WHAT CSR MEAN AT AVIVA Aviva’s CSR policy governs performance in eight related elements. These are management of their relations with customers, workforce, suppliers and the community; of our performance in respect of the environment, human rights and health and safety and of adherence to rigorous standards of business conduct. The CSR policy sets out how they approach business and how they deal with people in pursuing our business. WHY AVIVA PRACTICE CSR Aviva practice CSR because they believe
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effectiveness, Advocacy, Accountability/feedback, Sustainability 65 9. Findings and recommendations 73 Interviews and observations conducted 81 References 83 Attachments Attachment 1 Attachment 2 Attachment 3 Attachment 4 Attachment 5 Attachment 6 85 Terms of Reference for the Evaluation OPTIONS Prey Veng Working Groups (DME Framework) Implementation through partnership with community and government structures Consultations, reflections, accountability and feedback MBF
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Report No 55 Gender and Development: Concepts and Definitions Prepared for the Department for International Development (DFID) for its gender mainstreaming intranet resource by Hazel Reeves and Sally Baden February 2000 BRIDGE (development - gender) Institute of Development Studies University of Sussex Brighton BN1 9RE, UK Tel: +44 (0) 1273 606261 Fax: +44 (0) 1273 621202 Email: bridge@ids.ac.uk Website: http://www.ids.ac.uk/bridge/ © Institute of Development Studies ISBN 1 85864 381
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The Truth and Reconciliation Commission (TRC) was a court-like body assembled in South Africa after the end of Apartheid. Anybody who felt they had been a victim of violence could come forward and be heard at the TRC. Perpetrators of violence could also give testimony and request amnesty from prosecution. The hearings made international news and many sessions were broadcast on national television. The TRC was a crucial component of the transition to full and free democracy in South Africa and, despite
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“Analyzing Myanmar Higher Education Policy in Meeting Labor Market Demand” Introduction 1.1 Justification In every society, higher education plays a strategic role in creation and distribution of intellectual capacity. Since the late twentieth century, the impacts of globalization and increasing role of knowledge generate both challenges and opportunities for higher education, especially in developing economies. Capacity to participate in knowledge based economy requires qualified human resources
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As part of this theory, we have identified five variables that are our focus: level of poverty, cultural boundaries and differences, access to education, amount of extortion and bribery in government and business, and level of transparency and accountability. Using these variables, we arrive at new conclusions and then provide a discussion on their implications for international managers. Throughout the paper, we also explore the magnitude of the effects that have resulted from the addition of Principle
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.F’;.CV0C=Universality of human rights has always been a extensively challenged and debated topic, especially in the recent decades. In recent decades, a widely contested debate over the universality of human rights has emerged. Rights are certainly not universally-applied today, with oppression, torture and various atrocities committed in many parts of the world. This paper will focus on the notion that both in the Third-World and the West, states have used human rights discussion as a political
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Introduction What is Financial Institution? In financial economics, a financial institution is an institution that provides financial services for its clients or members. Probably the most important financial service provided by financial institutions is acting as financial intermediaries. Most financial institutions are highly regulated by government. Broadly speaking, there are three major types of financial institutions: • Deposit-taking institutions that accept and manage deposits
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S w 9B09M035 TALISMAN ENERGY INC.: THE DECISION TO ENTER IRAQ Natalie Slawinski wrote this case under the supervision of Professor Pratima Bansal 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. Ivey Management Services prohibits any form of reproduction, storage or transmittal
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Coca-Cola India On August 20, 2003 Sanjiv Gupta, President and CEO of Coca-Cola India, sat in his office contemplating the events of the last two weeks and debating his next move. Sales had dropped by 30-40% 1 in only two weeks on the heels of a 75% five-year growth trajectory and 25-30% 2 year-to-date growth. Many leading clubs, retailers, restaurants, and college campuses across the country had stopped selling Coca-Cola 3 and only six weeks into his new role as CEO, Gupta was embroiled in a crisis
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