The insurance industry in Australia has weathered the global financial crisis well and was resilient to the catastrophic events in 2010/11. The insurance industry is mature but relatively small compared to the banking sector. Assets held by insurers represented only about 8 percent of the financial system total assets as at end-2011. Since 2007, the insurance market has been consolidating steadily as the total number of players fell from 190 to 172 although branches of foreign-owned general insurers rose from 36 to 43. The industry was comprised of 24 life insurers, 108 general insurers, 19 reinsurers, 7 captive general insurers and 14 friendly societies as at end-June 2011.
The highly popular AIATSIS map of Indigenous Australia is now available in a compact, portable A3 size. Available flat or folded (packaged in a handy cellophane bag ) it s the perfect take-home product for tourists and anyone interested in the diversity of our first nations peoples. The handy desk size also makes it an ideal resource for individual student use. For tens of thousands of years, the First Australians have occupied this continent as many different nations with diverse cultural relationships linking them to their own particular lands. The ancestral creative beings left languages on country, along with the first peoples and their cultures. More than 200 distinct languages, and countless dialects of them, were in use when European colonization began. While people in some communities continue to speak their own languages, many others are seeking to record and revive threatened ones. Aboriginal and Torres Strait Islander peoples retain their connection to their traditional lands regardless of where they live. Using published resources available from 1988-1994, the map represents the remarkable diversity of language or nation groups of the Aboriginal and Torres Strait Islander peoples of Australia. The map was produced before native title legislation and is not suitable for use in native title or other land claims."
A number of disparate but interconnected forces such as deregulation and globalization, rapid advances in communications technology and the rise in the power of the consumer and civil society have now combined to bring corporate responsibility to prominence in many corporate boardrooms. In this information age, the ramifications of not addressing best practice in environment, workplace, marketplace and community could range from bad press coverage to complete market exclusion. These are perilous times for the social construct of modern capitalism.In today's society successful companies will increasingly be those that recognize that they have responsibilities to a range of stakeholders that go beyond compliance with the law. If in the past the focus was on enhancing shareholder value, now it is on engaging stakeholders for long-term value creation. This does not mean that shareholders are not important, or that profitability is not vital to business success, but that in order to survive and be profitable a company must engage with a range of stakeholders whose views may vary greatly. If in the past corporate social responsibility was simply seen as profitability plus compliance plus philanthropy, now responsible corporate citizenship means companies being more aware of and understanding the societies in which they operate. This means senior executives and managers being able to deal with a wide range of issues including greater accountability, human rights abuses, sustainability strategies, corporate governance codes, workplace ethics, stakeholder consultation and management.The aim and scope of Perspectives on Corporate Citizenship is to help capture and distil these and other emerging trends in terms of content, context and processes, in one concise volume. With contributions from the *crème de la crème* of leading thinkers from around the world, Perspectives on Corporate Citizenship is essential reading for students, scholars and all serious thinkers on one of the most critical issues of our time.
International Business in Times of Crisis classifies studies of crises relevant to international business research following a global pandemic which exposed systems failures and fragilities closely across global economic, financial, political, and social systems.
All institutions require a framework of governance, comprising a mission to be accomplished with clear rules and recognized conventions to guide its accomplishment. This book sets the governance of companies - corporate governance - in a wider framework so that it can be appreciated as part of a long tradition and of a system that affects our lives at all levels and in most places.Corporate governance is no longer optional for businessmen - it is vital - and the events which have led to this and the approaches taken by different countries are explained by Adrian Davies. He goes on to develop a working model for introducing a system of corporate governance, as well as detailing the process of installing and maintaining it. As the title suggests, A Strategic Approach to Corporate Governance explores the link between corporate governance and business strategy, and examines the role of the board of directors in providing leadership to both processes. Moving beyond the Cadbury, Greenbury and Hampel Codes, this book outlines a stakeholder approach to corporate governance which complements the financially-focused Codes.As Sir Adrian Cadbury says in his Foreword:'Openness and accountability are the governance watchwords and ethical standards are the basis on which lasting governance systems are built. These are the lessons we have all learnt from the work which has been done worldwide on the governance of companies. Adrian Davies' book will, with advantage, help to spread corporate experience in this field to a wider range of organisations.'
Courses in corporate governance and corporate social responsibility are growing in number at universities in many countries. This textbook covers corporate governance for the UK market.