This document summarizes a project aimed at accelerating corporate social responsibility (CSR) practices in eight Central and Eastern European countries. The project conducted baseline surveys on CSR status in each country. It found that while companies are open to CSR, uptake of practices like governance and reporting is limited. It developed national CSR agendas in seven countries through multi-stakeholder dialogue to coordinate government measures and set priority actions. The agendas addressed challenges like defining CSR and building stakeholder capacities. Priorities included CSR education, supporting civil society, and small business guidance. The project resulted in comparable analysis of CSR across the region and more formalized national CSR structures and cooperation.
Presentation made at the 5th Assises of Decentralised Cooperation held in Brussels, Belgium, on 11 July 2017. Presentation by Stefano Marta.
More information: http://www.oecd.org/regional/regional-policy/OECD-project-on-decentralised-development-co-operation.htm
Decentralised Development Cooperation ODA Extended by local and regional gove...OECDregions
Presentation on Decentralised Development Cooperation ODA Extended by local and regional governments made at the 5th Assises of Decentralised Cooperation, held in Brussels, Belgium on 10 July 2017. Presentation by Aziza Akhmouch and Jens Sedemund
For decades, global development discussions predominantly revolved around the volume of aid given and received. But the 2002 Monterrey International Conference on Financing for Development broadened the focus of discussions to include the quality of the cooperation provided as a key determinant of progress. Both donors and recipients realized they needed to improve how aid was delivered to make it useful for beneficiaries. Oxfam has been actively involved in this debate, pushing for higher quality standards and aid that works for the people who need it most.1 In the years that followed, three High Level Fora on Aid Effectiveness were convened by the Organization for Economic Cooperation and Development (OECD): in Rome (2003), in Paris (2005) and Accra (2008). Each forum marked a step forward. In Rome, donor and recipient countries were asked, for the first time, to focus their discussions exclusively on aid quality, with the result that they agreed to harmonize donor practices for improved performance.2 However, this approach left the essential contribution of recipient countries to aid effectiveness out of the equation and raised concerns that even harmonized approaches might undermine country ownership. The Paris forum acknowledged the need to include recipient governments in an ongoing dialogue on how to improve aid and shift the focus of the debate from effective donorship to effective partnership. Developing countries were invited to join the negotiating table on par with their cooperation providers.3 The Paris Declaration on Aid Effectiveness4 committed signatories to respect and implement five basic principles: harmonization of donor policies and practices; alignment to national development strategies; mutual accountability; a focus on measuring and delivering results for people; and ownership of development cooperation. But, beyond making a list of good intentions, Paris also produced a clear scorecard to hold development partners accountable for what they were promising: a set of 12 indicators to measure progress in a number of crucial areas, such as the predictability of aid flows to developing country governments; the use of developing countries‟ financial and administrative systems; and the transfer of technical capacity to local staff. Each indicator included targets and a deadline to achieve them by 2010. Partners also agreed to monitor their own progress towards the governance commitments they made.
Open Dialogue MICs Conference 2013 Vienna May 8, Presentation by Koreamicconference
Thematic Dialogue on Environmental Sustainability and Green Industry, Inclusive Growth and Prosperity and Financing for Sustainable Economic Development
The OGP Steering Committee requests comments from the open government community on its draft Strategic Plan. Please comment here: http://blog.opengovpartnership.org/2012/08/open-government-partnership-strategic-plan-comments/
Presentation on "Government-Funded Research Institutes in Korea: The Role of ...OECD Governance
Presentation on "Government-Funded Research Institutes in Korea: The Role of National Think Tanks" made at the Meeting on Promoting Public Sector Innovation: The Role of Schools of Government, OECD, 13-14 November 2014
Citizens' budgets - Anna BELENCHUK, Russian FederationOECD Governance
This presentation was made by Anna BELENCHUK, Russian Federation, at the 13th Annual meeting of OECD-CESEE Senior Budget Officials held in Paris on 6-7 July 2017
An overview of the issues highlighted by the 2021 FE White Paper using 3 lenses. The paper itself, the reaction from FE bodies and our view from an Architecture of Participation perspective
Presentation made at the 5th Assises of Decentralised Cooperation held in Brussels, Belgium, on 11 July 2017. Presentation by Stefano Marta.
More information: http://www.oecd.org/regional/regional-policy/OECD-project-on-decentralised-development-co-operation.htm
Decentralised Development Cooperation ODA Extended by local and regional gove...OECDregions
Presentation on Decentralised Development Cooperation ODA Extended by local and regional governments made at the 5th Assises of Decentralised Cooperation, held in Brussels, Belgium on 10 July 2017. Presentation by Aziza Akhmouch and Jens Sedemund
For decades, global development discussions predominantly revolved around the volume of aid given and received. But the 2002 Monterrey International Conference on Financing for Development broadened the focus of discussions to include the quality of the cooperation provided as a key determinant of progress. Both donors and recipients realized they needed to improve how aid was delivered to make it useful for beneficiaries. Oxfam has been actively involved in this debate, pushing for higher quality standards and aid that works for the people who need it most.1 In the years that followed, three High Level Fora on Aid Effectiveness were convened by the Organization for Economic Cooperation and Development (OECD): in Rome (2003), in Paris (2005) and Accra (2008). Each forum marked a step forward. In Rome, donor and recipient countries were asked, for the first time, to focus their discussions exclusively on aid quality, with the result that they agreed to harmonize donor practices for improved performance.2 However, this approach left the essential contribution of recipient countries to aid effectiveness out of the equation and raised concerns that even harmonized approaches might undermine country ownership. The Paris forum acknowledged the need to include recipient governments in an ongoing dialogue on how to improve aid and shift the focus of the debate from effective donorship to effective partnership. Developing countries were invited to join the negotiating table on par with their cooperation providers.3 The Paris Declaration on Aid Effectiveness4 committed signatories to respect and implement five basic principles: harmonization of donor policies and practices; alignment to national development strategies; mutual accountability; a focus on measuring and delivering results for people; and ownership of development cooperation. But, beyond making a list of good intentions, Paris also produced a clear scorecard to hold development partners accountable for what they were promising: a set of 12 indicators to measure progress in a number of crucial areas, such as the predictability of aid flows to developing country governments; the use of developing countries‟ financial and administrative systems; and the transfer of technical capacity to local staff. Each indicator included targets and a deadline to achieve them by 2010. Partners also agreed to monitor their own progress towards the governance commitments they made.
Open Dialogue MICs Conference 2013 Vienna May 8, Presentation by Koreamicconference
Thematic Dialogue on Environmental Sustainability and Green Industry, Inclusive Growth and Prosperity and Financing for Sustainable Economic Development
The OGP Steering Committee requests comments from the open government community on its draft Strategic Plan. Please comment here: http://blog.opengovpartnership.org/2012/08/open-government-partnership-strategic-plan-comments/
Presentation on "Government-Funded Research Institutes in Korea: The Role of ...OECD Governance
Presentation on "Government-Funded Research Institutes in Korea: The Role of National Think Tanks" made at the Meeting on Promoting Public Sector Innovation: The Role of Schools of Government, OECD, 13-14 November 2014
Citizens' budgets - Anna BELENCHUK, Russian FederationOECD Governance
This presentation was made by Anna BELENCHUK, Russian Federation, at the 13th Annual meeting of OECD-CESEE Senior Budget Officials held in Paris on 6-7 July 2017
An overview of the issues highlighted by the 2021 FE White Paper using 3 lenses. The paper itself, the reaction from FE bodies and our view from an Architecture of Participation perspective
Building Skills for Economic Evaluation across Government: The case of IrelandOECD Governance
Presentation from the launch of "The Irish Government Economic and Evaluation Service - Using Evidence-Informed Policy Making to Improve Performance". For further information see: oe.cd/igees
Implementation of the Canadian government’s CSR strategy for Canadian extractive companies operating abroad.
Carlos Rojas-Arbulú is Deputy Director, Corporate Social Responsibility and National Contact Point for the OECD Guidelines for Multinational Enterprises, Foreign Affairs and International Trade Canada
Governance as an SDG Accelerator: Country Experiences and ToolsOECD Governance
Delivering on the Sustainable Development Goals (SDGs) is a formidable governance challenge for countries at all levels of development. It requires governments to co-ordinate, consult and work across policy areas – as well as with the businesses sector and civil society – in an unprecedented way. This report provides evidence from OECD countries and partner economies on how public governance practices can be strengthened to help implement the SDGs. For more information see:http://www.oecd.org/gov/pcsd/governance-as-an-sdg-accelerator-0666b085-en.htm
OECD Network on Open & Innovative Government in Latin America & the CaribbeanOECD Governance
The OECD Network on Open & Innovative Government in the LAC region connects reformers, identifies good practices and provides examples and recommendations to its members.
Design Policy Monitor 2015
REVIEWING INNOVATION AND
DESIGN POLICIES ACROSS EUROPE
28개 EU회원국의 디자인 정책 동향
출처 :
http://www.seeplatform.eu/designpolicymonitor
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
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Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...
12 Dez Discussion P. 3 - Krisztine Kiss
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2. Powering a new Future Discussion Platform 7 on Partnering, Networking and Communities of Practice (12 Dec 2008, Lisbon) Accelerating CSR practices in the new EU member states and candidate countries as a vehicle for harmonisation, competitiveness and social cohesion in the EU Krisztina Kiss UNDP Liaison Officer for Hungary UNDP Office/ Ministry of Foreign Affairs [email_address] +36 30 967 3451 , +36 1 458 3495
13. Baseline scorecard for the region A = Integrated and managed : regard CSR as one of the most important factors of a successful and competitive business environment. NGO, consumer and government pressure for social and environmental performance by companies is mainstream. B = Aware and responsive : regard CSR as central to a successful business environment, there is strong NGO, consumer and government pressure for companies to apply CSR practices, and there are few obstacles that hinder key actors to excel in their social and environmental performance . C = Attentive and emerging : are aware of the importance of CSR, there are both corporate and NGO pressure to apply CSR practices, there are some obstacles , missing and a limited number of good examples . D = Vigilant & challenged : there is some pressure to use CSR practices, however there are significant obstacles, major drivers are limited, there is a lack of capacity and experience . E = Unaware and distracted : the prevailing economic conditions are challenging , there are major obstacles and no significant drivers for adoption of CSR as a business issue .
14. Development phases of European countries E Unaware and distracted D Vigilant and challenged C Attentive and emerging B Aware and responsive A Integrated and managed UK Austria Eastern Europe Western Europe New Europe
15. Baseline scorecard for the region D D D D Poland C D C B/C Hungary D D C D Turkey D D C C Slovakia C D D D Macedonia D D D C/D Lithuania D D C C/D Croatia D D C D Bulgaria Standards Public Disclosure Civil society Legal and political environment Company level Institutional level Country
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20. National CSR agendas/strategies were developed to accelerate CSR Rationale: when traditional driving f actors for CSR are missing, Government policies and actions may stimulate developments Objective : to coordinate state measures for enabling better environment for companies to engage in CSR (CSR promotion measures); to set priority actions of Governments for 3-5 years – thus not a new tool of regulation Format : no single format – ranging from - Roadmap in Turkey, Stakeholder agreement in Poland to - official government strategy in a form of national programme in Lithuania and Slovakia
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28. The UN Global Compact The Ten Principles enjoy universal consensus and are derived from : The Universal Declaration of Human Rights The International Labour Organization's Declaration on Fundamental Principles and Rights at Work The Rio Declaration on Environment and Development The United Nations Convention Against Corruption
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30. Environment Principle 7 : Businesses should support a precautionary approach to environmental challenges; Principle 8 : undertake initiatives to promote greater environmental responsibility; and Principle 9 : encourage the development and diffusion of environmentally friendly technologies Anti-Corruption Principle 10 : Businesses should work against corruption in all its forms, including extortion and bribery.