...fair look at ’m shine Ten years of making Ten years of making chocolate 100% slave free chocolate 100% slave free we’re now nowyears on the way to to we’re ten ten years on the way 100% slave free free chocolate. We’ve been 100% slave chocolate. We’ve been supported, encouraged, challenged and and supported, encouraged, challenged eaten. We now now know how difficult it is eaten. We know how difficult it is to change an industry. We havehave grown to change an industry. We grown enormously and achieved results. enormously and achieved results. Here’s our timeline: Here’s our timeline: 2o10 2o10 2o09 2o09 Our bars are available in more more and Our bars are available in and We started the ‘Tony’s in We started the ‘Tony’s in more more stores, including supermarkets. Africa’ project: a study of stores, including supermarkets. Africa’ project: a study of Our revenue grows considerably from from cocoacocoa supply chain and Our revenue grows considerably the the supply chain and this pointpoint onward, which also this onward, which also ways ways to improve Fairtrade to improve Fairtrade sharply increases the amount of sharply increases the amount of certification. certification. cocoacocoa beans we need. beans we need. 2o11 2o11 2o05 2o05 2o06 2o06 2o08 2o08 2o07 2o07 The first Tony’s Chocolonely bar bar Tony’s goes official The first Tony’s Chocolonely Tony’s goes official comes on the market, after after...
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...A selection of rough diamonds from Voorspoed Mine ACTION ETHICS Protecting THE INTEGRITY OF DIAMONDS 33 ETHICS OUR COMMITMENT TO MEETING THE highest ethical standards IS FOUNDED ON OUR aspiration TO LIVE UP TO THE unique qualities OF DIAMONDS. THE BEHAVIOUR OF OUR EMPLOYEES, THE ROBUSTNESS OF OUR COMPLIANCE SYSTEMS and our commitment to transparency maintain stakeholder confidence in our business and play a key role in upholding ‘diamond equity’. De Beers aims to meet or exceed all applicable statutory requirements, as well as international standards on ethical issues ranging from conflict diamonds to anti-corruption. We also work with our business partners to embed ethical standards throughout the diamond value chain. 34 Report to Society 2010 Ethics The ethical provenance of diamonds is an important element of both their financial and emotional value – what we call ‘diamond equity’. To ensure that the journey from mine to finger meets the highest ethical standards, we have a mandatory, third party assured, code of ethical business conduct – the Best Practice Principles Assurance Programme (BPPs) – that applies not only to our own operations, but also to our Sightholders, contractors and suppliers. HIGHLIGHTS • All diamonds sold by De Beers are 100% conflict free. Compliance with the Kimberley Process and System of Warranties for 2010 was verified by Société Générale de Surveillance (p38) To support ethical standards more broadly we work with sectoral initiatives...
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...wealth--diamonds in Sierra Leone and oil in Nigeria, for instance--those resources often end up being a curse on95% of the respective country's populace. On the other hand, a few nations have done better through internal improvements; Botswana is often cited as an example of this, but their 40% Aids rate--definitely attributable to rampant sexual activity--is impossible to overlook. Encapsulated in this spiel are what could be termed ‘the four great fallacies of the Africa Debate’. I’ll attend to each of these in turn. Fallacy 1 - Africa’s problems are by in large internal There’s no denying that some of Africa’s problems are internal but the claim that they are entirely (or even by in large internal) is demonstrably false: it ignores history and turns a blind eye to the interconnected world that we live in. For a start, many of Africa’s current problems stem from the colonial epoch; and colonialism was hardly an internal process. Instead, an external force (that’s us – the Europeans) plundered Africa’s natural and...
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...9 4. References ------------ 10 INTRODUCTION Pearce and Robinson (1991) have defined strategic management as “the set of decisions and actions that result in the formulation and implementation of plans designs to achieve a company’s objective. Ghana is the potential market identified because the Government is committed to implementing policies that reduce the general cost of doing business in Ghana and to promote investor confidence in the country. With a stable multi-party government that is committed to market liberalization, Ghana has been ranked as one of the most attractive locations for doing business in Africa, other factors are 100% foreign ownership is permitted, competitive labor force, Quota free access to USA and other European Union Markets, A sound macroeconomic Environment, On-going privatization in key economic sectors, On-going infrastructure development, high degree of personal safety and warm and friendly people, Fast developing financial infrastructure and immediate access to all markets of Economic community of West Africa(ECOWAS). (2012 KPMG Report). Tesco is a British multinational grocery shop and general merchandise retailer headquartered in Chestnut Hertfordshire England, United Kingdom. It has stores in 12 countries across...
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...INTERNATIONAL HIV/AIDS ALLIANCE In 2009, 33 million people were living with HIV/AIDS. About 5 million of them had access to treatment (UNAIDS, 2010). The international HIV/AIDS alliance is a network of organizations throughout the world that is dedicated to combating the spread and the effects of HIV and AIDS. This work analyzes the issues faced by Alliance and addresses some strategic recommendation. The history, development, and growth of the organization over time The international HIV/AIDS Alliance was created in 1993. It is a result of discussions within a group of donor agencies and international organizations on how to give more support to community groups in developing countries that were carrying out work around HIV (Alliance, foundation, 2009). The Alliance has its head quarter (the international secretary) in Brighton, UK. Through its Linking Organization (LOs) the Alliance has been helping to reduce the spread of HIV/AIDS in Africa, Asia, the Caribbean, Eastern Europe and Latin America. There were about 32 LOs in 2009 throughout the world. These LOs are supporting 1270 community and NGOs across the globe. The alliance strategy in 2006 was to significantly scale up the universal access to comprehension HIV/AIDS services. By 2010 the Alliance had reached 2.3 million adults and children globally. A 75% growth compare to 2007. With an income of more than US$ 63 million in 2007, the alliance reached US$ 72.7 million in 2008 (a 12% increase).of these, 81% were restricted...
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...Report of Online Discussion WOMEN IN LEADERSHIP ROLES Coordinated by the Division for the Advancement of Women Department of Economic and Social Affairs United Nations Hosted by WomenWatch With support from the Office of the United Nations High Commissioner for Refugees (UNHCR) 19 November to 15 December 2007 Disclaimer: The views expressed in this report reflect the opinions of participants to the online discussion and not the official views of the United Nations Contents 1. Introduction................................................................................................................................ 3 2. Theme One: Status of women in leadership positions globally ....................................................... 5 2.1. Country experiences ................................................................................................................5 2.2. Ability of women in leadership positions to influence change .....................................................6 2.3. Instruments and methodologies to measure impact ..................................................................8 3. Theme Two: Factors that influence women’s access to decision-making positions —views from public administration, the judiciary and the private sector................................................................. 9 3.1. Representation of women in the public sector.........................................................................10 3.2. Representation...
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...Notes for Exam 5- Geography North America Tuesday, November 16, 2010 Physical Geography * Latitude is very important –broad range * Western climates- Mountains (change the climate of the region) * Example: Sierra Nevada and Rockies * Deserts and dryness- Because the mountains are so tall they absorb the precipitation * Further west- very wet * Louisiana- very close to the equator, nothing to stop the storms -2 of the largest countries in the world include (Population)- 1. Canada- 1/10th of the US- 33 million * Lots of empty land in this area 2. The US- 300 million pop * Highly urbanized (D): Megalopolis- Applies to the US and Canada, very big *PROS OF North America 1. -Farming and Ranching and Agriculture * Used to be dominate * 1790: employed 90% of the work force * 1880: dropped down to 50%- because of industrialization * Today: less than 2% * In the US only 1% of population are farmers * Farm populations fell by 2/3 in the beginning of the 20th century * Farms are consolidating * 20% drop in the number of farms * Agriculture has become more meganized (more industrial) More money to keep it going, more land and more machines * Farms are still critical in the US and Canadian economy * 2000: US Alone, $216 billion dollars in farming alone * Land use, agriculture remains dominant * Varies by region * Dairy farming in the east * Live Stock...
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...BACKGROUND (Brockman)…………………………..…………………..7 B. SIERRA LEONE (Chu)…………………….………………….…………………......8 C. IHS POLITICAL RISK RATINGS AND RANKING INDEX (Mittal) ……….......……....10 !" III. IV. Choice of IHS Model …………………..………………………...……......12 !!" Model Improvements …………………………………………...………....13 RISK MAP (Mittal, Gupta)………………………….……………………………...14 RISK ASSESSMENT, EVALUATION, & MANAGEMENT.………..…………17 A. POLITICAL RISK (Brockman) ……………………………………………...……..17 i. Introduction ……………………………………………………...….……17 ii. War and External Threats …………………………………...……………..20 !!!" Civil and Labor Unrest ……………………………………………...…......23 !#" Internal Violence ………………………………………………..……...…27 #" Regime Instability ………………………………………………..…...…..29 B. SOCIO-ECONOMIC RISKS ………………….………………………………...…...33 i. Economic Instability (Gupta) ………………………………………….…..33 ii. Energy Vulnerability (Gupta) …………………………………………..….37 iii. Environmental Activism (Mittal)………………………………………...…42 iv. Ethno-Linguistic Factionalism (Mittal)…………………………….……….45 C. COMMERCIAL PETROLEUM RISKS …………...…………………………...………53 i. Constraints on Foreign Oil Company Investment (Chu)……...…………...…53 ii. External Transfer and Inconvertibility Risks (Dommert)…….…………….…61 iii. Threat of Adverse Changes in Contracts/Fiscal Terms (Chu)…………...……67 V. RISK MANAGEMENT INSURANCE…..………..………………………………74 A. PROJECT RISK THRESHOLDS AND BREAK EVEN PREMIUM (Mittal)……………....74 B. TRADE INSURANCE (Gupta)……………....………………………………………80 VI. CONCLUSION (Dommert)...…………..…………………………………………...82 1 ...
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..., What is CSV How we implement CSV Nutrition Water Rural development Responsible sourcing Environmental sustainability Human rights and compliance Our people Nestlé in society Creating Shared Value and meeting our commitments 2012 Full report Nestlé in society | Creating Shared Value and meeting our commitments 2012 | Full report 1 What is CSV How we implement CSV Nutrition Water Rural development Responsible sourcing Environmental sustainability sustainability Human rights and compliance Our people Nestlé in Society: Creating Shared Value A message from our Chairman and our CEO About this report Nestlé in Society: Creating Shared Value Creating Shared Value explained Nestlé Corporate Business Principles Our Commitments Materiality Key Performance Indicators Summary Consolidated environmental performance indicators Nestlé in society | Creating Shared Value and meeting our commitments 2012 | Full report 3 6 8 9 10 11 15 18 20 2 What is CSV How we implement CSV Nutrition Water Rural development Responsible sourcing Environmental sustainability Human rights and compliance Our people A message from our Chairman and our CEO We have always believed that in order to prosper we need the communities we serve and in which we operate to prosper as well: and that over the long term, healthy populations, healthy economies and healthy business performance are mutually reinforcing. We recognise...
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...TANAY JADHAV Content Executive summery ………………………..3 Introduction………………………………...4 Nestle in the eye of Elkington’s TBL……...5 CSR review and analysis…………………..9 Stakeholder’s perspective and criticism….12 Conclusion………………………………….14 Recommendation…………………………..15 Executive summary Nestle is a well known multinational company, they operate all around the world and deliver some good quality FMCG, but at the ethical level they don’t really score very well, they have a long history in boycotting from their origin which is Switzerland going to the UK and USA. Their more significant problem comes from their baby milk formula that for many human rights activist was the reason for the death of many kids around world. Nestlé’s story don’t stop here, they are also accused of child labour in Brazil and manipulating farmers, where they were trying to look ethical through helping them when their real intention was actually to regulate the market prices. Aside of the human level, Nestle is also criticised for testing their products on animals like coffee carcinogenicity on mice. But with all this problems, the image is not completely bad for the company as they are trying to act ethical at some levels, such as water, where with...
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...SanS/hool of Management ~ / May 11, 2007 Certified by: Alex (Sandy) Pentland Thesis Supervisor Toshiba Professor of Media Arts and Sciences Accepted by: by: Accepted MASSACiU'E) iS INSTF- I _ Stephen J. Sacca Director Sloan Fellows Program in Innovation and Global Leadership OF TECHNOLOGY JUL 0 2 2007 LIBRARIES l •ei zGwxS UNLOCKING THE POTENTIAL OF SMALL AND MEDIUM SIZED ETERPRISES IN WEST AFRICA: A PATH FOR REFORM AND ACTION By Ibrahima Thiam Submitted to the MIT Sloan School of Management on May 11, 2007 In Partial Fulfillment of the Requirements for the Degree of Master in Business Administration ABSTRACT Small and medium sized enterprises (SMEs) have proven their dynamism in West Africa. They are perceived by policy makers as an important reservoir for growth. The African Development Bank considers they represent over 90 % of business and provide about 50% of GDP and employment in Africa. Despite the consensus on the role of SMEs in these emerging markets, West African SMEs still face many constraints in their development, particularly in accessing financial and other types of resources. This thesis analyses the causes of the constraints faced by small enterprise in countries member of the West Africa Economic and...
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...Forever” Prepared April 16, 2012 For decades, De Beers has been the preeminent name in diamonds. Thanks to a stockpile of the world's rough diamond supply, indelible marketing schemes and even negotiations with foreign governments for their diamonds, De Beers has been the most important name in one of the world's most lucrative businesses for almost a century. This paper will review the billion dollar rise and fall of a monopoly that has crushed competitors and cash-strapped governments since the 1800s. Diamonds became a symbol of love thanks to De Beers, which is fitting, since De Beers became what it is today because of a love story: the love of money. In the beginning, the diamond trade took place mostly in India and Brazil. With the discovery of diamonds in South Africa, the trade simultaneously took off and became much less profitable. Up until the mid-1800s, diamonds were a rarity and could be seen only on the hand of a monarch. But the diamond rush that began in South Africa in the second half of the 19th century flooded the market with diamonds, killing demand. It would take some ingenious plotting and advertising to keep the diamond's reputation as intrinsically valuable and desirable, which is where De Beers comes in (Goldschein, 2011). Company History and Overview De Beers got its start when English-born businessman Cecil Rhodes, broke into the diamond business in South Africa by renting water pumps to miners before buying diamond fields of his own. Rhodes, sensing...
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...Introduction Bajaj Motors is one of the largest and most competitive two wheeler manufacturing company of the world. It is present in over 50 countries all over the globe. The company is dominantly present in Africa and Latin America with increasing market share every year. Although Bajaj already exporting their product in Nigeria, but we think that they should plan to establish a manufacturing plant in that country. Pro’s and Con’s of entering the market ➢ The two wheeler market runs on high economies of scale. So it is very essential to capture the mass target market. Else, huge loss may occur. ➢ The need for technical expertise is high. ➢ Owning a strong distribution network is important and is very costly. ➢ Suppliers of auto components are fragmented and are extremely critical for this industry since most of the component work will be outsourced. Proper supply chain management is a costly yet a critical need. ➢ The industry rivalry is extremely high with any product being matched in a few months by competitor. This instinct of the industry is primarily driven by the technical capabilities acquired over years of gestation under the technical collaboration with international players. As Bajaj, along with its competitors, such as Hero Honda, TVS, Yamaha, are active at multipoint competitions; it is likely for the competitors to enter if Bajaj is successful at Nigeria. ➢ Petrol prices are always fluctuating in Nigeria. But...
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...I sell a box of bananas it’s a product with quality, with incredible taste, so it should be fair that you pay a fair price for it. Horatio Hernandez Coobafrio Co-operative, Magdalena, Colombia January 2014 contents 1 Introduction 4 2 6 Executive Summary Britain’s Bruising Banana Wars 16 16 20 21 4 The banana value chain 4.1 The UK banana market 4.2 The retail price of bananas in Britain 4.3 UK banana imports 2002 – 2013 4.4 Changes in banana supply chain operations 4.5 The impact of supermarket price wars on producers 4.6 Producer prices vs costs of sustainable production 22 22 23 5 The market environment for bananas 5.1 Evolution of the global banana trade 5.2 Consolidation of retailer power and UK price wars 5.3 The impact of competition law on banana prices 38 6 Fairtrade’s alternative approach 6.1 General background to the Fairtrade system 6.2 Fairtrade bananas – scope and scale 6.3 airtrade: the benefits and F constraints for farmers and workers 2 3 About this report 3.1 Fairtrade’s involvement in bananas 3.2 Research objectives and approach 3.3 Methodological note 7 Achieving a sustainable banana industry 7.1 inclusive market An for smallholders 7.2 Thriving banana farming communities 7.3 Decent work 7.4 Living wages 7.5 Workers’ rights to unionise 7.6 Taking full account...
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...abbreviations and definitions 6 Weights and measures 6 Abstract 7 1 Introduction 8 1.1 Research objectives 9 1.1.1 General objectives 9 1.1.2 Specific objectives 9 1.2 Research methodology 9 2 Literature review on the global value chain (GVC) of coffee 11 2.1 Theory of global value chains 11 2.1.1 Introduction to the value chain concept 11 2.1.2 Global commodity chains 12 2.1.3 Value chain analysis 13 2.1.3.1 Definition 13 2.1.3.2 Methodological aspects of value chain analysis 15 2.1.4 Governance 15 2.1.5 Barriers to entry and rent 16 2.1.6 Upgrading in value chains 16 2.2 Overview of the world coffee market 17 2.2.1 World coffee production 17 2.2.2 Production by type of coffee 18 2.2.3 Coffee producing countries 19 2.2.4 Stocks in producing countries 20 2.2.5 World coffee exports 21 2.2.6 World coffee consumption 24 2.2.7 The International Coffee Organisation and coffee prices 29 2.2.8 Mapping the global value chain of coffee 31 3 Analysis of Colombia and Vietnam’s participation in the coffee value chain 33 3.1 Vietnam’s participation in the GVC of coffee 33 3.1.1 Background 33 3.1.1.1 Natural conditions 33 3.1.1.2 Infrastructure 34 3.1.1.3 Policy and legal frameworks 35 3.1.2 Vietnam’s position in the global coffee market 36 3.1.2.1 Export output 37 3.1.2.2 Export turnover 37 3.1.2.3 Export product structure 38 3.1.2.4 Export prices 39 3.1.2.5 Export markets 40 3.1.3 Actors 42 3.1.3.1 Farmers...
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