Plc Company will recruit their candidates 6 Benefits to Fly 540 for External Recruitment 6 How Fly 540 Will Recruit Their Candidates 7 Conclusion 7 Introduction 8 Legal and Regulatory Framework in Recruitment and Selection 8 Conclusion 10 Introduction 11 Person specification and purpose 11 Job description and purpose 12 Reasons for Job Application Requirements 13 References 15 Introduction According to Bratton and Gold (2007, p 239) ‘Recruitment is the process of generating a pool of capable people to apply for employment to an organization. Selection is the process by which managers and others use specific instruments to choose from a pool of applicants a person or persons more likely to succeed in the job(s), given management goals and legal requirements.’ Here Bratton and Gold state that recruitment and selection go hand in hand, but they are two separate activities require a separate range of skills and expertise. Here Fly 540 Fly540 is East Africa’s premier low cost airline offering low fares on scheduled flights all year round to destinations within Kenya, South Sudan and Zanzibar. Headquartered in Nairobi and operating from Jomo Kenyatta International and Wilson Airports, Fly540 Kenya flies to Eldoret, Kisumu, Lamu, Lodwar, Malindi, and Mombasa and across the border to Juba and Zanzibar. Aldi Aldi...
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...3 The Regulatory System in the United Kingdom This chapter examines the regulatory system currently in place in the United Kingdom. It provides an overview of the structure and objectives of regulation, the role of the regulator and the techniques that are employed in regulating firms and individuals who engage in investment business. 3.1 Background: the financial crisis and regulatory reform 3.1.1 Responding to the financial crisis In the UK, as elsewhere, the onset of the financial crisis exposed deficiencies in financial regulation and led to calls for regulatory reform. The Treasury Select Committee1 led the way, with its hearings into the collapse of Northern Rock exposing serious deficiencies in supervision and risk management.2 In October 2008, the Chancellor of the Exchequer asked Lord Turner, the newly appointed chairman of the FSA, to review the causes of the crisis and to make recommendations on the changes in regulation and supervisory approach needed to create a more robust banking system for the future. The Turner Review3, published in March 2009, made a 1 The Treasury Select Committee is a Parliamentary (House of Commons) committee that scrutinises the activity of the regulatory authorities in the UK. 2 See House of Commons Treasury Committee, The Run on the Rock HC 56-1 (Fifth Report of Session 2007-08). 3 FSA, ‘The Turner Review, A regulatory response to the global banking crisis’ (March 2009) at http://www.fsa.gov.uk/Pages/Library/Corporate/turner/index...
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...Side 5.1 International Research Findings on Key Obstacles to Improving SME Access to Finance 5.2 Critical Success Factors to Improving Access to Finance for SMEs 6.1 Leading Practice SME Ecosystems: Singapore and the United Kingdom 6.2 Key Lessons Learned for the UAE 6.3 Detailed Review of Leading Practice and Regional Comparator Ecosystems 6.3.1 Singapore 6.3.2 United Kingdom 6.3.3 Jordan 6.3.4 Qatar 7.1 The core issues 7.2 n overview of the opportunities for KF and other (public and private) entities to A support SME access to finance in Abu Dhabi / UAE 7.2.1 Legal and Regulatory Transparency 7.2.2 Access to information 7.2.3 Capacity Building 7.2.4 Diversify SME Financing Mechanisms 7.3 Criteria 4 5 5 6 6 6 7 7 7 8 8 8 9 10 10 11 12 13 14 15 16 17 18 22 22 22 24 24 24 25 25 28 31 33 35 35 35 40 40 41 41 41 42 46 2. SMEs – overview of current activity (‘the demand’) 3. Finance for SMEs – overview of current activity (‘the supply’) SME Financing in the United Arab Emirates www.khalifafund.ae Table of contents 4. Issues and Gaps in the UAE SME Ecosystem 5. Areas Government...
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...Report September 28, 2011 Pakistan Country Risk Tier CRT-5 • The Country Risk Tier (CRT) reflects A.M. Best’s assessment of three categories of risk: Economic, Political and Financial System Risk. • Pakistan, a CRT-5 country, is itself the site of military and terrorist activity. Its fundamental lack of political stability is a challenge to its economic and financial outlook. Economic Risk Moderate Low High • Regional instability and domestic bureaucratic inadequacies challenge this economy that, though recently liberalized by the government, supports a relatively low-income population. • In addition to the need to eliminate terrorist violence in Pakistan, the government must continue to work to strengthen the legal system and transparency in government to increase growth in Pakistan’s economy and industry. Very Low Very High Political Risk Moderate Low High Very Low Very High Financial System Risk Moderate Low High Very Low Very High For information on companies followed Market Outlooks Copyright © 2011 by A.M. Best Company, Inc. All rights reserved. No part of this report may be reproduced, stored in a retrieval system or transmitted in any form or by any means; electronic, mechanical, photocopying, recording or otherwise. 1 AMB Country Risk Report Pakistan Regional Summary: South Central Asia • The region of South Central Asia, comprising the countries south of the Himalayans, is dominated in population...
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... may change without notice. You bear the risk of using it. This document does not provide you with any legal rights to any intellectual property in any Microsoft product. You may copy and use this document for your internal, reference purposes. You may not modify this document without written consent from Microsoft. Microsoft Corp. • One Microsoft Way • Redmond, WA 98052-6399 • USA All rights reserved. Contents The Evolution of Privacy Models in Computing .................................................................................... 1 The Principles of Accountability ......................................................................................................... 2 The Use–and-Obligations Model ........................................................................................................ 3 A Privacy Governance Framework ...................................................................................................... 4 Conclusion....................................................................................................................................... 5 1 The Role and Importance of Organizational Accountability in Managing and Protecting Users’ Data The Evolution of Privacy Models in Computing Since the early 1970s, fair information principles have provided consumers, organizations, and governments with a framework for the collection, use, and protection of individuals’ personal information. These principles have primarily...
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...is undertaken by participants such as individuals and institutions. Capital markets help channelise surplus funds from savers to institutions which then invest them into productive use. Generally, this market trades mostly in long-term securities. The capital market efficiency is usually determined by how well the regulatory measures are defined since for there to be a proper functioning capital markets there has to be factors such as integrity and transparency as well as accountability. The law has been known to be the best institution to provide a mechanism that ensures the factors are well enhanced as well as promoted. Why the law matters The significance of protecting the proper functioning of markets has long been recognized and the law is deemed to be a proper tool to achieve this. The importance of protection of protecting the markets as opposed to the individuals within it has also been recognized and legislative intervention is justified. It is important to highlight the extent to which the law has been considered to be of great importance in many jurisdictions in that capital markets are regulated at two levels, namely; Self-regulation by self-regulatory organizations e.g. Nairobi Stock Exchange, LST, NYSE, ASKB, ICPAK etc. as well as direct regulation otherwise referred to as public regulation by the state bodies e.g. The Capital Markets Authority, FSE UK, Financial Exchange Commission etc. In most cases regulation has...
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...“Analysis of charcoal value chains general considerations” Steve Sepp – Eco Consulting Group - Germany On behalf of 1 Table of Content Introduction............................................................................................................................................. 2 Importance of promoting the charcoal value chain ................................................................................ 3 Common issues characterizing the charcoal value chain ........................................................................ 3 Analyzing the charcoal value chain ......................................................................................................... 4 Building a roadmap for charcoal value chain upgrading ......................................................................... 7 Conclusions............................................................................................................................................ 10 References ............................................................................................................................................. 11 Introduction Charcoal is a prime source of energy in most African country, as well as a driving force of their economies with estimated annual growth rates of around 3.7 percent [1]. Surprisingly enough, policy makers pay little attention to the ways in which charcoal is produced and sold – e.g. the question as to whether wood used for charcoal burning is harvested...
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...London School of Business & Management QCF level 4: BTEC Higher National Diploma Centre No Unit No & Unit Title Course Title Lecturer’s Name Assignment Title Assignment No Date Set Due Date Semester / Academic Year 79829 Unit 21: Human Resource Management HND Business Nooreen Jafferkhan Human Resource Management No: 1 02 October 2014 09 January 2015 September 2014 Unit Outcomes Covered: LO 1: Understand the difference between personnel management and human resource management LO 2: Understand how to recruit employees LO 3: Understand how to reward employees in order to motivate & retain them LO 4: Know the mechanisms for the cessation of employment GRADING OPPORTUNITIES AVAILABLE Outcomes/ Grade Descriptors P1 P2 P3 P4 P5 P6 P7 P8 P9 P10 P11 P12 P13 P14 P15 V Outcomes/ Grade Descriptors M1 V M2 V M3 V D1 V D2 V D3 V V V V V V V V V V V V V V V COMMENTS: Assessor Signature: ______________ IV COMMENTS: Date: ___/___/___ 1 Tutor Notes Key Points: Your assignment should be handed in by the deadline. The assignment must be your own work and original. All sources of reference must be included. You will be expected to check spelling mistakes and grammar. Your name, student no and unit no should be in the footer of every page. It should bear an appropriate report structure (such as a Table of Contents, Introduction, Discussion, Conclusion, References, and Appendix (if...
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