Linking Arms towards a Sustainable Future Ayala Land Sustainability Report 2008 Linking Arms towards a Sustainable Future The dream of a sustainable future begins with actions rooted in the present. At Ayala Land‚ we realize that to make a difference‚ the crucial strides towards a sustainable tomorrow must be made today as global warming and environmental problems loom over the horizon. Now is the time to act with utmost urgency and focus for the sake of our children and future generations
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Contents INTRODUCTION 3 BALANCED DIET 4 FOOD GROUPS 5 CARBOHYDRATES 5 MAIN SOURCES 5 FUNCTIONS 5 ENERGY SUPPLY 5 PROTEINS 6 MAIN SOURCES 6 DIETARY IMPORTANCE (FUNCTIONS) 6 ENERGY SUPPLY 6 LIPIDS 7 PRINCIPAL SOURCES 7 DIETARY IMPORTANCE (FUNCTIONS) 7 ENERGY SUPPLY 7 VITAMINS 8 MINERALS 9 WATER 10 FUNCTIONS 10 DIETARY FIBER /ROUGHAGE 11 FUNCTIONS 11 PROBLEMS OF AN UNBALANCED DIET 12 MALNUTRITION 12 EFFECTS OF MALNUTRITION 12 CONSTIPATION 13 HEART DISEASE 13 OBESITY 14 STARVATION 15 Poverty 15 Over
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“Creating Shared Value is built upon fundamental commitments to society‚ both to achieve the highest standards of compliance with laws‚ codes of conduct and our own Nestlé Corporate Business Principles as well as to protect the environment for future generations.” – Paul Bulcke‚ CEO Nestle To continue to prosper over the long term‚ we need to ensure that the communities we serve and in which we operate prosper too. We are determined to ensure that our global presence and operations bring benefits
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.........................................3 Methodology ................................................................................ 4 2.1 2.2 Data collection: secondary data review ...................................4 Data collection: CSR review survey.........................................4 2.3 2.4 2.5 Discussion forums and working sessions..................................9 Interviews ..........................................................................9 International
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May 13‚ 2002‚ i3782. p132 “Disney’s limits on links to fatty kids’ foods speaks to CSR trend.” PR Week (US)‚ Oct 23‚ 2006 p11 “Mickey Gets Fit.”‚ Time for Kids‚ October 27‚ 2006‚ Vol. 12 Issue 8‚ p2-2‚ 1/2‚1C “Mini Mouse.” Broadcasting and Cable‚ October 23‚ 2006‚ v136 i42‚ pg 30 Story‚ Louise‚ Eric Lipton‚ Andrew Martin contributed reporting. “Disney to do its own testing of character toys for lead paint.” New York Times‚ September 10‚ 2007‚ p1‚ 0p www.Disney.com/corporate
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Ilduara Busta Corporate Governance in Banking A European Study Corporate Governance in Banking A European Study ISSN 0906-6934 ISBN 978-87-593-8365-0 The PhD School in Economics and Business Administration CBS / Copenhagen Business School PhD Series 15.2008 CBS PhD nr 15 Ilduara Busta - OMSLAG.indd 1 10/06/08 13:53:41 Corporate Governance in Banking Ilduara Busta Corporate Governance in Banking A European Study CBS / Copenhagen Business School The PhD School
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References: 3. KPMG India. "Corporate Social Responsibility (CSR)"‚ 2010‚ 4 9. O ’Brien‚ Jim. “CSR Consulting”‚ 2009‚ (Diagram at Definition Section) 10 17. R.H. Gray‚ D.L.Owen & K.T.Maunders‚ Corporate Social Reporting: Accounting and accountability (He Hempsteameld: Prentice Hall‚ 1987) p. IX. 18. D. Crowther‚ Social and Environmental
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Corporate social responsibility (CSR) is mainly about the awareness of and actions in support of environmentally sustainable societal development. Yet to be mainstreamed into corporate practice with a firmed up definition‚ CSR actions aim at mitigating the diverse environmental impact of the activities of the business‚ and at reducing inequalities and alleviating deprivation and poverty in the communities across the country. In the wide range of possible CSR actions‚ each business is expected to
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corporate policy‚ workplace practices and standards. To help meet these challenges‚ Porter and Kramer provide a holistic CSR approach for IHRM. The ‘inside-out’ approach maps the social impact of the HR activities value chain to identify positive and negative social impacts. The ‘outside-in’ approach diagnoses the social dimensions of a company’s competitive context to identify both CSR risks and opportunities. Additionally‚ by understanding cross-cultural nuances‚ alongside catering functional HRM activities
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(Spector‚ 2008 cited in Carroll and Shabana‚ 2010: 86)‚ Corporate Social Responsibility (CSR) has been becoming an increasingly influencing factor in corporate governance. KPMG (2008 cited in Du et al.‚ 2010: 13) indicates that the proportion of the 250 hugest enterprises in the world who annually release CSR reports has grown up from 50% in 2005 to 80% in 2008. Porter and Kramer (2006: 80) declare that CSR is more likely to be advantages such as ‘opportunity‚ innovation‚ and competitive advantage’
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