2014 ANNUAL REPORT Australia and New Zealand Banking Group Limited ABN 11 005 357 522 This Annual Report (Report) has been prepared for Australia and New Zealand Banking Group Limited (“the Company”) together with its subsidiaries which are variously described as: ”ANZ”, “Group”, “ANZ Group”, “the Bank”, “us”, “we” or “our”. ANZ ANNUAL REPORT 2014 ANZ IS EXECUTING A FOCUSED STRATEGY TO BUILD THE BEST CONNECTED, MOST RESPECTED BANK ACROSS THE ASIA PACIFIC REGION WHO WE ARE AND HOW
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Quotas: From Discrimination to Democratic Legitimacy EARLY DRAFT – NOT FOR CITATION It is an established rule of U.S. constitutional law that the state cannot impose or pursue race or gender quotas.[1] In the private sector, an employer’s pursuit of numerically fixed race or gender balance is suspect under Title VII.[2] Under both bodies of antidiscrimination law, quotas are regarded as discrimination. If a civil rights initiative can be portrayed as encouraging employers to adopt quotas
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IBA Kolding Table of content 1.0 Intro 3 1.1 Problem proposal 3 1.2 Strategic questions 3 2.0 Internal analysis 3 2.1 Strategic capability 3 2.2 VRIN 5 2.3 VRIO 5 2.4 9 Strategic Windows 5 2.5 PLC 6 2.6 Boston Matrix 6 3.0 External analysis 6 3.1 PESTEL analysis 6 3.2 Porter’s 5 forces 6 3.3 Market Life cycle 7 3.4 Benchmarking 7 4.0 SWOT 8 5.0 Strategies 8 5.1 Generic Strategy 8 5.2 Growth strategy 9 5.3 Logistics and supplier strategy 9 6.0 STP 9
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corporate accountability. Satyam continued to grow even when stock markets around the world were collapsing. In December 2008, Mr. Raju wanted to merge Matyas a real-estate company with Satyam. Matyas a company owned by his family was a complete diversity from the software company. Raju and his family owned a lot more shares in Matyas than they did in Satyam. The merge caused investors to question Mr. Raju’s intentions. The stockholders objected to the merge and the idea was aborted. However, the
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The Supreme Court Annual Report and Accounts 2012–2013 The Supreme Court Annual Report and Accounts 2012–2013 Annual Report presented to Parliament pursuant to Section 54(1) of the Constitutional Reform Act 2005. Accounts presented to the House of Commons pursuant to Section 6(4) of the Government Resources and Accounts Act 2000. Accounts presented to the House of Lords by Command of Her Majesty. Ordered by the House of Commons to be printed on 20 May 2013. HC 3 London: The Stationery
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Chapter 5 Organizational Development and Change Chapter Overview The organizational development (OD) tradition is a practitioner-driven intervention-oriented approach to effecting organizational change via individual change, with view to increasing effectiveness. It is implemented within a problem-solving model, places a heavy accent on survey-based problem diagnosis and subordinates people to a vision of the future. Commitment-based strategies of effecting change assume that the impetus for
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Business Ethics Reform Heidi Hamilton MGT320-3 – The Legal Environment of Business Colorado State University-Global Campus Dr. Jason Lum April 26, 2013 Business Ethics Reform There have been many, increasingly significant business scandals and failures over the past forty years. There were the bribery scandals of the 1970s, the defense industry scandals of the 1980s, and the Savings & Loan scandals of the 1908s and 1990s. After that came the dot-com collapse, the accounting scandals
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Credit Risk Management Of AB Bank Limited 25. May, 2013 view with charts and images Executive Summary The ongoing development of contemporary management methods and the increased use of innovative financial products such as securitization and credit derivatives have brought about substantial changes in the business environment faced by credit institutions today. Especially in the field of lending, these changes and innovations are now forcing banks to adapt their in-house software systems and
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Chapter 5 Organizational Development and Change Chapter Overview The organizational development (OD) tradition is a practitioner-driven intervention-oriented approach to effecting organizational change via individual change, with view to increasing effectiveness. It is implemented within a problem-solving model, places a heavy accent on survey-based problem diagnosis and subordinates people to a vision of the future. Commitment-based strategies of effecting change assume that the impetus for
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annual report 2013 Dress €59.95 Top €14.95 BEYONCÉ IN H&M’s SUMMER CAMPAIGN 2013 € 69.95 Dress H&M SHOw At PARIS fASHION wEEk 2013 — H&M ANNUAl REPORT 2013 — Contents H&M IN WORDS AND PICTURES This is H&M CEO letter 2013 in brief Our brands Sustainable development Our employees Expansion History 6 8 10 14 32 36 40 48 H&M IN FIGURES Administration Report including proposed distribution of earnings Group Income Statement Group Statement of Comprehensive Income
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